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“Leading Digital Travel Insurance Provider UK" WORLD WIDE INTERNET INSURANCE SERVICES
World Wide Internet Insurance Services (WWIIS) has been selected by the Judges of Business World Magazine's Annual Awards to be a recipient of the Top Brands in Innovation Awards. This selection follows a stringent process that evaluated over 40,000 nominees to select the exclusive list of 100 winners.
World Wide Internet Insurance Services (WWIIS) is a development and branding of online travel insurance platforms, including marketing & conversion.
World Wide Internet Insurance Services (WWIIS) are Insurance intermediaries licensed in Gibraltar by the Financial Services Commission. They were established in 2001 and have provided great value products to millions of UK customers.
WWIIS has unparalleled expertise in providing tailored insurance solutions to consumers and businesses backed by one of the most experienced executive teams in the UK Travel Insurance industry. WWIIS speciality is the online distribution of great value travel insurance products.
Innovation
As a leading Insurtech company, World Wide Internet Insurance Services are innovative from the ground up; from their industry-first loyalty scheme which rewards WWIIS customers, to their market-leading in-house technology and data analysis capabilities.
Recognition
Alongside World Wide Internet Insurance Services many awards include Leading Digital Travel Insurance Provider, Best Travel Insurance Provider, Best Claims Service, Best Customer Service, and WWIIS recognition in almost all mainstream media, as highlighted below, World Wide Internet Insurance Services
also maintains an average Trust Score of 4.7/5 with Trustpilot from over 15,000 independent customer reviews.
Reliability
World Wide Internet Insurance Services design, build and operate all our systems allowing us to ensure the availability and security of our platform while also allowing us to rapidly respond to changes in market conditions. WWIIS insured over 8 million customers using our platform.
Service
WWIIS takes service seriously, all our customer service agents undertake at least three months of training including obtaining a Foundation Insurance Test from the Chartered Insurance Institute with most moving on to obtain a Certificate in Insurance.
World Wide Internet Insurance Services, CEO
With a wealth of experience, we bring a new perspective to insurance broking. We harness technology, which we design and build, to provide detailed insights into the risks that we handle for our underwriters. At the same time, we bring new thinking to the term "Customer Loyalty" where we combine exceptional customer service with tangible rewards for our clients. Our people are our assets and our assets are brilliant, they bring dedication and enthusiasm into the office daily!
www.wwiis.com
World Wide Internet Insurance Services (WWIIS) is a development and branding of online travel insurance platforms, including marketing & conversion.
World Wide Internet Insurance Services (WWIIS) are Insurance intermediaries licensed in Gibraltar by the Financial Services Commission. They were established in 2001 and have provided great value products to millions of UK customers.
WWIIS has unparalleled expertise in providing tailored insurance solutions to consumers and businesses backed by one of the most experienced executive teams in the UK Travel Insurance industry. WWIIS speciality is the online distribution of great value travel insurance products.
Innovation
As a leading Insurtech company, World Wide Internet Insurance Services are innovative from the ground up; from their industry-first loyalty scheme which rewards WWIIS customers, to their market-leading in-house technology and data analysis capabilities.
Recognition
Alongside World Wide Internet Insurance Services many awards include Leading Digital Travel Insurance Provider, Best Travel Insurance Provider, Best Claims Service, Best Customer Service, and WWIIS recognition in almost all mainstream media, as highlighted below, World Wide Internet Insurance Services
also maintains an average Trust Score of 4.7/5 with Trustpilot from over 15,000 independent customer reviews.
Reliability
World Wide Internet Insurance Services design, build and operate all our systems allowing us to ensure the availability and security of our platform while also allowing us to rapidly respond to changes in market conditions. WWIIS insured over 8 million customers using our platform.
Service
WWIIS takes service seriously, all our customer service agents undertake at least three months of training including obtaining a Foundation Insurance Test from the Chartered Insurance Institute with most moving on to obtain a Certificate in Insurance.
World Wide Internet Insurance Services, CEO
With a wealth of experience, we bring a new perspective to insurance broking. We harness technology, which we design and build, to provide detailed insights into the risks that we handle for our underwriters. At the same time, we bring new thinking to the term "Customer Loyalty" where we combine exceptional customer service with tangible rewards for our clients. Our people are our assets and our assets are brilliant, they bring dedication and enthusiasm into the office daily!
www.wwiis.com
"Most Innovative Trading Platform" Go Markets
Our services serve you
We offer over 350 tradable CFD instruments including Forex, Shares, Indices and Commodities. Widely recognised as Australia’s first MT4 broker, we’ve since added MT5, mobile trading and a web-based version to our trading platform suite. GO Markets offers spread-based and commission-based accounts.
We offer over 350 tradable CFD instruments including Forex, Shares, Indices and Commodities. Widely recognised as Australia’s first MT4 broker, we’ve since added MT5, mobile trading and a web-based version to our trading platform suite. GO Markets offers spread-based and commission-based accounts.
ENTERGY CORP-CEO Leo P Denault Interview
Leo P Denault was appointed Chairman and CEO of Entergy Corporation in 2013, the company was on the cusp of a significant shift in its business strategy: firstly, the primary focus of Entergy’s business strategy would move from a merchant wholesale business to focus squarely on its utility footprint in the Gulf South. Secondly, Denault set his sights on reinventing the landscape as it related to the company’s interaction with customers amid changing expectations, employing the technology, data, and analytics to both meet and surpass those expectations.
“There were a lot of dynamics in commodity markets in the period between 2008 and 2013, when I took on the role,” Denault elaborated in an exclusive interview with CEO Magazine. “Given the fall in commodity prices, we saw it as a great opportunity to double down our efforts on the utility business itself, free up capital, and really invest in the Gulf South. We were also beginning to see a significant amount of economic activity in the petrochemical and chemical commodity space, primarily in Louisiana and Texas, which was pretty unique nationwide.”
Headquartered in New Orleans, Entergy Corporation is a Fortune 500 integrated energy company engaged primarily in electric power production and retail distribution operations in the Deep South of the United States. Entergy generates and distributes electric power to 2.9 million customers in Arkansas, Louisiana, Mississippi, and Texas. In 2019, the company boasted revenues of nearly $11 billion.
“I think we currently have one of the best positions in our industry,” Denault elaborated on Entergy’s present standing. “If you look at who we are and where we’re located in terms of our legacy positions, we have some of the lowest–if not the lowest–rates in the US, one of the cleanest large scale generating fleets, and some of the most constructive regulatory mechanisms, which affords us the ability to maintain financial flexibility and invest on behalf of our customers.”
Outcomes versus inputs
Amid the company’s current strategy of switching to a purely utility focus, Leo Denault highlighted a number of factors that will aid Entergy Corporation along the way: the benefit of one of the only growing industrial bases in the US, an ability to invest across the company’s infrastructure, modernizing its generation fleet with a view to making it more efficient, lower cost, and cleaner; as well as a move to improve its transmission and distribution systems through technology to both relieve congestion and increase efficiencies.
“We’re in the midst of building new gas and renewable power plants and we’re retiring older gas plants and ultimately, by the end of the decade, some of our coal facilities, as well as developing new transmission lines in distribution technology,” Denault explained. “That near-term investment will drive growth in the business while we improve the reliability of the system, improve the environmental footprint, and make our customers better off. It’s a great one-to-five year strategy that we’ve been using for some time now, and it’s served us really well in the earnings growth and what you’ve seen in stock price appreciation.”
Yet for Denault, perhaps the most important change currently underway at Entergy is enhancing customer solutions with a focus on shifting the company’s emphasis away from the input of providing electricity to the physical outcomes that customers desire, a strategy he views as a game changer in terms of the way the company identifies opportunities to invest.
“To put it simply, you don’t wake up and decide that you’re going to buy electricity,” Denault elaborated. “If you’re a resident in your home, you want to be warm, dry, have enough light, be comfortable. If you’re a commercial establishment, the outcome you desire is low cost lighting, heating, AC, or freezers and refrigeration units in your store. You may also have profit and loss, safety, and sustainability objectives. We’ve found that when we take that viewpoint we come up with ideas about ways of how to make customers’ outcomes come true that give us the opportunity to invest in things that we wouldn’t have thought of if we were just looking at providing them with electricity. To this end, we’ve created an innovation center we call Keystring Labs and through that we’re doing a significant amount of ethnographic research with our customers to determine the outcomes they want.”
Making industry more efficient
By way of example, Denault pointed to the needs of Entergy’s customers who use the port facilities in the Gulf of Mexico, where six of the fifteen largest ports in the US are located. Denault highlighted that such companies have a need to be low cost, environmentally sustainable, and provide reliable service, yet one of the most costly elements of shipping in the region has been the necessity to use diesel to light their vessels while they are docked.
“We’re working with the ports and the shipping companies to electrify those ports, to provide them not only a lower cost and more efficient way to remain in dock, but also significant environmental benefits when you look at the difference in emissions as a result,” he explained. “A cruise ship in the port of New Orleans probably emits about 1500 pounds of CO2 per megawatt hour. By the time we hit our 2030 sustainability objective, we will have enabled them to emit less than 300 pounds per megawatt hour equivalent. It’s a significant environmental benefit.”
Three pillars
Denault identified three main strategic pillars he believes will help Entergy Corporation meet its objectives in terms of customer satisfaction, productivity, and efficiency. The first is the customer centric strategy already mentioned; the second, a philosophy of continuous improvement that runs throughout the company. The third pillar, for Denault, is a culture of diversity, inclusion, and belonging, which he believes is the engine that makes the rest of those achievements possible.
“In the continuous improvement arena we’re looking across the entire organization to create the opportunity for us to drive productivity, improvements, and efficiencies through what amounts to a consulting arm within the corporation,” Denault highlighted. “To this end, we’ve created a center of excellence called Corporate Business Services which houses key functions, taking them out of areas like Accounting and HR and other functional areas and putting them into an end-to-end process. Supply chain, which is critical to every function of the business, and our IT function, particularly as we move more and more towards digital, are part of that shared service function.”
“The third pillar, which is really what’s going to make us sustainable, is that our workforce has to continue to evolve,” he added. “If we’re going to be closer to our customer, we have to be more reflective of that customer base. Our employees have to understand you because they look like you, because they’ve had the same experience. We’ve got to be a more diverse organization if we want to succeed in a customer centric environment. That diversity of expertise, thought, and experience requires us to have a workforce that’s representative of the communities in which we operate.”
Great relationships
Entergy’s supply chain is also evolving as part of its new shift in focus. The company procures a broad range of materials from the equipment that goes into large-scale generation and nuclear power plants to increasingly tech-oriented products and services relating to data analysis and analytics. As a result, Denault stressed the importance of maintaining great relationships with suppliers, as well as ensuring its partners share the same values of customer centricity, sustainability, and diversity.
He highlighted the example of Entergy’s recent buildout of three cyclo gas turbine power plants, the first of which went online last year and which, combined, will reduce the company’s carbon footprint by 40%. “You see a lot of people building one plant and then building another, and frequently they come online over budget, behind schedule, or not at all,” Denault said. “We leveraged these three facilities I mentioned across the same EPC contractors, the same equipment suppliers, the same labor force, and we’ve been able to bring the first one online ahead of schedule and under budget. We expect the same from the others”
Ultimately, Denault believes that the key to Entergy fulfilling its strategic objectives is vision and long-term planning, given that the company started out on the path to customer centricity, sustainability, and the strengthening of efficiencies long before many other players in the industry, creating a strong foundation for the innovative measures currently being implemented.
“It was twenty years ago that we became the first utility in the U.S. to voluntarily put a cap on our greenhouse gas emissions,” he emphasized. “It was twenty years ago that we held the first low-income summit here in the Gulf South to start a culture in the organization that recognized the plight of the customer base, which we felt we had the responsibility to do something about. It was twenty years ago that we started to invest in our communities in a really substantial way in education.”
“When I go out and meet with customers and they tell me they want a high bill alert and I put in place automated metering so I can tell them exactly how much electricity they’ve consumed, I’m providing them and how they can lower their cost,” Denault added. “That’s a different level of engagement with the customer, and really a game changer for this company and this industry.”
Our Purpose
ABOUT
We power life today and for future generations. That means we do more than provide electric and natural gas service. It means we're listening so we can continue to better serve, better support, and better build the future, together. Day in and day out, we’re working to improve lives, build businesses and create prosperity across our diverse communities.
Who We Are
Entergy Corporation, a Fortune 500 company headquartered in New Orleans, powers life for 3 million families and businesses across Arkansas, Louisiana, Mississippi and Texas. Entergy is creating a cleaner, more resilient energy future for everyone with our diverse portfolio of low-carbon and carbon-free energy sources. With roots in the Gulf South region for more than a century, Entergy is a recognized leader in corporate citizenship and delivers more than $100 million in philanthropy and advocacy efforts to local communities each year. Our approximately 12,500 employees are dedicated to powering life today and for future generations.
What We Do
We exist to grow a world-class energy business that creates sustainable value for our four key stakeholders — our customers, employees, communities and owners. This has been our mission for many years. We understood early on that in order to create real, sustainable value, the decisions we make and the strategies we pursue must benefit all stakeholders.
www.entergy.com
“There were a lot of dynamics in commodity markets in the period between 2008 and 2013, when I took on the role,” Denault elaborated in an exclusive interview with CEO Magazine. “Given the fall in commodity prices, we saw it as a great opportunity to double down our efforts on the utility business itself, free up capital, and really invest in the Gulf South. We were also beginning to see a significant amount of economic activity in the petrochemical and chemical commodity space, primarily in Louisiana and Texas, which was pretty unique nationwide.”
Headquartered in New Orleans, Entergy Corporation is a Fortune 500 integrated energy company engaged primarily in electric power production and retail distribution operations in the Deep South of the United States. Entergy generates and distributes electric power to 2.9 million customers in Arkansas, Louisiana, Mississippi, and Texas. In 2019, the company boasted revenues of nearly $11 billion.
“I think we currently have one of the best positions in our industry,” Denault elaborated on Entergy’s present standing. “If you look at who we are and where we’re located in terms of our legacy positions, we have some of the lowest–if not the lowest–rates in the US, one of the cleanest large scale generating fleets, and some of the most constructive regulatory mechanisms, which affords us the ability to maintain financial flexibility and invest on behalf of our customers.”
Outcomes versus inputs
Amid the company’s current strategy of switching to a purely utility focus, Leo Denault highlighted a number of factors that will aid Entergy Corporation along the way: the benefit of one of the only growing industrial bases in the US, an ability to invest across the company’s infrastructure, modernizing its generation fleet with a view to making it more efficient, lower cost, and cleaner; as well as a move to improve its transmission and distribution systems through technology to both relieve congestion and increase efficiencies.
“We’re in the midst of building new gas and renewable power plants and we’re retiring older gas plants and ultimately, by the end of the decade, some of our coal facilities, as well as developing new transmission lines in distribution technology,” Denault explained. “That near-term investment will drive growth in the business while we improve the reliability of the system, improve the environmental footprint, and make our customers better off. It’s a great one-to-five year strategy that we’ve been using for some time now, and it’s served us really well in the earnings growth and what you’ve seen in stock price appreciation.”
Yet for Denault, perhaps the most important change currently underway at Entergy is enhancing customer solutions with a focus on shifting the company’s emphasis away from the input of providing electricity to the physical outcomes that customers desire, a strategy he views as a game changer in terms of the way the company identifies opportunities to invest.
“To put it simply, you don’t wake up and decide that you’re going to buy electricity,” Denault elaborated. “If you’re a resident in your home, you want to be warm, dry, have enough light, be comfortable. If you’re a commercial establishment, the outcome you desire is low cost lighting, heating, AC, or freezers and refrigeration units in your store. You may also have profit and loss, safety, and sustainability objectives. We’ve found that when we take that viewpoint we come up with ideas about ways of how to make customers’ outcomes come true that give us the opportunity to invest in things that we wouldn’t have thought of if we were just looking at providing them with electricity. To this end, we’ve created an innovation center we call Keystring Labs and through that we’re doing a significant amount of ethnographic research with our customers to determine the outcomes they want.”
Making industry more efficient
By way of example, Denault pointed to the needs of Entergy’s customers who use the port facilities in the Gulf of Mexico, where six of the fifteen largest ports in the US are located. Denault highlighted that such companies have a need to be low cost, environmentally sustainable, and provide reliable service, yet one of the most costly elements of shipping in the region has been the necessity to use diesel to light their vessels while they are docked.
“We’re working with the ports and the shipping companies to electrify those ports, to provide them not only a lower cost and more efficient way to remain in dock, but also significant environmental benefits when you look at the difference in emissions as a result,” he explained. “A cruise ship in the port of New Orleans probably emits about 1500 pounds of CO2 per megawatt hour. By the time we hit our 2030 sustainability objective, we will have enabled them to emit less than 300 pounds per megawatt hour equivalent. It’s a significant environmental benefit.”
Three pillars
Denault identified three main strategic pillars he believes will help Entergy Corporation meet its objectives in terms of customer satisfaction, productivity, and efficiency. The first is the customer centric strategy already mentioned; the second, a philosophy of continuous improvement that runs throughout the company. The third pillar, for Denault, is a culture of diversity, inclusion, and belonging, which he believes is the engine that makes the rest of those achievements possible.
“In the continuous improvement arena we’re looking across the entire organization to create the opportunity for us to drive productivity, improvements, and efficiencies through what amounts to a consulting arm within the corporation,” Denault highlighted. “To this end, we’ve created a center of excellence called Corporate Business Services which houses key functions, taking them out of areas like Accounting and HR and other functional areas and putting them into an end-to-end process. Supply chain, which is critical to every function of the business, and our IT function, particularly as we move more and more towards digital, are part of that shared service function.”
“The third pillar, which is really what’s going to make us sustainable, is that our workforce has to continue to evolve,” he added. “If we’re going to be closer to our customer, we have to be more reflective of that customer base. Our employees have to understand you because they look like you, because they’ve had the same experience. We’ve got to be a more diverse organization if we want to succeed in a customer centric environment. That diversity of expertise, thought, and experience requires us to have a workforce that’s representative of the communities in which we operate.”
Great relationships
Entergy’s supply chain is also evolving as part of its new shift in focus. The company procures a broad range of materials from the equipment that goes into large-scale generation and nuclear power plants to increasingly tech-oriented products and services relating to data analysis and analytics. As a result, Denault stressed the importance of maintaining great relationships with suppliers, as well as ensuring its partners share the same values of customer centricity, sustainability, and diversity.
He highlighted the example of Entergy’s recent buildout of three cyclo gas turbine power plants, the first of which went online last year and which, combined, will reduce the company’s carbon footprint by 40%. “You see a lot of people building one plant and then building another, and frequently they come online over budget, behind schedule, or not at all,” Denault said. “We leveraged these three facilities I mentioned across the same EPC contractors, the same equipment suppliers, the same labor force, and we’ve been able to bring the first one online ahead of schedule and under budget. We expect the same from the others”
Ultimately, Denault believes that the key to Entergy fulfilling its strategic objectives is vision and long-term planning, given that the company started out on the path to customer centricity, sustainability, and the strengthening of efficiencies long before many other players in the industry, creating a strong foundation for the innovative measures currently being implemented.
“It was twenty years ago that we became the first utility in the U.S. to voluntarily put a cap on our greenhouse gas emissions,” he emphasized. “It was twenty years ago that we held the first low-income summit here in the Gulf South to start a culture in the organization that recognized the plight of the customer base, which we felt we had the responsibility to do something about. It was twenty years ago that we started to invest in our communities in a really substantial way in education.”
“When I go out and meet with customers and they tell me they want a high bill alert and I put in place automated metering so I can tell them exactly how much electricity they’ve consumed, I’m providing them and how they can lower their cost,” Denault added. “That’s a different level of engagement with the customer, and really a game changer for this company and this industry.”
Our Purpose
ABOUT
We power life today and for future generations. That means we do more than provide electric and natural gas service. It means we're listening so we can continue to better serve, better support, and better build the future, together. Day in and day out, we’re working to improve lives, build businesses and create prosperity across our diverse communities.
Who We Are
Entergy Corporation, a Fortune 500 company headquartered in New Orleans, powers life for 3 million families and businesses across Arkansas, Louisiana, Mississippi and Texas. Entergy is creating a cleaner, more resilient energy future for everyone with our diverse portfolio of low-carbon and carbon-free energy sources. With roots in the Gulf South region for more than a century, Entergy is a recognized leader in corporate citizenship and delivers more than $100 million in philanthropy and advocacy efforts to local communities each year. Our approximately 12,500 employees are dedicated to powering life today and for future generations.
What We Do
We exist to grow a world-class energy business that creates sustainable value for our four key stakeholders — our customers, employees, communities and owners. This has been our mission for many years. We understood early on that in order to create real, sustainable value, the decisions we make and the strategies we pursue must benefit all stakeholders.
www.entergy.com
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DR. MARK LYONS - CEO OF ALLTECH - Interview with Business World Magazine
Dr. Mark Lyons grew up in the Alltech business, having traveled with his father and Alltech’s founder, Dr. Pearse Lyons, from a young age to visit customers. With experience working in all regions and nearly all departments — from palletizing bags in production to researching in the lab — he has a deep and uniquely personal knowledge of the company.
Based on Alltech’s belief that agriculture has the greatest potential to shape our world’s future, he launched the Planet of Plenty™ vision in 2019. He has called for collaboration to improve nutrition, human and animal well-being, and the preservation of natural resources. He has spearheaded many critical projects, including simultaneously managing a biorefinery project in Kentucky, the establishment of a plant in Serbia, and the creation of Alltech’s flagship yeast production facility in São Pedro, Brazil. He also spent nearly four years in Mexico rebuilding the company’s solid-state fermentation plant in Serdan, which is one of the largest of its kind in the world.
In 2012, Dr. Lyons relocated to China, the world’s largest feed market, as part of Alltech’s focus on the Asia-Pacific region. Living in Beijing and traveling throughout the country, he led the Alltech China office and focused on building bridges between China and the wider industry through research, education, and strategic initiatives.
Under his leadership as director of North America from 2009 to 2011, Alltech expanded its presence with the opening of new offices and growing involvement in all agricultural sectors. Today, Dr. Lyons is based at Alltech’s headquarters in Kentucky. He has served as a board member of the American Feed Industry Association, and he is currently serving on the board of directors for Transylvania University and the advisory board for Women in Food & Agriculture. Dr. Lyons is active in many industry groups, such as the International Poultry Council, the National Turkey Federation, the National Chicken Council, and the National Pork Producers Council. He is also vice president of the Soil and Fertilizer Alliance of China and is a committee member of the China Toxicology Association. He is proud to be the only foreign member welcomed to China’s Feed Industry Golf Group, which represents more feed tonnage than all of Brazil.
Dr. Lyons has published papers and patents in areas ranging from enzyme production to global economics and is interested in the assurance of food safety and quality throughout the entire food chain. He was also named as one of “The top 50 Irish businessmen and women in the BRIC countries” and “40 Under 40” leaders in agriculture by Vance Publishing Corporation.
He received his bachelor’s degree in political science and environmental science in 1999 from the University of Chicago. He received his master’s degree in brewing and distilling in 2001, followed by a Ph.D. in the area of solid-state fermentation, at Heriot-Watt University in Edinburgh. Dr. Lyons is fluent in Spanish, Portuguese, French, and German, and he has a working knowledge of Mandarin.
“Do we want to live on a planet of peril or plenty?”
At the 35th edition of the Alltech ONE conference in 2019, Dr. Mark Lyons started a journey towards a future for his company and – more importantly – a journey that points towards an exciting future for the whole agricultural sector. “Do we want to live on a planet of peril or plenty?” he asked rhetorically.
He continued: “We choose to believe in the latter. With upcoming new technologies, improved farm management practices, and the ingenuity of mankind, a world of abundance could be ours. There is so much to discover, millions of ideas to chase and apply, and, last but not least, stories to tell which show that plants, animals, and people can thrive.”
Twelve months later at the 36th edition of ONE, the world has changed in many ways. “Even with large parts of the world struggling with the coronavirus, there are no limits and we are fully shaping the future of agri-food. More than ever, I am convinced that the next 30 years are critical to agriculture,” says Dr. Lyons.
Of course, we miss the live interactions and networking possibilities but even that is partly possible…
Alltech One virtual: Covid-19 prompts move to online
Dr. Lyons expected to be welcoming over 3,500 guests to the 36th edition of ONE in Lexington, KY, but the coronavirus threw a spanner in the works. “Sadly we have no live event this year, and even with no lockdown in Kentucky, we decided 70 days ago to prepare ourselves for an online ONE conference, a monumental undertaking which led to a very different experience than we are all used to, but which I am very excited about. The Alltech ONE virtual experience launched with over 23,000 registrants from over 115 countries – truly mind-boggling. They are being provided with on-demand focus sessions, streaming keynote presentations, and live Q&A chats with select speakers.”
He continues: “Of course, we miss the live interactions and networking possibilities but even that is partly possible with online groups coming together for separate discussions and a drink to toast with. Or as our keynote speaker, Cady Coleman, former NASA astronaut, and US Air Force colonel, stated when she shared her experiences of working in the challenging conditions on the International Space Station: ‘I think the world understands missions in a different way because of this pandemic. Covid-19 has created this need to solve problems together and be on the same mission. People are coming together, helping each other. It’s hopeful.’ I fully agree with that.”
Removing barriers and connecting people
“With this edition of ONE, we are removing barriers and connecting people. And – apart from our live events – we want to keep the project running for 12 months by adding more presentations, projects, and inspiration until the next event in 2021. I do have to say, it feels somewhat strange connecting to an audience from my father’s office, but as he used to tell me: ‘Change is the only constant in life’. When he passed and when my beloved sister passed, I often referred back to his learnings. In all things, we have a choice in responding to difficult times, to change. It is my choice to take action and to be inspired by the great people I have lost and do what they would have wanted me to do. That is what moved me to envision the Planet of Plenty.
…we didn’t inherit the earth from our ancestors, we borrow it from our children
Planet of Plenty
Last year we launched this ambitious mission. We need not one idea to make the future a better one; we need millions, to learn from each other’s expertise and, above all, communicate our wins. What keeps me up at night is the limited views I see in some companies’ leadership where the focus is only on short-term gains for the company and not a win-win scenario for all of us. The key question should be: what can we do together?
“The Planet of Plenty concept is still in its early days because I believe the next 30 years are most critical to agriculture. We at Alltech have built upon our own past moving beyond our ACE (agriculture, consumer, environment) principle. We, as an industry, are the caretakers of the land; we didn’t inherit the earth from our ancestors, we borrow it from our children. Our mission to improve the health and performance of animals, plants, and humans through nutrition and scientific innovation should be the mission of the industry, the world, to produce food for billions sustainably and efficiently. And the world is changing; until recently people would ask how much CO2 is emitted with the production of one kilo of chicken meat. With corona in play, the question now is whether there is a kilo of chicken in the supermarket. For the first time in many generations, we are experiencing a shock to our system and are seeing food scarcity. The perspective is changing and this can change the way we present ourselves. We need to respond and create immunity against the shock which Covid-19 has given our society.”
Compelling stories
“I am proud that we are in an industry where we are able to tell the farmers’ stories, compelling stories of a proactive industry in which being on the defensive is a bygone. As an example, we now see a tremendous drop in worldwide CO2 emissions but we are still producing and food is still on the table. The idea that agriculture alone is the problem is just not true. The opposite is true: agriculture is the life support for our planet. And with the disruption caused by the coronavirus, we see people going to farms to pick up produce when supermarkets are empty. Where price drove our game in the past, now connected to the consumer and trust are becoming far more important. People now understand again how the food chain works and that helps us to get our message across. There is so much opportunity for agriculture on a local level and in society for getting the right food to the right place with the right value.
Sustainability goals
“The most wonderful thing about the concept of Planet of Plenty is that it is pre-competitive. We can all help make our industry better for the world and at the same time benefit from doing so. That is what Alltech found when we signed up for the UN sustainability goals. Because this includes being audited, we asked ourselves what is required. That sharpens your mind and gets everyone involved. Such a process also makes you realise the importance of inclusion in creating innovative and productive teams. Or as our keynote speaker, Cady Coleman said: ‘It’s a proven fact that diverse groups are more successful’. We know that inclusion and diversity in our teams are essential and see that women play a critical role in our company and around the world in agriculture.”
ABOUT
Our mission is to improve the health and performance of people, animals, and plants through nutrition and scientific innovation.
We pursue this mission guided by what we call the ACE principle, our promise that in doing business we have a positive impact on the Animal, the Consumer, and the Environment.
www.alltech.com
Based on Alltech’s belief that agriculture has the greatest potential to shape our world’s future, he launched the Planet of Plenty™ vision in 2019. He has called for collaboration to improve nutrition, human and animal well-being, and the preservation of natural resources. He has spearheaded many critical projects, including simultaneously managing a biorefinery project in Kentucky, the establishment of a plant in Serbia, and the creation of Alltech’s flagship yeast production facility in São Pedro, Brazil. He also spent nearly four years in Mexico rebuilding the company’s solid-state fermentation plant in Serdan, which is one of the largest of its kind in the world.
In 2012, Dr. Lyons relocated to China, the world’s largest feed market, as part of Alltech’s focus on the Asia-Pacific region. Living in Beijing and traveling throughout the country, he led the Alltech China office and focused on building bridges between China and the wider industry through research, education, and strategic initiatives.
Under his leadership as director of North America from 2009 to 2011, Alltech expanded its presence with the opening of new offices and growing involvement in all agricultural sectors. Today, Dr. Lyons is based at Alltech’s headquarters in Kentucky. He has served as a board member of the American Feed Industry Association, and he is currently serving on the board of directors for Transylvania University and the advisory board for Women in Food & Agriculture. Dr. Lyons is active in many industry groups, such as the International Poultry Council, the National Turkey Federation, the National Chicken Council, and the National Pork Producers Council. He is also vice president of the Soil and Fertilizer Alliance of China and is a committee member of the China Toxicology Association. He is proud to be the only foreign member welcomed to China’s Feed Industry Golf Group, which represents more feed tonnage than all of Brazil.
Dr. Lyons has published papers and patents in areas ranging from enzyme production to global economics and is interested in the assurance of food safety and quality throughout the entire food chain. He was also named as one of “The top 50 Irish businessmen and women in the BRIC countries” and “40 Under 40” leaders in agriculture by Vance Publishing Corporation.
He received his bachelor’s degree in political science and environmental science in 1999 from the University of Chicago. He received his master’s degree in brewing and distilling in 2001, followed by a Ph.D. in the area of solid-state fermentation, at Heriot-Watt University in Edinburgh. Dr. Lyons is fluent in Spanish, Portuguese, French, and German, and he has a working knowledge of Mandarin.
“Do we want to live on a planet of peril or plenty?”
At the 35th edition of the Alltech ONE conference in 2019, Dr. Mark Lyons started a journey towards a future for his company and – more importantly – a journey that points towards an exciting future for the whole agricultural sector. “Do we want to live on a planet of peril or plenty?” he asked rhetorically.
He continued: “We choose to believe in the latter. With upcoming new technologies, improved farm management practices, and the ingenuity of mankind, a world of abundance could be ours. There is so much to discover, millions of ideas to chase and apply, and, last but not least, stories to tell which show that plants, animals, and people can thrive.”
Twelve months later at the 36th edition of ONE, the world has changed in many ways. “Even with large parts of the world struggling with the coronavirus, there are no limits and we are fully shaping the future of agri-food. More than ever, I am convinced that the next 30 years are critical to agriculture,” says Dr. Lyons.
Of course, we miss the live interactions and networking possibilities but even that is partly possible…
Alltech One virtual: Covid-19 prompts move to online
Dr. Lyons expected to be welcoming over 3,500 guests to the 36th edition of ONE in Lexington, KY, but the coronavirus threw a spanner in the works. “Sadly we have no live event this year, and even with no lockdown in Kentucky, we decided 70 days ago to prepare ourselves for an online ONE conference, a monumental undertaking which led to a very different experience than we are all used to, but which I am very excited about. The Alltech ONE virtual experience launched with over 23,000 registrants from over 115 countries – truly mind-boggling. They are being provided with on-demand focus sessions, streaming keynote presentations, and live Q&A chats with select speakers.”
He continues: “Of course, we miss the live interactions and networking possibilities but even that is partly possible with online groups coming together for separate discussions and a drink to toast with. Or as our keynote speaker, Cady Coleman, former NASA astronaut, and US Air Force colonel, stated when she shared her experiences of working in the challenging conditions on the International Space Station: ‘I think the world understands missions in a different way because of this pandemic. Covid-19 has created this need to solve problems together and be on the same mission. People are coming together, helping each other. It’s hopeful.’ I fully agree with that.”
Removing barriers and connecting people
“With this edition of ONE, we are removing barriers and connecting people. And – apart from our live events – we want to keep the project running for 12 months by adding more presentations, projects, and inspiration until the next event in 2021. I do have to say, it feels somewhat strange connecting to an audience from my father’s office, but as he used to tell me: ‘Change is the only constant in life’. When he passed and when my beloved sister passed, I often referred back to his learnings. In all things, we have a choice in responding to difficult times, to change. It is my choice to take action and to be inspired by the great people I have lost and do what they would have wanted me to do. That is what moved me to envision the Planet of Plenty.
…we didn’t inherit the earth from our ancestors, we borrow it from our children
Planet of Plenty
Last year we launched this ambitious mission. We need not one idea to make the future a better one; we need millions, to learn from each other’s expertise and, above all, communicate our wins. What keeps me up at night is the limited views I see in some companies’ leadership where the focus is only on short-term gains for the company and not a win-win scenario for all of us. The key question should be: what can we do together?
“The Planet of Plenty concept is still in its early days because I believe the next 30 years are most critical to agriculture. We at Alltech have built upon our own past moving beyond our ACE (agriculture, consumer, environment) principle. We, as an industry, are the caretakers of the land; we didn’t inherit the earth from our ancestors, we borrow it from our children. Our mission to improve the health and performance of animals, plants, and humans through nutrition and scientific innovation should be the mission of the industry, the world, to produce food for billions sustainably and efficiently. And the world is changing; until recently people would ask how much CO2 is emitted with the production of one kilo of chicken meat. With corona in play, the question now is whether there is a kilo of chicken in the supermarket. For the first time in many generations, we are experiencing a shock to our system and are seeing food scarcity. The perspective is changing and this can change the way we present ourselves. We need to respond and create immunity against the shock which Covid-19 has given our society.”
Compelling stories
“I am proud that we are in an industry where we are able to tell the farmers’ stories, compelling stories of a proactive industry in which being on the defensive is a bygone. As an example, we now see a tremendous drop in worldwide CO2 emissions but we are still producing and food is still on the table. The idea that agriculture alone is the problem is just not true. The opposite is true: agriculture is the life support for our planet. And with the disruption caused by the coronavirus, we see people going to farms to pick up produce when supermarkets are empty. Where price drove our game in the past, now connected to the consumer and trust are becoming far more important. People now understand again how the food chain works and that helps us to get our message across. There is so much opportunity for agriculture on a local level and in society for getting the right food to the right place with the right value.
Sustainability goals
“The most wonderful thing about the concept of Planet of Plenty is that it is pre-competitive. We can all help make our industry better for the world and at the same time benefit from doing so. That is what Alltech found when we signed up for the UN sustainability goals. Because this includes being audited, we asked ourselves what is required. That sharpens your mind and gets everyone involved. Such a process also makes you realise the importance of inclusion in creating innovative and productive teams. Or as our keynote speaker, Cady Coleman said: ‘It’s a proven fact that diverse groups are more successful’. We know that inclusion and diversity in our teams are essential and see that women play a critical role in our company and around the world in agriculture.”
ABOUT
Our mission is to improve the health and performance of people, animals, and plants through nutrition and scientific innovation.
We pursue this mission guided by what we call the ACE principle, our promise that in doing business we have a positive impact on the Animal, the Consumer, and the Environment.
www.alltech.com
"Best Private Medical Insurance Brand"
Our promise to our customers is in our name: 'Now' is clear, innovative and accessible. This means clear, relevant information, easy-to-use online tools and fast service from people who respect your time. Our products are designed to be comprehensive and benefit-rich.
Now Health International is a global business with its headquarters in Hong Kong and regional service centres in Hong Kong, Shanghai, Dubai, Singapore, Jakarta, Malta and the United Kingdom.
In July 2015, Now Health's investor acquired Best Doctors Insurance, a major medical insurance provider with distribution throughout Latin America, the Caribbean and Canada.
The combination of the two businesses creates one of the largest independent IPMI providers in the world, with 12 sales/service offices, 125,000+ members, 370+ staff and 5,000+ distribution partners.
Now Health International is a global business with its headquarters in Hong Kong and regional service centres in Hong Kong, Shanghai, Dubai, Singapore, Jakarta, Malta and the United Kingdom.
In July 2015, Now Health's investor acquired Best Doctors Insurance, a major medical insurance provider with distribution throughout Latin America, the Caribbean and Canada.
The combination of the two businesses creates one of the largest independent IPMI providers in the world, with 12 sales/service offices, 125,000+ members, 370+ staff and 5,000+ distribution partners.
"Most Innovative FinTech Brand" Ualá
We are the fintech that allows you to manage all your finances from an app and a card
Argentine entrepreneur Pierpaolo Barbieri created and launched Ualá in October 2017 with the goal of improving financial inclusion in Argentina by offering an innovative, integrated, branchless, and low-cost experience. Today, Ualá is the financial solution for millions of people throughout the country.
Argentine entrepreneur Pierpaolo Barbieri created and launched Ualá in October 2017 with the goal of improving financial inclusion in Argentina by offering an innovative, integrated, branchless, and low-cost experience. Today, Ualá is the financial solution for millions of people throughout the country.
"Most Innovative Crypotassets & Management Services" Trustology
Trustology is developing technology and services to help private and institutional clients secure digital assets. TrustVault, Trustology's first product, is a step change in key management.
"Best Crypto-Currency Exchange Platform" TradeFada
Tradefada is a best of breed Cryptocurrency exchange, we provide the most actionable and easy-to-use digital currency trading platform.
We solve the insistent problem of getting into the crypto market at the right price. We have reduced the unbearable margin between Buying and Selling.
We solve the insistent problem of getting into the crypto market at the right price. We have reduced the unbearable margin between Buying and Selling.
"Best Sustainable Financial Solutions Provider"
"Best Sustainable Financial Solutions Provider"
"Most Innovative B2C e-Commerce Platform" Tiki Corporation
Tiki (short for “Tìm kiếm & Tiết kiệm”, which means “Search & Save”) is Vietnam's fastest and most trusted B2C e-commerce platform. Tiki is Vietnam's most trusted e-commerce platform. We are the first in the country to offer 2-hour delivery. Tiki has the highest NPS score amongst all e-commerce platforms in Vietnam.
"Best Online Pharmacy & HealthCare Platform" 1000Farmacie
1000Farmacie is the union of the best Italian pharmacies that work daily in contact with the public.
We have decided to join and put our warehouses at your disposal, to create a common one where you can always find the product you are looking for at the best price, taking advantage of the availability and discounts that pharmacies offer.
On 1000farmacie.it you will find only products authorized for online sale and with the CE guarantee mark, for this reason we guarantee you maximum seriousness and reliability.
We have decided to join and put our warehouses at your disposal, to create a common one where you can always find the product you are looking for at the best price, taking advantage of the availability and discounts that pharmacies offer.
On 1000farmacie.it you will find only products authorized for online sale and with the CE guarantee mark, for this reason we guarantee you maximum seriousness and reliability.
"Most Innovative Investment Advisory Firm"
Vinci Partners is the reference platform for alternative investments in Brazil,
SPECIALIZED IN ASSET MANAGEMENT, WEALTH AND FINANCIAL ADVICE.
It was founded in October 2009 by a group of managers with extensive experience in the financial market.
He has deep knowledge of the Brazilian economy and an extensive network of relationships. Comprised of areas that could function independently, but which, when integrated, produce synergy and results.
SPECIALIZED IN ASSET MANAGEMENT, WEALTH AND FINANCIAL ADVICE.
It was founded in October 2009 by a group of managers with extensive experience in the financial market.
He has deep knowledge of the Brazilian economy and an extensive network of relationships. Comprised of areas that could function independently, but which, when integrated, produce synergy and results.
"Best Investment Banking Brand" UBS Group AG
UBS Group AG is incorporated and domiciled in Switzerland and operates under art. 620ff. of the Swiss Code of Obligations as an Aktiengesellschaft, a corporation limited by shares. Its registered office is at Bahnhofstrasse 45, 8001 Zurich, Switzerland, and its corporate identification number is CHE-395.345.924. UBS Group AG was incorporated on 10 June 2014 and was established in 2014 as the holding company of the UBS Group. UBS Group AG shares are listed on the SIX Swiss Exchange and on the New York Stock Exchange (ISIN: CH0244767585; CUSIP: H42097107).
UBS Group AG is subject to, and compliant with, all relevant Swiss legal and regulatory requirements regarding corporate governance, including the SIX Swiss Exchange’s Directive on Information Relating to Corporate Governance, as well as the standards established in the Swiss Code of Best Practice for Corporate Governance, including the appendix on executive compensation.
UBS Group AG is subject to, and compliant with, all relevant Swiss legal and regulatory requirements regarding corporate governance, including the SIX Swiss Exchange’s Directive on Information Relating to Corporate Governance, as well as the standards established in the Swiss Code of Best Practice for Corporate Governance, including the appendix on executive compensation.
"Best Real Estate Investment Firm" Roofstock
Roofstock is building the world's leading real estate investment marketplace. Our mission is to make ownership of investment real estate radically accessible, cost-effective and simple.
Our platform lets everyone from first-time investors to global asset managers evaluate, purchase and own residential investment properties with confidence from anywhere in the world. Since launch, we've surpassed $5 billion in transactions and continue to disrupt the industry with cutting edge technology and innovations.
Our platform lets everyone from first-time investors to global asset managers evaluate, purchase and own residential investment properties with confidence from anywhere in the world. Since launch, we've surpassed $5 billion in transactions and continue to disrupt the industry with cutting edge technology and innovations.
"Best Cryptocurrency Exchange Platform" Coinbase
We are building the cryptoeconomy – a more fair, accessible, efficient, and transparent financial system enabled by crypto.
We started in 2012 with the radical idea that anyone, anywhere, should be able to easily and securely send and receive Bitcoin. Today, we offer a trusted and easy-to-use platform for accessing the broader crypto economy.
We started in 2012 with the radical idea that anyone, anywhere, should be able to easily and securely send and receive Bitcoin. Today, we offer a trusted and easy-to-use platform for accessing the broader crypto economy.
"Best Property Management Brand" Savills
As one of the world's leading property advisors, Savills services span the globe, with 39,000 experts working across 600 offices in the Americas, Europe, Asia Pacific, Africa and the Middle East.
"Best Alarm and Security Monitoring Solutions Provider" ADT Corporation
ADT is Committed to Your Home and Business Security
For 145 years, ADT has made the security of our customers our top priority. Today, more than 17,000 professionals in over 200 locations throughout the U.S. ensure that our over 6 million customers stay as safe and secure as possible.
For 145 years, ADT has made the security of our customers our top priority. Today, more than 17,000 professionals in over 200 locations throughout the U.S. ensure that our over 6 million customers stay as safe and secure as possible.
ALAN D SCHNITZER - CEO OF TRAVELERS COMPANIES INC. - INTERVIEW WITH BUSINESSWORLD MAGAZINE
Alan D Schnitzer became CEO and a member of the company’s Board of Directors in 2015, and was elected Chairman of the Board in 2017. He joined Travelers in April 2007 as Vice Chairman and Chief Legal Officer. He then went on to lead the company’s Financial, Professional and International Insurance segment and subsequently the company’s Business and International Insurance segment. He also oversaw Travelers’ Field Management, Corporate Communications and Public Policy organizations. Before joining Travelers, Schnitzer served as the company’s lead outside counsel as a partner in the law firm of Simpson Thacher & Bartlett LLP, where he advised corporate clients on a variety of transactions and general corporate law matters. Schnitzer is a member of the Board of Trustees of the University of Pennsylvania and serves on the Board of Directors of New York City Ballet and Memorial Sloan Kettering Cancer Center. Schnitzer earned his undergraduate degree in finance and accounting from The Wharton School of the University of Pennsylvania and his J.D. from Columbia Law School.
COMPANY BRIEF
Travelers (travelers.com) has been around for more than 160 years and has earned a reputation as one of the best property casualty insurers in the industry. It is a leader in personal, business and specialty insurance and the only property casualty company in the Dow Jones Industrial Average. Its approximately 30,000 employees and 13,500 independent agents and brokers in the United States, Canada, the United Kingdom and Ireland help provide its customers with both peace of mind and the confidence to reach higher and do more.
What have been the keys to Travelers’ consistent leadership in the industry and how do you define Travelers’ advantage?
Our formidable competitive advantages are the foundation of our success: talent and tenure; data and analytics; product breadth and specialization; risk mitigation and improvement; distribution relationships; and claim services.
But we aren’t resting on our laurels. We’re focused on an imperative we call perform and transform. Perform means continuing to execute successfully on our long-term financial strategy, which has helped us create significant shareholder value over time. Having said that, we understand that we won’t be able to continue to perform if we don’t transform. We believe the winners in our industry will be those who can innovate successfully on top of a strong foundation like ours.
How important is innovation to Travelers?
Innovation is in our DNA. We know that we can’t afford to be complacent, and the capabilities that have fueled our achievements over the past decade will not necessarily be the same ones we’ll need for the next decade. As a consequence, we have an ambitious innovation agenda. The vision for our innovation agenda is to be the undeniable choice for the customer and an indispensable partner to our agents and brokers. To achieve that vision, we’ve established three priorities: extend our lead in risk expertise; provide great experiences for our customers, distribution partners and employees; and improve our productivity and efficiency.
This work is apparent across the company. In the past few years, we have brought our expertise to some of the leading technology platforms on the market. We partnered with Amazon to launch the insurance industry’s first digital storefront; we began managing auto claims for Lyft in the United States; and we’re digitizing virtually every aspect of our business. For example, we’re now able to adjust many claims using a customer’s smartphone and make claim payments via PayPal.
A few years ago, we created the Early Severity Predictor®, a model that uses data and analytics to predict which injured workers are most at risk for chronic pain and, therefore, opioid addiction. Since its inception in 2015, we have applied the model to nearly 65,000 injured workers, and we estimate that this has resulted in loss cost savings of more than $150 million due to a substantial reduction in opioids prescribed and surgeries performed, and a more rapid return-to-work by employees.
What impact is technology having on Travelers’ business?
Advancements in technology are helping us reimagine just about every aspect of our company, and the line between our technology organization and our businesses is blurring. We’re creating more agile teams with a broader mix of abilities and leveraging advanced technology to develop customer-oriented solutions.
We’re also partnering with the very organizations that are said to be disrupting our industry. We work with a number of insurtechs and startup accelerator programs across the country to be sure we’re not only plugged into the flow of ideas, but also helping to create the change that’s occurring.
Travelers places a major focus on diversity and inclusion. Will you highlight your efforts to build a diverse and inclusive workforce at Travelers?
Our most valuable asset is our people. It’s our job to attract and retain the very best talent in the business, and that means recruiting from the broadest possible pool of candidates. It means offering development opportunities to advance diverse leaders. It means creating an inclusive culture that encourages our people to bring their full selves to work every day.
Among other initiatives, we’ve created eight Diversity Networks within Travelers. These networks are voluntary, employee-led organizations dedicated to making Travelers an even more welcoming place to work, and they count more than 11,000 employees as members – more than a third of our total population. It’s also why last year we launched an initiative called SHE Travels as part of our commitment to be the leading advocate for women in the insurance industry.
We bring these same priorities to our work with our community and business partners. One example is our Small Business Risk Education program, which helps women, minority and veteran entrepreneurs develop a broad understanding of risk management. Our robust supplier diversity program, aimed at helping to grow businesses owned by people of diverse backgrounds, is another.
We are proud to be recognized among the best employers for veterans, the LGBTQ community, people with disabilities, and diversity overall. Having said that, we don’t do it for the recognition. We understand that for Travelers, diversity and inclusion is more than a nice-to-have – it is a business imperative.
Our North Star will always be industry-leading returns over time. For us, it comes back to driving sustained value for all our stakeholders. We make a promise to take care of our customers, communities, employees and business partners because we recognize the inextricable link between industry-leading results, on the one hand, and gratified customers and business partners, engaged employees and healthy communities, on the other. We believe that by keeping our focus on all our stakeholders, we will continue to deliver top-tier results next quarter and succeed for the next quarter century.
ABOUT
We are an insurance company that cares. Travelers takes on the risk and provides the coverage you need to protect the things that are important to you — your home, your car, your valuables and your business — so you don’t have to worry. We have been around for more than 165 years and have earned a reputation as one of the best property casualty insurers in the industry because we take care of our customers. Our expertise and focus on innovation have made us a leader in personal, business and specialty insurance and the only property casualty company in the Dow Jones Industrial Average. Every day, our approximately 30,000 employees and 13,500 independent agents and brokers in the United States, Canada, the United Kingdom and Ireland help provide peace of mind to our customers.
www.travelers.com
COMPANY BRIEF
Travelers (travelers.com) has been around for more than 160 years and has earned a reputation as one of the best property casualty insurers in the industry. It is a leader in personal, business and specialty insurance and the only property casualty company in the Dow Jones Industrial Average. Its approximately 30,000 employees and 13,500 independent agents and brokers in the United States, Canada, the United Kingdom and Ireland help provide its customers with both peace of mind and the confidence to reach higher and do more.
What have been the keys to Travelers’ consistent leadership in the industry and how do you define Travelers’ advantage?
Our formidable competitive advantages are the foundation of our success: talent and tenure; data and analytics; product breadth and specialization; risk mitigation and improvement; distribution relationships; and claim services.
But we aren’t resting on our laurels. We’re focused on an imperative we call perform and transform. Perform means continuing to execute successfully on our long-term financial strategy, which has helped us create significant shareholder value over time. Having said that, we understand that we won’t be able to continue to perform if we don’t transform. We believe the winners in our industry will be those who can innovate successfully on top of a strong foundation like ours.
How important is innovation to Travelers?
Innovation is in our DNA. We know that we can’t afford to be complacent, and the capabilities that have fueled our achievements over the past decade will not necessarily be the same ones we’ll need for the next decade. As a consequence, we have an ambitious innovation agenda. The vision for our innovation agenda is to be the undeniable choice for the customer and an indispensable partner to our agents and brokers. To achieve that vision, we’ve established three priorities: extend our lead in risk expertise; provide great experiences for our customers, distribution partners and employees; and improve our productivity and efficiency.
This work is apparent across the company. In the past few years, we have brought our expertise to some of the leading technology platforms on the market. We partnered with Amazon to launch the insurance industry’s first digital storefront; we began managing auto claims for Lyft in the United States; and we’re digitizing virtually every aspect of our business. For example, we’re now able to adjust many claims using a customer’s smartphone and make claim payments via PayPal.
A few years ago, we created the Early Severity Predictor®, a model that uses data and analytics to predict which injured workers are most at risk for chronic pain and, therefore, opioid addiction. Since its inception in 2015, we have applied the model to nearly 65,000 injured workers, and we estimate that this has resulted in loss cost savings of more than $150 million due to a substantial reduction in opioids prescribed and surgeries performed, and a more rapid return-to-work by employees.
What impact is technology having on Travelers’ business?
Advancements in technology are helping us reimagine just about every aspect of our company, and the line between our technology organization and our businesses is blurring. We’re creating more agile teams with a broader mix of abilities and leveraging advanced technology to develop customer-oriented solutions.
We’re also partnering with the very organizations that are said to be disrupting our industry. We work with a number of insurtechs and startup accelerator programs across the country to be sure we’re not only plugged into the flow of ideas, but also helping to create the change that’s occurring.
Travelers places a major focus on diversity and inclusion. Will you highlight your efforts to build a diverse and inclusive workforce at Travelers?
Our most valuable asset is our people. It’s our job to attract and retain the very best talent in the business, and that means recruiting from the broadest possible pool of candidates. It means offering development opportunities to advance diverse leaders. It means creating an inclusive culture that encourages our people to bring their full selves to work every day.
Among other initiatives, we’ve created eight Diversity Networks within Travelers. These networks are voluntary, employee-led organizations dedicated to making Travelers an even more welcoming place to work, and they count more than 11,000 employees as members – more than a third of our total population. It’s also why last year we launched an initiative called SHE Travels as part of our commitment to be the leading advocate for women in the insurance industry.
We bring these same priorities to our work with our community and business partners. One example is our Small Business Risk Education program, which helps women, minority and veteran entrepreneurs develop a broad understanding of risk management. Our robust supplier diversity program, aimed at helping to grow businesses owned by people of diverse backgrounds, is another.
We are proud to be recognized among the best employers for veterans, the LGBTQ community, people with disabilities, and diversity overall. Having said that, we don’t do it for the recognition. We understand that for Travelers, diversity and inclusion is more than a nice-to-have – it is a business imperative.
Our North Star will always be industry-leading returns over time. For us, it comes back to driving sustained value for all our stakeholders. We make a promise to take care of our customers, communities, employees and business partners because we recognize the inextricable link between industry-leading results, on the one hand, and gratified customers and business partners, engaged employees and healthy communities, on the other. We believe that by keeping our focus on all our stakeholders, we will continue to deliver top-tier results next quarter and succeed for the next quarter century.
ABOUT
We are an insurance company that cares. Travelers takes on the risk and provides the coverage you need to protect the things that are important to you — your home, your car, your valuables and your business — so you don’t have to worry. We have been around for more than 165 years and have earned a reputation as one of the best property casualty insurers in the industry because we take care of our customers. Our expertise and focus on innovation have made us a leader in personal, business and specialty insurance and the only property casualty company in the Dow Jones Industrial Average. Every day, our approximately 30,000 employees and 13,500 independent agents and brokers in the United States, Canada, the United Kingdom and Ireland help provide peace of mind to our customers.
www.travelers.com
"Best Corporate Bank" Rand Merchant Bank
"Best Corporate Bank" Rand Merchant Bank
"Best Investment Banking Brand" Bison Bank
The Bison Bank, S.A. is a European based bank fully held by private Chinese capital from Hong Kong, focused on providing a wide and specialized range of Wealth Management, Depositary & Custody and Investment Banking services to Individuals and Institutional Clients, through a seamless platform connecting European and Asian markets.
MASAHIKO UOTANI - CEO OF SHISEIDO - INTERVIEW WITH BWM TOP 100 INNOVATION CEO
Masahiko Uotani is President and Group CEO of Shiseido, a Japan-based. beauty company founded in 1872. Mr. Uotani joined Shiseido in April, 2014 as the first Shiseido president. appointed from outside of the company in its 140-year history.
Masahiko Uotani: “In the three or so years I have been at Shiseido, probably the best decision I’ve made is to put more investment and focus into the travel retail business” When Masahiko Uotani took up an advisory role for Shiseido in 2013 following a long spell as President and Chairman of Coca-Cola (Japan), he discovered a venerable institution facing subtle but unmistakable signs of decline. Despite Shiseido’s rich cultural heritage and illustrious reputation, the company was in urgent need of rejuvenation and modernization.
Less than a year after his appointment as CEO in December 2013, Uotani unveiled Vision 2020, a charter that pledged to ensure Shiseido would remain ‘vital’ for the next century and that it would become the number-one beauty house in Japan and Asia. the former CEO of Coca-Cola in Japan was an unlikely candidate — he was in favor of adopting a more Westernised approach to management, for example. He had spent his career in Japan, but mostly in the employ of companies that were headquartered in the US.
n 1872, Shiseido opened its doors in Ginza, Tokyo. The family business that started out as Japan’s first Western-style pharmacy transformed into a global beauty giant that currently operates in approximately 120 countries and regions around the world. Shiseido’s history and tradition is characterized by a long string of innovations and category firsts that have repeatedly set new standards and whose effects have rippled across the entire beauty industry. 150 years later, our commitment to innovation is as steadfast as ever. Based in Japan, we aim to transcend borders and boundaries and venture beyond the cosmetics business to realize Beauty Innovations through the creation of unique products, delivering new values and actively contributing to the happiness of our customers across the globe through beauty.
While the global economy is still struggling to make for a brighter outlook, we carry out management reforms with the Skin Beauty business as our core business aiming to “Be a Global Winner with Our Heritage” and become the world’s No. 1 Skin Beauty company by 2030. In 2022, which is positioned as the year of “Back on Growth Track” in our medium- to long-term business plan “WIN 2023 and Beyond”, we aim to achieve global growth by promoting brand innovation and marketing concentration in the skincare business, which is one of our strengths.
This year, Shiseido celebrates the 150th anniversary of its foundation, and it will be a year of “hope” in which we take the first step toward shaping a new future. In line with our corporate mission “BEAUTY INNOVATIONS FOR A BETTER WORLD”, the year 2022 will be a major milestone in our efforts to contribute to the resolution of social issues and social development through the power of beauty. We will actively work on a variety of innovations to address social issues such as environmental concerns and the realization of diversity, and support people’s beauty, making their days full of smiles and hope around the world. At the same time, we will realize a sustainable world where people can experience happiness under our vision of a PERSONAL BEAUTY WELLNESS COMPANY, which contributes to a lifetime of unique and healthy beauty for each and everyone through the power of beauty.
www.shiseido.com
Masahiko Uotani: “In the three or so years I have been at Shiseido, probably the best decision I’ve made is to put more investment and focus into the travel retail business” When Masahiko Uotani took up an advisory role for Shiseido in 2013 following a long spell as President and Chairman of Coca-Cola (Japan), he discovered a venerable institution facing subtle but unmistakable signs of decline. Despite Shiseido’s rich cultural heritage and illustrious reputation, the company was in urgent need of rejuvenation and modernization.
Less than a year after his appointment as CEO in December 2013, Uotani unveiled Vision 2020, a charter that pledged to ensure Shiseido would remain ‘vital’ for the next century and that it would become the number-one beauty house in Japan and Asia. the former CEO of Coca-Cola in Japan was an unlikely candidate — he was in favor of adopting a more Westernised approach to management, for example. He had spent his career in Japan, but mostly in the employ of companies that were headquartered in the US.
n 1872, Shiseido opened its doors in Ginza, Tokyo. The family business that started out as Japan’s first Western-style pharmacy transformed into a global beauty giant that currently operates in approximately 120 countries and regions around the world. Shiseido’s history and tradition is characterized by a long string of innovations and category firsts that have repeatedly set new standards and whose effects have rippled across the entire beauty industry. 150 years later, our commitment to innovation is as steadfast as ever. Based in Japan, we aim to transcend borders and boundaries and venture beyond the cosmetics business to realize Beauty Innovations through the creation of unique products, delivering new values and actively contributing to the happiness of our customers across the globe through beauty.
While the global economy is still struggling to make for a brighter outlook, we carry out management reforms with the Skin Beauty business as our core business aiming to “Be a Global Winner with Our Heritage” and become the world’s No. 1 Skin Beauty company by 2030. In 2022, which is positioned as the year of “Back on Growth Track” in our medium- to long-term business plan “WIN 2023 and Beyond”, we aim to achieve global growth by promoting brand innovation and marketing concentration in the skincare business, which is one of our strengths.
This year, Shiseido celebrates the 150th anniversary of its foundation, and it will be a year of “hope” in which we take the first step toward shaping a new future. In line with our corporate mission “BEAUTY INNOVATIONS FOR A BETTER WORLD”, the year 2022 will be a major milestone in our efforts to contribute to the resolution of social issues and social development through the power of beauty. We will actively work on a variety of innovations to address social issues such as environmental concerns and the realization of diversity, and support people’s beauty, making their days full of smiles and hope around the world. At the same time, we will realize a sustainable world where people can experience happiness under our vision of a PERSONAL BEAUTY WELLNESS COMPANY, which contributes to a lifetime of unique and healthy beauty for each and everyone through the power of beauty.
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