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RSA is a leading multinational insurance group. The company has operations in more than 30 countries and provides its products and services to more than 20 million customers in over 130 countries. In early 2003, a new Group CEO was appointed by the Board with one main goal: to make RSA a stronger, higher performing business that delivered value to shareholders and that rekindled a sense of pride among customers and employees.
Following a comprehensive strategic review, he and his team drew up a demanding set of objectives aimed at turning the business around. These included strengthening the Group’s capital position, building a new management team, embedding a performance culture, and transforming the operational performance of its ongoing business. The operational transformation program has had two elements. The first has been to restructure and de-risk the ongoing portfolio by focusing on general insurance and by successfully exiting life and underperforming businesses. The second has been a demanding operational improvement program. Two key targets were publicly announced: to cut the expenses of the Group’s ongoing businesses by UK £270 million and to achieve a combined operating ratio of 100 percent on average across the insurance cycle for the Group’s ongoing business (combined operating ratio is a measure of industry profitability). Critical to the transformation program was a fundamental restructure of the UK claims business. The objective was to improve claims performance by implementing a new operating model to drive reductions in claims indemnity costs and claims expenses.
The Group CEO brought in Accenture to team with RSA as the partner to implement this fundamental restructure. This would exploit Accenture’s industry insights, transformation expertise, software assets and outsourcing capabilities. The two companies structured a contract with a risk and reward payment arrangement based on the delivery of the program benefits, within budget and on schedule. Both organizations stood to gain by making progress over the course of a three-year plan to transform the insurer.
The transformation program was comprehensive and included:
RSA and Accenture staff have worked side by side in integrated teams to deliver the new Claims operating model. Accenture assembled a strong global team with extensive experience in large-scale program delivery, claims transformation, claims system delivery and outsourcing.
The Claims transformation program began in October 2003. Within three years, the target operating model and supporting system were fully implemented.
RSA’s UK claims operations now have a consistent organization and handle claims through a single system using a single set of best practice processes. Whether based in an RSA office or in the field, the Claims employees in the UK now work as integrated, virtual teams instead of the previous silos dictated by geography and systems functionality. Workflow with key suppliers is seamless due to supply chain system integration.
The Claims program is a significant contributor to RSA’s transformation program and strategic plans. At the end of 2005, the Claims indemnity costs were reduced by more than UK£130 million per annum, and Claims expenses were reduced by more than UK£5 million per annum.
Further long-term success for RSA will depend on consistent delivery against strategic objectives. One key part to this is its ongoing performance improvement program and its partnership with Accenture. For both companies the partnership is about more than reducing costs. It is about getting RSA ahead of the pack and enabling it to stay there through continued, sustained performance.At the end of 2010, RSA extended Accenture’s contract to provide management consulting, application outsourcing and systems integration services for an additional three years.
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