Industry context

Different operations need different questions.

An insurance review should begin with the way your business actually works.

Choose an operating context

6 operating contexts

Manufacturing

Production depends on more than the machine.

A review starts with the sites, plant, goods and people behind the production schedule.

Assets & operations: Premises, machinery, stock and dependencies between production stages.
People & process: Workforce arrangements, employee benefits and the owners of key operating processes.
Commercial agreements: Supply commitments, outsourced operations and customer requirements needing review.

Review focus

Connect property, interruption, liability, cargo and employee-benefit discussions to the actual operating model.

Logistics & trade

Every handover adds context.

The movement of goods connects the warehouse, the carrier, the customer and the commercial agreement.

Assets & operations: Stored goods, transit routes, vehicles or third-party transport arrangements.
People & process: Dispatch, warehouse, transport coordination and receiving roles.
Commercial agreements: Responsibility for goods, handover records and contractual insurance requirements.

Review focus

Map the journey and commercial responsibilities before discussing the relevant insurance scope.

Technology

Services, systems and customer commitments.

Understand the product, the delivery model and the technology dependencies behind it.

Assets & operations: Equipment, information systems and services provided by external suppliers.
People & process: Technical response roles, client communication and workforce benefits.
Commercial agreements: Customer agreements, service commitments and responsibility allocations.

Review focus

Bring professional liability, cyber and business interruption questions into a coordinated review.

Professional services

Expertise is delivered through people.

A services business needs a review shaped by its work, clients and delivery relationships.

Assets & operations: Workspaces, equipment and the tools used to deliver client services.
People & process: Employees, specialist contributors and benefit administration responsibilities.
Commercial agreements: Client scope, professional responsibilities and contractual insurance requirements.

Review focus

Describe the services and engagements accurately before reviewing available terms and responsibilities.

Retail & hospitality

A connected view of locations and customers.

Customer-facing operations bring property, people, stock and public interaction together.

Assets & operations: Premises, fit-out, stock, equipment and dependencies between locations.
People & process: Site teams, changing workforce information and employee communication.
Commercial agreements: Lease arrangements, suppliers, delivery partners and commercial obligations.

Review focus

Compare the information for each location and identify changes that need professional attention.

Other / exploring

Start with how the business operates.

If a category does not describe you well, begin with the activities and relationships that do.

Assets & operations: The physical and digital resources needed to deliver your work.
People & process: Your workforce, outside partners and decision makers.
Commercial agreements: The agreements that shape your obligations to customers and others.

Review focus

Build a business profile before deciding which insurance conversations are relevant.

Businesses change between renewals

Keep the operating picture current.

Examples of changes to raise with the actual insurer or broker include new activities, locations, goods, systems or workforce arrangements. Relevant requirements depend on the policy and circumstances.

New or changed locations
Different goods or movement routes
New systems and service dependencies
Changes in the workforce or benefits process

Put the next review in context