A NIBA Brokers' Guide - Issue 12 2025

This NIBA Brokers’ Guide is brought to you through a partnership between Allianz Australia Insurance Limited (Allianz) and NIBA. We hope the knowledge of our subject matter experts, coupled with Allianz’s industry expertise, helps you and your clients prepare for the future.

ALLIANZ COMMERCIAL Embracing digital transformation: A NIBA Brokers’ Guide: to leveraging technology in insurance ISSUE 12 - DECEMBER 2025

allianzengage.com.au

Contents Welcome note

3 Why time is ticking to build the tech-enabled insurance business of the future 4 Building the integrated business of tomorrow 6 Levelling up the skills gap: Cultivating talent in a tech-led world 10 The evolving broker: Navigating 2035 and beyond 13

2 A NIBA Brokers’ Guide: to leveraging technology in insurance

Welcome note

RICHARD KLIPIN Chief Executive Officer, NIBA

JULIE MITCHELL Chief General Manager, Personal Injury & Commercial

Leveraging technology in insurance Within the insurance profession, we’re at a tipping point with technology. For years, we’ve been using different systems in different departments, gaining efficiencies and systematising tasks. However, as we look ahead to 2026, the consensus very much seems to be that if you don’t act now, technology’s going to move at such a rate it will soon be virtually impossible to catch up.

This is all part of a bigger picture, of course. The insurance sector is evolving and changing, out of both desire and necessity. With increased regulation, and ever-evolving, emerging threats such as climate and cyber risks, insurance has to leverage data and technology to create the products, price risk correctly, and process and manage claims as effectively and efficiently as possible. Simply put, the brokers who can seize the opportunity to work with their own tech platforms and deliver exceptional experiences for their clients will increase their chances of success over the coming decade. Because there will always be a need for strong face-to- face interaction, certainly for those more complex risks. And the more you can establish the position of a strategic risk adviser, while complementing that with integrated technology platforms that help you work more efficiently and effectively, the stronger your proposition will be.

The AI revolution, which we covered in depth in the last NIBA/Allianz Brokers’ Guide, has continued to build momentum – but tech platforms are needed to form the foundation. NIBA’s groundbreaking thought leadership report, Ready or Reacting: Shaping the Future of the Broking Profession , has shown that brokers view technology as a major disruptor in the sector – but aren’t fully prepared for the impact of that disruption. A key message throughout this Brokers’ Guide is that while now is the time to act, you need to have a holistic view across the whole business to both get the impact you need today, and set yourself up for a strong future. All elements of the profession are directly or indirectly connected, so having a full and accurate view of each customer, each risk, and each claim is essential. While in the past a departmental solution may have been credible and beneficial, as you prepare for the future that holistic view will be a differentiator.

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Why time is ticking to build the tech-enabled insurance business of the future

Tech in insurance is nothing new, however every business operating in insurance is at a tipping point. Embrace modern, fit-for-purpose solutions today, or risk missing out. A cross the globe, the insurance sector is undergoing a huge technological shift, driven by artificial intelligence (AI), data analytics, and automation. Technology adoption and implementation has been bubbling for a while here in Australia – however it’s now becoming an imperative for the sector.

This shift is unprecedented in the sector, and underlined by the projected increase in the global AI for insurance market, which reached US$7.71bn in 2024, and is projected to reach US$35.62bn by 2029. 1

Consumers are demanding better digital experiences – 81% of Australian insurance consumers find the claims process too long or too repetitive and 56% find the claims process too complex. 2 Add to that the requirements set out by CPS 230, the increasing complexity of risk, and competitive pressures, and there is increased urgency for brokers and insurers to deliver meaningful technology transformation in their businesses. Andy Doran, General Manager - Commercial Underwriting at Allianz, says, “In society today, we expect everything to be available at our fingertips, and responses to be instantaneous, and the development of technology is going to be quite exponential over the next few years.”

“Technology should be a core functional discipline in every business. It’s no longer a case of one project and you’re good for the next decade – it’s a continual drive to make sure you’re competitive and relevant, and you’re doing the right thing by your customers.”

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“As a sector, with regards to technology, we’re at that pivotal crossroads and we’ve got to really lean into it – because if businesses don’t, it limits their ability to deliver the best possible options and outcomes to a customer.” The good news for everyone involved in Australian insurance, the technology is readily available – with almost 300 insurtechs headquartered in Australia alone. 3

Practical takeaways for brokers: WHAT YOU CAN DO NOW

For brokers that are either on their own digital journey, or are at the very beginning, now is the time to make changes in your business. Doran says, “Some of the old technology is now referred to as toxic assets – there’s no investment being put into them and ultimately they end up holding you back, rather than helping you move forward.” Given that, now is the opportune time to evaluate your own tech journey to date, and map out a path moving forward. 1. ASSESS YOUR OWN DIGITAL MATURITY Understand where your brokerage stands in terms of tech adoption, identifying key areas for improvement in CRM, document management, and client communication platforms. 2. CONDUCT AN INTERNAL AUDIT ON TASKS AND PROCESSES Take stock – identify areas where you’re still performing repetitive, manual tasks, or you’re asking your clients to jump through unnecessary hoops, then look for solutions. 3. DEVELOP YOUR TECH FLUENCY Invest time in learning about the myriad of platforms available and educate yourself and your team, so you’re across what’s happening today, not yesterday. 4. FOCUS ON VALUE-ADDED SERVICES Increasingly, complex risk advisory, bespoke solution design, and empathetic client advocacy are the core business functions. Prioritise these areas where human expertise remains paramount, and look for tech solutions to support from an administrative and process perspective. 5. EDUCATE YOUR CLIENTS Some of your clients will be at the start of this journey, so proactively discuss the urgency of digital transformation, highlighting the risks of inaction and the opportunities of embracing tech. Position yourself as a strategic advisor beyond just insurance placement. 1. https://www.thebusinessresearchcompany.com/report/artificial-intelligence-ai-for-insurance- global-market-report 2. https://dxc.com/content/dam/dxc/projects/dxc-com/au/Industries/images/insurance/pdfs/ dxc-au-insurance-consumer-report.pdf 3. https://insurtechaustralia.org/insurtech-market-report/ 4. https://dxc.com/au/en/insights/perspectives/blogs/insurers-that-fail-to-modernize-it-systems- take-on-risk A NIBA Brokers’ Guide: to leveraging technology in insurance 5

“The old understanding of digital transformation would have been that it’s a huge project with a defined beginning and end, and then you move on to something else.”

The high cost of inaction: risks for Australian businesses

Businesses operating in the insurance sector face significant risks by not adopting technology – from market share erosion and operational inefficiencies to increased vulnerability from both a security and intelligence perspective, and consequently being unable to take on new challenges and respond to industry changes. 4 “If insurance businesses don’t start this with earnestness now, they may well have missed out because the technology is moving so quickly,” says Matthew Churchill, Director of Customer Success at Cytora, which has worked alongside Allianz Commercial on technology projects (more on that in Building the Integrated Business of Tomorrow ). “And then, you’re going to miss the opportunity to take advantage of some of the emerging technology – for example, solutions that sit over the top of submissions.” Doran agrees, and says the traditional notion of digital ‘transformation’ is outdated, and instead technology is an always-on evolution. “The old understanding of digital transformation would have been that it’s a huge project with a defined beginning and end, and then you move on to something else. “Today, transformation is a continually iterative, dynamic discipline, which acknowledges the changes are going to be continual because technology is going to continue to accelerate, and the market we operate in will continue to evolve. “Technology should be a core functional discipline in every business. It’s no longer a case of one project and you’re good for the next decade – it’s a continual drive to make sure you’re competitive and relevant, and you’re doing the right thing by your customers.”

Building the integrated business of tomorrow

When implementing new technology into a business, it’s increasingly important to have a fully integrated approach.

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T he smart and strategic use of technology can be a genuine game-changer for many businesses, enabling you to achieve efficiency, innovation, and offer an enhanced customer experience. However, in many businesses today, the adoption of technology has often been at a departmental level, meaning data silos and a lack of a truly holistic view. Research shows that only 18% of Australian businesses are fully integrated from a tech perspective, and businesses with fully integrated systems are six times more likely to report significantly outperforming peers compared to those with little or no integration. 1 The drive for a holistic, integrated tech business needs to come from the top – from leaders who have a view across the whole organisation. Ammon Mackie, General Manager, Commercial Business Transformation at Allianz Australia, says, “It’s been important for businesses to have leadership that understands digital for a long time now, and it’s becoming even more important as we find ourselves in a far more complex digital and data environment. “Business leaders need to understand how all of it comes together to unlock business value. Within the broker area, it really is becoming critically important to unlock value and find those efficiencies and insights.” The value of a holistic view With so many interconnected pieces of information, having an integrated approach to data is integral to the success of digital projects today. Matthew Churchill, Director of Customer Success at Cytora says, “For a number of years, insurance businesses have been thinking about digitisation, but for a while that term didn’t have a huge amount of meaning behind it. “What is digitisation? Is it someone manually entering information into a digital system? Is it sending an email rather than a fax?” “Over time, it’s become clearer what digitisation should mean: information exists in a digital format that can be critiqued, interacted with, and that information can be turned into something more meaningful for the company.” Research has found that 81% of IT leaders say data silos are hindering digital transformation efforts, making it impossible to leverage modern, secure AI models built on unified data 2 , and Churchill says a key is to build ways of working that increase productivity while continuing to work in the way the market already works – which is a challenge. “The market is still very conversational, so it’s challenging to capture the information and trends, and then store and transmit that information,” says Churchill.

“It’s inherently challenging, however the big global players see it as a play for the future, and believe that if they don’t start this with earnestness now, technology will have moved on so rapidly that they will start missing out.” Churchill says thinking has evolved from immediate one- year productivity use cases to scenarios that focus on scaling up, For example, “What happens if we grow to five times the size we are now”? Or the possibilities enabled by strong data ingestion – “What happens if we collect decline information as richly as submission data?”

“The more data you have, the more you can apply the most modern technologies to it,” he says.

“We keep the older legacy systems around, but we minimise their use as much as possible until it gets to a point that we’re able to replace them completely.”

Lessons to learn from Allianz’s digital transformation Over the past 18 months, Allianz has undergone significant digital transformation to help ensure it is well and truly setting itself up to take advantage of those ‘what if’ scenarios outlined by Churchill. And, while the scale of a business such as Allianz may be vastly different from many brokers’ businesses, there are lessons to be shared that can help brokers implement new technologies successfully in their own organisations.

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Mackie says, “I say to my team, I have never been involved in a large-scale transformation project that has gone smoothly, because the reality is that older systems are complicated – they are difficult to connect to, the experience required to maintain and enhance those is very different to the newer technology.” The focus for Allianz is to create go-to-market platforms that help improve the experience for brokers and customers and for our teams, and Mackie says it’s useful to run the old and the new together until the former is redundant. “We keep the older legacy systems around, but we minimise their use as much as possible until it gets to a point that we’re able to replace them completely.” Mackie says the number one initiative within Allianz at present ties back to that need for an integrated, holistic approach to data and tech. “Platform connectivity is our number one initiative at the moment – how do we connect the systems together so that the broker has a seamless experience when quoting with Allianz, and we automate as much of that as possible, and over time, optimise that experience.” Understanding the true value you’re unlocking The implementation of technology platforms can be significant – both in terms of cost and time. And it’s important to take the time to ensure that what you’re doing will deliver the right benefits for the business.

“Platform connectivity is our number one initiative at the moment – how do we connect the systems together so that the broker has a seamless experience when quoting with Allianz, and we automate as much of that as possible, and over time, optimise that experience.” “The first was that we needed to ensure there was enough business value to unlock, and the second was the technology cost – if you’re deploying complex products on older systems, the cost of that transformation and change now is significant, and sometimes more significant than the value that you’re going to unlock. “It’s then easy to get stuck in this challenging environment where if you don’t do it, you will not be able to stay relevant. If you do do it, you need to significantly rethink how to do it, because if you do it the same way you did it five or 10 years ago, it will not make financial sense, and no one will buy in.” In the specific example of the farm product, Allianz focused on the product design – what would give customers better outcomes, and create a more efficient, nimble product for the future? The redesigned farm product reduced 12 sections of information required to five, without changing the coverage. “The customer still gets what we provided them before, but the way that we do it becomes so much simpler and more cost effective. It literally took years to solve that problem, and get to the point where we knew, with confidence, what we were implementing was future fit.”

Mackie says the first hurdle is to understand the value you’re unlocking.

And that future focus is essential when designing, creating, and implementing digital solutions, says Mackie.

“Business leaders need to understand how all of it comes together to unlock business value. Within the broker area, it really is becoming critically important to unlock value and find those efficiencies and insights.”

“Some of the new technologies we’ve implemented will connect, behind the scenes, to an old system – while in the future, it will connect to a new system,” he says. “Of course, the customer doesn’t need to see that, but it’s about understanding the design that we’re implementing now, and how it will be integrated further with new technologies in the future.” 1. https://offers.hubspot.com/apac/business-growth-australia-2025 2. https://www.salesforce.com/au/news/stories/connectivity-report-announcement-2024/

“We’d talked about launching a new farm product for a long time and people were beginning to doubt whether it would happen at all, but there were two key issues,” he explains.

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Key tips for brokers 1. Establish business value first: Before investing, clearly articulate the business value the project will unlock and ensure you have enough value to fund the change. 2. Rethink for cost-effectiveness: A successful project may require fundamentally rethinking product design to be cheaper and easier to deliver from a systems perspective. 3. Set a future-fit vision: Look forward three to five years as a minimum. Don’t rely on how things have always been done, but project what you need to look like to remain relevant and compete. 4. Empower business leaders: The most significant change is empowering the business to drive the agenda. 5. Insist on data uniformity: The quality of the data presented by the broker has more bearing on downstream outcomes. Successful implementation requires putting uniformity around data to ensure accuracy.

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Levelling up

the skills gap: Cultivating talent in a tech-led world

Recruiting insurance roles can be tough. However, with changing needs and a focus on purpose, new talent can be encouraged, from a wide range of sources.

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A s anyone responsible for bringing new talent into an insurance business will confirm, finding good staff can be challenging. In fact, research shows that 90% of insurance employers in Australia found it difficult to recruit skilled staff, particularly in liability claims consultants, workers’ compensation and underwriting– and, 30% of the current industry workforce is set to retire by 2030, too. Today’s recruitment environment is different, however – particularly in insurance, given the technologically-driven revolution that we’re right in the middle of. “For more than five years now, Allianz has been working on strategic workforce planning – looking at the skills we need for the future across every function in the business,” says Rebecca Thomson, General Manager, People Advisory and Strategy, at Allianz Australia. The changing dynamics of recruitment Whereas a decade ago, insurance experience may have been at the very top of the list for desirable attributes, companies are having to think laterally, and take into account digital aptitude and talent, too. “Allianz is on a path towards being a skills-based organisation whereby we centre talent decisions around employee skills and capabilities, rather than traditional job titles, hierarchies or experiences,” says Thomson. “Traditional ways of recruiting, where you had to have worked in the insurance industry, and had done the role previously in order to be successful, are no longer the most relevant approach to finding talent. “We now look at it based on skills. So what are transferable skills? What are the skills that make up each role, and then where can they be used, across divisions or across functions? So we have to think more outside the box in terms of where we get our talent from.” Matthew Churchill, Director of Customer Success at Cytora, which works with insurers globally to implement digital solutions, says there’s a move globally to bring in talent from technology backgrounds and train them on the insurance side of things. “There is a real sense of pride, once employees discover that there’s a real human element to what we do in insurance, and that’s becoming increasingly important and attractive to talent.”

“In the US and Europe, we’re seeing digital transformation people coming into insurance businesses and being given more power and influence than they ever have before – and teams being formed around ingestion, data and digitisation. “Some of those roles may have existed in the past, however not with the scale of influence, and they were previously much more inward looking. Today, it’s much “In the US and Europe, we’re seeing digital transformation people coming into insurance businesses and being given more power and influence than they ever have before – and teams being formed around ingestion, data and digitisation.” more integration, data manipulation and Application Programming Services (API)-driven. API is the entire future, and we’re starting to see insurers and brokers specifically hiring people who can truly drive technology forward.” Attracting people to insurance As everyone working in the industry knows, insurance can be a rewarding and meaningful sector to be part of. But it’s increasingly important to sell the whole package of working in insurance to continue to attract up-and-coming talent. “Allianz is a purpose-driven organisation,” says Thomson. Our brand promise is to deliver ‘care you can count on’, and support people in times of need. “There is a real sense of pride, once employees discover that there’s a real human element to what we do in insurance, and that’s becoming increasingly important and attractive to talent.” As well as bringing in talent from technology roles, Allianz has identified other adjacent professions and non-typical demographics as strong talent sources. Thomson says, “For example, we’ve been targeting the allied health professions – nurses in particular – who may be keen to move away from shift work, but still want to use their professional expertise. We’ve had some success hiring them into complex personal injury claims roles. “For them, they’re great at having those empathetic conversations and can utilise their skills and they can work from home and really flourish. We also have a number of programs to look at non-traditional talent pools – for example, diverse ages and background.”

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“This is really about supporting our people and customers. For example, we ask people to look at their ‘ugliest three hours’ each day and find ways AI and tech can help make that time easier.” For brokers looking to engage teams in utilising tech solutions there’s a huge opportunity to adopt that idea – because once you truly know where the opportunities lie, you can formulate plans to seize them. Key tips for brokers 1. Ask your team to identify their ‘ugliest three hours’. 2. When recruiting, stay true to your core values. 3. Explore unconventional career backgrounds for insurance roles. 4. Consider engaging a technology expert to help you introduce the right platforms to your business. 5. Lean into the purpose of insurance when recruiting. People from outside of the profession may have a negative perception. Help them see the good. 1. https://insurancecouncil.com.au/wp-content/uploads/2024/08/21039_ICA_DEI_Talent_ Roadmap_Final-singlepages.pdf

Creating the environment to succeed

For every business, hiring on mindset is critically important. After all, skills can be trained, attitude cannot. For Allianz, curiosity is a key attribute that candidates must have. And that curiosity is integral to how people identify and take on new challenges that present themselves. Roles are changing, and with that, opportunities emerge. “We’ve recently introduced an initiative that helps employees to assess their skills, and there’s another module coming soon that will help them, and us, identify new career pathways within Allianz,” says Thomson. Regardless of role, the use of technology and AI is encouraged throughout the organisation, helping people find efficiencies, streamline processes, and boost productivity.

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The evolving broker: Navigating 2035 and beyond

The next decade will change the role of the broker forever. Are you prepared for the road ahead?

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F rom its very earliest days, the insurance profession has always evolved and changed, adapting to the needs of the market and the effects of various forms of disruption. Today, that disruption is coming firmly from technology and Artificial Intelligence (AI), and together they present significant opportunities for brokers that want to seize them. Richard Klipin, Chief Executive Officer of NIBA, says, “Brokers have a huge opportunity at this precise moment in time to create business models and service models that are going to be relevant and successful in 10 years’ time.” “Tech and AI are already changing the way we all work, and the reality today is that the brokers who are going to be successful over the coming decade are the ones who seize the opportunities in front of them, and work out how technology can complement the human side of the business, and where, as individuals, they can deliver the maximum benefit for clients.” NIBA recently conducted research into the key challenges facing brokers over the next 10 years. The subsequent report, Ready or Reacting: Shaping the Future of the Broking Profession , found that technology and automation ranked as the factor that would have the second largest impact on the profession, with increased regulation the only factor to be rated as having a bigger effect. When brokers were asked to rate their preparedness for dealing with the impact of technology and disruption, 61% believed they were ready – meaning there’s a lot of work to be done. How technology and AI will impact brokers Technology and AI can add serious strength to the day-to- day – ultimately freeing up time for brokers to spend with clients.

Repetitive tasks can be automated, data entry streamlined, routine and straightforward claims can be lodged quickly, while communications can be hyper-personalised to keep your clients informed and engaged. Fast, slick digital experiences are the expectation today, as is 24/7 availability. Many data entry and administrative tasks will become redundant – while AI tools can run basic policy comparisons in seconds. Embracing digital technology and being a digital-first operator is now a non-negotiable, says Andy Doran, General Manager, Commercial Underwriting, at Allianz. “Brokers will always be risk advisers, and add huge value from that perspective, however now from a technology point of view they’ve got to be digital natives.

“Brokers have a huge opportunity at this precise moment in time to create business models and service models that are going to be relevant and successful in 10 years’ time.”

“The challenge is how do you stand out in the marketplace, because if everyone is offering similar processes and it’s standardised, what are you doing to prove people should be using you – which is where that face-to-face advice and expertise comes in. “Brokers need to have those day-to-day things happening automatically in the background so they’re up to speed as to where the opportunities and where the risks might emerge – not today, but tomorrow, because the world is changing at 100 miles per hour, and brokers have an evermore important role to play to keep clients up-to-date and informed.” The notion of being that ‘strategic adviser’ has been talked about for a number of years now, however, NIBA’s Ready or Reacting: Shaping the Future of the Broking Profession research highlights a significant issue – because while 77% of respondents believed it would have a significant impact on the profession, just over half – 55% – believe they are prepared to embrace that role. “With the increasing use of technology, and more simple risks automated and being very low touch point, the broker’s role is moving very quickly to one that will be very much a strategic adviser,” says Klipin. “We want brokers to have confidence in the value they bring, and truly be seen alongside accountants, lawyers, and other professionals as essential parts of every business’s armoury.”

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Broker 2035 – looking to the future

“If you’re going to be selling a business today, the purchaser doesn’t want to be dealing with legacy systems, or have to pick through spreadsheets and data – how you do transform and transition that? “That’s why the next decade is hugely important for every single broker out there – you’ve got to make sure you’re set up to be successful in 10 years’ time, or have successfully sold your business for the optimal price within the next 10 years.”

No matter how well advanced any business is today from a technology and AI perspective, the reality is that they’re likely still in the early stages of what’s possible – and having a key focus on what the role of a broker could look like in a decade from now is key. “What we’ll see is more and more emphasis on some of the key aspects of the role today – which most brokers are doing, albeit to varying degrees,” says Klipin. “For example, that complex risk advisory and management, guiding clients through those intricate and evolving risks, is going to be critically important – as is the ability to analyse complex data insights, and being able to proactively advise clients on risk. Of course, that’s complemented by the empathetic relationship building – because, in an increasingly digitised and transactional world, human connection’s going to be a difference maker.” Of course, many people reading this may have one eye on retirement within the next decade – however if that is the case, and you’re thinking ‘it won’t affect me’, you may want to read on.

Whichever path you take, technology is fundamental to both of those outcomes.

Key tips for brokers 1. Invest in digital tools and ensure you’re using platforms insurers are providing, too. 2. Look for tasks you can automate or streamline. 3. Seek opportunities to upskill your teams to build on their digital fluency. 4. Focus on the skills that will be valuable in a decade – and put plans in place to build constantly on them. 5. Understand what buyers are looking for from a tech perspective, even if you’re planning on selling your business.

“The generational shift is huge,” says Doran.

“Historically, it hasn’t been that impactful, as people came in and did the same thing as people had done 10 or 20 years ago. Today, it’s different.

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Embracing digital transformation: A NIBA Brokers’ Guide: to leveraging technology in insurance

NIBA Guides

Member Helpline: Tel: 02 9459 4300 / niba@niba.com.au / www.niba.com.au National Insurance Brokers Association Suite 4.01B, Level 4, 31 Market Street / Sydney NSW 2000 Allianz Australia Insurance Limited Level 16, 10 Carrington Street / Sydney NSW 2000 For the latest product news and information from Allianz, visit www.allianzengage.com.au and connect with us on www.Linkedin.com/showcase/AllianzBrokerandAgencyAU CPD Entitlement NIBA Members can gain ½ a point per hour engaged in reading the substantive content of an issue of A NIBA Brokers’ Guide. For more information and to download a CPD reading record sheet, visit www.niba.com.au/unstructured-cpd. Members can claim a maximum of 7.5 points annually for unstructured training (professional reading and individual research activities). Allianz and NIBA gives no warranty and makes no representation that the information contained in this publication dated September 2024 is, and will remain, suitable for any purpose or free from error. To the extent permitted by law, Allianz and NIBA excludes responsibility and liability in respect of any loss arising in any way (including by way of negligence) from reliance on the general information contained in this publication or otherwise in connection with it. The contents of this guide are protected by copyright. © Allianz Australia Insurance Limited (ABN 15 000 122 850) and National Insurance Brokers Association 2025.

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