Dmitry Rakovshchik - General Director of reso-guarantee. The process of creating divisions in the insurance company reso-guarantee Nadirov Nikita Andreevich reso guarantee
General Director of RESO-Garantiya insurance company Dmitry Rakovshchik in an interview with Delovoy Peterburg spoke about the main competitors, how you can substitute your network, and what portfolio the company has lost.
"DP": From the side it is completely incomprehensible what is the structure of work "" in St. Petersburg.
Dmitry Rakovshchik:"RESO-Garantia" began to actively develop in St. Petersburg in 1998, when the North-West branch was created and I was offered to head it. In 2000, we were approached by a group of agents and managers headed by Dmitry Bolshakov, who decided to move to "". We found a non-standard form of interaction: the second RESO branch was opened. Now there are two powerful selling branches in St. Petersburg. The first, the North-Western Regional Center (NWRC), is twice as large in terms of premiums: it has 3 billion rubles a year against 1.5 billion for the second branch.
In 2005, we moved general support services, including payments, to a separate regional office for the Northwestern Federal District. Thus, we eliminated the possibility of a dispute between branches (who pays better), because a structure independent of them pays.
"DP": Such an unusual format does not lead to unhealthy competition?
Dmitry Rakovshchik: Indeed, St. Petersburg is the only successful experience of normal competition. In all other regions, we tried a similar scheme, but it did not work. In St. Petersburg, we do not assign territories, clients and types of business to one branch or another. A dispute between two agents over one client is easily resolved, since if an agent contacted a client, then he recorded his service from his curator. Whoever started working first gets priority.
"DP": And who is your chief in St. Petersburg? The one who makes the most fees?
Dmitry Rakovshchik: All three subdivisions are equivalent, and their heads Dmitry Bolshakov (branch), Konstantin Kudryavtsev (NWRC) and Alexander Kholopov (regional department) are my deputies. So far, I don't see the need to change anything in this scheme of work. And there is no goal to merge everything into one branch.
DP: How negatively does centralization affect the company's reputation? After all, payments in this case are agreed longer.
Dmitry Rakovshchik: We probably got centralization earlier than other insurers - in 2006. But we do it so professionally that customers do not notice the inconvenience. The quota system works: the branch makes a decision on the payment of up to 250 thousand rubles.
DP: RESO-Garantia traditionally has a strong agent network, but now fewer agents work for only one company: they sell competitors' policies or become intermediary legal entities. Are you preparing to reduce the share of agency sales, either in favor of direct sales or in favor of sales through intermediaries, which, by the way, regularly leave the market?
Dmitry Rakovshchik: There are problems with intermediaries if they are not aimed at insurance, but at theft. It is technologically easy to organize the sale of policies via the Internet or by phone call. But the money that "agentless" companies save on intermediaries, they spend on advertising, otherwise it is simply impossible to sell. The loyalty of agents depends on the system of motivation. If an agent is only interested in selling, then after some time he will work for several companies. Unless, of course, there is a legislative assignment of an agent to one company, as in some countries.
Loyalty rises, if a motivation system has been built that provides for bonuses associated with increasing the agent's portfolio in the company. I do not want to disclose details, as this is know-how.
"DP": It is very important in the competition with direct sales channels that the agent must always prove to the insured that he needs him. The agent must advise, help the client in paying, in other words, work off his commission.
And when will the Russian market grow to direct insurance?
Dmitry Rakovshchik: It is difficult to say how it will develop in Russia. Thus, in the UK, direct sales account for 40%, and in Germany - only 5% of the market. Moreover, throughout Western Europe, the situation is similar to Germany. We are not selling a product, but a promise of compensation. This is difficult, so you need to communicate with the buyer. Yes, direct sales through the office can be made cheaper, since the costs are lower. But you thereby substitute your network. Therefore, "RESO-Garantiya" keeps the same prices for both direct sales and agency sales. 95% of our sales go through the agency network and brokers, and 5% through offices. And there is no task to reduce agency sales.
"DP": You take the first place in the training camp in St. Petersburg. How much has your agent network increased due to the takeover by Rosgosstrakh of Russkiy Mir?
Dmitry Rakovshchik: On the basis of Russkiy Mir employees, we opened six selling structures in St. Petersburg. About 100 agents joined us. In total, up to 1,500 agents came to RESO-Garantia last year, we had a special program to attract sellers from all companies. It successfully coincided with the takeover of Russkiy Mir. Moreover, "Rosgosstrakh" added well at the expense of the "Russian World", especially in the regions, but not in St. Petersburg.
"DP": Who are your main competitors in St. Petersburg?
Dmitry Rakovshchik: Of course, Rosgosstrakh, then Renaissance Insurance, VSK. The main feature of St. Petersburg is the weak position of Ingosstrakh. Which cannot but rejoice us.
DP: Why didn't you name local companies among your competitors?
Dmitry Rakovshchik: Insurers with fees of up to 1 billion rubles of premium per year will not be able to exist in the future. Or they can, but they will keep some narrow segment. For example, to insure works of art by French authors. Or the rolling stock of the trolleybus depot No. 8. These are understandable homogeneous risks, and the correct reinsurance system will allow you to sit on such a portfolio for a long time and receive guaranteed money. There is always a great temptation for small companies to keep the entire premium for themselves and not to reinsure the risk at random. About 90% of small companies work from wheels, that is, if the issuance of forms suddenly stops, OSAGO sales will stop and small players may leave the market.
"DP": Your colleagues say that St. Petersburg is a terrible city in terms of unprofitability. This is true?
Dmitry Rakovshchik: I have lived in St. Petersburg for many years and I am sure that this is not so. Cars are stolen everywhere. Yes, in 2004-2005 there was a surge in thefts in St. Petersburg, and then we sharply increased the tariffs, in particular for Toyota. And we lost this portfolio. But now St. Petersburg is the most profitable region for us after Moscow. Moreover, Casco brings the most profit, but OSAGO is also profitable. Moreover, we do not have a single unprofitable type of insurance in St. Petersburg. Must be reasonable tariff policy.
As for OSAGO, then by giving intermediaries 40% commission, you are doomed to losses. Although the regional coefficient in St. Petersburg allows you to work with a profit on OSAGO. In terms of property, our loss ratio is higher compared to Moscow, since the housing stock is older, but we do not fall into a minus.
Biography of Dmitry Rakovshchik: was born in 1965 in Moscow. From 1993 to 1998 he headed the medical insurance company "ASKO-Med" (since 1997 - "ASK-Med"). From 1998 to 2004 - Deputy General Director for the North-West of RESO-Garantia, since 2004 - CEO. In St. Petersburg, despite the crisis, RESO-Garantia's collections are growing annually by 15%.
According to Dmitry Rakovshchik, accidents most often occur due to neglect of traffic rules. Also, accidents occur due to the "ugly" organization of traffic in large cities. The road system is not adapted to such traffic. Another 10-12% of unprofitability is added by fraud, theft and the absence of a tradition of selling policies with a franchise.
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The company with the full name "LIMITED LIABILITY COMPANY "LIFE INSURANCE COMPANY "RESO-GARANTIYA"" was registered on April 13, 2006 in the Moscow region at the legal address: 117105, Moscow, Nagorny proezd, 6, building 8.
The registrar "" assigned the company TIN 7726539162 PSRN 1067746490305. Registration number in the Pension Fund: 087614044295. Registration number in the FSS: 772103975677211. Number of licenses issued to the company: 3.
Primary activity according to OKVED: 65.11. Additional activities according to OKVED: 64.99.1; 64.99.3; 65.12.1; 65.12.4; 68.10; 68.20.
Licenses
- License number: SJ No. 4008
License date: 18.10.2017
30.10.2017
- Voluntary life insurance - License number: SL No. 4008
License date: 18.10.2017
License start date: 30.10.2017
Name of the licensed type of activity for which the license was issued:
- Voluntary personal insurance, except for voluntary insurance life
Name of the licensing authority that issued or reissued the license:
- central bank Russian Federation - License number: OS No. 4008 - 02
License date: 18.10.2017
License start date: 30.10.2017
Name of the licensed type of activity for which the license was issued:
- Mandatory state insurance life and health of military personnel, citizens called up for military training, private and commanding personnel of the internal affairs bodies of the Russian Federation, the State Fire Service, employees of institutions and bodies of the penitentiary system, employees of the troops of the national guard of the Russian Federation
Name of the licensing authority that issued or reissued the license:
- Central Bank of the Russian Federation
OKVED codes
Affiliated companies
-
TIN: 7710479912, OGRN: 1127799011603
125047, Moscow, Gashek street, 12, building 1
President of the Union: Koval Alexander Pavlovich
other information
History of changes in the Unified State Register of Legal Entities
- The date: 13.04.2006
UAH: 1067746490305
Tax authority: Interdistrict Inspectorate of the Federal tax service No. 46 in Moscow, No. 7746
Reason for the change: Creation of a legal entity
The documents:
- APPLICATION (WITH APPENDICES)
- CHARTER
- PROTOCOL
- OTHER PROTOCOL No. 4, CONCLUSION, ENVELOPE - The date: 13.04.2006
UAH: 7067746555441
Tax authority: Interdistrict Inspectorate of the Federal Tax Service No. 46 for Moscow, No. 7746
Reason for the change: - The date: 14.04.2006
UAH: 7067746608758
Tax authority: Interdistrict Inspectorate of the Federal Tax Service No. 46 for Moscow, No. 7746
Reason for the change: Submission of information on the registration of a legal entity as an insurant in the executive body of the Fund social insurance Russian Federation - The date: 19.04.2006
UAH: 7067746702170
Tax authority: Interdistrict Inspectorate of the Federal Tax Service No. 46 for Moscow, No. 7746
Reason for the change: Submission of information on the registration of a legal entity as an insurer in the territorial body of the Pension Fund of the Russian Federation - The date: 27.06.2006
UAH: 9067746500351
Tax authority: Interdistrict Inspectorate of the Federal Tax Service No. 46 for Moscow, No. 7746
Reason for the change:
The documents:
- APPLICATION (WITH APPENDICES) - The date: 27.06.2006
UAH: 9067746500384
Tax authority: Interdistrict Inspectorate of the Federal Tax Service No. 46 for Moscow, No. 7746
Reason for the change:
The documents:
- APPLICATION (WITH APPENDICES)
- CHARTER
- OTHER
- DECISION #2, PROTOCOL #5, REFERENCE
- DOCUMENT ON PAYMENT OF THE STATE DUTY - The date: 19.02.2007
UAH: 6077746393103
Tax authority: Interdistrict Inspectorate of the Federal Tax Service No. 46 for Moscow, No. 7746
Reason for the change: Changing the information about the legal entity contained in the Unified State Register legal entities
The documents:
- APPLICATION (WITH APPENDICES) - The date: 19.02.2007
UAH: 6077746393114
Tax authority: Interdistrict Inspectorate of the Federal Tax Service No. 46 for Moscow, No. 7746
Reason for the change: State registration of changes made to founding documents legal entity related to the introduction of changes in the information about the legal entity contained in the Unified State Register of Legal Entities, based on an application
The documents:
- APPLICATION (WITH APPENDICES)
- CHARTER
- CONTRACT
- POWER OF ATTORNEY
- OTHER
- PROTOCOL
- DOCUMENT ON PAYMENT OF THE STATE DUTY
- DECISION TO AMEND THE FOUNDING DOCUMENTS - The date: 25.08.2008
UAH: 2087759838000
Tax authority: Interdistrict Inspectorate of the Federal Tax Service No. 46 for Moscow, No. 7746
Reason for the change: Changing the information about a legal entity contained in the Unified State Register of Legal Entities
The documents:
- APPLICATION (WITH APPENDICES) - The date: 25.08.2008
UAH: 2087759838021
Tax authority: Interdistrict Inspectorate of the Federal Tax Service No. 46 for Moscow, No. 7746
Reason for the change: State registration of changes made to the constituent documents of a legal entity related to changes in information about the legal entity contained in the Unified State Register of Legal Entities, based on an application
The documents:
- APPLICATION (WITH APPENDICES)
- CHARTER
- DISCLAIMER, RECEIPT, CONV, SET, DOVER, HELP, DECISION
- DOCUMENT ON PAYMENT OF THE STATE DUTY
- DECISION TO AMEND THE FOUNDING DOCUMENTS - The date: 29.12.2009
UAH: 9097748157465
Tax authority: Interdistrict Inspectorate of the Federal Tax Service No. 46 for Moscow, No. 7746
Reason for the change: State registration of changes made to the charter of a limited liability company in order to bring it into line with the provisions of Federal Law No. 312-FZ of December 30, 2008
The documents:
- CHARTER of legal entity
- DECISION TO AMEND THE FOUNDING DOCUMENTS
- CHARTER + REQUEST + RECEIPT + ENVELOPE - The date: 12.02.2010
UAH: 7107746059645
Tax authority: Interdistrict Inspectorate of the Federal Tax Service No. 46 for Moscow, No. 7746
Reason for the change: Changing the information about a legal entity contained in the Unified State Register of Legal Entities
The documents:
- THE ENVELOPE - The date: 03.11.2011
UAH: 7117747844405
Tax authority: Interdistrict Inspectorate of the Federal Tax Service No. 46 for Moscow, No. 7746
Reason for the change: Changing the information about a legal entity contained in the Unified State Register of Legal Entities
The documents:
- P14001 STATEMENT ON CHANGING INFORMATION NOT RELATED TO CHANGES. INSTITUTIONAL DOCUMENTS (clause 2.1)
- CONV. - The date: 03.11.2011
UAH: 7117747844471
Tax authority: Interdistrict Inspectorate of the Federal Tax Service No. 46 for Moscow, No. 7746
Reason for the change: State registration of changes made to the constituent documents of a legal entity related to changes in information about the legal entity contained in the Unified State Register of Legal Entities, based on an application
The documents:
- P13001 STATEMENT OF CHANGES INTRODUCED TO THE INSTITUTIONAL DOCUMENTS
- DOCUMENT ON PAYMENT OF THE STATE DUTY
- CHARTER of legal entity
- CHARTER of legal entity
- DECISION TO AMEND THE FOUNDING DOCUMENTS
- ADV., HELP, DECISION - The date: 27.07.2012
UAH: 2127747382299
Tax authority: Interdistrict Inspectorate of the Federal Tax Service No. 46 for Moscow, No. 7746
Reason for the change: Submission of information on the registration of a legal entity with a tax authority - The date: 26.04.2013
UAH: 8137746614020
Tax authority: Interdistrict Inspectorate of the Federal Tax Service No. 46 for Moscow, No. 7746
Reason for the change: State registration of changes made to the constituent documents of a legal entity related to changes in information about the legal entity contained in the Unified State Register of Legal Entities, based on an application
The documents:
- P13001 STATEMENT OF CHANGES INTRODUCED TO THE INSTITUTIONAL DOCUMENTS
- DOCUMENT ON PAYMENT OF THE STATE DUTY
- CHARTER of legal entity
- DECISION TO AMEND THE FOUNDING DOCUMENTS
- POWER OF ATTORNEY
- CONV - The date: 23.10.2013
UAH: 9137747161422
Tax authority: Interdistrict Inspectorate of the Federal Tax Service No. 46 for Moscow, No. 7746
Reason for the change: State registration of changes made to the constituent documents of a legal entity related to changes in information about the legal entity contained in the Unified State Register of Legal Entities, based on an application
The documents:
- P13001 STATEMENT OF CHANGES INTRODUCED TO THE INSTITUTIONAL DOCUMENTS
- CHARTER of legal entity
- SOLUTION, HELP
- DOCUMENT ON PAYMENT OF THE STATE DUTY
- DECISION TO AMEND THE FOUNDING DOCUMENTS
- POWER OF ATTORNEY - The date: 22.04.2014
UAH: 8147746793582
Tax authority: Interdistrict Inspectorate of the Federal Tax Service No. 46 for Moscow, No. 7746
Reason for the change: Changing the information about a legal entity contained in the Unified State Register of Legal Entities
The documents:
- P14001 STATEMENT ON CHANGING INFORMATION NOT RELATED TO CHANGES. INSTITUTIONAL DOCUMENTS (clause 2.1) - The date: 22.04.2014
UAH: 8147746793604
Tax authority: Interdistrict Inspectorate of the Federal Tax Service No. 46 for Moscow, No. 7746
Reason for the change: State registration of changes made to the constituent documents of a legal entity related to changes in information about the legal entity contained in the Unified State Register of Legal Entities, based on an application
The documents:
- P13001 STATEMENT OF CHANGES INTRODUCED TO THE INSTITUTIONAL DOCUMENTS
- Charter of the legal entity
- DOCUMENT ON PAYMENT OF THE STATE DUTY
- The decision to amend the constituent documents
- Power of attorney - The date: 24.02.2016
UAH: 6167746658326
Tax authority: Interdistrict Inspectorate of the Federal Tax Service No. 46 for Moscow, No. 7746
Reason for the change: - The date: 24.02.2016
UAH: 6167746658744
Tax authority: Interdistrict Inspectorate of the Federal Tax Service No. 46 for Moscow, No. 7746
Reason for the change: Submission by the licensing authority of information on the reissuance of documents confirming the existence of a license (information on the extension of the license) - The date: 24.02.2016
UAH: 6167746659239
Tax authority: Interdistrict Inspectorate of the Federal Tax Service No. 46 for Moscow, No. 7746
Reason for the change: Submission by the licensing authority of information on the reissuance of documents confirming the existence of a license (information on the extension of the license) - The date: 20.01.2017
UAH: 2177746457238
Tax authority: Interdistrict Inspectorate of the Federal Tax Service No. 46 for Moscow, No. 7746
Reason for the change: Submission of information on the registration of a legal entity with a tax authority - The date: 29.06.2017
UAH: 7177747218323
Tax authority: Interdistrict Inspectorate of the Federal Tax Service No. 46 for Moscow, No. 7746
Reason for the change: Changing the information about a legal entity contained in the Unified State Register of Legal Entities
The documents:
- P14001 STATEMENT ON CHANGING INFORMATION NOT RELATED TO CHANGES. INSTITUTIONAL DOCUMENTS (clause 2.1) - The date: 29.06.2017
UAH: 7177747219819
Tax authority: Interdistrict Inspectorate of the Federal Tax Service No. 46 for Moscow, No. 7746
Reason for the change: State registration of changes made to the constituent documents of a legal entity related to changes in information about the legal entity contained in the Unified State Register of Legal Entities, based on an application
The documents:
- P13001 STATEMENT OF CHANGES INTRODUCED TO THE INSTITUTIONAL DOCUMENTS
- DOCUMENT ON PAYMENT OF THE STATE DUTY
- CHARTER OF YUL IN A NEW EDITION
- DECISION TO AMEND THE FOUNDING DOCUMENTS
- POWER OF ATTORNEY TO GORINA T E - The date: 01.11.2017
UAH: 9177748387160
Tax authority: Interdistrict Inspectorate of the Federal Tax Service No. 46 for Moscow, No. 7746
Reason for the change: Submission by the licensing authority of information on the reissuance of documents confirming the existence of a license (information on the extension of the license) - The date: 01.11.2017
UAH: 9177748389920
Tax authority: Interdistrict Inspectorate of the Federal Tax Service No. 46 for Moscow, No. 7746
Reason for the change: Submission by the licensing authority of information on the reissuance of documents confirming the existence of a license (information on the extension of the license) - The date: 01.11.2017
UAH: 9177748389931
Tax authority: Interdistrict Inspectorate of the Federal Tax Service No. 46 for Moscow, No. 7746
Reason for the change: Submission by the licensing authority of information on the reissuance of documents confirming the existence of a license (information on the extension of the license)
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At the highest level of management - the General Director of RESO-Garantiya OJSC and his deputies develop strategic decisions affecting the organization's policy in the field of development of insurance activities.
When creating divisions, the management of the insurance company RESO-Garantia identified the main tasks that need to be addressed in the process of the insurance company:
forecast the market by types of insurance;
· develop operational plans and strategies for types of insurance;
Manage and supervise the creation insurance product;
plan and control the implementation of the plan for the promotion of insurance products;
plan and control insurance rates;
· Control the implementation of the sales plan;
· plan the implementation of the plan for unprofitability of insurance products.
In addition, managers coordinate the activities of their deputies - heads of departments and other subordinates.
Therefore, in the process of creating divisions in the RESO-Garantiya insurance company, the front and middle offices were combined. That is, the departments of these divisions were formed in such a way that the efficiency of the company's profit did not affect the insurance fund and reserves. The middle office focuses on risk management, profit and loss calculation, is responsible for Information Technology. And yet the middle office takes on the functions of the front office, namely: control over all the activities of RESO-Garantia.
And also a back office was formed, which complements the activities of these divisions and is engaged in accounting, documenting, document management, control over the execution and settlement of transactions, orders and contracts in the insurance market in accordance with the requirements of the law and internal regulatory documents.
In the structure of RESO-Garantia divisions, the departments that are included in their component are presented (Appendix B on page 32).
Appointments of the departments of JSC "RESO-Garantiya"
Each department in the RESO-Garantia company has its own specific purpose, which is aimed at improving the company's activities and attracting a large number of customers.
Marketing Department at RESO-Garantia OJSC.
In RESO-Garantia, marketing is aimed at increasing the insurer's profit or maximizing the sales of insurance products by taking into account the needs of policyholders more fully.
RESO-Garantia insurance marketing includes:
· Research of the markets and own insurance portfolio;
development of requirements for insurance products (services);
promotion of insurance products on the market.
Market research is the study of potential clientele in order to identify such consumer groups, the involvement of which in an insurance company as insurers will bring RESO-Garantia the greatest profit. Study insurance market implies its segmentation, the allocation of target (most preferred) segments and is carried out taking into account the properties of the potential clientele, namely:
her insurance needs;
· geographical and socio-economic distribution;
solvency of consumers;
the possibility of influencing the clientele through advertising and other means in order to convince them to purchase an insurance product;
The cost of attracting customers to the company:
· possible directions of evolution of insurance needs and preferences of clients;
· competitiveness of insurance markets and possible actions of competitors;
· Assessment of the level of risk of occurrence of insured events for various types of policyholders;
· assessment of the average cost of an insured event for various groups of potential policyholders.
The study of the insurance portfolio is an analysis of the probability of occurrence of insured events and the cost of insured events for the company, depending on the various characteristics of the clientele (insured): geographical location; professions; the nature of the activity; gender; age; the nature of the insured risks and the property or other interests taken for insurance, etc.
The development of requirements for insurance products is the process of determining their properties that best meet the needs of policyholders and correspond to consumer preferences in terms of the form of organization of the insurance product. This list includes:
interests accepted for insurance (objects of insurance);
risks insured ( insurance cover);
the price of the insurance product;
· additional services provided by RESO-Garantia, in addition to compensation for damage (legal services, repair of damaged property, etc.);
· quality and completeness of customer service at the stage of passing the insurance contract.
Promotion of insurance products on the market (product commercialization) is:
informing potential consumers about the available insurance product and its positive qualities, persuading a potential insurer of the need to purchase insurance coverage (targeted advertising of an insurance product);
· stimulation of sales of insurance products by increasing the attractiveness of the image of the insurance company as a whole (image advertising of RESO-Garantia);
· Creation of a sales system for insurance products that ensures the greatest sales efficiency;
· promotion of sales through a system of discounts for policyholders, premiums for sellers of insurance services, advertising at the point of sale.
Marketing of RESO-Garantia OJSC is based on the analysis of potential and existing insurance markets (clientele), i.e. insurance marketing is basically a preliminary analysis of the profitability of clientele and markets, the methodology of their conquest and retention.
The insurance marketing system for RESO-Garantia is a tool for achieving certain goals that the company faces in new market conditions, characterized by an increase in the competitiveness of markets and the exactingness of consumers to the quality of services. Such goals for RESO-Garantia are:
· Maximizing the profit of the company;
· Receipt by the insurer of sufficient profit along with the performance of any additional functions;
· Survival of the company with the main emphasis in its activities on the implementation of goals not related to making a profit through insurance activities.
Profit maximization is the main goal for the management of RESO-Garantia and insurance intermediaries (brokers and agents) interested in their own income.
Claims settlement department at JSC RESO-Garantiya.
For the purpose of comprehensive, complete and operational service of RESO-Garantia clients, a Claims Settlement Department was created, which is a department of the middle office.
RESO-Garantiya OJSC has a separate loss settlement department mainly only in motor insurance (OSAGO and CASCO), since for most other types of insurance, the same employees of the company who are engaged in the conclusion of insurance contracts are involved in the settlement of losses.
Therefore, in RESO-Garantia, the structure of the claims settlement department is divided into the receipt of documents and the consideration of insured events.
The employees of RESO-Garantia dealing with the acceptance of documents communicate directly with the insured, explain what documents must be submitted to receive compensation, then accept these documents, and then submit the finished package of documents for consideration.
And the employees involved in the review of documents check the completeness of the set of documents and their content for compliance with the insurance rules and make a decision on the payment of compensation, after which the loss is transferred to the signature of the authorities of RESO-Garantia. The head of the Claims Department finalizes the payment file and signs it for payment to the accounting department of the company.
The number of employees of the claims settlement department in RESO-Garantiya OJSC varies between 3-10 people.
Underwriting Department at RESO-Garantia OJSC.
The underwriting of RESO-Garantia is a creative process on which all the main work of the company depends (Appendix D on page 33).
In the course of risk analysis, the RESO-Guarantee underwriter establishes the entire set of risks affecting the company's insurance object, classifies it according to the characteristics of insurance and non-insurance; evaluates insurance risks by probability and expected loss and selects from this totality those risks that can be accepted for insurance, taking into account the current rules (conditions) of insurance and tariff guidelines. Primary information about the object and risks is taken from the application for insurance and questionnaires, the conclusion of the surveyor, the act of pre-insurance examination, direct examination of the object by the underwriter.
RESO-Garantia conducts a pre-insurance examination, which is the most important stage in the company's activity - the success of all subsequent stages of concluding and executing an insurance contract depends on its quality. RESO-Guarantee applies both standard and individual expertise. Pre-insurance examination includes the study of the object and subject of insurance according to the documents and, if necessary, a direct examination and drawing up a conclusion. The expert performing the pre-insurance examination has the appropriate training. The analysis of the object of insurance is carried out on the basis of familiarization with the documents of the insured and their study and a direct examination of the objects claimed for insurance. A pre-insurance examination can also be carried out by the seller, if the object is not very complex.
In RESO-Garantia, in difficult cases, the inspection is carried out by underwriters together with the seller, and in the most difficult cases, by surveyors or reinsurers together with the underwriter (and already without the seller). Based on the conclusion of the surveyor, the insurer makes a decision to conclude an insurance contract. In RESO-Garantia, taking into account external and internal circumstances, taken in their unity and interaction, allows the surveyor or other expert to assess the natural state of the insurance object and the environment in which the object is located, predict a favorable or unfavorable outcome of risk insurance for the insurer and, accordingly, give suggestions by tariff.
Inspection of the object in RESO-Garantia leads to two main results:
1) classifying the object as a risk category (at least one of the three: good, medium and bad);
2) identification of problem areas (including for use in bargaining with the client).
Relations between underwriters and surveyors in RESO-Garantia are based on personal trust.
Three groups of situations in which an independent surveyor is involved in risk assessment:
1) when assessing a major risk;
2) for image purposes or at the direction of the policyholder;
3) in cases where the RESO-Garantia insurer first encounters an uncharacteristic risk, but for business development reasons wants to accept this risk.
The results of the classification of selected risks in RESO-Garantia are the basis for further work with them - for making decisions on insurance conditions and the size of tariff rates and franchises. The underwriter of RESO-Garantia evaluates the risks claimed for insurance, taking into account all their inherent subjective factors, and must make sure that the factors inherent in a particular object are not lower than the level included in the tariff calculations. The required level of subjective factors is set by the underwriting policy, the rules (conditions) of insurance and the RESO-Garantia tariff guide. Subjective factors differ significantly depending on the objects of insurance and appear individually for each object.
If, as a result of the pre-insurance examination, it is established that the insured complies with all technical, technological, organizational, medical, social and other standards, the underwriters in RESO-Garantia may assume that the expected damage will correspond to normal or favorable conditions for calculating insurance rates and, therefore, lowering rates may be applied. rate coefficients. If violations are detected in RESO-Guarantees, multiplying coefficients are applied or insurance is denied. For unique objects or conditions of their operation (storage, etc.) that do not correspond to actuarial calculations, additional studies are carried out with the involvement of specialists to assess the likelihood of occurrence of insured events for the stated risks.
The most important stage of RESO-Garantia underwriting is the formulation of specific terms of the contract, tariff rates and deductibles, and recommendations to the insured to reduce risk. The underwriter of RESO-Garantia determines the technical parameters of the contract being prepared and formulates the obligations that the insurer will undertake, as well as estimates the future volumes of insurance premium receipts.
After the conclusion of the insurance contract, the underwriter of RESO-Garantia participates in its maintenance, monitoring the condition of the object (subject) of insurance and monitoring the implementation of the action plan to reduce risks, and, in case of changes in the parameters of the risks accepted for insurance, recalculates the insurance rate and prepares amendments to the contract. If the insured violates his obligations under the insurance contract, the underwriter prepares an opinion on the termination of the contract or on the reduction of the insurance payment in the event of an insured event.
The head of the underwriting service at RESO-Garantia primarily:
ensures detailed knowledge and understanding of all specialists of the service of insurance and reinsurance operations and setting the terms of reference for the team of underwriters to assess specific risks;
forms a structured database that allows you to find an answer to any underwriter's requests.
The results of the work of the underwriting service of RESO-Garantia are issued in the form of the following documents and materials:
a) the underwriting and tariff policy of the insurer by type of insurance and for the portfolio as a whole;
b) methodology of underwriting work;
c) underwriting and tariff guidelines for mass types of insurance;
d) standard underwriting reports on individual insurance contracts;
e) standard forms of the terms of contracts, policies in terms of sections falling under the competence of the underwriting service;
g) liability limits by types of insurance per one insurance contract (subject) and the procedure for agreeing contracts with liability limits exceeding the established limits;
i) analytical materials for the management of RESO-Garantia:
operating forecast financial result(net premiums minus payments);
forecast of the dynamics of changes in insurance reserves;
j) decisions of the underwriting service;
k) draft decisions of the executive body of the insurance company.
Sales department of RESO-Garantia JSC
The activities of the RESO-Garantia sales department are characterized by a certain set of properties: focus on results (expressed in increasing sales volumes), constant and comprehensive control, as well as rapid acquisition of experience by members of the department.
In order for the sales department of RESO-Garantia to recognize as many positive indicators as possible, local receipt of results was organized.
Allocation of RESO-Garantia resources, such as labor resources and financial resources, allows the department that receives them on a regular basis to achieve great results.
If the head of the RESO-Garantia department can create a single team of his subordinates, despite external and internal barriers, then this kind of policy will not go unnoticed and will increase the interest of recruiters (if the head of the sales department wants to move to another company) or the head of the company (if the head of the department sales wants to make a career in this insurance organization).
Investment department of RESO-Garantiya OJSC
The investment policy of RESO-Garantia complies with the principles of diversification, repayment, profitability and liquidity. This fully applies to both assets covering insurance reserves and free assets.
The principle of investment diversification is to distribute investment risks in order to achieve greater stability investment portfolio RESO-Guarantees. According to this principle, the prevalence of any type or object of investments is not allowed: regional, sectoral and other concentrations are not allowed.
The principle of repayment implies the most reliable placement of assets, ensuring their return in full.
The principle of liquidity implies such an investment structure that at any time there is a sufficient amount of liquid funds or capital investments easily convertible into liquid funds.
The principle of profitability is to maximize the return on investment while ensuring other principles, taking into account the situation on the capital investment market. In other words, OJSC "RESO-Garantiya" in its investment activity when managing insurance reserves, it ensures a high return on investment, which makes it possible to maintain the real value of invested funds during the investment period, and, if necessary, to be able to easily and quickly sell assets.
When considering the possibilities of using RESO-Garantia funds as investment resources, it is important, first of all, to analyze the structure of funds mobilized by the company for these purposes in terms of requirements for investment objects.
RESO-Garantia has its own and borrowed investment resources. RESO-Garantia's own financial resources are mainly its authorized capital, and its attracted investment resources are the reserves of the company.
Insurance reserves are the largest source of investment resources for RESO-Garantia. Insurance reserves account for more than half of the company's sources of funds.
Funds received by RESO-Garantia under insurance contracts other than life insurance can be invested mainly in highly liquid, medium and short-term assets. These investments must meet the urgent and sudden needs of the company in cash, for example, for the implementation of insurance payments.
The situation is different with insurance premiums received by RESO-Garantia under life insurance contracts (in cases where this insurance is not used to optimize the taxation of policyholders). The features of life insurance are, firstly, the long term of the contracts: 5-10-15 years or more, and, secondly, the onset of obligations for insurance payments in their main part only after the expiration of the contracts or at other predetermined dates, significantly separated in time from the date of commencement of payment of insurance premiums. This allows RESO-Garantia, on the one hand, to invest a significant part of life insurance reserves in relatively long-term investment projects Moreover, the longer the contracts are concluded, the more long-term investments can be, and on the other hand, significantly reduce the requirements for the liquidity of such investments. As a result, life insurance operations provide an accumulation of long-term cash capital, and life insurance reserve funds are the company's main and most important source of investment.
In addition to insurance reserves (borrowed resources), RESO-Garantia also has its own funds that are used in investment activities (authorized, reserve, additional capital, as well as retained earnings).
Information technologies OJSC "RESO-Garantiya"
The information space of RESO-Guarantees, represented by an automated data processing information system, is divided into its constituent objects. RESO-Garantia distinguishes the main categories of objects and the technology of their operation.
The central office of RESO-Garantia has several high-speed local area networks (LANs) connected to each other through high-performance bridges or routers. The LAN can be considered as the information center of the entire company, including powerful computing resources - file servers, database management systems, etc. A feature of the LAN of the RESO-Garantia central office is that it includes a system for centralized monitoring and remote network devices located in branches.
Regional offices of RESO-Garantia (branches) are equipped with their own large LANs and powerful computing systems, which are guaranteed to be reliable and fast enough. Some of them require a round-the-clock high-speed connection to the central office, which, as a rule, is provided by dedicated communication channels. A connection organized in this way has a noticeably lower cost compared to a dedicated one.
RESO-Garantia branches usually have a small local network, including several personal computers. Communication with the regional office occurs according to a predetermined schedule at certain hours, but the need for unscheduled urgent access is not excluded.
Representations or agencies of RESO-Garantia are most often equipped with one, less often with several computers. Communication with departments occurs as needed and is provided throughout the day.
Remote network users - inspectors, agents of RESO-Garantia, who, on duty, spend their working day outside their own office, for example, with clients, as well as managers on a business trip, vacation, use a laptop with a modem. The communication session of remote users of the insurance company with the LAN of offices is most often short-lived and can be established at any time.
The main feature of the organization information support automated information system(AIS) RESO-Guarantees is the need to have a complete database of all the company's contracts for the longest possible period. This is due to the fact that when concluding a new contract with a client, it is necessary to have complete information about his previous insurances (availability and nature of payments) and ensure that all documents related to these cases are viewed. Such information should be stored in a database, constantly updated and received immediately upon request. So, when calculating, for example, the premium rate or tariff, it is necessary to remove the necessary statistics from the database and perform settlement actions on insurance contracts for a significantly long past period, while each contract is processed.
This implies the requirement for the completeness of the database of the information system of the central office of RESO-Garantia. In other large divisions of the company (regional branches, departments) there is no need to have a database of the entire company, because each of the divisions has a database of its policyholders. The own database of each division of RESO-Garantia covers its own insurance field, formed according to the territorial principle, therefore there are no intersections of insurers among the same-level divisions. The need to request information from the entire database of the company arises only when the policyholder moves, or when the policyholder -- large organization and its subsidiaries are located in more than one region.
The described objects of databases, directories, users of the RESO-Garantia automated information system are carriers or sources of information as such, but information as a static entity is not of particular value. The value of information lies in the possibility of obtaining it for any needs of the company. The network complex of the company should provide such access and make it efficient (fast, reliable, secure, inexpensive).
For each division of RESO-Garantia, a network corresponding to its scale is created with the requirement to provide adequate access to internal information. Such networks are quite fast, since the volume of transmitted internal data can be large. Communication between individual branches of the insurance company ensures the transfer of a much smaller amount of data, because in such a network there are requests for specific information, as well as reconciliation and transfer of changes in the databases of departments of various levels.
The new technology requires the integration of information processes:
attraction of high-performance software tools for the development of automated insurance business information systems, such as Oracle Reports 4/5 (language for creating screen forms), Oracle Reports 2.5 (allows you to create reports of various formats using text and graphic objects), Oracle Graphics 2.0 (allows build applications of the class "multimedia"), which are part of the integrated development system Developer 2000 of the company "Oracle";
· focus on the use of the "client-server" architecture in homogeneous and heterogeneous computer networks;
· implementation of modern real-time insurance business management (it should be noted that real real-time mode is provided only by systems using a network DBMS based on the database server architecture - Clarion, Oracle, Paradox, etc.);
· ensuring the possibility of the company's database operation in the "client-server" mode with interaction with the client and the server in the SQL query language, and for the workplaces of the branches of the insurance company, ensuring communication with the central office server via the TCP / IP protocol over communication lines.
Personnel department of RESO-Garantia OJSC
The personnel department of RESO-Garantia is aimed at recruitment, retraining of employees and advanced training.
The main typical goals of personnel training in RESO-Garantia:
1. Providing employees with the knowledge and skills necessary for effective work. The presence of even a very good profile education does not guarantee lifelong successful work of a specialist in this professional field. An employee who does not receive regular training ages in terms of his ability to successfully perform his duties. The aging of knowledge and skills is a natural and fairly fast process.
2. Maintain the professional level of the staff and acquaint them with modern technological advances, changes in the socio-economic situation and legal conditions. Traditionally, the term “training” is used to denote this goal, the employee must regularly update knowledge and skills in accordance with the profile of the work performed and its changes.
3. Prepare employees for relocation or promotion. Among the mass of the company's employees there is a certain percentage of people with high growth potential (high-po in English). These people are the golden fund of the organization and ensure its successful progressive development. The organization should carry out planned work to train promising employees in order to prepare them for possible promotion.
4. Prepare employees for the possible replacement of colleagues during vacations, illness, business trips or in case of dismissal.
5. To create and maintain a sense of belonging to the organization's activities among the staff, to acquaint employees with the strategy, structure of services, and technology of activity. Any employee needs not only the relevant knowledge and skills, but also the constant receipt of information from the management for a better understanding of the processes taking place in the company.
6. Maintain a positive attitude towards work among employees. The very fact of training an employee, which is carried out in an organization, usually helps to improve his mood and increase motivation in relation to work. This approach means that the company cares about its staff and looks forward to long-term cooperation with them.
7. Learning objectives defined by the current legislation. The current Labor Code of the Russian Federation and other federal laws provide for mandatory training of a number of categories of workers in safety and labor protection rules. In addition, for representatives of a number of professions and specialties, regular certification is required.
Ways to identify the need for staff training in RESO-Garantia:
1. analysis of the results of interviews and testing when hiring new employees;
2. analysis of the performance of new employees during the period of induction (adaptation);
3. analysis of the results of regular assessment (adaptation) of employees;
4. questioning of department heads and employees;
5. interviewing department heads and employees;
6. analysis of special external information;
7. analysis of technology change;
8. analysis of the decisions of the governing bodies of the company;
9. analysis of changes in the state of human resources within the company.
"Biography"
Education
He graduated from the Leningrad Pediatric Medical Institute (LPMI), then clinical residency at the LPMI. He graduated with a degree in Economics from the Moscow Institute of International Economic Relations.
Activity
"News"
Sogaz and VTB Insurance will merge after all
Insurance Company Sogaz and VTB Insurance reached an agreement on the merger, a person who knew about this from an employee of Sogaz and an employee of a consulting company who learned about it from employees of VTB Insurance told Vedomosti. Representatives of the companies are discussing the details of the deal, according to an employee of one of the associations of insurers. It is planned to complete the discussion of the merger by the end of the second quarter, says one of Vedomosti's interlocutors. None of Vedomosti's interlocutors knows the terms of the deal (distribution of shares, future leader).
RESO-guarantee is going to IPO
The insurance company RESO-Garantiya is thinking about holding an IPO in 2018, announced on Thursday Reuters agency citing three sources. This information was confirmed to Vedomosti by Dmitry Rakovshchik, CEO of RESO-Garantia: “Yes, we think so. We think about it all the time."
We are talking about a very large placement, the insurer has not yet decided on the organizing banks, Reuters writes, but does not give figures. Rakovschik addressed Vedomosti's questions about what package could be offered for an IPO to his deputies. It is now impossible to talk about any size and timing of the IPO, Igor Ivanov, Deputy Rakovshchik, said: “Our financiers of the holding are always making some kind of plans, not for the first year.
RESO-Garantiya may hold an IPO in April
One of the largest insurance companies in Russia, RESO-Garantiya, will hold an IPO in April, the organizers of the placement have already been selected, Reuters reported on Friday, citing two sources. The organizers of the transaction will be Bank of America Merrill Lynch, Citi, VTB Capital, Sberbank CIB, Renaissance Capital, Deutsche Bank and Societe Generale, the agency specifies.
The French insurer AXA, which owns a 36.7% stake in RESO-Garantia, intends to reduce its stake in the company, two people who know the terms of the planned IPO told Vedomosti. AXA plans to keep the blocking stake, one of the interlocutors of Vedomosti specified
The Central Bank left the curator of insurers
Igor Zhuk decided to leave the position of director of the insurance market department of the Central Bank in order to "develop his own projects," according to a press release from the Central Bank. The department will be headed by Deputy Zhuk Alexei Barbashov. So far I haven't been able to contact Jack.
“We regret that such a deep professional of the insurance market is leaving the supervision of insurers,” says Ilya Solomatin, Deputy General Director of Ingosstrakh. Director General of RESO-Garantia Dmitry Rakovshchik called Zhuk's departure from the Central Bank unexpected, but he does not expect any changes in the regulator's policy regarding the insurance market with the advent of Barbashov.
Dmitry Rakovshchik: “99% of OSAGO problems will be solved when the price of the policy becomes free”
Insurance company "RESO-Garantiya" intends to transfer the settlement of losses under OSAGO from cash to "in-kind". Dmitry RAKOVSCHIK, Director General of RESO-Garantia, told Banki.ru about the strategic plans of a large insurer, the insufficiency of OSAGO tariffs and the views of foreign shareholders on the Russian insurance market.
There is a situation on the market when an insurer with a significant share of auto insurance in its portfolio cannot be both profitable and provide high quality customer service. RESO-Garantia is one of the few companies that refutes this statement. How do you do it?
Sergey Sarkisov stepped down from the day-to-day management of the company, remaining Chairman of the Board of Directors of the company and President of the RESO Group.
- The change of the General Director is logical, - said then Sergei Sarkisov, answering questions related to changes in the company's management. We have grown, we have matured. We are growing not only in Russia, but also abroad - RESO-Garantia has opened branches in a number of countries. To this we must add two leasing and reinsurance companies. It turns out a large insurance group, which needs to be dealt with seriously.
Any growth of the organization must be accompanied by the improvement of the management system. Otherwise, we become hostages of our own growth. We do not want to lag behind the movement of life, we do not want the company to lose control.
I am entrusted with the management of the group of companies. This means that henceforth I will have to manage not employees, but ideas, be responsible for the strategy of the group's divisions.
We invited Dmitry Grigorievich Rakovshchik to take the place of the General Director - he is an experienced, energetic and rather young person. For the federal company, development in the regions is a priority. And our new CEO knows this problem better than anyone else. Dmitry Grigoryevich practically from scratch turned our branch in St. Petersburg into the number one company in the North-West.
- He, doing a lot in his own way, without any resources, created the St. Petersburg branch exactly as I saw it, - Sergey Sarkisov explains his decision to appoint Dmitry Rakovshchik as the General Director. - I liked his attitude towards agents, employees, family. He is a decent person and treats work like me. In general, everything coincided. It seemed to me that Rakovschik would give more dynamism and would go further, creating a very good tandem with Igor Cherkashin.
Sergey Sarkisov's decision to retire from the day-to-day management of the company came as a surprise to everyone. Until the last day, only he and Dmitry Rakovshchik knew about the upcoming changes.
- I received an offer to move to Moscow from Sergei Sarkisov in April 2004, - says Dmitry Rakovshchik. – It was completely unexpected. Shortly before that, we discussed plans for the development of a branch in St. Petersburg. And suddenly a call from Sergey Eduardovich: "Let's take care of the company as a whole."
Of course, the first thing I asked was: “Why me, if there are other people nearby who are more worthy?” But received no answer. And I confess: it took me 30 seconds to make a decision - it is clear that such proposals are made once and you cannot refuse them, especially for ambitious people, to whom I consider myself. In the branch, it was already crowded for me.
For me, the move was an easy move - I know Moscow well, I grew up in it. But the family had a hard time - they love St. Petersburg, a lot connected, and still connects, his wife and daughter with this city. Unless the son took the news easily - he was six years old, and at this age a change of scenery is easier to bear. But my relatives still supported me, for which I thank them very much.
In general, there was no doubt. The decision was made quickly. All doubts began later. It was a rather difficult story, because it was necessary to explain why it was me.
Leader without an office
“Sergey Eduardovich gave us the opportunity to regulate relations ourselves,” Dmitry Rakovshchik continues. - And it was the right decision. Normal people will always agree. And so it happened. We managed to avoid conflicts and save the team. In the end, everyone found their niches, and we built a normal interaction. And now without each other we will have a hard time.
To be honest, the first days as CEO were not easy. My introduction took place in August at the Hasek office at a scheduled meeting. My appearance was an absolute surprise for everyone - the meeting was devoted to moving to Nagorny, what does St. Petersburg have to do with it? And now Sergey Eduardovich says: “Moving is good. And now I will introduce you to the new CEO.” Silent scene. At this meeting ended, because what kind of a move is there when this happens.
And then it turned out that everyone has offices, but the General Director does not. Because if it had been taken care of in advance, there would not have been such a powerful intrigue. Well, they put me in some tiny office on the same floor with Igor Cherkashin. The office of the deputy for economic parts was much cooler than mine.
At first I sat in complete isolation - the phone did not ring, no one came. Nobody knew the number. Everyone went as usual to Cherkashin - he had all the powers to make decisions. To take away these powers meant going into conflict, and I did not want it. I had to work in such a vacuum for about a month. But then people began to call slowly, to come. Everything fell into place.
And what about Petersburg?
He replaced Dmitry Rakovshchik as the head of the North-West Regional Center Konstantin Kudryavtsev, who until then had held the position of Deputy General Director.
“He is an absolutely technical person,” he says. Dmitry Rakovshchik. – He has a long experience in banks, where he developed payment systems. We complemented each other - he is well versed in the intricacies of the information system, I - in the psychological nuances of communicating with agents. Fortunately, Marina Khmyrova is in charge of the network in the Northwestern Center, and she helps Konstantin a lot in working with agents.
And here, too, I had to solve the problem of relations - how they will develop between Kudryavtsev and Dmitry Bolshakov, head of the second branch in St. Petersburg. Making one of them older would be a big mistake. For Peter, this would be a devastating move. And we left two branches. This is perhaps the only fully successful experiment of this kind. The experience of other regions shows that such structures do not last long.
I was very worried about how relations between Kudryavtsev and Bolshakov would develop, whether centrifugal movements would begin. Moreover, in 2004, work in St. Petersburg required not squabbles, but painstaking work. Both branches then moved from the phase of rapid development to the phase of holding the business and its full-blooded and progressive development. And this is a much more complex situation than just development. Fortunately, everything worked out - the two bears got along in the same den, and ambition helped them in a healthy competition. As a result, when we say that RESO-Garantiya has the first place in the city, we take into account the combined results of the two branches.
