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Hard market has increased the captive value proposition – RIMS President

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A challenging property market in the United States is proving a particular headache for risk professionals and captives are a good option when seeking alternative solutions, according to RIMS president Jennifer Santiago speaking in an exclusive interview on the Global Captive Podcast.

Santiago, who is also head of risk management & safety at Wakefern Food Corp, was appointed RIMS president in January. She was co-host of GCP #80.

Santiago agreed “100%” that the hard market of the past three years has only increased the value proposition of captives, citing rising retentions and shrinking capacity as the challenges that can be overcome or mitigated by captives.



“On challenged programmes like cyber and property where you’ve got gaps in coverage, and non-concurrencies in forms, having a captive as an ability to layer in and take a share or a layer, even at the top of your coverage tower, is critical,” she said.

“Buying down your deductibles for your business since often your business units don’t want to take a million dollar or a $2m or a $5m retention. So to me, I don’t know that there’s really a better alternative solution than to having a captive available to do those things for you.”

While Santiago said she had seen more innovative use of captives in lines such as cyber and D&O, she said it should not be ignored how tough the property market remains and the value that a captive can provide in support risk financing programmes in more traditional lines of cover.

“I don’t know what to make of the property market anymore,” she added saying it had almost become “untenable”.

“The options on property are so, so slim and it’s not surprising to look around and see the level of property catastrophic losses that are going on and the frequency, the severity have just increased.”

Santiago said all of the risk management peers she has spoken to are struggling for solutions with parametric policies and catastrophe bonds increasingly under consideration in the search for appropriate cover, while captives remain a good option.

“Captives are another alternative, of course, to layer in on your property programme,” she added.

For risk professionals, understanding the changing risk landscape and putting in place effective risk mitigation and prevention measures are crucial, as well as ensuring there is a financial backstop in place.

“So I think property is one that we may see more organisations putting different extents of layers into the captive where they can afford to take that cat risk.”

Listen to the full GCP #80 episode here, or on any podcast app. Just search for ‘Global Captive Podcast’ on your platform of choice and click ‘follow’ or ‘subscribe’.

GCP #80: RIMS President Jennifer Santiago, Dan Towle previews CICA 2023

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Jennifer Santiago, RIMS
Dan Towle, CICA

In episode 80 of the Global Captive Podcast, supported by legacy specialists R&Q, Richard is joined by the Presidents of RIMS and CICA, respectively.

Jennifer Santiago, head of risk management & safety at Wakefern Food Corp, is in the co-host’s chair in her capacity as the new President of RIMS and discusses her long and varied background with captives and how she’s seen the value of captives only be emphasised and become more mainstream during this hard market cycle. We also discuss RISKWORLD, RIMS’ annual conference taking place in Atlanta from 30 April to 3 May.

Dan Towle, President of the Captive Insurance Companies Association, drops in to preview CICA’s International Conference that begins in Rancho Mirage, California, on Sunday, 5 March.

Sign up to the twice-weekly Captive Intelligence newsletter here.

JP Morgan has ‘Excellent’ rating affirmed for Vermont captive

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AM Best has affirmed the financial strength rating of ‘A’ (Excellent) and the long-term issuer credit rating (long term ICR) of “a” (Excellent) for Park Assurance Company (Park), the Vermont captive owned by JPMorgan Chase Holdings.

The ratings outlook is stable and AM Best said they reflect Park’s balance sheet strength, which it assessed as very strong, as well as its strong operating performance, limited business profile and appropriate enterprise risk management.

Park provides JPMorgan Chase with global property coverages, including terrorism, cyber and bankers blanket bond policies.

These coverages are key components of JPMorgan Chase’s risk management strategy, and Park benefits from the explicit support of the group’s financial and professional resources.

Park’s strongest level of risk-adjusted capitalisation reflects its conservative loss reserving practices and favourable development trends, along with its conservative investment portfolio and strong liquidity measures.

The captive is well-capitalised through retained earnings, reporting consistently favourable pure loss ratios as well as a low-cost underwriting expense structure to produce favourable operating earnings year after year.

The ratings reflect Park’s sophisticated risk management strategy and practices, experienced management team and its integral role as a single-parent captive of JPMorgan Chase Holdings.

However, AM Best said Park’s business profile is considered limited due to its product concentration risk, offering limited lines of coverage on a net basis.

Partially offsetting these factors are the potential credit risk associated with Park’s extensive use of reinsurance, which management utilises to mitigate its exposure to oversized losses on substantially valued insured locations, as well as its reliance on the protection of the Terrorism Risk Insurance Program Reauthorization Act (TRIPRA).

Oklahoma adds 11 new captives in 2022

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The Oklahoma Insurance Department (OID) licensed 11 captive insurance companies in 2022, and now has more than 50 licensed captives in the state.

Four of the new captives were licensed as series captive insurers, four were pure captives, two special purpose and one a sponsored captive.

Oklahoma had four captive dissolutions in 2022, meaning a year-end total of 52 active captives.

“2022’s results represent the continuous growth of Oklahoma’s captive insurance program,” said Glen Mulready, Oklahoma’s insurance commissioner.

“I am not only pleased with 2022’s growth, but to date in 2023, Oklahoma has already issued three additional captive insurer licenses. This growth is attributable to Oklahoma’s business-friendly environment, modern captive insurance laws and experienced captive insurance staff.”

Steve Kinion, Oklahoma’s captive insurance director, said: “Our Captive Insurance Division’s dedication and efficient regulation of captive insurance companies have helped raise awareness about captive insurance in Oklahoma.

“We look forward to continuing this momentum and expanding our efforts in 2023.”

In a recent interview with Captive Intelligence, Kinion discussed Oklahoma’s “tremendous” potential as a captive domicile.

“Mulready is a commissioner who is what I call an entrepreneurial thinker,” Kinion said. “He wants to make Oklahoma the best insurance department it can be, if not the best insurance department in the United States.”

He noted that Mulready was excited about future of captives in the state, which also helped entice him to the role.

“This is a very good thing because if you have the support from the very top, you’ll be successful,” he said.

Shanghai Electric captive gets AM Best rating affirmed

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AM Best has affirmed the financial strength rating of B++ (Good) and the long-term issuer credit rating (long term ICR) of bbb+ (Good) of the Hong-Kong domiciled captive, Shanghai Electric Insurance Limited (SEIL).

The ratings company said the outlook of these credit ratings is stable.

Shanghai Electric, owned by Shanghai Electric Holding Group, is the eighth captive domiciled in China, but this figure is split between those domiciled in Hong Kong and the mainland.

First set equipment insurance accounted for the majority of SEIL’s premiums, and other traditional lines include commercial properties, engineering and liability.

The equipment insurance, however, has been reliant on a government subsidy being available, with changes to the subsidy interrupting underwriting activity in 2021.

“The company stopped underwriting new business of this line following a change in government subsidy scheme in 2021,” stated AM Best.

“In March 2022, the government subsidy resumed, and thereafter, the company restarted to take in business.”

The ratings reflect SEIL’s balance sheet strength, which AM Best assesses as very strong, its adequate operating performance, limited business profile and appropriate enterprise risk management.

Although the company’s capital and surplus decreased during the year due to a net loss and decline in investment revaluation reserves, the captive’s balance sheet strength is at a “very strong level”.

AM Best expects the captive to maintain a sufficient buffer in its risk-adjusted capitalisation, supported by a low net underwriting leverage, appropriate reinsurance arrangements and prudent risk selection.

The company expects first set equipment insurance to be the key contributor to its underwriting profit in the next three years.

AM Best views the captive’s key revenue contributor has demonstrated dependency on the government policy and expects the captive to face increased execution risk in expanding traditional line of business.

AM Best said negative rating actions could occur if there is a deterioration in the operating performance, for example, due to adverse deviation from the underwriting business.

Negative rating actions also could occur if there is a material deterioration in Shanghai Electric Holding Group’s credit profile.

IRS expected to strengthen transfer pricing audits in 2023

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The United States’ Internal Revenue Service is taking a much closer look at transfer pricing and the associated documentation in more substance focused audits concerning captives.

Speaking on a GCP Short released on 23 February, Mikhail Raybshteyn, EY Partner and Americas Captive Insurance Services Co-Leader, and Nicole Henderson, EY Financial Services Transfer Pricing Senior Manager, explained how to get transfer pricing right for multinationals and the impact of this work on premium allocation, recharged premium, IPT and self-procurement taxes in the US.

Transfer pricing refers to the rules which are designed to ensure that the price agreed in a transaction between two related parties is the same price that’s agreed in a comparable transaction between two unrelated parties.

“The IRS has hired and will continue to hire in 2023 additional agents and attorneys to perform audits related to transfer pricing, and that includes an area called economic substance,” Henderson said.

“And the goals of those audits really is to ensure that the IRS is taxing the appropriate amount of profits in the US. So as part of these audits, the auditors will look to assess that intercompany transactions are conducted on an arm’s length basis, and also that there’s the appropriate substance to make decisions for the captive.”

Although it is increasingly common for captives domiciled offshore to elect to be a US taxpayer, Henderson explained that getting transfer pricing documentation right is still important to demonstrate risk transfer occurred and that the captive is treated as an insurance company for US tax purposes.

“Transfer pricing helps to support the accelerated tax deductions in year one as an insurance company or when a new product is added to the captive,” Henderson added.

Nicole Henderson, EY

“Also, if we think about how transfer pricing applies in the state context, a good number of states apply transfer pricing principles under the Internal Revenue Code in their state laws.

“As a result, ensuring that the premium is arm’s length and allocated amongst the group could impact the amount of state tax due.

“We’ve seen some states, including California in particular, taking an active audit position against captives to ensure really that they are able to collect the correct amount of state tax.”

Raybshteyn said that navigating the self-procurement tax landscape, state by state in the US, is still presenting a struggle for captives and captive owners, describing it as “the new 800 pound gorilla in the room”.

“Unfortunately, the self-procurement tax, or direct placement tax, is where it gets really hairy when you talk about allocating premiums and transfer pricing,” he said.

“While different states have various laws on self-procurement tax and how those laws apply, the general rule is that self-procurement tax is based on the policy-by-policy approach, and it requires understanding the location of the home state for each policy.

“In an affiliated group such home state may actually vary from policy to policy. Properly allocated premium may actually shift such home state for a particular policy depending on facts and circumstances.

“There’s definitely balance here between accepted industry standards, actuarial analysis, and transfer pricing methodologies, but neither should be ignored.

“No one size fits all answer unfortunately. And that is why each company needs to take into account the specific facts, technical merits, and of course, its ability to support the position that will ultimately be taken, including the efforts needed to pull together the appropriate and defensible position across the board.”

View and listen to the full Global Captive Podcast archive here, or subscribe for free on any podcast app by searching for the Global Captive Podcast.

Captive proposition for MGAs increasingly attractive

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  • Captives now viewed as a business enabler by MGA community
  • Additional flexibility and opportunity to profit share two key drivers
  • Cells in Washington DC, as well as Guernsey and Bermuda formations common

Managing general agents (MGAs) are increasingly launching their own captives as a means of providing additional capacity or in a bid to share in the underwriting profits resulting from its programmes.

MGAs, as well as managing general underwriters (MGUs), are a specialised type of insurance broker or agent that have been granted underwriting authority by an insurer, which can include binding coverage, pricing and settling claims.

As well as using captives as vehicles to boost capacity, MGAs are utilising their own in-house insurer to take more of the rewards for their own underwriting performance, strengthen client relationships, and to ultimately have more skin the game.

The number of MGAs using captives has grown in recent years, and this trend is expected to continue.

Donna Weber, senior vice president at Marsh Captive Solutions with responsibility for the broker’s global protected cell companies, told Captive Intelligence that Marsh works with MGAs and their captives or cells across a wide variety of lines.

“We’ve got traditional P&C, life, medical stop loss and cyber, for example,” she said.

“We’re talking to a number of new MGAs that are in the pipeline, so I think it’ll continue to be a growth area.”



Oliver Schofield, chief executive at RISCS CWC, said: “We are seeing a focus on MGAs looking to establish vehicles to enable them to participate in the successful underwriting of that particular MGA.”

RISCS CWC worked on two insurance company formations in Bermuda for MGAs based in Latin America, and is currently working on two formations in Guernsey for MGAs from the United Kingdom and Australia.

The relationship between captives and MGAs in not new, and as well as forming their own captives, it is common for MGAs to have captives and captive owners as insurance clients.

The captive and MGA relationship is particularly useful when both are working in niche lines.

For example, specialist crisis response cover supported by an MGA can be embedded into a captive, and act as a first line of defence to protect a captive’s underlying capital.

“Having sat on the carrier side for 15 years or so, and now running an MGA, I now see what MGAs can bring to the market and captives specifically, particularly around product innovation in specialist areas,” said Charlie Hanbury, CEO at Samphire Risk, told Captive Intelligence.

“These areas may sit in a corner of a larger carrier, where that kind of focus on innovation and driving products, which are adapting to the risk environment in a very niche space, is arguably under-focused.”

An MGA is able to focus on these niche risks using data, and through threat intelligence, to provide greater oversight of the risks that captives are potentially exposed to.

Aside from viewing captives (and captive owners) as a valuable client base, however, the MGA curiosity concerning formalised self-insurance as a business enabler for themselves has heightened in recent years.

Captive proposition – capacity

MGAs are frequently exploring the use of captives when struggling to obtain capacity, while the captive is also being used as a tool to prove to commercial carriers that the MGA is willing to put skin in the game.

“For MGAs, finding capacity is difficult right now,” Andy Hulme, director of underwriting at Strategic Risk Solutions, told Captive Intelligence.

“It’s really important that an MGA has their own intellectual property, and their own value within that construct in order to be able to build that company out.

“By having their own insurance entity, wherever that sits within the value chain, it gives them something to build upon, to take some of the rating functions, to define policy wordings, and to take some skin in the game.”

The captive also gives MGAs more control over their own structures, as it allows them to remove capacity, when current capacity is less inclined to continue without having changes to the MGAs’ products, language, ratings, and systems, for example.

An MGA having its own captive is often seen as a good way of building a strong relationship between the MGA and the commercial market.

“I think some of their partners, the front-end companies, prefer them to keep a bit of the business and hopefully they’re able to get some of the benefits of that business,” Weber said.

“I think it also develops a better partnership between those front-end companies and the MGA or MGU.”

Captive proposition – underwriting profit

While capacity challenges are one reason an MGA would look to form a captive, not all MGAs with captives are experiencing capacity issues.

“We’re not required to use the captive, and we use the captive at our own discretion, our own risk appetite, and our own desire,” said Shawn Ram, head of insurance at Coalition.

Coalition, which established Palekana Insurance, Inc in Hawaii in December 2021, describes itself as the “world’s first Active Insurance provider designed to prevent digital risk before it strikes” and uses data-driven technology to provide coverage to more than 60,000 policyholders.

“Given the results of Coalition, we’ve been able to secure capacity across all our programme needs,” Ram added.

Strong performing MGAs are using captives to capture more of their own underwriting profits, which would otherwise be going directly to the ultimate insurer.

Ram said: “At some point as an MGA, you have to say, ‘I am providing a tremendous amount of value to carriers regarding the amount of money that they’re making due to profitability, how can I capture more of that?’”

Scofield said in a GCP Exclusive released on 19 January that MGAs are generally looking to take a “slice of the action”.

“We have one that we’re looking at from continental Europe at the moment, where they’ve had quite a good loss record over the last 10 years, but the last two years have been horrific,” he said.

Schofield highlighted that in order to demonstrate to its commercial insurance partners that they are serious about improving the performance of the programme, that MGA is setting up its own vehicle to quota share or co-insure 10% of the programme.

Protected cell companies

MGA Xchange Benefits launched protected cell company Distribution Re in January 2023, to provide a cell offering to its clients. The company then outsources the captive management to another firm.

The Tennessee based entity insures accident and health risks mainly in the form of high deductible medical stop loss plans.

Peter McGuire, CEO of Xchange benefits, highlighted that following the Affordable Care Act in the United States, the stop loss market went from about from $5-$6bn to $25bn “and there was a huge shift to self-funded medical cover over approximately 10 years”.

That ultimately led to a large amount of growth in the market, as a lot of employers wanted to be more self-deterministic about to the type of benefits they could provide to their employees.

“During that same period of time, the captive industry started to look at benefits, whether it was a large employer who could have its own captive, or where some start-up cell providers were making cells available to those companies, especially smaller employers, that wanted a cell for their benefits,” McGuire told Captive Intelligence.

McGuire highlighted that if the company has 10 hospitals, or a large employer in one of its cells, “it gives us a greater sense of risk control and at the same time gives us a greater sense of our ability to keep a client relationship for longer”.

He noted that by pooling the risks together, the MGA can secure more competitive pricing, and “at the very least, over a period of time, manage potential rate increases more efficiently”.

“It’s great for us in the delivery of our services because we can manage the risk, or we can manage the structure of the captive, or we can provide the stop loss behind the captive to unlimited levels, or indeed all of these services,” McGuire said.

Cell utilisation

It is commons for MGAs and MGUs that set-up cells to use an incorporated cell, rather than a regular protected cell.

“With an incorporated cell, they’re able to name the cell, whereas with a protected cell, they have to use the name of the protected cell company,” Weber said.

An incorporated cell is also its own legal entity with stronger governance controls compared to a protected cell.

“That makes it easy to move the entity if they wanted to take the cell and merge it into a single parent captive, or more of a traditional captive structure,” she added.

“When you think about it, some of when these companies are starting the cell with their core business, not all businesses will succeed.”

Marsh is working with MGAs that own captives or utilise cells across a range of lines and expect to form more this year.

Although it would be expected that MGAs writing distressed lines in the commercial market are more likely to set up captives, their use is spread across all lines of business.

Weber said the majority of cells being set up for MGAs in the US have used Marsh’s Washington DC cell company.

Guernsey and Bermuda have proved popular offshore jurisdictions for MGAs outside of the United States.

Getting the balance right

While the idea of an MGA setting up a captive to take part of the risk can make financial sense, there are practical challenges.

“The theory of an MGA setting up a captive to take part of the risk is great, but there are a number of practical challenges,” said Malcolm Cutts-Watson, non-executive chairman at RISCS CWC

“I know of an insurer that has been set up by an MGA, and the principals are struggling to agree the degree of captive’s participation with the market.”

Cutts-Watson highlighted that it’s important to remember that an MGA is dependent on the rated market capacity and if the balance of risk transfer to the capacity is disrupted, “then one runs the risk of losing market support”.

“It’s a balance because you don’t want to retain too much of the profitable business, otherwise supporting the MGA doesn’t become that attractive to the capacity provider,” he added.

GCP Short: Transfer pricing and considerations for allocating premium, IPT and self-procurement taxes

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Mikhail Raybshteyn, EY
Nicole Henderson, EY

In this GCP Short, produced in partnership with EY, is all about getting transfer pricing right and the various considerations when allocating premium.

In an 18 minute discussion, Richard is joined by Mikhail Raybshteyn, EY Partner and Americas Captive Insurance Services Co-Leader, and Nicole Henderson, EY Financial Services Transfer Pricing Senior Manager, to discuss these issues, as well as how transfer pricing is currently being scrutinised by the IRS on both international and domestic captive programmes.

For more information on the EY Global Captive Network, visit their Friend of the Podcast page on the Captive Intelligence website.

Fluid Truck forms DC captive for auto covers

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Fluid Truck, an American commercial vehicle truck rental company, has established a single parent captive in Washington DC, in preparation for its April insurance renewals.

Fluid Truck makes it easy to rent commercial vehicles 24/7 and currently operates in 400 cities in the U.S. It offers trucks, vans and electric vehicles to more than 100,000 users on its platform.

Captive Intelligence understands Nereus Insurance Co Inc received regulatory approval earlier this week and will be managed by WTW.



Fluid Truck appointed Courtney Claflin as its head of insurance in May 2022, after he had spent seven years at the University of California as executive director of captive insurance programs.

Claflin was hired partly for his experience in building and growing captive insurance companies.

The captive will begin by writing auto liability, commercial auto physical damage (APD) and excess.

Milliman has been appointed as actuaries working on the captive programmes.

Captive growth a “great endorsement” for Guernsey

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Guernsey licensed 12 new captives in 2022, taking it to 201 in total at year-end and ahead of Luxembourg in terms of active captives.

Captive Intelligence is collecting domicile data as it is reported by domiciles around the world and you can view it here.

New captives licensed in Guernsey during 2022 included THG Insurance Limited, a single parent captive owned by THG Plc and managed by Aon, Yancoal Insurance Company Limited, owned by mining company Yancoal Australia, and Sky Summit Insurance Limited.

Guernsey now has more captives than Luxembourg (195), while Isle of Man now has 98 and Ireland 66 active captives.

“This is a great endorsement of Guernsey’s captive offering, coming soon after our 100 years of captives anniversary celebrations,” said Mark Elliott, Chair of the Guernsey International Insurance Association (GIIA).

“We have a high quality, experienced captive infrastructure with leading service providers and a pragmatic and robust regulator which is what sets us apart. We look forward to continuing to innovate and promote the captive proposition to existing and new clients going forwards.”

Rupert Pleasant, chief executive of We Are Guernsey, said: “It is testament to the quality and experience of our practitioners. Guernsey is a is globally renowned centre for specialist financial services, a jurisdiction of substance and it is gratifying to reach this milestone.”