N ew technologies and extended data capabilities – such as digital tools, automation, and analytics – are key drivers to optimize our operations along the reinsurance value chain, as well as to improve our risk management and decision making. F rom an operational perspective, we see three main areas that will reshape the future of work and boost operational efficiency. First, the deployment of new solutions will enable more data-driven decision making when it comes to risk assessments, underwriting, and other areas of the business. S econd, robotization will allow us to automate workflows and certain business processes like data entry and other routine tasks. Third, we can offer our employees AI-enabled tools that help them work more efficiently in their daily activities. T ech and data do also have a direct impact on our business offerings and the solutions we can bring to clients. For example, the deployment of our in-house developed AI augmented data capture solution allows us to transform unstructured data into structured data, increasing the efficiency of L&H medical underwriting processes and decisions. T he AI revolution has just started and we will continue to invest in tech and data solutions and capabilities that are key for optimizing our operations. INFORMATION TECHNOLOGY (IT) IS ANOTHER IMPORTANT AREA OF FOCUS. WHAT IS SCOR DOING TO STAY UP TO DATE WITH IT TRENDS AND ENSURE A PIPELINE OF IT TALENT? C.D. In 2024 we launched “Unlock,” our new tech strategy, which will drive the progressive modernization of our tech landscape over the next three years. The aim is to further industrialize IT at SCOR, leveraging our current strengths, such as the full Cloud environment, and to foster tech of tomorrow by deploying more advanced tech expertise aligned with the future needs of the business. This strategy encompasses a series of initiatives that aim to ensure that SCOR remains at the forefront of IT trends and is attractive for talent. W e are also redefining our sourcing strategy. Here we plan to foster collaboration with our strategic partners, whose bandwidth for research and development will help to further strengthen our innovation capabilities. O ur new tech strategy also includes action plans to ensure the pipeline of new talent remains strong. This includes partnerships with schools and organizations to develop internship opportunities that will attract the next generation of IT talent. HOW DO SCOR’S OPERATIONS ENABLE COLLABORATION AND INNOVATION THROUGHOUT THE GROUP? C.D. Innovation is crucial for our transformation to be successful. At SCOR we enable innovation through a variety of actions. O ne key success factor for innovation is, indeed, to promote a mindset of collaboration, as the way we work brings diverse perspectives and capabilities together. This enables us to invent new solutions and drive meaningful change. We also spread a culture of innovation in our teams by empowering our people to think outside the box. This is supported by our SCOR values Courage and Open Minds, which encourage diversity of thought, culture, and experience. A lso, as a part of our flex office approach, we have created dedicated spaces to facilitate interaction through adapted furniture – such as twist benches - to help teams connect and create an environment to develop ideas. T echnological innovation is also fostered by providing access to cutting-edge technology and tools, such as AI, data science, and automation. F urthermore, our Innovation Board provides a forum to grasp and funnel innovation ideas in tech, data, and AI. It allows for brainstorming and testing of new developments to stay very focused on what we believe will bring value to the business. Once the business value is validated through quick iterations, the capability is integrated in our IT architecture for a deployment at scale, ensuring our innovations are efficient and effective. TRANSFORMING TOMORROW WITH OUR VISION 27
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