Chidozie Ofoego was named the new Financial Secretary at the Ministry of Finance. He will be responsible for the finance ministry’s headquarters, Accountant-General’s department, the Department of Social Insurance, the Office of the Tax Commissioner, Customs tariff and duty collection, and the Registrar of Companies. His previous experience includes working for the London Borough of Hounslow and as director of financial reporting and planning at Imperial College London. 

Gemma Rochelle has been promoted to to executive vice-president, group general counsel and chief compliance officer at BF&M. She has also been promoted to the group executive committee.

Hamilton Insurance Group named two new directors to its board: Therese Vaughan, a former CEO of the National Association of Insurance Commissioners, the standard-setting body for insurance regulation in the US, and Neil Patterson, the retired chairman of the KPMG group of entities in Bermuda, who will also serve as chairman of the Hamilton board’s audit committee.

Everest Group has promoted Jim Williamson to lead its reinsurance and insurance businesses, adding to his existing responsibilities as Everest’s executive vice-president and group chief operating officer.

Robin Saul has been appointed deputy managing director and legal counsel at Arch Insurance (Bermuda). She joined Arch in 2019 as head of claims and legal counsel, and will retain her current responsibilities in addition to her expanded new role.

Greg Hendrick, the CEO of Bermudian-based Vantage Group, has been appointed as an independent director on the board of Verisk, the global data analytics and technology provider.

Clarien Bank has appointed Roger Brown as senior vice-president and head of commercial banking. He will be responsible for managing Clarien’s growing portfolio of high-value client relationships within the commercial, corporate and institutional sectors. Mr Brown was previously a regional vice-president in Commercial Banking at Laurentian Bank in Toronto. 

Jamie Schmerer has been promoted to the role of SVP, Enterprise Risk at Fortitude Re. His responsibilities will include leading Fortitude Re’s regulatory relations efforts in Bermuda.

Charles Craigs has joined Ascot Group as managing principal overseeing the company’s third-party capital operations in Bermuda. Mr Craigs joins Ascot from Canopius Re, where he spent 15 years in executive leadership roles, most recently as CEO of the Canopius Bermuda platform.  Ascot also announced the appointment of Dane Lopes as head of US Partnership Engagement & Strategy.

The Everen Specialty board of directors appointed John Talarico as chairman and Tim Bucci as deputy chairman.

Chris Sinkey has been appointed to the new role of chief operating officer at Relm Insurance, the specialty carrier supporting emerging and innovative industries. He will oversee sales and marketing, operational excellence, and corporate development, including capital raising and M&A.

International General Insurance has promoted Stav Tsielepis to the post of group chief actuary, with responsibility for capital, pricing, reserving and exposure management.

Rosemarie Minors has been appointed manager, Compliance and Regulatory Affairs and Privacy Officer at Axa XL in Bermuda. The company also announced the appointments of Tiffany Heslop, vice-president, senior underwriter, Excess Casualty, Insurance and James Gregory, vice-president, senior underwriter, Professional Lines, Insurance.

Juniper Re, the reinsurance broker, has appointed Chris Hayward as head of office to lead its new Bermuda operation.

The post Movers and shakers appeared first on RG Magazines.

After years of increasing costs, the outlook for Bermuda’s local business community brightened in the first quarter with the increasingly realistic prospect that at least some costs could start to fall over the next two years.

The reason is the imminent corporate income tax (CIT): the first estimate of what it will add to government coffers came in David Burt’s Budget statement in February — “at least $750 million a year”, the Premier and finance minister said. That is the equivalent of 60 per cent of the Government’s revenue estimate for 2024-25. Such a boost would create considerable opportunities for cutting taxes.

With CIT funds expected to flow in from July 2025, Mr Burt floated ideas including seeding a new health insurance fund with capital to support implementation of universal healthcare and cutting duty on fuel, food and construction items in the next fiscal year. And by 2026-27, he suggested employer payroll tax could be reduced.

The good news is there is little sign of a vanishing tax advantage sparking an exodus of international companies of economic substance, although much attention this year will be focused on the nature and size of qualified refundable tax credits, which will be critical to domicile decisions being considered in boardrooms.

The Government has signalled that companies within scope of the CIT will no likely no longer pay the employer’s share of payroll tax.

How the impact pans out will depend heavily on the ongoing work of the Tax Reform Commission. Led by Darren Johnston, the TRC has been tasked with making recommendations on tax credits, revisions to the tax system, how CIT funds should be spent for the community’s benefit, and legislative or constitutional guardrails (perhaps to ensure that a certain proportion of the money pays down debt or tops up the underfunded Contributory Pension Fund).

The deadline for the TRC’s final recommendations is the end of October this year.

It all seems too good to be true, and ironic, that Bermuda appears set to benefit enormously from a global minimum tax regime designed by large countries to effectively drive business away from offshore financial centres.

The new rules, the result of an Organisation for Economic Cooperation and Development initiative, require multinationals with revenue over 750 million euros ($815 million) to pay a rate of at least 15 per cent by allowing governments to apply a top-up tax on revenues earned in countries with lower rates.

Could the CIT prove to be a fiscal and economic lifeline? Only time will tell.

***

One of the reasons why Bermuda’s international re/insurers are not looking to take flight at the first sign of a tax on profits is that the island is a genuine global hub for the industry with a cluster of world-leading talent and regulation that meets the highest international standards.

A powerful reminder of that was the third Bermuda Risk Summit in March. The Bermuda Business Development Agency event attracted more than 450 delegates, 40 per cent of them from overseas, including re/insurance executives, regulators, risk managers from companies including Amazon, and industry media.

The BDA estimated that the event generated around $3.4 million in economic activity, supporting 432 jobs. But as the BDA observed: “Far more significant were the long-term economic benefits brought about by the additional visitors who flew to Bermuda for business meetings during the week of the summit.”

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Business travel to Bermuda is nowhere near pre-pandemic levels but it is bouncing back — and the reopening of the Fairmont Southampton will help hugely with the rebound.

That’s the view of Stephen Todd, chief executive officer of Bermuda Hotel Association, who said the island would benefit from having the landmark Southampton hotel back.

“Clearly, I think we are all waiting with bated breath for the eventual reopening of the Fairmont Southampton, because that’s going to give us our largest meeting venue,” he said.

“From a standpoint of business travel, we believe that’s going to see a re-emergence of larger groups seeking to meet, as they previously did, prior to the pandemic.

“We’re seeing the interest on the part of business travel.”

Mr Todd described Bermuda as being still in the “throes of post-pandemic recovery” but with some encouraging signs.

Bermuda Tourism Authority figures show there were 32,768 air visitors who came for business in 2023, compared to 47,285 in 2019. Business visitors saw the largest growth in 2023, up 42.4 per cent year-on-year.

Mr Todd said business travel would be a “key component” in the recovery of the island’s tourism industry, with an emphasis right now on attracting small to medium-sized corporate events.

“That’s been demonstrated most recently by the Business Development Agency and their conference [Bermuda Risk Summit] at the Hamilton Princess,” he said.

“We’re positioning ourselves to meet that re-emergence of business travel and group meetings. We’re getting the message out that we’re open for business.”

He added: “We’re not going to try to sell something that we can’t support. We may not be able to entertain an event for 400 to 600 people but we may be able to handle 350 to 400.”

At the height of the pandemic, many wondered if corporate travel would ever return to normal levels, with companies realising the cost savings that video-conferencing technology could bring.

But Mr Todd said: “That’s not proving to be the current status at all.” There was nothing quite like meeting clients and colleagues in person, he added.

“As much as technology is advantageous, it’s also impersonal,” he said, adding that an in-person event lent itself to many more opportunities for interaction.

“Having that social interaction and the ability to, for want of a better term, press the flesh, this technology doesn’t provide us with that upfront, personal interaction.”

Mr Todd noted a post-pandemic trend of business visitors adding additional non-work days to their trip, something the Hamilton Princess has noticed too.

A hotel spokeswoman said: “As experienced globally, a business traveller may add on extra days for leisure, joined by a partner and other family members.”

She said the Hamilton Princess’s business clientele profile had “always remained constant” and the hotel was now seeing the “return of the corporate group traveller, attending groups and conferences”.

Business analysts have suggested the high number of people who relocated after the pandemic means many executives now need to travel to meet colleagues within their own companies.

The Hamilton Princess spokeswoman said the hotel had experienced an increase in requests for meeting spaces geared towards board meetings. It has responded to demand with a new executive meeting suite floor, consisting of four boardrooms, including the Tea Rose and Tea Rose terrace, with views over Hamilton Harbour.

Mr Todd said increased airlift to Bermuda from several US cities from April would provide another boost for business travel.

“We are going to prove to be far more attractive,” he said. “We are in very close proximity to the US eastern seaboard.

“That, to me, is an incentive for groups that want the ease and convenience of getting here. We are talking as short as 90 minutes and perhaps no more than three hours, depending on where you are originating.

“In a couple of hours, you could be walking along a beach, or having a swim, or playing pickleball.”

He said it was heartening to see ground being broken on the multimillion-dollar renovation of the Fairmont Southampton in February, when owner Westend Properties indicated it should be ready to welcome guests before the end of 2025.

Mr Todd said Bermuda’s marketing should focus on the quality on offer here.

“If we can provide a brand experience, whether it’s a local or international brand, then the price is not the issue. It’s really whether we’ve given value for money.”

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It’s not just the business opportunities that have tempted affluent individuals into investing in Bermuda’s economy over the past three years.

The chance to live the dream on a paradise island is also playing a major part in the success of the Government’s Economy Investment Residential Certificates initiative, which gives residency rights to people who invest at least $2.5 million in Bermuda.

A total of 49 applications have been approved since 2021, according to the Bermuda Business Development Agency, equating to a total investment of $464 million in local businesses and real estate.

Those certificate-holders are required to spend at least 90 days on the island each year and have brought their families with them – meaning an extra 123 residents are now enjoying life in the middle of the Atlantic.

“Many of the applicants tell a similar story,” Kyle Rogers, research and intelligence manager at the BDA, said.

“They have travelled here regularly from a young age or have experienced a significant life event here and love the idea of being able to live here long term.

“Other applicants invest here because Bermuda is just a great place to do business. This includes the expertise of the quality service providers located here, our advantageous geographical location and sophisticated island lifestyle.”

Mr Rogers said EIRCs have proved most popular with high-net-worth individuals from the US, the UK and Canada – although people from Spain have invested the largest amount in total.

A breakdown of the figures shows $212 million has been invested in new businesses, $203 million in real estate and $49 million in existing businesses.

Twelve new applications were approved in the past nine months, representing about $40 million of new investment in real estate. Realtors say the programme has helped boost demand for luxury homes, a sector in which finding buyers can sometimes be a relatively slow process.

Mr Rogers said: “We continue to see strong levels of interest for new applications.

“We remain extremely optimistic about the long-term potential of the EIRC initiative and are proud of the role we have played thus far in creating economic growth.

“Bermuda has always been an exceptional place to live and do business. Since 2021, EIRC has provided high-net-worth individuals, and their families, with an opportunity to live here to see their investment prospects realised.”

Individuals can qualify for an EIRC by investing $2.5 million in:

• Residential or commercial real estate
• New Bermuda-based business or existing business excluding exempted undertakings
• Bermuda Government bonds, Bermuda’s Sinking Fund or the Bermuda Trust Fund
• A Bermudian-registered charity
• Any social or practical venture that benefits the island as determined by the Minister of Economy and Labour.

Clients interested in applying for an EIRC certificate must submit a set of documents to help the BDA vet their identities, their sources of wealth and their sources of funds.

The vetting process also looks at the applicants’ originating country to identify anyone applying from high-risk countries with known Anti-Money Laundering and Counter Terrorist Financing deficiencies.

Once all the necessary documents have been received, the completed application is submitted to the Ministry of Economy and Labour for review and approval, at which point the investor receives immediate residency rights.

Jason Hayward, the Minister of Economy and Labour, has said the Government launched the programme because it wanted to harness immigration as a tool for economic growth.

Mr Hayward has said individuals tend to invest much more than the minimum $2.5 million. The average investment per certificate works out at more than $9 million.

The Government believes affluent individuals appreciate Bermuda’s well-regulated business environment and that the programme’s success highlights global confidence in the island. This year, Bermuda added EIRC to its National Risk Assessment against AML and CTF.

The EIRC application process is confidential and anyone who wants to start should visit bda.bm/economic-investment-residential-certificate.

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The demolition work taking place at 91 Front Street this year heralds a rejuvenation for a Hamilton site previously occupied by a boarded-up building.

Brookfield is the company behind the nine-storey development, which will act as the headquarters for all of the company’s Bermudian-domiciled listed affiliates — Brookfield Reinsurance, Brookfield Property Partners, Brookfield Infrastructure Partners, Brookfield Renewable Partners and Brookfield Business Partners.

There will also be office space for tenants and retail space on the ground floor, on both the Front Street and Reid Street sides of the building. In his 2024-25 Budget Statement, David Burt, the Premier and Minister of Finance, estimated the project to construct the building would support about 200 jobs over an 18-month period.

What exactly is Brookfield? While Bermudians are accustomed to seeing large offices bearing the name of re/insurance companies, it is unusual to see international companies in other industries owning their own office building on the island.

That’s not to say Brookfield does not have insurance interests — its insurance solutions business, founded in 2020, has already grown to have more than $100 billion in assets under management. Part of it is Brookfield Re, which purchased Bermudian-based Argo Group in a $1.1 billion all-cash deal that closed in November last year. However, insurance is only a small part of the vast global network of Brookfield companies with head offices in Toronto and more than 200,000 employees around the world.

On the face of it, there could be few better businesses on the planet to oversee a real estate development. Brookfield’s real estate division owns more than 500 million square feet of prime real estate around the world, including London’s Canary Wharf.

The philosophy underpinning these investments is “high-quality properties in the best locations, as well as the strong tenant basis and long-term leases they attract, will withstand market cycles and drive long-term value”.

One of Brookfield’s most remarkable projects is Manhattan West in New York. The eight-acre, mixed-use complex was built on a platform over rail tracks running into Penn Station. It has revitalised the Hudson Yards district with four office buildings, an apartment block, the Pendry West Manhattan Hotel and a 2.5-acre pedestrian plaza, open to the public.

In addition to real estate, Brookfield’s $900 billion portfolio includes infrastructure, renewable energy, private equity, credit and insurance. One of its infrastructure businesses is Triton International, the world’s largest lessor of intermodal freight containers, a Bermudian-based company acquired last year by Brookfield Infrastructure Partners in a $13.3 billion deal.

Brookfield’s connections with Bermuda have attracted some controversy around its tax practices. A report last June by the Centre for International Corporate Tax Accountability and Research (CICTAR) was titled, “Brookfield’s Bermuda base: is Canada’s largest alternative asset manager dodging global taxes?”

The report stated: “Brookfield’s structure has been described as a cascading ownership pyramid, with local subsidiaries controlled by complex chains of foreign entities with direct investments through individual investment funds ultimately winding up in Bermuda.”

A search of the Bermuda Registrar of Companies website found 282 entities bearing the Brookfield name — 16 more than were mentioned in last year’s CICTAR report. Brookfield Ltd appears to have been the first one to form, with an incorporation date of January 27, 1998.

The International Tax Review, when it reported on the CICTAR report in June last year, quoted a Brookfield spokesman as saying: “We are committed to providing relevant and proportionate disclosure about our tax payments in accordance with recognised reporting frameworks and in a manner that is both informative and transparent.”

The new Front Street building will increase certainly Brookfield’s economic substance in Bermuda. Brian Kingston, chief executive of Brookfield’s Real Estate business, said in March last year when the plan was first announced: “This development is a reflection of our commitment to Bermuda, one of the most sophisticated financial and business markets globally, with access to top talent. We see numerous opportunities for growth in the coming years.”

On its website, the company says in real estate, it has a “focus on ‘placemaking’ —creating places for people to live, work, dine, shop and play”. Bermudians will hope that is reflected in Hamilton.

Brookfield did not answer our requests for comment for this article.

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“Game changer” may be an overused phrase these days, but in the case of Generative Artificial Intelligence and its potential to transform business, it is an undeniably apt description.

Global management consultant Accenture says GenAI portends “likely the most significant change to work since the agricultural and industrial revolutions”. It promises to cut out drudgery and massively increase productivity. Businesses in Bermuda and around the world are scrambling to harness its power.

Stuart Lacey, founder of the Bermuda Clarity Institute and a recognised expert in GenAI solutions and tools, leads AI workshops at the BCI’s New Venture House home. In these popular sessions, he has seen mixed reactions — many people excited to put GenAI to work and some fearing for their jobs.

Historically, technological revolutions — from the printing press to electricity to the silicon chip — have followed a pattern of adoption, with each successive wave occurring at a faster pace than the preceding one. “Today’s pace of change is accelerating like a freight train and you need to try to get on,” Mr Lacey said.

Citing the name of the inventor of a history-changing, 15^th-century printing press, Mr Lacey said: “If you analyse those ‘Gutenberg moments’ in history, 20 per cent of the impact was human replacement and 80 per cent was human augmentation. Most people tend to focus too much on the job replacement aspect and miss the other four-fifths of the historically-proven impact, which is the growth and value created from human augmentation.”

Using an analogy with the familiar concept of horsepower, Mr Lacey cites the example of a solopreneur who could suddenly go from one to about 20 humanpower by using GenAI to effectively have a finance team, researchers and a marketing crew, for example.

What are the use cases for Bermudian businesses? Mr Lacey and Aaron Smith, BCI’s AI growth leader and president of the Igility Group of Companies, gave multiple examples, grouped into several categories. They include:

• Content generation: GenAI enables the creative generation of content, from targeted marketing materials to product development plans, amplifying productivity and creativity
• Content rewriting: repurposing existing content or translating into multiple languages to target different groups, particularly beneficial in marketing strategies
• Extraction: extracting structured information from unstructured data sources like text documents
• Data analytics: drawing actionable insights from rapid analysis of datasets, such as financial statements
• Social media management: crafting tailored social media posts based on customer data and target audience preferences, mirroring the work of a dedicated social media team
• Meeting optimisation: revolutionising corporate meetings by summarising discussions in real time, eliminating the need for manual note-taking and allowing outcome to be shared efficiently

“HR is a classic example of a use case that people in our workshops tell us they go back and implement immediately,” Mr Smith said. “We show them how to thoughtfully put together company information and a job profile and turn AI into your extended HR team. It will help you to assess candidates, identify skills gaps in resumes and design interview questions.”

Mr Lacey points out it is not the technology itself that delivers benefits to a business, but how users interface with it. Training the workforce is not only essential for effective AI implementation, but also to win over people feeling threatened, by showing how their current role could be expanded rather than eliminated.

“Prompt engineering” — the process of asking AI for something — is how humans interface with the technology. Typing in a single, brief instruction, will rarely be enough. An essential skill is “prompt stacking”, the crafting of a series of prompts to steer AI towards the desired outcome.

“Rushing to put shiny new tech in without paying attention to data rights, privacy and proper training will not achieve its full potential and waste time and effort,” Mr Lacey said.

“First, companies should do an AI audit, a diagnostic and strategy document to assess AI readiness. That means take stock of where you’re at first: consider what software you need, what data you can put into the models, consider privacy and data rights, ideal use cases, low-hanging fruit — and then move forward on an informed basis — ‘less haste equals more progress’.”

BCI has launched an AI audit service and recommends businesses undergo this process in parallel with staff training. Additionally, BCI is rolling out fractional AI services, giving businesses access to an AI worker to enable a controlled implementation at a fraction of the cost of hiring an expert.

For more information, visit https://clarity.framer.ai

The post Bermuda businesses prepare to tap into power of AI appeared first on RG Magazines.

Bermuda’s economy has changed markedly over the past 30 years and international business has become a much larger part of it.

That was one clear takeaway from the Bermuda Chamber of Commerce’s “Deep Dive” — an extraordinary release of data, illustrated in a series of graphs, which have provided much food for thought for business leaders, policymakers and the community.

A handful from the trove of eye-opening statistics:

• IB generates more than one third of Bermuda’s total employment income, or 34.5 per cent, up from 11.6 per cent in 1997; over the same period hospitality and retail’s share of wages has fallen from 20.4 per cent to 10.4 per cent
• The number of IB jobs rose by 984, or 25 per cent, between 2019 and 2023 — Bermudians and their spouses, and permanent resident certificate holders accounted for 55 per cent of this job growth; high-value insurance jobs were a feature, with the number of underwriters up 26 per cent and actuaries up 45 per cent
• From 1993 through to 2023, hotel and guest house room count fell by 56.6 per cent, while jobs in the accommodation sector fell by two-thirds
• Retail sales volume fell 8% between 1995 and 2023, while the number of jobs filled has fallen 3.6% — there is a notable correlation between the two statistics over the past three decades.

Marico Thomas, Chamber president, and Danielle Riviere, chief executive officer, came into their roles last year with a mission of providing data to provide a much-needed factual basis for conversations on the island’s future.

The Chamber’s Economics Division led the research and the results were unveiled in February at the Chamber’s Budget Breakfast, where David Burt, the Premier and Finance Minister, was a special guest.

While the aim of the Deep Dive was to provide accurate, actionable information, rather than offer opinions based on it, Mr Thomas said it was clear there had been structural changes in the economy.

“There was a time when tourism was the big gorilla of the Bermuda economy and taking a career path as a bartender would allow me to buy a house, or buy a taxi, and put my kids through college,” Mr Thomas said.

“That has changed. The story around international business when I was a teen is remarkably different from the ‘what do you want to be when you grow up?’ conversation I have with my kids. When you look at two data points — IB’s share of GDP and tourism’s, the 1980s and 1990s compared to now — you can see that the conversations in business meetings will also be different.

“Some of those impacts have not necessarily resonated throughout the conversations in every dining room and boardroom — you have some people who still reflect on how things once were. We are just trying to ensure that people are having those conversations based on accurate information.”

Ms Riviere stressed that the Deep Dive was only the start of a more data-driven Chamber. With plans for more data releases in future, the Chamber is urging members to share information when asked to help paint as accurate a picture as possible.

“This is not a one-off conversation,” Ms Riviere said. “It’s not just about the data, we really want people to understand that good information can help to change behaviours.”

A useful indicator of IB’s impact comes from the Association of Bermuda Insurers and Reinsurers’ annual economic substance report. ABIR, which represents many of the largest international re/insurers with operations on the island, has tallied a staggering direct impact of $12.84 billion on Bermuda’s economy over the past 15 years.

Included in ABIR’s calculations are salaries and benefits for locally based employees, travel and entertainment in Bermuda, including hotels, airfares, restaurants, taxis and catering, and donations to Bermuda charities, which totalled nearly $6 million in 2022 alone.

IB workers earned more than $1.3 billion in 2022, a significant injection of money into the local economy. The imminent corporate income tax, Bermuda’s response to the OECD’s global minimum tax, effective from January next year and levied on large multinational companies, is expected to massively increase the impact of IB. Mr Burt has estimated the new tax could raise $750 million per year — equivalent to about 60 per cent of the Government’s revenue estimate for the current fiscal year.

All this creates a “multiplier effect” with IB dollars coming into the economy circulating through multiple transactions of many kinds, from taxis and restaurants to rents and retailers.

However, Martha Harris Myron, a former financial adviser who was The Royal Gazette’s personal finance columnist for more than 20 years, cautions that statistics showing healthy GDP growth do not capture how much of the money is flowing straight off island.

“I believe Bermuda has a fragmented multiplier effect, for many reasons,” Ms Harris Myron said. “One is the high increase in money moved and spent abroad. Many IB workers are paid in US dollars and my impression is that many of their investments and savings are in overseas brokerage accounts and banks, including their pension funds, whose custodians are abroad.

“They also purchase properties overseas, partly because of the high prices on the island. I remember many years ago I had a client who said his family went to Florida and bought five houses — one for them and one each for the four children — for the price of one home in Bermuda!

“Many of our largest domestic companies are completely or partially foreign-owned, such as Belco, Butterfield Bank, HSBC (formerly the Bank of Bermuda), BF&M, Clarien and One Communications, so their profits and dividend payments flow off island.

“Then there is the money that we spend every year buying fossil fuels from overseas and the huge amount we pay to service the Government’s $3 billion-plus debt, nearly all of which is financed by US dollar bonds. I don’t understand why we do not have more Bermuda dollar-denominated bonds, so the Government’s interest payments would stay in Bermuda, instead of going to foreign creditors.”

Ms Harris Myron cautions against pinning high hopes on the corporate income tax. “We just don’t know if it will be an economic life-saver,” she said.

She is also concerned there may be a lack of foreign currency held in reserve in Bermuda — needed to fund overseas transactions. “The Government used to provide this number, but I cannot find it now,” she said. “I think everyone keeps hoping that US dollars keep flowing in from international business.”

The post Bermuda economy increasingly reliant on IB appeared first on RG Magazines.

Businesses everywhere are becoming more aware of cyberrisk, but finding insurance that offers meaningful protection has proven difficult and expensive. There are growing signs that the market is starting to find viable solutions and much of the innovation is happening here in Bermuda.

A leading example is Envelop Risk, which writes cyber reinsurance on behalf of MS Amlin, using its proprietary modelling and analytics tools. Bermuda was also home to the first cyber cat bond, sponsored last year by Lloyd’s insurer Beazley, with $45 million in notes listed on the Bermuda Stock Exchange. Everest Re is among the Bermuda reinsurers to have stepped up its cyber offerings and the Bermuda Monetary Authority has also reported an increase in the number of captives being used to provide self-insurance for cyber.

In this fast-growing and dynamic space, Mosaic Insurance is one of the most active and ambitious players. Its appetite for complex specialty risks and its embrace of high-tech underwriting tools makes cyber a natural fit for the 2021 Bermuda start-up.

The emergence of cyberrisk initially caught the insurance industry by surprise, with many traditional liability or property policies inadvertently providing “silent coverage” of cyber, while a lack of data made the pricing of cyberrisk riddled with uncertainty for underwriters.

Yosha DeLong, global head of cyber for Mosaic, said there was now a growing trove of data and loss experience supporting more informed cyber underwriting. “I think there’s sometimes an impression that we’re just throwing a dart at a dartboard,” she said. “But we have a lot of data underlying our pricing tools. We have data by country, by industry and for average ransoms. We can articulate the ultimate cost if a company is down for two weeks, if customers sue, or if it turns into a class action. All of that gets incorporated into the pricing tool.”

She cautioned that the cyberrisk landscape was forever shifting and insurers needed to be nimble. “The industry is getting to the point where we realise this isn’t a property or casualty tool you can use for months, or years. This is something that needs to be dynamic and changing all the time.”

Geopolitical uncertainty is one of the variables in the cyberrisk equation. Ms DeLong said the Russia-Ukraine war has had an impact. “We saw a fracturing of many of the ransomware gangs, because they had both Russian and Ukrainian members. That, paired with the recruitment of young men by the military in those countries, muffled ransomware activity for a while.

“The gangs that have been active tend to be smaller and less sophisticated. The frequency of attacks has started to pick up again, but overall ransomware activity in 2022 was well down compared to 2019–20.”

State-sponsored attacks present added challenges. Attributing them accurately is difficult, as the attacker sometimes masquerades as another country. The question over whether the attack is an act of war — thus invalidating most coverage — can then come into play. This is a topic of ongoing conversation in the industry, Ms DeLong said.

“We’ve been working closely with Lloyd’s to put together some comprehensive language around solutions we feel will both protect the industry from an accumulation or event, and also enable our customers to clearly understand where the coverage lines are drawn,” she said.

Multiple indicators point to strong growth ahead for cyber insurance. Cybersecurity Ventures projects that ransomware attacks will cost victims $265 billion annually by 2031, compared to about $20 billion in 2021. Munich Re estimates that only about 10 per cent of cyberrisks are insured, while a report by the Swiss Re Institute forecasts global cyber premium growth of 20 per cent annually to $23 billion by 2025.

Mosaic intends to grasp the growth opportunity. In March this year, Ms DeLong said the company will start to write primary cyber insurance to add to the excess-of-loss coverage it already offers out of underwriting hubs in Bermuda, London, Chicago, New York, Frankfurt and Dubai.

“We are very committed to this line of business and we have an aggressive growth goal to be a top-five carrier within the next five years,” she said. Mosaic’s cyber division is targeting $125 million in gross written premiums in 2023.

Mosaic’s structure is a differentiator. It takes the lead line of business its writes through its Lloyd’s Syndicate 1609 and syndicates the remaining risk globally. Mosaic describes this as a Syndicated Capital Management (SCM) strategy.

Mosaic launched its Bermuda cyber unit, headed by George Cole, in November 2021. It found an SCM partner in Everen Specialty Ltd (formerly known as Oil Casualty Insurance, Ltd) to support its cyber underwriting and hit the ground running. Mr Cole said: “We were fortunate to secure third-party capital through a partner on island at a time when it was very challenging for brokers to secure capacity. So, we came in at a great time when we were able to secure solutions for clients.”

Understanding an insured’s specific cyber exposures is key to evaluating the risk. Mosaic partners with California company Safe Security, leveraging its SAFE cyberrisk assessment platform. Mr Cole said clients have been doing a better job of bolstering their own cybersecurity in recent years, often driven by the standards required by their insurers, who have effectively become “pseudo regulators”.

Will capacity be there to meet future demand for cyber insurance? Ms DeLong believes investors are gaining confidence in the sector with greater availability of structured data.

Mr Cole added: “One of the biggest fears for investors coming into cyber is the aggregation of systemic risk and the challenges of modelling that. Loss ratios have reduced, partly due to sustainable pricing, but also because security standards have risen too, which has reduced the frequency and severity of events.

“I think the reinsurance market has got better at structuring some of their products as well. We seem to be moving away from a quota share market to an event, excess-of-loss structure, which can be more capital efficient. I think there’s been significant progress over this last 12 months that is enabling more capacity to come into the market.”

Bermuda will play a leading role in the future of Mosaic’s growing cyber business, Ms DeLong said. “The partnerships we have on the island are really important to us, on the reinsurance side, our SCM partners, and hopefully others in the near future.
We see Bermuda as an incubator of innovation in the cyber space and we feel this is going to be the place where we launch new solutions for our clients. So, Bermuda is a very important market for us.”

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by Jonathan Kent

The Bermuda Government’s express desire to boost the island’s working population by 8,400 over five years has been welcomed by many in business. But how can it be achieved?

It would be hard to dispute the rationale for expanding the workforce. Government projections indicate that nearly a quarter of the population will be seniors by 2026, while the working-age population (25-64) will fall.

Bermuda’s dependency ratio — defined as the number of people aged 65 and over per 100 people of working age, will rise to 43.6, up from 28 in 2017. The fall in the number of people paying into the system at a time when those drawing from it are increasing in number is already putting strain on pensions and social services, and applying upward pressure on health insurance premiums.

With more Bermudians retiring from the workforce than young people coming into it in coming years, more from outside will be needed just to maintain the current level of full-time jobs. It would seem very clear that the vision of net growth of 1,600 jobs per year — in an economy which has lost an annual average of 684 jobs since 2008 — will require a clear, defined strategy and bold actions.

Considerations may include:

Coordinated effort
Government cannot create the jobs on its own. It will need buy-in from businesses, the confidence of investors and the understanding of the community in making the necessary bold policy decisions that have previously proved politically unpalatable.
A task force that brings together public and private sectors, as suggested recently by Butterfield Bank executive Michael Neff, would help to make it a “Team Bermuda” effort. Meeting regularly, it could also monitor progress, suggest useful actions and maintain forward momentum.

Incentives for businesses
Labour is like every other discretionary economic choice — the more expensive it is, the less people will buy. The Government influences the hiring equation, especially through the rate of payroll tax, a direct tax on employment that constitutes about 42 per cent of government revenue.
The long-discussed broadening of the tax base could relieve the payroll tax dependence and incentivise hiring. Attracting new businesses and investment at the scale envisaged will also require new incentives to enable Bermuda to compete with rival jurisdictions such as the Cayman Islands, in areas such as taxes, work permits and residency rights.

Housing plan
Whether returning Bermudians or expatriates, the new workers will need places to live. Recruiters and realtors are already highlighting a shortage of rental inventory of the kind of family homes and city apartments sought after by job-creating executives and incoming workers.
Incentives for owners to restore dilapidated, disused properties and for investors to develop apartment buildings in Hamilton may help. A national housing plan incorporating the implications of an influx of new residents and the changing housing needs of the ageing population, while building in sustainability parameters, could set clear targets for developers to act upon.

Aligning immigration policy with population growth target
Bermuda must compete with the rest of the world in an intense war for talent. Access to talent is a key driver of job creation and economic growth. Given that the island’s small population means it cannot hope to produce the numbers of skilled and qualified people it needs in many fields, an efficient immigration system is the conduit to talent needed by local and international companies alike.
Expat workers’ value to the economy has long been clear. They pay taxes to support government services, expand the health insurance pool and create demand for products and services. An increase in expat workers on island creates an economic virtuous circle, through greater demand in the local economy, boosting local businesses and supporting jobs growth across all sectors.
When they leave, the reverse happens. Bermuda lost a total of 8,897 jobs between 2008 and 2021. The zero-sum logic that assumes that Bermudians have more jobs for themselves when expats leave does not bear up to empirical scrutiny. For every expat job that disappeared over those 13 years, 1.27 Bermudian jobs were lost, according to data from Employment Briefs surveys.
The BermudaFirst Report of 2019 produced a practical gameplan for immigration reform, tailored to Bermuda’s sensitivities and economic needs, by taking steps including:

• Aligning Government’s goals with immigration policies
• Shifting the mindset of the Immigration Department so that it recognises the needs of businesses
• Resolving the issues associated with family and long-term residency
• Adopting a workforce approach with companies that includes understanding their business model, organisational talent needs, expectations for Bermudian inclusion and accountability milestones for meeting Bermudianisation agreements in exchange for issuing all work permits required by such companies
• Automating and streamlining the immigration process overall.

The Bermuda Government’s own position paper states: “Bermuda is facing a demographic crisis that requires strong, decisive leadership and urgent action to be taken.” Indeed — there is no time to waste.

The post How can we boost the working population by 25%? appeared first on RG Magazines.

by Tim Smith

For executives at the sharp end of Bermuda’s international business community, private jets are more than just a luxurious way to travel.
The ability to quickly attend meetings overseas at short notice – without wasting time sitting in lounges and navigating the mayhem around commercial airports – makes private air travel a simple business decision, according to James Mulderig of the Private Jet Club.
“Say you’re an insurance executive and you have a meeting with a company you’re trying to insure in some small town in South Carolina,” said Mr Mulderig, the VP of charters at the club.
“With Bermuda’s commercial travel, that’s going to be a problem. You’re going to have a couple of connections, you might have to drive, you’re going to spend all day doing that.
“Versus we are going to put you on a plane and land you at an airport right next to your meeting. After your meeting you get on your plane and fly back here in one day.
“Once you start taking into account the amount that the company values ten hours of five executives’ time at, if we can save them those ten hours and have them in meetings instead of sitting around in Kennedy or Charlotte, all of a sudden it makes huge economic sense for the companies.”
It’s understood more than 500 private jets arrive and depart in a typical year from Cedar Aviation Services, the fixed-base operator at LF Wade International Airport.
The Private Jet Club launched last October to try to make private air travel more efficient and less expensive by creating a network of travellers who can share flights. It already has more than 40 members who visit business destinations such as Boston and New York, second homes in Florida or Vermont and skiing resorts.
Private Jet Club director Robert Mulderig said private jet services play a crucial role in sealing Bermuda’s reputation as an elite offshore business centre.
“The availability of air transportation, including private air transportation, is extremely important to building a world-class jurisdiction,” he said.
“Being able to get there easily, being able to visit and get back in one day, is very important in selecting a jurisdiction.
“Bermuda has very good service for private jets. If a businessman in Boston just decides he needs to go to a meeting in Bermuda, he speaks to a broker, and they will arrange a flight for him.”
Director David Ezekiel said a major part of the Private Jet Club’s business plan is to make life easier by taking care of booking flights and handling negotiations.
“You can arrive 15 minutes before your flight,” he said.
“The staff at the private air terminal have things down pat. The pilots are usually there to walk you to the plane and you’re on. At the other end, we arrange private transport if that’s requested.”
He added: “Quite often, an airplane will come here with a passenger but will leave empty.
“We track all the empty legs. Empty legs are typically much cheaper because the operator has a plane that’s going to earn nothing.”
Cedar Aviation would not reveal the exact number of private jets that come to Bermuda, but noted activity is increasing after a predictable lull during the Covid-19 pandemic.
Managing director Anthony Richardson also pointed to a growing trend towards private air travel for leisure.
“We have been pleasantly surprised to see that activity in the latter part of 2022 seems to be returning to pre-Covid levels,” he said.
“We have also noted a trend for increased leisure travel. Pre-Covid, the majority of visitors were business travellers. Post-Covid, it appears that leisure travel is exceeding business travel as families accept that the increased cost of executive jet travel compensates for the improved convenience and flexibility of executive travel.”
One reason for this, according to the Private Jet Club, is simply that people love their pets – and travelling with animals in the cabin has become more difficult on commercial airlines.
“Half of the flights we’ve done for individual members is people taking their pets away. There’s a huge call for people to do that,” said Becky Ezekiel, VP of operations.
“People get in touch saying, ‘Can you guarantee I can take my dog on this trip?’

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