cki consulting company profile annexure a-what we do v1.1-03.2016.17

EnterpriseName:CKIConsulting(Pty)LtdEnterpriseRegistrationNumber:2015/355812/07BBBEEStatus:

ED(s),NED(s)*&INED(s)**:KoahelaChabeli(CEO;CRO;CIO;CMO;EH:CustomerValueProposition;EH:RiskEngineeringServices;EH:HumanCapital&Communications)&SakiThekiso(CFO;COO)CompanySecretary:SakiThekiso

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CKI Consulting (Pty) Ltd

Annexure A

Attaching To And Forming Part Of CKI Consulting (Pty) Ltd Company Profile

Document Description:

What We Do

Version No.

CKIC/CP/A.A/V1.1-03.2016.17

Supersede Version No.:

N/A

Financial Year:

2016/17

Developed by:

Koahela Chabeli

Title:

Co Founder & Executive Adviser



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Completion Date:

04/03/2016

Effective Date:

05/03/2016

Status:

Effective

Date Withdrawn:

N/A

Superseded By Version No.:

N/A

Attaches to Company Profile Version No.:

CKIC/CP/V1.1-03.2016.17

Company Profile Version Status:

Effective

Company Profile Version Effective Date:

05/03/2016

Company Profile Version Withdrawal Date:

N/A

Company Profile Version Superseded By Version No.:

N/A



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What We Do

A. Property & Casualty Insurance Underwriting Knowledge & Skills Development Services

A.A. Commercial & Industrial Insurance Underwriting Philosophy

SAQA Accreditation: To be applied

for on completion of the course

content

We have subdivided the underwriting philosophy into two sections, the first deals with tools

that the underwriters use to perform their function, and the second deals with aspects of

underwriting.

Our priority is to first equip the underwriter with the necessary tools needed to assist them

perform their duties.

Underwriting Tools Here we cover the following topics:



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1. Accounting, Finance & Mathematics for Underwriting Risk 1.1 Mathematics for Underwriters

1.1.1 Mathematics

1.1.2 Mathematics of Finance

1.1.3 Statistics

1.2 Accounting for Underwriters

1.2.1 Legal Environment

1.2.1.1 Companies Act No. 71, 2008: Forms of Organizations

1.2.1.2 Taxation

1.2.2 Regulatory Environment

1.2.2.1 The South African Adoption of IFRS and IFRS for SMEs

1.2.2.2 IFRS Conceptual Framework: Exposure Draft

1.2.3 Accounting Income and Assets: The Accrual Concept

1.2.4 Financial Statement Analysis

1.2.4.1 Balance Sheet Analysis

1.2.4.2 Income Statement Analysis

1.2.4.3 The Statement of Cash Flow Analysis

1.2.4.4 Analysis of Financial Ratios and Earnings Per Share



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1.3 Finance for Underwriters

1.3.1 Concept of Risk & Return

1.3.2 Portfolio Theory

2. Economics for Underwriting Risk 2.1. Risk Classification

2.1.1. The South African Standard Industrial Classification of All Economic

Activities (SIC)

2.1.1.1. Production - Activity Side

Application / Functional Area(s):

2.1.1.1.1. Property including Business Interruption (BI) and

Contingency Business Interruption (CBI)

2.1.1.1.2. Energy including Business Interruption (BI) and

Contingency Business Interruption (CBI)

2.1.1.1.3. Engineering [Construction All Risk (CAR), Erection

All Risk (PAR), Plant All Risk (PAR), Contractors’

Plant & Equipment Insurance (CPE), Electronic

Equipment Insurance (EEI), Machinery Breakdown

(MB) including Machinery Breakdown Business



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Interruption (MBBI)]

2.1.1.1.4. Motor/Automobile Insurance

2.1.1.1.5. Premises & Operations Liability / Public Liability

2.1.1.1.6. Personal & Advertising Injury Liability

2.1.1.1.7. Workmen Compensation (COID) & Employers

Liability

2.1.1.1.8. Environmental Impairment Liability

2.1.1.1.9. Cyber Liability

2.1.1.1.10. Professional Liability

2.1.1.1.11. Management Liabilities (Directors & Officers

Liability, Employment Practice Liability and Fiduciary

Liability from Employee Benefit Plans)

2.1.2. Central Product Classification (CPC)

2.1.2.1. Production Input & Output – Product Side


2.1.2.1.1. Transportation

2.1.2.1.2. Product Liability

2.1.2.1.3. Environmental Impairment Liability

2.1.2.2. Production Output – Service Side



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2.1.2.2.1. Installation Floaters

2.1.2.2.2. Owners and Contractors’ Protective Liability

2.1.2.2.3. Completed Operations Liability / Defective

Workmanship

2.1.3. Harmonized Commodity Description and Coding System (HS):

2.1.3.1. Product Labeling – Product Side


2.1.3.1.1. Product Liability;

2.1.3.1.2. Transportation

2.2. Economic Growth Rates and the Underwriting Risk

2.2.1. Insurance: A Risk to the Economy?

2.2.2. The Economics of Insurance

2.2.3. The Insurance Industry’s Own Catastrophic Event

2.2.4. Is Insurance a Damper on the Economy?

2.2.5. Supply & Demand of (Re)Insurance Coverage

2.2.6. Frictional Costs

2.2.7. Capital Adequacy

2.2.8. Price Makers & Price Takers



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2.2.9. Antiselection

2.2.10. Portfolio Theory & Underwriting

2.2.11. The Underwriting Cycle Explained

2.3. Getting Together Insurance Buyers and Sellers

2.3.1. Missing Puzzle Piece: Accurate Information to Quantify Risk

2.3.2. The Benefit of Commission

2.3.3. The Agent or Producer is Market Maker

2.3.4. Going, Going…: Is the Process of Seeking an Insurance Quote and

Selecting a Winner an Auction?

2.3.5. The Impact of RDR on the Buyers and Sellers Market

2.4. The Underwriting Objectives

2.4.1. Risk Classification

2.4.2. Loss Exposure, Risk Assessment and Loss Control

2.4.3. Determining the Underwriting Margin

2.4.4. Risk Selection

2.4.5. Risk Information Required

2.4.6. What Underwriters Don’t Know: Information Asymmetry

2.4.7. Enter the Intermediaries

2.4.8. Boom… Bust… Strategies



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3. Pricing of Insurance Products (Underwriter’s Perspective) 3.1 The Underwriting Function

3.2 Pricing vs Rate Making

3.3 Rate Making Objectives & Process

3.4 Rate Making Methods

3.5 Components of the Gross Premium

3.6 The Importance of Integrating Data into the Underwriting Process

3.7 Pricing Practice

4. Enterprise Risk Management (Underwriter’s Perspective) 4.1. Understanding RIMS Risk Maturity Model

4.2. Portfolio Theory & Risk Management

4.3. Risk Appetite & Risk Tolerance Statements

4.4. Integrating ERM into the Underwriting Process

4.4.1. Insured’s Perspective

4.4.2. Underwriters’ Perspective

5. Managing the Underwriting Cycle (Underwriter’s Perspective)



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Aspects of Underwriting Here we cover the following topics:

6. (Re)Insurance Markets 6.1 The Legal Environment Governing the (Re)Insurance Markets

6.2 Insurance Market

6.2.1 Standard Market

6.2.2 Excess & Surplus Market (Lloyds)

6.2.3 Alternative Risk Transfer Market

6.3 Reinsurance Market

6.3.1 Traditional Reinsurance Market

6.3.2 Non-Traditional Reinsurance Market

7. (Re)Insurance Purpose, Principles & Practice 7.1 Insurance Purpose, Principles & Practice

7.1.1 Purpose of Insurance

7.1.2 The 7 Principles of Insurance



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7.1.2.1 Principle of Uberrimae Fidei (Utmost Good Faith)

7.1.2.2 Principle of Insurable Interest

7.1.2.3 Principle of Indemnity

7.1.2.4 Principle of Contribution

7.1.2.5 Principle of Subrogation

7.1.2.6 Principle of Loss Minimization, and

7.1.2.7 Principle Causa Proxima (Nearest/Proximate Cause)

7.1.3 Practice of Insurance

7.2 Reinsurance Purpose & Program Structure, Principles & Practice and Product

Outline (Underwriter’s Perspective)

7.2.1 Reinsurance Purpose & Program Structures

7.2.1.1 Reinsurance Purpose

7.2.1.2 Reinsurance Program Structures (Inuring & Not Inuring

Program Structures)

7.2.1.3 Reinsurance Commission Structures

7.2.2 Reinsurance Principles

7.2.2.1 Principle of Indemnity

7.2.2.2 Incorrect & Incomplete Information

7.2.2.3 Errors & Omissions



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7.2.2.4 Follow the Fortunes

7.2.2.5 Several Liability Clause

7.2.3 Reinsurance Practice

7.2.3.1 Prior Facultative Reinsurances

7.2.3.2 Reinsurance Cessions & Retentions (Inuring & Not Inuring

Structures)

7.2.3.3 Protection of the Reinsured’s Retention Clause

7.2.3.4 The Effect of Protection of the Reinsured’s Retention Clause

on Reinsurance Cessions & Retentions

7.2.3.5 Special Termination Clause

7.2.3.6 Pricing of Reinsurance Contracts

7.2.3.7 Reinsurance Accounting

7.2.4 Reinsurance Product Outline

8. General Underwriting Principles, Processes & Practice and Managing the Underwriting Activities 8.1 Underwriting Principles

8.1.1 Ownership & Management

8.1.2 Financial Position of the Insured: Financial Statement Analysis



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8.1.3 Loss Experience

8.2 Underwriting Process

8.2.1 Risk Classification Process

8.2.2 Property Line: COPE Underwriting Process

8.2.3 Liability Line: LASE/CASE Underwriting Process

8.3 Underwriting Practice

8.3.1 Insurance-To-Value Challenges

8.3.2 Definition(s) of Maximum Foreseeable Loss (MFL)/ Maximum

Possible Loss (MPL)/ Probable Maximum Loss (PML) or Maximum

Probable Loss (MPL)/ Estimated Maximum Loss (EML)

8.3.3 Risk Engineering Technics & Reports

8.3.3.1 Ownership & Management

8.3.3.1.1 Ownership Assessment

8.3.3.1.2 Management Assessment

8.3.3.1.2.1 Assessment of the Enterprise’s

Risk Management Philosophy


Investments & Divestitures Project

Plans



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8.3.3.1.2.3 Assessment of the Enterprise

Vulnerability & Resilience of their

Dependency on Customers &

Suppliers


Business Recovery Plan

8.3.3.2 Enterprise Location: Vulnerability & Resilience Assessment

8.3.3.2.1 Megacities (e.g. Johannesburg)

8.3.3.2.2 Metropolis (e.g. Tshwane/ Ekurhuleni/

EThekwini/ Pietermaritzburg/ Bloemfontein/

Cape Town, etc.)

8.3.3.2.3 Urban Cities (e.g. Emalahleni/ Polokwane/

Mafikeng/ Potchefstroom/ Klerksdorp/ Kimberly/

Welkom/ Kroonstad/ Nelson Mandela Bay/

Buffalo City, etc.)

8.3.3.2.4 Rural Towns (e.g. Stellenbosch/ Knysna/

George/ Umtata/ Richards Bay/ Jozini, etc.)

8.3.3.2.5 Rural Farm Land

8.3.3.3 Construction



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8.3.3.4 Occupation/Activities

8.3.3.5 Internal Layout

8.3.3.6 Protection/Security

8.3.3.7 Exposure (External layout/ Housekeeping/ Natural Perils/

Adjacent (Neighbours’) Activities)

8.3.3.8 Determining and calculating the “Maximum Foreseeable

Loss (MFL) or Maximum Possible Loss (MPL) or Probable

Maximum Loss (PML)/ Maximum Probable Loss (MPL) or

Estimated Maximum Loss (EML)” whichever is applicable

8.3.4 Pro-rata and Excess Rating/ Pricing Plans

8.3.5 Deductibles/ Excesses/ Franchises

8.3.6 Coinsurance

8.3.7 Reinsurance

8.3.8 Fronting

8.3.9 Counter Party Risk

8.3.10 Certificate of Insurance

8.4 Managing the Underwriting Activities



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A.B.1. Commercial & Industrial Insurance Underwriting Principles & Practice – Property Legal Aspects



content

Topicsunderdevelopment

A.B.2. Commercial & Industrial Insurance Underwriting Principles & Practice – Property Loss Exposure, Risk Assessment and Loss

Control



content


A.B.3. Commercial & Industrial Insurance Underwriting Principles & Practice – Property Pricing



content




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A.B.4. Commercial & Industrial Insurance Underwriting Principles & Practice – Property Product Outline



content


A.C.1. Commercial & Industrial Insurance Underwriting Principles & Practice – Liability Legal Aspects



content


A.C.2. Commercial & Industrial Insurance Underwriting Principles & Practice – Liability Loss Exposure, Risk Assessment and Loss

Control



content




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A.C.3. Commercial & Industrial Insurance Underwriting Principles & Practice – Liability Pricing



content


A.C.4. Commercial & Industrial Insurance Underwriting Principles & Practice – Liability Product Outline



content


B. Consultancy Services

B.1. Underwriting Framework Solutions

Help develop, establish and embed the Underwriting Framework

Our Analogy



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We use the logical sequence used in designing and building a contemporary house, with

interconnected special rooms. This logical sequence starts with the quality of the ground on

which the house is to be built, then follows the foundation – which should always be signed

off by a structural engineer, then follows the sidewalls and then the roof as the last structure

to be build. The material used and its quality is of paramount importance in determining the

resilience of the structure going forward. The question then becomes whether the structure

will withstand the test of time even when subjected to harsh conditions. The strength of the

structure and the quality of the interim maintenance is what will sustain and guarantee its

existence in the future.

Our Approach

The underwriting framework development process to us is synonymous to the process

mentioned above and its strength depends on the quality of the components that makes up

the underwriting framework, that is:

• Underwriting Philosophy;

• Underwriting Risk Appetite & Risk Tolerance Statements;

• Underwriting Knowledge & Skills Development Program;

• Underwriting Governance;



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• Product Design & Development;

• Underwriting Rules & Guidelines;

• Underwriting Processes & Procedures; and

• Underwriting Operational Risk Management.

The underwriting framework components discussed below relates to and feeds on each

other, that is why we encourage strict adherence to the logical sequence if one is to achieve

the goal of developing a strong sustainable underwriting framework, that is, first review and

strengthen the component that forms the ground, if any, otherwise build it from scratch and

thereafter follow the sequence as suggested, reviewing and strengthening or building from

scratch.

Components of the Underwriting Framework

1. Fundamentals A: Underwriting Philosophy – The Ground (on which the house is

build)

A critical document serving as the most important foundation for underwriting activity,

the strength of which determines the strength of the other components. This must reflect

the company’s strategy. It includes the underwriting strategy, i.e., the company’s annual



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tactical risk acceptance positioning in the market depending on the supply and demand

conditions of the market.

2. Fundamentals B: Underwriting Risk Appetite & Risk Tolerance Statements – The Foundation

Built from a combination of two documents; the company’s “Risk Appetite & Risk

Tolerance Statement” that has been determined by the Actuaries and the “Underwriting

Philosophy”.

3. Fundamentals C: Underwriting Knowledge & Skills Development Program – The Floor It is important to have a well-defined and transparent career path for underwriters

exhibiting different levels of development to which underwriting authority is assigned.

Underwriters will aspire to reach the highest level defined and will be more than willing to

attend relevant internal and external training courses to advance their knowledge base

and improve on their existing skills.

4. Fundamentals D: Underwriting Governance - Side Wall 1 (opposite side wall 2 /

adjacent to side wall 3 and 4)



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Governance is built from Fundamentals A, B, and C, this includes but it is not limited to

determining underwriting authority mandates, measuring underwriting knowledge and

skills levels of underwriters and assigning underwriting authority mandates individual

underwriters. In addition the underwriting escalation rules are defined in the governance

document.

5. Research & Development: Product Design & Development - Side Wall 2 (opposite

side wall 1 / adjacent to side wall 3 and 4)

Designing a framework for product development. The first phase starts with the

development of market intelligence gathering process and ends with the development of

the product contract wording. The second phase is the development of the product

outline training material and the training thereof. This dependents on and feeds on

Fundamentals A & B.

6. Operation A: Underwriting Rules & Guidelines - Side Wall 3 (opposite side wall 4/

adjacent to side wall 1 and 2)

Underwriting Rules & Guidelines are based on the outcome of “Product Design &

Development” and feeds on “Fundamentals A, B & D”. These are intended to guide the

underwriter in assessing and accepting the risks presented to the company, that is,



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guide the underwriter in technical issues involving risk assessment, risk pricing and risk

acceptance confining their decisions within the authorized acceptance limits as per their

individual “Underwriting Mandate”.

7. Operations B: Underwriting Processes & Procedures - Side Wall 4 (opposite side

wall 3 / adjacent to side wall 1 and 2)

Underwriting Processes & Procedure can only be built based on the output of the

following documents; Fundamentals A, B & D and the Underwriting Rules & Guidelines.

This is where everything is being operationalized.

8. Operations C: Underwriting Operational Risk Management – Roof This is where the operational controls are designed and their effectiveness is measured

and monitored. It keeps all other components under continuous check, to test their

strength and to recommend improvements if so needed. Any weakness in the entire

system is dealt with by employing risk management techniques.

B.2. Information Systems Solutions (Development of Underwriting & Pricing Platforms)

Future Endeavour – 3 year Horizon



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C. Advisory Services

C.1. Risk Engineering Services “Risk Understanding & Simplicity of Presentation”

Risk Engineering Technics & Reports

The risk engineering report will cover the following areas of assessment:

1. Ownership & Management

1.1. Ownership Assessment

1.2. Management Assessment

1.2.1. Assessment of the Enterprise’s Risk Management Philosophy

1.2.2. Assessment of the Enterprise’s Investments & Divestitures Project Plans

1.2.3. Assessment of the Enterprise Vulnerability & Resilience of their Dependency

on Customers & Suppliers

1.2.4. Assessment of the Enterprise’s Business Recovery Plan

2. Enterprise Location: Vulnerability & Resilience Assessment

2.1. Megacities (e.g. Johannesburg)



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2.2. Metropolis (e.g. Tshwane/ Ekurhuleni/ EThekwini/ Pietermaritzburg/ Bloemfontein/

Cape Town, etc.)

2.3. Urban Cities (e.g. Emalahleni/ Polokwane/ Mafikeng/ Potchefstroom/ Klerksdorp/

Kimberly/ Welkom/ Kroonstad/ Nelson Mandela Bay/ Buffalo City, etc.)

2.4. Rural Towns (e.g. Stellenbosch/ Knysna/ George/ Umtata/ Richards Bay/ Jozini,

etc.)

2.5. Rural Farm Land

3. Construction

4. Occupation/Activities

5. Internal Layout

6. Protection/Security

7. Exposure (External layout/ Housekeeping/ Natural Perils/ Adjacent (Neighbours’)

Activities)

8. Insurance-To-Value Challenges

9. Determining and calculating the “Maximum Foreseeable Loss (MFL)/ Maximum Possible

Loss (MPL)/ Probable Maximum Loss (PML) or Maximum Probable Loss (MPL)/

Estimated Maximum Loss (EML)” whichever is applicable



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C.2. Loss Adjusting & Claims

Investigation Services

Future Endeavour – 1 year Horizon

How We Do It

A.Property&CasualtyInsuranceUnderwritingKnowledge&SkillsDevelopmentServices

Explore & Create (Global)

1. Weusetheinnovationprinciplesandprocesstoexploretheglobaldevelopments

pertainingtounderwritingknowledge.Wecontinuouslyseekbestpracticestoenhanceour

productcontent.

2. Weareforeverinthemoment,thatis,welistentowhatallourstakeholdersaresaying

aboutglobalunderwritingdevelopmentstoadaptourofferingaccordinglysoastosatisfy

theirneeds.

3. Wefocusonthetaskathanduntilitscompletioninourquesttosatisfyourstakeholders’

needs.

4. Weusetechnologytogatherinformationthatwecanturnintounderwritingintelligence.



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Co-create (Company Specific)

We co-create the knowledge and skills development program with our stakeholders to

reflect and satisfy their individual needs as per the company’s underwriting strategic

direction. We help position underwriting knowledge acquisition at the center of the

companies’ underwriting strategy to enable an efficient execution of the said underwriting

strategy.

Online Interactions with the Learning

Material (Global)

Online interaction with the learning material is intended to enable individual underwriters to

learn at their own pace, and write the examination as at when they are ready but within the

stipulated and expected timeframe.

Online Classroom Interactions –

Webinars (Company Specific &

Global)

Online Classroom Interactions are geared to:

1. Engage participants through company specific webinars, these will enable us to reach

participants situated in multi-locations at the same time, affording them the opportunity

to learn and contribute whilst being at their respective locations. We will be able to cut

costs substantially by using this medium or platform.

2. Engage participants from different companies and/or different markets/jurisdictions

through global webinars; facilitating participation of a broader audience. This type of

interaction will benefit underwriters by gathering a broader understanding of different

markets in Sub-Saharan Africa, their intricacies and dynamics.



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Face-to-Face Classroom Interaction

(Company Specific)

Face-to-face classroom interaction entails:

1. Subject matter discussions, where the facilitator acts as a subject matter expect;

2. The facilitator directing and managing the case study discussions. These are based on

practical examples some of which can be drawn from a specific company’s live cases.

Some case studies will probably highlight some strength and/or deficiencies that may

exist in the underwriting practice and process of a specific company;

3. Video and voice recordings of the classroom interaction that can be accessed as

podcasts by participants at any point in time if they so wish;

4. The video and/or voice recordings will also serve as a point of reference for self-

evaluation of the effectiveness of the interaction. The self evaluation will touch on:

4.1. The facilitators knowledge depth;

4.2. The effectiveness of the facilitator in imparting knowledge and his/her impact on

improving the underwriter’s skill;

4.3. How practical and relevant is the course content;

4.4. Quality of the discussions;

5. Survey visits - accompanying the Company’s Risk Engineers to one or two complex

risks visits.

6. Half-day shadowing of Senior Underwriters within own company.



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Social Media Interactions (Company

Specific)

Company specific social media interactions will be used primarily for:

1. Troubleshooting: Here underwriters will seek help and solutions to their challenges from

their fellow underwriters within their specific company. Why social media? It will facilitate

documentation of all solutions that can be accessed by any underwriter who might be

faced with similar challenges. Instant access to those solutions will enhance the service

that underwriters render and also improve on their practical underwriting knowledge.

2. Experience Sharing: This is sharing of underwriting experience, for example, survey

visits; risks challenges and triumphs, etc. It is always after the fact activity for which their

fellow underwriters can give credit and/or advice.

3. Consolidation of Information: Social media information can be collected, consolidated

and placed in a common depository that will be accessible by all underwriters employed

by the company at any point in time.

Lunch & Learn Interactions

(Company Specific)

The lunch & learn interactions involves:

1. Presentation of a recently written or renewed risk to fellow underwriters. The

presentation will detail the underwriting thought process; the underwriting practice; and

the underwriting process followed;

2. Robust discussions based on the case presented. The underwriting thought process and

the underwriting practice would be challenged or questioned by colleagues who in turn



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will offer alternative approaches.

The intent here is to apply the knowledge learned and to test the extent to which the

knowledge learned impacted on the underwriter’s skills. The concept consolidates all the

knowledge learned and tests its practicality and applicability.

These will last for an hour max, the first thirty minutes will be for the presentation and the

second half-hour will be for the discussions.

Podcasts (Company Specific &

Global)

Company specific podcast will be video or voice publications of face-to-face interactions

and lunch-and-learn interactions not forgetting company specific webinars.

The global podcast will be voice publications emanating from global webinars.

The intent is to solidify the knowledge and experience gained from these interactions.

Online Learning Communities

(Global)

The creation of online underwriting communities is intended to share knowledge and

experience amongst underwriters operating in Sub-Saharan Africa. These communities will

be extended to include global experts in underwriting and risk management.

B. Consultancy Services



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B.1. Underwriting Framework

Solutions

In cooperation with our stakeholders we develop the underwriting framework following the

template that we developed detailing the underwriting framework components as mentioned

above and strictly following the developed process mentioned in our analogy.

Our motto captures who we are and what we believe in, “collaboration”.

C. Advisory Services

C.1. Risk Engineering Service

As mentioned we align the risk management solutions to building requirements and codes

in our effort to mitigate inherent risks in any business activity.

We have detailed how we do it under the heading “What We Do”.

Why Choose Us

It is simple:

1. Choose us because a promise we make is a promise we keep;

2. Choose us because the product we offer combines underwriting skills with risk management skills and risk engineering skills. A

product second to none.



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3. Choose us because we advocate the use of portfolio theory in risk selection. Never been advocated before in our market, and

the benefits are enormous, high probability that challenges associated with rating plan deviations will be dealt with and

underwriting tactical market positioning will be well informed.

4. Choose us because we offer underwriters an opportunity to interact with the broader underwriting community through global

webinars interactions and underwriting community interactions. This will broaden the local underwriter’s understanding of the

intricacies of the Sub-Saharan market.

5. Choose us because we align underwriting knowledge acquisition and skills development with the company’s underwriting

strategy through our contribution to the underwriting framework by way of assistance with the development of a clear

underwriting development path.

cki consulting company profile annexure a-what we do v1.1-03.2016.17

Documents