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A July 2017 report by Research Nester indicates that the corporate travel insurance market expects to see robust growth from 2017 to 2024 at a rate of 8.6% per year (CAGR  – Compound Average Growth Rate) over the forecast period, thanks to an increase in business travel. The European region accounts for the largest market share in the global corporate travel insurance market, followed by Asia-Pacific, while Europe is

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Global Benefits Vision: What is your role in your company and what is your background? Chris Burns: I am a Partner at EBCG LLC. We are a national and global employee benefits consulting firm. For over 25 years, our team of consultants has helped companies unlock hidden value in their programs. With 5 offices across the U.S., we work with both large and mid-sized companies. We are also a member of the Worldwide Broker Network (WBN), which allows us to assist our clients in over 100 countries around the world.

More than fifteen years ago, the first IORP Directive (Directive 2003/41/EC of the European parliament and of the Council of 3 June 2003 on the activities and supervision of institutions for occupational retirement provision) created a legal framework to support retirement services across Europe and protect members and beneficiaries. Since then, the financial crisis and other economical, demographical and social factors completely changed the conditions in Europe for retirement plans. The IORP II Directive (Directive (EU) 2016/2341 of the European Parliament and of the Council of 14 December 2016 on the activities and supervision of institutions for occupational retirement provision) is freshly conceived to respond to current conditions and better serve members.

Global Benefits Vision: Now that Brexit seems to be upon us, let’s talk about how you see it impacting Lockton and the insurance world in general. Ian Cooper: It has been quite fascinating. Insurance providers, as we know, within the single market, can passport regulatory permissions and trade across Europe.

It is important for German companies to position themselves as attractive employer brands, especially when competing for young talent in the job market. In today’s tight job market, factors that once promised reliable success in attracting new employees – remuneration, the number of leave days, pensions, company cars – are no longer the only things younger generations are looking for. Instead, non-monetary issues such as work-life balance, working atmosphere, and identification are of prime concern. These are the issues that companies should be projecting in their branding and benefits strategies.
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