MES SAGE FROM
J O H N F. D O N O H U E
Chairman, President & Chief Executive Officer Arbella Insurance Group
As the pandemic dominated our lives for a second year, Arbella again navigated our changing world with perseverance and compassion. Our culture helps us attract and retain talented people, take care of our customers, and achieve consistently strong financial performance. That same culture was the foundation for our success again last year. PERSEVERANCE AND COMPASSION Arbella employees found new ways to collaborate with each other and connect with our customers. Our service organization demonstrated unprecedented levels of creativity and innovation to deliver a highly responsive, empathetic customer experience. In partnership with our independent agents, our commercial lines team delivered some of our best revenue growth ever, effectively diversifying our
2021 ANNUAL REPORT
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overall book of business. Our personal lines team also delivered strong profitable growth, while appointing new agents and expanding in Connecticut. We took time to deepen our understanding of diversity, inclusion, and social justice. Our active employee Diversity and Inclusion (D&I) Council led popular, and sometimes difficult, conversations about what
“We took time to deepen
it means to be antiracist. The Arbella Insurance Foundation launched its
our understanding of
new Social Justice Initiative to help people in our communities gain fair
diversity, inclusion, and
access to housing, education, and employment opportunities. We are
social justice.”
proud of this work and have much more to do. CONTINUED GROWTH Our financial results were excellent. We achieved a 96.2% net combined ratio, which was driven by strong revenue growth, a quality book of business, and a continued focus on expense management. The first half of the year brought milder weather and fewer miles driven by our customers, which had a positive impact on net loss and allocated loss adjustment expenses. In the second half, increased driving, supply chain delays, and inflation put upward pressure on our
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ARBELLA INSURANCE GROUP
auto and property loss costs. Despite these challenges, we closed the year with $65 million in after-tax income and a surplus of more than $930 million. A.M. Best reaffirmed our financial rating of A (Excellent), reflecting our consistently strong capitalization, surplus growth, competitive pricing, and enhanced reinsurance and data analytics programs. As I look back on 2021, I am most proud of the way we took care of each other, our customers, our communities, and our independent agents. Together, we confirmed that when we put people first, we all
“When we put people first, we all grow and thrive.”
grow and thrive. We have a lot to be grateful for, and I remain fiercely optimistic about the future. Thank you for your continued partnership and support.
John F. Donohue Chairman, President & Chief Executive Officer Arbella Insurance Group
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service
R
ecord-breaking shortages of microchips, steel, and lumber disrupted almost every industry last year, including auto manufacturing and construction materials. At the same time, claim counts began to trend back to pre-pandemic levels—a significant jump over 2020. This perfect storm caused long delays for both auto body shops and construction crews, and understandable concerns for auto, home, and business owners.
To mitigate the impact on our customers, we prioritized frequent, proactive communication with our agents. With ongoing input from them and our front-line employees, we leveraged our company’s deep expertise to advise customers on the evolving situation. Our people responded to more than half a million phone and chat inquiries, delivering high levels of customer satisfaction. Many of the inquiries we receive in our call centers are complex, and we ensure our customers get all the time they need with us. To deliver Arbella’s brand of high-touch customer service, we hire and develop talented problem solvers who provide a compassionate ear and flexible solutions for our customers. Feedback from customers and agents indicated that our service levels have remained excellent over the past two years. The Arbella Service Center (ASC) delivers tailored customer service on behalf of a select group of independent agents. In 2021, we welcomed Eastern Insurance Agency, one of the region’s largest, to the ASC, resulting in a significant increase to our premium and staff. Our Eastern partners reported the transition process and the service delivered to their customers were excellent.
“Arbella is by far the best insurance company I’ve used. When I switched, they made the process fast and easy, I saved money, and I could actually talk to a person when I wanted to.” – Jonathan S., Norton, MA
When we make it easy for employees and agents to do their jobs, our customers receive a better service experience. We continued to improve processes and delivered more of the service options our customers want: We redesigned our customer portal, myArbella, and introduced a mobile app to streamline the registration process. We enhanced our interactive voice response
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service system to make billing information available 24/7 and get customers to the right person faster. With the introduction of our new 12-pay installment plan, we expanded the billing and payment options we offer. We launched new virtual and on-site claim assessment options for our auto and claim customers.
“Utilizing the Arbella Service Center has
Arbella is passionate about delivering exceptional customer experiences that begin with talented employees and are enhanced through the use of innovative technologies. We will continue to invest in our people and technologies and introduce new solutions that benefit our customers and independent agents.
been such a positive experience for Eastern and our customers. The transition was virtually seamless,
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– Kristen Mitchell, Customer Service Team Leader II, Eastern Insurance Group
experiences.
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ARBELLA INSURANCE GROUP
personal lines
I
nflation and lifestyle changes had a ripple effect on the personal
insurance market. Arbella Personal Lines adapted rapidly to address the needs of our customers and continued to grow our business.
As the millennial generation moved to the suburbs in unprecedented numbers, we positioned ourselves for the increased demand by expanding our homeowners appetite and enhancing our products and pricing. The outcome: We achieved some of our strongest homeowners results ever, including growth in our condo, affluent home, and umbrella lines. The auto insurance business was a different story, as new car sales plummeted due to low inventories and inflated prices. Thanks to our competitively priced products and collaborative partnerships with our independent agents, we were still able to grow our auto business. Our financial results were excellent. We delivered premium and policy-count growth in both our home and auto lines and sustained excellent customer retention. By the year’s end, we closed with a net loss and ALE ratio of 55.6% and a combined ratio of 97.3%. While business continuity was critical, we also prioritized innovation. We enhanced our products and pricing to address the changing needs of our customers. We modernized our underwriting rules and requirements, making it faster and easier to do business with us. We developed a new and engaging peer mentorship program to help our people learn and grow. And consistent with our commitment to the independent agency channel, we appointed dozens of new agent partners. Throughout the year, our employees responded to the needs of our communities, giving new meaning to the phrase socially responsible. They embraced Arbella’s diversity and inclusion efforts—often leading organizational dialogue. In November, instead of planning a Yankee Swap, our employees organized a charity drive and donated 1,500 personal hygiene kits and warming packs to those in need.
“In an age of computerized service, Arbella is one of the few companies that offers a personalized approach to doing business. AAA’s agency underwent a merger last year, and the Arbella team provided us with the stability to focus on what is most important—our customers and employees.” – Frank Doyle, Senior Vice President, AAA Northeast
Looking ahead, we will continue to deliver products, pricing, and service levels that meet the changing needs of our customers, appoint additional independent agents, and invest in the development and growth of our remarkable people.
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commercial lines
T
he pandemic continued to reshape the way the world does business in 2021. Our customers needed forward-thinking partners to help them grow and protect their livelihoods, and Arbella, in collaboration with our independent agents, delivered. To address the shifting marketplace, we launched an innovative new product in December called Cover Your Assets, providing general liability and business personal property coverage to homebased entrepreneurs. Both agents and customers responded enthusiastically. We also addressed the changing needs of restaurant owners and contractors with expanded underwriting guidelines and enhanced coverages.
“Despite today’s challenges, HUB strives
Several other improvements made it easier for agents and customers to do business with us: We found new ways to deliver our loss control and premium audit services. We reduced auto quote response time by streamlining our rating process. We leveraged our advanced data analytics to identify new customer needs and deliver more personalized products and services.
to listen to the voice of
Thanks to years of collaboration with our agents, we achieved a new milestone and built our commercial lines to 30% of Arbella’s overall book of business. We increased revenue by 9.4% over 2020 to deliver our strongest commercial business growth ever. Growing in all four states in which we do business, we achieved a profitable net loss and ALE ratio of 48.1% and a combined ratio of 92.5%.
appreciate Arbella’s
Arbella’s culture and reputation have enabled us to continue to attract and retain incredibly talented people. Throughout 2021, our employees remained indefatigable as they found new ways to deliver our products and services, which translated into a distinct competitive advantage. They did this while actively embracing Arbella’s efforts to become a more diverse and inclusive culture and by supporting our communities through ongoing donations and charity work.
evolving needs and
The commercial insurance market will no doubt change rapidly throughout 2022, and we will adapt and respond to the needs of our employees, agents, and customers. We will continue to invest in innovative solutions, increase our presence in New England, and sustain our new business growth and profitability.
the customer and deliver creative solutions for their risk management needs. We truly ongoing commitment to introduce new products and technologies that address the everexpectations of our clients.” – Charley Brophy, Regional President, HUB International New England
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culture & brand
L
ast year started full of promise. We were hopeful that we would soon get back to our pre-pandemic ways of doing business, and were eager to see our friends and colleagues in person once more. In September, after hearing encouraging feedback from employees and seeing favorable local COVID-19 case numbers, we were thrilled to bring our teams back together. We officially launched our hybrid work model and kicked off our return to the office with a full week of celebrations and employee appreciation. We produced a well-received satirical video, highlighting the joy and relief we felt to finally work together in the office again. Employee morale remained high. Referrals continued to be our number one hiring source, and we were awarded the Boston Business Journal Best Places to Work award for the 13th consecutive year. As the holidays approached, COVID-19 numbers began to climb. We are committed to prioritizing the health and safety of our people, so we temporarily returned our employees to a remote work model. Being flexible with our workforce is important to all of us. Last year’s fluctuating external conditions taught us that we are agile and nimble, and can deliver exceptional customer service even from our kitchen counters when necessary. Despite the challenges we all faced, innovation flourished. We launched the myArbella app in May, elevating our brand and making it even easier for our customers and agents to do business with us. In late July, we produced our new Tacko Fall ad campaign across all our media channels: TV, billboards, social, and digital. We digitized our communications, formed a number of exciting partnerships to the benefit of our customers and agents, and successfully marketed a variety of new, thoughtfully-developed products. The Arbella brand remains strong. Our Diversity and Inclusion Council gained momentum and further defined what D&I means at Arbella. This 13-member action team delivered multiple blog posts and publications of its newsletter, The Voice. We delivered voluntary D&I training to more than 70% of all Arbella employees.
“Our work on the D&I Council is about culture change, one discussion and experience at a time. We share our perspectives in a welcoming and approachable way, and over time, it helps us build empathy and a true understanding of each other. Through this journey, we are enriching the community within Arbella—and beyond. I’m honored and grateful to be a part of it.” – Nick Pabst, Personal Lines Underwriter II, Arbella Insurance Group
While the pandemic continues to influence our plans, there is no shortage of resilience, creativity, and drive at Arbella. We recently signed an exciting advertising agreement with New England quarterback, Mac Jones – a promising start to 2022. We are optimistic and excited about being back together yet again, and look forward to enjoying the in-person comradery, collaboration, and friendship of our colleagues in the months to come. 2021 ANNUAL REPORT
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The Arbella Insurance Foundation donated more than million in $ support of nonprofits in 2021.
3.5 639
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ARBELLA INSURANCE GROUP
foundation
T
he Arbella Insurance Foundation stepped up to help a wide variety of causes in yet another challenging pandemic year.
Charitable organizations became more proactive and developed new and innovative solutions to improve equitable access to employment, food, education, and housing. The Arbella Insurance Foundation responded in kind. Last year, our board of directors approved the funding of the Arbella Social Justice Initiative. The Foundation—which has always supported diversity, inclusion, and equity through its charitable partners—will manage the investment of $5 million over five years to help make our communities more open, equitable, and supportive of all. The program provided grants to 33 organizations focused on helping people gain fair access to the resources they need to effectively participate in society. The pandemic continued to have a severe impact on our local nonprofit partners. They struggled with the costs of testing, keeping constituents safe, and providing their services on virtual platforms. As it became more difficult for people to find affordable basic necessities, many nonprofits saw a drastic increase in demand for their services. The Foundation, along with Arbella employees and independent agents, generously increased its funding and support. It also continued to work with long-term partners providing social services, education, cultural experiences, and health care to our communities. In addition to supporting local organizations, the Foundation extended aid to those beyond our borders. When COVID-19 devastated India, impacting many Arbella employees’ families, the Foundation donated to two organizations providing on-the-ground aid. When Hurricane Ida ravaged Haiti, the Foundation donated to Medical Aid to Haiti and Red Cross relief efforts. When the central U.S. experienced catastrophic tornadoes, the Foundation sent funds to provide food, shelter, and other necessities. As pandemic restrictions continued, Arbella employees devised new ways to give back. We launched Team Arbella to sustain our connection despite our physical distance. More than 135 employees participated in 16 virtual walks, runs, and bike rides for a variety of causes. Our annual Pink Day fundraiser went hybrid and together with the Foundation, donated more than $40,000 to support the Dana-Farber Cancer Institute’s community outreach programs.
“The pandemic exposed the injustice that many do not have access to safe, affordable housing, and people of color are disproportionately impacted. The Foundation proactively partnered with us to help purchase and convert an underutilized hotel into permanent supportive housing. This first-in-thestate project is a model for addressing homelessness, and we are grateful for the Foundation’s investment.” – John Yazwinski, President & CEO, Father Bill’s & MainSpring
Local independent agents continued to help strengthen their communities, inspiring us with their generosity. Through our Let’s Drive Out Hunger program, the Dana-Farber Jimmy Fund Radio Telethon, and Agent Matching Gift programs, agent giving continued to make a difference. We are grateful to all those who collaborated with us to make a positive impact. As our communities’ needs evolve, we will be here to support them. 2021 ANNUAL REPORT
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products
MASSACHUSE T TS
CONNEC TICUT
NE W HAMPSHIRE
RHODE ISL AND
Arbella sells property and casualty insurance products through independent and other local agents in Massachusetts, Connecticut, New Hampshire, and Rhode Island.*
2021 DIREC T WRIT TEN PREMIUM (reported in thousands)
Private Passenger Auto
$438,459
Homeowners and Other Personal Lines
185,465
Commercial Auto
129,132
Other Commercial Lines
124,353
Workers’ Compensation
18,316
T O TA L G R O U P
$895,726
* Doing business as Arbella Mutual Insurance Company; Arbella Protection Insurance Company, Inc.; Arbella Indemnity Insurance Company, Inc.; and Covenant Insurance Company
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ARBELLA INSURANCE GROUP
financials ARBELL A INSUR ANCE GROUP STATUTORY RESULTS (reported in thousands)
2021
2020
2019
2018
2017
$895,726
$848,087
$861,557
$840,269
$825,007
Underwriting Profit/(Loss)
25,900
65,235
31,565
(2,001)
45,048
Net Investment and Other Income
57,275
48,459
49,822
46,066
39,787
Net Income
64,960
90,183
65,260
35,996
65,656
Net Combined Ratio
96.2%
91.4%
95.5%
99.9%
94.9%
Net Combined Ratio excluding catastrophe losses
93.6%
88.5%
93.8%
94.4%
94.2%
Direct Written Premium
BAL ANCE SHEE T (reported in thousands)
Cash and Invested Assets Total Assets
$1,700,460 $1,572,040 1,988,378
$1,458,951
1,863,030 1,768,670
$1,345,306
$1,132,548
1,666,668
1,624,306
Loss and Loss Expense Reserves
459,838
437,138
459,477
463,041
455,697
Unearned Premiums
444,836
430,527
426,778
416,383
408,802
Policyholders’ Surplus
930,391
836,506
734,825
649,494
621,071
11.2%
13.8%
13.1%
4.6%
11.4%
Growth in Surplus
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financials SURPLUS CHART
(reported in millions)
TOTAL ASSE TS CHART
“Despite increasing economic challenges associated with year two of the pandemic, Arbella achieved strong financial results and grew its surplus to more than $930 million.” – Chris Hall, Chief Financial Officer, Treasurer & Executive Vice President, Arbella Insurance Group
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ARBELLA INSURANCE GROUP
(reported in millions)
BOARD OF DIRECTORS JOHN F. DONOHUE Chairman
ANDR E A W. G ARGIULO DAVID W. HAT TMAN
FR ANCIS X . BELLOT TI Vice Chairman
THOMAS R . KILE Y
THOMAS S . CARPENTER
ELIZ ABE TH K . KIM
ANNE M . DEFR ANCESCO
JOSEPH G . MUR PH Y
J. ROBERT DOWLING
BR IAN J. O’DW YER
WILLIAM H . DUMOUCHEL
JE ANNE T TE M . ORSINO
OFFICERS OF THE ARBELL A INSUR ANCE GROUP JOHN F. DONOHUE Chairman, President & Chief Executive Officer
ROBERT BIZ AK Senior Vice President, Sales & Marketing
JANE T R . CORCOR AN Chief Operating Officer & Executive Vice President
PAUL J. BR ADY Chief Information Officer & Senior Vice President, Operations
G AIL E AG AN Executive Vice President, General Counsel & Corporate Secretary
LYNELLEN M . R AMIR E Z Chief Actuary & Senior Vice President, Research Analytics
CHRISTOPHER E. HALL Chief Financial Officer, Treasurer & Executive Vice President
WILLIAM S . HUGHES Vice President, Commercial Lines
JAMES S . H YAT T Chief Underwriting Officer & Executive Vice President
BE VER LY J. TANGVIK President, Arbella Insurance Foundation
G AYLE O’CONNELL Chief Marketing Officer & Executive Vice President
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OUR VISION
Arbella’s vision is to be the best property and casualty company in the Northeast. OUR MISSION
Arbella’s mission is to be a recognized regional leader in the property and casualty insurance industry. We will achieve this by maintaining financial strength, providing excellent service and products, and staying true to our core values. OUR CORE VALUES EMPLOYEES
e encourage a culture that supports the balance between personal interests W and professional goals and development. CUSTOMERS
We maintain the highest levels of customer service and treat all customers with honesty and fairness. TRUST
We maintain positive and enduring relationships with all those who rely on our service. We keep our word and act with honesty and integrity. PERFORMANCE
We always seek new ideas, opportunities, and methods of doing business because we strive for excellence. We aim to outperform the industry in every way. We are resilient and passionate about what we do. CITIZENSHIP
We engage in activities that have a positive impact on the people and organizations within our communities. DIVERSITY AND INCLUSION
We are committed to building a more diverse, supportive, and inclusive workplace where all individuals are valued for their talents and are empowered to reach their full potential.
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ARBELLA INSURANCE GROUP
ARBELL A INSUR ANCE GROUP
1100 CROWN COLONY DRIVE, QUINCY, MA 02169 | ARBELL A .COM