Following the tragedy in Crans-Montana, Jean-Daniel Laffely, CEO of Vaudoise Insurance, assured the victims and their relatives that they would receive comprehensive care in line with their needs and contractual insurance cover, including long-term care if necessary.
At the same time, the long-established insurance company is continuing its growth and expanding its market share, particularly in German-speaking Switzerland. In this interview, Jean-Daniel Laffely talks about solidarity in the insurance industry, crisis management and how the industry needs to develop in a world where risks are becoming ever more numerous.
Mr. Laffely, your results are particularly remarkable. In your opinion, what are the most important factors that explain this achievement?
These results are the result of a combination of various factors: sustainable growth in our business, price adjustments in the automotive sector, targeted communication, positive overall trends on the financial markets in 2025 and the continuation of our digital development and operational excellence.
After the fire in Crans-Montana, you said that you spent New Year’s Day “frozen in front of the television”. When did you realize that this tragedy would also directly affect your company?
My first thought was for the victims and their families, and I was deeply saddened by the scale of this tragedy. As this event occurred in French-speaking Switzerland, where our company has a strong presence and where many of our employees live, it affected me personally. After the initial shock, my team and I immediately set about developing concrete measures at our level to provide our insured persons with the best possible support and to be there for them with humanity in such difficult moments.
At such critical moments, the role of insurance comes into its own. In your opinion, what distinguishes an insurer that limits itself to fulfilling its contractual obligations from an actor that fully assumes its social responsibility?
I think that in this case the insurance community has already gone beyond what is contractually required, in particular through a task force set up by the Swiss Insurance Association (SIA), in which all insurers, including Vaudoise, are involved. This task force quickly addressed the problem of family carers whose child is hospitalized abroad.
The law provides for this case in Switzerland, but not abroad. It was agreed to reimburse the parents concerned an amount of CHF 200 per day (CHF 6,000 per month), with simplified formalities. Solidarity is therefore already strong in this tragedy. At Vaudoise, we take care to remain true to our values – close, reliable, human and proactive – towards our customers and the victims and to fulfill our social responsibility. We comply with our insurance contracts and at the same time value dialog when there is a need for clarification.
Many people still see insurance primarily as a cost factor. Does its true social value only become apparent in times of crisis or disaster?
Before we talk about social value, it is important to remember that insurers play a key role in stabilizing the financial system. Insurance makes it possible to pool risks that individuals and companies could not normally bear on their own. They form a mechanism that enables society to develop, innovate and live without fear of quickly falling into hardship. Of course, this role is all the more important in the event of a disaster.
After the shock and grief, the only thing missing would be financial insecurity for the victims and their families to find themselves in a dramatic situation, and it is our job to prevent ruin, safeguard health and assets and protect relatives after a death or disability. It is also our job to support the victims in their recovery (care/case management).
Today, you manage one of Switzerland’s longest-established insurers. Was there a moment in your career that fundamentally changed your understanding of risk and responsibility?
Rich in tradition? I would rather say that Vaudoise is a contemporary insurer whose cooperative principles have shaped our values.
On a personal level, two stages in particular shaped my perception of risk and responsibility. Firstly, my time at Munich Re in the reinsurance sector at the end of the 1980s, which gave me a more systemic understanding of the accumulation of risks and the need to anticipate the extraordinary. Then there were the floods in Brig in 1993: this event made me realize in a very concrete way how strong the solidarity of the natural hazard pool is and how important it is for insurers to be there when the worst happens. It was then that I fully realized that our profession is not limited to paying compensation, but that we have a long-term responsibility towards the people and regions affected.
Vaudoise is currently experiencing particularly strong growth in German-speaking Switzerland. What factors have contributed to this growth?
Strengthening our market presence and building and expanding our customer base in German-speaking Switzerland is a very important strategic focus. The further development of our omnichannel approach plays a key role in exceeding our customers’ expectations – whether through personal contact or digital communication. In addition, we continue to regard profit participation and redistribution to our customers as an indispensable advantage.
Brokers are also of crucial importance to Vaudoise: they improve our access to certain segments, particularly in the corporate sector, and contribute to the quality of our advice thanks to their in-depth knowledge of the market and requirements. This collaboration makes it possible to develop customized solutions and build lasting customer relationships.
Finally, our cooperative model with profit participation and its redistribution to our cooperative members is regularly perceived as an important unique selling point.
What is the strategic difference between Vaudoise and other insurers in Switzerland?
Several factors set us apart. Firstly, our roots in Switzerland and our cooperative model, which give Vaudoise a long-term perspective and independence. Secondly, our decision-making center in French-speaking Switzerland, which guarantees real proximity to local events and the ability to make decisions quickly.
Proximity plays a key role: claims are reported and some of the claims processing takes place directly on site at our agencies, which speeds up decision-making and strengthens customer satisfaction and loyalty. Finally, our sales model with 118 agencies in Switzerland and Liechtenstein strengthens the relationship of trust, continuity of service and quality of advice. This combination of cooperative management, regional roots and operational proximity represents a sustainable strategic advantage.
What role do personal insurance, motor vehicle insurance and property insurance play in your current growth strategy?
My experience as CRO has confirmed one key point for me: Sustainable growth is based on a balanced portfolio. Personal, motor vehicle and property insurance each play a complementary role, both in terms of customer needs and claims cycles. We therefore strive for a balanced strategy between motor vehicle, property and personal insurance (accident, health, pension), while at the same time maintaining a good balance between private and corporate customers.
Although growth has been stronger in personal insurance in recent years, we are also aiming for strong growth in the P&C segments.
At the same time, we are expanding targeted activities related to our core business, such as real estate management for third parties and pension fund consulting, which complement our insurance lines and strengthen our value proposition. We recently acquired a majority stake in Procimmo Group SA. This acquisition fits seamlessly into our strategy of earnings diversification. It enables us to further expand an already strong strategic development focus: real estate management for third parties. With Procimmo and Berninvest, we aim to become one of the leading providers of real estate investment solutions in Switzerland.
Vaudoise has historically been strongly anchored in French-speaking Switzerland. How do you want to expand your presence in German-speaking Switzerland?
Vaudoise is a national insurance company that has been present in German-speaking Switzerland since 1916. The result of our particularly strong development in German-speaking Switzerland in recent years is the result of a key strategic measure for our Group and is based on a variety of complementary measures. These mobilize all our sales channels to make them more dynamic, strengthen our regional visibility through targeted communication measures and are part of a determined pursuit of digital development and operational excellence. In 2025, we recorded growth of +9.5% in German-speaking Switzerland. The gross premiums generated in this language region now account for 40% of the Group’s total premiums.
The insurance industry is confronted with new risks: from climate damage to geopolitical crises. Which developments are currently causing you the most concern?
What concerns me most today is geopolitical risk, particularly energy vulnerability, and the associated stagflation scenario. A combination of “weak growth and persistent inflation” is weighing on the economy and therefore also on the insurance industry, leading to rising claims costs and increased volatility in the financial markets.
What role do reinsurers play today in the management of risks associated with major catastrophes?
Like primary insurers, reinsurers play a key role in stabilizing the markets in the event of major catastrophes.
They provide capacity in the event of extreme losses, make it possible to balance out shocks from one year to the next and distribute risk concentrations internationally. They also contribute their technical expertise (modeling, climate scenarios, analysis of risk concentrations) and ensure discipline in the underwriting and pricing of insurers. In practice, it is difficult to define a sound underwriting policy without the support of reinsurance. The insurer’s reinsurance strategy is never fixed: it must be reviewed annually to take account of the sometimes highly volatile cycles of the reinsurance market and to determine the most sensible solution in terms of protection, costs and capital utilization.
In view of the increasing risks, do you believe that premiums for policyholders will also rise in the long term?
Premiums for natural hazards are likely to rise in the long term if the deductible remains the same. However, the extent depends on the protection and prevention measures, the efficiency of the insurers and the actual development of the claims frequency.
Digitalization and artificial intelligence are changing many industries. Where do you see opportunities for insurers?
I see three major opportunities in the insurance sector thanks to artificial intelligence:
Productivity and operational excellence
AI enables the automation and optimization of key processes (especially claims processing and underwriting) with fast and measurable gains. Insurers can significantly reduce their costs, shorten processing times and improve the quality of decisions thanks to tools such as image recognition, co-pilot assistants or fraud detection.
Redesigning the customer relationship
Digitalization and AI are paving the way for a much smoother, personalized and 24/7 customer relationship. From advanced chatbots to fully digitized customer journeys, the goal is to significantly improve the customer experience, strengthen customer loyalty and stand out from the competition in a highly competitive market.
New business models
In the long term, AI will undoubtedly help to shift the role of the insurer towards prevention and services. This could be reflected in more dynamic offerings (based on usage or behavior), insurance integrated into other processes and the development of ecosystems that open up new sources of revenue.
Will insurance become more preventive in the future, i.e. will it help to avoid risks instead of limiting itself to settling claims?
Quite apart from prevention, it is already possible to aim for much faster detection of damage in order to greatly limit its impact. In buildings, for example, the early detection of leaks or fires enables faster intervention and a reduction in losses. The same logic applies to forests, as is already being practiced (in the test phase) in the United States. Satellite observation can also be used to detect floods, storms, etc. more quickly. Then there is prevention in the narrower sense, particularly in the areas of health or transport, as it already exists today and will be strengthened in the future.
What skills do managers in the insurance industry need today to be successful?
In an industry under intense technological, regulatory and competitive pressure, leaders in the insurance industry are expected to be able to add value, motivate their teams and break new ground.
Key skills are increasingly focused on analytical thinking, continuous learning and mastery of digital technologies and AI.
In addition, adaptability, a sense of responsibility, leadership courage, cross-divisional cooperation and emotional intelligence are needed to win over the teams for change.
If you look five or ten years into the future, how will the role of an insurer in society develop?
The insurer will retain its central role in risk diversification and as a trusted authority. However, they will increasingly develop into a “risk shaper”: a partner who understands the risks precisely, adapts the insurance cover and supports the insured in protecting their assets, their business activities and their quality of life.
The advance of the autonomous car will indeed pose a fundamental challenge for insurers over the next 15 to 20 years, particularly with regard to data and AI. The risk is gradually shifting from the driver to the system, i.e. to the software, sensors and built-in algorithms. For insurers, this means understanding and using vast amounts of data from vehicles and their environment to analyze claims, correctly design rates and, above all, better allocate responsibilities between the various players.
This development will lead to a profound transformation of the insurance model, with a potential shift towards a more B2B-oriented logic, in direct connection with manufacturers and technology providers. Access to and control over data will become increasingly critical. Otherwise, insurers expose themselves to progressive disintermediation.
The questions were asked by Binci Heeb.
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