Interview Ingrid de Swart on Artificial Intelligence

COO/CTO Ingrid de Swart describes 2025 as ‘a pivotal year’ when asked about Artificial Intelligence (AI). In January, the Management Board (MB) and Board of Directors attended an intensive AI programme at INSEAD. ‘For three days, we immersed ourselves in this technological development. Inspired by its opportunities, we concluded that this is something worth pursuing.’

In the months that followed, large groups of employees received training, INSEAD professors gave lectures, and colleagues developed practical AI use cases. These range from customer service and employee self-service to applications at the core of the organisation, such as the Smart Claims Assistant (SCA). ‘This in-house developed tool enables personal injury claims handlers to locate information faster in complex files through a smart summary with references. Integrating technology into the claims process affects one of the insurer’s key activities. The SCA is fast and delivers high-quality output. Because personal injury claims handlers are scarce, the solution helps maintain quality and timeliness. Employees using it are very enthusiastic.’ To stimulate further development, the MB asked itself in Q3 2025: how can the use of AI be accelerated?

‘Technology alone is not enough. The existing organisation must adapt. This requires changes in working practices, new skills and close collaboration between business and technology.’

‘That is correct, which is why employee involvement is essential. Through an extensive AI development programme, employees learn how AI can help them in their work. I strongly believe that our work will change for the better. With the SCA, for example, time spent on repeatedly familiarising themselves with files is reduced, creating more time for substantive tasks. This makes work more engaging. At the same time, it is important that AI does not make work monotonous, which is why tasks are combined thoughtfully. Strategic workforce planning shows that, through natural attrition and talent development, there is sufficient capacity to absorb change. This approach ensures employees grow alongside these developments.’

‘The SCA shortens processing times for customers. A similar solution exists in Health, where a knowledge management system functions as an intelligent Q&A. Employees can ask questions about specific types of cover, and the system provides accurate information quickly. This ensures consistent, high-quality responses to customers. Our measurements show that customer satisfaction in Health is increasing faster than elsewhere in the organisation. Such systems can also support advisers by enabling quick responses to their questions, allowing them to focus on customer contact. Ultimately, this contributes to higher customer satisfaction and stronger cooperation with intermediaries.’

‘Tasks such as address changes – what we call low-impact contact - should be fast and simple. However, customers dealing with high-impact situations, such as damage after an accident or a mortgage application, need a human approach. Automating straightforward processes with AI frees up time for employees to support customers who need expertise and empathy. AI also help us add value for customers by enabling more personalised engagement, for example by approaching customers based on specific characteristics, such as age.’

‘Since our training at INSEAD, efforts have accelerated. With the establishment of a new Online Unit, direct and digital sales have become a strong focus. Customers, particularly younger ones, expect convenience and speed. We are therefore investing in a fully online experience, improving the customer journey through enhanced online propositions, streamlined sales funnels and strengthened digital customer service. Work is carried out in multidisciplinary teams, with collaboration across product lines central to accelerating the strategy with AI.’

‘Initially, each business unit had its own approach to AI. Understandable, but it limited opportunities to learn from each other and to benefit from economies of scale. Returning to the SCA: if it works for P&C, why not explore similar solutions for Disability or Mortgages? The same applies to pricing. Dynamic pricing is used in Pensions, and now AI enables customised pricing in Disability. Sharing knowledge and working together accelerates progress and avoids duplication. AI also strengthens collaboration between business units and IT. Success lies in multidisciplinary teams that experiment, provide feedback and continuously improve models. This enables the organisation to maximise the potential of technology—controlled, yet with courage to innovate.’

‘At use-case level, the benefits are already visible. Faster and more efficient processes reduce costs and increase employee and customer satisfaction. The SCA also helps reduce claims costs. I am convinced that AI can accelerate a.s.r.’s strategy, facilitate growth and further strengthen competitiveness. Investments in cloud solutions and data infrastructure make AI deployable across the organisation. This requires time and resources, but the potential impact is substantial. At the same time, AI brings challenges, including energy use and broader implications for people and processes. That is why a.s.r. makes conscious choices guided by ethical principles, human oversight and sustainability ambitions. By optimising processes and increasing scalability, AI helps reduce operational costs and contributes directly to long-term value creation for our stakeholders. I expect 2026 to be an important year in which this impact becomes truly visible.’ AI will also be addressed during a.s.r.’s Capital Markets Day in 2026, where the organisation will share its developments on this topic.