Training Example: Hiscox Ltd – Review the Data, Give Your Score & Compare to the Real AI Evaluation

[H1] Full-year results 2025
Read more

[H2] Careers at Hiscox
Our latest vacancies

[H2] Report and Accounts 2025
Read more

[H2] Cyber Readiness Report
Read more

[H3] Hiscox has a clear vision for the future. Our ambition is to be a respected specialist insurer valued by our customers, business partners and shareholders, with a diverse portfolio by product and geography.

[H2]
Hiscox Full Year 2025 | CEO Aki Hussain reveals record result

[H3] Latest press releases

7th May 2026
[H3]
Q1 2026 trading statement

Hamilton, Bermuda (7 May 2026) – Hiscox Ltd (LSE:HSX), the international specialist insurer, today issues its trading statement for the first three months of the year to 31 March 2026 (Q1 2026).
Read the full article
Read the rest of the press release 'Q1 2026 trading statement
'

25th February 2026
[H3]
2025 Preliminary Results

Hiscox Ltd full year resultsFor the year ended 31 December 2025
Read the full article
Read the rest of the press release '2025 Preliminary Results
'

25th February 2026
[H3]
Announcement of share repurchase programme

Hamilton, Bermuda (25 February 2026) - Hiscox Ltd (“Hiscox” or the “Company”) today announces it will commence a buyback of its ordinary shares
Read the full article
Read the rest of the press release 'Announcement of share repurchase programme
'

See all press releases

[H3]

What guides us

We have specialist knowledge and great relationships and we care about our customers and each other.
Responsibility

[H3]

Why invest in Hiscox?

We are a uniquely balanced insurer with a clear vision for the future.
Discover more

[H3] Find out more about us

[H5] Our strategy and values

[H5] Our brand

[H5] Recent financial performance

[H5] Management

[H5] Our locations

[H5] Our history

[H2]
Sign up for our email alerts
Receive alerts for press releases and regulatory news.
Alert service

Scrollfor more

5th May 2026

[IMG: Aki Hussain]

[H2]
Latest articles

Talking cyber risk, resilience and careers in risk management
Hiscox launches new Technology Graduate Programme to grow the next generation of digital talent
Investing in skills for a stronger future: celebrating National Apprenticeship Week at Hiscox

View all

By:

Q: Hiscox is pursuing ambitious growth and a significant programme of business transformation. How do you make sure you drive both successfully? A: We built our business on making bold choices, and we’ve continuously reinvented ourselves to better serve our customers and to reflect the evolving risk landscape. So really, our current transformation programme is just the latest chapter in a story that’s now 125 years old. Defining our growth targets and setting out the scale of our ambition to the market in May last year was an important moment in that story, and we’ve come a long way since then. We’ve brought in new expertise in transformation, data, technology, and outsourcing which is collectively supporting a comprehensive and aligned programme. We’ve also introduced new skills and capabilities to our existing teams, who have gone above and beyond to deliver for our customers and drive growth while we’re building our future state. We’re making material progress against both our growth and transformation goals. Balancing both means being ready to respond to changing needs, and to flex our approach as situations change. That can mean establishing new skills or enhancing existing ones; being open to new information and ready to pivot, fast-fail and learn from experience. It also means more frequent, deliberate and transparent communication with colleagues across the business. This is a journey we’re going on together, and it’s incredibly important to me that every single person in Hiscox understands the importance of their role in delivering our transformation and growth agenda.  Q: What changes will Hiscox’s customers and business partners see as that journey continues? A: The reality is they’re already experiencing it. We’ve launched more new products this year than during the previous five years, and our acquisition of a digital platform in Italy marks our expansion into a new country for the first time in over a decade. We’ve also deepened our presence in the USA through the acquisition of an insurtech which has accelerated our US roadmap, expanded our reach into new specialist customer segments, and supports the ongoing digitisation of our US broker platform. At the same time, our technology investments are making the process of buying insurance from us much more frictionless, whether you’re doing it directly or through a broker. For example, the AI model we’ve introduced in our UK high net worth business is helping to quickly assess broker submissions, categorising them by risk appetite, and streamlining the workflow for underwriters. This means brokers get faster responses and customers get an improved service and more tailored products. The same principles apply in our big‑ticket businesses, where for instance in Hiscox Re we’re automating the classification of broker emails which is speeding up our response times around key renewal periods. In Hiscox London Market, we’ve also extended our collaboration with Google Cloud to broaden our use of generative AI in our underwriting and risk modelling, having started with one product line in 2024 – sabotage and terrorism – and since expanded to others including major property during 2025. We’ve also entered new lines during the year in our London Market business, including SME cargo and middle-market property – areas that were previously inaccessible to us because of the economics, but where our AI platform has enabled us to reduce our cost structure sufficiently.  Q: How will the Group’s transformation and growth ambitions impact Hiscox’s distinctive culture? A: Our culture is defined by our values – ownership, integrity, courage, connected and being human in our approach. Those remain constant, even as how we operate evolves, in much the same way as being known for our entrepreneurial spirit and specialty focus remain hallmarks of Hiscox. The transformation we’re undertaking is about changing how we do things, not who we are. It means moving from manual processes to digitisation and AI, which is something we’re doing in every single part of the business. It also means encouraging even greater collaboration across business units and functions, so that we’re truly operating as ‘One Hiscox’. The unique composition of our business means that working collectively is becoming a superpower for us, especially as we focus on unlocking new opportunities and strengthening our existing capabilities.  Q:Hiscox held its first Capital Markets Day in 2025. What was the motivation behind it and what impact did it have? A: 2025 was the right moment for us to share more on our strategy, our culture, and our transformation plans, and to highlight the amount of momentum we have in the business. It was also a chance for us to lift the lid further on our specialist retail business, where the multi-market opportunities for us in areas such as high net worth personal lines and small business insurance are huge. The feedback from the day itself was extremely positive. Shareholders met more of our senior management team, they saw our depth of talent, and now they better understand our ambition; and it was a boost for colleagues to see our story resonate so well externally.  Q: You’ve talked about building a data‑first culture – what does that look like and how will it impact colleagues? A: A data-first culture means even sharper and more evidence-based decision-making. We’re taking some of the strong data practices we already have, in areas such as underwriting and claims, and embedding them across every part of the business. Data fluency is something we are beginning to build in every Hiscox colleague. Every role, at every level, is evolving in some way because of AI and data-driven decision-making, and we want our people to be ready. One of the ways we supported colleagues with this in 2025 was by introducing a new data fluency assessment. This provided each person in the business with a data persona – I’m a data storyteller – and tailored data coaching and training based on their assessment. That’s a pretty advanced approach and it gives us a consistency of data language and confidence that we’ll need as we scale. Q: Turning to 2026, what excites you most about the next phase for Hiscox? A: It has to be the size of the opportunity ahead of us. We’ve come a long way in the last few years, and the momentum in our business transformation will accelerate even further during 2026. Personally, I find that incredibly exciting. In our big-ticket businesses, market conditions are generally moderating as pricing comes down and competition intensifies. We’ll remain disciplined in our cycle management while continuing to seek out new and interesting opportunities as we expand our horizons; but in retail, our growth engine is just getting started. There’s a huge amount of pace and energy in the business. We have a great range of new products and propositions coming to market over the next 12‑18 months, and we’re laser‑focused on serving more customers with more products by addressing emerging, evolving and in some cases unmet insurance needs. It’s a great time to be at Hiscox.

23rd April 2026

[H2]
Latest articles

The Art of Business Transformation | Q&A with Aki Hussain
Hiscox launches new Technology Graduate Programme to grow the next generation of digital talent
Investing in skills for a stronger future: celebrating National Apprenticeship Week at Hiscox

View all

By:

Cyber risk is rarely out of the headlines. From high-profile data breaches to disruption caused by attacks on suppliers, the risks facing businesses are constantly evolving and standing still is no longer an option.  As organisations become more digital and more connected, cyber risk has moved from being a technical issue to a business wide priority. It is also reshaping the role of risk professionals and the skills needed to succeed in the field.  In a recent conversation, Fabrice Brossart, Group Chief Risk Officer at Hiscox, shared his thoughts on what businesses need to understand about cyber risk today; why being prepared matters just as much as prevention, and what makes a career in risk management both challenging and rewarding.
[H4] Cyber risk: an ever-changing “arms race”
One of the key things about cyber risk, Fabrice explains, is how quickly it changes. Rather than a fixed threat, it’s more like an ongoing “arms race”, with attackers constantly adapting and organisations needing to do the same. At Hiscox, this means investing in cyber defences and continuously reviewing them as threats evolve. But Fabrice is also realistic about the limits of even the strongest security measures. No organisation can be completely secure, and recognising that is an important part of managing cyber risk well and a mindset risk professionals need to adopt early in their careers.
[H4] Planning for when, not if
Accepting that cyber incidents can happen means thinking beyond prevention alone.   For Fabrice, this means having clear plans in place so the organisation knows how to respond if something does go wrong. Protecting sensitive customer and employee data is a top priority, as is ensuring that systems are designed so that, if there is a potential breach, it can be contained quickly. This combination of strong defences and practical response planning sits at the heart of modern cyber risk management, and it’s an area where senior leadership involvement, clear decision making and strong communication are increasingly important.

[H2]
Cyber risk, resilience and careers in risk management

[H4] Cyber risk doesn’t stop at the organisation’s boundaries
Another challenge is how connected organisations have become.  Businesses don’t operate in isolation. They rely on networks of suppliers, partners and third-party providers, which means cyber risk extends far beyond internal systems. Managing that risk involves understanding where weaknesses may exist across the wider network, and making sure they can either withstand an attack or be contained quickly if one occurs.  This broader ecosystem view is now essential when it comes to building operational resilience, and it highlights why collaboration across teams is such a key part of working in cyber and risk roles.
[H4] From theory to practice: the value of scenario testing
When it comes to putting resilience into practice, Fabrice is a strong believer in scenario testing.  Desktop exercises, crisis simulations and similar tests all help organisations understand how they would respond in real situations. They aren’t just technical exercises, they also test how people make decisions, communicate and work together under pressure.  Each exercise provides valuable learning. Even when things don’t go perfectly, they help organisations improve their readiness and respond better when it really matters.
[H4] A career at the crossroads of strategy, technology and people
Many of these themes also show why risk management is such a varied and engaging career.  Today’s risk professionals need to understand technology, think strategically and work closely with people across the business. Cyber risk sits at the intersection of technology, operations and human behaviour, making it one of the faster-moving and most complex areas of the field. For anyone considering a career in risk, it’s this mix, combined with the opportunity to influence decisions and make a real impact, that makes the profession both demanding and rewarding.
[H4] What next?
To hear Fabrice share more of his perspective, watch the full video. If you are interested in learning more about careers in cyber risk and risk management, or exploring current opportunities at Hiscox, visit the Hiscox website to find out more and view our latest vacancies.

[H3] The Hiscox Group comprises three business units facing different opportunities and challenges, but with a common set of capabilities and the capital support required for success.
Find out more about Hiscox

[H2]
Our strategy
A balanced businessHiscox comprises of our Retail, London Market and Re & ILS businesses. Each component faces unique opportunities and challenges, which informs the role that each will play in our future growth and success. However underpinning each component is our people, culture and brand, and a long-term investment in both underwriting and digital expertise.Global reach We are an international business, but we invest in local market knowledge and experience to truly understand the markets we operate in and provide relevant products and services. This gives us a unique breadth of expertise, serving customers from sole traders to multinational companies and ILS investors.Specialist productsIn every part of the Hiscox Group, we focus on providing products and services that differentiate us. These range from high-value home insurance and fine art – areas where we have deep foundations to build on – to small business, flood, and kidnap and ransom – where innovative products and service set us apart.Discover more about our strategy and values

[H3]
A focus on creating sustainable and compounding shareholder returns
By running a well-balanced business, underpinned by a clear set of values and characterised by a disciplined approach to underwriting, our aim is to consistently grow the business in a way that is organic, sustainable and profitable.
[H6] The Hiscox Group has:
paid out $2bn to customers in claims in 2024; returned capital to shareholders of over $1.4 billion*;we currently lead on two-thirds of the London Market we write through Syndicate 33;third consecutive year of high employee engagement scores (82% in 2024).*Includes share buybacks and all special, ordinary, and Scrip Dividends paid to shareholders since 1 January 2015. Excludes the final dividend proposed for 2024.
Our recent performance

[H3]
A resilient business
Strong underwriting discipline, a diversified strategy and sound capital management lead to a lower risk profile for the Group. We underwrite for profit, not for market share, and we actively manage our business mix according to the conditions in each sector.The Hiscox Group maintains strong and stable credit ratings: ‘A’ by A.M. Best and S&P. The Group remains strongly capitalised and is in a strong position to take advantage of future growth opportunities across our businesses.
Financial summary

[IMG: Total Group insurance contract written premium]

[H2] Unique culture
The quality of our people is a crucial factor in our continuing success. Their expertise, courage and dedication drive our reputation for quality and professionalism. In return, we strive to provide them with a work environment in which they can flourish. Pulse survey participation in 2024 was consistently above 80%, and we are proud to have maintained an engagement score of 82% for the third consecutive year.Find out more about our people
[H2] Strong brand
We have invested significantly over many years to build a recognised and renowned brand. Our distinctive marketing campaigns are developed from a deep understanding of our customers and positively contribute to consumer buying decisions. Our brand
[H2] Specialist expertise
We are market-leaders in many of the sectors in which we operate, while our commitment to provide clients with quick responses, clear coverage and superb service is at the heart of everything we do.In the USA, Hiscox small business customers rated us 4.7 out of five for customer service on Feefo*.In the UK, 94% of customers were satisfied with our customer service*.In Germany, 80% of customers said they were satisfied with our customer service*.*all scores for 2024.See where we are located

[IMG: Aki Hussain]

2025 was a pivotal year for Hiscox as we delivered another strong performance and made excellent progress in executing our growth and change strategy. In Hiscox Retail, we have achieved multi-year growth and margin expansion through new products, deeper distribution, the deployment of new technologies and execution of our change programme. In big-ticket, our specialist expertise and technology capabilities have enabled us to launch new business initiatives, more than offsetting the dynamics of our cycle management actions.”
Aki Hussain, Group Chief Executive Officer
Discover more about our strategy and values

[H2]
Sign up for our email alerts
Receive alerts for press releases and regulatory news.
Alert service

Hiscox is a uniquely balanced insurer with a clear vision for the future.