TSC Annual Report 2024 final - Flipbook - Page 27
Our story
much driven by the business and our users.” In addition, the
Club has been proactive in ensuring compliance with new
regulations, such as the EU’s Digital Operational Resilience
Act (DORA), which sets demanding IT and cybersecurity
requirements. Axelsson explained:, “DORA is a framework
that puts all the responsibility on the board level. We have
spent many hours on gap analysis to ensure we are delivering
IT in the insurance industry with constant compliance and
resilience.”
The Club is exploring the use of arti昀椀cial intelligence (AI) to
enhance decision-making and improve ef昀椀ciency. With tools
like such as ChatGPT and Microsoft Copilot, the Club is testing
how AI can help employees make smarter, faster decisions
and automate monotonous tasks. “We need to get smarter,
more ef昀椀cient and even more insight-driven,” said Axelsson,
underscoring the Club’s commitment to leveraging technology
for continuous improvement. Training sessions have been
held to show staff how to get the best out of these tools for
ef昀椀ciency and accuracy.
People-Centric Culture
Drives Engagement and Growth
At the heart of The Swedish Club’s success in 2024 was its
people. For the 昀椀rst time in its history, all employees gathered
for a Spring Summit in Gothenburg, where they participated
in discussions, presentations, and networking sessions.
Britta Patriksson, Director of Human Resources, reflected,
“It was a huge achievement to have everyone in the same
room, listening to the same message and networking.” The
Summit emphasised the importance of building a uni昀椀ed,
people-centric culture and allowed the Club to re昀椀ne its core
values and key performance indicators (KPIs), particularly in
areas such as 昀椀nancial strength, innovation, and competence
development.
Talent acquisition and retention remained a priority in 2024.
The Club added a total of 10 employees and made 32 internal
changes, including key appointments such as Richard
Elmersson as Chief Risk Of昀椀cer and Maria Törngård as
Chief Compliance Of昀椀cer to address the growing demands
of international regulations and further strengthen its risk
management approach.
The Club also launched our HRM system’s payroll and travel
reimbursement capabilities to our of昀椀ces outside of Sweden
to centralise processes and enhance operational ef昀椀ciency.
Patriksson emphasised the importance of a structured
onboarding process to ensure that new employees are
supported from day one, and a strong offboarding programme
to ensure a positive exit experience for those leaving the
organisation.
Looking ahead, the Club will continue to focus on re昀椀ning its
talent management strategies, including further developing
its leadership programmes and expanding its competence
mapping capabilities. “We want to be a premium employer
in the maritime sector,” said Patriksson. The HR team is also
focused on strengthening the Club’s employer brand, ensuring
that it remains an attractive place for top talent in the global
maritime industry.
Conclusion
In 2024, The Swedish Club experienced continued growth and
transformation. Through disciplined 昀椀nancial management,
strategic underwriting, effective claims handling, cutting-edge
technological advancements, and a strong commitment
to people development, the Club is well-positioned to face
the challenges ahead and continue delivering value to its
members.
The Swedish Club | Annual Report 2024
27
