South Africa’s leading short-term insurer has initiated a strategic rebranding exercise to consolidate its specialist business units under a single brand, Santam Specialist Solutions (SSS). To understand the catalyst for the massive rebranding exercise and how the new entity will focus on the evolving global risk scenario, Middle East Insurance Review spoke with Santam Specialist Solutions’ Mr Gareth Beaver.
In June 2025, Santam announced a strategic branding alignment of its specialist businesses, under the name Santam Specialist Solutions (SSS). The rebranding will formally take effect in the final quarter of 2025.
The SSS business insures a range of large, medium and small complex risks across a wide spectrum of industries in Africa, India, Southeast Asia and other emerging markets. It offers expert technical underwriting in a range of insurance classes that include agriculture, corporate property, casualty, travel, specialist motor and transport, accident and health, aviation, and marine sectors, among others. It also executes opportunities flowing from the pan-African partnership with SanlamAllianz.
The rebranding
The brand realignment will see five business rebranded as follows:
Speaking about what catalysed the rebranding exercise, SS CEO Gareth Beaver said, “The rebranding was a strategic response to evolving market dynamics and the need to present a unified, powerful brand that reflects the depth and breadth of our specialist capabilities.
“It was born from a desire to eliminate fragmentation, simplify engagement for our clients and brokers, and signal our evolution into a future-fit, expert-led business aligned with the Santam Group’s overarching strategy. The rebrand also aims to strengthen trust and visibility by consolidating legacy specialist brands under one identity.”
Asked about the expected impact on the group’s business after the rebranding exercise, Mr Beaver said, “We anticipate enhanced brand equity, stronger broker and client loyalty, and a clearer value proposition across markets.
“The unified identity allows us to cross-sell more effectively, drive synergies between our specialist lines and accelerate digital innovation. Importantly, it provides the foundation for operational scalability and better alignment with international reinsurers and regulatory expectations.”
Emerging risks and strategy
Speaking about the emerging risks in the years ahead, especially in the rapidly changing global geopolitical situation, Mr Beaver said, “We are witnessing the emergence of increasingly complex and interconnected systemic risks. These include heightened geopolitical tensions, evolving cyber threats, disruptions in global supply chains, the growing influence of ESG-related regulatory and legal developments, and the socio-economic implications of climate-related displacement.”
“These challenges transcend borders and require a shift from traditional risk assessment models to more dynamic, data-driven, and scenario-based approaches. As a specialist insurer, we’re preparing for an era where traditional actuarial approaches must be supplemented with real-time data, geopolitical intelligence and scenario-based planning,” he said.
He further said that with these new emerging risks, there will be new kinds of demands from the market and SSS as a specialist insurer is prepared for these.
“The market is demanding agility, clarity and tailored solutions. Clients want partners who understand their sector intimately and can provide advice—not just cover.”
“We are investing in AI-driven underwriting tools, real-time risk advisory capabilities and modular insurance products that respond dynamically to clients’ evolving needs. Education and empowerment of brokers also remain a top priority, as they are critical conduits for specialist risk conversations.”
Nat CAT and insurance
Mr Beaver said, with the growing spectre of Nat CAT events and growing reinsurance capital, “The reinsurance market remains cautious but is adapting. There is an increasing preference for transparency in data and loss prevention partnerships with insurers.
He said, “We expect more collaborative risk-sharing models and co-designed solutions between insurers and reinsurers, particularly for emerging markets where modelling is still maturing.”
Speaking about the kinds of risks, beyond the climate and cyber risks, Mr Beaver said the (re)insurance industry should be focussed on and be prepared for the following risks as well.
- Silent systemic risks – such as critical infrastructure failure or AI misgovernance.
- ESG-related risks – including climate litigation
- Reputational contagion – in a hyperconnected media environment.
- Non-traditional asset risks – from NFTs to tokenised property, the nature of insurable assets is changing.
He said, “Insurers must become anticipators—not just responders.”
Loss prevention priority
Asked about the rising catastrophic events, growing protection gap and loss prevention perhaps not getting its due attention, Mr Beaver said, “Historically, insurance has been reactive; pricing for risk rather than preventing it. That must change.
“The real opportunity lies in risk advisory becoming core to the offering. Loss prevention should be seen as a shared value initiative: reducing losses benefits both client and insurer.”
He said, “We are working on these types of solutions especially in our underwriting and claims approach. However, broader industry collaboration, data-sharing, and regulatory incentives are needed to truly shift the needle.”
2026
Asked about the plans for 2026, Mr Beaver said, “2026 will mark our full transition into a next-generation specialist insurer. Our focus areas will include:
- Embedding digital tools across the value chain
- Expanding our presence into select African territories with specialist risk gaps
- Strengthening reinsurance partnerships through more joint product development
In conclusion, Mr Beaver said, “Driving inclusive insurance innovation to help close the protection gap and above all, our goal is to move from being a transactional insurer to a trusted risk partner.” M