The insurance arm of Asia-based Pacific Century Group, FWD Group, has announced that it has acquired a 90% stake in group medical insurance provider Shenton Insurance Pte Ltd (“Shenton”) from Parkway Holdings Limited, an indirect wholly-owned subsidiary of IHH Healthcare Berhad.  

Shenton will be rebranded to FWD in due course.

Singapore is the third new market in FWD’s regional footprint which now includes Indonesia and the Philippines, in addition to Hong Kong, Macau and Thailand.  As a leading and well-regulated financial centre, Singapore combines robust, high standards with a business-friendly environment. Its role as ASEAN’s pre-eminent financial services and risk management hub makes it a strategically important market for FWD – aligned to its pan-Asian growth aspirations and providing connectivity to the region.  

“FWD is dedicated to changing the way people feel about insurance across Asia, and Singapore is a fundamental part of our vision to become a leading pan-Asian insurer,” said Mr Huynh Thanh Phong, Group CEO of FWD. “The Shenton management team have built a strong foundation for FWD in the country.”

FWD is focused on creating fresh customer experiences with easy-to-understand insurance solutions supported by digital technologies.  The company will continue with its existing business and intends to invest in expanding the business in Singapore and is committed to growing its activities in the region.

Akeso Care Management^® (“AkesoCare”), a URAC-accredited international health care management company, has unveiled new corporate branding to reflect its commitment to clients.

A subsidiary of International Medical Group^® (IMG^®) — an administrator of global health care benefits — AkesoCare provides worldwide assistance and medical management services, including:

• Emergency medical evacuations
• International cost containment and Medical Concierge Service
• Precertification and medical review
• Wellness services and disease management
• International workers compensation
• Comprehensive case management

“These industry-leading services deserve a brand identity that matches the same commitment and passion shown by AkesoCare staff each day,” IMG CEO Brian Barwick said. “Refreshing the company’s brand will convey an even better sense of purpose to current and future AkesoCare clients.”

The new brand identity includes the revision of the AkesoCare logo, which reflects the company’s strong value proposition.

Now in orange, a combination of yellow and red, the logo evokes a sense of optimism and passion — the same traits AkesoCare employees convey as they coordinate both routine clinical care and emergency medical treatment for their members.

Additionally, the orange arrow in Akeso, a Greek word meaning “to heal or cure,” is the mark of the company’s mission to direct clients to safety, providing nothing less than the best possible medical care they can get.

As part of the rebrand, the company also launched AkesoCare Global, a new service line within AkesoCare focused entirely on providing clients the right care at the right price, globally. Established to decrease overall plan costs, AkesoCare Global uses proactive, concurrent and post-treatment strategies that help members save money and avoid unnecessary health care costs altogether.

AkesoCare Global’s proprietary cost-containment strategy provides more than 30 unique, proven cost avoidance approaches. Thus far, the strategy has demonstrated an average overall savings of 49.3% in the U.S.

“In the U.S. and many other countries, there is often no correlation between the cost and quality of care — with many providers charging bogusly inflated prices at whim,” said Andy Tibbets, vice president of AkesoCare. “AkesoCare Global is the watchdog of escalating costs, ensuring that clients and health care systems as a whole pay a fair price for the services and treatment delivered.”

These cost-containment strategies are just one component of AkesoCare’s commitment to clients. While the company’s services have expanded over the years, its focus remains the same.

“One thing that has never changed is AkesoCare’s focus on the health and well-being of its clients,” IMG President Todd A. Hancock said. “AkesoCare touches lives every day and our new branding reflects our continued commitment to serve and protect our clients.”

Allianz Worldwide Care has partnered with Equatorial Guinea Insurance Company (EGICO) to create the most comprehensive group health insurance plans to date for companies employing both domestic and international workers in the country.

The plans offer the first health insurance solution for employers who require dedicated plans for their Equatorial Guinean workers and their international staff. The local plan, Salud GE, offers full domestic coverage within Equatorial Guinea. The international plan, Salud Global GE, offers coverage worldwide, outside of the United States, and is aimed at both Equatorial Guinean employees who may work abroad and expatriate staff living in Equatorial Guinea.

Susan Landers, Head of Market Management at Allianz Worldwide Care said, “Demand for comprehensive health insurance is growing rapidly in Equatorial Guinea and there was a real gap for corporate clients looking to provide their workforce with this benefit. Health insurance is a key factor in an employee benefit package. The comprehensive nature of these new plans, combined with our strong support services, will assist organisations in Equatorial Guinea in attracting and retaining highly-skilled employees.”

The partnership brings together the global reach and expertise of Allianz Worldwide Care and the on-the ground insight and knowledge of EGICO, a respected local provider. Both local employees and expatriates will benefit from a wide range of in-patient and day-care treatments together with in-patient direct settlement, while expatriates will also benefit from access to Allianz Worldwide Care’s extensive global medical network.

Michel Djimadou, CEO of EGICO said, “We’re delighted to have partnered with Allianz Worldwide Care to launch these plans, which were conceived and developed specifically for companies in Equatorial Guinea. When it comes to international health insurance, the options here were extremely limited until now. Currently, there is nothing available in Equatorial Guinea that is comparable to our partnership with Allianz Worldwide Care for local employees or expatriates.”

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Cuba-bound Canadian tourists are urged to update their travel insurance documents and, if necessary, re-evaluate their coverage in anticipation of a huge influx of American visitors burdening the Caribbean nation's emergency health care infrastructure this coming fall and winter season.

With the signing of an agreement granting scheduled commercial U.S. airlines up to 110 flights to Havana and nine other outlying airports each day, Canadians and other nationals can expect more competition and higher prices for all of Cuba's goods and services—including care in local hospitals and clinics.

The Cuban Tourist Board (CTB) in Toronto has re-affirmed to Ingle International that all visitors to Cuba must carry proof of health insurance that will cover them while in Cuba. This requirement will apply to Americans as it has to Canadians and other nationals since 2010, when the measure was first passed.  Should visitors lack such proof, they will be required to buy coverage from Cuban insurance companies situated at or close by the various ports of entry.*

RELATED: VISIT TRAVEL WARNING NETWORK BY IPMIM FOR MORE ON MANDATORY INSURANCE FOR TRAVEL TO CUBA, CLICK HERE.

RELATED: Cuba: Health Screening At Entry Ports | Read Now

A representative of the CTB emphasized to Ingle that, although proof of Canadian provincial health insurance will meet the entry requirement, such insurance will not cover in-country emergency health care services or air ambulance repatriation, and the individual traveller would be responsible for fully paying billed charges before being allowed to leave Cuba.

The Public Health Agency of Canada (PHAC) also warns that in most hospitals in Cuba guarantee of payment (or payment in cash) must be provided in advance; the agency also advises travellers to check with their insurance company for payment/reimbursement procedures. It also advises all travellers to Cuba to purchase travel insurance from Canadian companies before they leave Canada.

Robin Ingle, CEO of Ingle International, a company that handles international insurance products for most of Canada's major international travel insurers, cautions that hospital and clinic costs in Cuba can be quite high for tourists. Consequently, Canadians should purchase travel insurance that provides a suitable coverage level and doesn't require them to pay up front. This should save a lot of anxiety—and out-of-pocket costs.

"Each year, Canadians make over one million visits to Cuba, and most say they will definitely return. With the expected surge of U.S. travellers, the Cuban infrastructure might well be tested. We can only advise that Canadians have their travel documents in good order and be fully aware of what their travel insurance covers, as well as what it limits or excludes," says Ingle.

"You don't want to be stranded in Cuba or any other country facing demands for a medical bill that far exceeds your credit card limit. And if you have appropriate coverage from a major Canadian company, you won't have to go through the trouble of paying the hospital, clinic, or doctor up front and then seeking reimbursement once you get home," says Ingle.

He notes that Ingle International has worked with Asistur, Cuba's primary travel medical assistance company, for over twenty years. The two companies have developed a strong relationship during this time and have fine-tuned their approach to providing and coordinating assistance. Ingle works together with Asistur to transport people with emergency medical needs to appropriate facilities quickly, to monitor their care, and to facilitate payment requirements on behalf of their international insurance clients. 

* Travel insurance purchased in Cuba from private companies provides far lower benefit levels than those available under Canadian plans. Canadian travel insurance plans cover up to $10 million for medical expenses, including air repatriation home when medically necessary. Cuban insurance, available at various ports of entry for approximately $4.50 per day, covers up to $25,000 (USD) for accident/illness costs and $15,000 for repatriation—not enough cover an air ambulance trip from Cuba to Canada.

Crawford & Company, has revealed its new international management structure, with a fully aligned ‘G6’ executive team and shared services leadership in place.

Crawford International’s new management structure is as follows: G6—Andrew Bart, CEO, Asia Pacific; John Jenner, commercial director, International; Clive Nicholls, CEO, UK & Ireland; Stephen Pearsall, finance director, International; Kieran Rigby, CEO, Europe & Latin America; and Pat Van Bakel, CEO, Canada. International Shared Services—Benedict Burke, chief client officer, International; Phil Churchman, chief information officer, International; Pauline Holroyd, vice president of human resources, International; Mike Jones, chief operating officer, UK & Ireland; and Chris Pinney, general counsel, International.

The G6 team reports to Ian Muress, executive vice president and chief executive officer (CEO), International, and comprises regional and country CEOs from the organisation’s largest collective operations around the world. Aligned with the G6 team are five heads of the international operation’s shared services functions in client management, general counsel, technology, human resources and commercial operations.

“As Crawford® clients and stakeholders are aware, the Company has made considerable efforts in recent months to simplify its global structure and provide an increasingly competitive service to the market,” Muress said. “The new structure ensures that each aspect of our international business is fully represented at executive level, enabling rapid decision-making and tactical implementation up and down the chain of command.”

“The way I often describe the global capabilities of Crawford is that we ‘join the dots.’ We are a cohesive, joined-up organisation at both a local and global level. This is viewed as a key advantage by clients across the board, from insurance companies through to Fortune 500® companies. In an increasingly interconnected world, we are able to maintain our position as a truly global provider.”

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Critical factors of health plan member satisfaction are highest in areas of the country that have more competition between different health plans according to the J.D. Power 2016 Member Health Plan Study^SM .

On a nationwide basis, member satisfaction with their health plans improves nine index points in 2016, scoring a total of 688 on a 1,000-point scale. This follows a 10 point improvement in 2015. Member satisfaction with health plans reached a low point in 2014, following the introduction of the health insurance marketplace as part of the Affordable Care Act (ACA).

On a regional basis, the J.D. Power 2016 Member Health Plan Study found that member satisfaction in cost and information and communication is significantly lower in areas where one carrier holds a majority (more than 50%) of market share. Satisfaction is higher in competitive markets than in markets dominated by a single plan in cost (610 vs. 606, respectively); customer service (743 vs. 740); and information and communication (646 vs. 641).

“Competition among health plans is good for members in that it forces carriers to fight for market share, and the best way to do that is with satisfied customers,” said Greg Hoeg, vice president of U.S. insurance operations at J.D. Power. “In today’s health insurance markets, with increased legal restrictions on profitability, carriers are shifting toward member satisfaction.”

Hoeg noted that the one factor in which member satisfaction is higher in markets with less competition than in more competitive markets is provider choice within their plan (759 vs. 748, respectively). “Sometimes, having fewer, simpler plan choices makes it easier for the member,” said Hoeg. “Having dozens of plan options—such as deductibles and coverage levels—to choose from can be overwhelming.”

The Affordable Care Act (ACA) imposition of a minimum medical loss ratio has forced health insurers to compensate for slimmer margins by focusing on increasing their market share, often through mergers and acquisitions.

“Carriers are paying particular attention to cost management and economies of scale, and one way to do that is to combine with other carriers,” said Hoeg. “Competition is good for the market, but how that narrowing of the market will affect member satisfaction remains to be seen.”

The traditional plans like Blue Cross Blue Shield plans merging with other Blue plans, national deals like Aetna/Humana and Anthem/Cigna, and major market-driven acquisitions for UnitedHealthcare/Optum are all with an eye toward increased economies of scale and market power. Many have speculated that Anthem’s proposed acquisition of Cigna will harm competition and consumers by reducing the ability of other health insurers to compete with Blue plans. It appears that cost isn’t the only factor impacting member satisfaction, as satisfaction with information and communication and customer service is also significantly lower among members in less competitive markets.

Now in its 10^th year, the study measures satisfaction among members of 135 health plans in 18 regions throughout the United States by examining six key factors: coverage and benefits; provider choice; information and communication; claims processing; cost; and customer service.

Overall member satisfaction averages 688 in the 2016 study, up from 679 in 2015 and 669 in 2014. The increase in satisfaction is driven by improved performance across all factors, most notably in coverage and benefits (+12 points); information and communication (+11); and customer service (+10).

 KEY FINDINGS

• Integrated Delivery Systems Dominate the Rankings: Health plans that utilize an integrated delivery system (IDS)—a network of healthcare and health insurance organizations presented to members as a single delivery organization—are poised for success as healthcare and health insurance become more focused on member satisfaction. Integrated plans have an average overall satisfaction score of 746, which is 63 points higher than that for non-integrated plans.
• Premiums Declining: There is a slight decrease in the monthly premiums members pay. On average, the monthly premium for a family plan is $355 in 2016, down from $374 in 2015, while individual plan premiums are $207, down from $216.
• Health Plans Evolve into ‘Wellness Partners’: Among the 20% of members who say they “strongly agree” that their health plan is a trusted partner in their health and wellness, satisfaction averages 837, which is 200 points higher than among the 7% who say they “strongly disagree.”

- See more at: http://www.jdpower.com/press-releases/2016-member-health-plan-study#sthash.WvKwyWet.dpuf

Tribridge announced a strategic collaboration with Microsoft Corp. that will allow healthcare providers to accelerate the implementation of transformational population health management (PHM) delivery models.

Tribridge Health360 is a true PHM cloud solution that addresses the massive changes required as healthcare providers rapidly shift to value-based healthcare delivery. While Health360 is delivered on the Microsoft Dynamics CRM Online platform, providers using Health360 are going beyond better outbound patient communications – this is not simply an extended salesforce automation or marketing function.

Instead, Health360 customers are benefiting from years of clinician and consumer-informed development, and real-world refinement in accountable care and other value-based population health organizations – resulting in a proven solution to personalize care experiences and break the cycle of cost escalation. The solution has been optimized in Microsoft's intelligent cloud to deliver agility and scale, across an extended enterprise that includes mobile and smart devices, to help providers simultaneously improve financial and patient outcomes.

"Together with Microsoft, we believe the next wave of healthcare innovation will combine the customer-centric discipline of CRM with clinical content and consumer data that enables proactive and collaborative health management," said Damon Auer, vice president of Health and Life Sciences at Tribridge. "The transition from volume to value-based healthcare is a big challenge, but it will finally enable healthcare providers – entire care teams – to do what they want to do most: help patients get and stay well."

Tribridge Health360 is comprised of four modules: Care Coordination, Consumer Engagement, Consumer Experience and Care Network Management. Health360 also provides integrated evidence-based care plans from Dartmouth-Hitchcock, telehealth triage protocols from Schmitt-Thompson Clinical Content and referral pattern and provider analytics from Evariant.

"We've worked closely with Tribridge for years and know firsthand the emphasis they've put on making Health360 patient-centered and enterprise-ready," said Neil Jordan, general manager of Health Worldwide for Microsoft. "The transformation to value-based healthcare requires a completely different business model and enabling technologies, and together we are delivering a cloud solution that is ready to support population health management today."

Health360, along with Tribridge executives and customers, will be featured in Microsoft's booth #3832 at the annual Healthcare Information and Management Systems Society (HIMSS) conference, Feb. 29 – March 4 in Las Vegas.

Consumers who tried but were unable to enroll in 2016 health insurance coverage through the federal marketplace and receive an Advance Premium Tax Credit (APTC) may now be able to re-apply and enroll in affordable health insurance coverage through a special enrollment period ending March 31, 2016.

H&R Block (NYSE: HRB) advises taxpayers who received APTC for 2014 to file complete and accurate 2014 returns to qualify for this special enrollment period. To ensure access to the APTC to help pay for coverage on the federal marketplace next year, taxpayers should file a complete and accurate 2015 tax return by April 18.

The federal marketplace special enrollment period will help taxpayers who were denied APTC in 2016 and dropped coverage or declined to enroll because they could not afford coverage. Taxpayers who received the APTC in 2014 and did not file a complete 2014 tax return are ineligible for the credit in 2016. Now, these taxpayers can re-apply for the APTC and enroll in 2016 coverage if:

• they were not enrolled in health insurance coverage through the federal marketplace as of January 31, 2016,
• they file their 2014 tax return and reconcile their 2014 APTC and
• they attest to the marketplace that they filed a 2014 return reconciling their APTC.

"Thanks to this special enrollment period, consumers who had to cancel their 2016 health insurance because it was too expensive without the APTC can now re-apply and enroll in coverage, but only if they file their 2014 return and reconcile the APTC they received in 2014," said Mark Ciaramitaro, vice president of H&R Block taxes and health care services. "The key to getting affordable health insurance through this special enrollment period is a correctly filed tax return. Once again, we see that taxes and health insurance go hand-in-hand."

Taxes are the key to affordable health insurance now and in the future

This year is the first year when taxpayers could lose their APTC if they had failed to file a complete tax return for a previous year they received the credit. Because this is the first year consumers are facing this issue, the federal marketplace is offering a special enrollment period to help consumers understand and meet the requirement.

"Consumers not only need to file their 2014 return to qualify for this year's special enrollment period, but they also need to make sure they file a 2015 return so that they do not find themselves in the same boat next year, when the marketplace is less likely to extend a special enrollment period," said Ciaramitaro.