The insurance industry, like many others, is undergoing significant transformation, driven largely by disruptive technologies, changing consumer behaviour, and an increasingly complex global landscape. As we move further into 2025, these shifts are creating both opportunities and challenges for insurers, brokers, and customers alike.

Paul Sanders, Regional Managing Director at GIB Inland, and Tracy McLaughlin, Regional Managing Director at GIB Coastal, shed light on the key trends defining the future of the industry.

1. Softening of London markets

Over the past two years, investor capital has flowed into global insurance markets, increasing capacity and competition, particularly in London which has led to lower rates for corporate insurance. Locally, however, the market remains more stable.

“The increased capacity in London is reshaping the competitive environment,” says Sanders. But locally, markets are holding steady. This dynamic will be crucial in 2025, especially for businesses seeking coverage that aligns with their unique risk profiles, industry-specific exposures, and financial strategies.”

2. Economic pressures and Evolving Consumer Behaviour

Affordability is top of mind for consumers as economic pressures persist. Many are reducing their insurance spend, especially in personal lines, and direct insurers are benefitting from this shift with their lower-cost, online-first offerings.

“Consumers are increasingly focused on price, but brokers remain uniquely positioned to provide tailored advice, particularly in complex areas like life insurance and comprehensive household cover,” adds McLaughlin

3. The Rise of Insurtech startups

The rise of Insurtech startups, such as Naked and Partnership, is a trend that brings efficiency and streamlined processes to the forefront, providing lower-cost solutions for consumers. However, Sanders highlights that while Insurtech firms excel at efficiency, they can’t replicate the personal relationships brokers offer, especially when it comes to managing claims. “The human element is a huge differentiator, particularly for clients with complex needs or higher-value claims.”

4. AI and Automation: A double-edged sword

AI and automation definitely enable faster, more accurate assessments, reducing human error and operational bottlenecks. However, this shift has its challenges.  Automation improves efficiency, for example, but it limits the broker’s ability to negotiate terms, which remains a vital part of their role. Even in the case of larger clients, AI-driven analytics are essential for offering insights into things like self-retention structures, but it’s the broker’s personal touch that adds real value.

5. Geopolitical and global market uncertainty

Events in major markets from tariff shifts to political instability have far-reaching implications for South African businesses.

“The geopolitical landscape can affect insurance availability, pricing, and even regulatory frameworks,” explains Sanders. “Unexpected global events are now part of the risk matrix our clients face daily.”

6. Personalised Insurance Through Behavioural Data

With the proliferation of IoT devices, wearable tech, and telematics, insurers now have access to unprecedented volumes of data. This allows for personalised pricing models based on individual behaviour, not just traditional demographic factors. “There’s a big opportunity here,” says McLaughlin. “If used right, data can help us proactively guide clients, not just respond to risk but help prevent it.”

7. Shifts in customer loyalty and purchasing behaviour

Loyalty in personal insurance is decreasing. Many customers, especially younger ones, prefer simplicity, speed, and low costs. Direct insurance companies are becoming advanced online platforms to meet these demands. For more complex needs, like commercial or household insurance, brokers are still important. “They help clients understand their risks and the coverage they need,” says Tracy.

8. Proactive risk management & shifting insurer expectations

Demand for insurance remains steady, but the requirements from insurers have changed. There is an increasing focus on proactive risk management and stronger client governance. “Insurers are asking more questions now,” says Sanders. “They want to see that clients are actively managing their risk environment before they offer capacity. This is where brokers play a vital role in helping clients prepare and demonstrate their readiness.”

9. Adapting to the climate crisis

The escalating frequency and severity of natural disasters are leading to higher insurance premiums, particularly in high-risk areas. Insurers are reassessing coverage strategies and collaborating with governments to manage the financial implications of climate-related events. This trend is pushing insurers to develop innovative solutions to mitigate the financial risks posed by climate change, while also striving for greater sustainability in their operations and offerings.

Additionally, third-party valuations and more detailed risk assessments are becoming standard practice, reflecting the sector’s commitment to precision and adaptability. As the industry continues to mature, there’s a stronger focus on professionalism, not just for regulatory reasons, but to truly add value to clients

More than half of South Africans who visit taverns and shebeens do so on a weekly basis, positioning these informal venues not just as nightlife staples but as central pillars of everyday social life. With around 14% of South Africans frequenting these establishments, they represent a significant and often underestimated route to market for drinks brands. These findings stem from the latest On Premise User Survey (OPUS) conducted by CGA by NIQ. The research, based on insights from hundreds of South African consumers, sheds light on evolving behaviours and preferences in pubs, bars, and restaurants across the country.

CGA by NIQ EMEA Client Solutions Manager Abhi Seghal says while taverns and shebeens, are often located in the heart of townships and communities and have long influenced consumer behaviour outside of the formal economy. But succeeding in this space requires a nuanced understanding of its distinct culture and dynamics. “Informal taverns may not have the penetration of some channels, but there is rich potential for brands to drive trial and loyalty here. Understanding what drives these consumers is essential if suppliers want to unlock sustainable growth,“ he cautions.

Value is king, but premium has pull

To achieve this, it’s vital to understand the nuances of these more informal tavern and shebeen outlets. For example, the OPUS research reveals that spending averages R175 per head – R23 below the broader On Premise average. However, while the spend may be lower, consumers are willing to pay for products and experiences they perceive as offering value. According to Sehgal, “Value doesn’t mean cheap. It means offering something worth the price – something people are happy to come back for.”

These consumers are also thirsty for new flavours with two-thirds of shebeen-goers (67%) reporting being more likely to try new drinks in these venues, and 68% are open to paying more for a better-quality option. This appetite for experimentation and premiumisation underscores a major opportunity for brands that are willing to innovate.

Afternoon is the new primetime

Patterns of foot traffic also differ from traditional bars. Thirty-one percent of visitors frequenting these establishments between 2pm and 5pm, a notably higher proportion than in other restaurant and bar settings. This mid-afternoon window presents a strategic opportunity for brands to engage with consumers or roll out targeted promotions.

The decision-making process in these venues is also fluid. While 54% of visitors arrive with a specific brand in mind, 36% only know what type of drink they want, and 10% remain fully open to suggestion. This highlights the importance of strong in-venue visibility, effective menu design, and staff engagement at the point of purchase.

Operator influence remains strong, with 24% of patrons saying staff recommendations affect their drink choices. In community-based venues where relationships between staff and regulars are common, a trusted endorsement can have more impact than a national ad campaign. These findings all send a clear message: brands that continue to overlook South Africa’s informal drinking venues do so at their own risk. “With high-frequency foot traffic, influential staff, and consumers hungry for new and premium experiences, taverns and shebeens are not fringe markets – they’re frontlines. For any drinks brand serious about long-term growth and cultural relevance, understanding and investing in this space is no longer optional, it’s essential,” stresses Seghal.

In a noisy, distracted world, leadership isn’t about shouting the loudest—it’s about finding your authentic voice and using it to lead with clarity, conviction, and purpose.

“Your voice as a leader isn’t just about what you say,” says Jacqueline van Rooijen, Founder at Ycagel. “It’s about how you align your values, actions, and vision so that people trust you enough to follow.”

Voice is influence! Voice is clarity! Voice is power!

And the greatest leaders aren’t necessarily the ones with the biggest platforms – they’re the ones who’ve done the internal work to align who they are with how they show up in the world.

Why Your Voice Matters

“Your voice is more than words. It’s the energy, intention, and integrity behind them. When a leader speaks with alignment and purpose, people listen – not out of obligation, but out of inspiration,” explains van Rooijen. “Too many professionals today are leading from a script – someone else’s playbook. The result? Mixed signals, unclear direction, and teams that feel disconnected.”

“True leadership begins when you stop mimicking others and start owning your voice. That’s when you move from managing tasks to influencing people. From commanding attention to motivating action,” she adds.

Van Rooijen shares three essentials of voice-driven leadership:

1. Voice: Your leadership voice is your unique combination of values, perspective, and personality. It’s how you communicate, connect, and contribute.
Finding your voice means knowing what you stand for and being unapologetically clear about it. It’s about speaking from conviction, not convenience.

2. Alignment: Great leaders don’t just talk the talk – they walk it. There’s congruence between what they say and how they act.
When your voice, values, and actions are aligned, you build trust. People know where you stand. They know what you expect and what you’ll deliver.
3. Vision: Voice without vision is just noise. True leadership is about painting a clear, compelling picture of the future and enrolling others in that vision.
Your voice becomes magnetic when it points to something bigger than yourself—a mission, a purpose, a future worth fighting for.
How to Find (and Strengthen) Your Leadership Voice

“There are four practical ways to develop your voice and use it to lead powerfully,” van Rooijen advises:
1. Know Your Values: If you don’t know what matters to you, neither will anyone else. Clarify your non-negotiables and let them shape how you speak and lead.
2. Practice Authentic Communication: Ditch the jargon. Ditch the ‘leader speak.’ Speak from the heart, with honesty and humanity.
3. Align Words with Actions: Your voice loses power when your actions don’t match. Audit yourself regularly – are you living the leadership you’re preaching?
4. Speak Vision Daily: Great leaders cast vision constantly. Don’t assume people know where you’re headed – remind them, inspire them, and invite them into the story.

The Bottom Line

“In leadership, your voice is your most powerful tool – but only when it’s clear, aligned, and rooted in vision, she concludes. “And when you find your voice, you don’t just lead – you inspire, influence, and leave a legacy.”