This article was produced in partnership with Crawford Australia
The severe floods of 2022 marked more than another entry in Australia’s growing catalogue of natural disasters. They forced the industry to recognise the gaps in its systems. As the Senate Inquiry unfolded, it became clear that communication bottlenecks and uneven support for vulnerable customers carried real consequences for communities trying to recover.
The recommendations were directed primarily at insurers, yet the ripple effects moved quickly through the broader claims ecosystem. The forthcoming revisions to the General Insurance Code of Practice will lift expectations across catastrophe response, tightening the standards for transparency, timeliness, and tailored assistance.
For organisations dealing with claims, those changes have reshaped what readiness looks like. Policyholders now expect clear, consistent updates from the outset of a claim, especially during catastrophic events. As these organisations rally to meet these rising standards, some are embracing the changes.
“The floods were a turning point,” says Jonathan Hubbard, president of Crawford Australia.
“From the outset of a claim, there is now a heightened focus on identifying and delivering extra care to people facing personal, financial or situational challenges: that is where clear communication and experienced people on the ground make the biggest difference.”
These expectations become even more demanding at eco-resorts and remote commercial properties. These locations sit at the intersection of environmental constraint, limited access and heavy business interruption exposure. Roads can be cut, power and water can be unreliable, and guest evacuations or seasonal closures can turn a physical loss into a prolonged income problem.
Bushfire claims in these settings have spurred Crawford to refine both its assessment tools and its collaboration model. Hubbard points to a luxury eco-tourism resort in South Australia that was severely damaged by bushfire as a clear example. The response required a multidisciplinary team of adjusters, forensic accountants, surveyors and construction consultants.
“We used 3D modelling and drone imagery to build a solid baseline for the claim and then worked with the client on a staged reopening,” he explains. That structure allowed the resort to restart parts of its operation while rebuild work continued elsewhere on the property, balancing commercial survival with safety and environmental controls.
Environmental sensitivities are no longer a footnote. Rebuilds must meet stricter sustainability and resilience requirements, and sourcing compliant materials can add cost and delay. In response, Crawford has strengthened its managed repair programs by working with vetted contractors who understand regional conditions and regulatory settings. The company aims to reduce the risk of contractor insolvency and maintain quality and cost control from the outset.
For insurers, one of the strongest lessons from these fires is the importance of early and genuine collaboration. Successful rebuilds depend on insurers, brokers, loss adjusters, engineers, builders and local authorities agreeing early on scope, sequencing and environmental controls. Independent expert reports, while not cheap, often save time later by clarifying liability and technical constraints before disputes emerge.
Business interruption is another area where real-world experience has sharpened practice. Prevention-of-access claims and utility outages in remote locations can blur policy triggers. Aligning wording, waiting periods and evidence requirements with forensic accounting input at the start of a claim helps avoid confusion when communities are under pressure to reopen.
Crawford’s recent large-loss reports suggest that the industry is entering a period of more frequent, more complex catastrophe claims. Severe events involving cyclones, floods and bushfires are overlapping more often, leading to longer interruption periods and more intricate loss patterns. These events are also striking larger areas and lasting longer, which amplifies pressure on supply chains and specialist resources.
Technology now plays a front-line role. In Australia, satellite imagery, drones and 3D mapping have become essential for real-time assessment and disciplined data capture. These tools accelerate scoping and support pre- and post-loss comparisons. Yet Hubbard is clear that technology does not replace the need for experienced adjusters — or a human presence. Large and complex claims still turn on stakeholder management, sound judgment and the ability to guide clients through difficult decisions.
“We are dealing with people on some of their worst days, and they want to deal with real people who show up in person,” he says.
The reports also highlight a growing workforce challenge. Crawford has responded by investing in structured training programs and a culture of continuous learning, so new adjusters can step into catastrophe environments with the right blend of technical skill and emotional intelligence.
For brokers and insurers placing regional or hospitality risks, “being ready” now means more than having capacity on paper. It involves reviewing policy wordings in advance, ensuring business interruption cover reflects real-world exposures, and establishing relationships with trusted repair networks and expert panels before disaster strikes. Clear communication plans are just as important, especially in the early days of an event when uncertainty is highest.
To meet head-on the coming challenges, both man-made and weather event-related, Crawford is keen on strategic reinforcement. For example, catastrophe modelling helps identify likely hotspots and test team strength each season. Global relationships provide additional support when domestic resources are stretched. Managed repair networks and expert panels stand ready to mobilise so that quality and speed are not traded off against each other.
Overall, Hubbard describes Crawford’s broader approach as a mix of capacity, agility and continuous improvement.
“Every event leaves us with lessons that need to be applied quickly,” Hubbard says. “If we are not adapting after each season, we fall behind the pace of the risks we are trying to manage.”
Crucially, the organisation continues to refine its practices after each event. Lessons from bushfires, floods and cyclones feed back into training, procedures and client conversations. In a climate where natural catastrophes are expected to intensify, that cycle of learning is becoming central to helping clients and communities recover, not just from the next event, but from the one after that.
