Large Fleet Insurance: How It Actually Works When You’re Running 50+ Vehicles
Large fleet insurance covers organisations running 50 or more vehicles under a single programme, though large fleet underwriting starts to apply from around 15-20 vehicles. At this scale, your policy isn’t priced from market rate tables. It’s priced on burning cost, meaning the insurer calculates your premium from your own claims spend over the previous three to five years rather than actuarial averages. That changes everything about how you manage, present, and negotiate your fleet insurance. The biggest annual lever you’ve got isn’t which insurer you pick. It’s how well you manage your loss ratio and how convincingly you present your risk management programme at renewal.
Key Takeaways
- →Large fleet premiums are set on burning cost, not market rates. Your own claims data drives the number. A loss ratio above 60-70% will hit you with serious renewal loadings. Below 40% and you’re in a strong position regardless of what the wider market’s doing
- →At this scale, your risk management submission matters as much as the claims data itself. Underwriters look at the quality of your driver management, telematics programme, incident investigation process, and vehicle maintenance when they decide both appetite and price
- →Long-term agreements (LTAs) are on the table for large fleets with strong loss ratios. A 2 or 3-year LTA at a fixed or capped rate gives you premium certainty and saves the cost and disruption of annual tendering. Insurers offer LTAs to accounts they want to keep
- →Large fleets can use self-insurance structures: high excess programmes, captive insurance, excess of loss covers. Well-managed, data-rich fleets retain the small attritional claims layer and only pass catastrophic risk to insurers, cutting total cost of risk significantly
- →Large fleets are typically placed in the London market, including Lloyd’s syndicates, not standard insurer panels. That needs a specialist fleet broker with London market access who can structure a placement across multiple capacity providers
- →The difference between a fleet risk manager and a fleet administrator is commercially significant at this scale. Businesses without a proper risk management function leave real money on the table that a well-built renewal submission would capture
💬 From the MMC Fleet Team | FCA Reg. 916241
“The businesses that pay the least for large fleet insurance aren’t the ones with the best luck on claims. They’re the ones whose fleet risk managers walk into renewal with three years of loss ratio data broken down by driver, vehicle type, and incident cause, a documented remediation programme showing what changed after every significant incident, and a telematics report proving driver behaviour has improved year on year. An underwriter looking at that submission prices it very differently to an identical fleet with no data and no programme. The premium gap between those two identical fleets can be 30 to 50 percent.”
Quick Facts
- ✓There are around 4.3 million company cars on the UK roads. The top 100 UK fleet operators between them run over 500,000 vehicles. Fleets at this scale are placed through the London market and Lloyd’s of London, not standard commercial insurer panels
- ✓Insurance Premium Tax (IPT) is charged at 12% on fleet premiums. For a large fleet paying £500,000 a year, that’s £60,000 in tax alone. Self-insured or captive structures can legitimately reduce IPT exposure by retaining the lower-risk layer in-house
- ✓FORS (Fleet Operator Recognition Scheme) Gold accreditation and DVSA’s Earned Recognition scheme are both recognised by specialist fleet underwriters as evidence of governance quality, and they earn premium recognition at renewal
- ✓The burning cost loading, the uplift insurers add for profit margin and expenses above pure claims cost, typically adds 40-60% to the base claims cost on standard programmes. Well-structured large fleet accounts can negotiate this loading down through demonstrated risk management investment
Fleet insurance changes completely at large fleet scale. The mechanics of buying it, the way it’s priced, the structures available, and the levers that genuinely move the annual cost are all different from what applies to a five or ten-vehicle SME fleet. But most fleet insurance guidance is written for small businesses. The result? Plenty of large fleet operators, including some running 100 or 200 vehicles, still approach renewal as if they’re buying a commodity, when in fact they’ve got significant structural options smaller operators just can’t access.
This guide is written for businesses running 50 or more vehicles, and for those approaching that scale. It covers burning cost rating, loss ratio management, risk management submissions, long-term agreements, self-insurance structures, London market placement, and what separates a fleet that consistently gets competitive premiums from one that overpays year after year.
When Does a Fleet Become a “Large” Fleet?
There’s no single threshold. The shift from pooled market rating to burning cost happens at different fleet sizes depending on the insurer, the vehicle types, and your claims volume. As a working guide: fleets above 15-20 vehicles start picking up burning cost elements; fleets above 50 vehicles are almost entirely rated on their own loss experience; fleets above 100 vehicles move into London market territory where bespoke structured placements are the norm.
| Fleet Size | Pricing Method | Market Access | Key Renewal Lever |
|---|---|---|---|
| 2-14 vehicles (mini fleet) | Pooled market rating. Insurer uses actuarial tables based on vehicle type, driver age, use class, and postcode. Your own claims history carries limited weight. | Standard commercial panels. Some specialist mini fleet underwriters. Comparison-based broking. | Vehicle composition, driver profile, overnight location, voluntary excess. Market competition is your main cost lever. |
| 15-49 vehicles (mid-fleet) | Blended: part burning cost, part pooled rating. Your claims history starts to carry real weight. A bad claims year visibly loads the renewal. A clean year gives you genuine room to negotiate. | Standard fleet insurers and larger commercial markets. Some London market appetite for complex risks. | 3-year loss ratio. Risk management evidence. Telematics data. Driver training investment. Market tendering at renewal. |
| 50-199 vehicles (large fleet) | Mostly burning cost. Insurer calculates a base premium from your actual claims cost plus a loading for expenses and profit margin. Market averages are mostly irrelevant. Your own data drives the number. | London market, specialist fleet underwriters, some Lloyd’s syndicates. Standard panels have limited appetite at this scale for complex or specialist fleets. | Loss ratio management. Risk management submission quality. Telematics and data analytics. Self-insurance structures. LTAs. Broker relationship with London market. |
| 200+ vehicles (major fleet) | Full burning cost. Some fleets at this scale use formal actuarial analysis of their claims data as the basis for renewal. Multi-layer structured placements are standard. | Lloyd’s of London syndicates. Specialist international market capacity. Potential for captive insurance. Risk retention programmes. | Total cost of risk optimisation across self-insured and externally insured layers. Captive dividend. Risk management ROI. LTA negotiation with lead underwriter. |
Burning Cost Rating: What It Is and Why It Changes Everything
Burning cost is the base claims cost expressed as a rate per vehicle (or per unit of exposure). The insurer takes your actual paid and reserved claims over the rating period, divides it by the number of vehicle years of exposure, and uses that as the foundation for the renewal premium. Loading factors for profit, expenses, and uncertainty get added on top. The critical bit: your premium is directly derived from your own loss experience. Improving that experience is the single most effective way to reduce what you pay.
How Burning Cost Works in Practice
Take a fleet of 80 vehicles that generated £240,000 in paid and reserved claims over three years (80 vehicles x 3 years = 240 vehicle-years of exposure). The burning cost rate is £240,000 / 240 = £1,000 per vehicle per year. The insurer then applies a loading, typically 40-60% for a standard placement, to cover their expenses, profit margin, and reserve uncertainty. At 50% loading, the loaded rate is £1,500 per vehicle. Total indicative annual premium: 80 vehicles x £1,500 = £120,000.
Now picture the same fleet running an improved risk management programme that cuts claims by 25% over the next two years. The 5-year burning cost drops materially, and at renewal the loaded rate might fall to £1,200 per vehicle, saving £24,000 a year. That’s why large fleet operators invest in risk management as a direct cost-reduction activity, not just a compliance box-tick. The return on driver training, telematics, and incident prevention is visible in the renewal premium itself.
Loss Ratios: What’s a Good One and Why It’s the Number That Matters Most
The loss ratio is total claims paid and reserved as a percentage of earned premium. A loss ratio of 50% means the insurer paid out £50 in claims for every £100 of premium received. For large fleet underwriters, the loss ratio is the central metric in every renewal conversation. Knowing where your fleet sits, and why, is the foundation of any effective negotiation.
| Loss Ratio | What It Tells the Underwriter | Renewal Outcome | Your Position |
|---|---|---|---|
| Below 40% | Account is highly profitable for the insurer. Risk management is clearly working. This is a client to retain and reward. | Potential for rate reduction, an LTA offer, and enhanced terms. Other markets will compete for this account. | Strong. Tender competitively, push for an LTA, negotiate rate reductions and enhanced cover. |
| 40-60% | Account is profitable. Claims are within expected parameters. Renewal is straightforward. | Flat renewal likely with modest adjustment for general market movement. Insurer wants to keep the account. | Good. Hold or improve the ratio. Present risk management improvements to support a flat renewal. |
| 60-80% | Account is marginal. Claims are eating into the insurer’s profit. They want to see improvement or they’ll load the premium to restore margin. | Premium increase likely. Insurer may make risk management improvements a condition of renewal. Some markets may decline to quote. | Weak but recoverable. Bring a credible remediation plan with specific actions taken since the claims. Start the renewal early to keep markets open. |
| Above 80% | Account is unprofitable. The insurer’s paying out more than they’re comfortable with. Underwriting appetite tightens fast. | Significant premium increase. Possible policy restrictions or exclusions. Markets narrow considerably. Some insurers won’t renew at any price. | Very weak. Needs a substantial documented improvement plan and a specialist broker who can present it compellingly to London market capacity that standard insurers can’t reach. |
Your loss ratio comes from your Confirmed Claims Experience (CCE), the formal claims record your insurer provides at renewal. For large fleets, the CCE needs interrogating in detail: broken down by claim type (own damage, third-party property, personal injury, theft), by vehicle type, and where possible by driver. That granular analysis shows you where the claims are actually coming from and lets you target intervention rather than spreading risk management spend thinly. See our guide to fleet CCE and claims experience rating for a detailed walk-through.
What Goes Into a Proper Risk Management Submission
At large fleet scale, the renewal submission isn’t just a vehicle schedule and a claims history. It’s a risk management document. Underwriters at this level want evidence the business understands its risk, has invested in managing it, and can show measurable improvement over time. A well-built submission can meaningfully cut the loading applied above burning cost. The difference between a 40% loading and a 55% loading on a £200,000 base premium is £30,000 a year.
| Submission Element | What to Include | Why It Matters to the Underwriter |
|---|---|---|
| Fleet composition and vehicle schedule | Full vehicle list by type, age, value, use class, and annual mileage. Highlight any fleet age improvements (newer vehicles replacing older ones). Note EV or hybrid transition percentage. | Lets the underwriter assess exposure accurately. A newer, lower-risk fleet profile supports a lower rate. EV transitions show forward-looking fleet management. |
| 3-5 year claims analysis | Year-by-year loss ratio. Claims breakdown by type (own damage, TP property, TP injury, theft, windscreen). Trend analysis showing direction of travel. Commentary on any large or atypical claims. | Shows transparency and that you understand your loss experience. A trend of improving ratios tells a different story to a flat or worsening trend, even at the same average loss ratio. |
| Driver management programme | DVLA licence check process and frequency. Driver induction training. Advanced driver training uptake. Driver scoring system and how scores get used. Disciplinary process for repeat incident drivers. Any driver improvement results (before and after metrics). | Driver quality is the main claims driver for most fleets. Documented driver management signals that frequency should be falling over time. |
| Telematics data summary | Fleet-wide driver behaviour scores year on year. Reduction in harsh event frequency. Speeding event trend. Specific metrics showing improvement. Dashcam coverage percentage. How telematics data is actually used in driver management, not just collected. | Telematics data showing improvement is direct evidence of reduced future claims frequency. Insurers seeing 20% year-on-year reduction in harsh braking will price forward risk more favourably. See our telematics and insurance guide. |
| Incident investigation and root cause process | How incidents get investigated beyond the insurance claim itself. Evidence of root cause analysis applied to repeat incident patterns. Procedure or training changes implemented as a direct result of incidents. | Shows the fleet learns from its losses rather than just paying for them. That’s the difference between managing risk and just buying insurance. |
| Vehicle maintenance and inspection programme | Service interval compliance rate. Walk-around check process and documentation. Defect reporting system. How vehicle off-road time for maintenance is managed. Compliance with any operator licence maintenance requirements. | Poorly maintained vehicles generate claims. Documented maintenance compliance reduces mechanical failure claims and demonstrates a duty of care that lowers severity risk. |
| Accreditations and compliance | FORS Bronze/Silver/Gold. DVSA Earned Recognition. ISO 39001 (Road Traffic Safety Management). Operator licence compliance (HGV/coach). CQC registration (care/healthcare). Copies of recent inspection reports and audit outcomes. | Third-party validated accreditations give the underwriter confidence that the risk management claims in your submission are independently verified, not self-reported. |
Pro Tip: Start the Renewal 12 Weeks Out, Not 4
Large fleet renewals need a lot more lead time than small ones. A broker needs 8-12 weeks to build a quality submission, approach the market properly, get credible competing terms, and finish the negotiation. Starting at 4 weeks means you’re accepting the first terms available with no time to negotiate. Starting at 12 weeks means the insurer who wants to keep your account knows you’ve got time to move, which alone changes the conversation. If your loss ratio has slipped, an early start gives your broker time to tell the remediation story properly rather than rushing a submission that undersells what you’ve fixed.
Long-Term Agreements: When to Lock in a Multi-Year Deal
A long-term agreement (LTA) is a multi-year commitment between you and the insurer that fixes or caps the premium rate for 2 or 3 years, takes the disruption of annual tendering off the table, and usually includes performance-linked adjustments. The insurer gets account retention certainty. You get premium stability and the renewal uncertainty disappears. LTAs are offered to accounts the insurer wants to keep, which means they’re available mostly to fleets with strong loss ratios and effective risk management.
| LTA Feature | What You Get | Risk or Condition |
|---|---|---|
| Fixed rate for 2-3 years | Budget certainty. Insulation from market hardening cycles. Premium doesn’t go up in year 2 or 3 even if the wider market hardens significantly. | The fixed rate is usually set slightly above what you might achieve at the first renewal in a soft market. You’re paying for certainty. Look at where the insurance market’s heading before deciding to LTA. |
| Capped rate with performance adjustment | Rate can’t go up beyond the cap regardless of claims. If performance improves, a downward adjustment may apply at year 2. Some LTAs include a profit commission clause where very low loss ratios trigger a rebate. | Loss ratio deterioration within the LTA period typically triggers a mid-term review clause. Know what loss ratio level activates a review before signing. |
| No competitive tender in years 2-3 | Less management time and broker cost. No risk of disruption from switching insurer mid-programme. The insurer invests more in the relationship knowing the account’s retained. | You lose the annual competitive tension that sometimes drives rate improvement. Market rates may fall below your LTA rate in years 2-3 if the market softens. Early exit clauses usually carry serious penalties. |
| Dedicated account team from insurer | Named underwriter, claims manager, and risk management resource. Faster claims resolution. Proactive risk management support. Direct senior-level access that smaller accounts don’t get. | Service quality depends on the specific people assigned. Build the team quality expectation into the LTA terms where you can. |
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Self-Insurance and Risk Retention: When You Don’t Need to Insure Everything
Transferring all your fleet risk to the insurance market costs around 50-60% more than the underlying claims cost alone, once you factor in insurer expenses, profit margin, IPT, and broker fees. For large fleets with stable, predictable claims patterns, retaining part of the risk in-house can deliver real cost savings while keeping catastrophic protection in place through the external market. This isn’t an option for smaller fleets. You need scale for the retained claims to be statistically predictable.
| Structure | How It Works | Who It Suits | Key Consideration |
|---|---|---|---|
| High excess / self-insured retention | You retain all claims below a set excess (e.g. £5,000, £10,000, or £25,000 per incident). External insurance only responds above that level. The external premium is lower because the insurer’s covering a much smaller share of the claims. You fund the retained layer from working capital or a dedicated reserve. | Fleets with predictable attritional claims (lots of small incidents at similar cost) and balance sheet strength to absorb the retained layer without it hurting operations. | The retained excess is real money. Make sure the business genuinely can absorb several retained incidents in a single year. Model the downside before committing. |
| Excess of loss (XL) programme | A structured programme where you retain all claims in the first layer (e.g. first £25,000), an XL insurer covers the next layer (e.g. £25,000 to £500,000 per incident), and a further XL layer covers catastrophic individual incidents above that. Third-party liability stays fully insured throughout. | Fleets of 100+ vehicles with sophisticated risk management functions and the financial strength to model and fund the retained layer. Needs a specialist broker to construct and maintain the programme. | Third-party liability (personal injury and property damage to third parties) must always be fully insured to unlimited Road Traffic Act levels regardless of the self-insurance structure. Self-insurance only ever applies to own-damage claims on your own vehicles. |
| Captive insurance company | The corporate group sets up a wholly owned insurance subsidiary (the captive) that insures the group’s fleet risk. Premiums paid to the captive stay within the group rather than going to an external insurer. The captive reinsures catastrophic risk externally. The captive captures the underwriting profit and investment return on reserves that would otherwise go to the insurer. | Large corporate groups with 200+ fleet vehicles and multiple insurance lines. Most effective when fleet is one of several lines being captivated (property, liability, workers’ compensation). Usually domiciled in Guernsey, Isle of Man, or Ireland. | Captive set-up and management involves regulatory, actuarial, and governance requirements. Minimum viable scale for a fleet-only captive is typically £500,000+ annual premium. Most fleet captives sit inside broader corporate insurance captive programmes. |
| Aggregate stop-loss | You self-insure all claims up to an annual aggregate limit (e.g. total claims in the year can’t exceed £300,000 before stop-loss kicks in). Once annual claims exceed the aggregate, the stop-loss pays the excess. Gives you a predictable maximum annual claims exposure. | Fleets whose concern is volatility rather than average cost. Gives you budget certainty even when self-retaining a big chunk of claims. | Aggregate stop-loss pricing reflects the probability of breaching the aggregate. Set the attachment point too low and the stop-loss gets expensive. Model carefully against actual year-by-year claims. |
Why the London Market Matters for Large Fleet Insurance
Lloyd’s of London and the wider London insurance market (including London Company Market insurers) provide capacity and appetite for large, complex, or specialist fleet risks that standard insurer panels just don’t offer. For large fleets, especially those with complex vehicle mixes, poor claims histories, specialist operations, or self-insurance structures, London market placement through a specialist broker isn’t an optional upgrade. It’s the only route to the full range of available capacity.
What the London Market Provides
- →Capacity for very large fleets (500+ vehicles) that exceed any single insurer’s appetite
- →Appetite for complex or high-risk fleets (poor loss ratios, specialist operations) that standard panels decline
- →Bespoke policy wordings tailored to the specific fleet, rather than standard wording with amendments
- →Multi-layer structured placements combining several syndicates or insurers to fill total capacity
- →International coverage for multi-territory fleet operations
What That Means for Your Broker
- →Your broker needs Lloyd’s accreditation (Lloyd’s Broker status) or a coverholder arrangement to access the London market directly
- →A broker without London market relationships will route your submission to standard panels only, missing capacity that could improve your terms
- →The relationship between your broker and the lead underwriter matters as much as the submission quality. Underwriters allocate capacity to brokers they trust and work with regularly
- →Ask your broker directly: which Lloyd’s syndicates and London market insurers are you placing this with, and what’s your relationship with the lead underwriter on each?
How a Mixed Large Fleet Gets Structured and Rated
Large fleets running multiple vehicle types, company cars alongside vans, HGVs, minibuses, and specialist vehicles, face the extra complexity of needing each class correctly rated while keeping a unified fleet programme. Get the rating wrong on any vehicle category and you’ve either overpaid (over-rated) or got an uninsured gap (under-rated). The policy structure has to reflect what each vehicle type actually does and who drives it.
| Vehicle Class | Rating Approach | Common Mistake |
|---|---|---|
| Company cars (100+ vehicles) | Burning cost based on own car damage and third-party history. Driver age profile matters. P11D values drive replacement cost expectations. Named or any-driver structure affects rate significantly. | Insuring on any-driver cover with no age restriction when the actual driver pool is mostly experienced named drivers. Named driver cover for a stable pool of 35+ year old employees with clean licences is materially cheaper than any-driver with no floor. |
| Commercial vans (50+ vehicles) | Use class is critical: business class 3 vs hire and reward vs courier. Overnight security (depot vs street). Declared annual mileage. Telematics data on van fleet performance carries particular weight, since van claims frequency is typically higher than cars. | Understating mileage on high-mileage van operations. Van drivers are often lower-seniority staff with higher claims frequency than car drivers. A telematics programme specifically targeting the van fleet delivers disproportionate premium benefit. See our van fleet insurance guide. |
| HGVs (10+ vehicles) | HGVs are often rated as a separate sub-fleet within the overall programme because their claims profile is different. Operator licence compliance, tachograph compliance, and maintenance records all factor in. Driver CPC qualification matters. High-value cargo increases goods-in-transit requirements. | Running HGVs on the same policy section as cars without separate underwriting attention. HGV claims are typically higher severity. Mixing them in with the car fleet without segmented data hides the HGV contribution to the overall loss ratio. See our HGV fleet insurance guide. |
| Specialist or adapted vehicles | Agreed value for any adapted or specialist vehicle where market value understates replacement cost. Specific use class declarations for specialist operations (care, medical, construction, utilities). WAVs, mobile workshops, and refrigerated units should be separately scheduled and valued. | Grouping all vehicles at market value without agreed value endorsements for specialist vehicles. A fleet of 20 adapted vehicles settled at market value after a major incident could leave you several hundred thousand pounds short of actual replacement cost. |
Managing Drivers at Scale: What the Underwriters Want to See
You can’t manage drivers at scale manually. A large fleet with 200 drivers can’t run individual DVLA checks, manual training records, and paper-based incident reporting effectively. The businesses getting the best risk management outcomes (and therefore the best premiums) use integrated fleet management systems that automate driver compliance, surface risk exceptions, and generate the auditable data underwriters want at renewal.
| Process | What Good Looks Like at Scale | Insurance Benefit |
|---|---|---|
| DVLA licence checking | Automated DVLA licence checking service (e.g. via a fleet management platform with DVLA bulk check integration) running quarterly or more often. Automatic alerts when a driver’s licence changes or a new endorsement appears. No manual process or annual reminder cycle. | Stops excluded driver incidents where undisclosed endorsements void cover. Audit trail proves compliance to the underwriter. Quarterly checking is best practice that most standard fleet policies only aspire to. |
| Driver risk scoring and segmentation | Telematics-derived driver scores split into risk tiers (Green/Amber/Red). Red drivers automatically flagged for coaching. Scores tracked over time to measure improvement. Specific behaviours (speeding, harsh braking, phone use) addressed through targeted training, not generic course attendance. | Year-on-year score improvement is the most compelling evidence in a renewal submission that future claims frequency will be lower than historical. Underwriters value data showing change, not just data describing the current position. |
| Incident management system | Centralised incident reporting capturing all vehicle incidents, not just the ones generating insurance claims. Root cause categorisation (driver error, road conditions, vehicle defect, third-party fault). Trend reporting by incident type, location, vehicle class, and driver. Post-incident review documented for every significant incident. | Granular incident data lets you target risk reduction. Shows underwriters that the organisation learns from incidents and invests in prevention, not just claims payment. |
| Fleet compliance management | Automated tracking of vehicle MOT dates, service intervals, walkaround check completion, defect reporting, and resolution. Vehicles flagged automatically when compliance is approaching or overdue. Integrated with maintenance provider scheduling. | Mechanical failure claims (often uninsured under comprehensive cover as wear and tear) and defect-related accidents drop with proactive maintenance compliance. For operator licence fleets, compliance records are a regulatory requirement that also feeds the renewal submission. |
Five Large Fleet Insurance Mistakes That Are Entirely Avoidable
- ✗Starting renewal 4 weeks before expiry. At large fleet scale this kills your broker’s ability to approach the market properly, get credible competing terms, and negotiate. You end up taking the first credible terms available rather than the best available. Start 12 weeks out, no exceptions.
- ✗Treating renewal as admin rather than negotiation. The premium isn’t fixed until it’s agreed. A well-presented risk management submission with strong data routinely beats the same fleet submitted with a bare vehicle list and CCE by 15-25%. Submission quality directly affects what you pay.
- ✗Using a broker without London market access for a 100+ vehicle fleet. Standard panel brokers can’t access Lloyd’s syndicates and London Company Market insurers directly. Missing that capacity means missing the competitive tension a fully marketed submission creates, and potentially missing the only markets willing to offer competitive terms on a complex or high-loss ratio fleet.
- ✗Not segmenting the claims data before presenting it. An undifferentiated loss ratio hides where the risk actually sits. If 80% of your claims cost is coming from 15% of the vehicles (older depot vans, say), or from one specific site or driver category, segmenting the presentation lets the underwriter rate the good part of the fleet on its own merits rather than blending it with the bad.
- ✗Not even considering whether a high excess or self-insurance structure would cut total cost of risk. Plenty of large fleets keep paying for full transfer of attritional own-damage claims to the insurer year after year without ever asking whether retaining that layer would be cheaper. For a fleet whose own-damage claims are below £5,000 per incident and number 30-40 a year, a £10,000 excess structure can save 20-30% of the own-damage premium, often more than the total retained claims cost in a typical year.
Frequently Asked Questions
Disclaimer: This article is for informational purposes only and isn’t financial, insurance, or actuarial advice. Large fleet insurance structures, captive arrangements, and risk retention programmes involve complex financial and regulatory considerations. Always consult an FCA-regulated specialist broker and, for self-insurance or captive structures, get advice from a qualified actuary and specialist fleet risk adviser. MyMoneyComparison.com Ltd is authorised and regulated by the Financial Conduct Authority (FCA), registration number 916241.
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