Shaping Our AI Strategy in 2026
Darren Hall | Chief Operating Officer
Artificial intelligence is no longer a future concept for our industry. It is here, it is evolving quickly, and it is already influencing how insurers and legal services operate. The question for organisations like ours is not whether AI has a role to play, but how we choose to use it.
At Carpenters, our approach to AI in 2026 is grounded in realism. We see the opportunity clearly, but we are equally aware of the responsibility that comes with it. AI has the potential to support better outcomes for our clients and make life easier for our colleagues, but only if it is implemented with care, oversight and a strong sense of purpose.
We have never viewed AI as a shortcut. That position has not changed. What has evolved is our understanding of where AI can genuinely add value and where human expertise remains irreplaceable.
Using AI where it makes sense
Insurance and legal services are data heavy by nature. Claims files, correspondence, medical reports and policy information create vast volumes of information that must be reviewed, interpreted and acted upon accurately. AI is well suited to supporting this work.
In practical terms, we see AI continuing to assist with document handling, information retrieval and administrative processes. These are areas where technology can reduce friction, improve consistency and free up time. When routine tasks are handled more efficiently, our colleagues are able to focus on judgement-based work, client conversations and decision making that requires experience and empathy.
We are also exploring how AI can help surface insights from data that already exists within our systems. Used responsibly, this can support earlier identification of risk, better quality assurance and more informed operational decisions. This is not about removing people from the process. It is about giving our teams better tools to do their jobs well.
Integration matters here. AI does not deliver value in isolation. It must work seamlessly with our case management platforms and existing workflows. That is why we continue to invest in in house capability and governance rather than relying on off the shelf solutions that are not designed for the realities of our sector.
Being careful by design
With opportunity comes risk, and we are clear eyed about that. AI introduces new considerations around data security, bias, explainability and regulatory compliance. These are not abstract concerns. They go to the heart of trust, both with our clients and with our people.
Our industry operates within a strict regulatory framework for good reason. Decisions affect real lives. Any technology that supports those decisions must be transparent, auditable and capable of being challenged. Human oversight is not optional. It is essential.
That is why governance remains a cornerstone of our approach. Our internal AI frameworks are designed to ensure that proposed use cases are assessed properly, monitored continuously and aligned with our values. We are cautious about where and how data is used, particularly in relation to external tools, and we remain selective about what we discuss publicly. Cyber risk is real, and discretion is part of responsible leadership.
We are also conscious of the potential for bias within AI systems. Models learn from existing data, and that data reflects human behaviour, both good and bad. Without appropriate checks, there is a risk of reinforcing outcomes that do not align with fairness or regulatory expectations. This reinforces the need for skilled professionals to remain at the centre of any AI enabled process.
Our people remain the difference
Perhaps the most important point I can make about AI in 2026 is this. Technology does not replace the human qualities that define great service.
Our colleagues bring judgement, context and emotional intelligence to their work every day. They speak to clients who are often dealing with uncertainty and life changing events. No algorithm can replicate that experience or the trust that comes from a thoughtful and personal conversation.
AI can support our people, but it cannot care. It cannot reassure. It cannot take responsibility. Those things remain firmly human.
We are clear that AI is an augmentation tool, not a substitute for professional expertise. This also shapes how we think about skills and development. As AI becomes more embedded, the need for training, upskilling and shared understanding increases. We want our colleagues to feel confident using new tools, to understand their limitations and to challenge outputs when something does not feel right. That culture of informed oversight is critical.
Looking ahead with confidence
The pace of change in this space will not slow down. New capabilities will emerge and expectations will continue to shift. Our responsibility is to move forward thoughtfully, not reactively.
In 2026, our focus is on practical progress. We will continue to test, learn and refine how AI supports our operations, always with a clear view of risk and benefit. We will remain selective and transparent in our decision making. Most importantly, we will continue to put our people at the heart of everything we do.
AI has the potential to be a powerful enabler for our business. Used responsibly, it can help us deliver better outcomes and sustain high standards at scale. But it is not the story on its own.
The real strength of Carpenters has always been our people. Technology should serve that strength, not attempt to replace it. That principle will guide our approach to AI in 2026 and beyond.
