Looking after vulnerable customers during claims surges: what “good” looks like in practice
5th February 2026
A claim often arrives at the worst possible moment: a home is damp or unsafe, routines are disrupted, finances can feel stretched, and emotions are already running high. In those conditions, vulnerability can be temporary, situational, or hidden – and it can change the support someone needs from one day to the next.
The Financial Conduct Authority defines a vulnerable customer as someone who, due to personal circumstances, is especially susceptible to harm, particularly if a firm is not acting with appropriate levels of care.
That definition matters because it shifts the focus away from labels and towards risk of harm and the level of care required.
This post shares what we focus on during surge events to help customers in vulnerable circumstances get the same quality of outcome as anyone else – without adding friction, delay, or stress.
Why surges can create (or worsen) vulnerability
Surge conditions amplify common pain points in claims:
- Uncertainty and lack of control (people don’t know what happens next, or when)
- Repeated requests for information (which can feel exhausting or intrusive)
- Multiple handovers across teams and suppliers
- Disruption at home, including noise, damp, mould risk, loss of heating or cooking facilities
- Time pressure for repairs and decisions, while customers are still processing what’s happened
- The FCA’s own work on home and travel claims handling highlights the importance of customer-centric claims policies and giving extra support in complex or vulnerable situations, including flexibility where vulnerabilities would be aggravated by staying in the property during repairs.
The principle we work to: reduce “avoidable effort” first
In practice, supporting vulnerable customers is often less about grand gestures and more about removing avoidable effort which we aim to do by taking the following approach:
- asking once, using the information many times
- being clear about timescales (and honest when they change)
- offering choices in how we communicate
- reducing unnecessary handovers
- making it easy to disclose needs, and easy to change them later
The Institute of Customer Service consistently emphasises practical steps such as proactively identifying vulnerability, adapting service, and ensuring teams have the skills and confidence to respond appropriately.
What we do during surge events
1) Train for judgement, not scripts
Surges put pressure on decision-making. That’s why we invest in training that helps claims handlers recognise vulnerability, respond consistently and not just follow a checklist.
Across CCG, all claims handlers have had specialist training to help them:
- spot common drivers of vulnerability (temporary or ongoing)
- communicate with care and clarity
- record and escalate needs appropriately
- adapt next steps for practical support
Alongside that training, we run an ongoing internal awareness programme including thought leadership pieces, case studies, working groups and refresher learning to keep vulnerability front of mind across different claim scenarios.
This matters because vulnerability isn’t rare, and it isn’t always visible at first notification.
2) Build “tell us once” into the process
One of the biggest sources of harm is repeated disclosure – asking customers to explain sensitive circumstances over and over.
Our goal is to make it easy to disclose needs once, and then make sure that support follows the customer through the journey (including across handovers).
The Chartered Insurance Institute has highlighted the importance of operationalising vulnerability management across the business, with practical focus on consistent data and systems so support is joined up and outcomes can be evidenced.
3) Put clear escalation routes in place
When a customer is in vulnerable circumstances, the “right” next step can vary and might involve:
- a faster decision
- a different communication approach
- a welfare-led check-in
- prioritised appointment scheduling
- flexibility around temporary solutions
During surges, we make sure teams know: when to escalate, who to escalate to, what options are available and how to record rationale so decisions are consistent.
4) Make supplier journeys feel like one journey
In property claims, suppliers are often part of the experience and during surges, the quality of coordination matters even more.
The FCA’s work on claims handling arrangements notes the value of multi-faceted oversight (like QA checks, journey testing and structured supplier meetings) to proactively identify and address issues in third-party handling.
In plain terms: customers shouldn’t feel bounced around. Even when multiple parties are involved, the customer experience should feel joined up, accountable, and informed. That is where our claims management software Synergy Cloud and our Repair and Supplier Services Teams come into their own!
How technology helps without replacing human care
Good vulnerability support needs two things at the same time: human judgement and flexibility, and a system that makes it easy to capture, share and act on information.
We use our claims platform Synergy Cloud to support this in practice. Every insurer’s approach to vulnerability differs – different indicators, different escalation paths, different customer-service philosophies. That’s why the platform’s vulnerability tooling is designed to be configurable and responsive, rather than forcing a one-size-fits-all model.
For example, the platform supports insurers to hold vulnerability information centrally across brands/lines of business so when a claim arrives, teams can be on the front foot and aware of relevant circumstances before the conversation starts, and able to share learning the other way when new information emerges during the claim.
What customers should experience if it’s working well
If we’re doing this properly, customers in vulnerable circumstances should notice:
- Clarity: what happens next, and when they’ll hear from us
- Continuity: fewer repeated questions and fewer handovers
- Control: choices in channel, pace, and who’s involved
- Care: practical adjustments that reduce stress (not just sympathetic language)
- Confidence: they feel listened to, and decisions are explained clearly
And if things don’t go to plan, the customer should still feel we’re owning the issue, keeping them informed, and putting it right.
Why this matters now
For us, the takeaway is simple: surge conditions are the moment where values and processes are tested. That’s when care has to be designed into every step of the journey – not bolted on afterwards.
