Unexpected events can pop up at any time often with a hefty price tag. But having appropriate risk management strategies in place can prevent a bump in the road from becoming a detrimental blow to your bottom line.
With today’s shaky economy, it’s likely your budget is slimmer than ever. You’re not alone. According to the Aon 2009 Global Risk Management Survey, 57 percent of those surveyed reported suffering losses due to the economic slowdown. With less cash in your line items, you may be tempted to skimp on insurance to cut costs. But implementing a prevention program and carrying the right amount of coverage can actually save you money in the long run.
“It’s all about keeping your operations running, your people productive and your process efficient,” says Mark Miller, regional vice president, Michigan and Illinois, Hylant Group. “A loss in any one area and all three legs come crumbling down.”
It’s likely your business already has at least basic insurance policies in place. But risk management goes beyond paying workers’ compensation premiums. A few basic pre-emptive measures now could prevent a costly incident from ever occurring and can save you the hassle of dealing with a startling loss.Determine your risk
Before you settle on what policies and strategies to implement, you must first determine which areas pose the greatest threats to your company’s livelihood. A thorough examination of all aspects of your operation, known as enterprise risk management, will uncover vulnerabilities.
“There’s risk in every element of your business, from your employees to your intellectual capital, physical operations to the financing of your business,” Miller says. “You need to understand which ones are the biggest risks to potentially impair your business.”
With peril lurking around every turn, you may feel overwhelmed. Your insurance broker or carrier can help you analyze how to best prevent disaster. You’re already paying for his or her service through premiums, so including your broker in risk planning is a cost-effective way to bring an expert to your side of the table.
“The problem that most of our clients face is they know a lot about the business that they are in, but they know very little about insurance coverages and the idiosyncrasies of different policies,” says Kenn R. Allen, president, Meadowbrook Insurance Agencies. “The best place for them to start is with their insurance agent.”
The slumping economy has exaggerated the market for some risks. Strapped with smaller budgets, many CEOs are reducing staff and facing the hazards that come with such measures. Wrongful termination lawsuits can soar during layoffs, and employees who fear they’re next on the chopping block could suddenly fall victim to a fabricated injury.
“In the downsizing of operations in today’s economy, people that know they are going to be laid-off may be looking for a deep pocket,” Miller says.
To protect your business from frivolous claims, consult with your insurance agent and attorney to ensure you are properly covered through employment practices liability and workers’ compensation insurance and that the actions you intend to take are legal. Directors and officers coverage may also be valuable during these times, as executives are forced to make tough decisions that deeply affect the company.
Additionally, you may be interested in credit insurance to keep your business running if your receivables are late. While many carriers have pulled back on providing such coverage, you can still take measures to protect yourself.
“Many companies will not be able to purchase credit insurance at any price,” Miller says. “What we ask our clients to do is to not overextend themselves; try to get some cash upfront. Try to make sure the work and the process are covered appropriately. It can be best handled through business practices, as opposed to credit insurance.”
For each risk area, map out worst-case scenarios to determine which exposures you can tolerate and which components will require more in-depth attention. Once you have pinpointed the most dangerous aspects, you can begin examining insurance policies and preventive measures.Save money
If you’re concerned about the cost of managing risk, there may be good news on the horizon. A recent survey by the Risk and Insurance Management Society found that the average total cost of risk which is composed of insurance premiums, retained losses and risk administrative costs fell 9.4 percent per $1,000 of revenue in 2008.
Still, you can’t afford to pay for coverage you don’t need, so it is imperative to create a risk management plan that works for your company. If you’re willing to put in the time to calculate your options, it’s likely you can save money on premiums and avoid loss events altogether.
While some minimum levels of insurance may be mandated by your state, it is up to you to decide how much additional coverage you require. By bulking up your policy in areas that are most prone to loss and by peeling back your insurance on more stable items, you can devise a plan that optimizes coverage and minimizes your out-of-pocket cost.
However, if you choose to reduce your premiums or take on higher deductibles, you must ensure you have accounted for the potential gaps in your budget.
“It’s not going to do any good to save premium dollars and then not have the cash to make your business whole, should the loss occur,” Allen says.
A common way to reduce risk exposure is to transfer the obligation to a third party, such as requiring tenants to provide their own insurance. You may also want to consider implementing safety measures in your business plan, such as employee workshops. These actions can improve your risk profile and make you more attractive to a carrier and more apt to get a better rate.
“If you’re Main Street USA, the best way to effectuate credit, to reduce your premium, is to control your losses,” Allen says. “Invite the carrier to inspect your premises; listen to your carrier or agent. Take on deductibles; they may be small, but they will still give you credits against the premiums.”Review coverage
To ensure you have the proper coverage in the adequate amounts, you should step back and review your strategies at least once a year. It’s recommended that you reanalyze your plan each time there is a major change, such as a new acquisition or new product.
And don’t hesitate to reach out to your agent or carrier any time you have questions or concerns. Regular discussions help build a meaningful relationship that ensures the broker has your best interests in mind.
“It’s imperative that a buyer and agent talk, and there’s no limitation on how often,” Allen says. “They should discuss things daily, if it’s required.”
In the long run, maintaining a stable partnership with your insurance provider makes sense for both sides: You benefit from receiving better service and pricing, and the broker is saved the time and effort of cultivating new clients.
“In these difficult times, long-standing relationships mean a lot,” Miller says. “When it comes to having a claim adjusted and to have coverage interpretation, loyalty and relationships can go a long way to a successful resolution.”