Perspectives | Risk Managers Need help to Ride Out Hard Market

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Risk Managers Need help to Ride Out Hard Market

A lot of risk managers and insurance buyers are going to be disappointed when their insurance comes up for renewal this year --- ask any risk manager who has recently been through the process.

Except for the very largest companies with captive insurance companies and the financial capacity to self-insure vast amounts of risk, most buyers paid more premium and got less coverage than they had before.

Insurance buyers who made out better than others in 2001 are those who actively participated in the renewal process and utilized their insurance broker as an extension of their own risk management team.

Managing the timing of the renewal cycle is also advantageous. Buyers have learned that it doesn't pay to get a late start. They need to drive the process by staying on top of their broker's activities and being responsive to requests for more information.

Although one best practice allows a four-month lead-time before expiration, this might not be enough. Why? Because underwriters are demanding more information and the outcome is likely to be higher costs. Now is the time to start working on your August-to-October renewals.

Other steps that risk mangers can take are to ask brokers to formulate a renewal strategy, and get input and advice from sources outside the present broker relationship.

Risk managers should alert management and internal customers about possible increases in risk costs, and they might want to consider converting the broker to a fee-for-services basis.

They should also strengthen premium and self-insurance loss projections in the budget, as necessary.

Concurrently, the insurance broker should be discussing the forthcoming renewal with the incumbent insurance company to ascertain their intent to renew. The broker needs to canvass the market for other possible insurers, including alternative markets, and recommend adjustments in the renewal strategy as necessary. Ratings of carriers participating in the renewal should be monitored.

Underwriters will be asking for more information than before, and this will require drilling down deeper for that data. For example, ever since September 11, workers' compensation underwriters are requesting information relative to the concentration of employees.

 

 

 

 

 

To gather the necessary information, the insurance buyer should organize a team to help gather the prospective sales, payroll, values and other exposure information. Risk managers should be updated on the status/outcome of all large or potentially dangerous claims, analyze loss trends, and be familiar with statistics such as the calculated loss ratio.

Meanwhile, the broker needs to find out what information prospective underwriters will need. The broker should order and review the loss runs, and help the risk manager identify the specific claims and suits that might be of interest to underwriters.

The broker should also engage technical staff, including actuaries if appropriate, to project losses.

During the soft market, the customer and the broker had the upper hand, but this is no longer the case. While costs are going up, coverages are being watered down. For example, we heard from a risk manager whose flood coverage extension excluded losses below street level.

As they approach the due date for the delivery of the renewal quotes, risk managers might need to adjust their expectations as to the outcome of the renewal process. They should prepare by determining what coverage the organization can buy less of, or even do without.

Risk managers should have benchmarking data available, and they should look for opportunities to avoid risk through outsourcing. They might even want to discontinue certain business activities

The meeting ended with a Q&A session in which we learned that he is not too high on enterprise risk management, that transparency (as to where their money comes from) does not create value but that Aon will not accept contingent fees and that Aon is not (like Marsh) going to abandon middle market accounts. We were not surprised to see our former colleague Walter Thomenson rise in defense of Intego, when Mr. Case debunked the idea that Intego is advantaged because it has no legacy (of Spitzer and other enforcement actions against it.)

As he said at the beginning of his presentation, "clients will separate the winners from the losers…" We felt that he really meant this — and that he was not just tipping his hat to this audience which included a lot of experienced and discriminating risk managers.

For those who would like to learn more about getting better value our of their insurance broker, visit our Insurance Broker Selection Service page. We may be able to help you put a new face on the broker who serves you.