Skip to main content
Monthly Archives

February 2013

DO ADDITIONAL INSUREDS BELONG ON YOUR UMBRELLA?

By Construction Insurance Bulletin

It’s a regular occurrence for contractors: You receive a request from another party (an owner, general contractor, lien holder, other contractor, or a government entity) to add them as an additional insured on your insurance policies. Whether that’s a good idea is up to you — but the party often makes it clear that if you want to do business you’ll need to add them as an additional insured.

However, it’s not necessarily a good idea to add this entity to all of your policies. For example, your Excess Liability coverages — such as those under Umbrella insurance — were probably bought specifically for your own protection in case of catastrophic loss. If an additional insured, who might be well within their rights, is added to your policies with protection up to your basic coverage limits, will they also be allowed to “piggyback” up to the full amount of your coverage?

We’d advise you not to set up any procedure that makes all of your coverage limits available automatically to any additional insured. Add them to the specific coverages and amounts that they request, but go no further. If in doubt, consult with your attorney about contractual requirements and possible gaps between what the entity is requesting in being added to your coverage and what your coverage will actually provide.

Once you’re certain what you’re being asked to do, and have decided that it’s in your best interest to meet this request, there’s one more action to take before adding the additional party to your coverages. Contact us to determine if your current coverage already meets the needed conditions, or what modifications (if any) might be required to do so.

Remember: Although we want to help you meet your needs, our focus always remains on protecting you, even if against unreasonable demands from other entities. We’re here to help.

ARE YOU READY FOR A CRISIS TODAY?

By Construction Insurance Bulletin

Hurricane Sandy, tornadoes, flood — all of these disasters affected construction firms during the past year. Some companies took direct hits, while others suffered from massive service demands, and shortages of help and supplies.

Although your business might never face such massive “destruction and distress,” other events –everything from IT failure to vandalism — could trigger a crisis.

Whether it’s a catastrophe or a stressful disruption, the best way to prepare for any potential disaster is to develop a catastrophe plan in advance. This plan should allow your staff to mobilize the right resources quickly in the right order so you can get up and running with as many contingencies as possible accounted for in advance.

How do you go about developing a plan? What’s the process? Who should you include? How often should you review and update it? An effective plan should involve a “business resumption team” with managers from these areas:

  • Information technology
  • Communications, both internal and external
  • Moves and relocations
  • Services and logistics
  • Salvage and security
  • Customer service

Before a crisis erupts, the team will determine what activities to follow, assign responsibilities for these tasks, and provide the resources and information needed. When compiled and organized, these activities, responsibilities, resources, and information make up the disaster plan.

Don’t wait for a crisis to uncover the gaps in your preparations. Get started now on creating and/or updating your plan.

Feel free to give us a call so we can offer our advice and recommendations. Insurance might not solve all your crisis planning problems, but it can provide a solid foundation.

AUDIT? WHAT AUDIT?

By Construction Insurance Bulletin

Whenever you’re asked to bid on a job, you’re usually required to certify that the price is firm and that there won’t be any unexpected expenses and cost overruns once the project is underway. Because this is standard practice in the industry, it’s understandable that some contractors are surprised that their insurance costs don’t operate the same way — especially when the contractor has asked agents for “bids” on the insurance package.

Neither Workers Compensation nor General Liability, two of the key coverages in Construction insurance, usually set fixed premiums. Because payrolls and/or revenues the contractor pays or earns during the policy period determine the premiums, and there’s no way to know these costs in advance, the premiums will also be estimates. Once actual payrolls and revenues are known (usually after an insurance company audit after the end of the policy period), the company will set the final premium based on these figures. The contractor — you — will then receive either a refund (if your insured losses were lower than expected) or a bill for the additional premium due (when these losses are higher than expected).

Although it’s never pleasant to owe more money after a policy has expired, keep two things in mind: First, if the insurer were able to predict the final results accurately, it would have charged this amount in advance. Second, an additional premium due after an audit shows that you had a better year than expected — and that’s always good news!

If you have any questions about how your insurance works or how premiums are calculated, just give us a call. We’re here to help.

A SAFE WORKPLACE: ATTITUDE MAKES THE DIFFERENCE

By Workplace Safety

A lot of companies say “Safety is our Number One priority.” However, when the chips are down and production needs to increase, safety might suddenly become Number Two.

In an effective workplace health and safety program, the employer places a high priority on a safe workplace, employees participate willingly in keeping themselves safe on the job — and the company’s Workers Comp premiums stay low!

To develop and maintain safety as a “core value” among your employees, we’d recommend following these guidelines:

  • Encourage employees to think about safety 24/7.
  • Talk about safety all the time.
  • Make sure employees work safely. This job falls largely to your supervisors, who need to have good safety attitudes. You and your staff should keep checking up, monitoring performance, and being visible.
  • Encourage employee participation, suggestions, questions, and even complaints about unsafe conditions.
  • Set an example. If workers see you and your safety staff wearing PPE, following rules, eliminating hazards, and investigating incidents, they’ll follow your lead in taking safety seriously.
  • Provide positive feedback for safe performance and attitudes. People love recognition and praise for doing the right thing.
  • Correct reported safety hazards immediately. Nothing shows that you have a good safety attitude more than demonstrating that you care and are looking out for your workers.

BEWARE OF BULLIES ON THE JOB

By Workplace Safety

Unfortunately, there are all too many bullies in the workplace — and, all too often, their abusive behavior has led to violent, even fatal, employee rampages that have made the headlines. It makes sense for business owners and managers to deal with on-the-job bullying before it escalates into a potentially deadly situation.

Recognizing a bully in the workplace can be difficult. These people often have “Jekyll and Hyde” personalities: They can be extremely charming, polite, and respectful in public. However, as a rule, bullies: 1) don’t believe in following the rules of society; 2) crave negative attention; 3) try to put others down by manipulating and degrading them in front of their peers; 4) seek power; and 5) spread untrue rumors in the workplace, disrespect their victims, and refuse to listen to them.

Because there are no federal or state laws against workplace bullying, it might be hard to fire a bully right away. However, there are ways to deal with this problem.

Institute a zero-tolerance policy toward bullying. Your employee handbook and codes of conduct should set a clear definition of the consequences and punishment for bullying, with a specific list of actions for dealing with it.

Enforce the policy. When it’s time to discipline a bully, sit down with the accused person, their supervisor, and someone from your human resources department. If the bully offers to apologize and promises never to repeat the behavior, you might settle the matter by writing a letter of reprimand to be kept in their personnel file. You might also put the employee on probation, with close supervision by their supervisor, and let them know that any further bullying will result in termination.

If you’d like advice on creating and implementing an anti-bullying policy for your workplace, just give us a call.

OBESE WORKERS HELP DRIVE UP COMP RATES

By Workplace Safety

Industry experts expect a 13% average hike in Workers Compensation premiums in 2013, driven by a variety of reasons, from widespread fraud to the growth of lawsuits for work-related injuries.

One factor in these increases: Higher medical expenses for treatment of obese workers for the “co-morbid” ailments (such as diabetes and heart attacks) that stem from their expanding waistlines. A 2007 Duke University Medical School study found that overweight workers file more Comp claims, have higher medical costs, and miss more workdays due to job-related injuries than do their non-obese counterparts.

A recent nationwide study of insurers doing business in 40 states confirms this conclusion. The survey by NCCI Holdings, Inc. found that the length of Workers Comp indemnity benefits paid to the most severely obese workers is more than five times greater than that of non-obese workers who file comparable claims. When the study included the duration of permanent partial disability, the multiple climbed to more than six to one.

This relationship between worker obesity and Workers Comp costs reinforces the need for employers to offer their workers weight management programs. In addition to keeping these costs under control, these plans will help to reduce absenteeism and increase workplace productivity — not to mention help employees get, and remain, healthy. What’s not to like?

Our agency’s Workers Comp professionals stand ready to help you develop and implement a weight reduction program for your employees. Feel free to get in touch with us at any time.

TWELVE STEPS TO SAFE PARKING ON THE JOB

By Workplace Safety

When it comes to workplace safety, have you considered the company parking lot or garage? Your workers use it at least twice a day to stow and shelter their vehicles, but beyond that it’s fairly invisible. A closer look reveals that predators might easily be lurking there. To minimize this threat, experts recommend ensuring that workers (as well as visitors) take these precautions:

  1. Stay alert for cruising vehicles, whose drivers can stop suddenly and jump out to rob or assault you.
  2. If you’re using a parking lot, park near the building in a visible, lighted area.
  3. In a parking garage, park near the parking attendant (if there is one) or near a well-lit exit. Women should avoid using stairs and elevators, if possible.
  4. Use the main exit/entrance rather than a side or secluded one.
  5. Lock any valuables (including GPS, shopping, other bags, etc.) out of sight. If you’re walking to your vehicle after hours, ask a co-worker or security officer to accompany you.
  6. If you have to walk alone, ask someone to watch from inside, if possible. Turn around frequently to make sure you’re not being followed and pretend that you’re waving to someone ahead to give the impression you’re not alone.
  7. Don’t talk on your cellphone or listen to music with ear pods — predators are looking for victims who seem distracted or unaware.
  8. Have your car keys and personal alarm or whistle ready as you approach your vehicle.
  9. If someone nearby looks suspicious, keep walking and get to a safe place where you can call for help.
  10. Before you unlock the door, take a good look around, inside, and behind the vehicle.
  11. Once you enter the vehicle, lock all doors promptly and keep your windows up until you’ve exited the lot or garage.

Words to the wise.

SHOPPING SMART PAYS WITH HEALTH INSURANCE

By Employment Resources

With the economy still tight and more and more provisions of the Affordable Care Act going into effect, state and federal regulators are warning the public about a surge in healthcare-related scams. Although it’s possible to determine whether a Health insurance company is financially sound if you do some digging, it’s more difficult to determine whether an insurer offers the best deal for you and your employees. Some carriers with strong balance sheets get there by arguing with sick policyholders over what they will and won’t cover. What should you do if you’re responsible for buying insurance for your company?

  • Don’t let accelerating costs pressure you into to buying coverage that’s too cheap. Most of the scams uncovered by the government watchdog agency came about when employers and trade groups jumped in desperation at insurance that seemed less expensive than any other that they had been offered. If a deal sounds too good to be true, it probably is.
  • Confirm that the company is licensed with the state insurance commissioner.
  • Read the fine print carefully. Make sure all verbal commitments are in the fine print. Don’t just take the company’s word for it.
  • Beware of copycats. Some phony insurers will go by a name that is similar to a trusted company. Confirm that you’re really dealing with the right company that has a good reputation.
  • Instead of going for a cheap policy, raise your deductibles, or self-insured products such as Dental and Vision care. You might also buy a catastrophic policy that will cover serious illnesses and hospitalization.

For more tips on how to save on Health insurance, give us a call. We can review your options and recommend alternatives that might improve your bottom line, as well as your employees’ coverage.

CAREGIVING STRESSES WORKERS

By Employment Resources

News flash: An estimated half of all working caregivers identify emotional issues as their main cause of stress.

In a survey by ComPsych, 46% of respondents described dealing with emotional issues as their major cause of stress, while others cited financial and legal concerns (26%), providing day-to-day assistance (20%), and spending time on the phone or in person with a relative (8%).

“These findings show the need for offering a combination of elder care support through work-life services alongside an Employee Assistance Program,” said ComPsych Chairman Richard Chaifetz. “This integrated approach helps resolve the full array of employee issues related to elder care, from stress and relationship problems, to care referrals, to financial and legal concerns.”

Meanwhile, a survey from SeniorBridge Family, a New York-based elder care service provider, found that 30% of working caregivers believe that elder care responsibilities strain their job performance and marriage; 41% of caregivers worry six or more times per week about the well-being of the person for whom they care.

If you believe that your workforce would benefit from an EAP, let us review the choices with you and recommend a program that fits your company’s needs.

ATHLETIC TRAINERS REDUCE HEALTH CARE COSTS

By Employment Resources

If you think adding a “company trainer” to your benefit package sounds ludicrous, think again. Recent research shows that employing certified athletic trainers (ATs) full-time in an industrial or commercial setting decreases corporate health care costs significantly.

That’s the conclusion of a new National Athletic Trainers’ Association (NATA) Occupational Athletic Trainers’ Survey. Results show that ATs provide a measurable, positive return for each dollar spent by decreasing the frequency, severity, and cost of Workers Compensation claims for musculoskeletal disorders — while increasing worker productivity through fewer lost or restricted workdays. Such programs include wellness, physical conditioning, ergonomics, education/outreach training, rehabilitation and fitness, nutrition consultation, and medical case management.

Among the survey’s highlights:

  • 100% of companies report that an AT provided a positive return on investment (ROI).
  • 30% earned an ROI of at least $7 per dollar invested.
  • 83% said that their ROI was more than $3 per dollar invested.
  • 94% found that the severity of injuries decreased by at least 25%.
  • 75% indicated that the AT has helped to decrease restricted workdays and Workers Compensation claims for musculoskeletal disorders by more than 25%.

Almost half of the companies that hire ATs to provide on-site physical rehab indicate that their health care costs have decreased by more than 50%.

Is an AT right for you? Call and we can do a review.