Category Archives: Disaster Recovery

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Creating a Strong Defense and Offense in Your Risk Management Program

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Stakeholders demand that companies grow, but at the same time, they expect growth to be managed to make sure the brand is not tarnished. That means enabling value as well as protecting value, which comes down to striking the appropriate balance between risk agility and risk resiliency.

For many years, risk management has focused on protecting the brand and keeping the company out of trouble. But if it’s done right, risk management is about playing not only defense but offense as well—it’s about value protection and value enablement.

Defensive Risk Management

Defensive risk management is mostly about risk resiliency, enabling a company to either prevent bad things from happening or recover more efficiently from disruption. Defensive tactics include setting up a risk appetite statement and framework that are approved by the board on down. Next, the risks should be aggregated across the enterprise and mapped against that appetite along with related risk tolerances and limits. Defensive risk management is also about developing a set of very specific key risk indicators (KRIs) to look for. This includes having a solid business continuity management strategy that will quickly get things back on track after a risk event. These activities keep the company out of harm’s way, and may be the easier part of risk management.

Offensive Risk Management

The more difficult part is thinking about risk management offensively—leveraging it for strategic advantage and growth. The first offensive tactic is to align your risk management process with strategic planning so you can drive those priorities forward in light of all the risks you are facing. That’s not an easy thing to do because even though companies may think they’re aligned, many of them actually run two very distinct and separate processes. Another offensive tactic involves giving some of the risk management activities back to the business units—so they can run faster and drive risk-adjusted decisions and revenue plans.

Risk agility lets a company flex and grow by making the risk management process adaptable to changes in the business model or to external changes affecting the company.

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It is also something that has to be thought about more formally so that it does not become counterintuitive to the growth agenda, but actually supports it and even helps drive it.

If a company is being held accountable by its stakeholders to grow—and they all are—that growth has to be pursued in a controlled manner so the brand doesn’t become tarnished. That is about striking the appropriate balance between risk agility and risk resiliency—playing offense and defense.

The simple fact is that companies that use their risk management activities to play both sides are more likely to see sustainable growth and better performance patterns because they are balanced between moving the business forward and keeping the business in check.

PwC’s study 2016 Risk in review: Going the distance highlights how companies can achieve this important balance. For example, companies that structure their risk management programs to play both offense and defense are more likely to see sustainable growth and better performance patterns.

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In addition, these companies are nearly as likely to report that they expect significant revenue and profit margin growth (greater than 5%) as companies that are focused only on growth—and they are better positioned for sustainable success. Such companies are balanced between having the agility to move their business forward and the resilience to prevent bad things from happening and/or recover more efficiently from disruption.

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High-risk growth

Some companies with aggressive top-line growth targets decide not to invest at the appropriate levels in their risk management programs, which can allow their growth to outpace their infrastructure. Following this course can bring more risks—vulnerability peaks and risk events become more crippling to the brand. In the end, more capital is spent on investments to take risk management activities to the next level after something bad happens to the business.

The mindset across industries is that immediate growth is great, but longer term, sustainable growth is better. Companies are building up stronger and more relevant second-line (risk and compliance) functions, and holding the first line more accountable on risk because they see that will help them achieve sustainable growth.
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Adapt or get left behind

As the business landscape continues to evolve, companies need to adapt or find themselves in deep distress. The key to creating an effective risk management program is to find the right balance that allows for growth at a comfortable pace relative to the risk appetite and risk tolerance levels set by management, and accepted by the board. When that is done, your risk management program truly becomes a strategic asset, supporting both offense and defense.

KCC Estimates $7B Insured Damages from Hurricane Matthew

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Based on high-resolution storm surge, inland flooding and wind models, Karen Clark & Co. said today that it estimates insurers will pay $7 billion for damages in the United States resulting from Hurricane Matthew.

The storm weakened and stayed further off the Florida coast than was initially projected by the National Hurricane Center (NHC). While it stayed offshore, other than a brief landfall in South Carolina, Hurricane Matthew caused extensive wind, storm surge, and inland flooding damage.
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KCC said in a flash bulletin that it tracked the event using forecast data from the NHC and RiskInsight’s advanced module, WindfieldBuilder, which automatically creates a high-resolution wind footprint for each storm advisory so that losses and numbers of claims can be estimated for specific portfolios along with the likely locations of claims.

Hurricane-force winds of more than 74 mph were experienced along limited sections of Florida’s coastline, most notably areas between Cape Canaveral and St. Augustine, damaging residential and commercial structures including roofs, windows, awnings, and signage.

As the track of the storm veered closer to the coastline near Savannah, hurricane-force winds again impacted properties along the coast, KCC said. The most impacted coastal areas include:

  • Daytona Beach, Florida
  • Tybee Island, Georgia
  • Hilton Head Island, South Carolina

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Along the coast there were isolated pockets of significant storm surge and resulting property losses. As Matthew tracked parallel to the coastline for a distance, many other areas experienced minor storm surge damage.

The table below shows the measured precipitation for a few cities in North Carolina, where water levels are expected to exceed the 500-year flood levels for the second time in 20 years:
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Recovering from Hurricane Matthew

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Many organizations in the southeastern United States recovering from Hurricane Matthew are still dealing with downed power lines, swollen rivers and blocked roads. As soon as they are able to, business owners should start assessing damage to their property and begin their insurance recovery process. They will need to assess not only physical damage to their property but also any income losses that may have occurred as a result of flooded and blocked roads and bridges, interrupted shipping and air transport, evacuations, and closures by civil authority.

They need to gather the information they’ll need for their insurer, and also be familiar with their policy and policy language. “In the runup to a storm, we always hear insurance executives on the news assuring the public that they will take care of things—that policyholders can rest assured,” Marshall Gilinsky, a shareholder in the insurance recovery group at Anderson Kill P.C., said in a statement. “But it’s vital for businesses not to assume everything’s going to be taken care of automatically. Storm-related claims can run into a snarl of unclear policy provisions, sublimits and exclusions, and occasionally obstreperous insurance company adjusters. A false sense of security leads easily to lost insurance proceeds.”

Businesses impacted by the storm that have flood insurance, he said, “should look for coverage not only for physical damage to their premises due to any flooding, but also business interruption and contingent business interruption coverage.” For best results, they should be sure they are up-to-date on how their insurer defines and invokes sublimits for “flood,” “storm surge” and “named storms” and how their insurer deals with claims that include damages from both wind and flood, Gilinsky said.

According to Galinsky, the following coverages (and coverage limits) will apply in a storm’s aftermath:

Business interruption or BI covers businesses for losses stemming from unavoidable interruptions in their daily operations.  BI coverage may be triggered by circumstances including a forced shut-down, a downturn in business due to damage to premises, or a substantial impairment in access to a business’s plant or premises.

Businesses that are not themselves forced to close may be able to tap contingent business interruption coverage, triggered when policyholders do not themselves suffer physical damage but still lose revenue after a property loss sidelines a major supplier or customer base.  Contingent BI is a standard provision in many property insurance policies, though many small businesses are not aware of it.

Also in play will be coverage for evacuation by order of civil authority, triggered when authorities close off access to a damaged area – and ingress egress coverage, which insures lost profits due to difficulties in accessing the insured premises due to the storm. Again, damage to the insured’s own property is not required to trigger coverage — though typically, the losses must result from property damage of a type covered by the insurance policy.

“Too many businesses do not think about insurance unless their premises are damaged—or if they do, they fail to calculate the full range of loss,” Gilinsky said. “Small businesses in particular may not even be aware of their civil authority, ingress egress and business interruption coverage, let alone their contingent business interruption coverage.”

He also noted that many commercial property insurance policies provide different sublimits for losses caused by “flood,” “storm surge” and “named storms.” How the policy defines these key terms can be critical in determining the amount recoverable for the policyholder’s loss.

The Property Casualty Insurers Association of America offered the following tips to help businesses through their recovery process.

Business Recovery Information

  • In the aftermath of natural disasters, businesses should take immediate steps to minimize damage, speed up the claims process and accelerate business recovery. Assess the damage and report all damage to your insurance company agent as soon as possible.
  • Take pictures of your building and contents to document the damage.
  • Check for safety hazards, such as downed trees, branches, downed power wires and leaking gas.
  • Keep all receipts for anything purchased for that purpose so they can be submitted to your insurance company.
  • Be prepared to list the “replacement cost” of each item and its actual cash value.
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    Replacement cost is what it would cost today to replace an item with another one just like it. Actual cash value is what the item is really worth after deducting for depreciation and wear.

  • Restore your utilities, phone service, gas lines and other important links as soon as possible.
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  • Business interruption coverage is complex and will vary by insurers. It is important to read your policy and understand what is and is not covered.
  • As you seek contractors to make repairs, deal only with reliable, licensed professionals.
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    Get written bids from the contractor, but don’t sign any contracts or give a deposit until you have seen your insurance adjuster.

  • If you or your employees get involved in clean-up efforts, use safety items like proper eyewear, gloves, hardhats, dust masks and respirators.
  • Keep detailed records of business activity and extra expenses during the interruption period, and prepare records to show the income from the business both before and after the loss.

Hurricane Matthew Could Impact Renewals, Reinsurers

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Downgraded to a post-tropical cyclone on Sunday, Hurricane Matthew proceeded to work its way north, pummeling coastal regions of Georgia, South Carolina and North Carolina, where rivers are overflowing and flooding continues. So far, Matthew has killed nearly 900 people in Haiti and 17 in the United States. More than 2 million U.S. homes and businesses lost power over the weekend, according to Reuters.

CoreLogic said today that it anticipates hurricane-related insured property losses for both residential and commercial properties to be between billion and billion from wind and storm surge damage.

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The amount does not include insured losses related to additional flooding, business interruption or contents.

CoreLogic: Hurricane Matthew Loss Contribution by County in Florida, Georgia and South Carolina
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Willis Towers Watson said on Friday that the storm’s losses are not expected to adversely affect the insurance industry, due to abundant capacity. Organizations with upcoming renewals, however, may be impacted, the company warned.

“There will still be upset for the next couple of weeks, and underwriters will be skittish about renewing business until they calculate their losses,” Gary Marchitello, head of property broking at Willis Towers Watson, said in a statement. “Anyone with the misfortune of renewing programs with East or Gulf coast exposures over the next 4 to 6 weeks will be challenged to secure property coverage at favorable terms.”

Despite the excess capacity, the market is “ripe for an opportunity to turn,” and an event or aggregated events “will drive pricing adjustments,” he said.

Fitch Ratings said Hurricane Matthew will put pressure on earnings of some insurance underwriters in Florida and other southeast states but is “not expected to present a major capital challenge.” If storm insured losses exceed $10 billion, Fitch said a greater proportion of the losses will be borne by reinsurers as opposed to primary companies.

According to Fitch, the homeowner’s market share has shifted away from large national writers and the state-sponsored Citizens Property Insurance Corp. to a number of smaller Florida homeowners specialists. “A lack of storm activity over the last decade has substantially increased the claims paying resources to meet catastrophe losses, such as those arising from Matthew, of both Citizens and state-sponsored reinsurer, the Florida Hurricane Catastrophe Fund (FHCF),” Fitch said.

Primary insurers with the largest exposure in Florida are: Universal Insurance Holding Group, Tower Hill Group, State Farm Mutual Group, Citizens Property Insurance Corporation and Federated National Insurance Company.

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Property insurers writing business in Florida rely heavily on reinsurance protection and other methods to mitigate their risk of extreme loss.

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“As a result, the FHCF, the traditional and collateralized reinsurance markets and the catastrophe bond market could have meaningful exposure to losses from Matthew,” Fitch said. Fitch estimates that FHCF has assumed the largest level of premiums by a wide margin. Among private entities, Lloyd’s of London appears to be the next largest reinsurer followed by Allianz SE; Tokio Marine Holdings, Inc.; Everest Re Group, Ltd.; and XL Group Plc., Fitch said.