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Four Reasons To Stay The Course With Captives

As the overall insurance market remains in a “soft” environment with rates generally decreasing, particularly in the workers compensation market, many captive participants might be questioning if now is the time to exit their captives and explore more traditional insurance options.

While this is an understandable response, one of the main reasons for creating your own or joining a group captive is a long-term commitment to a strategy of retaining risk in order to reduce costs over time.

Many companies historically turned to captives when insurance rates were high because they offered:

  • better control over claims handling and loss control efforts,
  • insulation from the cyclical swings and uncertainties of the commercial insurance marketplace, and
  • lower operating costs than conventional insurance models.

Additionally, there is a far greater return on loss-prevention and claim-mitigation investments. Though rates are currently dropping, here are four reasons why most business owners would still benefit from remaining with their captives.

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1. The Privileges Of Membership
Those companies that qualify are afforded benefits, including the possibility of reduced premiums and recouped savings over time. Keep in mind, one of the biggest drivers of value in being part of a captive means being insulated from future negative fluctuations in the market. Try not to lose sight of this, especially when rates drop and seem enticing.

2. No “Take Backs”
Leaving a captive can be costly, and reentry is not guaranteed. Companies considering the idea of leapfrogging from their captives while rates are low and then jumping back in when the rates increase may face hefty repercussions. This is particularly true for companies that are members of group captives, when it’s possible that other members of the captive may not accept them back, particularly if they were saddled with absorbing the exiting member’s share of losses.

3. Preparing For That Rainy Day
If you jump ship from your captive, you will most likely have lingering financial obligations if losses deteriorate for the whole group, and you could be on the hook for an assessment. By remaining a captive member, even if you are paying more in premium, you are adding money to cover a possible deficiency from prior years. If actual losses turn out to be better than projected, you can recoup—via dividends or reduced future premiums—a greater percentage of those savings than you could from traditional insurers.

4. Control Your Destiny
The market forces that are creating lower rates right now—such as decreasing medical costs or legislative changes that result in lower workers compensation costs—are also positively affecting captives. By staying with your captive, you can enjoy the upside of improvements in claims as your own losses go down, resulting in lower future costs and the possibility of recouping additional profits.

Overall, captives provide more control than traditional insurers through greater return on loss-prevention and claim-mitigation investments and through access to higher savings. Cheaper market rates can create an understandable knee-jerk reaction that may cause you to consider leaving your captive but remember your initial motives for joining. Captives are great alternatives to traditional insurer solutions, and staying the course will most likely work in your favor.

New Fatigue Reports Awaken Employers to Injury Risks

The National Safety Council (NSC) estimates that roughly 13 percent of workplace injuries are attributable to sleep problems, causing an economic impact of $400 billion. NSC information suggests that employers with 1,000 employees could incur losses of more than $1 million per year in missed workdays, lower productivity and increased healthcare due to employee fatigue.

But rather than merely provide a bunch of statistics and projections that could put you to sleep, the NSC is providing possible solutions to combat the risk in its new report Managing Fatigue: Developing an Effective Fatigue Risk Management System

According to the report, a workplace culture that rewards or tolerates fatigue can indirectly lead to on-the-job injuries. In some high-performance cultures, employees may view fatigue as a sign of weakness or laziness. They may be committed to getting the work done despite long hours, even believing that fatigue doesn’t affect them.

“In our 24/7 world, too many employees are running on empty,” said Emily Whitcomb, NSC senior program manager for fatigue initiatives.

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“Employees are an organization’s greatest asset, and addressing fatigue in workplaces will help eliminate preventable deaths and injuries.”

Strong fatigue risk management systems blend employee education and training with improvements to workplace environments, culture change, and data-driven programs. But implementing a fatigue risk management system is not an easy sell — to the C-suite and possibly also to employees. The report suggests:

It is important that the fatigue management process be transparent and that appropriate information is shared throughout the effort to obtain buy-in from all levels of the organization. Providing open forums that allow employees to share how fatigue affects them is one way to get engagement from the outset.

The NSC lists key components in creating a fatigue risk management system:

  1. Education and training. This raises awareness of risks, create motivation to prioritize rest, and provide information on how to manage fatigue and get proper rest.
  2. Policies and practices. Clarify roles and expectations and institute policies and practices for hours of work and rest based on science that recognizes the physiological need for sleep and circadian rhythms.
  3. Shared responsibility. Employers and employees should cooperate when it comes to understanding the sleep needs of the employee, while the organization should expect output from a well-rested worker.   
  4. Fatigue mitigation. A workplace with positive environmental controls promotes better overall working conditions and should be less physically stressful in ways that contribute to on-the-job fatigue.
  5. Data-driven programs and continuous improvement. With the system in place, seek employee feedback, facilitate monitoring mechanisms, check the data and apply lessons learned. Understand why the system was or was not successful and modify from there.  

Complementary to Managing Fatigue, the Campbell Institute – the center for environmental health and safety (EHS) excellence at the NSC – released results from a pilot study conducted among renowned safety organizations to assess worker fatigue and effective countermeasures. In Understanding Fatigue Risk: Assessment and Countermeasuresthe Institute identifies a persistent gap between how employers and employees view fatigue and argue for changing a culture to enhance safety.

According to the study, about one-third of workers surveyed reported sleeping between one to five hours per weekday, and not the expert-recommended seven to nine hours.

“This indicates that a large proportion of workers at these sites are chronically sleep deprived, which when coupled with longer work days and work weeks than scheduled means that the risk of a fatigue-related injury is significantly increased,” the report said.

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Additional information about workplace fatigue is available at nsc.org/fatigue.

Fatigue in National News

The timing of these reports should be welcome news for employers. Earlier this month, the National Transportation Safety Board (NTSB) unveiled its 2019-2020 Most Wanted List of Transportation Safety Improvements. One of the 10 items included the need to “Reduce Fatigue-Related Accidents.”

The NTSB’s Open Safety Recommendations describes fatigue as “a pervasive problem in transportation that degrades a person’s ability to stay awake, alert, and attentive to the demands of safely controlling a vehicle, vessel, aircraft, or train.” There are currently 27 open recommendations for railroad, aviation, highway and marine operators in an effort to curb fatigue-related accidents.

“We do not simply come up with these recommendations based on a whim,” NTSB chairman Robert Sumwalt said during the list’s unveiling in Washington, D.C. “It’s a data-driven approach based on the results of our investigation and the tragic and senseless deaths we investigate.

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Six Tips For Risk Managers When Assessing Automation Hazards

From a risk management perspective, one of the benefits of automation is that robots can play a significant role in reducing injuries when deployed to replace or support workers in high-hazard jobs, such as those involving high force and repetition. Yet, without appropriate risk assessments, their benefits can become skewed in other situations.

Unfortunately, many companies still make critical automation decisions without adequately engaging risk management, which can leave workers vulnerable to a new set of unanticipated workplace hazards. By some estimates, manufacturers will deploy 1.2 million new robots in the next decade; the expanding use of robotics may bring numerous new significant safety considerations along with a critical need for effective risk management.

As the trend toward greater automation gains momentum, here are six tips for risk managers to assess automation-related workplace hazards and help their organizations achieve the gains they envisioned with these major investments:

  1. Do not underestimate the value risk management brings to automation. Although automation is not new, companies still have much to learn about its effective deployment and implementation – especially in situations where the aim is increased productivity.
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     Risk managers need to be actively involved in assessing potential risks as automation purchasing decisions are made, as well as in planning and managing implementation, related employee training and post-implementation safety assessments and injury monitoring.

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  1. Initiate a dynamic dialogue. When the aim of investing in robotics and automation is specifically for productivity improvement, the starting point should be for risk and operations managers and safety/ergonomics experts to open a dialogue with workers in units designated for automation; they are much more flexible than robots and can offer insights on improving the workplace, reducing injuries and driving efficiency – either without significant investment or by focusing deployment of automation where it is likely to have the greatest impact.
  1. Focus on human factors with increased automation. As plants become more fully automated, the interface between the equipment and employees becomes increasingly significant. Historically, there has been an increased emphasis on automation, but an insufficient focus on the human interface. With more industries retooling plants and upgrading operations, the premium will be on the intelligent design of the next generation of facilities. It calls for the use of advanced tools, such as HumanCAD 3D, to analyze the impact of new equipment on human operators, production, and maintenance, as well as assessments from ergonomics and risk management professionals.
  1. Understand automation is not a panacea. Even the latest robotics may not address every issue, such as assembly tasks that require very fine motor skills, hand-eye coordination and higher-level thinking (such as complex assemblies, part orientation, inspection and precision fits). The automation of some tasks ultimately could require higher rates of repetition in the upper extremities of workers. In this case, ergonomic workstation design, scheduled breaks and worker feedback will be keys to prevent injuries and achieve gains in quality and productivity.
  1. Do not overlook worker demographics. Although automation may help all workers raise their productivity levels, implementation should account for the needs of an aging workforce. Businesses with multiple manufacturing facilities may have to refine workstations, signage, and lighting in areas with higher concentrations of older workers to achieve consistent productivity gains across all operations.
  1. Monitor potential worker safety issues with new product designs. Some forward-looking organizations are pushing for the application of design rules and human factors analysis to evaluate the “Design for Assembly and Ergonomics” (DFMAE) process. In these situations, product designers and advanced manufacturing equipment engineers collaborate with ergonomists to evaluate new product designs and the manufacturing equipment that goes with it. Until such approaches become widespread, it makes sense to check how new product designs might affect assembly workers.
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    Even slight adjustments in product design, manufacturing equipment or workstations can make the job easier and less stressful for employees without expensive robotics.

Investments in highly sophisticated equipment require thorough evaluation of all potential risks involving the interface between the equipment and employee. In some cases, operating equipment may expose workers to a range of injuries, such as repetitive motion issues. And high-speed mobile equipment can pose an outright danger on a factory floor without the delineation of designated “safety zones.” As key members of their organization’s automation team, risk managers play a critical role in anticipating and assessing exposures, developing remedies and facilitating success to ensure robots are working in collaboration with employees and not creating new, unanticipated risks.

Sharp Increase in Air Crash Deaths in 2018

The Aviation Safety Network (ASN) released its 2018 accident statistics, marking a notable uptick in fatalities from 2017.

ASN recorded a total of 15 fatal commercial airliner accidents (12 passenger and three cargo flights), resulting in 556 fatalities.

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 This is in stark contrast to 2017, which was the safest year in aviation history with 10 accidents and 44 lives lost.

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The worst civilian accident of the year involved a Lion Air Boeing 737 Max that crashed into the Java Sea on Oct. 29, 2018, which caused the deaths of 189 people. Lion Air recently ended its search for the cockpit voice recorder but Indonesian officials said the search could resume next week.
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ASN cited “loss of control” accidents as the top safety concern, as most are not survivable and caused at least 10 of the worst 25 accidents of the past five years.

Given the estimated worldwide air traffic of about 37.8 million flights, the accident rate is 1 in 2,520,000 flights. Despite the sharp increase in accidents, 2018 remains the third-safest year on record regarding the number of fatal accidents.

“If the accident rate had remained the same as ten years ago, there would have been 39 fatal accidents last year,” ASN CEO Harro Ranter said. “At the accident rate of the year 2000, there would have been even 64 fatal accidents. This shows the enormous progress in terms of safety in the past two decades.”

Other deadly accidents last year include the crash of another 737 in Cuba with 112 passengers and the crash of a turboprop ATR 72 in Iran’s Zagros mountains that killed all 66 people onboard.

Military flights are excluded from these findings.

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An April 11 accident involving an Algerian Air Force IL-76 transport plane that killed 257 is not included. When including military transport aircraft, the total number fatalities would be 917 in 25 fatal accidents.