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Insurance Solutions for 4 Critical Business Challenges

It's time to think differently about insurance.
By: | March 3, 2014 • 5 min read

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“Instead of thinking outside the box, get rid of the box.”
-Deepak Chopra

As globalization and technological innovation continue at a relentless pace, businesses are faced with new and unexpected risks. Companies need to manage these exposures as well as ensure regulatory compliance on a global scale. All the while, heightened competition demands constant innovation and improvement while maintaining financial flexibility and maximizing shareholder returns. It’s not easy.

Insurance is a vital tool that helps companies thrive in this difficult business world. And sophisticated practitioners of advanced risk management strategies understand that insurance can do much more than just cover traditional risks with a standard, annual policy.

At AIG, Global Risk Solutions (GRS) specializes in creating nontraditional solutions to unique risks and strives to be on the forefront of utilizing insurance in new ways. Whether it’s a Global Fronting Program that meets a company’s regulatory requirements for insurance, or a customized Alternative Solution that leverages innovative structures to insure complex or unusual risks, GRS utilizes a consultative approach to understand complicated challenges and structure programs tailored to the requirements.

The following case studies demonstrate how GRS designed insurance solutions to solve four pressing business problems.

1. State Lottery Worried “Lucky Numbers” Will Actually Hit

Some risks are truly unique. And while the risk may not have broad applicability, the approach used to address the challenge often provides insight into the ways that creative insurance solutions can apply to areas far afield from traditional insurable perils.

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Example: In state lotteries, certain numbers get played much more often than others. When those “lucky numbers” are drawn as winners, there is the potential for a higher-than-average number of winning tickets.

Insurance Solution: To protect itself against such an outcome, one state lottery group sought catastrophe-like insurance coverage for the amount of the lottery’s annual payout that exceeded a fixed percentage of its annual revenue. By utilizing data collected by the lottery over 20 years, GRS structured a program that protected the state lottery from the adverse cash outflow resulting from one of the popular number sets being drawn. The program’s five-year term assured stable pricing and guaranteed capacity.

2. Prove It

Many risk professionals solely view insurance as a means for transferring risk, which limits their thinking of how insurance can address a wide variety of challenging issues. “This limitation is particularly relevant when risk transfer is not the motivation for the insurance purchase,” said Scherzer. “For example, when the sole need for insurance is to provide evidence of insurance to meet a regulatory requirement, paying to transfer the risk to a third party may be an unnecessary expense.”

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“We can’t solve problems by using the same kind of thinking we used when we created them.”
– Albert Einstein

Example: A food-and-beverage company was comfortable retaining risk rather than transferring it to a third party but faced a requirement for locally admitted policies. The company needed insurance coverage for a number of different lines of business to protect against risks that included strikes, loss of key suppliers, cyber risk, event cancellation, property catastrophe, credit risk and more.

Insurance Solution: GRS designed a multiline fronted program with a substantial limit where AIG companies fronted the insurance policies for the different lines of insurance, and the risk was reinsured back to the company’s captive. This program enabled the company to satisfy the requirement for locally admitted policies, benefit from favorable loss experience and address different types of exposures, some of which were difficult to insure in the traditional insurance market.

3. Don’t Let Risks Hold up a Merger

Negotiating a company’s sale is always a complicated process, particularly in industries with long-tail risk exposures.

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Example: A transportation company with three divisions — auto, bus and taxi — was being sold. The buyer estimated the transportation company’s exposure to auto liability to be $10 million higher than the seller’s estimate. In order to avoid reducing the sale price, the seller pursued an insurance solution to address the buyer’s concern.

Insurance Solution: GRS designed a program providing retrospective excess auto liability coverage with $10 million limits funded by the seller. At the end of the seven-year policy term, any remaining money (plus interest) not paid out for claims, is returned to the seller. The structure enabled the seller to get his sale price and potentially benefit financially if the actual losses end up lower than the buyer expected.

4. Un-trap Your Cash

Businesses want to avoid posting collateral that will trap cash because a counterparty doesn’t truly understand the risk created by certain activities. In many cases, it’s better to replace a capital requirement with an insurance policy that will not reduce the company’s liquidity position. The value to the customer may not be in the reduction of costs, but in freeing up lines of credit and releasing working capital for other applications.

Example: For its employer’s liability risks, a manufacturing company’s captive insurer maintained collateral in the form of letters of credit. The parent company wanted to reduce the amount of collateral letters of credit provided by its captive to the insurance companies that front for it.

Insurance Solution: GRS structured a buyout of the captive’s underlying insurance policies, which eliminated the need for the company to post collateral to cover the risk.

The Takeaway

It’s time to think differently about risk and insurance. The examples above show that the world is changing and businesses need insurance solutions that are adaptable, creative and meaningful for companies to thrive in this interconnected, globalized world.

AIG’s GRS is more than a traditional insurance provider — it’s a problem-solver with a wide array of resources to address risk. Learn more about GRS here.

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This article was produced by the R&I Brand Studio, a unit of the advertising department of Risk & Insurance, in collaboration with AIG. The editorial staff of Risk & Insurance had no role in its preparation.




AIG is a leading international insurance organization serving customers in more than 100 countries.

More from Risk & Insurance

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Workers' Comp

Keeping Workers on Their Feet

Slip and fall prevention programs must interweave all of the factors contributing to the risk.
By: | July 6, 2017 • 11 min read

If you peruse the last decade’s worth of literature from the CDC, NIOSH, or numerous other agencies or organizations, you’re bound to come across the “good news” that slips, trips and falls are largely preventable.

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So it’s frustrating, then, that slip, trip and fall injuries consistently account for more than a quarter of all nonfatal occupational injuries, and at least 65 percent of those injuries happen on same-level walking surfaces. And those figures just don’t budge all that much from year to year.

According to the “2016 Liberty Mutual Workplace Safety Index,” falls on same level currently rank as the second highest cause of disabling injuries in the U.S., with direct costs of $10.17 billion, accounting for 16.4 percent of the total national injury burden.

“Not only are they still happening often, but they tend to be very significant injuries,” said Mike Lampl, director of research at the Ohio Bureau of Workers’ Compensation.

“We’ve seen these trends grow over the years,” said Wayne Maynard, product director, risk control, with Liberty Mutual. “Bottom line is, it’s a real, real big problem.”

So why are preventable falls so hard to prevent? This stubborn status quo, say experts, is that the causes of slips and trips are typically far more complex than they seem. There are nearly always multiple factors in play, from footwear and flooring and the interplay of both, to cleaning procedures, lighting, housekeeping, weather, and workers’ mental or physical conditions as well as overall awareness.

And all of these factors are being exacerbated by the fact that incidents often go unreported.

“Slips, falls — people get up, move on, they don’t report it,” said Maynard.

“When somebody’s injured and files a claim — in the workers’ arena, how many are behind the scenes that may have happened that are not reportable? …. The unreported number is considerable in my opinion.”

The key to making any headway in reducing slips and falls on the same surface, say experts, is to have a comprehensive fall prevention plan that addresses all possible factors. No small task.

Engineering Solutions

Flooring conditions are often the most obvious starting point. Ideally, said Maynard, all the right choices are made at the planning and design stage. But sometimes mistakes are made, and in other cases, a business may be inheriting an older space with floor chosen for a different purpose.

Patricia Showerman, senior loss control consultant, Arthur J. Gallagher & Co.

So even flooring in good condition may be the wrong type of material and may not have the necessary coefficient of friction (slip resistance) needed for the work being done.

If companies want to drill down into all the details of the surfaces in their facilities, a friction coefficient study is always an option, said Patricia Showerman, senior loss control consultant at Arthur J. Gallagher & Co.

But if a company doesn’t want to take that step, she said, it may be a simpler matter of saying, “Let’s look at what you’ve got. Let’s look at your floor surfaces and how you’re maintaining them.”

A lot of people want that “shiny grocery store glam look,” she said. “And if you can do it properly, and maintain it properly and keep that coefficient of friction and have the shiny look, that’s great. That’s what everybody wants but how do they get there?”

Certain surfaces may start out with an adequate coefficient of friction when they’re clean and dry. But add even an invisible layer of dust or debris, “and it’s like microscopic little BBs that you slide across,” said Showerman. “So if you have dust on your floor, you are dramatically reducing your slip coefficient.”

For companies that do have flooring surfaces in need of improvement, ripping up the floor and replacing it isn’t typically a feasible option. Fortunately there are more budget-friendly ways to get the maximum slip resistance from existing flooring, such as coatings and etchings.

A coating adds a microscopic layer on top of the flooring that creates a grip surface while maintaining the shine. Showerman likened the effect to the way that Velcro fasteners work.

“You want that hook effect … sharp points are going to microscopically stick into the soles of your shoes, rather than rolling off the top.”

Etching can work in a similar way, chemically altering the existing surface to make it imperceptibly gritty. Etching can also be used to create pores in an existing surface, which is useful for areas such as machine shops, she said.

Be Smart With Surfactants

While keeping floor surfaces clean is one of the best ways to remove slip and fall hazards, cleaning them the wrong way can actually do more harm than good.

Failure to follow appropriate cleaning procedures can severely diminish a surface’s coefficient of friction.

Experts suggest that companies engage with their chemical suppliers, and discuss their flooring as well as the types of dirt or grease removal and disinfectant needs. Detergents – which can contain different types of surfactants — aren’t a one size fits all solution.

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Sometimes purchasers might be inclined to try to cover all their bases by buying the strongest product on the market, but that might mean adding unnecessary surfactants that make surfaces less slip resistant.

“Clearly identify the types of surfaces you’re using it for, the type of oil or dirt or debris you have, and whether or not you need a sanitizing step,” said Showerman.

“You’ve got to find the right balance.”

But that’s only half the battle. A significant problem experts see time and time again is that companies don’t understand how their flooring is being maintained on a day-to-day basis by front-line employees. Failure to follow appropriate cleaning procedures can severely diminish a surface’s coefficient of friction.

“This is where you’re seeing someone with a mop and bucket and they are just re-smearing that grease from one place to another. They put the dirty mop in the dirty bucket, the mop gets full of that emulsified grease and you’re smearing it across the room. In high grease areas, you have to replace with clean water consistently.”

In other cases, a worker without the proper training may grab the first detergent he finds, even if it’s meant for the equipment rather than the floor. Or perhaps he mixes equal parts detergent and water when he was supposed to only use 8 oz. of detergent for every five gallons of water.
Sometimes people will even over-concentrate the detergent on purpose, she added.

Peter Koch, safety management specialist, The MEMIC Group

“I see that in the food industry frequently,” said Showerman. “They find that the more detergent they leave on the floor, the easier it is to clean up next time … but then everyone’s slipping and falling like in a cartoon.”

A company could invest a significant amount in flooring improvements, only to have the benefits undone by improper detergent use or failure to follow recommended rinsing procedures.

It’s incumbent upon safety managers to reinforce that maintaining floor surfaces isn’t just a matter of housekeeping, but a key part of the company’s workplace safety program.

The Human Factor

When you’ve done everything possible to address hazards in the physical work environment, workers themselves remain the wildcard. Most employers routinely include slip and fall hazards in their safety awareness training or toolbox talk programs. But that training should go well beyond a general “watch where you walk” message, say experts.

“One of the most overlooked parts for employee safety is actually employee training,” said Peter Koch, safety management specialist at  The MEMIC Group.

“How do you train an employee to not slip and fall? I think many times that is wrapped in a “you have to be more careful” message, which is valid but nebulous and not very helpful — it means something different to everyone based on your risk tolerance as an individual.”

Koch’s employee training regimen revolves around four elements: surfaces, awareness, footwear and environment (SAFE).

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The first goal of the surface portion is just to get employees to start thinking about the different types of surfaces they walk on and how it can change throughout the work day. Koch said he likes to ask: “How many different types of surfaces did you have to walk on the get to this training room?”

The footwear piece of it is the most straightforward. Are your shoes designed for the work that you’re doing and the surfaces you’re walking on? Are they in good condition? Are the soles worn out?

There is no ASTM standard for measuring the performance of slip-resistant footwear, added Gallagher’s Showerman. So workers should be reminded that wearing the right shoe isn’t a guarantee — it’s just one piece of the solution.

Awareness, said Koch, may be the most challenging piece of the puzzle — helping people to think about their gait, what they’re carrying, what they’re doing, and simply where their heads are at any given moment.

“If you’re thinking about 15 things you have to get done by the end of the day, or you have a particularly challenging employee interaction coming up that day, or you had a fight with your girlfriend last night— or whatever it is — you’re not focused. Then you take that step through the icy patch, and now it relies completely on your athletic ability and luck to stay upright.”

Workers may not necessarily make the connection between personal factors and fall risk. Someone who has an ear infection or is taking certain medications, for example, may not even be aware that their balance might be compromised, putting them at higher risk for a fall.

Employees also should be reminded of how even normal daily stressors can contribute to risk. Everyone is under pressure to deliver more in less time. Everyone is rushing, everyone is stretched to their limits. Add the ever-present cellphone beeping and buzzing and demanding our attention and perhaps it’s a wonder slips and falls don’t happen even more often than they already do.

We’re so conditioned to react when the vibration goes off or the tone chimes in our pockets that we just grab it without thinking, Koch said.

“If you knowingly put yourself at risk by knowingly going quickly through an area with slip and fall exposures, it’s just Russian roulette – at some point you’re going to get broken.” — Peter Koch, safety management specialist, The MEMIC Group.

“Even that, in certain conditions, is going to be enough to put you on the ground.”

Awareness of environmental factors should also be part of the training, Koch said, especially in terms of what workers can’t control, like inclement weather.  He said the main thing he tries to impress upon people is to slow down in a high-risk environment.

“If you knowingly put yourself at risk by knowingly going quickly through an area with slip and fall exposures, it’s just Russian roulette – at some point you’re going to get broken.”

Koch says that getting people to put all of these facets of awareness together is where the training can really click.

The goal is that when they approach an area with a higher-risk surface, employees are thinking “for those few seconds or minutes that I’m going to be walking through it, I need to have a greater sense of awareness, I need to put away the mental [distractions] and focus on what I’m doing – don’t answer your phone, don’t answer your texts.”

Some employers are looking to address the human piece of the slip and fall puzzle by using training that goes far beyond hazard awareness. Active slip-prevention training focuses on body mechanics and teaches workers how to respond when they feel themselves begin to slip.

One such program revolves around the Slip Simulator, technology born of a research partnership between Virginia Tech researchers and UPS. The simulator that creates slippery and hazardous conditions in a controlled environment while participants walk in a harness so they can slip safely. An instructor offers real-time guidance on how to alter their movements to avoid falling.

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After mastering the initial technique, trainees face additional challenges related to their specific work environments, such as walking up ramps or turning wheels. A New Mexico security team practiced drawing firearms while standing on the simulator, which led to a change in how they wear their weapons. Workers at an Ohio refinery practiced stepping over pipes and turning large valves.

Clients of the program are reporting 60 to 80 percent reductions in accident rates.

The Road Ahead

A comprehensive slip and fall prevention plan is a must for employers, experts agreed, with clear, consistent procedures that empower employees to be a part of the solution.

“Employees play a very critical role,” said Liberty Mutual’s Maynard. “If they see a slip risk or a slipperiness issue, they need to be able to report it and they need to be able to get that corrected immediately. They have an important role in maintaining a safe facility and reducing risk themselves — be proactive, don’t walk by, clean it up.

“Any time you can involve the employee in solutions …. the likelihood of success of that intervention is higher.”

Maynard added that the best prevention plans will also be forward-looking.

“Understand where current safety performance is. Then make a roadmap to get better,” he said. “Emphasize where you’re doing well,” then identify opportunities to effect improvement, now and over the next three, four or five years.

“Prevention is too often reactive,” Maynard said. “We’ve got an issue and now what do we do? The goal is for companies to be proactive.” &

Michelle Kerr is associate editor of Risk & Insurance. She can be reached at [email protected]