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Drones: A New Frontier in Risk Management

Drone SWhile hobbyists have been using unmanned aerial vehicles, better known as drones, for some time, businesses are just starting to adapt the technology for their own uses. Drones are creating new opportunities and new risks for businesses to evaluate, and regulators and insurance carriers are scrambling to keep pace.

Despite the fact that drones are readily available, employing them for commercial use is not as simple as just buying one off the shelf. To reap the full benefits of drones and to protect your investment, it’s critical to understand the risks associated with commercial drone operations.

Regulation

The federal government, through Transport Canada, has primary jurisdiction over the commercial use of drones in Canada. Although Transport Canada has developed specific regulations and guidelines governing the use of drones, certain aspects of the federal Aeronautics Act and the Canadian Aviation Regulations are also applicable to commercial drone operations.

Under most circumstances, Transport Canada requires businesses to obtain a Special Flight Operations Certificate (SFOC) prior to operating a drone. Since 2014, Transport Canada has offered two categories of exemptions to its SFOC requirement—one for drones weighing less than 2 kilograms and another for drones weighing less than 25 kilograms, provided all applicable exemption conditions are met. For drones weighing between 2.1 and 25 kilograms, proper notice of the proposed operation will have to be provided to Transport Canada.

Additionally, drone operators must also observe all other applicable laws and regulations, including the Criminal Code and provincial and municipal laws related to trespassing and privacy.

Physical Loss: Beyond the Aircraft

Businesses will want to consider their potential physical losses carefully. With drones, it’s often the loss of the payload—not the aircraft itself—that can be the most costly.

One of the most widespread applications to date has been in unmanned aerial photography. Businesses in real estate, agriculture and insurance all have interests in surveying and photographing land, and the cameras used to do so can get expensive. Filmmakers, who have also been pioneering commercial drone use, often employ even more expensive cameras.

Because of the increasing affordability of drones, the payload often has a higher intrinsic value than the aircraft itself. Additionally, cameras and other payloads are usually slung below the aircraft, meaning that in the event of a hard or emergency landing, damage to the payload is almost certain.

Planning for Obsolescence

Technology itself could prove to be especially costly in the event of a drone loss. The manufacture of drones is not regulated or standardized, which means there are a number of manufacturers in the market, each adhering to different standards. Many haven’t diversified, and should some technological advancement prove to be too costly for certain smaller companies to adopt, they could potentially go out of business.

Bankrupt or defunct manufacturers, coupled with a lack of industry standards for design, could mean that the loss of a relatively inexpensive motor today would instead be a total financial loss on the aircraft five years from now, when replacement parts are completely unavailable.

Casualty and Liability

As with conventional aircraft, a drone crash could mean a hefty casualty claim. While the crash rate is actually relatively low with conventional aircraft, drones are not subject to the tight maintenance requirements or the stringent operator regulations that make conventional commercial aircraft crashes so rare.

Eventually, mechanical failures and operator errors will likely result in crashes. Businesses, especially those that operate drones in populated areas, should make sure they are adequately covered in the event of property damage or injury to a third party.

Under Transport Canada’s rules, all commercial drone operators are required to carry at least $100,000 of third-party liability insurance. When evaluating their insurance needs, businesses should be aware that most commercial general liability policies exclude the operation of aircraft. Accordingly, drone operators must ensure that they have comprehensive coverage tailored to their specific drone usage.

Theft and Fraud

A couple of benefits of drones—their portability and advanced technology—can also prove to be great liabilities. Small drones are easy and attractive targets to thieves, and the industry hasn’t developed many internal safeguards for stolen drones. Unlike the traditional aircraft industry, which has a tracking system and serial numbers for aircraft parts, the drone industry hasn’t adopted either a tagging or tracking system. In other words, there’s almost no chance of recovering a stolen drone.

Broad Use

Another benefit that could become a potential liability is the flexibility of the technology—that is, a drone’s potential as a broad-use aircraft. In theory, the same drone that photographs a parcel of land for a realtor on one day could be used to survey a hazardous chemical spill the following day.

This kind of flexibility offers a broad number of business opportunities, but each new opportunity brings with it attendant exposures that compound upon one another. Businesses will have to think through how they plan on using their drones in order to make sure that their Transport Canada authorization and their insurance covers each arena of commercial use.

Cyber Liabilities

Perhaps the greatest potential liability comes from the cyber risks posed by drones. The greatest fear is that a hacker might hijack a drone and fly it into a commercial airliner or some other populated location, resulting in massive property damage and loss of life. However, while that scenario is possible, other scenarios are more likely avenues of loss. Digital information—images, videos, data maps, etc.—is a far more enticing target for hackers, and one that an enterprising thief with a little skill and a wireless transmitter might be able to access from a drone flying overhead.

Putting it All Together

New technology always comes with new risks. Protecting your business means understanding those risks and minimizing your liabilities. To evaluate your business’s specific needs, contact an insurance broker today.

 

 

© Zywave, Inc. All rights reserved.


Keys to a Secure Remote Work Program

laptop and coffeeAllowing employees to work remotely from home or other off-site locations can increase productivity for workers, reduce costs for the company and create beneficial flexibility to keep operations going if something happened to your business’s primary physical location. However, remote work, or telecommuting, needs to be conducted carefully with the help of established company policies in order to protect workers, your clients and your company.

Balancing the Benefits

For the organization, one of the most tangible benefits of remote workers is the decrease in costs associated with having on-site employees. Workspace real estate can be reduced or kept at current levels, while still allowing your staff to grow. Companies can reduce utility expenses, reducing their overall carbon footprint. In addition, your employees can enjoy a savings on fuel expenses, vehicle maintenance and meal costs.

Many employees flourish in a remote work situation. The flexibility it allows can increase morale and help balance work and home life, resulting in increased productivity. Remote work options also allow a company to employ talent from all over the world.

Having employees who are able to work at home also increases your business’s ability to continue operations in the event of a disaster. If for some reason your physical office had to close, many business functions could still go on.

Start Small

Begin your remote work program on a small scale using a pilot program. Present the opportunity to just a few established employees whose work could be well-suited for this type of environment. Testing this program before a company-wide implementation will help address the inherent risks to business processes and workflows as bumps along the way, rather than wide-spread problems.

While remote work can pose many exposures, most of them can be mitigated with thorough planning and proper execution. Once policies and procedures are established, companies can take full advantage of the benefits that having remote workers offers.

Project Productivity Risk

The change in environment will mean that workflows will need to be adjusted. Different methods of communication and oversight will need to be used to keep supervisors and team members just as connected to remote workers as they are to the workers in the workspace next to them. Employees who are allowed to work remotely should already be in good standing with the company and understand what it will take from them to keep projects moving. Overall, with the right adjustments, productivity should remain the same, if not improve, for remote workers.

Safety at Home

Workplace safety and ergonomics should be just as important for remote workers as for on-site workers at your company. Remote workers should attend specialized safety training or orientation to thoroughly address all possible exposures they’ll face in their new environment, including ergonomics.

When a remote worker starts working in his or her new workspace, a site visit should occur with a supervisor or HR personnel to check that all common-sense safety measures are being addressed. Periodic visits are a good idea to ensure continued compliance. Not monitoring a remote worker’s workspace periodically can allow hazards to develop, putting your company at risk.

Information Security

Information security is the largest challenge for companies with remote workers. Physical loss or theft of devices containing data or access to data is much more likely. Remote workers will usually be in possession of laptops and/or mobile data drives issued by the company to allow them to work with the same systems and information as workers located in-house. The protection of building security, key cards and the watching eyes of other employees will not be able to protect their equipment.

Another aspect of security to be cautious about is using company-issued equipment for non-work related tasks. If laptops are accessed by family members, they could potentially download a virus or spyware. The same could happen if an employee got lax and used their company equipment for personal use. Companies should also be aware of how any sensitive data or documents will be stored and disposed of. Physical print outs especially need to be disposed of properly.

To protect your employee and your company’s interests, be sure that all equipment requires passwords and encryption for access. A thorough policy should be established regarding the line between personal and company property and activity for remote workers to prevent missteps from happening. When establishing the employee’s remote worksite, be sure that any wireless connection is secured and that your company has a policy about using unsecured connections (such as at hotels and other public spaces) for work tasks. Companies can also set up Virtual Private Network (VPN) access for connecting to the company’s networks, to ensure that access is secure.

 

© Zywave, Inc. All rights reserved.


Handling a Public Relations Crisis

paparazziFew people ever expect to have to deal with a public relations crisis until they are in the throes of one, and by then, it may be too late to respond properly. In addition to resolving the issue that sparked the crisis, your organization will need to handle the fallout stemming from news of the crisis. This may include responding to angry customers or inquisitive reporters.

Public relations employees who are accustomed to little more than crafting marketing press releases may find themselves ill-equipped to deal with an onslaught of tough questions and false information from the public and the media. So how can you help them respond in a crisis?

Before a Crisis

The first and best step you can take to improve how you handle a public relations crisis is to plan your response beforehand.

Start by establishing a crisis communication team. If you’re a larger business, this team should consist of senior management, legal advisors and communications professionals. For smaller businesses, this team may simply consist of you, a public relations advisor and a lawyer you’ve established a relationship with and can call at a moment’s notice.

These individuals will be responsible for creating and executing the crisis response and managing the situation as it unfolds. All planning and communications—internal and external—should be dictated by the team. Nobody outside of the team should make any crisis-related decisions or speak on behalf of your business. Having a unified internal team is essential to maintaining control, which is difficult to recover if lost.

Crisis Prep

Once a team is assembled, prepare a list of reporters, investors, customers, business partners, advisors, employees, third-party experts, community leaders and anyone else who should be notified during the crisis. Have this list in an easily accessible location, along with contact information for your internal crisis team members, for immediate reference.

You should also prepare a company fact sheet, listing up-to-date information about your organization. If a crisis occurs, this information can be distributed to reporters at press conferences or during interviews.

A crisis communication plan is only a good precaution as long as it’s vigilantly maintained, updated and rehearsed. Members of the crisis communication team need to meet regularly to double-check contingencies and make sure all team members are well trained in their roles.

During a Crisis

When a crisis happens, do not wait to go public with any problem that affects your customers. While it may hurt your reputation to reveal an internal failure, the blowback your organization receives from the public will be much less painful in the long run than if you try to cover up the problem. An immediate disclosure will prevent people from questioning your motives for sitting on information and may even earn you some respect from customers who feel they have been apprised of the situation in a timely fashion. You don’t need to have all the answers, but you do need to own up to the problem.

Put together a release to be distributed that describes what happened and the situation as it stands. Let customers know what your next action will be and what changes they can expect in the meantime. Also tell them where to direct their comments. If necessary, hold a press conference to avoid having to deal with multiple media requests.

Control Your Message

Depending on the nature of the crisis, several outside entities may start talking about the situation within your organization. These may include the media, law enforcement, lawyers, banks, hackers, disgruntled customers and social media users.

In the face of all the discussion, you want to make sure your organization is controlling the conversation as much as possible. As reflexive as it might be to choose not to comment or to say only that you are taking the matter seriously, it is not helpful. If the story is big enough, people are going to be talking, and if they don’t get information from you, they will get it from a third party, an internal source or from rumors.

Instruct all employees who are not part of the crisis team to direct requests for comment to the company spokesperson. Talk to reporters and post messages on your social media accounts. If necessary, consider using paid advertising to get your message across. In all instances, however, make sure your message is the unvarnished truth. If any false or inaccurate statements are uncovered, the damage may be practically impossible to reverse.

The best thing you can do to prevent a public relations crisis from turning into a public relations disaster is to anticipate what could happen and plan your response to it. When a crisis is unfolding, the quickest and least damaging way to steer through it is to immediately alert your customers, disclose how it impacts them and deliver timely updates as you work toward a solution.

After the crisis dies down, you can begin the work of repairing relationships with clients and determining how to prevent problems from occurring in the future. But, it’s important to remember that no matter how perfect the fix, if the crisis is handled poorly, it may already be too late.

 

© Zywave, Inc. All rights reserved.


Devastating Reputational Risks

ReputationA strong reputation has the potential to be your largest asset, but just one crisis could irrevocably tarnish your image and ruin your business. According to a recent survey from Deloitte, the largest professional services network in the world, 87 per cent of business executives believe that reputation is their largest risk area, and only 19 per cent of respondents think their business is adequately protected. In order to be prepared, you need to identify and mitigate the potentially devastating risks to your business’s reputation.

Health and safety incidents, product recalls and regulatory investigations are just a few of the incidents that have the potential to damage your reputation; and, now that social media and other online sources have accelerated news coverage, you may only have minutes to respond to a crisis and protect your image. The failure to quickly and effectively address a crisis can result in lost business, litigation, regulatory fines and more.

The Many Forms of Reputational Risk

The damage to a business’s reputation is often the result of other risks. For example, a cyber attack that disrupts your business operations is generally not considered a risk to your reputation. However, an extended disruption could cause customers to think less of your business and its products.

Here is a partial list of risks and events that can cause damage to your reputation:

  • Product recalls or concerns over product quality
  • Allegations of poor or improper business practices
  • Health or safety incidents, involving either employees or customers
  • Regulatory investigations
  • Negative associations with third parties

The Role of Social Media

Social media can be a powerful tool to connect with customers and extend the reach of your business, but it can also be used to quickly spread negative publicity that can severely harm your reputation.

In an increasingly connected world where anyone with a smartphone can act as a journalist, any negative experience a consumer has with your business has the potential to go viral and be seen by thousands—even millions—of people. Make sure that your business has a social media presence that is constantly monitored, and that it quickly responds to any criticism or negative customer experiences in order to maintain your reputation.

Online review services can also damage your reputation and result in lost business. According to Dimensional Research, a United States-based organization that provides market research to technology companies to help them make smarter business decisions, 90 per cent of customers check online reviews before buying products, and 80 per cent make decisions based on what they read. Clearly, the best way to ensure that reviews for your products and services are positive is to maintain effective and comprehensive quality control procedures. However, it’s important to regularly check online sources to get feedback on your products, and to identify malicious or fictitious information that could reflect poorly on your image.

Strategies to Lower Reputational Risks

There is no such thing as complete protection from the risks to your reputation, but there are strategies you can use to limit exposure and respond to a potential crisis:

  • Create strong, relevant corporate values: Upper management should create—and regularly communicate—strong corporate values that permeate every level of your business. Though these may be created by upper management, they should reflect the values of all of your employees and stakeholders.
  • Integrate a risk evaluation into business planning: Identify the opportunities, threats and assumptions that accompany your business’s plans and strategies. Don’t assume that longstanding strategies or well-developed plans are free from reputational risks; instead, develop hypothetical scenarios to identify how your reputation could be affected.
  • Promote positive interactions with customers and other stakeholders: You can strengthen your reputation before a crisis occurs by aligning your goals and connecting with your stakeholders. Customers appreciate regular and positive interactions, and you can use social media as a tool to reach out to them.
  • Develop a reputation plan: Train everyone at your company on how to recognize a reputational crisis, and put together a response team. Your plan should identify all potential risks to your reputation and map out a response for each. These responses should include key statements that identify at least three talking points and restate your business’s core values. If a crisis occurs, distribute relevant messages as quickly and widely as possible.

In the event of a crisis, it’s important to respond quickly and decisively:

  • Don’t sacrifice your reputation to protect your finances or products. It’s usually more prudent to recall a dangerous product immediately; for example, if it’s discovered that you delayed a recall at the expense of health or safety, your reputation may suffer a serious blow.
  • Respond to questions and concerns. If you attempt to stay under the radar during or following a crisis, it will only cause negative attention to linger. Instead, respond to any concerns and continue to communicate your corporate values.
  • Always remember the broad range of your reputational risks. Following a crisis, it may seem easy to only focus on preventing a similar incident in the future. Be sure to keep all of your risks in mind.

Limit Your Risks

It’s inevitable that every business will experience some form of reputational damage, but there are ways to limit your exposures and to cover losses. Contact your insurance broker to identify your unique risks and protect your business.

 

© Zywave, Inc. All rights reserved.


The Pitfalls of Directors and Officers (D&O) Insurance

business-presentationAfter assessing your company’s risks, you’ve made the decision to purchase Directors and Officers (D&O) insurance. Now what?

It’s essential to know the ins and outs of your D&O policy, including policy limits, what’s covered and, most importantly, what’s not. Why? Because you may assume you’re covered for a claim when policy exclusions could apply. As time-consuming as it may be, it’s critical to read the fine print in your policy, as the language in the exclusions may affect the coverage of potential claims.

Types of Exclusions in D&O Policies

Some exclusions that insurers and insureds dispute concern incidents that happened or allegedly happened before the D&O policy went into effect. In some cases, the insurer simply won’t cover the claim; in other cases, the insurer may render the policy void.

The Known Circumstances Exclusion. With this exclusion, the insurer will not pay for claims that arise from a negligent act, error, omission or personal injury that occurred prior to the start date of the D&O policy. The insurance carrier attests that the insured knew or could have foreseen that any of the above happened and could have been the basis for a claim. This exclusion is found more frequently in private and non-profit policies than in public company policies. What is especially important to note is that the premium is usually not returned to the insured if it is determined that they withheld their knowledge of circumstances that occurred prior to the start of the policy.

In the case of a rescission scenario, the premium is returned to the insured. Rescission means that the policy is rendered void after the insurer discovers that the insured answered untruthfully to any of the warranty questions on the insurance application. Warranty questions ask the applicant if they know of any fact, circumstance or situation that might reasonably be expected to give rise to a claim. Rescission also can occur if the applicant provided false or misleading information in the company’s financial data. These scenarios usually happen only in public company D&O policies.

Prior Acts Exclusion. Similar to the known circumstance exclusion, this exclusion is also concerned with pre-policy circumstances. The insurer is not responsible for wrongful acts committed or attempted before the coverage was enacted. A wrongful act is that which damages the rights of another. These acts are not only limited to criminal offences, but can also include acts that result in civil lawsuits.

Other exclusions found in D&O policies revolve around the duty to defend and defence expenses in the event of a claim. If the insurer has the right to the duty to defend, then they are able to select the insured’s defence and have greater control over the rates and billing practices of the defence counsel.

Reasonableness of Defence Fees. This is more prevalent in private company and non-profit D&O policies, as most of those policies give the insurer the right and duty to defend the insured’s claims, whereas public companies retain the right to choose their own defence counsel. If this is written into your D&O policy, it means that the insurer will only pay for “reasonable and necessary” defence fees. Some insurers also provide detailed information on litigation guidelines.

Consent to Settle and the Hammer Clause. If the insurance carrier has no duty to defend, such as in cases against public companies, then they have no right to settle the case when they want to settle it. As a result, the insured may elect to continue with litigation, even if that would exhaust the policy limit, because the defendants don’t want settling the case to be perceived as an admission of their wrongdoing or incompetence. This creates a lot of tension between insurers and the insured, especially if the insured does not include the insurer in the settlement discussion. Therefore, some insurance policies have a consent to settle exclusion in the policy, prohibiting the insured from settling the claim without the insurer’s prior written consent. The hammer clause is similar to the consent to settle exclusion, although less common. Basically, the hammer clause informs the insured that if they go against the insurer’s recommendation to settle, the insured will be responsible for any judgment won by the plaintiff and legal fees that go beyond the settlement offer.

Most D&O insurers expect that D&O insurance is only a part of a company’s wider insurance portfolio. In some cases, however, this assumption doesn’t always prove to be true. Certain firms may go without Umbrella insurance or even General Liability insurance policies, making D&O one of their only forms of insurance. Because of this, many D&O insurers write exclusions in their policies stating what claims they won’t cover because other types of insurance would potentially cover the claim.

“Other Insurance” Exclusions. D&O insurance is just one form of insurance in a comprehensive risk management plan for most companies. Because of this, most D&O policies have exclusions for claims that involve bodily injury, property damage and fiduciary claims, which could be covered by other types of insurance such as a Commercial General Liability policy or a Fiduciary Liability policy. To protect their best interests in the event of a claim, the insured should notify all insurers from their various policies, thus allowing the insurers to determine who is liable for the claim.

Contractual Liability Exclusion. This exclusion is especially pertinent to private companies and non-profits that have broad entity coverage under a D&O policy. Since contractual obligations are not liabilities imposed by law but rather an obligation that is voluntarily undertaken, many D&O policies have an exclusion that prevents insurers from having to cover contract-related claims, especially breaches of contract that arise when the company enters into a contract with another party. When examining this exclusion in your D&O policy, make special note of the wording of this clause. This exclusion can substantially affect the extent of your coverage under the policy—the narrower the scope of the exclusion, the better for you.

D&O insurance protects directors and officers from poor business decisions, but most policies do not protect them from wrongful acts and gross misconduct. These exclusions include:

Conduct Exclusions. Most D&O policies have exclusions that deny coverage for certain types of misconduct. There are two categories of misconduct exclusions:

  1. For loss relating to fraudulent or criminal conduct
  2. For loss relating to illegal profits or remuneration to which the insured was not legally entitled

It’s especially important to look at the wording on these exclusions in the policy; subtle wording differences can significantly impact the accessibility of the coverage.

Insured vs. Insured Exclusion. In some D&O cases, one insured director may bring a claim against another insured director, and some insurers do not want to cover this because they don’t want to get involved in the infighting between a company’s directors and officers.

Obtaining D&O insurance is important to protect the directors and officers of your company; but simply purchasing the policy won’t benefit you unless you know the extent of your coverage.

 

© Zywave, Inc. All rights reserved.


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