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How to appeal to your insurance provider in a challenging market

There has been a lot of media discussion recently about the challenging insurance marketplace. You may wonder what this means, and how it will affect you when it comes to renewing your insurance policy.

Understanding what a risk aware tyre business looks like and what appeals to insurers is a good start. That’s why we spoke to insurers QBE to find out their position on what good looks like to them. Our questions are designed around Six Degrees of Impact, a renowned consultative model created by Anthony C. Gruppo, Marsh Commercial CEO.

Leadership

1. Please describe what a good culture of risk management looks like to you?

Being proactive and on the front foot, identifying risk hazards and putting into place mitigation strategies to minimise or eliminate risk. Having a comprehensive health & safety policy in place with appropriate risk assessments and method statements for the different activities undertaken within a business.

2. What metrics and key information do you utilise to consider effective tyre risks?

  • Investment and training of staff (accreditations and qualifications such as REACT)
  • Comprehensive information from a business on how their operation profile is and what is in place to ensure good practices are followed
  • Length of time a business has been trading and the claims experience in support of this

3. What does leadership anticipate the future to look like regarding tyres?

The insurance market is hardening for tyre fitting operations, due to high and frequent loss potential from risk exposures across a number of coverage areas. We anticipate and hope that more tyre fitting operations work closely with the appropriate bodies to ensure employees and third parties are protected and safe. Whilst also ensuring appropriate accreditations/qualifications are in place, to further support and protect businesses, employees and third parties.

Marketing

1. How can clients help make themselves out when getting quotes?

Provide as detailed risk information as possible to their insurance broker with regards to all of their operations. Pictures of their premises including the housekeeping arrangements and confirmation of waste procedures. Also, having an understanding for the different risks they have at hand and what they have in place to mitigate and protect their positions.

2. With a “hardening market” on the horizon, what advice can you offer to clients of the National Tyre Distribution Association (NTDA)?

Time and information is vital for more favourable responses from insurers. If we have a good lead time and fully have the opportunity to understand the business, we can then be more favourable, as we know the ins and outs of a business. No two clients will be the same and because of that, it’s vital we get the opportunity to understand each client, their operation and their needs.

3. Please can you explain the importance of disaster planning and business continuity modelling and the outcomes it can have for clients?

This is an essential tool for the longevity of any business. Sadly, accidents do happen, but with appropriate disaster recovery plans/business continuity plans, a business will be a lot more resilient when facing the prospect of a drop in profit in the event of an incident. Insurers will look to support clients but to reiterate the point above, no two businesses are the same, so if insurers can have this unique insight it will enable quicker resolutions and the higher likelihood of being back to BAU in a much more time efficient manner.

Resources

1. Name three key factors clients should consider when discussing suppliers from an insurer’s viewpoint.

  • Financial strength and rating, as well as time and expertise in the sector
  • Service and delivery of the insurer across underwriting, claims and risk management
  • Policy coverage and limits

2. What key risk management features standout when assessing market presentations?

Many factors, including but not limited to:

  • Housekeeping at the premises including the storage and security of tyres, both new and dead
  • Health & safety policies and their comprehensiveness
  • Employee licencing and qualifications in certain types of work

3. From a risk management perspective, what should businesses do when onboarding new employees?

Any new employee should have a pre-employment questionnaire completed, as well as a full induction-training programme, which should be supported across all levels of the business. They need a full briefing on health & safety policy, risk assessments and the use of PPE and the appropriate paperwork that supports this. Any new employee should have monitored support to help them in their new role.

4. Storage is a key factor for members and accounts for a large part of cover. What considerations should be taken for storage of tyres?

New tyres should have designated areas for storage and should be on racking. Ideally, the racking will not be above 6 metres in height and appropriate fire prevention and protections should be in place. With regards to dead tyres, these should be stored in locked metal lidded containers a good distance from the main building and be collected/removed by approved contractors regularly. No tyres should be stored in the open.

Strategic Positioning

1. Operational excellence is a key target for all businesses. What does this look like for you as an insurer?

Appropriate accreditations for the business, as well as appropriate qualifications and licences for employees. A good culture in the business for safety and understanding working practices. Housekeeping, as per the above, and an exemplary claims record.

2. What is your long-term strategy towards the tyre market and how would you look to position yourselves in the future?

Our portfolio has a decent sized tyre account. Our consistent strategy for all sectors of business, as well as tyres, is to have a sustainable business model so we can continue to offer capacity and protection for clients in this area. As with any business we continue to monitor all metrics to ensure we meet these requirements.

3. When considering expansion/acquisition what considerations should be taken from the insured?

Removing the financial/legal piece from this and talking purely from an insurance risk perspective, a client should seek the claims experience firstly, to try and get a measure of the quality of a business. What should follow is to grasp an understanding of the operations and what accreditations, licences, housekeeping of properties and overall profile of the risk looks like.

Research & development

1. With the advancement of technology, what do you see as the next steps in risk management awareness?

There are so many technological advancements and innovations in the motoring world. With the introduction of autonomous vehicles and other vehicle technologies, we hope accident frequency will reduce and a more stable road space will become a reality. Risk mitigation and prevention is so much more prevalent in the motor industry today than ever before and with quite basic interventions such as driver training, post-accident analysis and driver behaviour checks, the motor industry is in a healthier place, albeit with new technologies on the way. It is now about utilising them to ensure the most round approach can be taken in managing risk.

2. Given that consumers are more aware of poor service and reputation, what advice do you have to consider this in the future?

It’s a tough question as you will only really understand the service of an insurer once you are a customer. My advice is to work and trust your broker and the insurers of whom they have close relationships with and ask for their insight as to service and quality of different insurers.

3. Smart motorways are now a common occurrence on most major city routes, what considerations and developments do you envision next for the UK road network?

There are so many innovative ideas that are coming from Highways England and how they hope to improve efficiency on the roads whilst protecting both vehicle users and those who work on the roads. This will be done through new methods of road construction, connectivity between autonomous networks and with intention of creating a safer road network, whilst also driving down the carbon footprint of the motor industry.

Outcomes

1. Taking the financials out of the equation, in what other ways do you measure success?

Success can be measured by a company’s attitude and action on protecting their business, employees and all third parties. A company’s culture and beliefs is as important as anything else, as it’s not necessarily that something is done, it’s about how and why they do it.

2. How far in advance do you forecast expectations in the industry?

As a business we forecast five years ahead, with regards to our strategy. We are fully aware of the new innovations and technologies in the motor industry and have partnered with Thatcham to ensure we are in the best position to assess and understand these new considerations.

3. What top three KPIs are utilised to assess risk?

  • Risk information and profiling
  • Risk management and prevention techniques
  • Claims experience

 

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