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Business continuity planning is one of the most critical components of any recovery strategy. Companies today face an unprecedented number of exposures. The frequency and severity of weather-related events seem to be increasing. Reliance on a complex network of technology and supply chains is expanding. Both leave businesses susceptible to a variety of existing and emerging risks. Managing these risks is key to the survival of any organization. Why Business Continuity? MISCONCEPTION: "Our people will know what to do in an emergency." REALITY: Even the best employees cannot be expected to know what to do when disaster strikes. Leaving each to respond in his or her own way only adds to the confusion of an event. Having a well-documented business continuity plan in advance, and training your employees to follow it, gets everyone on the same page — helping ensure an organized, safe and timely recovery. MISCONCEPTION: "We have insurance to cover our losses." REALITY: Insurance alone is NOT a business continuity strategy. Proper coverage is a significant and important part of the plan. But it may not fully cover some of the peripheral damages from an event, like loss of customers, loss of market share, or setbacks in development or release of a new product. Consult with your insurance agent to understand what is and is not covered under your policy. MISCONCEPTION: "We don't have the time to develop a business continuity plan." REALITY: Time spent developing and maintaining a business continuity plan is an investment in your company. Your fixed costs will continue after an event whether or not you are open for business. The faster you can return your operations to normal, the more likely you will recover from the event successfully. With so much at stake, your company can't afford to NOT have a plan. MISCONCEPTION:  "Business continuity and disaster recovery planning are the same." REALITY: Business continuity is a proactive plan to avoid and mitigate risks associated with a disruption of operations. It details steps to be taken before, during and after an event to maintain the financial viability of an organization.  Disaster recovery is a reactive plan for responding after an event. It deals with the safety and restoration of critical personnel, locations, and operational procedures after a disaster, and is a part of business continuity planning. A business continuity plan is one of the best investments your company can make. From Hurricane Sandy and 9/11 to the tornadoes in Oklahoma – companies that proactively consider how to respond to events are the first to get back to business, often at the expense of competitors. A predefined business continuity plan, combined with the proper insurance coverage, maximizes the chance of a successful recovery by eliminating hasty decision-making under stressful conditions. It details how to get businesses back on track after a disruption – in the most thoughtful way possible. Think your business can withstand a disaster? Think again. Twenty-five percent of businesses do not reopen following a major event.1 It does not take a major catastrophe to shut down a business. In fact, seemingly minor disruptions compared to widespread natural disasters can often cause significant damage – power failures, broken water pipes, or loss of computer data. A Travelers study found that 48 percent of small businesses are operating without any type of business continuity plan…Yet 95 percent indicated they felt they were prepared. Is your business continuity plan predominately an insurance policy? Is it predominately an emergency response or evacuation plan? Is it predominately an IT or data recovery plan? Is it something you developed that sits in a binder on a shelf? If you answered "Yes" to any of these questions, then your business continuity plan may be giving you a false sense of security. Natural disasters are more common – and costly – than you may realize. In 2012, nine of the top 10 most expensive world-wide natural disasters happened in the United States. With $77 billion in insured losses worldwide, 2012 was the third costliest year on record. The first was 2011, when $126 billion in insured losses were reported.2 Business continuity planning for a competitive advantage. An alarming 48% of business owners surveyed by Travelers in 2012 said they have no plan in place. That means business continuity planning is more than smart business – it helps your company remain better positioned to recover from the business interruption, property damage, financial impact, and loss of life that a natural disaster or man-made event may cause. The time for business continuity planning is now. Planning for a disruption or catastrophic event should happen when business is going well, not when disaster strikes. Having a pre-defined, well-documented business continuity plan that clearly communicates how your business will respond during an event can help mitigate risk – and is one of the best investments your company can make. 1Source: Insurance Institute of Business & Home Safety; http://www.disastersafety.org/ 2Source: Insurance Journal; http://www.insurancejournal.com/news/national/2013/03/27/286235.htm

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Safety is more than a set of activities focused on accident prevention. It is a way of thinking about how you work, and it should be at the heart of any successful company. Weaving safety into your company's mission, policies and procedures is a great way to demonstrate its importance and ensure its effectiveness across your company. It should be about a shared vision that is expressed by core values and behaviors, where everyone walks the talk. By addressing unsafe acts and conditions before they become accidents, you build your safety culture. Four Steps to a Safety Culture The following four steps can serve as a starting point in driving safety across your business. 1. Evaluate risks. To understand how to create a safer workplace, you must first understand the risks you face every day. Each task and associated risk should be properly evaluated, and safety-based changes should be considered. - Analyze past incidents and near misses. Understand that past incidents can help you identify root causes and identify risks and exposures that threaten the safety of your employees and the success of your business. - Identify the risks before they result in loss. Review your work policies and procedures, buildings and equipment, employee work practices and behaviors and geographic location to determine if there are opportunities to prevent or mitigate loss. And hold people accountable to the practices. 2. Design a plan to keep safe. A good plan is the best place to start, but it is only the beginning. Once you have a plan, you must act to eliminate or minimize risk. - Get commitment. Your management team should be committed to a safety culture from the beginning. - Stay focused. Keep focused on the risks and exposures identified during your evaluation. - Prioritize your efforts. Focus on the risks that pose the greatest threat. You should consider frequency and severity of the loss potential, and/or the opportunity to prevent or mitigate risks. - Identify solutions and resources. Your solutions can vary from implementing engineering controls to creating administrative policies and procedures. These can help create positive changes in safety attitude, commitment and culture. 3. Implement your plan. Implementation entails communication of the plan and its details, training, regularly scheduled practice and drills, and ongoing review. A thorough plan will cover a number of potential risk areas, including buildings and equipment, the environment, employees, customers and vendors. - Communicate and train - the real test of a safety program and culture is not what is written down on paper, but rather how well it actually works. How well your plan works is often dependent on what your employees know and what they do at the time of an incident. 4. Monitor, evaluate and improve your plan. As your business environment changes, so should your safety program. Regularly test your plan to determine if it fits the changing business environment and reflects changing accountabilities. - Monitor the plan and collect feedbackto determine the effectiveness of the plan. - Regularly compare your safety performance against the plan’s expectations. - Make adjustments when necessary. - Recognize success. Be sure to communicate and celebrate your safety successes. At Scurich Insurance Services, our team of risk specialists visit more than one hundred properties every day, and are able to share lessons learned and insights for helping create a safety culture. Start building your safety culture today. Learn more about developing your safety management program.

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A recent study by the Consumer Federation of America (CFA) spotlights the value of employer sponsored disability coverage in helping meet the health and financial well-being of workers. According the Social Security Administration, one in every four employees will use their disability coverage at some point. Despite this need, the nationwide survey found that fewer than two in five workers (39%) in the private sector have short-term disability (STD) coverage through their employers and only one in three (33%) have employer sponsored long term disability coverage (LTD). Studies by the U.S. Bureau of Labor Statistics and Mathew Greenwald & Associates have found similar rates of participation in these programs. CFA Executive Director Stephen Broback says, “Surveys have shown that disability insurance is a critically important part of the social safety net”. . . “that plays an essential role in protecting the emotional and financial lives of workers.” Based on the study’s findings, he urged “all employers to offer the option of obtaining disability coverage.” The survey also found that when businesses don’t offer LTD, many workers would buy it for themselves if they could receive the lower group rates available through employer sponsored coverage. Most disability plans cost workers between $10 and $30 per month, and the average monthly premium for STD coverage comes to $18. More and more employees are benefiting from these plans, an estimated 650,000 disabled workers received employer sponsored LTD payments last year. If you’d like to offer your employees this valuable “peace of mind” benefit, or for a complimentary review of your disability plan,– feel free to get in touch with us at any time. It’s our pleasure to serve you.

A lack of maintenance or poor quality maintenance causes thousands of on-the-job accidents every year. What's more, maintenance workers face significant risks associated with their jobs. According to the most recent Bureau of Labor Statistics job fatality report, deaths due to poor maintenance rose 14%, year to year, in 2011, the highest level since 2006. Accidents from maintenance have a variety of causes: everything from falls caused by working heights, confined spaces or harsh environments associated with accessing equipment, and shocks and burns if power is not properly isolated, to injuries from moving machine parts, musculoskeletal problems caused by working in awkward spaces and exposure to asbestos and dangerous chemicals. There are three types of maintenance: Routine or preventive maintenance keeps equipment working - such as a scheduled overhaul or replacement. Corrective maintenance gets broken equipment up and running again. Predictive maintenance uses tests for maintenance that is or will soon be needed. To make your maintenance activities safer and more productive, follow these guidelines: Emphasize planning and scheduling on every maintenance task. Invest in affordable technology such as a thermographic camera (around $1,000) to detect variations of temperature that can reveal when a machine motor is not running properly. Make sure that supervisors convey the right message consistently. Employees need to be told that accidents happen as a result of short cuts, such as failing to lock out a piece of equipment before performing maintenance. Teach workers to intervene. If an employee walks by a piece of equipment that's making an unusual noise and doesn't tell their supervisor, it's the same as ignoring a co-worker who is working unsafely. Get employees engaged and accountable. This can lead to culture change which makes safety the responsibility of everyone - not just of the safety and maintenance department. For more information on maintaining your safety maintenance program, just get in touch with us.

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