Insurance & Risk Management

Return To Work Strategy Can Save NY Employers Thousands of Dollars in Workers Compensation Costs.

Dec13
2011 Leave a Comment Written by Gordon B. Coyle, CPCU, ARM, AMIM

Two recently settled New York Workers Compensation cases shine new light on light duty offers and Permanent Partial Disabilities or PPDs.

Return to Work or Light / Modified Duty can be an excellent strategy for getting permanent partially disabled (PPD) workers productive and back to work, and off workers compensation indemnity payments. It’s good for the employee to be reintegrated back into the work force, it’s good for the employer to have a skilled worker back and productive, and it’s a good method to reduce workers compensation claim costs.

The return to work/light/modified duty strategy is fairly simple to deploy, and while it will cost the employer payroll dollars, those costs are small compared to an award of indemnity payments that could be in the hundreds of thousands of dollars.

Unfortunately, some workers will refuse light duty and prefer to collect workers compensation benefits instead, which can cost the employer hundreds of thousands of dollars in claim awards and expenses. Two recent decisions involving return to work offers which were refused by employees highlight an employer’s ability to control costs. These cases are not flukes, as is shown by the Workers Compensation Board’s recently published outline on its support of “return to work” measures. While workers comp administrative judges will often side with the claimant, these two appellate decisions may give employers hope and further empower the workers compensation board. Understanding the impact of these cases in a practical way can be a game changer! Eliminating the onerous costs and time associated with litigation, awards and appeals, can save employers hundreds of thousands of dollars in claim and premium costs.

In the case of Smith v. TWA, the NY Appellate Division in the Third Department affirmed the Workers Compensation Board’s decision that Smith (the claimant) voluntarily withdrew from her job and the labor market when she refused a light duty / return to work offer from her employer (TWA) and was therefore not entitled to continue to receive workers compensation benefits.

In a similar decision of Browne v. Medford Multicare, the court again affirmed a decision with the Workers Compensation Board, finding that Browne (the employee) had voluntarily left her job and withdrawn from the labor market when she rejected her employer’s offer of light/modified duty.

These decisions are good news for employers and insurers who typically face an uphill battle in removing capable, but PPD employees from their workers compensation loss runs. This is not to imply that injured workers shouldn’t receive valid benefits. The point is, if employees with a workers compensation partial disability can still contribute to the productivity of their employers, they should. If they refuse a modified job assignment (often referred to as Light Duty) when they are medically able to perform that job, then they shouldn’t be permitted to continue to collect benefits under workers compensation. Doing so imputes a long term and unnecessary cost to their employers and society as a whole. These decisions affirm that thought process, and that’s good news for New York employers.

Do you have a similar situation that’s nagging at you and your loss ratio? Curious how to aggressively take action and get results? Do you need return to work solutions that are deployable, as well as the advice and guidance to make it all work? Our team can show you how to put the best practices in workers compensation cost containment to work for you and your company. Contact us for a no obligation consultation.

Posted in Risk Management, Total Cost of Risk, Workers Compensation - Tagged , , , , , , , ,

The Workers Compensation Experience Rating Factor or Experience Modifier

Dec12
2011 Leave a Comment Written by Gordon B. Coyle, CPCU, ARM, AMIM

A Three Year Financial Ball & Chain
The experience rating factor or “Experience Mod” as it is often called, is a specific debit or credit factor applied to your workers compensation policy. It’s formulated based on YOUR specific claim and payroll information from three of the past four years; and, for that reason, I often call it a financial ball and chain. Because one poor performance year can influence your mod for three years; it’s like dragging a financial ball and chain around for a long time.

A credit modifier of say .90 gives you a 10 percent discount on your compensation premium and likewise, a 1.05 modifier is a 5 percent debit or extra you’ll pay for compensation insurance.

The good news is that you are in control of this!

The actual calculation of the modifier is pretty complex and it’s done by The New York Compensation Insurance Rating Board for NY Employers with only NY Payroll, and The National Counsel of Compensation Insurers for most all other employers or NY employers with payroll outside of NY.

For larger employers with several payroll rating classifications and losses there’s a lot of data that can be misinterpreted or transposed during the rating calculation, which is why auditing your modifier is important. This audit process verifies that the correct data was input into the calculation and that the calculation was done correctly. Some experts believe that more than 50% of the modifiers out there are incorrect! While I think that number is high, it still warrants verification. Audits can be conducted by outside consulting firms that usually will work on a contingency basis, meaning that they take a share of the savings they uncover and if there is no recovery, then there’s no charge. Audits can also be done by your broker if they have the resources to do so.

The important point is that there’s a lot riding on this modifier and not knowing all the details behind it could be costing you money.
Want to know more about what’s going into your workers compensation modifier, and how you can influence it? Contact me Gordon Coyle for a no obligation consultation.

Posted in Risk Management, Total Cost of Risk, Workers Compensation - Tagged , , , , , , , , ,

Federal Preparedness Test Scheduled for November 9th

Nov07
2011 Leave a Comment Written by Gordon B. Coyle, CPCU, ARM, AMIM

The Federal Communications Commission and the Federal Emergency Management Agency will be conducting the first nation-wide test of the Emergency Alert System this Wednesday – November 9, 2011 at 2:00 PM Eastern Standard Time.

This is only a test but it will interrupt regularly scheduled television, radio, cable and satellite shows for up to three and a half minutes. Again, this is only a TEST!

We encourage you to take this opportunity to think about what it takes to be prepared for a disaster or possible interruption in your business. Have questions? We have the answers – including a turnkey solution to put power, communications, mobile office space, technology, and connectivity in your place of business 24 hours following a disaster.

Here are some of the basics you need to arm yourself for disaster and interruption:
a. Make sure you have up-to-date contact information for all your employees, suppliers, and vendors – including cell phone numbers, and emails.
b. Have a written plan to recover following a disaster. Need help with a plan, contact us, we can help you.
c. Practice your plan and back up communication strategy – test, test, test.

For more information, contact me; Gordon Coyle.

Posted in General Business Issues, Risk Management - Tagged , , , , , ,

FCC to Release New Cyber Planning Tool for Small Business

Oct25
2011 Leave a Comment Written by Gordon B. Coyle, CPCU, ARM, AMIM

The threat of a cyber attack is very real for businesses of all sizes large and small. Large companies have the resources and expertise to develop their security plan against hackers and phishers, but small companies may not. For that reason the FCC announced that they will be releasing a Small Biz Cyber Planning Tool that will be available in November. See here for more info.

Essentially this tool will help small businesses create a customized tailored plan on how to protect themselves from cyber threats. This service was a joint effort of the FCC, Symantec, Sophos, Visa, and the US Chamber of Commerce.

In a recent study released by Symantec only 52 percent of small businesses have a cyber-security plan, even though the vast majority of small businesses are more and more dependent on the web. The study also found that 47 percent of small businesses don’t even back up their data!

Those are surprising statistics especially knowing the frequency and severity of cyber-crimes against small businesses over the past few years. The right combination of risk management techniques and insurance are required to prevent cyber losses from occurring and financing the consequences should a breach or threat is committed against a business.

I found a quote by former Homeland Security Secretary Michael Chertoff; who now runs a risk management and security consulting firm Chertoff Group, interesting regarding the subject of cyber security and small business: “Not to consider cyber security is a little bit like leaving money lying around on the table and think that it’s not going to be a problem”. Chertoff went onto comment that of particular concern for small business is the potential theft of intellectual property which is not only damaging to the business itself, but also to the competitiveness of the United States.

For more information on how we can help your organization become more cyber aware and secure, please contact me, Gordon Coyle for more information.

Posted in Crime Insurance, Fraud, Risk Management, Technology - Digital Risk - Tagged , , , , , , ,

New Employees Statistically Have Higher Incident Rates Than Experienced Employees

Oct19
2011 Leave a Comment Written by Gordon B. Coyle, CPCU, ARM, AMIM

That’s probably not a shocking statistic, but I recently read that 40% of work related accidents happen to employees that are on the job one year or less. That’s a little more shocking and creates an opportunity to focus on solutions to prevent that from occurring.

Intensive new hire training is a must to help educate new employees into your safety initiatives, your production techniques, and your corporate culture.

Think about it. A new employee starts and what do they do? In many cases there is no formal training process with regard to safety – it’s usually an “add-on” to what other responsibilities or tasks the employee is expected to perform in their new job. But since they’re new to your operating environment they don’t know what hazards are present, or what could go wrong and learning “the hard way” isn’t acceptable in today’s ultra-competitive environment, because every dollar your insurance company spends on a worker injury you probably spend another dollar to 5 dollars in indirect costs. This impact to the bottom line cannot be ignored.

So, here’s few things to keep in mind:

1. New employees are going to be timid about asking questions or questioning the safety of a work process. Supervisors need to not only train new hires, but also reassure them that asking questions is a “good thing”, and encourage them to ask away!
2. Shadowing the most experienced workers is a good way for new hires to not only learn how to do the task, but also how to do it safely. Assuming that the experience worker is also a safe worker!
3. If your employees use personal protective equipment it’s important to explain to employees WHY that equipment is used and what hazards it protects the employee from, rather then just saying “you have to use goggles here”.
4. Formal new hire training should include evacuation procedures, what to do in the event of an accident, what hazardous materials or situations are in your plant, and who is responsible for the chain of safety. They must also be aware of the consequences for violating safety policy such as a progressive discipline plan that could lead to termination. (assuming you have such policies)
5. Training should also include a formal notice of your company’s position on fraud with a written statement about how you handle potentially fraudulent situations, and that with your insurer, you prosecute worker injury fraud.
6. Once trained, it makes sense to “test” the new hire the month following the training to see what they’ve retained and what they may need more training on. This is true even for experienced workers who may become complacent over time and need to “brush up” on safety skills.
7. As always, supervisors need to make sure employees who should be using PPE are using them and deploying them properly. Failure to use PPEs should result in a written warning as part of a progressive discipline plan.

For more information or training resources, please feel free to contact me for a no-obligation consultation.

Posted in Fraud, Risk Management, Workers Compensation - Tagged , , , , , , ,

The Dreaded Business Income Worksheet – Understanding the Ordinary Payroll Exclusion

Oct06
2011 Leave a Comment Written by Gordon B. Coyle, CPCU, ARM, AMIM

Many CFOs and decision makers I’ve worked with have no trouble telling me how much they hate the Business Income worksheet that they get every year for completion. If your Business Income or Business Interruption (BI) limit on your property program is a stated limit then you should be completing one of these worksheets at every renewal.

The purpose of the worksheet is not to drive the accounting staff crazy – it’s to actually gauge the BI exposure and properly insure it. One element of the worksheet that is often overlooked is the Ordinary Payroll exclusion.

To start with, Ordinary Payroll is essentially all payroll other than managerial, executive, owners, and other “white collar” payroll. In most manufacturing and wholesale businesses Ordinary Payroll is the bulk of wages paid during the year. And should a Business Income loss occur, employees in the Ordinary Payroll category are typically not retained or paid, until the restoration period is almost over. Here’s the problem, if Ordinary Payroll isn’t limited or exclude by endorsement and on the BI Worksheet all of the payroll will be covered and included should you have loss. Why is this a big deal?

It’s a big deal because BI coverage is written on a co-insurance form and that additional payroll (if not excluded or limited) will disrupt your co-insurance agreement. Co-insurance is basically an agreement between you (the insured) to maintain insurance limits in an amount equal to or greater than a given percentage of the total insured value. If you don’t maintain that level of coverage then you become a “co-insurer” at the time of loss and participate in claim payment – which is otherwise known as a co-insurance penalty.

Here’s the rub. Assume that your company calculates its BI exposure to be $1 million per month with a total maximum restoration period of 12 months or $12 million dollars at 100% co-insurance. In the process of calculating the limit on “the back of an envelope” you came to the $1m per month excluding ordinary payroll but didn’t add the proper exclusion or notation on the worksheet. For argument’s sake let’s assume that ordinary payroll is also $1m per month. The penalty for not properly documenting that payroll exclusion would be:

$12 m (amount you did insure for) / $24 m (the amount you should have insured for) = 50%

That means the co-insurance penalty you would pay would equal 50% of the loss!

The point is that the worksheet is important to identify your potential maximum loss. This conversation only deals with the handling of Ordinary Payroll. If you want it out of your calculation or limit it, then it needs to be demonstrated in the worksheet and by endorsement to your policy. Without that documentation there’s a good chance that you’ll run afoul of the co-insurance in the policy and end up footing part of the bill to restore your company, which is the last thing you want to do in the event of a loss.

Getting all the moving parts of the Business Income coverage limit correct is critically important to surviving and sustaining a loss. That’s why I encourage you to carefully examine the worksheet before each renewal and ask questions of your broker to get it right. If you’re not getting the answers you need or don’t feel comfortable with the answers you get, then maybe you’ve outgrown your broker and it’s time for a conversation. For more information on how our diagnostic process can help your business grow and have proper peace of mind, give us a call.

Posted in Risk Management - Tagged , , , , , , , ,

Risk Identification – The First Step of the Risk Management Process

Oct04
2011 Leave a Comment Written by Gordon B. Coyle, CPCU, ARM, AMIM

The management of risk within an organization is an important discipline that supports and builds confidence among business leaders in their decision making capabilities. Understanding the threats the organization faces and what measures are taken to mitigate or mange those threats only leads to more qualified and capable leadership.

So what is the risk management process? In its simplest form, it’s a four step process:

1. Identify risk,
2. Develop strategies to handle risk,
3. Implement those strategies, then
4. Evaluate, monitor and adjust accordingly.

I’ll breakdown those steps to better understand how this process can positively impact your organization, but first it may be a good idea to answer the question what is risk?

Well, risk is any situation or occurrence that can cause your business financial or reputational harm. Which is a pretty broad definition so it begs the question: How do you identify risk within your company?

Since risk is often bundled with insurance purchasing or thought of in the same context for mid-market businesses, it’s likely that you’re thinking, “Well, my insurance broker identifies my business risks and writes policies to cover them.” That may be partially true, but think back to how your current policies were written. Did your current broker take copies of the policies you had and replicate them at a lower premium as a means to win over your account? If so, where did the formal process or risk identification take place? In our crazy busy world that process probably didn’t take place. And, it probably didn’t take place when you first took out your policies.

True risk identification takes place as a more formal process; usually as an audit or questionnaire that digs deep and asks questions about how your business functions. Physical inspections of plants and processes are also important to uncover potential risks. Key concepts explored during the process include the flow of goods and services into and out of your company, (inputs/outputs) key relationships, contingent relationships, etc.

The reason it’s important to separate risk identification from pure insurance purchasing is because not all risks will be transferred via insurance, but those risks still exist, so it’s critically important to understand them, measure their threat, prioritize them, and manage them. Further, even if a risk is insured – say automobile liability, it’s still important to understand how to treat the risks associated with a fleet of autos. For example, how do you recruit drivers? Are they tested (drug, driving ability, physical, etc.)? Do you monitor their motor vehicle report during the year? Are there driver training sessions performed during the year? What does the historical loss experience look like?

All of these questions and more help to gauge or identify risk. While auto liability is certainly a risk that is insured it still needs to be managed so that your organization minimizes their Total Cost of Risk

Here’s a simple example of how risk identification goes beyond the simple insurance transaction. During the course of a risk identification audit we asked a client for samples of contracts they signed during the regular course of business. We found that the purchasing department was regularly signing indemnity agreements in favor of the vendors selling the client a product. Those agreements held the seller/vendor harmless from any and all claims of injury that could arise from their product which became integrated into our client’s finished product.

This is something that probably would never have been discovered during the normal “insurance process”, but once uncovered the client realized that they had been accepting liability of others through this arrangement that they didn’t even know was happening. Now the purchasing department must submit all “non-standard” purchase orders through the CFO’s office for review to avoid this potential risk.

As you can see, the risk management process goes well beyond the simple transaction of purchasing insurance. That’s why the large Fortune 500 type companies have whole departments dedicated to Risk Management. To find out how our process which is scaled to the mid-market can reduce costs and provide your leadership more confidence contact me for a no-obligation consultation.

Posted in Risk Management - Tagged , , , , , , ,

Insurance for Students Living Off Campus

Sep08
2011 Leave a Comment Written by Gordon B. Coyle, CPCU, ARM, AMIM

My son, a sophomore at Drexel University, just moved off campus and it made me think “I have to get him his own homeowner’s policy”! So I figured that maybe a lot of my clients and followers may not know or think of this, and a blog entry may be a good thing to talk about.

Most standard home policies do not include coverage for the property or liability exposures of a dependent child living off campus, so a separate home policy may be in order for this situation. If your child is living on campus then most home policies will respond and pick up the exposures – it may require special endorsements so be sure to ask your agent about it.

Now, back to the off-campus exposure – I recommend that parents purchase or require their children to purchase stand-alone coverage. You may think “eh, the contents in the house really aren’t worth much, why have insurance?” It’s a valid point to some degree but the big exposure I’m always concerned with is liability. I’m not going to imply that every off campus housing experience is identical to the Alpha House on the movie Animal House, but I think it’s a reasonable assumption that there could be a weekend or two that a party could take place in your son or daughter’s house or apartment which could lead to some form of bodily injury or property damage, and that’s where the liability protection comes in. (Remember D-Day riding his motorcycle up the staircase?)

Having their own home policy (ies) shields you from liability and has an insurance company to pay for defense and settlement costs. I made the word policy (ies) plural because all the residents of the house or apartment need their own policy – unless the residents are related. As unrelated friends sharing a house there is no common insurable interest between them, and most insurers will not write a policy with multiple named insureds on the declaration, so separate policies are likely needed.

Liability coverage is cheap I recommend purchasing at least $300,000 limits and research what $500,000 would cost and upgrading if that’s in your budget.

Another issue to consider whether your child is living on or off premises, is to schedule “special property” such as musical instruments and computers. Doing so broadens the perils covered and also can eliminate the policy deducible for these items that are often “targeted” for theft.

The good news is that tenant’s policies are pretty inexpensive so it’s worth the time and effort to get one secured for your student away. One last note, if your child is going to school out of state your current home agent may not be licensed in that state to sell you a policy, so you may need to find a local agent to make that purchase.

As always if you have questions about this or any other insurance or risk management issue, please feel free to contact us!

Posted in Personal Insurance - Tagged , , , , ,

Disaster Planning After Hurricane Irene

Aug31
2011 Leave a Comment Written by Gordon B. Coyle, CPCU, ARM, AMIM

For most of us in the Northeast, the dust is settling after Hurricane Irene dumped tremendous amounts of water over the weekend. For many there was the inconvenience of being without power and some water in our basements, for some there was the greater destruction of property, and for an unfortunate few; large scale disaster that destroyed property, future income streams, and wiped out businesses.

In large part much of the property damage suffered was not insured since most of it was caused by the peril of flood, that is normally excluded from property policies, and a great number of business owners elect to not purchase stand-alone flood coverage, unless required by their mortgagee. In fact a lot of damaged property was outside of traditional flood zones where business owners don’t feel the need to purchase flood coverage.

As I’ve written before, flood insurance can be purchased as a stand-alone policy from the National Flood Insurance Program through your broker, or it can be incorporated into your property program (usually if you’re not in a flood zone), or the peril is picked up under a Difference in Conditions policy that is usually written on large multi-location enterprises. Should the peril of flood be considered important enough you’re your commercial insurance program? I think the answer is that “it depends”. It depends on the costs and the availability, and your potential risk. If you’re near a stream, river, low lying area, or an area that is known to flood then of course, flood insurance is something you should strongly consider. If the probability of flood is low and it can be incorporated into your property program for a marginal increase in premium then I would also strongly recommend it. The same comments are true for earthquake insurance. While the probability of a damaging earthquake is low in the northeast (even after the 5.9 quake in Virginia last week!) the cost of quake coverage is also low here, so I recommend adding it to round out coverage. Keep in mind that both flood and quake coverage will usually carry a larger deductible than your normal property coverage and be “sub-limited” to the policy, which means you usually don’t get full property limit coverage for either peril.

But, transferring the hazard of flood or earthquake to insurance isn’t enough. Like other catastrophic risks your business faces it’s important to understand how to manage the risk, so that if it does strike, you have a plan to mitigate its impact to your enterprise. Preparation and planning is the axiom for all disaster related events. For most potential flooding events there is time to prepare. We may not know the potential severity of an oncoming storm and related flooding, but we will know that a tropical storm or hurricane is advancing at least two to three days in advance which gives us time to trigger a planned response. The secret is having a plan in place to actually pull the trigger on. And that process is called disaster/contingency planning and business continuity planning.

Disaster / Contingency / Continuity Planning is broken into three major steps: Preparation, Response, and Recovery. I’ll cover Preparation briefly in this article and talk about Response and Recovery in later articles.

Preparation includes:

o Assessing the risks and the assets to be protected
o Building the plan and getting it on paper
o Testing the plan to make sure to executable

When writing a contingency or disaster plan you need to look at your corporate assets and determine which are the most critical for protection, and the most susceptible to catastrophic loss from disaster. In today’s digital world you might have a huge concentration of “assets” in your servers and desktop workstations, so don’t just focus on real property, think about digital property too. And with regard to digital assets think beyond disasters like flood, fire, or terrorist attacks, you also need to think about human errors, hackers, and equipment failures.

With regard to physical assets such as building and business personal property assessing the risks requires you to think outside the box of daily living. That stream that’s half a mile away may not seem like a threat on a sunny day, but what threat does it pose after ten inches of rain falls over a 5 hour period of time?

Communication is also critical to let employees know what to do in the event of a disaster or pending threat, but don’t forget about suppliers and customers. Preserving those relationships before during and after a disaster is critical to continuity.

If you’ve thought that building a plan is too costly, or too time consuming, think again. We’re here to help and have the resources available to help you work through the issues, including a relationship with a national provider of turnkey emergency resources to provide power, communications and mobile office space within a 24 hour response time (at a discount for our clients!).

For more information, please contact us for a conversation about how we can help you and your company be prepared for whatever disaster may arise in your future.

Posted in Insurance Issues, Risk Management - Tagged , , , , , , , ,

A Triple Header – Earthquakes, Hurricanes & Locusts

Aug25
2011 Leave a Comment Written by Gordon B. Coyle, CPCU, ARM, AMIM


Well, maybe I’m exaggerating with locusts, but this week we experienced a significant earthquake (5.9) with its epicenter in Virginia, but felt it on the East Coast from as far south as Georgia and as far north to Massachusetts. In the next day or so Hurricane Irene will make its way to the US and it looks like that could be a significant catastrophe event as it builds strength. I don’t know if the locusts will arrive, but you never know!

While the damage done by the earthquake appears to be limited, it certainly makes me wonder how many companies were prepared to communicate action plans or steps to their employees, or if they knew where their Disaster Plans were actually located. Prewritten plans that spell out what to do, who does what, and when to do it, when disaster strikes are critically important to safeguard employees, property, and future income streams.

But what about preparation steps before a natural catastrophe occurs? Well, earthquakes for the most part are not occurrences that can be anticipated, but hurricanes and tropical storms are. So with the coming of Irene what steps do you take to be prepared?

Whether Irene will be a hurricane or a tropical storm when it hits the New York Metro area is not yet known, but in either case we will experience significant wind and rain. This presents unusual hazards that go beyond just summer thunderstorms. Rain can be very heavy for an extended period of time that can create flooding well beyond what typically occurs. If you have areas on your property or near your locations that do flood in summer storms, be prepared to see the potential for several times what normally occurs. Add in the wind and we could see wind driven rain entering buildings or pushing flood waters into buildings.

So, what should you do?

Basic preparation today and tomorrow is necessary; here are a few items to consider:

• Roof Drains – make sure drains are clear so that water doesn’t accumulate on roofs and potential cause collapse or leakage.
• Storm Drains – inspect drains around your property and their surrounding areas to make sure they are clear and no debris will clog them when waters rise.
• Back Ups – make sure your systems are backed up properly and secured off site.
• Communications – communicate now with employees, customers and suppliers about the event and what your plans may be for a shut down and how to communicate with company officers if the event is significant. This may mean delaying shipment of finished materials a day or two, or delaying incoming raw materials. Communications and setting proper expectations is key in maintaining supplier and customer relationships. Keep in mind that you may lose phone and internet service during the event so cell phones may be the only means of communication.
• Loss of electricity – you may lose electricity during this event. Do you have backup generators that need fuel or servicing? Do you have a process to maintain goods in cold storage?
• Outdoor property – any property in the open could be blown over, or damaged. Do you need to secure antennas, material in the open, storage units, etc.?
• Doors and Windows – secure plate glass windows with duct tape on the inside should they be damaged to prevent shattering, or cover with plywood. Doors should be tightly secured.
• General – do a visual inspection of your premises today looking for potential problems – in high winds anything loose could become a projectile. Are there any storage trailers or materials sitting in a low spot on the property that could get flooded?

The words: “batten down the hatches” comes to mind, and performing a walk around your plant or property with that in mind may be the best advice at the moment. Preparation and communication are the key points.

Here’s a good resource for further information on developing a contingency plan.

Good luck over the weekend and if we can provide any further advice please don’t hesitate to contact us.

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