A Buick dealership in suburban Chicago was having four to six eye injuries per year. When we asked about them, the office manager reported that they were “just normal.” Though the insurance claims amounted to only a few hundred dollars each, management began to realize that every time an eye injury occurred, work stopped for the injured party and for the person who drove him to the hospital. It also affected the people around him whose work was disrupted by the rush to the eyewash station. The dealer agreed that the total cost of each injury exceeded a thousand dollars. Given 2% profit margins, the dealership had to sell an additional $300,000.00 to pay for the six annual eye injuries.
The ComplyNet account manager made eyewear recommendations and drafted a personal protective equipment policy. Management made the required decisions and the ComplyNet account manager explained the new policies to all affected employees. Each employee got to choose from the pre-selected eyewear and the policy was periodically reinforced by the department manager and the ComplyNet account manager. Since the program was initiated “three years ago” not a single eye injury has been reported.
A large Chevrolet dealership was experiencing frequent back injuries. The ComplyNet account manager reviewed the incidents and modified the dealership’s Lifting Training Program to focus on the common sources of the injuries. All technicians were gathered together and new policies were explained to them. The ComplyNet account manager used humor and blunt talk to emphasize what the new lifting rules were and why. Twice a year since the training class was held, lifting policy reminders are sent to each affected employee. Back injuries have not re-occurred.
A small midwest auto dealer group was experiencing a rash of workers compensation claims. With claims exceeding $125,000 per year, the injuries were costing the group more than a half million dollars annually in indirect expenses.
After reviewing the nature of the claims and getting management’s agreement on a strategy, ComplyNet personnel implemented our “Loss Control” program, which targets claims and sets policies and practices to attack their sources. Because of the severity of the situation, it was not difficult to obtain the cooperation of all managers and the insurer.
Within seven months of the initiation of the program, claims were down more than 90%. After two years, claims remain down more than 80%.
A state auto dealer association operated its own workers compensation insurance company. Because claims were very high at several of the insured dealerships, the association’s insurance arm engaged ComplyNet to institute its standard service at those dealerships. In addition, the association recommended ComplyNet to its other members.
After three years, the association compared the claims made by their average insured dealership and the claims submitted by those insured dealerships served by ComplyNet. The former high risk dealerships with the ComplyNet service averaged 70% fewer claims than the average dealership insured by the association.
A Midwest dealer group experienced an information breach shortly after enrolling in our Cyber Risk Management Program, which included the Lloyds of London insurance coverage. We immediately put the CFO on the phone with Richard Bortnick, a nationally recognized cyber attorney, whose services are provided in conjunction with the coverage. The CFO received step by step guidance to contain and minimize the economic effect of the breach. What could have been a disastrous, expensive incident was professionally managed.