6 Marine Services Risks
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If any proclamation were needed to confirm that the day of the mega cargo ship has arrived, just look to the notoriously penurious Port Authority of New York and New Jersey spending $1.3 billion to raise the deck of the Bayonne Bridge.
The roadway will be raised 64 feet, to 215 feet above mean sea level with a target completion by the end of next year to allow the new monster container ships access to the sprawling port facilities in New Jersey.
Megaships are not new, but construction and use are definitely trending up — as is a rise in incidents.
With the coming of the megaships, “the newer tonnage Panamax [300 meters] ships are being moved on to runs that were traditionally considered feeder runs. This means larger vessels in smaller ports. The result is less room for error,” said Capt. Andrew Kinsey, senior marine risk consultant with Allianz Risk Consultants.
“We [already] see a rise in incidents with these size vessels,” he said, noting that “the mega container ships are more likely to encounter incidents during arrival and departure in near coastal or port areas due to the fact that there are fewer ports that accommodate these ships.”
“As a result, the most devastating scenario will involve two of these vessels in a collision situation during arrival or departure. The channel gets very crowded when you have one or two of these maneuvering.”
Visionary naval engineer Isambard Kingdom Brunel built the 700-foot-long S.S. Great Eastern in London in 1858.
In recent decades, ultra-large crude carriers, or supertankers, have ranged up to 1,500-feet long and 250,000 deadweight tons (DWT). Mostly single-skinned, the majority has been scrapped or retired as floating storage platforms in favor of safer double-hulled tankers.
The latest mega container ships, the Triple-E class, will rival supertankers at 1,300-feet long. Costing $200 million each to build, the Triple-E class will have 18,400 TEUs (the common measure of box container capacity) — the capacity of 18,000 20-foot equivalent units. Standard shipping containers today are 40-feet long.
“The container ships of 18,000 TEUs and greater will have a trickle-down effect that is already being felt,” Kinsey said.
From the perspective of the underwriter insuring the hull and machinery, he said, “the stresses that these vessels are subject to are exponentially increasing as the size increases.”
“If we look at the failure of the MOL Comfort [built in 2007, 316 meters in length, 8,100 TEU capacity, which broke in half off Yemen in June 2013], we see a relatively new vessel built by a quality yard suffering a catastrophic failure; directly attributable to the lack of adequate container weights being provided to the vessel so that the ship can accurately calculate its trim and stability profile for the voyage.
“Couple this with the increase in fuel costs and the pressures to reduce the amount of ballast being carried and you have vessels that are running very high bending and shear force numbers. And actually, these numbers are based on faulty data because the actual container weight is not known,” he said. “Over time, this leads to premature failure of the hull structure.”
Published accounts indicate the MOL Comfort hull and machinery were insured for $66 million. The total loss cost underwriters between $300 million and $400 million in claims.
The “firmly entrenched [trend of] super-slow steaming” is another factor compounding megaship stresses, Kinsey said.
“The container ships today on the transpacific route are steaming at the same speeds as the clipper ships did. This is a cost savings measure that is here to stay with the new Triple-E class vessels having engines designed for these slower steaming speeds.
“This leads to greater exposures to controlled atmosphere cargo containers and an increase in losses, because these larger ships also need to use feeder ports. So we are looking at increased steaming time, more exposure of the reefer box to mishandling during transhipment and a subsequent increase in [cargo] losses.”
No Special Conditions
For underwriters, “hull and machinery coverage for ships is pretty much standard, tailor-made to the insured’s trade and operations,” said Sven Gerhard, global head of marine hull and liabilities at Allianz.
“There are no special policies or special conditions for megaships. Terms and conditions for a client might reflect the size of ships, for example, by higher deductibles and the insured’s self-retentions for larger vessels.
“There are no fees charged,” he said. “Premiums are driven by multiple factors, including type and size of tonnage, but also deductibles, fleet size, the quality of the insured’s risk management and the past loss experience have an influence on rates.
“This is why it’s very difficult to determine whether a rate change is determined solely by vessel size. It’s, for sure, a fact and probably not a surprise that due to values at stake, such vessels usually pay higher effective premiums than smaller vessels of the same type.”
That is corroborated by brokers.
“For bigger vessels, the premiums are generally higher,” said Robert Waterson, senior vice president of marine at Lockton in London.
That is not so much a deliberate decision by underwriters; rather, it is simply a function of arithmetic, he said.
“There are two aspects to the risk transfer equation for a vessel. One is the risk of total loss, which is easy. The value of the vessel determines the premium.
“The other aspect is the risk of partial loss from any cause. That is highly variable, but the accepted calculation is based on the tonnage. So you can see, larger vessels will pay a higher premium,” he said.
Waterson also confirmed that Lockton “is certainly working with owners who are ordering larger and larger vessels, especially ‘Cape-size’ bulkers.” Too large for any canal, they have to travel around the Cape of Good Hope or Cape Horn.
“There are bigger earnings for bigger vessels,” he said.
That is especially true of cruise ships. “We have worked with ships worth $1.4 billion,” said Waterson.
“The biggest problem with those is not overall capacity in the market, but rounding up enough subscribing underwriters. Each one takes $5 million to $10 million. It is a big challenge for the broker to line up the slip for $1.4 billion.”
While sinkings garner most of the attention, partial losses are more common. But even in those situations, the megaships present new challenges, said Martin McCluney, manager of hull and liability and U.S. marine practice leader for Marsh in New York.
Now instead of 2,000 to 3,000 containers to be salvaged, it could be 7,000 to 8,000 — all with different owners, he said.
To put that into perspective, the M.V. Rena, which grounded off New Zealand in 2011 and disintegrated in dramatic slow motion over two weeks, carried just 1,300 containers.
“The Rena was a modest sized ship,” said McCluney. “And the New Zealand government was adamant that as much cargo and fuel be removed, and then the wreck salvaged. In decades past, such a wreck would just have been left to the sea.
“The claim ran to several hundred million dollars. With the megaships, you are looking at about five times the Rena’s capacity. What would that take in time and equipment to salvage?”
Still, McCluney said, the most important factors to underwriters are not the size of the vessel, but the financial stability of the owner, the maintenance of the vessel and the training of the crew.
“You could have a brand-new ship, and if it is run shabbily, size won’t matter,” he said.
McCluney noted that the commercial drivers behind megaships are no different from sprawling malls, factories, or subdivisions. The only difference is that malls don’t sink.
“Insurance for ships is not really driven by size,” he said. “Still, the P&I clubs have awakened to the reality that removal-of-wreck costs do increase substantially with a much larger vessel.”
In such cases, environmental regulations could drive coverage costs higher, but as the rules differ around the world, and as the megaships are still new, there is no sense in the market how that will play out.
Some suggest that if the ships operate several years without major incidents, underwriters may calculate that catastrophic risks are low for the megaships as a class. If there are some losses, and operators balk at higher premiums, then bonds or some other alternate method may be devised for megaships.
“So far the bigger ships don’t rate as more exposed,” said Waterson at Lockton.
“We have not seen anything about them that indicates they are inherently riskier. But we are all still just feeling our way. There has been nothing to come along yet to indicate anything to worry about. If there are a few losses, and it becomes clear that they were something related to the size, that would change the rating system.”
Training and support for the crew are essential, said Bruce Paulsen, litigation partner with Seward & Kissel in New York.
“Most of the first-class operators train and treat their crews well. But it is still a hard and lonely existence for the dozen or two people on these ships. There are also substandard operators in the world, but they don’t come to the U.S. You could not bring a rust bucket without certification and insurance into Port Elizabeth [N.J.]. The Coast Guard would not let you in,” he said.
But while casualties tend to be fewer, they are bigger — such as Comfort, Rena, Costa Concordia, the Deepwater Horizon oil rig, and the recent Korean ferry disaster, Paulsen said.
“With the megaships, there is only a marginal increase in risk. They are more difficult to navigate, and they present more windage. They require taller and wider cranes, and not every port can handle them,” he said. “If there is a grounding or a collision, there is more cargo and fuel to try to salvage.
“But from a risk-management perspective, the shipping industry has done a very good job.”
The Re-Invention of American Healthcare
Consolidation among healthcare providers continues at a torrid pace.
A multitude of factors are driving this consolidation, including the Affordable Care Act compliance, growing costs and the ever-greater complexity of health insurance reimbursements. After several years of purchasing individual practices and regional hospital systems, the emergence of the mega-hospital system is now clear.
“Every month, one of our clients is either being bought or buying someone — and the M&A activity shows no signs of slowing down,” said Brenda Osborne, executive vice president at Lexington Insurance Co.
This dramatic change in the landscape of healthcare providers is soon to be matched by equally significant changes in patient behavior. Motivated by growing out-of-pocket costs and empowered with new sources of information, the emergence of a “healthcare consumer” is on the horizon.
Price, service, reputation and, ultimately, value are soon to be important factors for patients making healthcare decisions.
Such significant changes bring with them new and challenging risks.
Although physicians traditionally started their own practices or joined medical groups, the current climate is quite the opposite. Doctors are now seeking out employment by health systems. Wages are guaranteed, hours are more stable, vacations are easier to take, and the burdens of running a business are gone.
“It’s a lot more of a desirable lifestyle, particularly for the younger generation,” said Osborne.
Brenda Osborne discusses the changing healthcare environment and the risks and opportunities to come.
Given the strategic importance of successfully integrating acquired practices into a larger healthcare system, hospitals are rightfully focused on how best to keep doctors happy, motivated and focused on patient safety.
A key issue that many hospitals struggle with is how to provide effective liability insurance for their doctors. Physicians who previously owned their practice are accustomed to a certain type of coverage and they expect that coverage to continue.
Even when operators find comparable liability insurance solutions for their doctors, getting buy-in from their staff is often an additional hurdle to overcome.
“Physicians listen to two things — physician leaders and data,” said Osborne. “That’s why Lexington provides assessments that utilize deep data analysis, combined with providing insights from leading doctors to help explain trends and best practices.
“In addition, utilizing benchmarks against peers helps to identify gaps in best practices. It’s a very powerful approach that speaks to doctors in a way that will help them improve their risk.”
Focusing on the “continuum of care”
There’s been a fundamental shift in how healthcare providers care for patients: Treatment is becoming more focused on a patient’s overall health status and related needs.
A cancer patient, for example, should have doctors in a number of specialties communicating and working together toward a positive patient outcome. But that means a change in thinking: Physicians need to work collaboratively with one another — not easy for individuals or groups that are used to being independent. Healthcare is a team sport.
“If there isn’t strong communication, strong leadership, and the recognition of proper treatment procedures between physicians, healthcare providers can increase the risk of error,” said Osborne. “The provider has got to treat the whole patient rather than each individual condition.”
That coordination must extend from inpatient to outpatient, especially since the ACA has led to a rapid increase in patients being treated at outpatient clinics, or via home health or telehealth to reduce the cost of inpatient care
“Home health is going be a growing area in the future,” Osborne continued. “Telehealth will become an effective and efficient way of managing and treating patients in their home. A patient might have a nurse come in and help the healthcare provider communicate with a physician through an iPad or computer. The nurse can also convey assessment findings to the physician.”
Metrics matter more than ever
Patients have not always thought of themselves as healthcare consumers, but that’s changing dramatically as they pay more out of pocket for their own healthcare. At the same time, there’s an increase in metrics and data available to the public — and healthcare consumers are drawing upon those metrics more and more when making choices that affect their health.
“Consumers are going to start measuring physicians against physicians, healthcare systems against healthcare systems. That competition will force everyone to improve the quality of care.”
– Brenda Osborne, Executive Vice President, Lexington Insurance
Think about all the research a consumer does before buying a car. Which dealership has the best price? Who provides the best service? Who’s offering the best financing deal?
“Do patients do that with physicians? No,” said Osborne. “Patients choose physicians through referrals from friends or health plans with minimal information. Patients may be putting their lives in the physicians’ hands and not know their track record.
That’s all going to change as patients’ use of data becomes more widespread. There are many web based resources to find information on physicians.
“Consumers are going to start measuring physicians against physicians, healthcare systems against healthcare systems,” said Osborne. “That competition will force everyone to improve the quality of care.”
Effective solutions are driven by expertise and vision
The rapidly evolving healthcare space requires all healthcare providers to find ways to cut costs and focus on patient safety. Lexington Insurance, long known as the leading innovative and nimble specialty insurer, is at the forefront in providing clients cutting-edge tools to help reduce costs and healthcare exposures.
These tools include:
- Office Practice Risk Assessment: To support clients as they acquire physician practices, Lexington developed an office practice assessment tool which provides a broad, comprehensive evaluation of operational practices that may impact risk. The resulting report, complete with charts, graphs and insights, includes recommendations that can help physicians reduce risk related to such issues as telephone triage, lab results follow-up and medication management. .
- Best Practice Assessments: High risk clinical areas such as emergency departments (ED) and obstetrics (OB) can benefit significantly from external, objective, evidence-based assessments to identify gaps and assure compliance with best practices. In addition to ED and OB, Lexington can provide a BPA for peri-operative care, prevention of healthcare-acquired infections, and nursing homes. All assessments result in a comprehensive report with recommendations for improvement and resources along with consultative assistance and support. .
- Continuing Education: In an effort to improve knowledge, decrease potential risk and support healthcare providers in the use the most current tools and techniques, Lexington provides Continuing Medical Education credits at no cost to hospitals or their physicians.
- Targeting the Healthcare Consumer: With Medicare reimbursement impacted by patient-satisfaction surveys, assuring a positive patient experience is more critical than ever. Lexington helps hospitals understand and improve the patient experience so they can continue to earn the trust of healthcare consumers while preserving their good reputation. .
To learn more about Lexington Insurance’s scope and depth of the patient safety consulting products and services healthcare solutions, interested brokers may visit their website.
This article was produced by the R&I Brand Studio, a unit of the advertising department of Risk & Insurance, in collaboration with Lexington Insurance. The editorial staff of Risk & Insurance had no role in its preparation.