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< PreviousTHE FLOOD RECOVERY PROCESS: UNDERSTANDING PEOPLE'S EVERYDAY REALITIES 10 Learning & development LEARNING & DEVELOPMENT Following on from the success of our free course ‘Supporting Children & Young People After Flooding’, our new course uses case studies and detailed diaries to examine the impacts of flooding. This course is based on in-depth research with flood-affected people originally collected and analysed by Lancaster University. It draws on a set of detailed weekly diaries and regular group discussions following the devastating floods of 2007. The evidence and testimonies gathered from a group of residents in Kingston upon Hull reveals how the recovery process of people, families and neighbourhoods can be affected by their experience of disaster management practices. The research shows what the experiences of flood-affected residents can teach us about supporting people during and after traumatic events. In this short, free course, BDMA members and non-members will be able to learn more about the real-life experiences of those who are affected by flooding. The course has been released as part of our free and discounted COVID-19 e-Learning offer and has been well received. Here are some of the testimonials we've received so far: " I have been in the industry for 20+ years and admit when I first started, I did not think about my client's feelings. I do agree with the issues brought up in this course. Now, I always try to see the customers point of view and endeavour to go the extra mile, along with ensuring that the policyholder has total peace of mind." " The case studies were good and gave you a good understanding of how the insured feel after the incident, it shows we need to check with the insured on what is important to them. It also highlights that we need to make sure that we can do all we can for their personal items, to make the process better for them." To enrol on the above free course, contact us on info@bdma.org.uk or register here: https://bdmaacademy. learnupon.comMEET THE BDMA EXECUTIVE BOARD BYMarie Stearn, Operations Director at DisasterCare Platinum Marie Stearn 11 BDMA executive BDMA executive Your background: Like many others within this industry, insurance was not my initial chosen career route. I originally trained in care management and wanted to work with either children or the elderly, although, after leaving college, it became apparent that there were no roles available in the care sector. It was by chance that I then become an administration assistant at a local insurance brokers, writing cover notes and filing piles of files. After this initial introduction into the insurance world, I then moved into a telesales role at AA Insurance Services focusing on new business, which then resulted in a switch to their research and development department. One aspect of this role required me to report on all of The AA’s positive and negative feedback in the media. Remember, this predates the internet, mobile technology and Facebook, which meant my first job every morning was to read every newspaper cover to cover! During my time within research and development at The AA, I was also responsible for monitoring the retail price index for motor insurance. This involved ringing round unsuspecting major insurers to collate quotes to help build a likely quote range for that months' chosen demographic. Unfortunately, my time at AA came to an end after a restructure and redundancy programme, although my career in insurance was only just getting started… After this brief interruption, I moved into a role at Preferred Direct Insurance to work in their motor claims department and then later moved into supply chain management. Preferred Direct was then bought by Eagle Star, which then subsequently merged with Zurich, where I remained working in supply chain management on the motor side. In 2003, I had a brief break to go on maternity leave and when I returned to Zurich, I was then transferred to property insurance to manage and oversee their jewellery and restoration partners. I loved this new career change and in my time managing all of Zurich’s UK restorers, I could really see the value the industry delivers. After leaving Zurich I spent some time as a consultant and during this period worked with a number of restorers, primarily to help enhance communication between insurers and restorers. I was then recruited by Chris Netherton in 2011 to work as a Re-Development Manager for the National Flood School and moved into DisasterCare Platinum as an Operations Director in 2014. Your role & responsibilities: Like many others who work in operations, my role is incredibly varied. My original career choice may have been unfulfilled but it has given me a real focus on vulnerable customers and how they are dealt with during traumatic events. As Operations Director it is my role to organise and oversee the daily operations of DisasterCare. My primary focus is to ensure that our greatest asset, our staff, remain motivated and strongly focused on the customer journey. Restoration is a phenomenal industry to work in and I honestly believe that it is the best option for property claims because of the reduction in claim spend, landfill and the overwhelming response from customers. The BDMA works hard to prove this value and with technological advancements coming in the next few years, we will continue to help the industry demonstrate its real value.12 guest feature The COVID-19 outbreak has understandably generated a great deal of attention and concern, as the virus has had a significant effect on the global economy, with many small and medium-sized businesses feeling these adverse effects. It’s not just the Coronavirus which has affected SMEs, but also the recent flooding that occurred earlier this year, creating a double whammy for homeowners, businesses and communities. How can we make sure that businesses aren’t just aware of their flood risk, but also better prepared when a similar event happens again? Significant UK floods occurred in November 2019 and most recently in February 2020, with Storm Ciara and Storm Dennis. Our experience shows there is a change in the frequency of significant flood events and over 300,000 business premises across the UK are currently at risk of flooding. The Government continues to build defences, the efficiency of which have raised doubts. We do see signs of change in messages from the Government and there’s now talk about not being able to defend all communities against all flood risk. This raises several significant questions. Should SMEs rely on Government investment in flood defences, ignore the risk, or take control of the situation and invest in a flood resilient approach? Some key facts that should encourage SMEs to take a resilient approach: • Statistically, you’re more likely to get flooded than burgled • Once you’ve been flooded, insurance will usually become more expensive or unaffordable • Data from the 2013/14 floods shows the average cost of flooding to a business was £82,000 • On average small businesses lose 50 working days when they’re flooded • As many as 40% of businesses fail to re-open after a catastrophic flood • Studies have shown that the impact of flooding on mental health can still be present two years later I believe we’re now at a point where businesses in high flood risk areas are faced with a stark choice: either embrace a more flood resilient strategy (due to lack of affordable insurance cover), or see their peers taking action and recovering quicker from a flood. But how do the key stakeholders know how to approach this issue? A cross-industry Property Flood Resilience Code of Practice was published in February 2020 and is aimed at homeowners and businesses – providing a methodology for people to protect their properties from flooding. It came about as a result of the recommendations of the DEFRA Resilience Round Table, where the industry realised the lack of standards and processes in building resilience was hindering the uptake from a resilient strategy. The group engaged representatives in the construction and insurance sectors, flood and water management industries and others to collaborate in the creation of the code. The key to an effective and potentially successful resilience strategy is how we ensure the measures bring real value to the key stakeholders. How can property flood resilience help my business? • It can reduce risk and hence increase the likelihood of affordable insurance costs • It can provide reassurance to lenders that the business is protected against a potentially catastrophic risk • It can allow businesses to protect against lower level flood risk and so reduce the impact • It can provide confidence for a business to invest/grow in a location • It can avoid significant stress and worry, particularly to small businesses How can property flood resilience help the insurers? • It can mean insurers can still support businesses with flood cover which would otherwise be unaffordable • Insurers can maintain support for vulnerable communities by working with SMEs to make them more flood resilient • There may be innovative insurance solutions that insurers can develop that create effective risk-sharing mechanisms between SMEs and insurers. For example, a combination of self-insurance for low level floods and parametric insurance for lower frequency but deeper floods • Providing advice on a resilient approach to customers at high risk will enable brokers to differentiate themselves from their competitors SHOULD SME S RELY ON FLOOD DEFENCES OR TAKE A FLOOD RESILIENT APPROACH? GUEST FEATURE Ian Gibbs By Ian Gibbs, National Technical Manager - Sedgwick International UK13 guest feature GUEST FEATURE If we are to maintain strong and vibrant communities in areas which are prone to flooding, then SMEs must not just be able to survive a flood event, but to thrive. Investing in a resilient strategy arguably provides significant value to the key stakeholders. The best way to achieve this is through collaboration between SMEs, brokers and insurers. There is a need to raise awareness that flood resilience is an opportunity to take a different approach, but then we need to make sure that the approach taken will drive the best outcome. What does this mean in practice? It’s essential that the basis of this approach is centred on following the structure of the Resilience Code of Practice which is detailed in the standards i.e. on hazard assessment, property survey, construction and employing suitably qualified and experienced professionals to provide relevant advice. This will ensure the hazards are fully understood, the right strategy designed, and flood resilient measures appropriately specified and installed. However, that’s just the beginning; crucially, SMEs must understand how flood protection works and set up a long-term plan of maintenance to ensure the measures remain effective. A holistic approach is needed so we understand not only the resilience approach to the building, but also how floods impact businesses. The latter should be able to find innovative ways to keep trading in a flood event. Key to this is ensuring the appropriate flood warnings are received and how in turn they trigger the emergency response plan.14 our industry in action the standard insightour industry in action Overview SOS Leak Detection is a customer service focused organisation, dedicated to delivering first time solutions in the provision of water leak detection. During lockdown, SOS Leak Detection provided vulnerable customers with free of charge leak repair services to help those most in need. Helping those in need Featured as part of ‘The BDMA’s Heroes’ in the June edition of The Standard, Andy Cruickshank of SOS Leak Detection was nominated for his fighting spirit during the pandemic. Andy Cruickshank and Brad Wilby led their team of engineers throughout lockdown and actively tried to give back to those less fortunate. In a morning management meeting, the directors and managers at SOS Leak Detection brainstormed ideas to see how they could help their client base and those in need during the first stages of lockdown. As panic began to soar through the UK, the SOS Leak Detection management team began to offer free leak repair services to those at risk. From the beginning of April, hardworking technicians from SOS Leak Detection visited over 100 homes to offer free leak detection and repair services to the vulnerable, elderly and NHS frontline staff. This special service differed to SOS Leak Detection’s usual service offering, as the team would normally be appointed to find leaks and would charge for repairs. Through partnering with the NHS and local hospitals, along with their client base, SOS Leak Detection were able to approach those at risk, to help make a difficult situation slightly better. This was an important work initiative to SOS Leak Detection, as they believe at the heart of the damage management industry, our main service is to help those in need. Going the extra mile After delivering this initial service, Andy wanted to go one step further to help vulnerable customers by offering to do their weekly food shops. If it appeared that a customer was shielding, incapacitated or had no family members to support a food shop, the SOS Leak Detection team were there to help. SOS Leak Detection’s customers, particularly the elderly, were incredibly grateful for this service and remained gracious throughout the situation. CASE STUDY : Helping those in need during COVID-19 with free leak repairs 15 CORPORATE ASSOCIATE SHOWCASE Company: IFIC Forensics (a Jensen Hughes Company) BDMA Sponsorship type: Corporate Associate How does having a Corporate Associate status with the BDMA benefit your organisation? Over the years, the annual conference and exhibition circuit has been key to IFIC Forensics’ business networking success. These events offer rare opportunities to gain face-to-face access to key members of the community that forms our marketplace – the people who might instruct us for our expert services. The BDMA offers an exciting opportunity to extend IFIC Forensics’ footprint in that marketplace – another ‘captive audience’ of far reaching delegates. IFIC Forensics had its first BDMA exhibition at the 2019 conference and this was a great success that achieved our business objectives. Additionally, the BDMA publication, The Standard, gives us information on names and roles in the industry, which we use as inspiration for making and building relationships. What attracted your team to pursue BDMA Corporate Associate status? IFIC Forensics makes good use of a number of professional bodies, like AIRMIC, CILA and I Love Claims. The BDMA seemed the natural extension to that community – a community, which is important to us, in terms of access to our key client market. It also sends out a message to the marketplace that we are acutely aware of the wider picture of property damage. We’re not just a ‘silo specialist’; we’re a part of the claims management solution. CORPORATE ASSOCIATE SHOWCASE16 the standard insight the standard insight What do Google, ALDI, Netflix and IKEA have in common? At first glimpse, the parallels aren’t obvious, but these seemingly disparate companies are unquestionably bound by one common thread: simplicity. According to the World’s Simplest Brands Index, compiled by communications consultancy Siegel+Gale, these four companies that lead the way in making UK consumers’ lives easier. And with convenience comes reward: the commercial success of these brands echoes the fact that 55% of consumers are willing to pay more for simpler experiences and that 64% are more likely to recommend a brand because it provides simpler experiences and communications. Within the damage management supply chain, while simplicity may be the aim, the reality is more complex. For a damage claim to be resolved as swiftly and painlessly as possible, an interlinked network of stakeholders must work collectively towards the same goal. From damage management restoration and building services via lost adjusters, brokers and insurers, a great deal of orchestration is required if the industry is to catch up with the high level of expectation among today’s policyholders. Assuming there is collective agreement on the need for greater collaboration, the starting point for improving supply chain efficiency is better visibility of information and data. Knowledge, as they say, is power, and armed with all the relevant facts and details, each link in the chain is empowered to make better, faster decisions. This can bring mutual benefit to all concerned, either by shortening the claims lifecycle or providing valuable information as to why the recovery process might be delayed, for example, in the case of extending drying time to mitigate secondary damage. While there is exciting potential for more transparency of information and more widespread access to real-time status updates, it relies heavily on the use of common or shared technologies. This is a far cry from the current status quo, where suppliers and insurers have invested in their own systems, each operating from inside their own ‘walled garden’. Any movement towards free-flowing information across the supply chain will need to be met with a commitment to technologies and standards that can facilitate such a change. A transparent vision the future17 the standard insight the standard insight In this scenario, questions naturally arise about information ownership as well as data protection and security. Furthermore, successful implementation would also depend on accurate analysis and apportioning of the costs within each stage of an integrated claim and recovery process. Finding the various answers that will satisfy – or at least appease – all stakeholders is perhaps a problematic and multi-layered challenge. But it is only by resolving these difficulties that the supply chain can truly deliver the simplicity that policyholders are demanding, which is the gateway to an even greater prize: their trust. visionof18 guest feature Working in the damage management industry means being constantly presented with challenges. Two questions lie at the centre of what the global COVID-19 pandemic means for supply chains: Has there ever been a moment when the global economy was more interconnected? And, has there ever been a moment when every company in the world was in crisis at precisely the same time? The answer to both is ‘probably not’. Like nothing before, the pandemic has impacted us at our borders and in our board rooms. The biggest supply chain challenge Following on from a similar theme to the BDMA Conference Supply Chain Roundtable, I believe that transparency and communication remains a key concern amongst participants within the damage management supply chain. Although many of us in the supply chain have needed to acquire masks and appropriate PPE, in my opinion, those in similar positions in the supply chain have not communicated these issues to one another and worked together to solve these problems. From my previous roles in different industries, including my role as Business Development Manager for the British Franchise Association, I have noticed that the damage management supply chain remains fragmented. As an outsider to this industry, it has become clear to me that the industry needs to start working together more smartly, as this will drive prices down for the collective and help the supply chain to work efficiently. A shift in communication since COVID-19 During the pandemic, we’ve actually been incredibly lucky as an organisation, as the majority of our suppliers have stepped up to the mark and have delivered an excellent service. We’ve actually found that smaller, local suppliers have mobilised quickly, and have remained proactive and vigilant throughout the process. An example of this is when Rainbow International purchased hand sanitiser from a small, local supplier. This supplier sends weekly reports on how much had been used and if the supply drops below a certain amount, which ensures we can be proactive with our ordering and supplies. As a franchise network, this has been incredibly helpful to our franchisees and has provided some peace of mind to a precarious situation. They were fully vetted by our technical team to ensure that they met the Government's guidelines. HAS COVID-19 CHANGED THE DAMAGE MANAGEMENT SUPPLY CHAIN? Kerry Bhella GUEST FEATURE By Kerry Bhella, Franchise Director, Rainbow International By Kerry Bhella, Franchise Director, Rainbow International19 guest feature Our commitment to our clients and policyholders Our commitment to our clients and policyholders has remained our number one priority during lockdown. Although we weren’t able to visit all of our clients, we wanted them to know that we were thinking of them in this difficult time, so we sent them small Rainbow International care packages, full of hand sanitiser, face masks and tea kits. It has also been humbling to see some of our teams innovate new ways to help policyholders during the pandemic. Sandeep Mangat, (who was featured as part of The BDMA’s Heroes feature), became involved in a food project that helped his entire community. Our response as an organisation Whatever the future holds, the damage management industry will continue to adapt. As an industry that is used to responding to catastrophes, COVID-19 is no different, and we will continue to solve problems. Throughout our franchise network, we have ensured we remain agile throughout the pandemic and remain prepped. Throughout the pandemic, our network ensured that our franchisees, policyholders and clients were informed at every stage of the process. We’ve communicated to our network on a range of issues, including advice on legislation, grants and loans. As reflected above, as well as our clients, our people also remain our highest priority; we have ensured that all members of staff are prepped for every eventuality with a new set of specific COVID-19 guidance. Alongside this, we’ve also created an internal track and trace system to monitor symptoms of all employees, along with sharing a daily document on the top ten COVID-19 hotspots. 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