P&C the November 2019 issue

Private D&O Market Ripe for Opportunity

Brokers play a critical role in helping clients understand the coverage and benefits of the liability market.
Sponsored by The Hartford Posted on November 1, 2019

The very name can conjure up images of Wall Street intrigue and corporate malfeasance, and the number and variety of risks and possible claimants can be intimidating.

But there’s nothing complicated about the opportunities the current D&O marketplace offers agents and brokers, both in terms of generating new business and protecting their own organizations. “Agents and brokers are in the ideal position to assess potential gaps in an overall risk management program and advise on coverages that can help navigate today’s changing liability environment,” says Mark Azzolino, head of management liability and enterprise solutions at The Hartford.

Public vs. Private

“The core purpose of D&O insurance is the same for public and private companies,” he adds, “protecting the personal assets of directors and officers from litigation stemming from their service in those roles.” The D&O exposures, however, differ to a certain degree.

Public companies can face securities suits from disgruntled shareholders, as well as actions regarding mergers and acquisitions. Claims can also arise from investors, customers and suppliers. For private enterprises, D&O coverage is more expansive, as most policies extend coverage to the entity. Distinct sources of litigation can be family members (in the case of succession planning) and minority shareholders.

Relatively new exposures arising from such issues as cyber security and the #MeToo movement can affect both public and private companies as well as not-for-profit entities.

“The D&O exposure to things like #MeToo or cyber breaches depends a great deal on the corporate governance and culture of a company,” Azzolino shares. For example, issues of governance come into play regarding when and how to report or engage with human resources in circumstances that involve alleged harassment. This could include having a documented process to fully investigate and respond to complaints of harassment. The D&O policy would exclude matters covered by employment practices liability insurance but respond to issues that involve governance.

A similar situation applies to cyber security. Board-level response and attention to cyber threats, such as the level of funding directed toward companywide information security and infrastructure, could involve D&O coverage. A cyber liability policy, on the other hand, would cover a first-party notification requirement, credit monitoring investigation and other expenses associated with a data security breach, like identity protection solutions, public relations and legal fees.

Agents and brokers are in the ideal position to assess potential gaps in an overall risk management program and advise on coverages that can help navigate today’s changing liability environment.
Mark Azzolino, Head of Management Liability and Enterprise Solutions, The Hartford

D&O for Brokers

Insurance agencies and brokerages are sometimes in that group of organizations with uninsured D&O exposure and should not overlook how they, too, could benefit from D&O liability coverage. For example, if an insurance agency or brokerage offers equity shares as a way to attract or retain personnel, the D&O policy could provide protection against allegations of unfair administration of those shares (e.g., disputes over equity, distribution and valuation). This is particularly true as M&A activity increases in the brokerage community (independent agencies in particular). And as agencies and brokerages grow and bring on new producers, there can be litigation between a producer’s current and former company over allegations of poaching.

Even when organizations believe they have the right corporate governance in place, some unique situations may leave board members exposed. To prepare for such “black swan” situations, “it’s really all about readiness,” advises Azzolino. “Organizations, including agencies and brokerages, need to conduct tabletop exercises and run through ‘what-if scenarios’ to prepare themselves for possible problems.”

An organization’s leaders might consider how they would respond if they received a call informing them of a data breach. The what-if exercise would proactively resolve questions such as who would lead the resolution process, who would handle the insurance issues and who would deal with media inquiries. Ideally, there’s a strong risk management operation in place, and running through the scenarios will leave the organization in the best possible position to preserve its reputation and respond quickly and effectively to an event.

Fortunately, agents and brokers don’t have to go it alone. The Hartford, for example, provides webinars and information about risk trends such as cyber security (which includes help identifying the latest phishing and spear-phishing attacks) and exposures to producers. Azzolino notes, “We help our agent and broker partners better prepare for not only today’s issues but what may come in the future.”

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