Insurance proposals and forms

Proposal form is the basis of the Insurance contact between the Insurer and the insured. The details filled in the insurance proposal form is critical for the company to accept or reject the policy.

When anyone applies for an insurance policy, the proposer who is the payer or life to be insured in the Insurance policy fills the proposal form. This is the most important document which provide the complete details of the proposer and the life to be insured in the policy. Based on the information provided in the document the company will evaluate the risk to be insured and decide the premium rates applicable. They may also decide the condition on which the company is ready to accept the risk.

Proposal Terms

  1. Name

Name of proposer is very important for identification. It should be correctly and accurately written so that the policy can incorporate the correct name and identity.

  1. Address

Address should be accurately given because of several reasons, such as, identity and communication, and sometimes this is important for rating purpose, e, g., motor, burglary etc.

  1. Occupation

Information as to occupation is particularly important in case of life insurance, personal accident insurance and liability insurance as this will influence the rate or decision of an underwriter.

  1. Subject-matter

This is the subject-matter of insurance and, therefore, should be properly described so that correct insertion can be made on the policy.

  1. Sum-insured

The amount for which insurance cover is required should be adequately mentioned.

This is the limit of the insurer’s liability. It must represent the actual value of the property or the subject-matter of insurance.

  1. Claims History

This has an influence on underwriter’s decision and must, therefore, be truthfully answered. Details of all previous related losses, whether insured or not, must be correctly given.

  1. Other Insurances

Information as to other past or present related insurances is required to be given. This is important for applying contribution amongst various policies wherever applicable.

This is also important for assessing the moral hazard of the proposer since it might indicate the reason for effecting numbers of policies. Information as to other insurances also enables the insurer to make necessary queries with other insurers about the proposer.

  1. Declinature

The insurer would like to know whether any insurance of this proposer was previously declined by any other insurers. This information would enable the insurer to find out from other insurers the cause of declinature.

  1. Declaration

Every proposal form contains a declaration to the effect that;

The answers given in the proposal form are true and nothing has been concealed or misrepresented.

The proposer agrees to pay the premium and accept a policy that is usually issued by the insurer for that class of business.

The proposal form and the declaration shall form the basis of the contract.

  1. Signature

The proposal is required to be signed by the proposer or by the authorized person when the proposer is not an individual.

  1. Date

The signature is to be dated.

By comparing various specimen proposal forms the students would realize that apart from the above common type questions, there are numbers of other types of questions peculiar to various branches and different policies.

Liability, Personal Accident and Specialty Insurance

Liability Insurance

The term liability insurance refers to an insurance product that provides an insured party with protection against claims resulting from injuries and damage to other people or property. Liability insurance policies cover any legal costs and payouts an insured party is responsible for if they are found legally liable. Intentional damage and contractual liabilities are generally not covered in liability insurance policies. Unlike other types of insurance, liability insurance policies pay third parties not policyholders.

Liability insurance (also called third-party insurance) is a part of the general insurance system of risk financing to protect the purchaser (the “insured”) from the risks of liabilities imposed by lawsuits and similar claims and protects the insured if the purchaser is sued for claims that come within the coverage of the insurance policy.

Originally, individual companies that faced a common peril formed a group and created a self-help fund out of which to pay compensation should any member incur loss (in other words, a mutual insurance arrangement). The modern system relies on dedicated carriers, usually for-profit, to offer protection against specified perils in consideration of a premium.

Liability insurance is designed to offer specific protection against third-party insurance claims, i.e., payment is not typically made to the insured, but rather to someone suffering loss who is not a party to the insurance contract. In general, damage caused intentionally as well as contractual liability are not covered under liability insurance policies. When a claim is made, the insurance carrier has the duty (and right) to defend the insured.

The legal costs of a defence normally do not affect policy limits unless the policy expressly states otherwise; this default rule is useful because defence costs tend to soar when cases go to trial. In many cases, the defense portion of the policy is actually more valuable than the insurance, as in complicated cases, the cost of defending the case might be more than the amount being claimed, especially in so-called “nuisance” cases where the insured must be defended even though no liability is ever brought to trial.

Types

In many countries, liability insurance is a compulsory form of insurance for those at risk of being sued by third parties for negligence. The most usual classes of mandatory policy cover the drivers of motor vehicles (vehicle insurance), those who offer professional services to the public, those who manufacture products that may be harmful, constructors and those who offer employment. The reason for such laws is that the classes of insured are deliberately engaging in activities that put others at risk of injury or loss. Public policy therefore requires that such individuals should carry insurance so that, if their activities do cause loss or damage to another, money will be available to pay compensation. In addition, there are a further range of perils that people insure against and, consequently, the number and range of liability policies has increased in line with the rise of contingency fee litigation offered by lawyers (sometimes on a class action basis).

Public liability

Industry and commerce are based on a range of processes and activities that have the potential to affect third parties (members of the public, visitors, trespassers, sub-contractors, etc. who may be physically injured or whose property may be damaged or both). It varies from state to state as to whether either or both employer’s liability insurance and public liability insurance have been made compulsory by law. Regardless of compulsion, however, most organizations include public liability insurance in their insurance portfolio even though the conditions, exclusions, and warranties included within the standard policies can be a burden. A company owning an industrial facility, for instance, may buy pollution insurance to cover lawsuits resulting from environmental accidents.

Product

Product liability insurance is not a compulsory class of insurance in all countries, but legislation such as the UK Consumer Protection Act 1987 and the EC Directive on Product Liability require those manufacturing or supplying goods to carry some form of product liability insurance, usually as part of a combined liability policy. The scale of potential liability is illustrated by cases such as those involving Mercedes-Benz for unstable vehicles and Perrier for benzene contamination, but the full list covers pharmaceuticals and medical devices, asbestos, tobacco, recreational equipment, mechanical and electrical products, chemicals and pesticides, agricultural products and equipment, food contamination, and all other major product classes.

Personal Accident Insurance

Personal accident insurance is a policy that can reimburse your medical costs, provide compensation in case of disability or death caused by accidents.

Accidental death If the policyholder dies in an accident then his nominee gets accidental death compensation. The family is financially secure in this situation. The compensation can vary from Rs 5 lakh to Rs 1 crore.

Permanent total disability in an accident At times, despite medical help the victim becomes disabled for life. Then the insurance policy pays a certain amount depending upon the nature of the disability. The policy also covers loss of speech, loss of vision in both eyes, and hearing loss in both ears.

Permanent partial disability This is applicable if a person has partially lost their hearing in one ear or suffered eyesight loss in one eye. Or, it could be that the policyholder has lost an index finger, a thumb, or even a hand. In all these cases, the policyholder can approach the insurer for a claim.

Transportation benefit Some insurers also grant a family transportation benefit. Say, the insured person is in a hospital outside 150 km of his home. The immediate family member will incur certain transportation expenses to reach the hospital. The insurance will reimburse these expenses up to a maximum of Rs 50,000.

Further benefits: The insurance covers other factors like education and employment benefits, and funeral expenses. You also get coverage for hospital charges, including ambulance costs. Some policies offer an educational allowance and home or vehicle alteration benefits.

Specialty Insurance

specialty insurance is insurance that can be obtained for items or events that are considered unique or special circumstances. The items that would fall in these categories are rarely covered by standard insurance policies. This could be anything from powersports vehicles to educational liability, and even specialty homeowners insurance for houses with aging roofs.

Specialty insurance plans are made specifically for businesses that need unusual coverage. These business accounts may involve high-risk holdings or could feature objects that are not usually covered under standard policies. As an example, guns and antiques are two items that require specialty insurance in order for the investment to be protected adequately.

Any type of business that serves clients who engage in high-risk behavior will have to research specialty insurance plans. For instance, a skydiving company may be considered very high risk and be subject to higher incidences of liability claims. Construction companies are another example of businesses that typically take out specialty insurance coverage. Builders are frequently sued, so specialty insurance is needed to negate the risk.

  • Specialty insurance is intended to cover businesses with nontraditional needs. The construction, environmental, healthcare and energy industries are examples of specialty insurance industries.
  • Quotes for specialty insurance depend on your industry and the risk your company faces of being sued. You can add an umbrella policy as a way to increase maximum payout amounts of your plan.

Various roles in Insurance industry

Insurance appraisers

Insurance appraisers will determine costs for repairs regarding items such as cars following an accident. They will liaise with a garage to ensure that cost estimates and recommendations are met and followed. This is an incredibly important task as it will affect the payout which claimants are offered.

Sales manager

Sales managers are responsible for growth of the insurance company. They will usually be given a region in which to operate and targets for growth which are expected to be met. As well as analysing sales statistics they will also be responsible for training their sales staff to ensure that company policies are met and that all the legal procedures are always followed. This means that mis-selling practices should be tackled head on and not encouraged, something which can be difficult when trying to meet sales targets without putting undue pressure on staff.

Insurance underwriter

An insurance underwriter’s role is to review the individual applications made for insurance policies and, based upon perceived risk, decide whether the policy shall be offered and at what cost. This is largely a customer focused area of the business but requires a thorough and comprehensive knowledge of the entire industry. Those looking at this job will need to learn fast and be aware of the ever changing nature of the insurance industry.

Insurance adjusters

Insurance adjusters have one of the most important insurance jobs in that they investigate liability and attempt to make the settlement with the claimant. This can involve a great deal of investigation and analysis and is therefore a job suitable for those with strong organisation skills and plenty of determination.

Customer service representative

A customer service representative deals directly with the customer and is responsible for the public perception of the firm. This may include being the initial first point of contact when a claim is made as well as recording any complaints or disputes that the customer might have against the firm or the treatment they received when making a claim or buying a policy.

Personal finance advisors

Personal finance advisors need to have a good working knowledge of the differing policies within the organisation as it is their job to explain these to customers and ensure that the insurance which is taken out is the most beneficial to the customer. This means avoiding poor selling practices which can lead to mis-selling. They should not be confused with independent financial advisors though who act as an impartial individual and do not represent a particular company.

Insurance clerks

Insurance clerks are responsible for the everyday filing and administration regarding policies. This will involve updating records and passing on any changes to the appropriate personnel. This is especially important as insurers will typically deal with a large volume of customers, making record keeping vital to their success. Without up to date and accurate information they would struggle to complete their tasks which would be detrimental to the firm as a whole.

Claims examiner

A claims examiner will look into any disputed cases and ensure that any claim is processed in accordance with the company’s policies. They will also report any discrepancies regarding over or under payment to help the insurer stay on top of every aspect of their business.

Auditor

The auditor will examine the insurance company’s records to establish how much money they currently have, how much has been paid in and how much is paid out. This is vital for the development and progression of any insurer and helps them to target their resources more effectively.

Actuary

An actuary’s role is to analyse certain risks and forecast potential payouts based upon these risks. All aspects of the insurance industry are based on risk and that means that those working in this role ultimately help shape the cost and cover of all policies.

Underwriting Risk Management and Steps

Underwriting is the process of reviewing and selecting risks that an insurer might accept, under what terms, and assigning those an expected cost and level of riskiness.

  • Some underwriting processes are driven by statistics. A few insurers who developed a highly statistical approach to underwriting personal auto coverages have experienced high degree of success. With a careful mining of the data from their own claims experience, these insurers have been able to carefully subdivide rating classes into many finer classes with reliable claims expectations at different levels.  This allows them to concentrate their business on the better risks in each of the larger classes of their competitors while the competitors end up with a concentration of below average drivers in each larger class.  This statistical underwriting process is becoming a required tool to survive in personal auto and is being copied in other insurance lines.
  • Many underwriting processes are highly reliant on judgment of an experienced underwriter. Especially commercial business or other types of coverage where there is very little close commonality between one case and another.  Many insurers consider underwriting expertise to be their key corporate competency.

Usually the underwriting process concludes with a decision on whether to make an offer to accept a risk under certain terms and at a determined price

How underwriting can go wrong:

  • Insurers are often asked to “give away the pen” and allow third parties to underwrite risks on their paper. Sometimes a very sad ending to this.
  • Statistical underwriting can spin out of control due to antiselection if not overseen by experienced people. The bubble of US home mortgage securities can be seen as an extreme example of statistical underwriting gone bad.  Statistics from prior periods suggested that sub prime mortgages would default at a certain low rate.  Over time, the US mortgage market went from one with a high degree of underwriting of applicants by skilled and experienced reviewers to a process dictated by scores on credit reports and eventually the collection of data to perform underwriting stopped entirely with the no doc loans.  The theory was that the interest rate charged for the mortgages could be adjusted upwards to the point where extra interest collected could pay for the excess default claims from low credit borrowers.
  • Volume incentives can work against the primary goals of underwriting.
  • Insurance can be easily undone by underwriting decisions that are good risks, but much too large for the pool of other risks held by the insurer.

To get Underwriting right you need to:

  • Have a clear idea of the risks that you are willing to accept, your risk preferences. And be clear that you are going to be saying NO to risks that are outside of those preferences.
  • Not let the pen get entirely out of the hand of an experienced underwriter that is trustable to make decisions in the interest of the firm, either to a computer or to a third party.
  • Oversight of underwriting decisions needs to be an expectation at all levels. The primary objective of this oversight should be to continually perfect the underwriting process and knowledge base.
  • Underwriters need to be fully aware of the results of their prior decisions by regular communication with claims and reserving people.

Value

  • Alignment of the pricing market strategy and reinsurance arrangements to the organisation’s risk appetite as well as optimising the goals of the organisation
  • Assist clients to recognise risk events and changes to claim rates earlier, so as to move towards a more market responsive, risk-based pricing approach which ensures the efficient deployment of capital and a reduction in extreme risk event losses.
  • Enhance the feedback mechanism from claims function to underwriting and product development processes to improve the performance and profitability of these processes.

Work Undertaken

  • Assessment, design and implementation of Insurance Strategies
  • Assessment, design, implementation of Insurance Risk Frameworks
  • Assessment, design and implementation of insurance risk related risk portfolios and assessment methodologies
  • Assessment, design and implementation of Insurance Risk Appetite Statements
  • Claims Function KPI design
  • Commodity Sector Strategy Input
  • Insurance Product Pricing
  • Underwriting Function KPI design
  • Reinsurance Program Design

Work Undertaken

  • Insurance Risk Analysis: Trend analysis
  • Insurance Risk Analysis: Exposure Measurement
  • Insurance Risk Exposure Management
  • Risk capital Reserving
  • Claims Result Analysis
  • Reinsurance Effectiveness
  • Insurance Risk Aggregation and concentration risk measurement and management
  • Peer review Actuarial Services
  • Audit review of liabilities, capital etc
  • Insurance Needs Assessment and/or Insurance Selection recommendations for non-insurance clients
  • Risk Management Software Systems: Insurance Risk Underwriting Software Design, Specifications, Testing, Review
  • Mergers and Acquisitions assistance

Underwriting Risk Sharing and its Methods

Underwriting risk is the risk of loss borne by an underwriter. In insurance, underwriting risk may arise from an inaccurate assessment of the risks associated with writing an insurance policy or from uncontrollable factors. As a result, the insurer’s costs may significantly exceed earned premiums.

An insurance contract represents a guarantee by an insurer that it will pay for damages and losses caused by covered perils. Creating insurance policies, or underwriting typically represents the insurer’s primary source of revenue. By underwriting new insurance policies, the insurer collects premiums and invest the proceeds to generate profit.

An insurer’s profitability depends on how well it understands the risks it insures against and how well it can reduce the costs associated with managing claims. The amount an insurer charges for providing coverage is a critical aspect of the underwriting process. The premium must be sufficient to cover expected claims but must also take into account the possibility that the insurer will have to access its capital reserve, a separate interest-bearing account used to fund long-term and large-scale projects.

In the securities industry, underwriting risk usually arises if an underwriter overestimates demand for an underwritten issue or if market conditions change suddenly. In such cases, the underwriter may be required to hold part of the issue in its inventory or sell at a loss.

Determining premiums is complicated because each policyholder has a unique risk profile. Insurers will evaluate historical loss for perils, examine the risk profile of the potential policyholder, and estimate the likelihood of the policyholder to experience risk and to what level. Based on this profile, the insurer will establish a monthly premium.

If the insurer underestimates the risks associated with extending coverage, it could pay out more than it receives in premiums. Since an insurance policy is a contract, the insurer cannot claim they will not pay a claim on the basis that they miscalculated the premium.

The amount of premium that insurers charge is partially determined by how competitive a specific market is. In a competitive market composed of several insurers, each company has a reduced ability to charge higher rates because of the threat of competitors charging lower rates to secure a larger market share.

State insurance regulators attempt to limit the potential for catastrophic losses by requiring insurers to maintain sufficient capital. Regulations prevent insurers from investing premiums, which represent the insurer’s liability to policyholders, in risky or illiquid asset classes. These regulations exist because one or more insurers becoming insolvent due to an inability to pay claims, especially claims resulting from a catastrophe, such as a hurricane or a flood, can negatively impact local economies.

Underwriting risk is an integral part of the business for insurers and investment banks. While it is impossible to eliminate it entirely, underwriting risk is a fundamental focus for risk mitigation efforts. The long-term profitability of an underwriter is directly proportional to its mitigation of underwriting risk.

Risk, exclusivity, and reward

Once the underwriting agreement is struck, the underwriter bears the risk of being unable to sell the underlying securities, and the cost of holding them on its books until such time in the future that they may be favorably sold.

If the instrument is desirable, the underwriter and the securities issuer may choose to enter into an exclusivity agreement. In exchange for a higher price paid upfront to the issuer, or other favorable terms, the issuer may agree to make the underwriter the exclusive agent for the initial sale of the securities instrument. That is, even though third-party buyers might approach the issuer directly to buy, the issuer agrees to sell exclusively through the underwriter.

In summary, the securities issuer gets cash up front, access to the contacts and sales channels of the underwriter, and is insulated from the market risk of being unable to sell the securities at a good price. The underwriter gets a profit from the markup, plus the possibility of an exclusive sales agreement.

Also, if the securities are priced significantly below market price (as is often the custom), the underwriter also curries favor with powerful end customers by granting them an immediate profit (see flipping), perhaps in a quid pro quo. This practice, which is typically justified as the reward for the underwriter for taking on the market risk, is occasionally criticized as unethical, such as the allegations that Frank Quattrone acted improperly in doling out hot IPO stock during the dot-com bubble.

In an attempt to capture more of the value of their securities for themselves, issuing companies are increasingly turning to alternative vehicles for going public, such as direct listings and SPACs.

Continuous underwriting

Continuous Underwriting is the process in which the risks involved in insuring people or assets are being evaluated and analyzed on a continuous basis. It evolved from the traditional underwriting, in which the risks only get assessed before the policy is signed or renewed. Continuous underwriting was first used in Workers’ Compensation, where the premium of the insurance was updated monthly, based on the insured’s submitted payroll. It is also used in Life Insurance, as well as Cyber Insurance.

Real estate underwriting

In evaluation of a real estate loan, in addition to assessing the borrower, the property itself is scrutinized. Underwriters use the debt service coverage ratio to figure out whether the property is capable of redeeming its own value.

Forensic underwriting

Forensic underwriting is the “after-the-fact” process used by lenders to determine what went wrong with a mortgage. Forensic underwriting is a borrower’s ability to work out a modification scenario with their current lien holder, not to qualify them for a new loan or a refinance. This is typically done by an underwriter staffed with a team of people who are experienced in every aspect of the real estate field.

Sponsorship underwriting

Underwriting may also refer to financial sponsorship of a venture, and is also used as a term within public broadcasting (both public television and radio) to describe funding given by a company or organization for the operations of the service, in exchange for a mention of their product or service within the station’s programming.

The job position includes:

  • Reviewing specific information to determine what the actual risk is
  • Determining what kind of policy coverage or what perils the insurance company agrees to insure and under what conditions
  • Possibly restricting or altering coverage by endorsement
  • Looking for proactive solutions that might reduce or eliminate the risk of future insurance claims
  • Possibly negotiating with your agent or broker to find ways to insure you when the issue isn’t so clear-cut or there are insurance issues.

Biometric Risks

Biometric risks refer to the risk that the company has to pay more mortality, disability or morbidity benefits than expected, or the company has to keep paying pension payments to the pension policy holders for a longer time (longevity risk) than expected when pricing the policies.

Policyholder Behavior and Expense Risks

Policyholder behaviour risks arise from the uncertainty related to behaviour of the policyholders. The policyholders have the right to cease paying premiums (lapse risk) and may have a possibility to interrupt their policies (surrender risk).

Behaviour of Policyholders is a major risk as well and ability to keep lapse and surrender rates in a low level is a crucial success factor especially for the expense result of unit-linked business.

Discount Rate Risk in Technical Provisions

Discount rate risk in technical provisions is the main risk affecting the adequacy of technical provisions. The guaranteed interest rate in policies is fixed for the whole policy period. Thus, if market interest rates and expected investment returns fall, technical provisions may have to be supplemented.

Methods

Avoidance

Avoidance is a method for mitigating risk by not participating in activities that may incur injury, sickness, or death. Smoking cigarettes is an example of one such activity because avoiding it may lessen both health and financial risks.

Life insurance companies mitigate this risk on their end by raising premiums for smokers versus nonsmokers. Health insurers are able to increase premiums based on age, geography, family size, and smoking status. The law allows for up to a 50% surcharge on premiums for smokers.

Loss Prevention and Reduction

This method of risk management attempts to minimize the loss, rather than completely eliminate it. While accepting the risk, it stays focused on keeping the loss contained and preventing it from spreading. An example of this in health insurance is preventative care.

Health insurers encourage preventative care visits, often free of co-pays, where members can receive annual checkups and physical examinations. Insurers understand that spotting potential health issues early on and administering preventative care can help minimize medical costs in the long run. Many health plans also provide discounts to gyms and health clubs as another means of prevention and reduction in order to keep members active and healthy.

Transferring

The use of health insurance is an example of transferring risk because the financial risks associated with health care are transferred from the individual to the insurer. Insurance companies assume the financial risk in exchange for a fee known as a premium and a documented contract between the insurer and individual. The contract states all the stipulations and conditions that must be met and maintained for the insurer to take on the financial responsibility of covering the risk.

Sharing

Sharing risk is often implemented through employer-based benefits that allow the company to pay a portion of insurance premiums with the employee. In essence, this shares the risk with the company and all employees participating in the insurance benefits. The understanding is that with more participants sharing the risks, the costs of premiums should shrink proportionately. Individuals may find it in their best interest to participate in sharing the risk by choosing employer health care and life insurance plans when possible.

Retention

Retention is the acknowledgment and acceptance of a risk as a given. Usually, this accepted risk is a cost to help offset larger risks down the road, such as opting to select a lower premium health insurance plan that carries a higher deductible rate. The initial risk is the cost of having to pay more out-of-pocket medical expenses if health issues arise. If the issue becomes more serious or life-threatening, then the health insurance benefits are available to cover most of the costs beyond the deductible. If the individual has no serious health issues warranting any additional medical expenses for the year, then they avoid the out-of-pocket payments, mitigating the larger risk altogether.

Preparation of balance sheet as per ‘Companies Act’ 2013 under vertical format

The balance sheet of a company summarizes its financial position. It presents an account of where a company has obtained its funds and where it has invested them.

Companies receive funds from two sources; lenders and shareholders. The amount invested by shareholders is called equity and the amount borrowed from lenders is called debt. Debt, combined with the company’s other financial obligations is called liability.

Companies invest their equity and borrowings in assets that help them generate revenue. Thus, a company’s liabilities and equity must equal its assets. This gives you the basic equation that is key to understanding balance sheets:

Assets = Liabilities + Equity

  • The Revised schedule as eliminated the concept of ‘Schedule’ and such information is now to be furnished in the notes to accounts.
  • The revised schedule follows Accounting Standards in case there is any conflict prevails.
  • The revised schedule prescribes the vertical format for presentation of balance sheet.
  • All assets and liabilities classified into current and non-current and presented separately in the balance sheet.
  • The shareholder holding more than 5% shares must be disclosed in the notes to accounts.
  • Any Debit balance in the statement of Profit and Loss will be disclosed under the head “Reserve and Surplus”.
  • Specific disclosures are prescribed for Share Application Money.
  • The term ‘Sundry Debtors’ has been replaced with the term ‘Trade Receivables’.
  • ‘Capital Advances’ are specifically required to be presented separately under the head ‘Loans and Advances.’
  • Tangible assets under lease are required to be separately specified under the head ‘Loans and Advances’.
Name of the Company
Balance Sheet as at……..
  Particulars Note No. Figures at The End Of Current Reporting Period Figures At The End Of Previous Reporting Period
I EQUITY AND LIABILITIES      
(1) Shareholder’s Funds      
Share Capital      
Reserve and surplus      
Money received against share warrants      
(2) Share application money pending allotment      
(3) Non-current Liabilities      
Long Term borrowings      
Deferred Tax Liabilities (Net)      
Other Long term liabilities      
Long Term provisions      
(4) Current Liabilities      
  Short term borrowings      
  Trade payables      
  Other current liabilities      
  Short term provisions      
                                                                                               TOTAL      
II ASSETS      
(1) Non-Current Assets      
  (a)Fixed assets      
  Tangible assets      
  Intangible Assets      
  Capital work-in-progress      
  Intangible assets under development      
  (b)Non-Current Investments      
  (c)Deferred Tax Assets (net)      
  (d)Long term loans and advances      
  (e)Other non-current assets      
(2) Current Assets      
  Current Investments      
  Inventories      
  Trade receivables      
  Cash and cash equivalents      
  Short-term loans and advances      
  Other Current Assets      
                                                                                                TOTAL      

Applicability of IFRS

Different Countries employ different Accounting Standards while computing the Profits of a Company. It may happen that if the Profits are computed as per US Accounting Laws the Profits are $ 100 Billion but when the same Profits are computed using the UK Accounting Laws, the Profits may turn out to be say $ 50 Billion and when computed as per the Indian Accounting Laws, it may turn out to be $200 Billion (Hypothetical).

Profits computed as per different accounting laws of different countries always yield different figures. So as to remove this discrepancy in Accounting across the Globe, Countries world over decided to apply uniform standards of accounting so as to arrive at uniform profits across the Globe.

It is expected that the adoption of the International Financial Reporting Standards will be beneficial to investors and other users of financial statements, by Reducing the Costs of Comparing alternative Investments and Increasing the Quality of Information. The Companies are also expected to benefit, as investors will be more willing to provide financing.

IFRS are principal based set of standards in the sense that they establish broad rules as well as dictating specific treatments. IFRS comprise of the following:

  • International Financial Reporting Standards (IFRS) issued after 2001
  • International Accounting Standards (IAS) issued before 2001
  • Standards Interpretation Committee (SIC) – issued before 2001
  • Conceptual Framework for Financial Reporting (2010)

1) Investors: Investors from abroad who are willing to invest in India want information which is more relevant, timely, reliable and comparable across different jurisdictions. Financial statements prepared using a common set of accounting standards help investors in better understanding the investment opportunities as opposed to financial statements prepared using a different set of national accounting standards. For better understanding of financial statements, global investors have to incur more costs in terms of time, effort and money to convert them so that they can better understand global opportunities. Investor’s confidence would be stronger if accounting standards used are globally accepted.

2) Economy: As the market expands globally, the need for a global standard also increases. Implementation of IFRS will benefit the economy by increasing the growth of its international business. It facilities the maintenance of orderly and efficient capital markets and also helps in increasing the capital growth and thereby economic growth.

3) Industry: A major push towards implementing IFRS has been coming from the industry. The reason being that the industry would be able to raise capital from foreign markets at a lower cost if it can create confidence in the minds of foreign investors that its financial statements comply with globally accepted accounting standards. Moreover, with diversity in accounting standards from one country to another, enterprises which operate in different countries face a multitude of accounting requirements in different countries. The burden of financial reporting is lessened with convergence of accounting standards because it simplifies the process of preparing the individual and group financial statements and thereby reduces the cost of financial reporting.

There are many benefits of implementing IFRS in India. These can be divided in three benefits to:

1) Investors: Investors from abroad who are willing to invest in India want information which is more relevant, timely, reliable and comparable across different jurisdictions. Financial statements prepared using a common set of accounting standards help investors in better understanding the investment opportunities as opposed to financial statements prepared using a different set of national accounting standards. For better understanding of financial statements, global investors have to incur more costs in terms of time, effort and money to convert them so that they can better understand global opportunities. Investor’s confidence would be stronger if accounting standards used are globally accepted.

2) Economy: As the market expands globally, the need for a global standard also increases. Implementation of IFRS will benefit the economy by increasing the growth of its international business. It facilities the maintenance of orderly and efficient capital markets and also helps in increasing the capital growth and thereby economic growth.

3) Industry: A major push towards implementing IFRS has been coming from the industry. The reason being that the industry would be able to raise capital from foreign markets at a lower cost if it can create confidence in the minds of foreign investors that its financial statements comply with globally accepted accounting standards. Moreover, with diversity in accounting standards from one country to another, enterprises which operate in different countries face a multitude of accounting requirements in different countries. The burden of financial reporting is lessened with convergence of accounting standards because it simplifies the process of preparing the individual and group financial statements and thereby reduces the cost of financial reporting.

Maintenance Management Introduction Meaning, Objectives

Maintenance activities are related with repair, replacement and service of components or some identifiable group of components in a manufacturing plant so that it may continue to operate at a specified ‘availability’ for a specified period.

Thus, maintenance management is associated with the direction and organisation of various resources so as to control the availability and performance of the industrial unit to some specified level.

Thus, maintenance management may be treated as a restorative function of production management which is entrusted with the task of keeping equipment/machines and plant services ever available in proper operating condition.

The minimization of machine breakdowns and down time has been the main objective of maintenance but the strategies adopted by maintenance management to achieve this aim have undergone great changes in the past.

Maintenance has been considered just to repair the faulty equipment and put them back in order in minimum possible time.

Objectives

  • To improve reliability, availability and maintainability.
  • To minimize the total maintenance cost which may consist of cost of repairs, cost of preventive maintenance and inventory costs associated with spare parts/materials required for maintenance.
  • Minimizing the loss of productive time because of equipment failure to maximize the availability of plant, equipment and machinery for productive utilization through planned maintenance.
  • To improve the quality of products and to improve the productivity of the plant.
  • To extend the useful life of the plant, machinery and other facilities by minimizing their wear and tear.
  • To maximize efficiency and economy in production through optimum utilization of available facilities.
  • To ensure safety of personnel through regular inspection and maintenance of facilities such as boilers, compressors and material handling equipment etc.
  • Minimizing the loss due to production stoppages.
  • Efficient use of maintenance equipment’s and personnel.
  • To ensure operational readiness of all equipment’s needed for emergency purposes at all times such as fire-fighting equipment.

Compliance with Regulations

Maintenance tasks should be conducted in a manner that complies with regulations at all levels, including at the local, state and federal levels. It might seem like a cheaper solution to assign one employee to a piece of equipment, even though the law states that two employees should be assigned to that equipment for safety reasons. In this instance, the law will take precedence. The maintenance manager should stay up-to-date with all relevant regulations to avoid having a brush with the law.

Scheduling Work and Allocating Resources

Scheduling is all about allocating the resources of time and labor to the most productive uses. A manager needs to have an intimate understanding of how the company works for her to schedule correctly, as this will help her decide the priority levels of different activities. Consider a situation in a warehouse dedicated to paper supply where the delivery truck and the forklift each need maintenance.

Cost Control and Budgeting

This is probably the most important objective of maintenance management. It isn’t entirely under the control of the maintenance manager, however. Typically, the maintenance manager works with a fixed budget that’s set by the company. They need to find the most judicious way to allocate this budget to the various parts of the maintenance department’s costs and find a way to make everything work.

Maintenance Scheduling, Equipment reliability

Schedule repair jobs

During operations, LRUs that need repair are released to the repair shop and need to be repaired within the agreed planned lead time. This naturally leads to due-dates for repair jobs. The repair job scheduling function is to schedule the repair jobs subject to the resource constraints which are a consequence of the capacity dimensioning decision. Within these constraints, specific resources are assigned to specific repair jobs for specific periods in time so as to minimize the repair job tardiness. Additionally, the repair shop may batch repair jobs to use resources more efficiently by reducing set-up time and costs associated with using certain resources.

Maintenance planning can be defined as an end-to-end process that identifies and addresses any possible issues ahead of time. This involves identifying the parts and tools necessary for jobs and making sure they’re available and laid out in the appropriate areas, having a planner write out instructions on how to complete a job, and even determining and gathering the necessary parts and/or tools before a job is assigned. Maintenance planning also includes tasks related to parts like:

  • Handling reserve parts
  • Ordering nonstock parts
  • Staging parts
  • Illustrating parts
  • Managing breakdowns and vendor lists
  • Quality assurance (QA) and quality control (QC)

Maintenance planning should define the “what,” “why” and “how.” This means specifying what work needs to be done with what materials, tools and equipment; why a particular action was chosen (why a valve is being replaced instead of a seat); and how the work should be completed.

Maintenance scheduling refers to the timing of planned work, when the work should be done and who should perform it. It offers details of “when” and “who.” Scheduling is meant to:

  • Schedule the maximum amount of work with the available resources
  • Schedule according to the highest priority work orders
  • Schedule the maximum number of preventive maintenance jobs when necessary
  • Minimize the use of contract and outside resources by effectively using internal labor

When implemented together, maintenance planning and scheduling should have a significant benefit in multiple areas of your organization. These can include:

  • Help with budgeting by controlling resources associated with maintenance
  • A reduction in equipment downtime
  • A reduction in spare parts
  • Improved workflow
  • Improved efficiency by minimizing the movement of resources between areas

Principles

  • Job plans are needed for scheduling: Job plans should include the number of technicians required, the minimum skill level, work hours per skill level and information on job duration. Maintenance needs this information to schedule work, and job plans provide it in an efficient way. Does the job require welding? How many welders are needed? How many assistants does the engineer require? Asking questions like these during the creation of job plans helps determine scheduling requirements.
  • Schedules and job priorities are important: The weekly schedule and the priorities that help determine this schedule are essential to improving productivity. Weekly scheduling frees up crew supervisors to focus on the current week without worrying about the backlog. Maintenance and operations use the weekly schedule for coordinating their tasks in advance, so it’s critical to properly determine the priority levels of new work orders to see if they should become part of the daily or weekly schedule.

Prioritizing advanced scheduling helps make sure sufficient workloads are assigned, which increases productivity and ensures critical work orders are completed first.

  • Schedule based on the projected highest skills available: This principle states that a scheduler should develop a one-week schedule for each crew based on the available technician hours, the highest skill levels available, job priorities and details from the job plans. Schedulers should select a week’s worth of work from the plant backlog by using information on priority and job plan details. They should then use a forecast of the maximum capabilities of the technician crew for the coming week. After several weeks have passed, technicians should have a better idea about the amount of work they’re responsible for in a given week and become more productive.
  • Schedule for every available work hour: Bringing the previous principles together, this guideline details how much work to schedule. The scheduler should assign work plans for the technicians to complete a task during the following week for 100 percent of the forecasted hours. So, if a crew has 800 labor hours available, the scheduler would give them 800 hours’ worth of work. Scheduling for 100 percent of the forecasted work hours prevents over- and under-scheduling.
  • Daily work is handled by the crew leader: The crew leader or supervisor should develop a daily schedule based on the one-week schedule, current job progress and any new high-priority jobs that may arise. The supervisor should assign daily work to technicians based on skill level and work order requirements. In addition to the current days’ workload, the supervisor should handle emergencies and reschedule assignments as needed. Daily scheduling is almost always fluid thanks to the progress of the work being performed. This makes it difficult to schedule precise job times very far in advance. Inaccuracy of individual time estimates and reactive maintenance are the two biggest factors contributing to this issue.
  • Measure performance with schedule compliance: Scheduling success is measured by the adherence to the one-week schedule and its effectiveness. Wrench time is the ultimate measure of workforce efficiency and planning and scheduling effectiveness. Planning work before assigning it reduces unnecessary delays, while scheduled work reduces delays between jobs.

Implement Maintenance Planning and Scheduling

Phase 1: Setup: This phase encompasses all the steps needed to ensure your organization is onboard with implementing maintenance planning and scheduling. You should have made your case to leadership by exposing the issue of low productivity, explaining how planning and scheduling can help solve that issue, calculating the value of productivity improvement, and presenting the results in the form of return on investment (ROI).

Phase 2: Define and analyze the situation: Phase two involves your team looking at your current situation and identifying problems currently faced in maintenance execution. During this phase, you should have representation from all levels of the maintenance process technicians, key managers or supervisors, and even representatives from procurement, finance and the warehouse. This workshop-like environment should outline the current maintenance planning and scheduling process.

Phase 3: Develop and prepare for delivery: Phase three involves planners and supervisors working to establish supporting documentation and process maps as well as defining in detail new processes, roles and responsibilities. You should also make any necessary changes to your computerized maintenance management system (CMMS) and develop training and coaching programs. Conducting a single overview training session followed by a role-specific training program is the most efficient way to go about training. This will prevent people from having to attend training sessions that don’t pertain to them.

Phase 4: Implement: Once everything is in place, it’s time to roll out the new maintenance planning and scheduling processes. The goal here is to embed the new standards and procedures into the daily routines of all those involved until they become the new normal. It’s generally accepted to allow for a three-month coaching period, where individuals are assessed and receive help to close any gaps in performance. If you operate a shift system, six months should be sufficient. Remember, planners should only work on the processes, not in the processes.

Phase 5: Review: This is sometimes called the “close-out” phase. Here, you want to ensure the new maintenance planning and scheduling process won’t disintegrate when the training and one-on-one time is over.

 Celebrate successes and make sure people are aware of how their hard work is paying off.

Review what is going well and what could be better, and document these for the next meeting with the planning department.

Develop sustainable procedures.

Phase 6: Sustain: This phase is considered “evergreen,” as processes and procedures should always be improving. Be sure you have:

  • All performance metrics in place and review them in meetings, verifying that they are meeting long-term trends.
  • Clearly defined procedures or job plans for each technician performing certain tasks.
  • Ensure new technicians are properly trained on these job plans.
  • Standardized, up-to-date and easily accessibly documentation in place.
  • A set time for conducting process reviews to assess what is working and what isn’t. This is also the time to go over how processes can be improved.

Equipment reliability

The term equipment reliability and maintenance (ERM) encompasses not only equipment, such as machines, tools, and fixtures, but also the technical, operational, and management activities, ranging from equipment specifications to daily operation and maintenance, required to sustain the performance of manufacturing equipment throughout its useful life.

Reliability is a special attribute that describes the dependability of a component. This means that the component consistently performs a desired function under certain conditions for a certain period of time in order to meet business goals and customer needs. Theoretically, reliability can be described as:

Reliability = 1 – Probability of Failure

ERM affects drastically the three key elements of competitiveness quality, cost, and product lead time. Well-maintained machines hold tolerances better, help to reduce scrap and rework, and raise part consistency and quality. By increasing uptime and yields of good parts, ERM can reduce capital requirements, thereby cutting total production costs. It also can shorten lead times by reducing downtime and the need for retooling.

The replacement and displacement of conventional electro-mechanical factory equipment by mechatronic equipment have given rise to a very different set of reliability and maintenance requirements. The recent rush to embrace computer-integrated manufacturing (CIM) has further increased the use of relatively unknown and untested technology. The factory is becoming a web of interdependent subsystems, interconnected by computer controllers that communicate horizontally across peer processes and vertically to supervisory controllers above or slaves below. Much of the controller software was written with the assumption that all equipment works properly when, in fact, complicated and unpredictable failure modes, unanticipated by the system and equipment designers, are becoming increasingly apparent. It is seldom possible to predict how a system will fail when something somewhere in the plant breaks down. Because causal relationships are frequently hidden, repair is often time-consuming, expensive, and tedious. A better job of debugging these systems via simulation, analysis, and rapid development needs to be done.

Methods to Ensure Reliability of Equipment

Besides the engineering practices described above, there are three other essential components to equipment reliability: maintenance, inspection, and technology.

1) Maintenance

Maintenance can be divided into three categories, preventive, predictive, and corrective maintenance. Preventive measures are taken to eliminate unnecessary inspection and repair tasks. Predictive maintenance generally involves nondestructive inspection techniques to monitor the serviceability of the equipment. Corrective maintenance involves repairing or replacing components to restore equipment back to its operating conditions. Collectively, these tasks should be managed in a well developed reliability centered maintenance program.

2) Inspection

Nondestructive testing (NDT) techniques are used extensively throughout the lifecycle of equipment to locate and monitor damage mechanisms. Furthermore, inspection plays a major role in any equipment reliability program. Some common NDT methods used in the petroleum and chemicals industries include radiographic testing, ultrasonic testing, electromagnetic testing, and many more. When selecting an NDT method several considerations should be taken into account including the type of damage, where the damage is located (external or internal), and the size, shape, and orientation of the damage.

Additionally, there are two other types of inspection that provide information on the reliability and remaining life of equipment. These include risk-based inspection (RBI) and fitness-for-service (FFS) assessments. Put simply, the purpose of RBI is to identify and understand risk in order to reduce uncertainty about the condition of equipment. FFS assessments are performed to determine if a component is suitable for continued service.

Modern Scientific Maintenance methods

Modern Scientific maintenance methods leverage advanced technologies, data analytics, and strategic approaches to enhance the reliability, efficiency, and cost-effectiveness of maintenance practices. These methods aim to move beyond traditional, time-based maintenance towards more proactive and data-driven strategies. Modern scientific maintenance methods leverage technology, data analytics, and strategic approaches to transform traditional maintenance practices. These methods enhance the proactive management of assets, reduce downtime, optimize resource utilization, and contribute to the overall efficiency and reliability of industrial processes. Implementing a combination of these methods based on specific organizational needs can lead to significant improvements in maintenance effectiveness and operational performance.

  1. Predictive Maintenance:

Predictive maintenance utilizes data from sensors, machine learning algorithms, and historical performance data to predict when equipment is likely to fail. By analyzing real-time data, organizations can schedule maintenance activities just in time, reducing downtime and optimizing resource utilization.

Benefits:

  • Minimized downtime.
  • Reduced maintenance costs.
  • Increased equipment reliability.

 

  1. Condition-Based Maintenance:

Condition-based maintenance relies on real-time monitoring of equipment conditions using sensors and other measurement devices. Maintenance activities are triggered based on the actual state of the equipment, such as vibration levels, temperature, or fluid conditions.

Benefits:

  • Targeted maintenance interventions.
  • Increased asset lifespan.
  • Improved resource efficiency.

 

  1. Reliability-Centered Maintenance (RCM):

RCM is a systematic approach that identifies the most critical components of an asset and tailors maintenance strategies based on their importance to overall system reliability and performance. It involves analyzing failure modes and selecting the most effective maintenance tasks.

Benefits:

  • Optimized maintenance efforts.
  • Enhanced reliability.
  • Improved cost-effectiveness.

 

  1. Total Productive Maintenance (TPM):

TPM focuses on maximizing the efficiency and effectiveness of production processes by involving all employees in the maintenance and improvement of equipment and systems. It emphasizes a holistic approach to equipment management.

Benefits:

  • Increased equipment effectiveness.
  • Employee engagement in maintenance.
  • Reduction in defects and breakdowns.

 

  1. Root Cause Analysis (RCA):

Root cause analysis is a method used to identify the underlying causes of equipment failures or issues. It involves investigating incidents to determine the fundamental reasons for problems and implementing corrective actions to prevent their recurrence.

Benefits:

  • Prevents recurring issues.
  • Enhances problem-solving capabilities.
  • Improves overall system reliability.

 

  1. IoT-Based Maintenance:

The Internet of Things (IoT) is utilized to connect equipment and assets, enabling continuous monitoring and data collection. IoT sensors provide real-time insights into equipment performance, allowing for proactive maintenance based on actual usage patterns.

Benefits:

  • Remote monitoring and diagnostics.
  • Data-driven decision-making.
  • Improved overall equipment effectiveness.

 

  1. Augmented Reality (AR) Maintenance:

AR technologies overlay digital information onto the physical world, providing maintenance technicians with real-time guidance, visualizations, and instructions. This enhances troubleshooting, repairs, and training processes.

Benefits:

  • Improved maintenance accuracy.
  • Enhanced training and onboarding.
  • Reduction in human errors.

 

  1. Digital Twin Technology:

Digital twin technology creates virtual replicas of physical assets, allowing organizations to monitor and simulate their behavior. This enables predictive maintenance by analyzing the digital twin’s performance data.

Benefits:

  • Simulation for predictive analysis.
  • Early detection of potential issues.
  • Improved decision-making.

 

  1. Machine Learning in Maintenance:

Machine learning algorithms analyze large datasets to identify patterns and anomalies in equipment behavior. These algorithms can predict when maintenance is needed, optimize scheduling, and continually improve predictions over time.

Benefits:

  • Enhanced predictive capabilities.
  • Adaptability to changing conditions.
  • Increased efficiency in decision-making.

 

  1. Blockchain for Maintenance Management:

Blockchain technology is used to create transparent and secure maintenance records. It ensures the integrity of maintenance data, supports traceability, and facilitates the sharing of information across supply chains.

Benefits:

  • Secure and transparent maintenance records.
  • Enhanced traceability.
  • Improved collaboration in supply chains.
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