Reasonable Recklessness – A Guide to “Reasonable Care Conditions”

If you asked someone why they have insurance in the first place, the most common reaction is peace of mind.  However, a lack of caution can mean a breach of your insurance, with insurance companies commonly citing a “failure to take reasonable precautions” as a reason for the policy being breached, with cover being declined as a consequence.

What is “reasonable”, and moreover, what would count as a “reasonable precaution” is relatively wide, but Courts have interpreted the word “reasonable” as actually meaning “reckless” – with “reckless precaution” being a significantly higher threshold.  This article looks at the differences between “reasonable” and “reckless” precautions, and how this might affect your own insurance cover, should you need it.

The requirement to take reasonable precautions is usually articulated by clauses/terms in the relevant policy.  These clauses are collectively often referred to as “reasonable care conditions”.  The exact wording in policies can vary, but generally they state some sort of requirement that an insured takes “all reasonable steps to prevent loss or damage for item/property X”.  In other words, the insured must avoid being negligent.  A plain reading of these reasonable care conditions mean you are not covered for careless actions – for instance, accidentally leaving your phone or wallet in a taxi – because this was due to your own negligence, as opposed to an event outside of your control.

Somewhat fortunately, the Courts read these clauses through a different, stricter lens, starting with the 1967 English Court of Appeal.  The Court in Fraser v B N Furman (Productions) Limited found that such clauses were completely at odds with one of the main principles of insurance – that being, to protect against acts of negligence.  Diplock LJ found that the standard should instead be assessing on if the insured had knowingly taken risks they normally wouldn’t, knowing they would be covered – to go back to our example, suppose our insured person decided to lose their phone deliberately in a taxi, knowing they would then get a pay-out from their insurer.  In this instance, the insurer could decline cover, citing an abuse of the insurance policy.  This distinction between an insured’s negligence, and an insured’s recklessness, is the standard that has now been adopted in New Zealand.

There is still a continuing debate in New Zealand on the differences between subjective (i.e. the person’s own viewpoint) and objective (i.e. a reasonable person’s viewpoint) recklessness, and which “type” of recklessness should be required.  However, it is clear that recklessness, not just a lack of reasonable care, is the standard required to breach a reasonable care condition.

In Roberts v State Insurance General Manager [1974] 2 NZLR 312 (NZSC), it was argued that an insured motorcycle owner was reckless for leaving his broken down motorcycle on the side of the road, though he was planning to come back and collect it.  The motorcycle was subsequently stolen.

While the insurance company accepted that the required standard was recklessness, they argued that the insured could have taken a number of alternative steps, such as pushing the motorcycle along the road, or asking local authorities for help, in order to reduce the risk of theft.  In other words, the insured had not taken all reasonable steps under the insurance policy, to safeguard the motorcycle from loss.

The Court rejected this argument.  In applying the test of Fraser outlined by Diplock LJ, the Court noted the insured had not contemplated that his motorcycle could be stolen, and had actually made arrangements to collect the motorcycle (albeit, the day after it had broken down).  In summing up the decision, McMullin J held:

He [the insured] neither appreciated the risk that his motor cycle might be stolen and chose to ignore it nor did he act in a grossly negligent way. His claim for indemnity ought to have succeeded.

Reasonable care conditions are a part of nearly all insurance contracts, and it is important to understand how those clauses are interpreted, should the policy be required.  This is even more important when we consider the recent extreme weather events in New Zealand, which have had far reaching, and often devastating consequences.

Conclusion

Making an insurance claim can be a stressful and time consuming process at the best of times.  To give yourself the best chance of a successful claim, it is important to consider the following:

  • Were you aware of the risks, prior to the incident? If so, at what time were you made aware of the risks?
  • Would a “reasonable person” in your situation know those risks?
  • Did you, being aware of those risks, proceed anyway?
  • When you proceeded, did you believe those risks had been mitigated?
  • What alternatives (if any) were considered, and why were they not taken?

If you are considering making a claim, we can assist you with both the preparation and the claim process itself.

Andrew is a Solicitor in our Dispute Resolution Team and can be contacted on 07 958 7447.

Employment Agreements – Ensuring they cover the basics

An employment agreement is a fundamental document providing protection and clarity for both, an employer and employee. It is crucial that these agreements encapsulate the important basics of any relationship.

This article sets out the different types of employment agreements, and some of the important terms all employers need to know about.

There are three main types of employment agreements, these include:

  • Permanent full-time or part-time
  • Casual
  • Fixed term

The basics, what are they?

From a legal perspective, there are certain clauses that must be incorporated into an individual employment agreement.  Additionally, there are clauses that can be added which help to ensure that each agreement is fit for purpose and aligns with the differing needs of the parties.

The law requires that an employment agreement contains the following:

  • The names of the parties
  • A description of the work that will be carried out by the employee, it is important that there is a clear expectation of the employee’s responsibilities are
  • Place of work
  • The agreed hours that the employee is expected to work, including start and end times, and specific days
  • The wage or salary rate (compliant with minimum wage or higher) with an indication of how and when this will be paid
  • How to resolve employment relationship issues, including that personal grievances must be raised within 90 days
  • Rest break times
  • That the employee will get paid time and a half for working on a public holiday
  • If applicable, an employment protection provision. This is necessary in cases where the employer’s business is sold/transferred, or if the employee’s work is contracted out
  • Any other matters that are agreed on between parties, including trial periods, probationary arrangements or availability. A 90-day trial can only be included for employers with 19 or less employees and must be in a signed agreement before employment commences
  • Nature of the employment

For many, employment agreements are seen as a “tick box” document that should be signed and put in a folder, never to be looked at again.  The best employment agreements embody the values of the employer and set a framework for a positive relationship, covering off all matters that need to be covered in the tricky times.

The Workplace Law team at McCaw Lewis are available to assist with drafting, reviewing, or answering any queries that you may have around employment agreements.  Get in touch now!

Tazmyn is a Law Clerk in our Workplace Team and can be contacted on tazmyn.prendiville-stowers@mccawlewis.co.nz.

As a business owner/employer, how can I navigate my duties to employees during a recession?

While we are technically now in a recession, it’s good practice for employers to consider how their business may be impacted and what that means for them and their employees.  This article covers:

  • How good employers act in times of recession
  • Employer’s obligations to employees
  • Pre-emptive strategies to minimise the risk of employment litigation
  • What restructuring might look like

Employer Obligations

As a minimum, it’s important to remember that basic employer obligations underpin all dealings with employees, even in times of recession and economic downturn.  These obligations apply regardless of the health of your business, and include but are not limited to:

  • Duty to act in good faith
  • Duty to act fairly and follow proper employment processes
  • Duty to consult with your employees and keep them “in the loop”

Communication, communication, communication

A practical first step for any business that may feel the crunch of a recession is to consider which business expenses can be scaled back.

If the business is looking to scale back, this doesn’t necessarily mean a restructure.  For employees, it may look like amendments to ways of working e.g. more working from home and downsizing the office, meaning a saving on overheads.  Other initiatives could be to restrict overtime, reduce any recruitment and outsource operations where possible.  We recommend keeping employees involved and seeking their input – they may have some great ideas here.  If your employees know that costs are being cut, yet there is no prospect of a restructure at this point, it would be helpful to ensure that your employees know it.  They may be feeling uncertain, and some reassurance will go a long way.  Further, if your employees are kept in the loop, this can help to speed up a restructure process later, (if it gets to that).

Any proposed amendments to an employee’s role, remuneration, or hours of work will require consultation with your affected employees and their written agreement.  If this cannot be obtained, we recommend reaching out to one of our lawyers for guidance.

Restructuring

If scaling back expenses requires a restructure of the business, being aware of the processes and your employer obligations under the Employment Relations Act 2000 is key, and it is always best to speak with a lawyer as a first step.

In brief, any restructure and/ or any subsequent redundancy of employees needs to follow a strict process, with consultation with affected employees throughout.  Restructuring must be for genuine business reasons, and must be because the role is no longer required – it cannot be specific to a person.  We discuss this here, however in any restructure, it’s important to communicate as openly as possible with affected employees and get the process right.  In these circumstances, we strongly recommend taking legal advice to minimise the risk of employment claims.

Going Forward

A recession may not be all bad for your business; there is unique opportunity to reassess the business expenditure as a whole – is the workforce as streamlined as it could be?  Are your other contracts and business expenses really working for the business?  Being proactive and taking minor steps before the effects of a recession are felt can really pay off, and can incentivise employees if they feel they have some influence.

This is also a great time to ensure that all employment agreements are up to date and reflective of recent developments in employment law.  This is particularly true in times of economic hardship – it is integral that employment agreements can be relied upon if needed.

Overall, the best advice we can give is to look after your employees.  If you do need to restructure the business, consider what you can do to support your employees and minimise impacts on them.  This not only retains morale among the remaining employees, but also minimises risk for you of personal grievance claims for unjustified dismissal if a restructure is necessary.

Employment Law Assistance

Our Workplace Law Team are able to assist with employment matters relating to restructuring, redundancies and any other bespoke employment queries that you may have.  No query is too big or small.

Chantelle is a Senior Solicitor in our Workplace Law Team.  She can be contacted on 07 958 7473.

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