We manage more than a quarter billion dollars of premiums for a diverse range of clients around the globe.
While it was never the intent of Winston Churchill that his famous description of Russia’s intentions in 1939 would apply to Enterprise Risk Management (ERM), the analogy applies pretty well. “It is a riddle, wrapped in a mystery, inside an enigma, but perhaps there is a key.” I firmly believe there is a key to a proper, productive and easily understood ERM program.
Many companies are crossing national boundaries to exploit new opportunities and minimize any potential threats. Globalization brings both opportunities and risks to multinational enterprises (MNEs) doing business in another country, and requires the MNE to have a system in place to detect and respond to these potential threats and challenges.
With the second anniversary of Superstorm Sandy just around the corner, I was thinking back to the whirlwind of media predictions that preceded landfall. Where would it strike? When would it hit? How bad would it be? Forecasters commented over and over that predicting the path of the storm and its ensuing destruction was particularly difficult because nothing like it had happened before. So I was surprised to learn of an even larger storm from 1821: the Norfolk and Long Island hurricane. If the Norfolk and Long Island hurricane were to hit today, its damage would exceed that of Sandy, Rita, Andrew and Katrina.
In 2012, the most recent year for which data is available, the United States Bureau of Labor Statistics reported 849 construction worker fatalities. Crane accidents make up a large number of these deaths and an even greater number of construction-related injuries each year. Not only can a crane accident cause significant injury to workers on a construction site, but it can also cause injury and death to innocent passersby of the site. Given the risk associated with crane operation on a construction site, what should you – owners and contractors – do to mitigate this risk and limit your exposure?
Fees and expenses associated with 401(k) plans have become a central issue for plan sponsors to manage in administering their company’s plan. The article in the July issue of CFO Magazine addressed some of the fiduciary risks for 401(k) plan sponsors and provided seven tips to minimize these risks. The third tip on the list? Benchmarking, benchmarking and more benchmarking.
The unthinkable happens: the business that you have put all your passion, hard work, and money into is destroyed, and there was nothing you could do to prevent it. Or was there?
One of the most expensive predicaments a film production (especially the big-budget type) can face is a delay. When you consider the scheduling of a large scale production, and the amount of money that goes into cast, crew, equipment, locations, permits, food, vehicles, etc. for each day of filming, a simple accident, especially, the film’s star getting injured can result in tremendous expense.
The Wall Street Journal recently reported that fewer than 20 percent of executives say their companies are effectively managing risk. Companies often have a process in place to identify and monitor risks, but fall short when it comes to implementing practices to manage those risks as part of the overall strategic plan. There can be a number of reasons for this shortcoming, including not having a dedicated internal risk management department or lack of qualified risk management professionals in the existing talent pool. As a result, companies that fall into the 80 percent need to begin to develop a sound risk management program as the company could be exposed to
There are many challenges a company will face when considering a new business venture. Those challenges multiply exponentially when the business venture is outside the United States. The risks for organizations when doing business abroad can be both significant and many. Having a clear execution plan and due diligence team that is familiar with these types of ventures are an essential hedge against surprises that could impact the company’s strategic goals.
Entertainment insurance provides coverage for the film industry and its producers. It is a large sub-section of the insurance and risk management world with its own unique exposures and coverages. The film industry in the United States is a big business generating $522 billion in revenue in 2013. According to Statista, that number is expected to rise to $632 billion in 2014. As revenue rises, so do film costs, with even “low budget” production costing several million dollars. These high costs bring high exposures! There are tight deadlines, a lot of moving parts and many people performing a variety of roles, both on the set and in the production offices.
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At The ALS Group, we help clients achieve their strategic goals via expert and insightful identification, quantification, and mitigation of the risks that could impact their business, or present opportunities for it.
More Information: info@thealsgroup.com
Florida
1800 NW Corporate Blvd Ste 202
Boca Raton, FL 33431
Tel: +1-561-437-0024
At The ALS Group, we help clients achieve their strategic goals via expert and insightful identification, quantification, and mitigation of the risks that could impact their business, or present opportunities for it.
More Information : info@thealsgroup.com
New Jersey
175 Main St
Woodbridge, NJ 07095
Tel: +1-732-395-4250
Florida
1800 NW Corporate Blvd Ste 202
Boca Raton, FL 33431
Tel: +1-561-437-0024
