We asked executives in the Canadian P&C reinsurance industry what lessons they learned from the devastating global catastrophes of 2011 and how their knowledge might be applied in 2012.
Geopolitical, regulatory, financial and other risks tend to dominate the supply chain conversation, leaving supplier property risk as a potential blind spot.
In a value-driven approach to managing supply chain resiliency, risk is viewed in the context of how the organization makes money.
The property and casualty insurance industry is in the early stages of discovering and applying cloud computing services. Many say a maturing market in cloud services could generate large returns in areas such as claims processing, collaboration and customer relationships.
The largest earthquake in Japan’s history, the devastation wrought by the subsequent tsunami and the spectre of nuclear radiation has reverberated throughout the global supply chain.
A volcanic eruption begs the question: When we become dependent on a global supply chain, are we prepared for global risks that might affect our operational ouput?
The interconnectedness of risk is making for challenging times ahead, particularly for businesses with growing supply chains and those striving for improved sustainability.
Resurrected from a near-death experience three years ago, I-CAR’s training courses will remain in Canada, with the Automotive Industries Association of Canada (AIA) in the driver’s seat.
Companies and organizations need to watch for a potential “third wave” of the H1N1 pandemic. Employee absenteeism, far more than any insurance coverage issues or claims, has been the biggest impact of the flu pandemic to date.
How risk managers can cope with the economic effects of a recession without compromising their risk management efforts.
The Difference is in the Details
Today’s most profitable companies include those with supply chains as lean and elastic as a Giacometti sculpture–and just as fragile.