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Chris Mandel
SVP, Strategic Solutions
Sedgwick
RIMS Saskatchewan Chapter
May 15, 2014
Copyright © 2013 by Sedgwick - Confidential – Do not disclose or distribute.
Copyright © 2013 by The Hartford. Confidential. All rights reserved. No part of this document may be reproduced, published or posted without the permission of The Hartford.
2
Speaker Contact Information
Chris Mandel. RF. CPCU, ARM
SVP, Strategic Solutions
Sedgwick, Inc.
chris.mandel@sedgwick.com
210-845-5804
Sedgwick© 2013 Confidential – Do not disclose or distribute. 3
A Broad and Fuzzy Paradigm
“There are known knowns. These are things that
we know that we know. There are known
unknowns. That is to say, there are things we
know we don’t know, but there are also
unknown unknowns. These are things we don’t
know we don’t know.”
- Donald Rumsfeld, U.S. Sec of Defense (2002)
WHILETHE RISKSLESSUNDERSTOODARE DIFFICULTTO ADDRESS,
THEY ARE OFTEN SO SUBSTANTIALIN IMPACT, THEY CAN’T BE IGNORED
CopyrightExcellenceinRiskManagement,LLC ERM,LLC 2013
Sedgwick© 2013 Confidential – Do not disclose or distribute. 4
What is an Emerging Risk?
 Those issues hat have not manifested themselves sufficientlyto be
managed using the tools commonly applied to more developed
exposures. They are “those risks an organization has not yet
recognized or those which are known to exist, but are not well
understood
RIMS’ “Emerging Risks and ERM
 A condition, situation or trend that could significantlyimpact the
Company’s financial strength, competitive position or reputation within
the next 5 years. Emerging risks involve a high degree of uncertainty.
It is unclear where an emerging risk will land on the loss curve.
Anonymous actuary
Sedgwick© 2013 Confidential – Do not disclose or distribute. 5
Other Definitions
 Lloyds: An issue that is perceived to be potentially significant but
which may not be fully understood or allowed for in insurance terms
and conditions, pricing, reserving or capital setting.
 PWC: Those large scale events or circumstancesbeyond one’s direct
capacity to control, that impact in ways difficult to imagine today.
 S&P: Risks that do not currently exist.
What about black swans?
Global ERM Survey
Key Findings
• Board level commitment critical to decision making and driving value
• Dedicated senior executive to drive and facilitate
• ERM cultureencouraging full engagementand accountabilityat all
levels
• Stakeholder engagement in RM strategydevelopment and policy
setting
• Transparencyin risk communications
• Integration of financial and operational risk data into decision making
• Need for sophisticated quantification to understand risk and
demonstrate value proposition
• ID of new and emerging risks using internal and external data sources
• Move from avoidance and mitigation to leveraging options for value
Source: Aon Corporation 2010 6
The discipline ofrisk
management has
evolved from strictlya
value preservation-
based focus to a
balanced focus between
protectingassets and
creatingor enhancing
value.
Operating
Risk
Credit Risk
Model Risk
Entrepreneurial
Risk
Regulatory
Compliance Risk
Future/White
Space
•Target Models (3B); Lifetime Value Models
•Churn Models; Discount Engine Models
•Upsell Models; Sales Territory Models
•Public Relations & Marketing Initiatives
•Industry Coalitions
•Client/CPA Webinars
•EDI Program
•RCX Stale Date Fees
•Taxpay Premium Processing Fee
•Federal Deposit Frequency Program
•Client Penalty Abatement Service
•IRS/Paychex Partnerships
•$100M Revenue Over Past 5 Years
•EGTRRA Restatement
•PBS, HRO, 401(k) Service Fees
Risk
Management
A flexible and dynamic
risk management
discipline is uniquely
positionedto quickly
adapt to change and
identify opportunistic
risk to create new
streams of revenue and
increase value
Value Preservation to Value Creation
A VIEW INTO EMERGINGRISKSIS CRITICAL TO THE VALUEFOCUS
RIMS Risk Maturity Model
Root Cause Discipline
Degree of discipline applied to measuringroot cause by: 1)determining sources 2)understanding impacts 3)
identifying trends, and4) measuring effectiveness ofontrols .
Risk AppetiteManagement
Degree of accountability for (1)definingacceptable boundaries 2)calculatingandarticulatingrisk tolerance
3) developinga risk portfolio 4)consideringscenarios,and5)attackinggaps betweenperceivedandactual
risks.
ERM Process Management
Degree that a repeatable andscalable risk management process is integratedinto business and
resource/support units,using a sequential series of steps that support uncertainty reductionandpromote
opportunity exploitation.
Adopt ERM Approach
Denotes the degree of executive support foranERM-basedapproachwithinthe corporateculture.
Activities cut across all processes,functions,business lines,roles and geographies.
Copyright © 2010 Risk and Insurance Management Society, Inc. All rights reserved.
8
Business Resiliencyand Sustainability
Extent to whichanorganizationintegrates business resiliency andsustainability aspects forits operational
planning into its ERMprocess.
PerformanceManagement
Degree to whichorganizations are able to execute onvisionandstrategy intandemwithrisk management
activities.
UncoveringRisks
UNCOVERING RISKS
Degree of quality and coverage (penetration) throughout the
organization for uncovering uncertainties related to organizational
goals achievement.
RIMS Risk Maturity Model
Copyright © 2010 Risk and Insurance Management Society, Inc. All rights reserved.
9
Sedgwick© 2013 Confidential – Do not disclose or distribute. 10
The Opportunity for Risk Managers
Uncover the unknown or poorly understood
threats to businesses
Bringing resources to bear to address the risks
efficiently
Building resiliency and sustainability
Leveraging risks that lend themselves to
exploitation
Sedgwick© 2013 Confidential – Do not disclose or distribute. 11
High Level Risk Types
Strategic
• Acquisitions
• Business Model
• Competition
• Demographic
Changes
• Disruptive
innovation
• Market
• Etc.
Operational
• Customer service
• Infrastructure
• Processes
• System capabilities
• Talent
• Etc.
Financial
• Capital
• Cash flow
• Credit
• Debt obligations
• Foreign exchange
• Liquidity
• Etc.
External
• Economy
• Environment
• Geopolitical
• Regulatory
• Tax policies
• Weather events
• Etc.
Do Some Risks Matter More?
12
13
Macro-level Categoriesto Consider
Environmental
Systemic
Cultural
Technological
Societal
Geopolitical
Economic
Sedgwick© 2013 Confidential – Do not disclose or distribute. 14
Emerging Risk Identification Tactics
Surveys/Questionnaires
 Financial Statements
Records and Files
Flowcharts
Personal Inspection
Industry Check Lists
Events
Experts/Delphi Type Methods
Environmental Scanning
Scenario Analysis
Trend Analysis
Risk Management Stakeholders
Key
Focus
Targeted
Outcome
Emerging Risk Management Process
EnterpriseRisk
Management
Risk Process
Effectiveness
Identificationand
Managementof
SignificantRisks
Process Efficiency
ProcessEfficiency
Effective& Efficient
ProcessExecution
Internal Audit
Control Testing
Effective
Controls
Compliance
ComplianceRisks
Regulatory
Compliance
Controller
Financial Reporting
Sox 404 Compliance
BusinessUnits
Business
Performance
ControllingRisksto
as well asMeeting
Objectives
Unified
Strategy
15
Sedgwick© 2013 Confidential – Do not disclose or distribute. 16
Best Practices for ID and Assessment
Conduct emerging risk reviews
Integrate or align ER reviews with the planning processs(es)
Drive agreement on key assumptions and test them with rigor
Challenge conventional thought processes and the status quo
Apply the right methods to better understand and predict ERs
Balance an internal vs external environmental view
Manage ERs within the risk appetite and tolerances of your firm
Adapted from RIMS’ Emerging Risks and ERM Report (2012)
Copyright © 2013 by Sedgwick - Confidential – Do not disclose or distribute.
Copyright © 2013 by The Hartford. Confidential. All rights reserved. No part of this document may be reproduced, published orposted without the permission of The Hartford.
Copyright © 2013 by Sedgwick - Confidential – Do not disclose or distribute.
Copyright © 2013 by The Hartford. Confidential. All rights reserved. No part of this document may be reproduced, published or posted without the permission of The Hartford.
18
Healthcare
 Aging workforce
 Rising medical costs
• Pharmaceuticals
 Affordable Care Act (ACA) aka ObamaCare
 Wellness programs
• Discounted health care costs/employee contribution
 Changing employee demographics
• Ethnic
• Age/Sex/Skills
• Priorities
• Cultural shift
Copyright © 2013 by Sedgwick - Confidential – Do not disclose or distribute.
Copyright © 2013 by The Hartford. Confidential. All rights reserved. No part of this document may be reproduced, published or posted without the permission of The Hartford.
19
Workforce issues - talent attraction and retention
 Baby boomers retiring – 10,000 baby boomers
a day have been turning 65 since 1/1/11 and will
continue until 2030
• Smaller future workforce
 Future workforcewill be very technology
savvy
 Future workforcewill be more demanding
• Telecommuting
• Flexible hours, etc.
 Work/life integration vs. balance
Copyright © 2013 by Sedgwick - Confidential – Do not disclose or distribute.
Copyright © 2013 by The Hartford. Confidential. All rights reserved. No part of this document may be reproduced, published or posted without the permission of The Hartford.
20
Emerging claim challenges
 Impact of Affordable Care Act
 Legalized marijuana
• Drug test issues
 Gay marriages and domestic partnerships
 Increasing proportion of fraud
Copyright © 2013 by Sedgwick - Confidential – Do not disclose or distribute.
Copyright © 2013 by The Hartford. Confidential. All rights reserved. No part of this document may be reproduced, published or posted without the permission of The Hartford.
21
Emerging claim challenges
 Use of electronic devices while driving
• Mobile phone use
• Hands-free
• Texting
• GPS
 Natural disasters
• High variability of CAT events
• Super Storm Sandy
• CAT modeling Change Impact
Copyright © 2013 by Sedgwick - Confidential – Do not disclose or distribute.
Copyright © 2013 by The Hartford. Confidential. All rights reserved. No part of this document may be reproduced, published or posted without the permission of The Hartford.
22
Technology
 Legacy systems
 IT security
 Cyber issues
• Identity theft
• Malware
• Business interruption
• Target >>>>>>>>>>>>>>>
Sedgwick© 2013 Confidential – Do not disclose or distribute. 23
Target as an Emerging Risk Poster-child?
24
Emerging Risks in a Strategic Context
25
 Identifying emerging risks
 Rating emerging risks on relevance,
importance and uncertainty
 Monitoring impact of and reporting
on emerging risks
EmergingRisks in a Strategic Context
Copyright © 2010 Risk and Insurance Management Society, Inc. All rights reserved.
26
Traits of Emerging Risks
Emerging
Risks
High Level of
Uncertainty
Lack of
Consensus
Uncertain
relevance
Difficult to
Communicate
Difficult to
Assign
Ownership
Systemic or
“business
practice”
issues
Source:RIMS ExecutiveReportEmergingRisks and EnterpriseRiskManagement© 2010 RIMS
Scanning the External Environment
Interviews
External
Scanning
Importance
Relevance
Probability
Immediacy
Impact
Levelof
Uncertainty
EmergingRisk
[Periodic]Report
Trend/Event
Implications
Strategic
Directions
 Key
Indicators
 Owner
 Plan
 Threshold
Warnings
 Monitoring
Future Focused Emerging Risk
Scanning
MACRO MICRO
27
Copyright © 2010 Risk and Insurance Management Society, Inc. All rights reserved.
28
Scoping the External Environment
ORGANIZATION SPECIFIC
Clients Customers
Vendors/Supply
Chain
Distributors
MICRO/INDUSTRY
Direct
Competitors
Indirect
Competitors
Markets Sectors Analysts
Strategic
Alliances
MACRO
Cultural/Social Technological Economic Environmental
Political/Legal
Regulatory Strategic
Planning
Operations
External
Scanning
Copyright © 2010 Risk and Insurance Management Society, Inc. All rights reserved.
29
Using Scenarios for the Most
Uncertain Risks
Scenario 1:
Protectionism
Scenario 2:
Oil Prices
Scenario 3:
“Green”
movement
ObjectiveExample: Global Expansion
 Consider
potential
consequences
if scenario
plays out
 Select leading
indicators and
signposts
Copyright © 2010 Risk and Insurance Management Society, Inc. All rights reserved.
Copyright © 2013 by Sedgwick - Confidential – Do not disclose or distribute.
Copyright © 2013 by The Hartford. Confidential. All rights reserved. No part of this document may be reproduced, published or posted without the permission of The Hartford.
30
3 Keys to Success
 Separate the Emerging Risks Processes: Emerging risks are
fundamentally different than more internal/short-term/operational risks,
and many companies recognize the need for a separate, more qualitative
and creative process (often led by dedicated committees or teams) for
identifying and managing emerging risks.
 Rely on SMEs: ERM teams often bring in individuals with a specialist-
level understanding of particular external/macroeconomic trends, using
them to help create scenarios, assess the likely direction of trends and
measure the potential magnitude of their impact on the enterprise.
 Use Robust Scenario Planning: Due to their longer-term nature,
major external emerging risks require an effective scenario planning
process to build confidence that their impact has been correctly assessed.
Emerging Risk Process Summary
Integrate into ERM Strategy
Identify Emerging Risk Relative to
Goals & Objectives
Assess Risk Interconnectedness &
Determine Appropriate
Responses
Monitor and Report Leveraging
KRIs tied to KPIs
Sedgwick © 2012 Confidential – Donot disclose or distribute.
www.sedgwick.com
Copyright © 2013 by Sedgwick - Confidential – Do not disclose or distribute.
Copyright © 2013 by The Hartford. Confidential. All rights reserved. No part of this document may be reproduced, published or posted without the permission of The Hartford.
33
Speaker Contact Information
Chris Mandel. RF. CPCU, ARM
SVP, Strategic Solutions
Sedgwick, Inc.
chris.mandel@sedgwick.com
210-845-5804
Christopher E. Mandel, RF, CPCU, ARM
SVP, Strategic Solutions, Sedgwick, Inc.
Christopher E. Mandel is the SVP for Strategic Solutions at Sedgwick, Inc. He is engaged in helping Sedgwick chart its
future through the long term planning for products, services and strategic solutions for this claims and productivity
management firm. He is also co-founder and EVP, Professional Services for rPM3 Solutions, LLC as well as
founder and president of Excellence in Risk Management, LLC. both independent consulting firms specializing in
governance, risk and compliance, with a special emphasis on enterprise risk management. rPM3 Solutions holds a
patent for a unique risk measurement process known as ARQ™. Prior to electing early retirement and for ten
years from 2001-2010, Mr. Mandel was head of enterprise risk management for USAA Group, a $165 billion
diversified financial services organization. At USAA, he designed, developed and led the enterprise-wide risk
management and corporate insurance centers of excellence. He also served as President and Vice Chairman,
Enterprise Indemnity CIC, Inc., an Arizona based alternative risk financing facility.
Mr. Mandel has more than 25 years of experience in risk management and insurance in large, global corporates. He
has pioneered the development of cross-enterprise risk management capabilities resulting in S&P rating USAA as
“excellent and a leader in ERM” from 2006 through 2010. In 2007, Treasury and Risk Magazine bestowed the
Alexander Hamilton Award for “Excellence in ERM” on USAA. Mr. Mandel has been a long term senior leader in
the Risk and Insurance Management Society including being elected President and Chief Risk Officer and was
named Risk Manager of the Year in 2004.
Mr. Mandel’s deep, wide and diverse experience in all facets of risk management and insurance allows him to offer
those interested in managing risk with excellence to engage him to provide everything from a comprehensive
strategy and complete ERM framework to targeted guidance, tools, techniques and/or training. Mr. Mandel’s
innovative approach to making risk a key strategically placed and results oriented function results from solidly
connecting risk management outputs to a company’s key performance metrics and ultimately, mission
accomplishment.
Mr. Mandel received his B.S. in Business Management from Virginia Polytechnic Institute and State University and an
MBA in finance from George Mason University. He holds the CCSA, CPCU, ARM and AIC designations and is a
frequent industry speaker, teacher and writer. He writes the “Risk Innovation” column for Risk and Insurance
magazine and in 2008 was elected a member of Risk Who’s Who (RWW). He also wrote the Ask a Risk Manager
column for Business Insurance from 1996 through 2008.
CONTACT: Chris.Mandel@sedgwick.com 210-698-8056 o 210-845-5804 m
https://www.sedgwick.com
34
Sedgwick© 2013 Confidential – Do not disclose or distribute. 35
Sedgwick, Inc.
The leader in innovative claims and productivity
management solutions
Sedgwick Claims Management Services, Inc. is the leading North American provider of
innovative claims and productivity management solutions. Sedgwick and its affiliated
companies deliver cost-effective claims, productivity, managed care, risk consulting, and
other services to clients through the expertise of more than 10,000 colleagues in 195
offices located in the U.S. and Canada. The company specializes in workers’
compensation; disability, FMLA and other employee absence; managed care; general,
automobile and professional liability; warranty and credit card claims services; fraud and
investigation; structured settlements; and Medicare compliance solutions. Sedgwick and
its affiliates design and implement customized programs based on proven practices and
advanced technology that exceed client expectations. For eight years in a row, Sedgwick
has been awarded the distinguished Employer of Choice® certification, the only third-
party administrator (TPA) to receive this designation. In 2011 and 2012, the company
was named the Best Overall TPA by buyers of risk services through an independent
survey conducted by Business Insurance. For more see www.sedgwick.com.
© 2013, Sedgwick Claims Management Services, Inc. applies to all content except where otherwise noted

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SaskatchChaptMay14EmergRisks

  • 1. Chris Mandel SVP, Strategic Solutions Sedgwick RIMS Saskatchewan Chapter May 15, 2014
  • 2. Copyright © 2013 by Sedgwick - Confidential – Do not disclose or distribute. Copyright © 2013 by The Hartford. Confidential. All rights reserved. No part of this document may be reproduced, published or posted without the permission of The Hartford. 2 Speaker Contact Information Chris Mandel. RF. CPCU, ARM SVP, Strategic Solutions Sedgwick, Inc. chris.mandel@sedgwick.com 210-845-5804
  • 3. Sedgwick© 2013 Confidential – Do not disclose or distribute. 3 A Broad and Fuzzy Paradigm “There are known knowns. These are things that we know that we know. There are known unknowns. That is to say, there are things we know we don’t know, but there are also unknown unknowns. These are things we don’t know we don’t know.” - Donald Rumsfeld, U.S. Sec of Defense (2002) WHILETHE RISKSLESSUNDERSTOODARE DIFFICULTTO ADDRESS, THEY ARE OFTEN SO SUBSTANTIALIN IMPACT, THEY CAN’T BE IGNORED CopyrightExcellenceinRiskManagement,LLC ERM,LLC 2013
  • 4. Sedgwick© 2013 Confidential – Do not disclose or distribute. 4 What is an Emerging Risk?  Those issues hat have not manifested themselves sufficientlyto be managed using the tools commonly applied to more developed exposures. They are “those risks an organization has not yet recognized or those which are known to exist, but are not well understood RIMS’ “Emerging Risks and ERM  A condition, situation or trend that could significantlyimpact the Company’s financial strength, competitive position or reputation within the next 5 years. Emerging risks involve a high degree of uncertainty. It is unclear where an emerging risk will land on the loss curve. Anonymous actuary
  • 5. Sedgwick© 2013 Confidential – Do not disclose or distribute. 5 Other Definitions  Lloyds: An issue that is perceived to be potentially significant but which may not be fully understood or allowed for in insurance terms and conditions, pricing, reserving or capital setting.  PWC: Those large scale events or circumstancesbeyond one’s direct capacity to control, that impact in ways difficult to imagine today.  S&P: Risks that do not currently exist. What about black swans?
  • 6. Global ERM Survey Key Findings • Board level commitment critical to decision making and driving value • Dedicated senior executive to drive and facilitate • ERM cultureencouraging full engagementand accountabilityat all levels • Stakeholder engagement in RM strategydevelopment and policy setting • Transparencyin risk communications • Integration of financial and operational risk data into decision making • Need for sophisticated quantification to understand risk and demonstrate value proposition • ID of new and emerging risks using internal and external data sources • Move from avoidance and mitigation to leveraging options for value Source: Aon Corporation 2010 6
  • 7. The discipline ofrisk management has evolved from strictlya value preservation- based focus to a balanced focus between protectingassets and creatingor enhancing value. Operating Risk Credit Risk Model Risk Entrepreneurial Risk Regulatory Compliance Risk Future/White Space •Target Models (3B); Lifetime Value Models •Churn Models; Discount Engine Models •Upsell Models; Sales Territory Models •Public Relations & Marketing Initiatives •Industry Coalitions •Client/CPA Webinars •EDI Program •RCX Stale Date Fees •Taxpay Premium Processing Fee •Federal Deposit Frequency Program •Client Penalty Abatement Service •IRS/Paychex Partnerships •$100M Revenue Over Past 5 Years •EGTRRA Restatement •PBS, HRO, 401(k) Service Fees Risk Management A flexible and dynamic risk management discipline is uniquely positionedto quickly adapt to change and identify opportunistic risk to create new streams of revenue and increase value Value Preservation to Value Creation A VIEW INTO EMERGINGRISKSIS CRITICAL TO THE VALUEFOCUS
  • 8. RIMS Risk Maturity Model Root Cause Discipline Degree of discipline applied to measuringroot cause by: 1)determining sources 2)understanding impacts 3) identifying trends, and4) measuring effectiveness ofontrols . Risk AppetiteManagement Degree of accountability for (1)definingacceptable boundaries 2)calculatingandarticulatingrisk tolerance 3) developinga risk portfolio 4)consideringscenarios,and5)attackinggaps betweenperceivedandactual risks. ERM Process Management Degree that a repeatable andscalable risk management process is integratedinto business and resource/support units,using a sequential series of steps that support uncertainty reductionandpromote opportunity exploitation. Adopt ERM Approach Denotes the degree of executive support foranERM-basedapproachwithinthe corporateculture. Activities cut across all processes,functions,business lines,roles and geographies. Copyright © 2010 Risk and Insurance Management Society, Inc. All rights reserved. 8
  • 9. Business Resiliencyand Sustainability Extent to whichanorganizationintegrates business resiliency andsustainability aspects forits operational planning into its ERMprocess. PerformanceManagement Degree to whichorganizations are able to execute onvisionandstrategy intandemwithrisk management activities. UncoveringRisks UNCOVERING RISKS Degree of quality and coverage (penetration) throughout the organization for uncovering uncertainties related to organizational goals achievement. RIMS Risk Maturity Model Copyright © 2010 Risk and Insurance Management Society, Inc. All rights reserved. 9
  • 10. Sedgwick© 2013 Confidential – Do not disclose or distribute. 10 The Opportunity for Risk Managers Uncover the unknown or poorly understood threats to businesses Bringing resources to bear to address the risks efficiently Building resiliency and sustainability Leveraging risks that lend themselves to exploitation
  • 11. Sedgwick© 2013 Confidential – Do not disclose or distribute. 11 High Level Risk Types Strategic • Acquisitions • Business Model • Competition • Demographic Changes • Disruptive innovation • Market • Etc. Operational • Customer service • Infrastructure • Processes • System capabilities • Talent • Etc. Financial • Capital • Cash flow • Credit • Debt obligations • Foreign exchange • Liquidity • Etc. External • Economy • Environment • Geopolitical • Regulatory • Tax policies • Weather events • Etc.
  • 12. Do Some Risks Matter More? 12
  • 14. Sedgwick© 2013 Confidential – Do not disclose or distribute. 14 Emerging Risk Identification Tactics Surveys/Questionnaires  Financial Statements Records and Files Flowcharts Personal Inspection Industry Check Lists Events Experts/Delphi Type Methods Environmental Scanning Scenario Analysis Trend Analysis
  • 15. Risk Management Stakeholders Key Focus Targeted Outcome Emerging Risk Management Process EnterpriseRisk Management Risk Process Effectiveness Identificationand Managementof SignificantRisks Process Efficiency ProcessEfficiency Effective& Efficient ProcessExecution Internal Audit Control Testing Effective Controls Compliance ComplianceRisks Regulatory Compliance Controller Financial Reporting Sox 404 Compliance BusinessUnits Business Performance ControllingRisksto as well asMeeting Objectives Unified Strategy 15
  • 16. Sedgwick© 2013 Confidential – Do not disclose or distribute. 16 Best Practices for ID and Assessment Conduct emerging risk reviews Integrate or align ER reviews with the planning processs(es) Drive agreement on key assumptions and test them with rigor Challenge conventional thought processes and the status quo Apply the right methods to better understand and predict ERs Balance an internal vs external environmental view Manage ERs within the risk appetite and tolerances of your firm Adapted from RIMS’ Emerging Risks and ERM Report (2012)
  • 17. Copyright © 2013 by Sedgwick - Confidential – Do not disclose or distribute. Copyright © 2013 by The Hartford. Confidential. All rights reserved. No part of this document may be reproduced, published orposted without the permission of The Hartford.
  • 18. Copyright © 2013 by Sedgwick - Confidential – Do not disclose or distribute. Copyright © 2013 by The Hartford. Confidential. All rights reserved. No part of this document may be reproduced, published or posted without the permission of The Hartford. 18 Healthcare  Aging workforce  Rising medical costs • Pharmaceuticals  Affordable Care Act (ACA) aka ObamaCare  Wellness programs • Discounted health care costs/employee contribution  Changing employee demographics • Ethnic • Age/Sex/Skills • Priorities • Cultural shift
  • 19. Copyright © 2013 by Sedgwick - Confidential – Do not disclose or distribute. Copyright © 2013 by The Hartford. Confidential. All rights reserved. No part of this document may be reproduced, published or posted without the permission of The Hartford. 19 Workforce issues - talent attraction and retention  Baby boomers retiring – 10,000 baby boomers a day have been turning 65 since 1/1/11 and will continue until 2030 • Smaller future workforce  Future workforcewill be very technology savvy  Future workforcewill be more demanding • Telecommuting • Flexible hours, etc.  Work/life integration vs. balance
  • 20. Copyright © 2013 by Sedgwick - Confidential – Do not disclose or distribute. Copyright © 2013 by The Hartford. Confidential. All rights reserved. No part of this document may be reproduced, published or posted without the permission of The Hartford. 20 Emerging claim challenges  Impact of Affordable Care Act  Legalized marijuana • Drug test issues  Gay marriages and domestic partnerships  Increasing proportion of fraud
  • 21. Copyright © 2013 by Sedgwick - Confidential – Do not disclose or distribute. Copyright © 2013 by The Hartford. Confidential. All rights reserved. No part of this document may be reproduced, published or posted without the permission of The Hartford. 21 Emerging claim challenges  Use of electronic devices while driving • Mobile phone use • Hands-free • Texting • GPS  Natural disasters • High variability of CAT events • Super Storm Sandy • CAT modeling Change Impact
  • 22. Copyright © 2013 by Sedgwick - Confidential – Do not disclose or distribute. Copyright © 2013 by The Hartford. Confidential. All rights reserved. No part of this document may be reproduced, published or posted without the permission of The Hartford. 22 Technology  Legacy systems  IT security  Cyber issues • Identity theft • Malware • Business interruption • Target >>>>>>>>>>>>>>>
  • 23. Sedgwick© 2013 Confidential – Do not disclose or distribute. 23 Target as an Emerging Risk Poster-child?
  • 24. 24 Emerging Risks in a Strategic Context
  • 25. 25  Identifying emerging risks  Rating emerging risks on relevance, importance and uncertainty  Monitoring impact of and reporting on emerging risks EmergingRisks in a Strategic Context Copyright © 2010 Risk and Insurance Management Society, Inc. All rights reserved.
  • 26. 26 Traits of Emerging Risks Emerging Risks High Level of Uncertainty Lack of Consensus Uncertain relevance Difficult to Communicate Difficult to Assign Ownership Systemic or “business practice” issues Source:RIMS ExecutiveReportEmergingRisks and EnterpriseRiskManagement© 2010 RIMS
  • 27. Scanning the External Environment Interviews External Scanning Importance Relevance Probability Immediacy Impact Levelof Uncertainty EmergingRisk [Periodic]Report Trend/Event Implications Strategic Directions  Key Indicators  Owner  Plan  Threshold Warnings  Monitoring Future Focused Emerging Risk Scanning MACRO MICRO 27 Copyright © 2010 Risk and Insurance Management Society, Inc. All rights reserved.
  • 28. 28 Scoping the External Environment ORGANIZATION SPECIFIC Clients Customers Vendors/Supply Chain Distributors MICRO/INDUSTRY Direct Competitors Indirect Competitors Markets Sectors Analysts Strategic Alliances MACRO Cultural/Social Technological Economic Environmental Political/Legal Regulatory Strategic Planning Operations External Scanning Copyright © 2010 Risk and Insurance Management Society, Inc. All rights reserved.
  • 29. 29 Using Scenarios for the Most Uncertain Risks Scenario 1: Protectionism Scenario 2: Oil Prices Scenario 3: “Green” movement ObjectiveExample: Global Expansion  Consider potential consequences if scenario plays out  Select leading indicators and signposts Copyright © 2010 Risk and Insurance Management Society, Inc. All rights reserved.
  • 30. Copyright © 2013 by Sedgwick - Confidential – Do not disclose or distribute. Copyright © 2013 by The Hartford. Confidential. All rights reserved. No part of this document may be reproduced, published or posted without the permission of The Hartford. 30 3 Keys to Success  Separate the Emerging Risks Processes: Emerging risks are fundamentally different than more internal/short-term/operational risks, and many companies recognize the need for a separate, more qualitative and creative process (often led by dedicated committees or teams) for identifying and managing emerging risks.  Rely on SMEs: ERM teams often bring in individuals with a specialist- level understanding of particular external/macroeconomic trends, using them to help create scenarios, assess the likely direction of trends and measure the potential magnitude of their impact on the enterprise.  Use Robust Scenario Planning: Due to their longer-term nature, major external emerging risks require an effective scenario planning process to build confidence that their impact has been correctly assessed.
  • 31. Emerging Risk Process Summary Integrate into ERM Strategy Identify Emerging Risk Relative to Goals & Objectives Assess Risk Interconnectedness & Determine Appropriate Responses Monitor and Report Leveraging KRIs tied to KPIs
  • 32. Sedgwick © 2012 Confidential – Donot disclose or distribute. www.sedgwick.com
  • 33. Copyright © 2013 by Sedgwick - Confidential – Do not disclose or distribute. Copyright © 2013 by The Hartford. Confidential. All rights reserved. No part of this document may be reproduced, published or posted without the permission of The Hartford. 33 Speaker Contact Information Chris Mandel. RF. CPCU, ARM SVP, Strategic Solutions Sedgwick, Inc. chris.mandel@sedgwick.com 210-845-5804
  • 34. Christopher E. Mandel, RF, CPCU, ARM SVP, Strategic Solutions, Sedgwick, Inc. Christopher E. Mandel is the SVP for Strategic Solutions at Sedgwick, Inc. He is engaged in helping Sedgwick chart its future through the long term planning for products, services and strategic solutions for this claims and productivity management firm. He is also co-founder and EVP, Professional Services for rPM3 Solutions, LLC as well as founder and president of Excellence in Risk Management, LLC. both independent consulting firms specializing in governance, risk and compliance, with a special emphasis on enterprise risk management. rPM3 Solutions holds a patent for a unique risk measurement process known as ARQ™. Prior to electing early retirement and for ten years from 2001-2010, Mr. Mandel was head of enterprise risk management for USAA Group, a $165 billion diversified financial services organization. At USAA, he designed, developed and led the enterprise-wide risk management and corporate insurance centers of excellence. He also served as President and Vice Chairman, Enterprise Indemnity CIC, Inc., an Arizona based alternative risk financing facility. Mr. Mandel has more than 25 years of experience in risk management and insurance in large, global corporates. He has pioneered the development of cross-enterprise risk management capabilities resulting in S&P rating USAA as “excellent and a leader in ERM” from 2006 through 2010. In 2007, Treasury and Risk Magazine bestowed the Alexander Hamilton Award for “Excellence in ERM” on USAA. Mr. Mandel has been a long term senior leader in the Risk and Insurance Management Society including being elected President and Chief Risk Officer and was named Risk Manager of the Year in 2004. Mr. Mandel’s deep, wide and diverse experience in all facets of risk management and insurance allows him to offer those interested in managing risk with excellence to engage him to provide everything from a comprehensive strategy and complete ERM framework to targeted guidance, tools, techniques and/or training. Mr. Mandel’s innovative approach to making risk a key strategically placed and results oriented function results from solidly connecting risk management outputs to a company’s key performance metrics and ultimately, mission accomplishment. Mr. Mandel received his B.S. in Business Management from Virginia Polytechnic Institute and State University and an MBA in finance from George Mason University. He holds the CCSA, CPCU, ARM and AIC designations and is a frequent industry speaker, teacher and writer. He writes the “Risk Innovation” column for Risk and Insurance magazine and in 2008 was elected a member of Risk Who’s Who (RWW). He also wrote the Ask a Risk Manager column for Business Insurance from 1996 through 2008. CONTACT: Chris.Mandel@sedgwick.com 210-698-8056 o 210-845-5804 m https://www.sedgwick.com 34
  • 35. Sedgwick© 2013 Confidential – Do not disclose or distribute. 35 Sedgwick, Inc. The leader in innovative claims and productivity management solutions Sedgwick Claims Management Services, Inc. is the leading North American provider of innovative claims and productivity management solutions. Sedgwick and its affiliated companies deliver cost-effective claims, productivity, managed care, risk consulting, and other services to clients through the expertise of more than 10,000 colleagues in 195 offices located in the U.S. and Canada. The company specializes in workers’ compensation; disability, FMLA and other employee absence; managed care; general, automobile and professional liability; warranty and credit card claims services; fraud and investigation; structured settlements; and Medicare compliance solutions. Sedgwick and its affiliates design and implement customized programs based on proven practices and advanced technology that exceed client expectations. For eight years in a row, Sedgwick has been awarded the distinguished Employer of Choice® certification, the only third- party administrator (TPA) to receive this designation. In 2011 and 2012, the company was named the Best Overall TPA by buyers of risk services through an independent survey conducted by Business Insurance. For more see www.sedgwick.com. © 2013, Sedgwick Claims Management Services, Inc. applies to all content except where otherwise noted