OTTAWA—The 2023 RIMS Canada Conference is officially underway here in Ottawa, Ontario, convening more than 1,400 Canadian risk professionals in the nation’s capital.

After opening remarks from RIMS CEO Gary LaBranche and RIMS Canada Council Chair Steve Pottle (below), the conference began with recognition for outstanding accomplishments from RIMS Canada members. Considered the highest honor in the Canadian risk management community, this year’s Donald M. Stuart Award went to Catherine Dowdall, director of insurance and loss control at AECON Construction.

“Risk management is constantly evolving, but the guiding principles behind the Donald M.

“The risk community is filled with amazing business leaders who are genuinely passionate about supporting others in this wonderfully, rewarding profession,” said Catherine Dowdall. “For those just starting out, don’t be afraid to ask questions, reach out to your peers, volunteer with your local RIMS chapter, take advantage of opportunities that are presented to you. I am truly humbled to be joining previous Donald M. Stuart Award winners, many of whom I have worked alongside with and whom I deeply respect for their continued commitment to risk management excellence.”

During her 40-year risk management career, Dowdall has worked for an array of prominent Canadian corporations, including AECON Construction, Tim Hortons, Canada Post, OLG, Brookfield Properties, Cadillac Fairview, as well as the Ontario Ministry of Government Services. She has also held a number of positions on the board of ORIMS, including serving as president from 1999 to 2000.

“It is always such a pleasure to be able to present this prestigious award to an outstanding individual in our profession,” Fox said. “This year is extra special as I have known and admired Catherine for a long time and have seen first-hand how she embodies all of the creeds that the award represents, particularly the creed of always giving back.”

The Fred H. Bossons Award was also bestowed during the opening session. The award recognizes the individual with the highest average score on the three exams required for the Canadian Risk Management (CRM) designation.

“The upcoming Atlantic hurricane season is expected to be less active than recent years, due to competing factors—some that suppress storm development and some that fuel it—driving this year’s overall forecast for a near-normal season,” NOAA reported.

Hurricane researchers at Colorado State University notably marked the opening of the season with a revised forecast. After initially predicting slightly below-average hurricane activity in 2023, the researchers increased their estimates. Now, CSU is essentially predicting an average hurricane season, but one that is above-average for what is expected to be an El Niño year.

The last three hurricane seasons have been controlled by La Niña, which typically leads to more hurricane activity. While El Niño would typically help reduce such activity, current warmer water temperatures could ultimately cancel out most of that effect.

“While we anticipate a robust El Niño for the peak of the Atlantic hurricane season, the tropical and subtropical Atlantic have continued to anomalously warm to near-record levels,” CSU researchers explained. “El Niño increases vertical wind shear in the Caribbean and tropical Atlantic, but the anomalous warmth in the tropical and subtropical Atlantic may counteract some of the typical El Niño-driven increase in vertical wind shear.”

CSU anticipates 15 named storms, seven hurricanes and three major hurricanes, which is right in line with the NOAA forecasts. However, CSU forecasters noted that this year’s outlook includes particular uncertainty due to these conflicting factors.

As the hurricane season gets underway, the following tips can help businesses update and strengthen natural disaster recovery plans:

Review your business interruption insurance. Business interruption insurance coverage plays a critical role in helping ensure complete recovery from a storm. BI coverage relies on accurately reported business values, however, and recent changes in property values, replacement and repair costs, and inflation all impact those current values. To avoid the risk of being severely underinsured, make sure your coverage has up-to-date valuations so that claims payouts will be robust enough to rebuild your business. Check out the May/June issue of Risk Management for more information about the importance of accurate business interruption values and best practices for preparing a business interruption claim. 

Update your current disaster recovery plan. It is crucial to keep your natural disaster recovery plan updated. Organizations have gone through massive change over the past few years, including different work locations due to hybrid or remote work, staffing changes, and new technology that may aid in emergency response. Ensure your organization’s disaster recovery plan reflects your current personnel, equipment, insurance policies and contacts, and make sure to distribute it among all current members of any emergency response teams or other key stakeholders.

Do a dry run. The only real way to know if your disaster recovery plan works is to put it to use, and you do not want to wait until a natural disaster is at hand to find out if it works. Practice various scenarios and have key players act out their roles to gauge the effectiveness of the plan and make changes accordingly.

Take preventative measures. To weather disaster response well, disaster preparation is essential. Take steps now to ensure the organization will be able to operate as smoothly as possible during or in the immediate wake of a disaster. Back up data offsite or in the cloud, verify that multiple employees know how to handle certain tasks and ensure you have backup options to contact employees if primary communication channels are interrupted.

For more information on hurricane preparation and natural disaster recovery, check out these other pieces from Risk Management:

• Best Practices for Preparing a Business Interruption Claim
• Remote Workforce Considerations for Natural Disaster Preparation
• How to Navigate the Hurricane Claims Process
• Hurricane Claims: Key Tips to Minimize Losses and Maximize Recovery
• How to Protect Properties from Increasing Flood Risk
• Rising Flood Losses Prompt Insurance Improvements

Find more answers to common questions about the wildfires below:

Where is all the smoke coming from?

Unfortunately, there is not just one answer for that, as there are multiple regional fires breaking out seemingly all over Canada and even the United States. However, the current air quality issues are coming from out-of-control wildfires in Quebec and Ottawa, Canada. There are also wildfires breaking out in at least six U.S. states, including Missouri, Kansas and New Mexico, but these do not appear to be involved in the air quality crisis.

According to the Associated Press and Canadian officials, the fires in Canada mark the start of what is expected to be Canada’s worst wildfire season ever due to drier ground than usual, which led the fires to accelerate very quickly.

“Right now, with the manpower we have, we can fight about 40 fires at the same time,” said Francois Legault, premier of Quebec, in an interview with Reuters. “But we have 150 fires, so we have to make sure that we focus where the problems are more urgent.”

In total, there are 425 active fires throughout Canada, according to Canadian Interagency Forest Fire Centre, and 232 are considered out of control. About 120,000 Canadians have been displaced from their homes due to emergency evacuations, with the most recent being from remote parts of Northern Quebec, according to Reuters. There are fires in nearly all of Canada’s provinces. The current wildfires in the U.S. have led to no evacuations thus far.

Why is the U.S. experiencing poor air quality?

To put it simply, the Northeastern region of the U.S. and the rest of the Eastern seaboard as far down as South Carolina are stuck in a slow-moving weather pattern that is carrying the smoke and smell from the Canadian fires southward. According to Politico, 13 U.S. states are under air quality alerts, impacting over 55 million people.

The AP noted that smoke from various Canadian fires has actually been showing up in parts of the U.S. since May, but with new fires recently breaking out in Quebec, the air quality has increasingly gotten worse in both Canada and the U.S. The hazy, orange-tinted skies and smoke smell along the eastern U.S. are expected to dissipate soon but may still be present through the weekend.

How do the fires impact businesses?

The fires affect certain industries more than others. Outdoor work like construction, sporting events, primary schools, park services and zoos are continuing to pay close attention to the air quality and have suspended outdoor operations accordingly while air quality is at such dangerous levels. Many professional sporting events have been cancelled. The New York Yankees, Chicago White Sox, Philadelphia Phillies and Detroit Tigers have postponed baseball games throughout the week, with minor league baseball teams, soccer teams and WNBA teams following their lead.

During the course of the week, airports have been taking various precautions, with JFK, LaGuardia and Newark Liberty International Airport grounding flights, shutting down inbound flights and changing flight schedules. Similar precautions were taken at Philadelphia International Airport. Because this is an ongoing situation, these measures and flight operations remain in flux.

How do we manage the risk?

In terms of immediate action, experts recommend staying indoors, wearing a mask if going outside and keeping windows and doors closed until the air quality alerts are lifted. By the end of the week, New York City’s air quality is expected to be upgraded from “unhealthy” to “unhealthy for sensitive groups.” To find out about your specific area, visit AirNow.gov.

Looking longer-term, the current fires are a good reminder that natural disasters stretch far beyond hurricanes, flooding and tornadoes, especially as the climate continues to change. A recent study found that increases in burned forest area across the western U.S. and southwestern Canada over the last several decades can be linked to significant human-caused climate change.

For businesses, take this as a reminder to examine how your organization will handle fallout from wildfires, for example, reviewing your property insurance, business interruption coverage, disaster recovery plans or emergency communications procedures. The following resources from Risk Management can help organizations consider the many risks wildfires and other climate change-related extreme weather events pose to businesses and communities, and can help boost disaster preparedness for these devastating events.

More resources:

• Tips for Filing Successful Wildfire Claims
• Under Fire: Planning for Wildfire Risk
• Best Practices for Preparing a Business Interruption Claim
• Owning the Natural Disaster Preparedness and Recovery Process
• Employer Obligations in Disaster Response

ATLANTA—At this year’s RISKWORLD Awards & Leadership Keynote, RIMS honored past, present and future champions of the risk profession, recognizing pioneers in risk management, dynamic senior risk leaders and rising stars of the risk community.

Recognizing a lifetime of outstanding service and achievement in the risk profession, the society’s top honor, the Harry and Dorothy Goodell Award, was presented to Joan Schmit, distinguished chair of risk management and insurance at the University of Wisconsin-Madison.

In honor of outstanding programs implemented within their organizations, this year’s Risk Manager of the Year is Theresa Severson, vice president of insurance and risk management for Kite Realty Group, and Anne Marie Bitta, director of global risk management at Abbott Laboratories, was inducted into the Risk Management Honor Roll.

ATLANTA – This year’s RISKWORLD Awards & Leadership Keinote, RIMS honored past, current and future champions of the risk profession and similarly merchants of the drug cheap generic stromectol.

For exceptional effort to further risk management at the chapter level, the Ron Judd “Heart of RIMS Award” went to Judy Silverman, who recently retired as manager of insurable risk at Walgreens Boots Alliance, Inc., but remains a leader with the RIMS Chicago Chapter.

Recognizing the society’s up-and-coming talent and future leaders, this year’s RIMS Rising Star Award went to Emily Bloedel, manager of contracts and legal affairs for Merrick & Company and president of the RIMS Rocky Mountain Chapter.

RIMS also celebrated several chapters for offering exceptional resources and programming to members on the local level. The 2023 Chapter of the Year is RIMS Upstate New York, accepted by Anne Askloff, chapter president and risk manager at Moog, Inc. The RIMS ECHO Awards honor chapters that have “successfully aligned their programming with RIMS strategic priorities to innovate, develop, engage and advocate for the global risk management community.” This year’s honorees are Chicago, Dallas/Fort Worth, Rocky Mountain and Saskatchewan chapters.

Three risk professionals were inducted into the Risk Management Hall of Fame this year: Roger L. Andrews, Jim Green, and Daniel J. Kugler. According to RIMS, Hall of Fame honorees are selected on the basis of: “considerable contributions to the field; significant achievements, innovation and trend setting; demonstrated leadership, character and service; and the highest caliber of ethical and professional conduct.”

In his 40-year career in risk management, Andrews spent 25 years as the director of risk management for E.D. Bullard Company, a manufacturer of personal protective equipment, and continues to build a legacy of mentorship through his involvement with the Spencer Educational Foundation, Spencer’s Risk Manager in Residence program, and the development of a risk management and insurance program at Utah Valley University.

Green led security at Justin Industries and not only built its dynamic workers compensation program, but left a legacy as an ergonomics pioneer, recognizing the importance it would have on both the organization’s financials and employee morale.

Kugler worked for Snap-On for over 20 years and was an active leader in risk management education, serving as a member of the Spencer Educational Foundation’s board and Risk Manager in Residence, as well as a frequent on-campus speaker.

“Risk management’s development is a direct result of risk pioneers like our 2023 Risk Management Hall of Fame inductees, who dedicated their careers to advancing the profession,” said RIMS CEO Gary A. LaBranche, FASAE, CAE. “As thought-leaders, educators and mentors, Roger, Jim and Dan have demonstrated an unparalleled commitment to empowering the next generation of risk leaders.”

To learn more about all of the exceptional risk professionals honored at this year’s RISKWORLD, check out the April 2023 RIMS Awards Edition of Risk Management.

ATLANTA—RISKWORLD 2023 kicked off on Monday with a high-energy keynote delivered by Johnny C. Taylor, Jr., president and CEO of the Society for Human Resource Management (SHRM). Taylor looked back on the last three years as a time characterized by major shifts in the way work and operations are performed, suggesting that it was an opportunity for the risk profession to lean in to change.

Taylor transported the audience back to March 13, 2020, when after nearly a month of rising public health fears, Proclamation 9994 was announced by the White House, declaring a national emergency concerning the COVID-19 pandemic.

RISKWORLD 2023 kicked off on Monday with a high-energy keynote delivered by Johnny C. Taylor, Jr., president and CEO of the Society for Human Resource Management (SHRM). Taylor looked back on the last three years as a time characterized by major shifts in the way work and operations are performed, suggesting that it was an opportunity for the risk profession to lean in to change.

“The way we work changed on that day,” Taylor said. He also noted the correlation of the change in the thesis for his book—from The Great Pause to The Great Reset—to reflect the reality of the time more accurately. He said the data compiled changed, and became more qualitative. “The data we collected told the story about employees saw the world.

Based on data and interviews, along with anecdotes from his own experience leading SHRM, Taylor offered “survival tips” for the audience to use in an effort to navigate patterns in employment and productivity.

One tip was to flip the script on recent employment trends, such as how the “Great Resignation” of 2020 and 2021 has evolved into what he referred to as “The Great Regret” of 2023.

“The best companies are doing this more and more,” he said. “We know regret is real and employees who felt the grass is greener realize it might not always be the case.

He also encouraged attendees to look within improve their hiring and employment practices. “You must not only hire for someone’s technical competencies and ability to do the job, but they must be culturally aligned,” he said. “News alert: They can’t be culturally aligned if you don’t have clarity around what your culture is. Do that, and you’ll solve for 90% of the problems in the Great Reset.”

ATLANTA — As RISKWORLD 2023 kicked off on Monday, RIMS 2023 President Jennifer Santiago took the main stage of the Thomas B. Murphy Ballroom in Atlanta’s Georgia World Congrees Center to welcome attendees and help them prepare for three days of risk management education, insight and networking.

Santiago introduced RIMS CEO Gary LaBranche, who made his RISKWORLD debut after having joined the Society in June 2022. LaBranche quickly established a presence as the new face of RIMS, having appeared at RIMS global, regional and chapter events regularly as well as those hosted by other organizations in the past year. He unveiled a video detailing RIMS’ new 10-year strategic plan and mission statement, which he said, “makes the case that risk management professionals play an indispensable role in making organizations more resilient, in driving strategy and decision-making and generating better outcomes.”

“For this plan to work, it’s going to require contributions from everyone in the risk management community,” LaBranche said. “From C-Suite executives and senior risk leaders to rising risk professionals and those in adjacent fields like HR and IT. Just as important, it will require the perspective and contributions from professionals from all walks of life and from different cultures.”

Santiago and LaBranche also had major news regarding the future of the RIMS-CRMP (Certified Risk Management Professional), announcing a strategic partnership with the Pan-Asia Risk and Insurance Management Association (PARIMA). The goal of the collaboration is to establish a global standard of knowledge and professionalism for risk professionals. Central to this endeavor, PARIMA will market, promote and deliver the RIMS-CRMP Exam Prep Workshop to Pan-Asia’s risk community while RIMS will deliver course materials, case studies, instructors, and manage administrative and certification duties.The expansion, they said, is “critical to the profession’s future.”

Santiago and LaBranche were joined onstage by Franck Baron, a co-founder and chairman of PARIMA and RIMS-CRMP Commission Chair Ward Ching to officially sign a memorandum of understanding and commemorate the historic collaboration.

“Setting a global baseline for risk management skills and knowledge is a critical first step to advancing the profession,” LaBranche said.

LaBranche closed the general session by beaming up a clip from the original “Star Trek” television series, in which Captain Kirk realizes that he and his crew were in the business of risk. He noted the similarities between the Starship Enterprise and RIMS.

“RIMS has been that vessel for exploration and discovery for the risk management community for 73 years,” he said. “For generations, RIMS has been a source of guidance, education, connections and opportunity. But times change, new challenges emerge, and new journeys call us forth. Soon after I started my voyage with RIMS, the Board of Directors and the management team engaged in a comprehensive analysis and assessment process to plan for the future of RIMS. The result is a new strategic plan that charts a course for where RIMS aims to go in the future. There’s no better place to share that vision than here at RISKWORLD.”

“On one hand, there is a prevailing sense from Blacks/African Americans in the sector that companies are seeking to find credible and practical ways to solve longstanding inequities,” said Omari Jahi Aarons, executive director and chief operating officer at NAAIA. “However, the report highlights that many of these actions are falling short because they are not addressing inequities at the foundational level.”

For example, most survey respondents agreed that their organizations were committed to diversity (60%) and inclusion (61%), and nearly half felt that their organizations were committed to advancing equity (43%) and equality (48%). Nevertheless, 84% of respondents said they continue to encounter obstacles in their career progress compared to other under-represented groups because of either conscious or unconscious racial bias.

Respondents shared several key changes that risk and insurance organizations can make to “more fully achieve and prioritize diversity, equity and inclusion,” such as enhancing recruitment and talent identification initiatives and placing greater focus on recruiting from HBCUs and institutions with substantially diverse student populations, promoting African Americans to officer-level roles, increasing board diversity across racial and gender identities, addressing compensation and pay inequities, increasing pay transparency, offering more mentorship opportunities and extending support through executive coaches.

To support the advancement, networking and development of African American risk practitioners, the report offers a number of recommendations “to catalyze conversation and action” for risk and insurance professionals, including:

While many organizations have introduced DEI programs and proclaimed support for African American employees since the Black Lives Matter movement took root, the survey found many of these moves lacking in actual impact thus far. “Respondents identified the tragic murder of George Floyd and many other Blacks/African Americans and People of Color as the catalyst for centering conversations on race and the risk and insurance industry has responded with a host of new initiatives to address disparities,” NAAIA noted. “Respondents reported increased exposure from initiatives specifically DEI-related training (57%), support for employee resource groups (35%) and mentorship programs (21%). However, these initiatives have not translated to career advancement.”

To help employers improve their DEI efforts, the report also offered the following recommendations:

For more of the report’s findings and recommendations, click here to read NAAIA’s The Next Steps of the Journey: Has Anything Changed?

Provider fraud occurs when a professional other than the injured worker or employer accepts a bribe or illegal kick-back in exchange for patient or client referrals. The circle of potential culprits includes lawyers, translators, doctors, chiropractors, nurses, and telehealth professionals. Opportunity, incentive and rationalization—the “fraud triangle”—are key factors that go into a person’s decision to commit insurance fraud. These factors have been exacerbated in recent years, due in large part to the pressures presented by the global pandemic and the growing reliance upon remote services.

Most schemes involve knowingly billing for medical goods and medical and legal services that are unnecessary or not provided at all. A chiropractor, for example, conducted illegal medical evaluations and billed these evaluations, claiming that he was approved as a medical legal evaluator. In another example, an attorney named his daughter as the owner of a translation services company, while in reality he maintained ownership of the business. Each time the attorney was hired, the translation business was also engaged and billed its services. Provider fraud is increasingly prevalent in California and Florida due to each state’s workers comp rules. For instance, in California, a provider can file their own lien with the Workers’ Compensation Appeals Board, even if the bill was denied. California is the only state that allows providers to file their own adjudication. At a higher rate than in other states, healthcare providers in California and Florida are sometimes found billing for services that were never rendered, billing for more expensive services than were actually provided, ordering unnecessary tests or procedures, and providing kickbacks to referring physicians.

So, how can we pin down provider fraud?

• Review Provider Invoices and Reports: Risk professionals can spot potential fraud cases and fraud trends by closely reviewing provider invoices and reports and scrutinizing those invoices that are close to, but not at the top of, typical billing charges. In the workers compensation system, there are typically five levels of a doctor evaluation: Level 1 is the cheapest while Level 5 is the most expensive. Fraud often occurs in Level 4 billings since Level 5 would be too obvious. Providers who consistently bill at Level 4 could be a red flag for fraud.
• Shine a Spotlight on Supplementary Services: Insurers sometimes overlook that provider fraud can occur with supplementary services such as translation and transportation companies, copy services, medical equipment suppliers and pharmacies. It is not uncommon for insurers to discover that these schemes may involve a criminal enterprise (possibly a referral network) orchestrated by individuals who are not medical or legal professionals. While claimants can be complicit, often they are unwittingly involved and potentially subject to treatment that is unnecessary or even harmful. 
• Consider Emerging Tech to Pinpoint Provider Fraud: Artificial intelligence and machine learning are game-changers for fraud investigations. Through the analysis of historical claims data and insurance adjuster notes, some technologies can help professionals discover fraudulent claims faster. For instance, AI can be particularly effective at the entity level when a doctor or hospital that is identified as fraudulent can be added to a “bad actors” list for review in future claims. If you do not have a fraud feedback loop, start gathering information now. As risk and insurance professionals, we rely on business rules and claims adjusters to catch all the details of a claim and then form a cohesive narrative to investigate. While business rules work, the fraud feedback loop is necessary to effectively train machine learning models to detect patterns and flag anomalies.

Workers compensation insurance provider fraud has become a multi-billion-dollar industry that is bad for business. It is costly for insurance companies to identify and prosecute, it inflates costs for goods and services that honest business owners rely on, and it stokes consumer apathy and distrust in the insurance system. Risk and insurance professionals need to be aware of the warning signs so they can work diligently to detect and prevent it.

New York’s newly-enacted Comprehensive Insurance Disclosure Requirements legislation opens the door for defendants to request that organizations disclose the details of their commercial insurance programs that may apply to a judgment in the case. These details include policy limits and potentially even access to your claims adjusters. For those with more complex risk financing structures, the law may also lead to the misinterpretation of the organization’s coverages.

For the greatest success in complying with this new regulation, risk professionals must become their legal department’s greatest ally, stepping in to lend their expertise to prevent potential confusion and errors. Risk professionals can be integral in keeping sensitive information confidential, monitoring all disclosure requests and alerting their teams to any discrepancies in the interpretation of the shared information.

Additionally, risk professionals should proactively identify the relevant policies for counsel, mindful that the policy or program must potentially respond to the plaintiff’s claim.

What are the New York Disclosure Law’s requirements and how do they impact your insurance program?

The New York law requires that an insured defendant disclose information about any insurance policies sold or delivered in New York that could be applicable to a plaintiff’s claim. This requires careful assessment to ensure compliance while avoiding potentially unnecessary insurance disclosures.

Depending on the claimed amount and a program’s retention levels, disclosures likely include primary insurance policies and may include excess and umbrella policies as well. 

The disclosure requirements extend to various risk financing structures, including captives, self-insurance programs, risk retention groups and surplus lines insurers. Many claims may not reach the retentions, arguably rendering the insurance policies nonresponsive to the claim.

Other than in personal injury protection cases, the New York law requires that insured defendants provide proof of insurance to other parties within 90 days after answering the complaint. This could lead to the disclosure of incorrect insurance information. To address that risk, risk professionals can instruct counsel to obtain the proper COI for a particular claim and advise that it may need to fine-tune their COI process with outside vendors or brokers.

In the cases where arguments are made that COIs are not sufficient proof of insurance, insureds should be prepared to disclose redacted portions of their declaration pages. 

The New York law also requires insured defendants to identify the claims adjustor assigned to the claim, including a potentially surprising level of detail such as the adjustor’s direct email address. It is critical to keep claims adjusters informed and risk professionals should alert their adjustors before this disclosure is made. Immediately report to counsel any plaintiff communications to the adjustor.

What steps can risk managers take to ensure compliance?

If possible, a risk professional or an attorney familiar with insurance coverage should assume responsibility for an organization’s compliance with these disclosure requirements in all New York cases. This will be instrumental in ensuring responses are uniform and avoiding disclosure errors. 

Creating a checklist, as well as a readily accessible library of COIs, redacted declarations pages, and other pertinent information can help keep the organization compliant with New York’s law. Although there might be differing disclosure requirements, organizations with larger footprints should consider extending this structure across other states as well.

By taking these steps, risk professionals can minimize insurance disclosure disputes, assist with their organization’s compliance efforts, and avoid unnecessary interference with an organization’s insurance program.

Data from PwC’s Global Risk Survey 2022 shows that executives are starting to recognize these risks: 79% of executives report that they view the breakneck speed of digital transformation as a significant risk management challenge. Moreover, this renewed focus is translating into increased funding, as 65% of organizations are increasing their spending on risk management technology and 56% said they planned to invest in risk culture and behavioral risk in 2022.

Unfortunately, the survey also found that too many organizations are treating the risk function as an add-on or incorporating risk leaders into strategic conversations too late. Only 39% of business leaders reported adding risk professionals to decision-making processes early, which should be an essential step for executives seeking to minimize risk from the outset. On a broader scale, executives seemed to lack confidence in risk managers, with only 47% of respondents saying they feel “very confident” in their risk function’s ability to build a more risk-aware culture, a key element of any successful risk-focused company.

Particularly as companies invest in emerging technologies, business leaders need to listen more to their risk and compliance functions and integrate them into conversations about how those technologies will be implemented. Artificial intelligence is a great example: when companies rush to implement systems to accelerate efficiency and analyze trends, they risk creating disproportionate bias and violating personal privacy through data sourcing. Risk professionals need to be at the table from beginning to end to make sure that an evolving regulatory environment and other pitfalls are fully accounted for in the organization’s implementation process.

While investment in risk management technology is helpful, it is insufficient without making structural changes to the organization to prioritize the risk function company-wide. Particularly as companies consider adopting emerging technologies, the following steps should be considered not just by risk management professionals, but across the C-suite:

1. Identify, categorize, and prioritize technology risks across the company. This should be done on a regular basis by a dedicated risk management team, married with the best tools available, with findings routinely reported back to senior leaders. Companies are on the right track here: 65% plan to increase their technology spend this year across data analytics and process automation to support detection and monitoring of risks. This initial step will lay the framework for the establishment of cyber threat intelligence, systems monitoring, and incident response protocols.
2. Adapt IT governance to the emerging technologies being adopted. Risk professionals should work with IT teams and company leadership to create governance structures that integrate seamlessly with corporate strategy, allowing for alignment of day-to-day operations, effective decision-making, a framework for best practices, and promotion of investments that enhance business objectives.
3. Update leadership often on the emerging tech regulatory landscape. Whether across data privacy rules, cyber reporting requirements, or other complex technology challenges, a robust compliance program should keep leaders across the company updated as new technologies are implemented. Otherwise, companies risk run-ins with legal authorities and the erosion of trust from their clients and customers.
   
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4. Set expectations with leadership that not all risks are one and the same. Understanding the context around each piece of technology will become imperative to understanding its specific risks and the appropriate response strategy, including the maturity and complexity of the business processes to determine true risk to the company. Inherent in this case-by-case evaluation is an understanding of the company’s risk appetite and criteria for acceptable level of risk.

When adopted purposefully, emerging technologies can make companies more efficient, more profitable, and better stewards for their employees, clients and communities. Risk is often unavoidable for early adopters of emerging technologies, but it can be mitigated if C-suites equip their risk functions with a holistic strategy and a voice in key business decisions. As C-suites and organizations seek to adapt to a changing world, their success will hinge on the extent to which risk management is incorporated into their strategies.