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Risk Insider: Jonathan Hall

Building Resilience From Top to Bottom  

By: | November 25, 2014 • 3 min read
Jonathan W. Hall is chief operating officer at FM Global. He oversees FM Global’s insurance operations and insurance staff functions, as well as the FM Global Resilience Index, a data driven resource that ranks the business resilience of 130 countries and regions. He can be reached at [email protected]

Access to accurate and timely information is essential to crafting a world-class supply chain risk management program, where tightly integrated networks are dependent on a myriad of factors for their smooth operation. And while a supplier’s ability to withstand natural hazards and fire is vital, it is equally important to understand the economic climate in each supplier’s country of origin.

Many supply chains are far-flung enterprises often involving dozens of countries and sometimes hundreds of organizations, each producing different components that come together in a finished product.

If a second-tier supplier is responsible for a significant proportion of a particular manufactured item and is exposed to a country’s looming political upheaval, the risk cannot be ignored. Likewise, when a company’s supply chain is scattered across the world, it may confront other perils including currency fluctuations, inconvertibility and credit availability — to name a few. Vital capital investment and resource allocation decisions may need to be made, including shifting production to a supplier somewhere else in the world.

And while many companies understand the risk factors that can cause disruptions at their top tier suppliers, they may be less cognizant of economic factors within a country that can affect suppliers’ suppliers. As the first tier outsources production to organizations in China, Thailand, India, Hungary, Malaysia, the Philippines, Vietnam and other developing economies, they may unknowingly create risk for themselves and their own customers, unaware of brewing economic threats.

It’s not surprising that many supply chains unravel in the aftermath of economic and political upheaval — somehow a third-tier supplier’s vulnerability was overlooked, causing production to decrease if not come to a halt. Bottom line: True supply chain resilience depends on the risk quality of each supplier in the network, each of them potentially exposed to a hornet’s nest of risk inherent to the countries where they are based.

Unfortunately, many organizations fail to scrutinize through an economic lens how resilient countries are to supply chain disruption. Without the ability to make more informed decisions, these organizations are flying somewhat blindly, their supply chains a network of weak links.

As the first tier outsources production to organizations in China, Thailand, India, Hungary, Malaysia, the Philippines, Vietnam and other developing economies, they may unknowingly create risk for themselves and their own customers, unaware of brewing economic threats.

Smart supply chain risk management considers more than just the possibility of threats like floods and earthquakes or a factory fire. Taking the pulse of risk such as vulnerability to government instability, a whipsawing economy, unexpected regulatory impediments, energy supplies, or the availability of credit requires the monitoring and mapping of such conditions in each supplier’s country of origin. This is not a one and done affair, as the world of business is fast-paced and in constant flux.

How can organizations ferret out key economic information and apply it to their supply chains? The answers lie in microeconomic and macroeconomic data sets which, when properly leveraged, can be considered from the top to the bottom tiers of a supply chain. The result when thoughtfully applied? Resilience. A supply chain strengthened by statistical insights and informed risk management decisions is a dynamic one that is able to adapt and take advantage of a changing world.

Risk Management

The Profession: Curt Gross

This director of risk management sees cyber, IP and reputation risks as evolving threats, but more formal education may make emerging risk professionals better prepared.
By: | June 1, 2018 • 4 min read

R&I: What was your first job?

My first non-professional job was working at Burger King in high school. I learned some valuable life lessons there.

R&I: How did you come to work in risk management?

After taking some accounting classes in high school, I originally thought I wanted to be an accountant. After working on a few Widgets Inc. projects in college, I figured out that wasn’t what I really wanted to do. Risk management found me. The rest is history. Looking back, I am pleased with how things worked out.

R&I: What is the risk management community doing right?

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I think we do a nice job on post graduate education. I think the ARM and CPCU designations give credibility to the profession. Plus, formal college risk management degrees are becoming more popular these days. I know The University of Akron just launched a new risk management bachelor’s program in the fall of 2017 within the business school.

R&I: What could the risk management community be doing a better job of?

I think we could do a better job with streamlining certificates of insurance or, better yet, evaluating if they are even necessary. It just seems to me that there is a significant amount of time and expense around generating certificates. There has to be a more efficient way.

R&I: What was the best location and year for the RIMS conference and why?

Selfishly, I prefer a destination with a direct flight when possible. RIMS does a nice job of selecting various locations throughout the country. It is a big job to successfully pull off a conference of that size.

Curt Gross, Director of Risk Management, Parker Hannifin Corp.

R&I: What’s been the biggest change in the risk management and insurance industry since you’ve been in it?

Definitely the change in nontraditional property & casualty exposures such as intellectual property and reputational risk. Those exposures existed way back when but in different ways. As computer networks become more and more connected and news travels at a more rapid pace, it just amplifies these types of exposures. Sometimes we have to think like the perpetrator, which can be difficult to do.

R&I: What emerging commercial risk most concerns you?

I hate to sound cliché — it’s quite the buzz these days — but I would have to say cyber. It’s such a complex risk involving nontraditional players and motives. Definitely a challenging exposure to get your arms around. Unfortunately, I don’t think we’ll really know the true exposure until there is more claim development.

R&I: What insurance carrier do you have the highest opinion of?

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Our captive insurance company. I’ve been fortunate to work for several companies with a captive, each one with a different operating objective. I view a captive as an essential tool for a successful risk management program.

R&I: Who is your mentor and why?

I can’t point to just one. I have and continue to be lucky to work for really good managers throughout my career. Each one has taken the time and interest to develop me as a professional. I certainly haven’t arrived yet and welcome feedback to continue to try to be the best I can be every day.

R&I: What have you accomplished that you are proudest of?

I would like to think I have and continue to bring meaningful value to my company. However, I would have to say my family is my proudest accomplishment.

R&I: What is your favorite book or movie?

Favorite movie is definitely “Good Will Hunting.”

R&I: What’s the best restaurant you’ve ever eaten at?

Tough question to narrow down. If my wife ran a restaurant, it would be hers. We try to have dinner as a family as much as possible. If I had to pick one restaurant though, I would say Fire Food & Drink in Cleveland, Ohio. Chef Katz is a culinary genius.

R&I: What is the most unusual/interesting place you have ever visited?

The Grand Canyon. It is just so vast. A close second is Stonehenge.

R&I: What is the riskiest activity you ever engaged in?

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A few, actually. Up until a few years ago, I owned a sport bike (motorcycle). Of course, I wore the proper gear, took a safety course and read a motorcycle safety book. Also, I have taken a few laps in a NASCAR [race car] around Daytona International Speedway at 180 mph. Most recently, trying to ride my daughter’s skateboard.

R&I: If the world has a modern hero, who is it and why?

The Dalai Lama. A world full of compassion, tolerance and patience and free of discrimination, racism and violence, while perhaps idealistic, sounds like a wonderful place to me.

R&I: What about this work do you find the most fulfilling or rewarding?

I really enjoy the company I work for and my role, because I get the opportunity to work with various functions. For example, while mostly finance, I get to interact with legal, human resources, employee health and safety, to name a few.

R&I: What do your friends and family think you do?

I asked my son. He said, “Risk management and insurance.” (He’s had the benefit of bring-your-kid-to-work day.)

Katie Dwyer is an associate editor at Risk & Insurance®. She can be reached at [email protected]