2014 Winners List

2014 Risk All Stars

Topics: Risk All Stars

Jeff Driver: A Driven Visionary

Chief Risk Officer, Stanford University Medical Center

Jeff Driver’s efforts ensure consistent risk management throughout the Stanford University Medical Center and its Accountable Care Organizations.

Leslie Lamb: Cross Talk (+Responsibility Leader)

Director of Global Risk & Resiliency Management, Cisco Systems

Leslie Lamb started off a dialogue within Cisco Systems about exposures that helped mitigate risk while better informing underwriters and brokers.

Zachary Gifford: Finding the Balance

Associate Director for Systemwide Risk Management, The California State University

Protecting the California University System from risks associated with campus sports clubs took Zachary Gifford’s leadership and collaboration.

Thomas Dunbar: Protecting His Company

Chief Information Risk Officer, XL Group plc

By using cyber security education and other tools, Thomas Dunbar reduces the risks at his company.


David Hershey: Standing up for Insureds (+Responsibility Leader)

Risk Manager, Sprague Operating Resources
(Axel Johnson Inc.)

David Hershey made sure that insurers for his company’s vendors and suppliers complied with notification requirements for when insurance was cancelled or not renewed.

Steve Stoeger-Moore: Alternative Vision Saves Millions (+Responsibility Leader)

President, Districts Mutual Insurance

By creating a mutual insurance company for 16 technical colleges, Steve Stoeger-Moore saved the group $10 million in premium over the past 10 years.

Janine Pitocco: Do It Safely or Don’t Do It

Environmental, Health and Safety Manager, FM Global

Janine Pitocco’s emphasis on safety and training programs has reduced the number of OSHA-reportable injuries by 70 percent.

Dan Holden: Doing More With Less (+Responsibility Leader)

Manager, Corporate Risk & Insurance, Daimler Trucks North America

When all risk management responsibilities landed on his sole shoulders, Dan Holden found a way to make it work, and saved his truck manufacturing company millions at the same time.
Chris Chathams and Letitia Estrada: Team Tackles Timber Safety Gaps (+Responsibility Leaders)

Chris Chathams, Safety Resource Director, TPMA

Latitia Estrada, Human Resource Generalist and Grant Coordinator, TPMA

The timber industry is inherently dangerous, but Chris Chathams and Letitia Estrada found a way to get funding and designed safety programs to make it safer.

Michael Gross: Ending Unnecessary Accidents

National Safety Director, Convergint Technologies

Stopping distracted driving meant establishing clear and actionable guidelines for disciplinary action when such events occurred.

Tim Davidson: No Injured Worker Left Behind

Assistant Vice President of Loss Prevention, Corporate Safety and Security Officer, IASIS Healthcare

By overhauling his company’s return-to-work program, Tim Davidson made it virtually impossible for an injured worker to fall through the cracks.

Dr. Frank Tomecek: Reducing Patient and Workers’ Comp Pain

Neurosurgeon, Oklahoma Spine & Brain Institute

By using electrodiagnostic functional assessments to collect more data on muscle and nerve function, Dr. Frank Tomecek is reducing unnecessary surgery.

Richard Pcihoda: Crisis Management Coordination (+Responsibility Leader)

Director of Risk Management, PREIT Services LLC

By his actions both before and after Hurricane Sandy, Richard Pcihoda successfully mitigated the damaging impact of Superstorm Sandy.

Elizabeth Ruff: Simply Peerless

Human Resources Generalist, Peerless Industrial Group

Elizabeth Ruff has developed a reputation as a “difference-maker.” It began with wrestling an unruly lost-time culture to the ground.

Patty Hostine: Vocal Rehabilitation Success (+Responsibility Leader)

Manager, Workers’ Compensation, Cooper Standard Automotive

Taking cues from her vocational rehabilitation background, Patty Hostine kept injured workers on the job and kept the company from drowning in claims costs.


350px_allstarRisk All Stars stand out from their peers by overcoming challenges through exceptional problem solving, creativity, perseverance and/or passion.

Responsibility Leaders overcome obstacles by doing the right thing over the easy thing to find  practical solutions that benefit their co-workers and community.

Risk Focus: Cyber

Expanding Cyber BI

Cyber business interruption insurance is a thriving market, but growth carries the threat of a mega-loss. 
By: | March 5, 2018 • 7 min read

Lingering hopes that large-scale cyber attack might be a once-in-a-lifetime event were dashed last year. The four-day WannaCry ransomware strike in May across 150 countries targeted more than 300,000 computers running Microsoft Windows. A month later, NotPetya hit multinationals ranging from Danish shipping firm Maersk to pharmaceutical giant Merck.


Maersk’s chairman, Jim Hagemann Snabe, revealed at this year’s Davos summit that NotPetya shut down most of the group’s network. While it was replacing 45,000 PCs and 4,000 servers, freight transactions had to be completed manually. The combined cost of business interruption and rebuilding the system was up to $300 million.

Merck’s CFO Robert Davis told investors that its NotPetya bill included $135 million in lost sales plus $175 million in additional costs. Fellow victims FedEx and French construction group Saint Gobain reported similar financial hits from lost business and clean-up costs.

The fast-expanding world of cryptocurrencies is also increasingly targeted. Echoes of the 2014 hack that triggered the collapse of Bitcoin exchange Mt. Gox emerged this January when Japanese cryptocurrency exchange Coincheck pledged to repay customers $500 million stolen by hackers in a cyber heist.

The size and scope of last summer’s attacks accelerated discussions on both sides of the Atlantic, between risk managers and brokers seeking more comprehensive cyber business interruption insurance products.

It also recently persuaded Pool Re, the UK’s terrorism reinsurance pool set up 25 years ago after bomb attacks in London’s financial quarter, to announce that from April its cover will extend to include material damage and direct BI resulting from acts of terrorism using a cyber trigger.

“The threat from a cyber attack is evident, and businesses have become increasingly concerned about the extensive repercussions these types of attacks could have on them,” said Pool Re’s chief, Julian Enoizi. “This was a clear gap in our coverage which left businesses potentially exposed.”

Shifting Focus

Development of cyber BI insurance to date reveals something of a transatlantic divide, said Hans Allnutt, head of cyber and data risk at international law firm DAC Beachcroft. The first U.S. mainstream cyber insurance products were a response to California’s data security and breach notification legislation in 2003.

Jimaan Sané, technology underwriter, Beazley

Of more recent vintage, Europe’s first cyber policies’ wordings initially reflected U.S. wordings, with the focus on data breaches. “So underwriters had to innovate and push hard on other areas of cyber cover, particularly BI and cyber crimes such as ransomware demands and distributed denial of service attacks,” said Allnut.

“Europe now has regulation coming up this May in the form of the General Data Protection Regulation across the EU, so the focus has essentially come full circle.”

Cyber insurance policies also provide a degree of cover for BI resulting from one of three main triggers, said Jimaan Sané, technology underwriter for specialist insurer Beazley. “First is the malicious-type trigger, where the system goes down or an outage results directly from a hack.

“Second is any incident involving negligence — the so-called ‘fat finger’ — where human or operational error causes a loss or there has been failure to upgrade or maintain the system. Third is any broader unplanned outage that hits either the company or anyone on which it relies, such as a service provider.”

The importance of cyber BI covering negligent acts in addition to phishing and social engineering attacks was underlined by last May’s IT meltdown suffered by airline BA.

This was triggered by a technician who switched off and then reconnected the power supply to BA’s data center, physically damaging servers and distribution panels.

Compensating delayed passengers cost the company around $80 million, although the bill fell short of the $461 million operational error loss suffered by Knight Capital in 2012, which pushed it close to bankruptcy and decimated its share price.

Mistaken Assumption

Awareness of potentially huge BI losses resulting from cyber attack was heightened by well-publicized hacks suffered by retailers such as Target and Home Depot in late 2013 and 2014, said Matt Kletzli, SVP and head of management liability at Victor O. Schinnerer & Company.


However, the incidents didn’t initially alarm smaller, less high-profile businesses, which assumed they wouldn’t be similarly targeted.

“But perpetrators employing bots and ransomware set out to expose any firms with weaknesses in their system,” he added.

“Suddenly, smaller firms found that even when they weren’t themselves targeted, many of those around them had fallen victim to attacks. Awareness started to lift, as the focus moved from large, headline-grabbing attacks to more everyday incidents.”

Publications such as the Director’s Handbook of Cyber-Risk Oversight, issued by the National Association of Corporate Directors and the Internet Security Alliance fixed the issue firmly on boardroom agendas.

“What’s possibly of greater concern is the sheer number of different businesses that can be affected by a single cyber attack and the cost of getting them up and running again quickly.” — Jimaan Sané, technology underwriter, Beazley

Reformed ex-hackers were recruited to offer board members their insights into the most vulnerable points across the company’s systems — in much the same way as forger-turned-security-expert Frank Abagnale Jr., subject of the Spielberg biopic “Catch Me If You Can.”

There also has been an increasing focus on systemic risk related to cyber attacks. Allnutt cites “Business Blackout,” a July 2015 study by Lloyd’s of London and the Cambridge University’s Centre for Risk Studies.

This detailed analysis of what could result from a major cyber attack on America’s power grid predicted a cost to the U.S. economy of hundreds of billions and claims to the insurance industry totalling upwards of $21.4 billion.

Lloyd’s described the scenario as both “technologically possible” and “improbable.” Three years on, however, it appears less fanciful.

In January, the head of the UK’s National Cyber Security Centre, Ciaran Martin, said the UK had been fortunate in so far averting a ‘category one’ attack. A C1 would shut down the financial services sector on which the country relies heavily and other vital infrastructure. It was a case of “when, not if” such an assault would be launched, he warned.

AI: Friend or Foe?

Despite daunting potential financial losses, pioneers of cyber BI insurance such as Beazley, Zurich, AIG and Chubb now see new competitors in the market. Capacity is growing steadily, said Allnutt.

“Not only is cyber insurance a new product, it also offers a new source of premium revenue so there is considerable appetite for taking it on,” he added. “However, whilst most insurers are comfortable with the liability aspects of cyber risk; not all insurers are covering loss of income.”

Matt Kletzli, SVP and head of management liability, Victor O. Schinnerer & Company

Kletzli added that available products include several well-written, broad cyber coverages that take into account all types of potential cyber attack and don’t attempt to limit cover by applying a narrow definition of BI loss.

“It’s a rapidly-evolving coverage — and needs to be — in order to keep up with changing circumstances,” he said.

The good news, according to a Fitch report, is that the cyber loss ratio has been reduced to 45 percent as more companies buy cover and the market continues to expand, bringing down the size of the average loss.

“The bad news is that at cyber events, talk is regularly turning to ‘what will be the Hurricane Katrina-type event’ for the cyber market?” said Kletzli.

“What’s worse is that with hurricane losses, underwriters know which regions are most at risk, whereas cyber is a global risk and insurers potentially face huge aggregation.”


Nor is the advent of robotics and artificial intelligence (AI) necessarily cause for optimism. As Allnutt noted, while AI can potentially be used to decode malware, by the same token sophisticated criminals can employ it to develop new malware and escalate the ‘computer versus computer’ battle.

“The trend towards greater automation of business means that we can expect more incidents involving loss of income,” said Sané. “What’s possibly of greater concern is the sheer number of different businesses that can be affected by a single cyber attack and the cost of getting them up and running again quickly.

“We’re likely to see a growing number of attacks where the aim is to cause disruption, rather than demand a ransom.

“The paradox of cyber BI is that the more sophisticated your organization and the more it embraces automation, the bigger the potential impact when an outage does occur. Those old-fashioned businesses still reliant on traditional processes generally aren’t affected as much and incur smaller losses.” &

Graham Buck is editor of gtnews.com. He can be reached at riskletters.com.