2015 Most Dangerous Emerging Risks

Corporate Privacy: Nowhere to Hide

Companies can no longer expect to conduct business out of the gaze of prying eyes.
By: | April 8, 2015 • 6 min read

SCENARIO: In a small apartment in Atlanta, Pete scanned the hardware in front of him. His fingers flew as he deftly navigated multiple windows. A former defense contractor employee, Pete possessed a highly specialized set of skills.

He knew how to hack into almost anything, from network servers and credit card databases, to VoIP phone systems and video conferencing systems. An encryption expert, he knew how to exploit every weakness and sniff out every back door. Pete never met a digital lock he couldn’t pick.


Pete’s talents — and his reputation for discretion — kept him in demand, especially in certain circles.

His latest gig was gathering intel on Odyssey International for one of Odysseys’ top competitors, especially an inside track on any mergers or acquisitions Odyssey might have up its sleeve.

Pete pulled up his files for several key Odyssey execs and smiled smugly. People like Garry Buchanan made Pete’s job way too easy.

An encryption expert, he knew how to exploit every weakness and sniff out every back door. Pete never met a digital lock he couldn’t pick.

Odyssey’s U.S. head of new business development, Buchanan was tech-obsessed. From the moment Buchanan hopped into his Tesla Model S and engaged the autopilot until he arrived at work, Pete could peek at every email, calendar entry and company report. Buchanan’s smartphone let Pete keep track of him out of the car too, whether he was picking up a latte or checking in for a flight.

Accessing Odyssey’s network was a little tougher than Pete expected — its security was more sophisticated than most. But, like most companies, it spent more time protecting its customer and finance data. Its email server was far less secure. Its phone system was barely protected at all.

Around 8:15 a.m., Pete’s system alert let him know that Buchanan was on the phone. It sounded like Odyssey was researching a potential acquisition.

Pete tapped the screen to record the call and sent an encrypted file to the man who’d hired him.

Buchanan’s flight to London arrived on time. He’d checked into his hotel and stayed there all night. But Pete was drumming his fingers on his desk, aggravated. There were meetings on Buchanan’s calendar. But with whom? There was no data.

There had been a few vague email references, but nothing that had given Pete a clear picture of what was up. Buchanan seemed to be deliberately keeping the details under wraps.

“We’ll see about that,” said Pete, firing up more hardware. He checked the time and calculated the time difference. Buchanan would probably be leaving the hotel soon.

He’d found Buchanan’s Uber account the day before and guessed he’d be using the service. Sure enough, he’d already been picked up. “Gotcha,” said Pete, gaining unauthorized access to Uber’s “God View” and tracking the car’s route.

Ten minutes later, Buchanan walked into a café and was seated at a table out front. Pete watched in real time as Buchanan took a moment to take in the London scenery while waiting for his breakfast companions.

“Bless those Brits,” thought Pete. “And their millions upon millions of CCTVs.”


Buchanan’s two guests arrived a few minutes later. Pete was pleased to have a good angle on both of them. He locked on their faces and dragged the images into his facial recognition program. He got a match on both and searched their records. One was a visiting fellow at the University of Cambridge in the department of engineering. Interesting.

Pete kept digging. An hour later, Pete had enough data on both of them to get a picture of what Buchanan was up to and why Odyssey wanted this little excursion to be kept under wraps.

Time for another file upload to his new corporate benefactor. This info was hot.

“I should’ve charged him twice as much,” Pete thought ruefully as he sent his customer the information on his competitor’s latest move.


ANALYSIS: There are no more secrets. The lesson brought home by WikiLeaks and later by Edward Snowden is that privacy is a quaint notion of a bygone era. We are in, as it has been dubbed, the “Golden Age of Spying.”

Everyone now knows that the U.S. National Security Agency (NSA) has access — on a massive scale — to chat logs, stored data, voice traffic, file transfers, phone records, email and social networking data. It can also access web chats, Internet searches, text messages … the list goes on.

The agency has long had a certain amount of cooperation from major technology companies including Microsoft, Yahoo, Google, Facebook and Apple. Unbeknownst to some, it also engineered a weakness in an encryption standard, allowing back-door access to those companies, and their data.

Problem is, if you leave the back door open, you can’t guarantee that others won’t find their way in.

Now factor in the Internet of Things. Estimates suggest there could be up to 80 billion connected devices in use five years from now — devices that can monitor anything from the climate quality in your delivery trucks to whether the plant in your window needs more sun.

From your digital world to your physical world, everything will be hackable, trackable, visible. Everything will have the potential to be seen by someone you never intended to share it with.

That’s happy news for those set on malfeasance, either to steal corporate secrets or engage in disruption for fun or profit. But it’s troubling for businesses of all sizes as they face the challenge of protecting what they can and managing the rest.

Randy Nornes, executive vice president, Aon Risk Solutions

Randy Nornes, executive vice president, Aon Risk Solutions

“What you’re going to see is a more formalized way of communicating sensitive information and housing sensitive information,” said Randy Nornes, executive vice president with Aon Risk Solutions.

“So if you have key data that creates value for your firm, I think you’re going to see that the fundamental technology architecture that people use to store the really important stuff will be remote and distant, and it won’t be readily accessible through the Internet.”

But it’s the day-to-day actions of conducting business that organizations will have more trouble keeping behind locked doors.

“In a fully transparent world … companies will have to behave as if every action will be reported on the front page of their local paper,” said Nornes’ colleague Paul Kim, co-CBO of Aon Risk Solutions U.S. Retail operations.

Futurist and author David Brin said in a recent interview with “Variety,” that organizations can’t “count on anything staying secret for more than 10 years, that’s delusional on the border of psychosis.

“Get used to the notion that some day, someone is going to hear this conversation or read this document. And live and work as if anybody might be watching now,” Brin added.

Along with those inevitable leaks come serious risks to brand and reputation, which is why reputation risk management will need to develop at least as fast as privacy erodes.

That means using an extremely thorough process of scenario planning, and understanding exactly how any kind of breach, leak or competitive attack could affect the company’s value and its ability to conduct business.

“It’s not something that’s limited to the public relations team; it’s not something that’s limited to a chief communications officer,” said Chris Lukach, president of Anne Klein Communications Group, LLC.

“It’s something that needs to be shared among risk management, legal, HR, operations … . That to me is what makes companies prepared.”

There are multiple points at which hyper-transparency can result in a business loss, and insurance products will no doubt keep evolving to meet those needs. In a case where a release of confidential information might damage a company’s image, for instance, Tokio Marine Kiln is already underwriting a product that goes beyond traditional cyber insurance and helps companies insure against that spectrum of losses.


Explained Tom Hoad, underwriter at Tokio Marine Kiln, a Lloyd’s syndicate, risk managers have become increasingly sophisticated in the way they think about their exposures.

“[They’re asking], ‘Where are the key performance indicators for the company and what sorts of things can affect our ability to deliver on those things?’ … The preservation of brand equity, is very much at the forefront of that process.”


Complete coverage of 2015’s Most Dangerous Emerging Risks:

Corporate Privacy: Nowhere to Hide. Rapid advances in technology are ushering in an era of hyper-transparency.

04012015_04B_implant_devices_150px_mainImplantable Devices: Medical Devices Open to Cyber Threats. The threat of hacking implantable defibrillators and other devices is growing.

04012015_03_concussions_150px_mainAthletic Head Injuries: An Increasing Liability. Liability for brain injury and disease isn’t limited to professional sports organizations.

04012015_04_vaping_150px_mainVaping: Smoking Gun. As e-cigarette usage rises, danger lies in the lack of regulations and unknown long-term health effects.


Aquifer: Nothing in the Bank. Once we deplete our aquifers, there is nothing helping us get through extended droughts.


Most Dangerous Emerging Risks: A Look Back. Each year since 2011, we identified and reported on the Most Dangerous Emerging Risks. Here’s how we did on some of them.

Michelle Kerr is associate editor of Risk & Insurance. She can be reached at [email protected]

More from Risk & Insurance

More from Risk & Insurance

Employment Practices


Sexual harassment is a growing concern for corporate America. Risk managers can pave the way to top-down culture change.
By: | March 5, 2018 • 12 min read

The #MeToo and #TimesUp movements opened up Pandora’s Box, launching countless public scandals and accusations. The stories that continue to emerge paint an unflattering picture of corporate America and the culture of sexual harassment that has permeated it for decades.


“The clock has run out on sexual assault, harassment and inequality in the workplace. It’s time to do something about it,” reads the official tagline of Time’s Up, one of the most vocal groups demanding change.

The GoFundMe campaign that supports the Time’s Up Legal Defense Fund raised more than $16.7 million in less than a month, making it the most successful GoFundMe initiative on record.

Funds will be used to help victims of sexual harassment and assault bring legal action against harassers, as well as provide public relations consultation to manage any media attention such suits might attract.

The problem was never really a secret.

In surveys conducted since 1980 by the U.S. Merit Systems Protection Board, 40 percent of women and 15 percent of men consistently reported being sexually harassed at work.

In a sweeping meta-analysis of 25 years’ worth of research data, published in “Personnel Psychology,” an average of 25 percent of women reported experiencing sexual harassment at work. When respondents were given clear definitions of harassing behavior, that figure shot up to 60 percent.

The current climate is just now pushing awareness to the forefront. It was reported last November that law firms in the nation’s capital are seeing a spike in inquiries about sexual harassment cases.

Laura Coppola, regional head of commercial management liability in North America, Allianz Global Corporate & Specialty

In addition, the Equal Employment Opportunity Commission (EEOC) website is seeing visits to its harassment web page double.

There’s no question the costs to businesses can be staggering. Twenty-First Century Fox reportedly incurred $50 million in costs tied to the settlement of sexual harassment and discrimination allegations in its Fox News division, as well as a $90 million settlement of shareholder claims arising from sexual harassment scandals.

In June, the company disclosed in a regulatory filing that it had $224 million in costs during the fiscal year related to “management and employee transitions and restructuring” at business units, including the group that houses Fox News.

If time is indeed up, it won’t just impact Hollywood, Silicon Valley or Capitol Hill. It will impact every workplace, in every industry.

“It affects everybody,” said Marie-France Gelot, senior vice president and insurance & claims counsel for Lockton’s Northeast Claims Advisory Group.

“I think anybody in corporate America — at some point — has seen it or been aware of it or been around it.”

“This particular phenomenon is certainly at a much wider scope than we’ve seen in the last decade or so,” said Laura Coppola, regional head of commercial management liability in North America, Allianz Global Corporate & Specialty.

“This is going to touch many industries, many segments, and many people.”

Employers are beginning to wonder if their workplace could be next.

“I think if you’d been asking [insureds] a year ago, ‘Are you interested in hearing about sexual harassment prevention?’ I think the answer would have been, ‘No, we’re good, we’ve got it,’ ” said Bob Graham, vice president, HUB International Limited.

“But I think now everyone’s saying ‘Sure, yes, we’d like to hear something.’ ”

Leading the Conversation

As American workplaces come under increasing scrutiny, the time is ripe for a large-scale pivot in the way employers manage risks related to sexual harassment.

The co-chairs of the EEOC’s select task force on the study of harassment in the workplace expressed it aptly in 2016:

“With legal liability long ago established, with reputational harm from harassment well known, with an entire cottage industry of workplace compliance and training adopted and encouraged for 30 years, why does so much harassment persist and take place in so many of our workplaces? And, most important of all, what can be done to prevent it? After 30 years — is there something we’ve been missing?”

Experts in the management liability field unanimously told Risk & Insurance® these issues should be elevated to the board level and the C-suite.

“Just as cyber liability shifted rapidly from an IT discussion to a board level discussion, so too will the harassment and discrimination discussion go beyond HR and be elevated to the highest levels,” said Coppola. It will become a corporate-wide, enterprise-wide conversation.

“It’s going to take some time to get to that board level, but it’s going to have to happen,” said Paul King, national practice leader, management and professional services, USI Insurance Services.

“Risk management and HR cannot go down parallel paths, not understanding one another. Not anymore. There’s too much at stake.” — Paul King, national practice leader, management and professional services, USI Insurance Services

Risk managers, said Kelly Thoerig, U.S. employment practices liability coverage leader, Marsh, are well suited to lead this conversation, which means actively partnering with human resources, the legal department, the general counsel’s office and outside counsel.


“Just like the quarterback depends on the offensive line, on receivers, on the running backs, it’s not a one-man show,” said King. “This can’t be the risk manager operating in a vacuum; they have to be liaising with multiple parts of the organization.”

Added King, “Risk management and HR cannot go down parallel paths, not understanding one another. Not anymore. There’s too much at stake.”

Connecting with outside counsel can also be of great benefit to risk managers, said Coppola.

“[They can] provide a very independent objective view of what they see in the overall market and how their knowledge of the individual client’s best practices can be improved and enhanced to ensure that they are protecting employees and the organization.”

Brokers and carriers also may be able to offer insights and services. Unfortunately, that piece is often lost because risk management and HR are siloed.

“The [knowledge of the] services that come with the insurance policy end up with the policy — in a drawer in the risk manager’s office,” said Tom Hams, employment practice liability insurance leader, Aon.

“HR doesn’t know that they exist. Even if they’re just online blogs or something like that, they could be more meaningful to the HR department than they are to risk management.

“So it’s important to make sure that companies are aware they’ve got those tools and — more importantly — to share them internally.”

Expediting Cultural Change

The X factor that underpins every aspect of these efforts is culture, experts agreed.

“It’s not so much ‘does the company have best-in-class policies and procedures in place;’ I think many of them do. I think that a significant change needed is doing a full overhaul of corporate culture, and that’s no small feat,” said Gelot.

Paul King, national practice leader, management and professional services, USI Insurance Services

True culture change can only come from the top level. But that isn’t likely to happen unless everyone at the top understands what the scope of the exposure could be if it’s not addressed appropriately on the front end. And for that, money talks, said Thoerig, who will be presenting on the topic at RIMS 2018 in San Antonio.

“Nothing is more instructive than real tangible claims examples and settlement amounts. Arm yourself with … recent, relevant claims examples specific to the industry and the jurisdictions the company operates in.”

In addition, said King, HR and legal should be regularly feeding claims information to risk managers to share at quarterly meetings of the board and give specific updates around these issues.

Armed with that level of intelligence, top brass can set the goals that will drive all anti-harassment efforts, said experts, putting an emphasis on identifying and correcting behavior that could potentially expose a company to liability.

Better Training and Reporting 

The best anti-harassment programs are multilayered, said Hams, with each facet carefully tailored to suit the employee population, the industry and the organization’s goals. A clearly defined policy is essential, stating that harassment will not be tolerated and neither will retaliation against those who report it.

The policy should be clear that employees are expected to report harassment or unacceptable behavior. Hams said he’s seen companies go so far as to state employees who don’t speak up are in violation of the policy.

“At least it should give them pause to stop and think about what they might have seen before they click the button or sign the document,” he said.

Companies should consider how uncomfortable employees may be about speaking up. An open-door policy is a start.

But there should also be multiple reporting points throughout the organization, said Hams, and an anonymous hotline for those reluctant to bring the matter up with anyone in their chain of command, and a multilingual hotline as well.

An effective training plan will have multiple moving parts and should touch every level of the organization from the executive suite to managers and supervisors to the rank and file. Comprehensive training is especially critical for the managers and supervisors who might receive or investigate complaints.

Many large employers already have training programs that can be considered best-in-class. Small to midsized employers, however, may still be using the cookie-cutter compliance-centric training that has dominated the field for decades.

The goal of this training is to hit all the bases related to Title VII of the Civil Rights Act, ticking off a list of acts or speech that would be considered illegal and affirming the company will not tolerate illegal behavior.

Overwhelmingly though, this type of training misses the mark. Studies have shown that this one-size-fits-all training is ineffective, especially when it’s a rote check-the-box exercise. Employees get the message their employer doesn’t take the subject too seriously.

Worse, it can even aggravate tensions, creating more discriminatory behavior from men who avoid working with women just to eliminate the chance of being accused of anything.

One study even found that men were more likely to place blame on the victim of sexual abuse after they’d received that type of anti-harassment training.

Even at best, compliance-centric training will still fail, because it only addresses behaviors that violate the law. But there is a broad array of behavior that — while not quite illegal — shouldn’t be tolerated.

When this kind of activity is allowed to flourish unchecked, the environment becomes increasingly toxic for those on the receiving end. It also tells employees that the company will tolerate harassment as long as it’s not overly egregious. In that case, it’s just a matter of time before the company is faced with a serious claim.

“Nothing is more instructive than real tangible claims examples and settlement amounts. Arm yourself with … recent, relevant claims examples specific to the industry and the jurisdictions the company operates in.” — Kelly Thoerig, U.S. employment practices liability coverage leader, Marsh

In its 2016 report, the EEOC’s harassment task force recommended changing tactics, exploring alternative training models such as respect-based civility training — what some call professionalism training.


The theory is “if you train them to act in a professional manner, these things tend not to happen at all,” said Hams.

The EEOC also suggested bystander intervention training, which is designed to empower employees to intervene when they witness harassing behavior.

Experts agreed whatever training programs or modules a company chooses, it’s important the training material reflect the workforce and be continuous and regularly refreshed.

A certification scheme also should be put in place to ensure the training is hitting the mark. While the law does not yet require companies to prove the effectiveness of their programs, some suggest it’s only a matter of time before the courts catch up to the problem.

What’s more, said Coppola, it’s simply the right thing to do for companies that want to confirm they’ve created a culture where all employees can expect to be treated professionally.

Zero Tolerance

Gelot and others believe a zero-tolerance policy should be a key component of an effective anti-harassment program.

“There are many companies that have Harvey Weinsteins and Matt Lauers and Kevin Spaceys working in their midst and those people are tolerated. Employees know about them — it’s not a secret.”

Bob Graham, vice president, HUB International Limited

Particularly when the harasser is a high-level executive, companies may wrestle with the decision to look the other way or lose a key rainmaker. In a zero-tolerance environment — one that starts at the top — the decision would be clear.

“What we saw with Matt Lauer and Charlie Rose — they were terminated immediately as the accusations came out. That’s zero tolerance. That’s sending a message to all of the employees within the company that this is completely unacceptable, we won’t tolerate it, and [it] clearly sends a message to the public at large.”

Employers should promote a workplace culture where all forms of harassment and discrimination are unacceptable and reportable, said Gelot. That’s the only way to take the fear and the stigma out of reporting.

That said, the EEOC offers a word of caution on zero-tolerance policies applied militantly without regard for common sense. Employers should hash out the specifics of which acts merit immediate termination versus a warning.

Overzealous application of the zero-tolerance doctrine can backfire if an employee fears her coworker’s children will go hungry if she reports his lewd or sexist jokes.

Creating a Dialogue

As with managing any other exposure that touches everyone, robust sharing of ideas and best practices has the power to improve the risk profile of entire industry sectors.

Facebook raised eyebrows in December, making public its sexual harassment policy in full.

“I hope in sharing it we will start a discussion, both to help smaller companies thinking about this for the first time, and to improve our own practices by learning from other companies,” wrote Lori Goler, Facebook’s global VP of people, about the company’s bold move.


That level of disclosure is making some risk professionals uncomfortable. But others acknowledge the wisdom of it.

“Any time you can share best practices that’s probably a great idea, because no one has all the answers … or at least not all the right answers,” said Graham.

“There’s a reason they did that, and I think it’s for all the right, positive reasons. They want to drive the momentum that is going to reduce or even eliminate what we have seen in corporate America over the last 50-plus years. They want to lead by example, they want to be the model and rightly so,” added Coppola.

“I think we are at a perfect time in our economic environment that allows the evolution of equality in our workplace.”

Part of that should involve making the workplace more egalitarian, said Gelot, and figuring out “how to make female employees not feel ostracized by a ‘boys’ club’ atmosphere, and actively championing the ascension of women into senior rolls.”

“We can’t focus on the past,” said Coppola. “But we can work very hard collectively as a community, and within the insurance industry specifically, to move forward.” &

Michelle Kerr is associate editor of Risk & Insurance. She can be reached at [email protected]