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Fine Art Insurance

Restoring Memories

Chubb's fine arts team takes pride in returning a treasured piece of art to a Philadelphia-area family.
By: | April 10, 2017 • 3 min read

The story begins with a man in New Jersey lining up a pool shot. He draws his cue back too far and punches a hole in a painting on his host’s wall.

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The pool shooter, one Robert Grant, owns up to his miscue by buying the painting from his friend. He pays between $50 and $100 for it; the passage of time has obscured the exact amount.

Turns out the painting is an original by Norman Rockwell, who produced more than 300 illustrations for the cover of the Saturday Evening Post back in the first half of the 20th Century.

This painting, one of Rockwell’s earlier works, depicted a farm boy catching a nap against a tree and went by the title “Taking a Break” among others.

The billiards blunder occurred back in the early 1950’s. In 1976, thieves broke into Robert Grant’s Cherry Hill, N.J. home and stole the painting.

Chubb Insurance wrote a policy on the painting though and paid off Robert Grant’s claim, for $15,000. Under the terms of the policy, the title on the painting transferred to the insurer when the claim was paid.

Fran O’Brien, division president, North American Risk Services, Chubb

Decades went by, give or take a few years.  One day, according to the New York Times, Robert Grant’s son John got an introduction to Robert Bazin, a retired FBI agent, who agreed to take up the search for the lost painting.

The elder Grant passed away in 2004. Besides missing their father, the Grant family evidently still felt the loss of a favorite family possession quite keenly.

Bazin contacted the FBI, which put out a press release in 2016, asking for information on the painting’s whereabouts. An art dealer who wishes to remain anonymous contacted the FBI and handed it over.

“The work was in the collection of a dealer who didn’t realize there was an issue with the provenance,” said Laura Doyle, an assistant vice president and North American Collections Management Specialist with Chubb.

“There are often occurrences where we can’t bring it back, but when we are able to, it is an important part of our service.” — Fran O’Brien, division president, North American Risk Services, Chubb

Doyle, a graduate of the University of Richmond, holds a certificate in fine arts appraisal from NYU.

According to Fran O’Brien, division president, North American Risk Services for Chubb, there was a clause in Grant’s insurance policy that allowed for the title for the painting to revert to the Grant family if they agreed to pay back the $15,000 they got for the original claim.

Laura Doyle, assistant vice president and North American Collections Management Specialist, Chubb

Done deal; and so it came to pass that the Grant family reclaimed a painting, once purchased for less than $100 and now worth possibly as much as $1 million.

Chubb in turn, donated the $15,000 to the Norman Rockwell Museum in Stockbridge, Mass.

It’s a great story, and Chubb’s O’Brien said there are some good lessons to be taken from it.

Owners of art collections should consider insuring them with a valuable articles policy, rather than relying on their home owner’s policy, she said.

“Even with modest collections, they should be thinking about a valuable articles policy, whether it’s hundreds of millions or $100,000, it’s important to know that there is a better solution out there,” O’Brien said.

A good fine arts policy solution also includes support from fine arts specialists who can give advice on the safest way to store and display valuable art works.

Keeping a Modigliani above the dining room table might make the owner warm and proud, but probably isn’t the best idea, particularly if it can be seen from the street.

That protection can be as specific as an individual asset alarm for particularly valued pieces. Insurer support can also include advice on confirming the chain of title ownership for a piece that has changed hands a number of times.

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“We advise that collectors request information on provenance, which would detail any prior owners and art galleries or auction houses where the work was sold,” Doyle said.

This fine arts insurance story had a very happy ending, because the Grant family got the painting back. But it often happens that treasured pieces of jewelry or art are never seen again.

“Part of our business is to restore memories,” said Chubb’s O’Brien.

“There are often occurrences where we can’t bring it back, but when we are able to it is an important part of our service,” O’Brien said.

Dan Reynolds is editor-in-chief of Risk & Insurance. He can be reached at [email protected]

More from Risk & Insurance

More from Risk & Insurance

Cyber Resilience

No, Seriously. You Need a Comprehensive Cyber Incident Response Plan Before It’s Too Late.

Awareness of cyber risk is increasing, but some companies may be neglecting to prepare adequate response plans that could save them millions. 
By: | June 1, 2018 • 7 min read

To minimize the financial and reputational damage from a cyber attack, it is absolutely critical that businesses have a cyber incident response plan.

“Sadly, not all yet do,” said David Legassick, head of life sciences, tech and cyber, CNA Hardy.

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In the event of a breach, a company must be able to quickly identify and contain the problem, assess the level of impact, communicate internally and externally, recover where possible any lost data or functionality needed to resume business operations and act quickly to manage potential reputational risk.

This can only be achieved with help from the right external experts and the design and practice of a well-honed internal response.

The first step a company must take, said Legassick, is to understand its cyber exposures through asset identification, classification, risk assessment and protection measures, both technological and human.

According to Raf Sanchez, international breach response manager, Beazley, cyber-response plans should be flexible and applicable to a wide range of incidents, “not just a list of consecutive steps.”

They also should bring together key stakeholders and specify end goals.

Jason J. Hogg, CEO, Aon Cyber Solutions

With bad actors becoming increasingly sophisticated and often acting in groups, attack vectors can hit companies from multiple angles simultaneously, meaning a holistic approach is essential, agreed Jason J. Hogg, CEO, Aon Cyber Solutions.

“Collaboration is key — you have to take silos down and work in a cross-functional manner.”

This means assembling a response team including individuals from IT, legal, operations, risk management, HR, finance and the board — each of whom must be well drilled in their responsibilities in the event of a breach.

“You can’t pick your players on the day of the game,” said Hogg. “Response times are critical, so speed and timing are of the essence. You should also have a very clear communication plan to keep the CEO and board of directors informed of recommended courses of action and timing expectations.”

People on the incident response team must have sufficient technical skills and access to critical third parties to be able to make decisions and move to contain incidents fast. Knowledge of the company’s data and network topology is also key, said Legassick.

“Perhaps most important of all,” he added, “is to capture in detail how, when, where and why an incident occurred so there is a feedback loop that ensures each threat makes the cyber defense stronger.”

Cyber insurance can play a key role by providing a range of experts such as forensic analysts to help manage a cyber breach quickly and effectively (as well as PR and legal help). However, the learning process should begin before a breach occurs.

Practice Makes Perfect

“Any incident response plan is only as strong as the practice that goes into it,” explained Mike Peters, vice president, IT, RIMS — who also conducts stress testing through his firm Sentinel Cyber Defense Advisors.

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Unless companies have an ethical hacker or certified information security officer on board who can conduct sophisticated simulated attacks, Peters recommended they hire third-party experts to test their networks for weaknesses, remediate these issues and retest again for vulnerabilities that haven’t been patched or have newly appeared.

“You need to plan for every type of threat that’s out there,” he added.

Hogg agreed that bringing third parties in to conduct tests brings “fresh thinking, best practice and cross-pollination of learnings from testing plans across a multitude of industries and enterprises.”

“Collaboration is key — you have to take silos down and work in a cross-functional manner.” — Jason J. Hogg, CEO, Aon Cyber Solutions

Legassick added that companies should test their plans at least annually, updating procedures whenever there is a significant change in business activity, technology or location.

“As companies expand, cyber security is not always front of mind, but new operations and territories all expose a company to new risks.”

For smaller companies that might not have the resources or the expertise to develop an internal cyber response plan from whole cloth, some carriers offer their own cyber risk resources online.

Evan Fenaroli, an underwriting product manager with the Philadelphia Insurance Companies (PHLY), said his company hosts an eRiskHub, which gives PHLY clients a place to start looking for cyber event response answers.

That includes access to a pool of attorneys who can guide company executives in creating a plan.

“It’s something at the highest level that needs to be a priority,” Fenaroli said. For those just getting started, Fenaroli provided a checklist for consideration:

  • Purchase cyber insurance, read the policy and understand its notice requirements.
  • Work with an attorney to develop a cyber event response plan that you can customize to your business.
  • Identify stakeholders within the company who will own the plan and its execution.
  • Find outside forensics experts that the company can call in an emergency.
  • Identify a public relations expert who can be called in the case of an event that could be leaked to the press or otherwise become newsworthy.

“When all of these things fall into place, the outcome is far better in that there isn’t a panic,” said Fenaroli, who, like others, recommends the plan be tested at least annually.

Cyber’s Physical Threat

With the digital and physical worlds converging due to the rise of the Internet of Things, Hogg reminded companies: “You can’t just test in the virtual world — testing physical end-point security is critical too.”

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How that testing is communicated to underwriters should also be a key focus, said Rich DePiero, head of cyber, North America, Swiss Re Corporate Solutions.

Don’t just report on what went well; it’s far more believable for an underwriter to hear what didn’t go well, he said.

“If I hear a client say it is perfect and then I look at some of the results of the responses to breaches last year, there is a disconnect. Help us understand what you learned and what you worked out. You want things to fail during these incident response tests, because that is how we learn,” he explained.

“Bringing in these outside firms, detailing what they learned and defining roles and responsibilities in the event of an incident is really the best practice, and we are seeing more and more companies do that.”

Support from the Board

Good cyber protection is built around a combination of process, technology, learning and people. While not every cyber incident needs to be reported to the boardroom, senior management has a key role in creating a culture of planning and risk awareness.

David Legassick, head of life sciences, tech and cyber, CNA Hardy

“Cyber is a boardroom risk. If it is not taken seriously at boardroom level, you are more than likely to suffer a network breach,” Legassick said.

However, getting board buy-in or buy-in from the C-suite is not always easy.

“C-suite executives often put off testing crisis plans as they get in the way of the day job. The irony here is obvious given how disruptive an incident can be,” said Sanchez.

“The C-suite must demonstrate its support for incident response planning and that it expects staff at all levels of the organization to play their part in recovering from serious incidents.”

“What these people need from the board is support,” said Jill Salmon, New York-based vice president, head of cyber/tech/MPL, Berkshire Hathaway Specialty Insurance.

“I don’t know that the information security folks are looking for direction from the board as much as they are looking for support from a resources standpoint and a visibility standpoint.

“They’ve got to be aware of what they need and they need to have the money to be able to build it up to that level,” she said.

Without that support, according to Legassick, failure to empower and encourage the IT team to manage cyber threats holistically through integration with the rest of the organization, particularly risk managers, becomes a common mistake.

He also warned that “blame culture” can prevent staff from escalating problems to management in a timely manner.

Collaboration and Communication

Given that cyber incident response truly is a team effort, it is therefore essential that a culture of collaboration, preparation and practice is embedded from the top down.

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One of the biggest tripping points for companies — and an area that has done the most damage from a reputational perspective — is in how quickly and effectively the company communicates to the public in the aftermath of a cyber event.

Salmon said of all the cyber incident response plans she has seen, the companies that have impressed her most are those that have written mock press releases and rehearsed how they are going to respond to the media in the aftermath of an event.

“We have seen so many companies trip up in that regard,” she said. “There have been examples of companies taking too long and then not explaining why it took them so long. It’s like any other crisis — the way that you are communicating it to the public is really important.” &

Antony Ireland is a London-based financial journalist. He can be reached at [email protected] Dan Reynolds is editor-in-chief of Risk & Insurance. He can be reached at [email protected]