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Nir Kossovsky is CEO of Steel City Re, which mitigates the hazards of reputation risk with parametric reputation insurances, ESG insurances, and risk management advisory services.
Reputational risk remains one of the most fearsome risks that board members and their institutions can face. Captives may be a solid way of managing those risks.
Parametric insurance for natural catastrophes can teach us a lot about how parametric insurance for reputational risk works to our benefit.
A marriage of ERM with ESG could have been Bud Light’s saving grace.
Mission critical risk denial can be costly. Disappointment and anger will affect all aspects of the company’s operations — including recruitment and retention of employees, revenues, litigation and cost of capital.
Rewards for risk strategies that prevent adverse events are much harder to find because the value of non-events is harder to measure.
When it comes to managing reputational risk, knowing how to tell your company’s story is key.
How does a company go from a reputation as the industry standard for product safety to one that is deeply sullied by a continual stream of consumer complaints, product recalls and billions of dollars’ worth of lawsuits?
In the event of reputational blunder, stakeholders will want to know — and directors may have to answer for under oath — whether the company did everything reasonably expected of them to mitigate the risk.
Recovering quickly from a reputational risk event depends on how much reputational risk management you do ahead of time.
Facebook and the Weinstein Company failed; Wynn Resorts and NiSource did not. Learn how each company handled a reputational blow and either came out on top or lost it all to this continuously growing risk.
Compliance, collateral damage, termination and capital costs are highlighting the need for reputation risk transfer solutions.
Separating the leader from the brand brings up a host of considerations.
The financial repercussions of a reputational event could take up to 33 weeks to fully set in.
There’s a chance that Wells Fargo’s reputation may remain resilient. The same may not be true for its executives.
CEOs are in the crosshairs like never before.
Losses linked to reputation at public companies increased dramatically over the past five years.
Indications that Wells Fargo investors were getting uneasy were visible in 2014.
New legal guidelines should strengthen board governance and reputation risk management.
Tennis star Maria Sharapova’s admission to a failed drug test resulted in immediate financial repercussions.
Stakeholders, including the public, have little tolerance for intentional deception.
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