Pandemic response plans, policies for workers in affected areas and keeping up-to-date information on hand are just a few ways to protect employees working near the coronavirus outbreaks.

These critical global risks are interconnected, with each having an impact on the severity and likelihood of the others.

A fast-moving economy and just-in-time delivery are a few of the factors contributing to increased equipment failure risk.

1,680 of the nation’s high-hazard dams are in risky condition. When they break they endanger people, interrupt businesses and cause massive property damage. 

Trying to forestall wildfire damage, PG&E willingly shut down service to customers. More of this, not less, is on the way, which makes business resiliency planning all the more important.

The business of placing coverage for alternative energy projects has gotten a lot more complicated.

Small business cyber attacks are happening just as frequently as targeted attacks on big businesses, but the cost is much steeper.

These attacks on Saudi oil had reverberations on the global economy, including oil prices rising sharply on news of the bombings.

It’s time to stop presuming you will never have a loss and instead assume it will happen and prepare appropriately.

Global supply chains, cyber risk and unpredictable weather are just a few factors complicating business interruption risk.

Hospitality was one of the first industries to bear the brunt of premium hikes and coverage limitations from insurance carriers after 2017’s hurricane season.

Climate change, social media and artificial intelligence are increasing the rate of emerging risks.

Asian cultures have different risk appetites and recovery capabilities. Evidence shows facilities are being built repeatedly in disaster-prone areas.

Rapidly changing customer demands and a boom in guest-facing connected technologies are among the factors changing the risk landscape for hospitality companies.

In this year’s Black Swan coverage, we focus on two events: An Atlantic mega-tsunami which would wipe out the East Coast and a killer global pandemic.

In this issue we consider catastrophic losses, and weigh the opinions of those that would write the check should they occur.

Could a tsunami destroy everything from Boston to Miami? If it did, would we even stand a chance?

The next novel influenza strain could be the catalyst for a global recession. 

Decentralization of power generation and a rapidly shrinking talent pool are risks that utility companies will continue to grapple with for years to come.

After a Nat Cat, traditional insurance can fall short in its timeliness and breadth of coverage. An industry exec discusses an alternative.