All Reputational Risk articles – Page 5
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AnalysisHow the Galaxy Note 7 recall could improve Samsung's reputation
A well-managed product recall can leave consumers feeling more positive about the brand
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AnalysisWhy a good reputation cushions the blow
Research shows that by a very large margin, ‘excellent’ companies with a good name among consumers are more likely to bounce back from a crisis
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AnalysisCulture essential in preventing corporate scandals, FRC and Airmic agree
UK risk management association welcomes FRC’s findings on importance of corporate culture
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AnalysisTop tips for managing corporate culture
A third of boards fail to drive corporate culture, new research finds
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AnalysisStrategicRISK Europe Q2 now live
In Q2 edition of StrategicRISK, we look at Europe’s political landscape in light of the growing migrant crisis and recent terror attacks in Paris and Brussels, the face-off between Hillary Clinton and Donald Trump, and speak exclusively to Chubb, senior vice-president Andrew Kendrick in his first interview since the ACE-Chubb ...
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AnalysisPanama Papers demonstrate the rise of the digital whistleblower
Modern technology has enabled history’s biggest data leak – the revelation of 11.5 million files containing information about the secret offshore accounts of wealthy individuals. Smart technologies and the internet have changed the nature of whistleblowing by making the leaking of information much easier and faster
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AnalysisTop tips on how insurers can manage their reputational risk
Brand damage often arises from a wide range of events that can impact on an insurer’s reputation
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AnalysisMars limits reputational damage after recalling millions of chocolate bars
Some 67% of risk managers believe Mars will suffer no reputational damage, which could be down to the brand’s swift actions
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AnalysisGlobal political risk outlook worst in ten years – Control Risks
Cyber and reputational damage expected to be key themes for 2016
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AnalysisStaying one step ahead of reputational damage
In a media-savvy world, hard won reputations are easily lost, particularly over environmental scandals. Companies must take action now to put safeguarding procedures in place Part of an environmental risk series supported by
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AnalysisVolkswagen emissions scandal has vast reputation and insurance implications
Experts in reputation, insurance and crisis management weigh in on the recovery chances of the world’s largest automotive manufacturer
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Analysis‘Volkswagen emission scandal costs could top Libor’: insurance lawyer
DAC Beachcroft partner William Allison on insurance implications
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AnalysisHow risk managers can make intangible risks tangible
Reputation risk is a growing threat for any business brand – but a new framework for measuring reputation could help
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AnalysisMinimising brand damage: the Alton Towers rollercoaster crash
In the second of a three-part series of intangible risk articles, European risk managers review how the theme park responded to an accident which could have caused its reputation to spiral
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AnalysisHow the intangible economy and its risks have grown
In some cases, 80% of a company’s assets are intangible and the risks to these assets are greater than ever before. Read the first article in a three-part series on intangible risks
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InterviewsAon chief Greg Case on making connections between risks
President and chief executive Greg Case reflects on the findings of Aon’s 2015 Global Risk Management Survey and considers how the interconnectedness of risk requires strategic change among businesses
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AnalysisReputation, talent and BCM major risks for GCC
StrategicRISK panel discussion highlights primary concerns for Middle East companies
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AnalysisSix points to understand security measures in civil airliners
What should risk managers know about the rules and regulations governing civil aviation in the EU?
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AnalysisVideo: Two threats that will shake up the risk landscape
Three senior risk managers highlight the risks that pose significant challenges for 2015
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AnalysisThe future of insurance: avoid silo approach to emerging risks
Willis, ACE, AXA CS and Lockton chief executives on how to deal with emerging risk
