As a physician overseeing other health care professionals, I have a somewhat unique perspective and level of respect for all frontline workers who face significant personal risks each workday during the pandemic.

For decades, companies have monitored their employees’ activities at work and on office equipment, checking telephone records, email traffic and internet histories. It is often part and parcel of corporate life and many employees have learned to accept it.

Eastern European criminals are targeting dozens of U.S. hospitals with ransomware, and federal officials on Wednesday urged healthcare facilities to beef up preparations rapidly in case they are next.

This year has been a tumultuous one for so many reasons, highlighted by the COVID-19 pandemic changing nearly every aspect of life and compounded by the national discourse on racism, diversity and police violence in the wake of the George Floyd murder and countless other cases gaining national attention.

The racial reckoning of recent months has raised the bar for business leaders. It is no longer enough for them to simply understand that a diverse group of employees, managers, executives and board members creates better results.

Amid the COVID-19 outbreak, many companies have transitioned to an at-home workforce. While remote work itself is not new, the sheer volume of companies deploying technology to stay productive and connected is greater than ever before, potentially proliferating cyber security risk.

Every year, financial crime becomes more sophisticated, new malware emerges and fraud losses rise. Top that problem up with continuously evolving regulations and hefty non-compliance penalties, and financial institutions are facing an increasingly complex risk landscape.

Lloyd’s of London has launched a new review of its insurance contracts, taking a new look at the way products are created and sold. The purpose is to develop simpler products in response to the COVID-19 pandemic.

The industry’s concern over carbon emissions, and their impact on climate change, raises the question of whether nuclear energy is better for the environment.

While 2020 has been a tumultuous year for risk managers domestically, California has seen more than its fair share of difficulties.

It started the same way. In March 2020, the headlines were overtaken by news of a killer virus, COVID-19. Soon after, we were advised to stay home, not to go to school or work and to stay apart.

Insurance and reinsurance marketplace Lloyd’s of London has launched a new business interruption policy for small and medium sized enterprises (SMEs) that uses a parametric trigger to protect against IT disruption or downtime.

While outsourcing is a common strategy for businesses, carriers seeking to outsource claims management services should evaluate their options carefully, said Mike Hessling, North American CEO of Gallagher Bassett.

In this age of disruption, all those organizations that spent many years and lots of cash to dig beautiful trenches for their useless Three Lines of Defense are being seriously damaged.

One of our biggest challenges in dealing with COVID-19 is adapting traditional methods of limiting liability and risk transfer to our new environment. Contracting parties have long looked to provisions such as force majeure, limitations of liability, and indemnification to help manage risk.