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Transcript of Business Context
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Business ContextIMI Arendal April 2016, Nic Wilmot
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We shall not cease from exploration. And the end of all our exploring will be to arrive where we started and know the place for the first time.
T.S. Eliot
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Zooming in – where in the galaxy will we be exploring
• Business context is a very large galaxy
• We cannot look at all of it so we need to know where we are and
• We need perspective
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4
Arendal
A question of perspective
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Our perspective is insurance and we cannot talk about insurance without talking about risk
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Our focus will be on understanding risk, and insurance as a risk management tool
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ContentsSlides 7 – 18 the concept of risk
• The concept of risk – especially in maritime industries
• Rocknes – a major casualty• How risk is distributed in maritime
industries• Insurance as a risk management tool• Enterprise Risk Management in Gard• Does the world really need Gard?
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Why the concept of risk is so fundamental
• Where there is life there is risk• The future is uncertain – the best laid plans• The defining characteristic of a capitalist economy is the
way it handles risk• Capital markets should more correctly be called risk
markets• For any business enterprise strategic decisions are
ultimately about how a it should handle the many different types of risks that it faces
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Risk distribution UNACCEPTABLE
TRANSFER
OPPORTUNITY FIELDRETAIN & MANAGE
ACCEPTABLE
PROBABILITY/FREQUENCY
SEVERITY
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Risk – Threat and Opportunity
Equity, loan and insurance capital have different functions accept different risks expect different rewards
Key to your successUnderstanding and managing your chosen areas of risk
Risk and reward
are correlated
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Shipowner’s risks
Risk management
Geo-political strategic
risk
Marketrisk
Creditrisk
Industry strategic
risk
Operationalrisk
Legal/compliancerisk
Organisationalrisk
Eventrisks
Source: Drewry Shipping Consultants Ltd
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Developing risk landscape
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Shipowners’ risksRisk Type Examples
Source: Drewry Shipping Consultants Ltd
Strategic risk
Market risk
Credit risk
Financial risk
Operational risk
Legal risk
Organisational risk
Sovereign risk
Loss of key partnersCompany reputation riskLoss of competitivenessUninsurable/unhedgeable risks
Freight marketLiquidity risk, market depth, basis risk
Clearing
Income stream/Cash Flow riskAccounting- related risksCapital costs risks
Transport chain and customer issuesShip-focused operational areas of riskInsurance
IMO and ”Global” issuesDeveloping issues in IMOOther regulatory issues
PersonnelSystems risk
War and terrorism riskPolitical riskBusiness culture riskFlag states
Charterers, customers, suppliers
Derivatives, S&P
Norwegian Futures and Option Clearing House (NOS)
Charterers, customers
Currency risk, interest ratesMark-to-market, tonnage tax regimesOrderbook, loans, mortgages
Manning, criminalisation, R&M, victuallingH&M, P&I, US Oil Poll., FD&D, War
SOLAS (ISM and ISPS), STCW, MarpolBallast water, demolition, PSSAs, arrest, flag statesAnti-money laundering, FSA rules, corruption
Loss of key personnel, manningIT
Trade, human trafficking, drug issues, piracy
BACK-UP
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Spot rate risk is significant for a shipping company…
Source: Platou
VLCC, high last 12 m, 75 000
VLCC, low last 12 m, 25 000
Difference: 50 000
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…and huge compared to claims risk:Payback time for a claim if spot rate is at median level
• Ship owner with 1 ship 100 ships
• Median claim: 32 000 USD 15 hours 10 min.• 90 % Percentile: 200 000 USD 4 days 1
hour• 99 % Percentile: 2 000 000 USD40 days 10 hours• 99.9 % Percentile: 11 000 000 USD 7 months 2
days
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Why then should ship owners choose to transfer casualty risks?
Because:• they don’t want to compound the market risks they
have accepted - market and casualty risks can cumulate
• casualty risks compromise much more than just the integrity/safety of their vessel
• vessels in a large fleet may have different ownership and financing arrangements
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Even the best can be hit by the worst
Need for effective claimshandling to manage and mitigate losses
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The moments of a maritime casualty
Maritimecasualty
Death and personal injury
Loss or damage to vessel
Loss of income
Environmental damage
Damage to third party property
General average and salvage
Wreck removal
Relationship toauthorities
Media handling
Reputation
Care of next of kinand survivors
Emergencyresponse
Normalisation ofsituation
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Summing up so far• Every business has to manage a wide range of risks• Shipping faces very severe and volatile risks, especially
event/operational and market risks• Risk and reward are correlated• The key strategic decisions are the choice of risks
- to avoid or transfer – defensive meaures - to retain and manage – offensive measures seeking rewardBefore we look at insurance in the context of risk management we will look at an example of a major casualty
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ContentsSlides19 – 51 Rocknes a major casualty
• The concept of risk• Rocknes – a major casualty• How risk is distributed in maritime
industries• Insurance as a risk management tool• Enterprise Risk Management in Gard• Does the world really need Gard?
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Illustrative example - Rocknes• Capsized off Vatlestraumen after hitting
a submerged rock• 18 people lost their lives• Massive pollution• Vessel and special purpose equipment
severely damaged• Cargo lost
Total losses: excess of USD 170 million
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16:30 Rocknes capsizes in Vatlestraumen.
17:00 Jebsen calls P&I underwriter at Gard.
17:10 Underwriter calls CTC.
17:15 CTC calls director on duty (DoD).
Red alert!!
The first 45 minutes
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17:15 Red alert!! - Mobilisation
17:55 12 staff in contingency room. In operation.
18:40 All support staff arrived.
18:45 Liaison from Gard at Jebsen’s office.
18:50 Liaison from Gard at Bergen Police Office.
19:30 3 staff despatched to Bergen by chartered airplane. Arrive Jebsen’s office at 23:30.
Contingency room manned at all times next 48 hours
Ref Crisis management presentation later today
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PrioritiesPri 1 Human
Pri 2 Pollution
Pri 3 Property
Liaison our member and handle media
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3 Dutch, 8 Filipino and 1 Norwegian survived
3 crew members immediately found dead
15 crew members missing It is estimated that on 19th
January, 600 persons were involved in the rescue operation
Situation on 19th January
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Coastal DirectoratesOperations Centre,
Bergen (Haakonsvern)
SuppliersOil protection equipm. / Tugs /
Specialist vessels
Bergen Fjell Askøy Øygarden
Site leadersLocal councils
Harbour Master in BergenLocal operation centre:
Harbour Masters office (Bergen)
Coastal DirectorateHQ Horten
Fisheries Dept.
Emergency pollution response
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Public and private sectors rolesShipping industry provides• Finance through insurance and fund conventions• Organisation of own responsibilities, salvage etc. • On site participation• Command structures for its sphere
Public sector provides• Funding of resources and equipment• Rescue and pollution clean up services• Command structures
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Lessons learned on media• Media policy in place• Day to day handling of media• Distribution of reliable information to
involved parties• The need for competence to distribute
electronic information and web publishing• Enough resources available when needed• Organization of own resources (endurance)
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Conclusions: Rocknes - increasing complexity
• Technology
• Business systems
• Legislative framework
• Society at large – national and international
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More about these claims
53
Construction: Builder’s Risks? TuesdayDamage to vessel: Marine Hull TuesdayLoss of income: LOH TuesdayGeneral Average and Salvage Marine Tuesday
Environmental damage: P&I CEP ThursdayWreck removal: P&I CEP ThursdayPeople Claims: P&I Wednesday 14.00Cargo: P&IDefence: Thursday 09.00
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Contents Slides 52 - 70
• The concept of risk• Rocknes – a major casualty• How risk is distributed in maritime industries
- legal context- contractual networks reflect segment structure and business model
participants and process examples of distribution by contractoverview and summing up
• Insurance as a risk management tool• Enterprise Risk Management in Gard• Does the world really need Gard?
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Core maritime industries • Traditional shipping – still central to our modern system of global
trade• Construction of ships and off-shore units etc. • Off-shore energy production
• Fishing – traditional + farming• Tourism • Other e.g. mining
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The moments of a maritime casualty
Maritimecasualty
Death and personal injuryLoss or damage to vessel
Loss of income
Environmental damage
Damage to third party property
General average and salvage
Wreck removal
Relationship toauthorities
Media handling
Reputation
Care of next of kinand survivors
Emergencyresponse
Normalisation ofsituation
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How is risk distributed within the maritime industries – legal context
• Coastal states provide important infrastructure - mitigate and fund some risks e.g. rescue services, clean up equipment
• By “international” maritime law
• Through the contractual network but every contract must be enforceable within a national legal system
• Conflicts have to be resolved by application of international “private” law.
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2 main sources of international maritime law
• International conventions that directly regulate safety but also rights, duties and liabilities of various participants.Often originate from International Maritime OrganisationCome into force when a sufficient number of states have ratified relevant conventionSee http://www.imo.org/en/About/Conventions/ListOfConventions/Pages/Default.aspx
• Mandatory contract law especially in respect of cargo, passenger liability and employment of seafareres
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Traditional shipping – overview of main participants
JJVEvESSEBUSINESS RELATIONS VESSEL OPERATIONS LICENCE TO TRADE FINANCE
CARGO OWNER
CHARTERER
MANAGERS
STEVEDORES
TUGS/PILOTS
PORTS/TERMINALS
COMMERCIAL
TECHNICAL
CREWING
FLAG STATE
CLASS
PORT STATECOMPLIANCE
INSURANCE
EQUITYINVESTORS
BANKS
INSURANCE
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Different kinds of charterparty – charterparty chains
Bareboat or demise cp – Owner finances vessel but chterer operates vessel in all respects – hire per unit of time
Time cp – owner operates but chterer controls cargo and commercial operations - hire per unit of time
Voyage cp – Owner operates but chterer provides cargo and destination – payment per voyage
Bill of lading – payment per unit of cargo ref cargo presentation
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The parties and their contractual network – contract of carriage, identity of the “carrier”The core contract is between a cargo owner and a contractual carrier. The contractual carrier need not be the performing carrier. •Carrier = ship owner•Carrier = time charterer – ship owner•Carrier = voyage charterer – X? – Y? – ship owner•Carrier = NVOCC – X? – Y? – ship owner•Carrier = freight forwarder – X? – Y? – ship owner
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Transport: port A to port B is a process• Delivery to port A – cargo owner• Loading – stevedore employed by owner or charterer• Stowage – ship owner• Carriage – ship on behalf of contractual carrier• Unloading – stevedore • Delivery at port B – port agent on behalf of vessel
System gives great flexibility in designing a contractual network that fits a variety of business models – e.g main line container operator, natural gas, tank, ferry etc
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Logistics• the right thing• at the right place• in the right amount and condition • at the right time
The more stringent and detailed the requirements for each of the above, the more complex the logistical chain is likely to be - but hopefully the greater the value created.
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Logistic provider• Takes responsibility for a complete process – e.g. car factory to
show room.
• Co-ordinates all operations employing sub -contractors where necessary
• Must design contractual framework and risk management
• Ocean transport just a part of the larger process
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Examples: Shipping companies become integrated supply chain participants and the network complexity increases …
Plant
Trucker
Stevedore Stevedore
Shipping Line Trucker
Dealer
Shipping companies take control of door-to-door logistics chains
Strategic alliances with ports and inland carriage providers
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What is important for us?In all of the relationships described above the parties must agree on:•Payment for the defined deliverables – value exchange•Sanctions for performance breaches•Various practical administrative mattersandHOW RISK SHOULD BE APPORTIONED BETWEEN THEM e.g. accidents, delays, extra unforeseen expenses etc. etc.
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Examples: «freight risk»• Risk of incurring costs of performance without achieving the
planned result – safe delivery of cargo at destination.• Can be placed on ship owner – freight payable on delivery -
or on the cargo owner – freight payable in advance
• If ship owner has the risk he can take out voyage insurance (very rare) or Loss of Hire insurance
• If cargo owner carries the risk he can inlcude the value of freight in the value of the cargo under his cargo insurance
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Examples: Risk of damage to cargo• Risk of damage to cargo during transport• Can be placed entirely on carrier, entirely on cargo
owner or apportioned e.g by reference to whether carrier is at fault
• Apportionment in various forms has been the norm• Leads ultimately to settlement between two sets of
insurers and provides a living for a large number of lawyers
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Examples: Ship owner and time chterer - delay due to unforseen events • Each party carries risk for events within their control or
within their ”sphere of choice”
• Choice of port, cargo handler etc within charterers’ control or sphere
• Crew and condition of the vessel within Owners sphere
• Ref off-hire clauses
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Completing the picture• Many of the claims handled by marine insurers especially
P&I clubs are small claims less than USD20.000
• Handling a large number of smaller claims is about cost efficiency rather than risk transfer
• See people and cargo presentations
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Event and operational risks – ship owner’s options
Transfer by:
Contract:
o Allocation of risk between contracting parties, e.g. ‘freight’ risk
Insurance:
o Assetso Incomeo Liabilitieso Large
unbudgeted costs
o Quality systemso Budget – maintenance,
contingency etco Loss Prevention
activitieso Small claims
management
Retain and manage
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Summing up – our platform for going forward
• Managing risk in its broadest sense is the central task of any business enterprise
• The consequences of event risks are varied and can be life threatening for a company – ref Rocknes
• Shipping and the risks associated with it are becoming increasingly complex
• Risk is distributed through legislation and the contractual network• Shipping operates within a broader social context• We must now understand how insurance functions as a practical risk
management tool
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ContentsSlides 71 – 86 Insurance as a risk management tool
• The concept of risk • Rocknes – a major casualty• How risk is distributed in maritime industries• Insurance as a risk management tool
-Very brief history of marine insurance-Key concepts-Some mechanics
• Enterprise Risk Management in Gard• Does the world really need Gard?
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Insurance history215 BC Concept of protection against maritime
perils (Romans)
1347 First marine insurance policy (Lombards)
1688 First known reference to Edward Lloyd’s coffee house in Tower Street
1836 Collision liability - case Vaux v Salvador
1855 First P&I club, now called Britannia
1870 Cargo liability – case Westenhope
1899 Creation of International Group of P&I clubs
1906 English Marine Insurance Act
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Development of maritime liabilities
Media – criminalisation of seafarers – state authorities complexity
Liability becomesan issue
1836 De Vaux v Salvador 1854 British Merchant
Shipping Act Creation of the first P&I
clubs to cover collision and personal injury liability
Expansion of liabilities to include cargo etc.
Pollution comesinto focus
1967 Torrey Canyon 1978 Amoco Cadiz 1989 Exxon Valdez 1999 Erika 2002 Prestige
The AthensConvention
Increased compensation limit
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Marine insurance industry segmants segmentsMarine risks War risks
Assets H&M / IV Segment
War risk segment
Income Business Interruption
Segment
Liabilities P&I industry segment
Additional liabilities
Non-mutual marine
liability segment
Seafarers General and Life
insurance industry
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Summary – marine insurance markets today
• Marine insurance is a small part of the insurance industry and insurance is a small part of the global financial (risk) industry
• Large risk carrying capacity established in a global marine insurance market with geographical and product focused market segments
• Major division between capital structures that support P&I sement• Sophisticated reinsurance arrangments which also support
unlimited liability for most P&I risks through International Group system
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Key concepts - difference between insurance and gambling• The little old lady of Monte Carlo
• The difference between a bet and a counter bet
• What would fall heavily on one falls lightly on the many
• The law of large numbers – making the unpredictable predictable
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Assured must have an insurable interest• Assured must be exposed to a possibility of economic loss
• Economic loss must be capable of being quantified – at least in principle
• One person can have separate interests in same object and can insure these separately – H&M, LOH etc.
• Different people can have separate interests in same object and insure these under same policy
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Limitations on what insurance can do • Why war is a separate segment and doesn’t provide cover if their
really is a war
• Why we coudldn’t cover the cruise industry against loss of market due to terrorist incident
• What we did cover after September 11th
• Who does cover the market risks associated with terrorist activity?
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Various products• Capital - Income - Liabilities - Extraordinary costs
• What is the trigger
• How are covered losses calculated
• Who can obtain benefit from insurance
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INSUREDEVENTCAUSAL MATRIX
Perils
VARIOUS ECONOMIC LOSSES
TRIGGER 1: EVENT DEFINED BY THE RELEVANT INSURANCE CONDITIONS
TRIGGER 2: ECONOMIC LOSS. INDEMNITY AS DEFINED BY INSURANCE CONDITIONS
TRIGGERS
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Who benefits from an insurance – assured co-assured and waiver of subrogation
Direct benefits•Value interests – anyone with a value interest in object insured - asset or income •Liability interest – anyone who might incur a liability •Protection interest – anyone who might cause loss of kind covered by the insurance Indirect benefitsInsurance can ensure that a contractual partner will be able to fulfil their contractual obligations Co-insurance and waiver of subrogation saves costs and admin hassle
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How much protection does status as co-assured give?
• Normally no better right than the Assured
• Duty of disclosure
• Sometimes right to recieve notice of changes or failure to
• Right to payment of value interest must be specified
• Normally not bound to pay premium but without premium policy can be cancelled
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How risk transfer by insurance is organised – the mechanics
• Each party takes out separate insurance for their own account – leads to final settlement between insurers – or
• Principal assured, project leader or main contractor takes out single policy on behalf of some or all participants.
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Examples; Traditional shipping• Ship owner, time charterer and cargo owner insure their interests
separately
• But mortgagee and ship manager are co-assured under Owners’ policies
• NB diferent consequences of co-insurance
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Examples: Offshore industry and knock for knock
• Underlying contract distributes risk on knock for knock principle – each party retains risk for own property, personnel and liability to third parties
• Each party is obliged to insure own risks
• Insurance arrangements reflect the underlying allocation of risk by allowing each party to be co-assured under the others insurance policy
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Insurance as a risk management tool – what conclusions can we draw?
• Insurers must build a balanced portfolio and be financially sound to fulfil their function as risk carriers for their clients
• Insurance has been adapted to meet a wide variety of business needs – but the fundamentals remain the same
• Insurers can do more than just provide risk capital but like any tool insurance has its natural limits.
It is now time to look at how we in Gard manage our risks
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Contents Slides 87 – 93 Enterprise risk management in Gard
• The concept of risk – especially in the maritime industries
• Rocknes – a major casualty• How risk is distributed in maritime
industries• Insurance as a risk management tool• Enterprise Risk Management in Gard• Does the world really need Gard?
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Event and operational risks – ship owner’s options
Retain and manage by: Transfer by:
Contract:o Allocation of risk
between contracting parties, e.g. ‘freight’ risk
Insurance:o Assetso Incomeo Liabilitieso Large
unbudgeted costs
o Quality systemso Budget – maintenance,
contingency etco Loss Prevention
activitieso Small claims
management
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What risks should Gard retain and what should we transfer
• At a general level it is a question of «risk appetite» - depends on capital strength and Owners wishes
• Avaliablity and price of reinsurance an important factor
• At a practical level depends on analysis of the risks associated with our core processes
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Enterprise Risk ManagementDefinition
Enterprise risk management is a process, effected by an entity’s board of directors, management and other personnel, applied in strategy setting and across the enterprise, designed to identify potential events that may affect the entity, and manage risk to be within its risk appetite, to provide reasonable assurance regarding the achievement of entity objectives
COSO
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93Quality Management System (QMS)
Risk Management Department
External risks
Insurance risk‣Unexpected claims levels‣Under reserving‣Major mistakes in pricing‣Acceptance of risks not covered by reinsurance etc.
Market risk‣Investment portfolio‣Stock market changes etc.
Operational risk‣Unsafe processes‣Human error etc.
Event risk‣Accident to personnel or assets‣Power failure etc.
Internal risks
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The Risk Management Department‣ Located in Oslo and Arendal ‣ Headed by SVP Steinar Bye
How are external risks dealt with?‣ Market risk
- Gard acts as an investor and not as an asset manager- Asset managers are selected and reviewed with help of Mercer Investment Consulting
‣ Insurance risk- Exposure limits- Claims sharing among the IG clubs- Excess of loss reinsurance programs- Facultative reinsurance- Sideways protection against fluctuations of aggregated losses within the retention level
Gard’s currentinvestment portfolio
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What is a QMS system?• What is QMS? What must any well designed QMS system have?
‣ - Anchored in top management - Practical focus on core operations - Quality culture -
‣ Headed by SVP Christen Guddal‣ Control of risk through process design. NB! Process owner designs not QMS resources
must be responsible for this
‣ Identify and evaluate risks in all aspects of Gard operation
- Define essential standards and requirements that must be met
- Provide common tools
- Approve what the process owner proposes
- Monitor and audit what is actually done
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Contents Slides 94 – end Does the world really need Gard?
• The concept of risk – especially in the maritime industries
• Rocknes – a major casualty• How risk is distributed in maritime
industries• Insurance as a risk management tool• Enterprise Risk Management in Gard• Does the world really need Gard?
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Does the world really need Gard?• Marine insurance specialist – largest in the world• Most financially secure – best rating• Broad client base: ship owners charterers MOUs shipyards finance
institutions• Broadest range of products • Unique organisation with large pool of shipping industry expertise –
master mariners, superintendents etc• Returned premium to mutual members last 5 years
Owned by the industry
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How can Gard
continue to justify our existence
in the future?
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Patterns of global trade will changedue to geo-political forces and economic cycles but technology will be the strongest driver of changes in business systems and therefore in risk allocation and risk management solutions
With the industry – for the industry 99
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We shall not cease from exploration. And the end of all our exploring will be to arrive where we started and know the place for the first time.
T.S. Eliot