Risk Management
Employee Benefits
Geopolitics moves to the centre of the risk agenda
The Healix Risk Radar Report 2026 warns that geopolitics is now the defining force behind business disruption, shaping cyber exposure, supply chain fragility, climate volatility and digital surveillance. For risk managers, the message is clear: connected risk is the new reality, and resilience planning must evolve accordingly.
Captives emerge as a powerful lever for ESG transformation, says FERMA
A new FERMA report argues that captives can embed environmental, social and governance principles across underwriting, claims, investment and data activities, turning risk financing into a practical driver of sustainable value.
Case study: Transitioning to include HR responsibilities as a risk manager
How one risk manager has brought HR under his control to help address talent and people-related risks
Case study: how Ayala is attracting talent and reducing people risk
Philippines conglomerate Ayala knew it needed to build a whole new roadmap to talent management, in order to tackle the twin challenges of talent scarcity and retention in a highly competitive market.
Case study: how a nuclear power plant uses digital twin technology to improve operational safety
Introducing digital twin technology to a nuclear power plant is no simple task. But GleeYM’s Yasir Masood, a risk consultant on one such project, explains how it ultimately provided twice the foresight to predict problems, reduce disruption and, crucially, optimise safety.
Spotlight on: Health risks from gases released in lithium-ion battery fires
Fire is not the only danger when lithium‑ion batteries fail. Risk managers now have more data to work with, and the stakes have risen.
The people person: How Qisda’s chief HR, sustainability and risk officer is tackling the talent crunch
Danny Lin is guiding Qisda through a time of intense change, as it navigates a digital transformation and Taiwan’s talent crisis. But with a role that blends risk, HR and sustainability, Lin is uniquely positioned to change mindsets and prepare for the future.
G20 leaders need a bold new approach to risk
Ruth Richardson, executive director of the ASRA, argues that current risk management approaches are creating a dangerous misalignment between the hazards we’re facing and the types of deep, transformative decisions that need to be made.
SR:500 special report: why talent threats must rise up the risk agenda
Talent is not a cost centre, it’s a multi-faceted risk that requires nuanced controls but offers huge opportunities. At the inaugural SR:500 event in Dubai, experts discussed why businesses must make people risk their top priority.
Special report: People risk
Poor people management can have a profound effect on a business – hitting productivity, innovation and morale. More attention must be given to the roots of people risk if we don’t want the talent to run dry.
Why workforce resilience should be on every risk manager’s agenda
In an interview with StrategicRisk, Darren Holmes, Risk Advisory Partner in Marsh’s UK Risk Management Practice, explains why resilient workforces are essential to continuity, culture and competitiveness, and what risk professionals must do to support them.
Connect the dots on people-related risks
Global businesses are sitting on a hidden productivity problem, as traditional approaches to people risk fail to see the bigger picture. It’s time for a reset, with business strategy at its core, says Howden’s Ian Bagnall.
Webinar: Harnessing technology & AI for smarter risk identification
Last chance to register for our elevating risk intelligence webinar, in assocation with Origami
In partnership with 
Why risk managers are turning to parametrics to solve operational challenges
As nat cats grow more severe, insurance gaps are widening - but parametric solutions might hold the key to resilience, says Dianna Nelson, a senior structurer at Swiss Re Corporate Solutions
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