2. • Risk is felt everywhere in the
environment
• Be it an individual, society or
an
organization
• Father will tell son- Don’t speed up the car; Don’t
visit Srinagar or northeast for Holidays ! WHY ?
• Risk –
– Immediately we relate it to uncertainty in the
outcome of an event. The outcome may not be
favorable
– What does it imply ?
– It implies lack of knowledge about the future
and the possibility of some adverse consequence
4. Risk……..
• Risk is a threat or probability, which can be of the
following types:
– Physical damage to the property
– Death or injury to self/family
members/employees
– Public liability arising out of the activities
carried out
• Risk– Uncertainty about the outcome of a situation
– The possibility of outcome will be unfavorable
Risk is the probability of any outcome different
from the one expected (unfavorable)
5. Risk……..
• Risk is a threat or probability,
which can be of the following types:
– Physical damage to the property
– Death or injury to self/family
members/employees
– Public liability arising out of the
activities carried out
6. Risk…….
•
•
•
•
Risk is the chance of a loss
Risk is the possibility of a loss
Risk is uncertainty
Risk is the dispersion of actual from the
expected results
• Risk is the probability of any outcome
different from the one expected (unfavorable)
7. Risk- Defined
• Definition of Risk• 1. Risk is defined as the combination of the
probability of an event and its consequences
• 2. Risk is a condition in which there is a possibility
of an adverse deviation from a desired outcome
that is expected or hoped for.
– There seems to be a possibility of loss
– Between zero and one; zero- no possibility and
one - certainty
• The individual hopes that adversity will not
occur, like we don’t want our house to be burnt or
motor car to be damaged, etc. But it may or may
not happen.
8. Relationship of Uncertainty to Risk
• Uncertainty refers to a state of mind characterized
by doubt what will or will not happen in future
(Certainty is opposite mental state).
• Uncertainty is a psychological reaction to the
absence of knowledge about the future
• There is a chance of loss or no loss.
• The possibility of loss is the risk.
• An asset shall depreciate in value with its use and
time is certain but it will be damaged in an
accidental fire is uncertain
9. Degree of Risk• Degree of Risk- We use terms like:
• More risk or less risk
– High Probability or low probability
– The higher the probability of an event shall
happen, the greater is the likelihood of a
deviation from the desired outcome
• The probability of death at the age of 75 is
higher than that at 50; so the degree of risk
at the age of 75 is higher
10. Degree of Risk• Zero probability mean impossible to happen
and 01 means certain to
happen
• Therefore the probability
of loss is between zero
and one
e.g. as the number of bullets in a revolver
increases, so the probability of loss
increases. If all the six bullets placed in the
bullet, there is no hope of favorable result.
11. Degree of Risk……
• Large no. of exposures over a period sets a trend which
can be estimated.
• Predictions can be made out of these estimates
– Suppose from the past experience, an insurer found that
one out of 1000 houses would burnt.
– If the Co. insures 100,000 houses, it is unlikely that 100
houses would burn.
– The actual result will be different- may be less or may be
more.
– But these houses are insured, The possibility of loss of
more than 100 houses is Insurer’s risk.
12. Peril, Hazard
• Peril is a cause of a loss, Fire, theft, flood, storm,
etc.
• Hazard is condition that may create or increase the
chance of a loss arising from a given peril. Sickness
is a hazard for premature death
– Physical hazard- physical properties, e.g. poor
construction, property near a river, etc.
– Moral hazard- dishonest tendencies in the character of
the insured person that may increase probability of loss
– Morale hazard- indifferent attitude towards insured
property, careless attitude towards preventing losses
13. How does a risk arise ?
Physical
HAZARDS
Moral/ Morale
Contribute to
PERIL
Causes
POSSIBILITY OR PROBABILITY OF LOSS
Creates
RISK
Possible LOSS
14. Classification of Risk
•
•
•
•
•
Financial and Non Financial Risks
Static and Dynamic Risks
Fundamental and Particular Risks
Pure and Speculative Risks
In speculative risk- there is a
situation in which there is possibility
of loss and also there is possibility of
gain, e.g., gambling
• Pure risk- there may be a situation in which there
is possibility of loss or no loss. A motor car may
face and accidental damage or may not be
damaged.
15. Classification of Risks
• Dynamic Risks
Changes in the economy
Changes in the consumer tastes
Changes in the price level
Change or advancement in
Technology
• Pure Risks
Result of an eventLike Fire, Accdt., etc.
No change in situation
or Causes loss
• Fundamental Risks
Impersonal in nature- caused
By economic, social and
Political phenomenon
War, flood, EQ, Terrorism, etc.
Static Risks
No change in economy
Natural calamities
Dishonesty of individuals,
Fire, Accidents, etc.
Speculative Risks
Result of an eventGambling, etc
Gain/Loss
Particular Risks
Personal in nature affecting the
IndividualsBurglary, Fire in a house
Infidelity of an employee, etc
16. Financial risk
• Financial Risk is often defined as the
unexpected variability or volatility of returns.
• Actual return on an Investment will be different
than expected. This includes the possibility of losing
some or all of the original investment
– Credit risk- default in making payments as promised
because of cash flow/collection from buyers problem
– Market risk- product price (market conditions), stock
price, interest rate, currency rate, etc.
– Operational risk- risk of running a business, goodwill,
Legal risk, etc.
– Liquidity risk- Trading of a security or asset quickly in
the market, etc.
17. Classification of Pure Risk
• Personal Risks–
–
–
–
–
Premature death
Old age or risk of insufficient income during retirement
Accident
Sickness or disability or poor health
Unemployment
• Property Risks– Direct loss or physical loss to the propertyFire damage to a house
– Indirect or consequential loss- additional
expenses for alternative accommodation
• Liability Risks– Legal liability arising out of Negligently causing
bodily injury or loss/damage to others or their
property; Legal defense cost
• Risk Arising out of failure of others– When the other person could not perform or carry out his obligation
to provide services as expected
18. Pure Risk
Pure Risks
Physical effects
of Nature
Social effects
Personal effects
Technical effects
Storm
E. Q.
Flood
Theft
Fraud
Negligence
Riot
MBD
Failure
of safety
Device
Haz.Process
Death
Sickness
Injury
19. Costs incurred during a loss-producing event
• Loss producing event involves both direct and indirect costs
Direct costs
- as a result of damage to the property
- as a result of injuries to Self, family
members and employees
-as a result of loss in production
- for Accident investigation expenses
Indirect costs
-Liability costs associated with a loss
Producing event
-Loss of market, goodwill or reputation
-Effect on the morale of the workers
Costs due to the existence of the risks
-Maintenance Costs- costs incurred while taking
an AMC, preventive maintenance
-Costs incurred to prevent liability losses such as effluent
treatment, wastewater treatment, disposal of wastes etc.
-Costs to meet the statutory requirements
20. Private and social costs ------• Private costs ----those costs incurred by an individual or
corporate firm engaged in a particular activity
• Social costs --- Costs arising out of activity of an
individual or a firm , but shared by the society as a whole
indirectly
• Burden of Risk on Society—
• Size of emergency fund must be increased- to pay the
unexpected losses
• Society is deprived of certain goods and services- due to risk of
liability lawsuit manufacturer may discontinue manufacturing certain
product, like medicines, vaccines, etc.
• Worry and fear are present- accident and its consequences
21. Acceptability of a Risk
• A decision in regard to
acceptance or nonacceptance of a risk
depends upon
• The retaining capacity of
the organization or the
individual
• The attitude of a person
taking the decision
• Size of the loss
• Probability of the loss
• Time
• Cost of handling the risk
Size->
Small
Big
Low
Low
Small
Low Big
High
High
Small
High Big
Probability
v
22. Risk Management
Risk management decisions need
to be made prior to knowing what
the actual outcomes of unknown
perils shall be.
It is the study of :
-all probable causes
-affecting business and
-probabilities of all those outcomes
and then…………………
23. Risk Management
• Risk Management is to reduce the adverse impact of
uncertain events
– Uncertainties may be related to Business risks (speculative) or Pure
risks
– Some times it is difficult to separate the two risks as in case of
introduction of new process in a factory
• A risk manager therefore adopt a unified approach to deal
with all types of risk.
• Pure risk can be controlled by Physical control and
financial control
25. Benefits of Managing risk
• Minimize the negative impact of risks
• Saving resources- assets, property,
people, time
• Goodwill
• Reduction in legal liabilities and expenses
• Increasing stability in the operations of orgn.
• Ability to face the different circumstances
• Protecting environment
• To know insurance requirement
• RM is only a part of Strategic Management
26. Impact of (why) Risk Management
• Survival of the organisation
• Reduced expenses/losses
• Improvement in Profitability–
–
–
–
–
Peace of mind and confidence
Bold decision and risk taking ability
Stability- less fluctuations in profit and cash flow
Goodwill- retaining the customers and vendors
Little or no interruption of operations
• Peace of mind and confidence shall help in Sound
management decisions & continued growth
• Safety of Organisation, employees, image
27. Risk Management……
• Different risk management approaches
are adopted by different organizations
– depending upon the kind of risks they are
exposed to,
– the type and size of the organizations and
– their financial situation
• The likely impact of different risks shall
be different,
– some of which may be retained,
– other may require reduction/prevention and
– some may require to be transferred to
insurance
28. Role of Risk Manager in Risk Management
• RM has to be specialised
person to forecast & plan RM
• RM should have knowledge and
skills To deal with the risks that an
organization may face
• RM has to cooperate and
communicate with various sections
or department heads of the orgn. to
find the different risks and
• Coordinate with the persons handling the risks.
• To suggest the approach/alternatives to manage such risks
with minimum cost, choose best one to implement.
• Risk management should have approval of top Management
so that plans, activities and controls are established &
adhered to in the organization properly
30. Risk identification
• Risk can be assessed/evaluated, controlled or financed
only after have been identified
• Objective is to find maximum
number of risks
• Missing a risk can have disastrous consequences
• One or more method may be used to identify Risks
which my further differ from Industry to Industry
• Consultation with heads of various departments of
the organisation shall provide valuable inputs
• The risk identified should be loss producing one and
proper record of the same should be maintained
• The past experience of the orgainsation and that of the
RM shall also help in perceiving potential risks
31. Identification of Risk
• Identification of areas of vulnerability and specific hazards
which can interfere with achieving business targets.
• Areas to be looked into:
– Knowledge about the organization
– Market in which it operates
– Business environment
– Financial strengths and weaknesses
– Vulnerability to unplanned losses
– Manufacturing process
– Management system
• Out of so many methods of risk identification, a
combination of best possible methods are applied
• The process of risk identification can be discussed as
under:
– Perception of the Risk
– Identification of the operative causes and perils along
with their likely results
32. Risk Identification- Perception of Risk
• Perception of Risk
– Ability to perceive an exposure
– Identification of possible causes or perils
– The likely result
• Cause/Source:
– Type of business and nature of activities carried
– Production method or processing
– Place of activity, at own premises or service to be provided at clients
Environment- in which the organization is working:
– Legal environment : laws related to its activity, like public liability,
WC Act,
– Physical conditions : nearby river, earthquake zone,
– Social and political situations, etc.
• Role of risk manager is to adopt risk finding techniques
which shall be result producing and cost effective
33. Factory- what are risks?
• -
Production unit
Stores, Assembly, Fin. Goods,
Admn. Block.
34. Techniques to Risk Identification:
•
•
•
•
Study & Enquiry
Information Sources and documents:
Annual reports, Accounts (Balance sheet, etc.)
Agreements and Contracts
Leases agreements- responsibility of damages or losses
to building or other assets or property under lease
• Contracts :
– Construction or other works: their terms in regard to
liabilities of organization like injuries to workmen and
physical damages
– Purchase and sale : conditions about liability for the
damages and injury
• Guarantees/Warranties: After sale service records,
expenses so incurred, replacements, etc.
35. Perception of Risk…..
• Accounting records shall reveal:
• Exposure: Value of Stocks and assets like –
– building, plant and machinery, Furniture Fixtures, office
equipments, etc.
• Interdependencies between different parts of
organization,
– like production and sale; dependencies on major
suppliers and customers
• Organization's financial arrangements and its own
financial position
• Past experience about losses and expenditure
incurred on them; frequency of such exposures
• What shall be the duration of business interruption
and size of loss
36. Survey
• Site Inspection:• First hand information to
understand the operations
and functions to ascertain –
– Safety or maintenance of the plants/operations
– Different Risks in different sites or operations and
their likely impact safety & maintenance
– Risk handling capacity available there
– Consultation with plant people will develop
rapport to appreciate the controlling of risks
– Risk management technique required there
• Time consuming and may be treated as interference
37. How to Perceive Risk……
• Organization Charts shall reveal:
• Nature and extent of the organ. Activities,
– its products,
– its size,
– its subsidiaries
• Inter relationship and inter
dependencies between its
various parts/units
• Splitting the organization into individual units to
examine them as profit and cost centers
• Decision making and implementing persons;
technical persons
• Organization’s weakness which may be cause of a
risk
38. Perception of Risk……
• Flow chart: Process layout
• Manufacturing process involved
from flow of raw material,
different production stages
uptill final customer.
• It shall reveal the valuation of
produce at each stage
• Accumulation of stock in different stages, like at final stage
in warehouse
• Raw material required and sources and dependencies on
the supplier
39. Perception of Risk……
• Flow chart: Process layout…….
• Stage which is critical in the process, any machine which is
very important, causes of damage like breakdown, wear
and tear, lack of maintenance and its alternative
• In house repair facility or nearby workshop capable of
repairs in emergency
• Source of power or energy required for production
• Possible period of repair of machinery in worst
circumstances
• What shall be potential loss or damage to property and to
gross profit
40. FLOW CHART
• SUPPLIERS
OFFICE R & D
• MATERIALS
FINISHED
GOODS
STORE
TIMBER
STORE
SHEET
METAL
& PARTS
STORE
WOOD
MACHINEING
PRESSING
& METAL
MACHINING
PACKING
SECTION
PAINT
SHOP
FINISHED
PARTS
STORE
MAIN
ASSEMBLY
HEAT
TREATMENT
PARTS
ASSEMBLY
41. Risks/Perils-Risk exposure analysis
• Check list: simple in nature & inexpensive
• Each peril shall be considered, whether a potential threat or
not to business operation
• Like fire- what can be source of fire; type of construction of
the building housing the business, process involvedhazardous or non hazardous, power used; fire alarm
system, fire fighting system, nearby fire station
• flood and inundation- proximity to river, nalah and level of
ground of factory
• Earthquake- type of construction, seismic zone
• Riot Strike and Terrorism- law and order situation,
political, social environment
• Liability arising out of possible exposures- like pollution,
product defect.
42. Threat Analysis
• Threat analysis: An alternative approach to
check list
• Listing of potential threats to business and possible causes
• Riot, strike resulting to damage to property and partial
closure of business;
• Picketing- disrupting the business totally by trade union
dissuading workers from working
• Choking of drainage system leading to inundation
• Floods due to nearby river
• Epidemics leading to absence and shortage of workers
• Blocking of road, due to subsidence or collapse of building
• Disruption of supplies- water, power, supplies of raw
material etc. due to damage to supply line
43. Event Analysis
• Event Analysis: Possible loss producing
events
• Natural – Heavy rains, storm, floods, earthquake,
subsidence
• Man made- Fire, explosion, Bursting of pipes, Malicious
Act, Impact damage, Aircraft damage, closure of roads,
closure of various supplies like raw material, water, power
• The reasons for above possible events are to be identified to
find the remedial measures to be under taken
• The imagination and prudence of the risk manager is very
relevant to prepare a Hazard Logic trees. To find hazards
which may cause operation of a peril.
• His coordination with relevant persons of the organization
and outside organization shall play a vital role to find
mitigating factors
44. Fault tree analysis
• Widely used method of conducting a detailed quantitative
hazard assessment.
• Fault tree is a graphical representation of the logistic
relation between a particular accident or other undesirable
event- top event and the primary cause event.
• Top event is the loss producing event.
• Top event is developed down the branches to the
intermediate fault events, which in turn are developed into
the primary failures
•
Output exists only when all the input exist.
•
Output exists only when any of the input exist
45. Fault Tree Analysis
-
Explosion in
Paint spraying
booth
Source of
ignition
Paint vapors
Concentration
Failure of
Exhaust fan
Continued
Flow of
paint
Breakdown
Of fan
Failure of
Electric supply
Electric
spark
Failure of
Earthing
Flames
Near
booth
worker
Cigarette/
beeri in or
near booth
outsider
46. Cause and Consequence DiagramsNielson
• This method incorporates features of bothfault tree analysis as well as event analysis.
• Define a critical event- boiler explosion
• Define both the possible causes and the
possible effects
47. Cause and Consequence Diagrams
• An event like- a cause and consequence diagram
for boiler explosion
FAILURE OF
PRIMARY PUMP
SCALE
FORMATION
SHORTAGE OF
WATER
PHYSICAL
DAMAGE TO
BOILER
BOILER
EXPLOSION
DAMAGE TO
OWNER’S
SURROUNDING
PROPERTY
DAMAGE TO
THIRD PARTY
DEATH/INJURY
TO EMPLOYEES
48. Hazard and Operability Studies
• Hazard identification studies are carried out at the
planning stage of a new plant on the basis of a
plant lay out, flow diagram/ process flow sheet etc.
• Also carried at various construction stages of the
project
• To ensure that any changes if required, can be
made as a result of the studies undertaken
• During the studies, full description of the process
is understood and attempts are made to find out
possible deviations which may result into adverse
consequences (losses).
• Proper risk handling decision can be taken on the
basis of such analysis
49. HAZOP Studies
• Raw material Chemical A and B are transferred by pump to a
reactor where they will react to form the final product- C
• A + B ------- C
• Condition: If the flow of B exceeds than that of A then it can
lead to an explosion
Supply tank of A is empty
Effect-Pump fails
• Intention: Transfer A
Explosion due
-Isolation valve is closed
To excess of B
• Deviation: Don’t transfer A -Leakage from pipe
• To design appropriate risk handling method ?
Chemical
A
Reactor
Chemical
B
Final
product-C
50. Input output analysis
• The use of process lay out of where chain of
process/sections are involved from input of material to
output of a final product
• Example is a manufacturing unit having A,B,C,D,E
Section to
•
•
A
•
50%
100%
B
100%
C
100%
D
SALE
D
50%
E
• Contribution by each section in total sale/revenue
• Interdependencies among the sections in a process
51. Safety Audit
• Safety audit subjects every area of the organization's
activities to a systematic critical examination with the
objective of minimizing the losses.
• It examines and assesses in detail the standard of all facets of
a particular activity
• It extends from Complex technical operations, emergency
procedures to clearance certificates, job descriptions,
housekeeping and attitudes, Industrial relations, etc.
• Elements of safety audit:
– Identification of possible loss producing situations
– Assessment of potential losses associated with these risks
– Selection of measures to minimise losses
– Implementation of these measures within the
organization
– Monitoring the changes
• Internal Audits
• External Audits
52. Identification of operative causes and perils
• Interrelationship of the terms hazard, peril and
loss producing event
Effect of loss producing Event
Peril(s)
Hazard(s)
Different techniques are adopted to find hazards
involved, in different organizations
Analysis is necessary at each stage of chain:
Cause- Risk- Effect
53. Risk Evaluation
• For proper risk handling, it is necessary to
calculate the potential impact of the risks
identified, on the organisation
• A comparison of Potential impact in financial
terms by each risk can be analysed through:
– Frequency of its likely occurrence
– Probability of loss or damage
– Severity of the effects of a loss
– Perception of the probability of loss and its
effects
54. Risk evaluation…….
• The risk assessment- to analyze the loss exposure,
which require informations
– The information in quantitative form is known as data,
which is collected, analysed and interpreted
– frequency of loss producing risk;
– severity of loss;
– premium and other costs.
• For this we need to Examine statistical data on– The particular operation/company
– The Industry
– The country
– Regionally and worldwide relevant data available
55. Risk evaluation…..
• Data related to all the aspects of the organisation
in question are examined, like
–
–
–
–
–
process,
Management,
Loss control,
turnover,
strength of manpower, etc.
• Constraints of Statistical method–
–
–
–
Only historical data is available
Cause of risk cannot be related
Data can be manipulated
Effects of environmental changes not taken into account
56. Risk evaluation…
• Adjustments/corrections are also required to be made for– Volume fluctuation- growth or decline trend
– Inflation- cost shall be more than the data under study
– Increase in Exposure- Increase in the working hours-24 hrs.,
diversification or additions
– Special circumstances- Change in legislation or change in
insurance coverage
– Influence of the Environment- Economic, social, political, operational
changes
• The result of statistical assessment shall help the
management assess their impact on the organization in
relation to–
–
–
–
Property/assets- Building, plant Machinery, computers, etc.
Financial assets- money, debts, insurance, etc
Manpower- employees, boar members, other stakeholders
Liability- public, product liability, directors’ liability, pollution
liability, etc.
57. Risk evaluation….
• Now the risks are to be prioritized as per impact into to
handle the risks properly– Small and insignificant- retained or ignored
– Small size but frequent- may be retained but may also
be significant if aggregated on annual basis
– Medium sized but irregular- may be controllable
– Catastrophe- large losses my occur rarely but
devastating
OR another method:
Risk Mapping –
HH- High Frequency and High Severity
LH- Low Frequency and High Severity
HL- High Frequency and Low Severity
LL- Low Frequency and Low Severity
58. Presentation of Data
• Collect all the relevant data, e.g. number and size
of fire losses suffered by a firm during one year
• Collate the data- arrange in order of increasing
size to understand the trend
• Group the losses of different sizes and number of
events in each class and record it (class frequency).
• The total range of the data is usually sub-divided
into between six and twenty equal class intervals,
depending upon volume of data
• The total range of the observations in the example
next slide is from Rs. 00 to Rs.600, subdivided into
6 number of equal intervals or width of Rs. 100
• This table is known as frequency distribution
60. Fire material damages losses for 1980 (Rs.) arranging
in ascending order
5.0
102.5
210.0
330.0
400.0
7.5
105.0
230.0
380.0
495.0
10.0
110.0
250.5
390.0
12.5
110.0
260.0
396.5
15.0
110.0
270.0
20.0
130.5
290.5
20.0
298.5
35.0
170.5
55.5
198.0
75.0
199.5
97.5
99.0
99.5
520.0
61. Frequency distribution for fire material damage losses
for 1980
Class interval
Class frequency
Rs.
Mid- point
of class interval
Rs.
0- 99.5
14
49.75
100- 199.5
11
149.75
200- 299.5
8
249.75
300- 399.5
4
349.75
400- 499.5
2
449.75
500- 599.5
1
40
549.75
Over 80% of all fire losses are less than Rs.300 and that 35% lie between
Rs. 0—Rs.99.5
The value lying mid-way between the upper and lower class limit is
known as the class mid-point, to be used for further statistical analysis
62. Graphical representation of Data
• Graphs and diagrams are among the most
impressive modes of presenting the data
• Bar Diagram: can be vertical or horizontal
parallel bars of equal width and of lengths
proportional to the frequency of the
particular classes
• Specimen bar diagram is given in the next
slide drawn from the data provided
63. Company Y’s annual results before and after the introduction
of a risk management programme
Year
Profits/losses (Rs. 000)
1970
1971
1972
1973
1974
1975
-10
-20
-30
-40
-50
-30
(Risk Management Programme started
1st January 1975)
10
20
40
40
50
1976
1977
1978
1979
1980
66. Histogram
• The area of each rectangle representing the
frequency.
• Height of each rectangle equals the frequency of
the class interval divided by the class width
67. Fire material damage loss data
Class interval
Class frequency
Rs.
Class Width
Rs.
Height of histogram
rectangle
0-99.5
14
100
14/100=.14 units
100-199.5
11
100
11/100=.11 units
200-299.5
8
100
8/100=.081 units
300-399.5
4
100
4/100=.04 units
400-499.5
2
100
2/100=.02 units
500-599.5
1
100
1/100=.01 units
71. (a)
Frequency Curves
Frequency
(b)
Frequency
Size of employers
Liability Loses (Rs.)
(c)
No. of Defective goods
produced in a week
(d)
Frequency
Frequency
(Damage to individual
property within a 5 mile
radius of scale earthquake
expressed as % of total
value)
Size of employers
Liability Loses (Rs.)
Size of earthquake
Losses (Rs.)
72. Cumulative Frequency Distribution
Fire loss data :
A fire insurance company
incurred 46 incidents last year distributed by
claims cost as follows:
Size of fire loss Rs.
Class frequency
Cumulative frequency
0-99.5
14
14
100-199.5
11
25
200-299.5
10
35
300-399.5
06
41
400-499.5
03
44
500-599.5
02
46
46
74. Workmen’s compensation payment probability
Total Claims per year
(f) Likelihood
Probability
Rs.
0
150
0.150
Rs.
500
430
0.430
Rs.
1,000
250
0.250
Rs.
2,500
100
0.100
Rs.
5,000
45
0.045
Rs.
10,000
20
0.020
Rs.
25,000
04
0.004
Rs.
50,000
01
0.001
1000
Total
1.000
The probability distribution indicates that most likely losses
remained around Rs.500 which can be expected 43% of the
population
75. Number of days it takes to settle a house hold insurance theft
claim
.
Time taken to
Frequency
settle claim in days (f)
(x)
20
10
30
20
40
30
10
40
4
50
Total
104
fx
200
600
1200
400
200
2600
Mean= 2600/104 or 25 days is the average time taken to settle a
house hold insurance claim
76. Days lost due to machinery breakdown at a factory in last 13 Years
Year
Days Lost
1
2
7
23
3
0
4
10
5
34
6
47
Mode
7
18
Median
8
0
9
9
10
11
11
29
12
15
13
20
Total 223 Mean=223/13=17.5
The above data is not sufficient to develop a detailed probability
distribution
77. Central tendency ( Clustering)
• Most probability distributions tend to cluster around a
particular value, which may be middle of the range of the
possible values the distribution covers
• Mean, Median and Mode are used to identify such values
• Arithmetic mean is the average out of the number of days
lost- 223/13=17.5; median is middle number-18; mode is
the number most repeated
• The arithmetic mean of a probability distribution is
computed much like the arithmetic mean , the only
difference is that instead of dividing by the number of
items, each item in the probability distribution is multiplied
by its respective probability and sum of these products is
divided by the sum of the probabilities
78. The arithmetic mean of a probability distribution- Workmen
compensation
Total Claims per year
(X)
Probability
Cumulative frequency
(P)
(PX)
Rs.
0
0.150
Rs. 0
Rs.
500
0.430
215
Rs.
1,000
0.250
250
Rs.
2,500
0.100
250
Rs.
5,000
0.045
225
Rs. 10,000
0.020
200
Rs. 25,000
0.004
100
Rs. 50,000
0.001
50
Total1.000
∑ PX Rs. 1,290 /1 = Arith. Mean
The expected annual total of workmen’s compensation claim for the
given firm is Rs. 1290 (EXPECTED VALUE)
79. Expected value
• Arithmetic mean represents long-run average expectations
• Arithmetic mean of a probability distribution usually
referred to as the expected value of that distribution
• Expected value of a probability distribution provides
information about where the outcomes tend to occur, on
average. It is expected loss in the example.
• In the given example on an average the workmen
compensation claims are Rs. 1290 per annum. It shall help
the risk manager to pay premium price for any year.
• Median of a distribution is the value in the middle, when
the numbers are arranged in ascending order
• Mode of distribution is the single value which is most likely
to occur
80. Dispersion ( variability)
• Should the mean be treated as a guide to
understand the probability of loss in future ? Or
further studied to find out the correctness of the
decision by analysing how far the losses that took
place were near to mean
• The study of probability distribution indicate two
characteristics–
– Central tendency or clustering
– Dispersion or variability (from the point around
which the distribution clusters)
81. Dispersion ( variability)…..
• The less the dispersion around the expected value
of a distribution, the greater the likelihood that
actual results will fall within a given range of the
expected value.
• The less the dispersion or variance, there is less
risk in prediction
• Variance measures the probable variation in
outcomes around the expected value.
• A high variance implies that outcomes are difficult
to predict.
• Measure of dispersion or variance- Standard
deviation of the distribution and other is the
coefficient of variation
82. Year
Days Lost
Difference
Square of
from Mean
Difference (variance)
1
7
-10
100
2
23
6
36
3
0
0
0
4
10
-7
49
5
34
17
289
6
47
30
900
7
18
1
1
8
0
17
289
9
9
-8
64
10
11
-6
36
11
29
12
144
12
15
-2
4
13
20
3
9
223/13= 17 (Mean)
Standard Deviation = 1,921/(13-1)
Variation is very high.
1,921 = sum of squared differences
= 160.083
= 12.6 days approx.
83. Standard deviation
• The variance of a probability distribution
provides information about the likelihood and
magnitude by which a particular outcome from
the distribution will differ from the expected
value.
• The more is the variance, the more is the
uncertainty about the expected value
• Square root of variance is called Standard
deviation
85. Application
• Severity is very important, a single cat loss could wipe out
the firm.
• Maximum possible loss- worst loss that could happen to the firm
during its life time
• Maximum probable loss- worst loss that is likely to happen
• Risk manager has to analyze cost effectiveness while using
any RM technique. For examples:
• While taking a policy:
–
–
–
–
Premium cost
Service charges by Ins. Co./Broker
Probable average loss
Possible variance
• While opting for voluntary deductible
– Premium saving exceeds the average loss
• While investing on loss preventive measures, like– purchase cost of Fire Fighting equipment and
– the saving in premium in consequence thereof.
86. Probable Maximum Loss
• An estimate of the monetary loss which is likely
be suffered by the insurer on a single risk at any
one point of time , e.g. as a result of a single fire
or explosion
87. Probable Maximum Loss
•
•
1.
2.
It is more of a subjective phenomenon.
Depends upon:
Technical info about the risk.
Contribution made by each block to the gross
profit of the org.
3. Type of coverage given by the insurers.
4. Past loss experience.
5. Physical inspection of risk.
88. Probable Maximum Loss
Advantages of PML
1. Placement of reinsurance contract.
2. Whether to retain or transfer.
Disadvantages of PML
1. Subjective phenomenon
2. Requires experts
3. Requires periodic revision.
89. Risk management decisions
• To decide over the probability of loss in future
with the help of stat-analysis
• What shall be the cost of loss control measures
to be adopted and to what extent the average
loss shall be reduced
• What is the cost of premium and related costs in
comparison to average loss
• What shall be the capacity of business to sustain
a loss by self to decide about the excess applied
by Insurance or voluntary excess to be adopted
90. Decision taking under conditions of Risk and
Uncertainty
• Risk manager has to take a decision from the various
decisions/options
• A decision can have more than one outcome, the result are
not known (uncertainty)
• Manager may also unable to find out various outcomes
• Decision theory is based on various techniques adopted by
the manager to deal with different categories of uncertainty
– Pure uncertainty
– Risk
– Competitive uncertainty
91. Decision taking under Pure Uncertainty
• Pure uncertainty
• When all possible outcomes to a decision are known
(probability is not known)
• But knowledge of which one will occur is absent
• Risk
• When outcomes are known and probability of each
occurring can be assessed
• Risk comes in selecting the strategy/ scheme
• Competitive uncertainty
• Decisions after knowing that Rivals using strategy to
minimise the gains
92. Decision making under Pure Uncertainty…..
• Pure uncertainty exists when the manager can specify all
the possible outcomes of different strategies but has
uncertainty of which one will occur (probability of the
outcomes is not certain)
• Manager has to decide about the various options or
strategies and the outcomes as resultant of those
strategies
• Cost of 3 Risk Retention Scheme – Pay-Off
Matrix(Rs.000)
Risk Retention
Scheme
Claims Experience in next 5 yrs- Expected (Rs.000)
High
Medium
Low
A
26
7
0
B
15
14
6
C
10
10
10
93. Minimax criterion
• Decision criteria which may be applied depending
upon manager’s attitude towards retention of risk
• A pessimist or risk averter will assume worst possible
result would occur or highest cost in this case
• He shall choose scheme A expecting a high claim
experience costing Rs.26,000
• Minimax criterion- minimum out of Max. –
• As per the High claim experience table given below,
the manager shall choose scheme C with minimum
cost Rs.10000 in minimax criterion
Scheme
High
A
26
B
15
C
10
Cost of Rs. 000s
94. Minimum Criteria
• An optimistic
manager who can take a risk, would always expect
the best to happen and shall opt for the low claim experience
• He would choose scheme A with minimum cost under minimin
criterion
Scheme
Low
A
0
B
6
C
Cost of 000s
10
Shortcomings in both the criterions:
• It is assumed that the risk attitude of the manager
is either risk averse or risk preferer
• The intermediate or medium values of the pay off
(claims) was ignored
95. Coefficient of Optimization
• Out of those shortcomings, the first one about extreme attitude of risk
manager can be overcome by taking weighted average of the results
•A decision maker shall choose a number between 0 to 1 indicating his risk
attitude
•An optimistic manager shall choose higher coefficient as .80 or 4/5 and
thereby the expected pay offs for each strategy shall be as under:
Scheme
Minimu
m cost
Maximu
m cost
Expected
Pay-Off
Rs. ‘000
A
0X4/5
+
26X1/5
=
5.2
B
6X4/5
+
15X1/5
=
7.8
C
10X4/5
+
10X1/5
=
10.0
The optimistic manager would choose scheme A which has the
lowest expected cost
96. Insufficient Reason Criterion
The second criticism of ignoring intermediate values of the pay offs.
• In the absence of knowledge about the probability of each event, all
the events from high to low claim experience in all strategies, shall be
deemed to happen
•The payoff for each scheme is then the average payoff in each row as
calculated under:
Medium
Scheme
High
Low
Expected PayOff Rs. ‘000
A
26 X 1/3 +
7 X 1/3 +
0 X 1/3
=
11.00
B
15 X 1/3 +
14 X 1/3 + 6 X 1/3
=
11.67
C
10 X 1/3 +
10 X 1/3 + 10 X 1/3
=
10.00
In this case scheme C would be chosen. This method takes no account of
decision maker’s risk attitude.
97. Minimax Regret Criterion
The risk manager does not want to regret on the choice of
scheme he has opted, and therefore examine the results of
another choice. Regret is measured as the absolute difference
between the pay-off for chosen strategy and the pay-off for the
most effective strategy with the same state of nature
Risk
Retention
Scheme
Claims Experience
Rs.000
High
Medium
Low
A
26-10=16
7-7= 0
0
B
15-10= 5
14-7= 7
6
C
10-10= 0
10-7= 3
10
Scheme
Cost of 000s
A
16
B
7
C
10
98. Decision making Under Risk
Risk Retention
Scheme
Claims Experience
(probability is known)
High
Probability 0.5
Medium
Probability 0.3
Low
Probability 0.2
A
30
10
50
B
40
30
20
C
20
20
30
The expected Value of each scheme is as follows:
Scheme A : 30X0.5 + 10X0.3 + 50X0.2 = Rs. 28,000
Scheme B : 40X0.5 + 30X0.3 + 20X0.2 = Rs. 33,000
Scheme C : 20X0.5 + 20X0.3 + 30X0.2 = Rs. 22,000
Here B should be chosen for having highest expected
value.
99. Subjective Probability
• Decisions are based on the probabilities of
outcomes, derived from statistical data
• But it is not always possible to arrive at a decision
due to lack of sufficient statistical data
• A subjective decision is taken by risk manager
depending upon the degree of confidence to judge
probabilities of different events based on his
experience and whatever historical data available
100. Subjective Probability……..
• According to the degree of belief for the possible
occurrence of an event, the risk manager assigns a
probability between 0 to 1
• The experience of similar firms or organizations
my also be examined
• All the available facts and data must be collected
and expert opinions may be sought for by the risk
manager
101. Risk Management Techniques
.
Risk
Financing
Risk Control/
Preventive
measures
-Avoidance
-Prevention
-Reduction
-Segregation
-Contractual
By Retention
-Operations
-Fund/Reserves
-Pool
-Debt or equity
-Credit
-Pool
By Transfer
-Contract by
Jobwork/AMC
-Insurance
102. Other Risk Management Tools
• RM information System(RMIS)- A computerized RM
database stored & analysed by RMr to predict and
attempt to control future loss levels.
• RM intranets and Web sites- with search facilities,
answering FAQs and having wealth of other
information
• Risk Maps- giving details of potential frequency and
severity of the risks faced by the organization
• Value at Risk(VAR) analysis – worst probable loss likely
to occur in a given time period under regular market
condition
• Insurer can apply VAR to a portfolio of assets such as
mutual fund or pension fund
103. Risk Management Techniques -Risk Control:
Avoidance, Reduction
• Purpose of Loss control ?
• Any loss caused by a risk is a cost to individual, firm or society
– Cost of injury or damage
– Cost of handling and steering the loss
– Cost of any risk control measures
– Cost of financing a loss
– Cost of arranging finance to recover loss (loss)
• Loss control Management is to reduce such cost
– Prevent losses, eliminate the cause of loss
– Protect people and property from loss/damage
– Limit the extent of loss, if it happens
– To recover the most
104. Risk management techniques
• Stage immediately after completion of the risk assessment
phase consists of preparing a Risk Treatment Plan
• The plan should document the decisions about how each of
the identified risks should be handled by-
• Avoidance (eliminate, withdraw from or not
become involved)
• Reduction/prevention (optimize - mitigate)
• Retention (accept and budget)
• Sharing (transfer - outsource or insure)
• A combination of the above
105. Risk Management Techniques -Risk Control: Avoidance, Reduction
• Risk avoidance: Drastic method of risk control
• Abandon some activity or change the product
• Change in existing operations or in the nature of activitiesuse of non hazardous or less hazardous raw material
• Change the location of operations- shifting of factory
• Such changes cause major inconvenience and disrupt the
business
• Incur substantial expenses, which may be direct or indirect
cost- new machines or costly raw material; handsome
income forgone by leaving the hazardous production
• RM should be a Proactive approach:
• It is therefore better to have a full risk appraisal conducted
when a new project is coming up and risk control devices
may prove cheaper than the modification at a later stage
106. Risk Reduction/Prevention
• Reducing the probability of risk occurrence:
• Prevention of accidents improve industrial
relations—attracts skilful labour
• Improvement in the quality of risk making it more
acceptable
– Proper maintenance enhances useful life of machines --indirect savings in cost and increase of productivity
– Clearing of waste at more frequent intervals
– Knowledge & Training- Sign boards, instruction
• Advantage: Discounts in insurance premium
– Choice of voluntary deductibles—step towards risk
retention
– Easier to get reinsurance support—for insurers
107. Risk Reduction
• Risk reduction is also called as loss prevention measure
– To reduce the probability of loss
– To reduce the size of loss (impact)
• By selecting appropriate scheme out of various options in
relation to the cost involved/incurred
• Arranging finance or funds the various scheme available
• The cost involved in the activities related to loss prevention
must be examined in relation to potential savings earned in
future
• Loss reduction schemes require:
– Allocation of limited funds to different schemes
– Various methods of risk financing
• Risk/Earnings Ratio Study” of more than 500 multinational
corporations finds clear correlation between good physical
loss prevention and lower earnings volatility
108. Risk Reduction……
•
•
Classification or Nature of Loss Control/Reduction
Measures:
Pre Loss Reduction
1.
2.
Avoidance - Eliminating the cause of loss: Avoiding the risk; use
of non-hazardous material instead of Haz.
Reduction - Reducing the probability of a loss occurring:
Improving the risk; Loss controlling devices are kept in order
On occurrence1.
2.
Raising an alarm
Measure to control it at source or not to allow it to spread
Post Loss Reduction- Reducing the size of loss:
1.
2.
3.
Protective or quasi-preventive- Protecting things or persons
exposed to damage or injury;
Minimizing- to limit loss to as small as possible;
Salvaging- to preserve as much as possible of the value or
damaged property or the rehabilitation of injured persons
109. Loss Control/Loss reduction….
• Loss Control/ Reduction Measures :
• Passive Measures: Inbuilt
• Which shall , limit the loss or facilitate recovery
– Perfect party walls to segregate the blocks
– Fire doors
– Contingency plan
• Proactive Measures: Taking steps to limit the loss
or maximise the recovery:
– Sprinklers,
– Burglar alarms
– Training of Salvage operations
110. Risk Reduction……
• Yet Another Classification of Loss Control/ Reduction Measures :
• Reduce Probability of a loss-producing event– fitting of safety guards to dangerous machinery; safety valves in
pressure vessels
– removing potential sources of ignition, waste or bushes;
– removal of obstacles, spillages and slippery surfaces from
gangways, stairs, etc.
– separation of pedestrian and vehicular traffic
• Reduce Size of the loss expectancy- severity
– Inundation – keep susceptible goods above floor level;
- installation of fire fighting equipments- sprinkler systems and
smoke vents;
- provision of first-aid facilities;
- Fittings against water- tight compartments in ships. And of fire
Reducing both, Probability & Severity of Loss:
– Education & Training to employees and use of non combustible
walls and doors in buildings
111. Risk Reduction……
• Examples:
• Minimizing measures:
- Wearing helmets while driving or moving in the works
or factory
- Segregation of the sound stocks from the partially burnt
or the completely burnt goods
• Mixed measures:
– Construction of fire proof doors and perfect party wall
(14”)segregating a hazardous block from a nonhazardous block
– Replacing combustible material of building or poor
construction by non-combustible material
– Education and Training
112. Probability of a fire in a factory
• Evaluation of risk
– Possible sources (identification)
– Probability of fire (analysis & evaluation)
Frequency
Severity
• Pre-loss control
– Limiting the availability of flammable materials and oxygen
– Limiting the spread of fire
• Post-loss control
– Salvage materials, stock, property(minimise Loss)
– Use of protection devices such as FFE
113. Risk Factor Analysis Chart
Activity
P&M,
Operations Hazards & loss
Equipments involved
experience
Manufacturing
-A
-B
Material
Management
R&D
To ascertain: Loss control like-Method of risk control
-Introduction of Protection system
-Training & education
-Any change or modification required
-Financing of the risk control
-Financing of the loss/damage
Comments/
analysis
114. Loss Control Measures
• Loss control measures are cost to the organ.
• Cost is incurred so as to take benefit in future in
– Reducing the probability of loss
– Reducing the size of loss
116. Who should be trained----•
•
•
•
Employees of the organization
Contractors and sub contractors
Suppliers, service providers
Third party visitors
117. Why training:
• Most of the losses or damages are the
resultant of negligence, carelessness, lack of
knowledge.
• Human factor plays a major role in all this.
• The Management of the Organization must
be aware of the Risks and understand the
need of Risk prevention
118. Education and training
• The management of Education and training
on loss prevention should be recognized at
various stages.
• Planning Stage: while designing the plant
and product, concerned persons should be
educated to ensure the –
– Safety of employees
– Safety of Bldg., Plant, Machinery and other
assets
– Safety of the final product and its safe use
119. Education and training…..
•
•
•
•
Planning Stage…..
Segregation of hazardous blocks
Contingency / disaster planning
Incorporation of safety measures in the
plant design e.g fire resistant/ earthquake
resistant structure
•
Planning for product safety—ensuring
quality control
120. Education and training…..
• Production Stage: Employees associated with
production need to be educated on safety norms
and loss prevention
• Personal injuries- can be avoided by knowledge
and carefulness by individuals
• Workers safety and avoidance of congestion in
work place
• Security/ security checks
• Knowledge of manuals for operation of Machinery
• The prevention of major hazards call for the use of
technical knowledge
121. Education and training…..
• Good house keeping- Avoid smoking, loose wiring,
proper storage facility for hazardous and non
hazardous material, accumulation of waste
material, Waste disposal procedure
• Maintenance of plant and machinery- timely
maintenance and repairs. Guarding/Casing of
machinery to avoid personal accidents
• Training to use Fire fighting installations
• Final product- High Technical standards and
Quality control in producing the final product for
the safety of users
• Education to visitors/ suppliers/ vendors
122. Education and training…..
• After Sales service
• Supply of goods to customers in sound condition
• Proper labeling and clear instruction for use of the
product
• People associated with after sales service,
transporter, servicing employees must be educated
• Information system about the usefulness and
defects must reach to management to make
changes in design of the product or after sale
services
123. Education and training…..
• Security:
• Security holds a very key position in the process
of loss prevention and safety
• Security of the organization, including its
personnel and assets is very important
• Other business risks are espionage, defalcation
and credit risks which require special training
and education programme.
124. Procedural Devices-Management Attitude
• It is the responsibility Management to laid
down the procedures to be followed by the
people in the site during their operations and
on happening of an event – To reduce the probability and severity of loss
– Trained to use the safety equipments and also
follow the instructions
– To make aware about the safety procedures to
fellow employees and outside agencies those are
coming to the sites
125. Procedural Devices…..
• Some examples procedural devices are:
– Manning of works/factory entrances for security checks
– Steps to be taken for easy and speedy communication
– Evacuating the visitors and the third parties to safe
places
– Information to Fire fighting team and safety team
– First aid facilities to injured
– Instructions to operators to handle the plant and
machinery and safety measures
– Procedure for plant control, shutdown and maintenance
– Movement of material and equipment to safe places
– Periodic internal audit system; safety audits
126. Procedural --– No smoking sign
– Minimum congestion at work places
– Vehicles with spark arrestor to enter into premises
where there are presence of flammable vapours
– Flame proof electrical fittings in such areas
– Adequate precautions to be taken at places where hot
work is carried out
– No storage of hazardous chemicals near machines - to
avoid sparks arising out of static electricity falling on
these
127. Management attitude--Procedural deviations:---• Non adherence to statutory requirements under
Boiler Act/Factory’s Act
• Smoking being allowed inside the premises
• Relaxed security norms ---e.g. vehicles without
spark arrestors entering inside refinery premises
• No formal procedure for waste disposal
• No formal training on fire fighting for employees
128. Contingency Planning
• Risk Management is the concern of top
management
• Management awareness of risk should lead to the
designing and adoption of contingency plans for
unforeseen major or catastrophic losses
• There can be instances when a small damage to
property or critical machinery leads to prolonged
stoppage of business
• Planning should be such that while the salvaging
operation following the loss are being carried, the
business should also continue.
• It is therefore must that the employees must be
trained to deal with emergency situations
129. Contingency Planning……
• While preparing contingency plan to deal with
major disaster, the management must consider the
following:
– Identify all potential sources of loss-producing events
which may disrupt the normal operations
– Determine the interdependencies between different
parts of the organizations
– Determine the dependencies upon the suppliers and
customers
– Identifying the alternative sources of supply or outlet to
remove such dependencies
130. Contingency Planning……
• Find the means of reducing the impact of
the potential hazards as identified, such as :
– Availability of Spare plant or machineries
related to the trade
– To hold a larger stock of raw material or
finished goods in different stores/places
– Find another supplier or customer to avoid
vulnerability of business to limited suppliers or
customers
131. Contingency Planning……
• While adopting above means the extra cost
involved should reasonable in regard to the
potential risk
– Making arrangements with other business
organization in competition to produce the
goods at the time of contingency to reduce the
impact on business
– Employees must be educated and trained to
take initiative to act and handle the situation.
Responsibilities should assigned to each
employee who is part of the team handling
contingency plan so that employee is supposed
to know his role in time of contingency.
132. Training of Employees
• Knowledge of hazards to which employees are
exposed in course of their work and steps to be
taken to minimise the risk of injury to them or
fellow employees
• Use of special clothes and use of
equipments provided for their safety
• Laid down procedure for all
employees to take steps in
emergencies, like fire, MB or
breakdown of safety devices
• Immediate relief or salvaging exercise until expert
help arrives, like first-aid and fir fighting teams
• Inculcating a sense of responsibility to safetyconsciousness in the employees
133. Contractors, Suppliers, Retailers and
Service Agents
•
•
•
•
•
The outside agencies who are involved in the
organisation’s operations may be given necessary
technical training – say knowledge of hazards and
steps to be taken, defects in the products, etc.
Supplier- consequences of supplying defective
components. Standards of quality control system
and product must be mutually agreed
Inward material if brought inside the site of work
must in be informed to security to take necessary
safeguard
Identifying the transit hazards and taking control
measures
Cash carrying safety measures
134. Physical Devices
•
Wide range of physical devices are available to
reduce the probability and severity of loss caused
by various risks.
Categories of physical devices :
Active devices which continuously operate to
reduce the probability of loss-producing event
occurring, like
•
•
–
–
–
–
–
Close circuit TV
Thermostats on boilers and refrigerating equipments,
Guards on power presses and other machines,
Overload and other warning devices
Devices for detecting leakage
135. Physical Devices…….
•
Passive devices which come into operation on
happening of an event, like
–
–
–
–
–
–
–
–
–
Security and alarm system,
automatic fire doors and vents,
Automatic switch off devices
Portable fire extinguishing appliances
Small bore hose reels
Hydrants and sprinklers
Water spray systems
Carbon di oxide flooding systems
First aid and salvaging equipments
136. Statutory and other requirements
• Factories Act, 1948 and amendments; other safety
regulations are to be complied in regard to:
– Safety at work
– Food and drink regulations
– Transport regulations covering aircraft, ships and
vehicles
– Safety of persons in hotels, boarding houses and other
premises to which the public has access
– Safety of persons adjacent to premises in which
dangerous processes are carried on
137. Statutory and other requirements Safety
• Safety norms and implementing the statutory
safety requirements are integral parts of any
loss prevention system.
• Moving and rotating part of machines like
fan belt, conveyor belts etc. should be covered
or fenced
• Machines should operated by trained male workers,
wearing tight fitting clothing
• Lifts and hoists should be of good mechanical
construction, and of sound material and maintained
periodically
• Examination and maintenance of lifting machine, chains,
ropes and lifting tackles periodically
138. Statutory and other requirements- Safety……….
• Workers are to be provided with screens or goggles
for protection of their eyes where process involves
risk of injury to the eyes, like dry grinding of
metals by hand welding or cutting of metals use of
electricity
• Gas cylinders should be stored in enclosed area
with asbestos roofing and preferably with wall
thickness of two bricks with proper ventilating
system
139. Statutory and other requirements……
• Electrical installations should be
proper with no loose wiring, no
open switchboards. Regular
checking of wirings and switchboards
• Installation of right type of Fire
extinguishers at correct places
• Proper training on safety aspects
should be given to all the employees
to ensure safe operations at the site
• The safety instructions as well as the
directions to safety exits should be
prominently displayed at strategic
locations within the factories
140. Physical hazards ----Storage
•
1.
Over stacking up to the roof
Delay the operation of automatic sprinklers and
even if they operate the distribution of water will
be impaired
2. Touch the electrical installations
• Highly congested storage area
1. Denial of access to fire fighters –reduce
efficiency
2. Heat generation
141. Physical hazards ----Storage
• Little or no space between high stacks --- create a
flue effect drawing heat upwards to spread fire
vertically
• Locked warehouses with high stacks --- many a
times small fires which go undetected develop into
a large one (since warehouses are mostly
unmanned )
• Storage in front of open switch boards , near
transformers, adjacent to electrical installations --inception of fire as well as propagation
• Storage in front of fire extinguishers -- denial of
access to the fire fighting appliances
142. Spontaneous combustion---• Certain materials undergo rise in temperature
without application of external source of heat
• When stored in bulk or in close contact with other
materials ---a chemical or physical reaction is
initiated which results in spontaneous
development of heat as a result of oxidation
• Bacterial reaction in organic materials
144. Physical hazards ----Electrical
Installations
• Overloading the circuit----current flowing through the
main supply cables increases as additional current
consuming appliances are introduced into the circuit . Heat
generated in the circuit proportionately increases .
H= I 2 R t
• Loose electrical wirings/ temporary wiring ---increases probability of short circuit
• Open switch boards ---- possibility of combustible
materials settling in between the wires and igniting
subsequently
• Wooden switch boards
146. Faulty electrical wiring------• High tension wires passing over storage in open
• Main switch board inside a warehouse --- in case of
emergency / electrical fire the connections cannot be
discontinued
• Non-industrial lighting in factories
147. Physical hazards-Housekeeping
• Congestion in work place ---insufficient floor space
• Accumulation of chemicals / wastes on the floor at the
work place -- e.g. cut-pieces of cloth in a garment
manufacturing unit
•
• Inadequate safety during hot work-- e.g. necessary
precautions not being taken during welding operations
151. Location and exposure hazards--• Hazardous surroundings---- dry bushes,
hazardous operations in neighboring factories
• No space for fire brigade –
• Buildings in close proximity to each other –
• Temporary sheds
• Remote locations
• Static electricity / frictions from machines ---e.g.
belts passing over pulleys or rollers generating
static sparks
152. Handling the sources of ignition-• Electrical installations---1.
2.
3.
4.
5.
6.
7.
Wirings should be in metal conduits or in
armoured PVC cables
Non-combustible materials to be used for switch
boards
Closed switch boards
Power cables in trenches or through bus bars
No overloading of circuit
Double earthing of machines
No storage in front of switch boards/ inside
panel rooms
153. Handling the sources of ignition-
•
Storage –
1.
2.
3.
Proper stacking and orderly storing
Clear space of one and half to two feet from the roof
Preferably storage in pellets and clear space of one to two
feet from walls
No storage in gangways, staircase , in front of FEA
Space between high stacks –ensure proper air circulation,
space for movement of fire fighting personnel
Main switch outside the storage areas for cutting off
electric supply in case of fire
4.
5.
6.
154. Handling the sources of ignition•
Spontaneous combustion—
1.
Stacks should be spaced from each other as
much as possible
Regular inspection for over heating e.g.
haystacks
Stocks of coal should be upturned at regular
intervals and kept away from main premises
Freshly prepared charcoal should be kept
exposed to air for adequate time before packing
and storing
Oily rags/ cleaning rags should be kept in metal
bins and the bins should be kept away from main
premises
2.
3.
4.
5.
155. Handling the sources of ignition• Waste disposal ---1. Periodic waste disposal should be carried
out and there should be a formal
procedure for the same
2. Wastes should be kept in separate
warehouse away from main blocks
3. Segregation of wastes from other stocks
4. Install fire fighting extinguishers near
waste storages
156. Fixing of Sum Insured
• Sum insured represents the value for which
the customer wishes to insure his
asset/property
• Sum insured represent the maximum
liability of the insurance company in the
event of an accident
• Premium is charged by insurer on sum
insured
• Sum insured can represent:
– Market value or
– Reinstatement/replacement value
157. Fixing of Sum Insured…….
• Market value is a depreciated value. New replacement cost
less depreciation gives the depreciated market value as on
date of taking a policy
• Reinstatement value is the current market price of the plant
and machinery or reinstatement value of the building
• Policy year 1.4.2005 to 31.3.2006
• Original Capitalized cost of Machinery Rs.10,00,00,000 as
on 1.4.1995
• Index for April- March 1994-1995
110
• Index for April-March 2004-2005
190
• Replacement cost of Machinery Rs.10,00,00,000x190/11
=Rs.17,27,27,280
• Deprecation e.g. @ 5% per year for 10 yrs. (-) Rs.8,63,63,640
• Depreciated Market value of Machinery on 1.4.2005 =
Rs.8,63,63,640
158. Fixing of Sum Insured…….
• The settlement of the loss shall be based upon the basis of
sum insured opted for by the insured
• If the sum insured is found less than market value or the
reinstatement/replacement value as the case may be,
underinsurance shall apply
• Example:
•
•
•
•
•
Market value Reinstatement value
Sum insured
Rs.10,00,000
Rs.20,00,000
Value at time of loss Rs.15,00,000
Rs.30,00,000
Loss Rs.600,000;
Loss payable
600000x10/15
600000x20/30
Rs.4,00,000
Rs. 4,00,000
159. Fixing of Sum Insured……
• Reinstatement/Replacement Value:
• Large Plant, machineries, equipments:
– Original capitalised cost as per books of accounts
– Inflation/escalation factor up till inception of the
insurance policy to be added to the value
– This escalation/inflation is done on certain
paramenteters like RBI Index published by RBI for
various machineries and industries. This value
represents the new replacement cost
• For small machineries/equipments the current market
price of new one at which they are available may be treated
as replacement value
160. Fixing of Sum Insured…
• Building: Either of the method can be adopted– Prevailing PWD rate per square meter can be applied to
the total covered area of the building to get the new
reinstatement value; or
– The initial constructed cost is escalated/inflated on the
basis of established parameters to arrive at the current
replacement value
– The improvements done during previous years need to
be added further to the cost
• Stocks: The maximum quantity of stocks at risk
during the previous year is multiplied by prevailing
market cost without profit
161. Fixing of Sum Insured….
• On Market value:
• Plant, Machinery and equipments –
– An average rate of depreciation ranging between
3% - 5% per year is applied to replacement value
• Building– An average rate of depreciation ranging between
1.5% - 5% per year is applied to reinstatement
value of the building
162. Fixing of sum insured….
• Project Insurance:
• Sum insured represents the estimated complete
constructed cost of the project
• However, in case of long duration projects( 3 to 5
yrs) the correct project cost after completion may
be difficult due to uncertain price inflation rate
• To avoid such situation the project cost is declared
for insurance with escalation provision
– The insured gets the advantage of gradual increase in
sum insured as per the percentage of escalation opted.
– Estimated Project cost: Rs.10 crores
– Escalation opted: 25%
– Sum Insured available on last date of project insurance:
Rs.12.50 crores
164. Financial objectives
• Risk/Earnings Ratio Study” of more than
500 multinational corporations finds clear
correlation between good physical loss
prevention and lower earnings-volatility
• Risk control or technique is essential to–
–
–
–
Ensure stability in earning and steady growth
Maximize profit and cash inflow
To reduce the losses and reduce cash outflow
Cost effective cash outflow on control measures
165. Risk Financing
• Risk Cost:
– Control measures- proactive approach
– Payment of losses- post loss approach
• Financing of risk-cost by:
–
–
–
–
–
Payment out of current expenses
Funded or unfunded reserve
Debt or equity financing
Pre or post-loss credit
Forming a captive, a trust, by pooling or through
spread-loss plan
166. Risk financing…..
• Probability and severity of possible losses
– High probability and low severity
– Less probability and high severity
– High probability and high severity
• Capacity to retain the losses
– Cost of potential loss is low
– Cost of the potential loss is large
– Disaster if not managed proves counter productiveEarthquake, floods, storms, etc.
• Transfer of the Risk- Insurance, etc. cost
167. Selection of best technique
• Management Technique depends upon:
– Impact of losses on the finance of the
organization- frequency and severity of expected
losses
– Possible effects of the different techniques on
frequency and severity
– Cost analysis of such techniques
• Most cost effective technique:
– Effective to get desired objectives
– Feasible to implement
– Cost effective- balance between cost of control
and cost of risk
168. Implementation of Management Technique
• Best technique decided on the basis of –
– Feasibility of implementation
– Technical decisions
– Managerial decisions
. Monitoring and improvement
– Achievements as per standard specified or
expected results
– Need for modification/change in the technique
– to evaluate the possible risk level changes in the
business environment.
169. Alternatives to Reinsurance or ART
• Alternative risk financing market- other than Insurance
Market(traditional reinsurance) Or other techniques to
finance the risks
• Most of these techniques permit investors in the capital
markets to take a more direct role in providing
insurance and reinsurance protection, and as such the
broad field of ART is said to be bringing about
a Convergence of insurance and financial markets.
• Need for ART came about when no reinsurance cover is
made available or the risk are not insurable
• Why ART ?
– Tailored to specific client’s requirement
– Spread of risk over time and over many investors
– Risk assumption by non-insurer or reinsurer, capital market,
financers, etc.
170. ART
•
•
•
Another area of covergence is the emergence of pure insurance risk hedge funds
such as Nephila, Fermat, Securis, Coriolis, Pentalia, Goldman Catastrophe Fund,
Stark Catastrophe Fund, Acuance, Soldidum, various Zurich-based funds
managed by [Clariden Leu] Bank and Banque [AIG] and other such funds. These
function economically like fully collaterallized reinsurers (and some of them
operate through reinsurance vehicles, such as Nephila's Posiden Re and
Goldman's Steamboat Re), but take the form of hedge funds. A more specialized
version is Gamut Re, a tranched collaterallized risk obligation managed by
Nephila.
Life insurance companies have developed a very extensive battery of ART
approaches including Life Insurance Securitisation, full recourse reserve funding,
funded letters of credit, surplus relief reinsurance, administrative reinsurance and
related approaches. Because life reinsurance is more "financial" to begin with,
there is less separation between the conventional and alternative risk transfer
markets than in the property & casualty sector.
Emerging areas of alternative risk transfer include intellectual property
insurance, automobile insurance securitization and Life Settlements. It
should be possible to adapt these instruments to other contexts.
Professor Lawrence A Cunningham of George Washington University suggests
adapting cat bonds to the risks that large auditing firms face in cases asserting
massive securities law damages. Professor Cunningham has proposed other
innovative ways to transfer financial risks using alternative risk transfer
mechanisms.
171. ART Market
• Risk takers and investors like reinsurer, life
insurer, banks, traders, capital market
investors
• Intermediaries like insurance brokers,
investment bankers
172. • Key market participants
• Banks, notably JPMorgan Chase, Goldman Sachs, Bank of
America and Citibank.
• Insurers, including AIG, Zurich, USAA and XL Capital
• Reinsurers, notably Munich Re, Hannover Re and Swiss Re both
directly and through their capital markets subsidiaries.
• Brokers including Artex Risk Solutions, Willis, Marsh, Aon
Corporation, Aon Benfield, BB&T Insurance Services and RK
Carvill.
• Consultants, notably AIR Worldwide Corp, EQECAT, Milliman
International, Patterson Martin, Planalytics, Inc., Risk
Management Solutions, Inc, Tillinghast, Lane
Financial,Navigation Advisors LLC, BB&T Assurance Company,
Ltd., ABS Consulting, Belmont Risk Solutions Ltd, The Taft
Companies, Capstone Associated, Mercer (consulting
firm) andWatson Wyatt.
• Turnkey service providers include notably for mid market
companies, Capstone Associatied Services, Ltd.
173. Major benefits of ART
• To increase underwriting capacity and capital
for insurer
• Protection from catastrophic risks for the
society at large
• Broader choice of coverage and earning
stability for corporate
• Opportunity to enter into transactions otherwise
outside the regulatory guidelines for insurance
business
• Protection of the balance sheet from credit risk
174. Alternative risk transfer and
financing techniques
• Finite risk insurance
• Integrated risk management and insuratization
• Insurance securitization and insurance
derivatives
• Contingent capital
175. ART- Finite Risk Reinsurance
• The reinsurance arrangement is in the form of package with
the limits of liability, aggregate loss coverage (Enterprise
wide Risk Management), long term contract
• The client has a programme tailored to its own claims
experience
• It is a multi-year programme, say 5 yrs., so the insurer is not
tied into annual price negotiations
• The client is assured not only of the availability of the
product but also that is not subject to the volatility of price
• The projected investment income from the premiums is
explicitly brought into the calculation of the premium.
• If cover runs loss free during the multi-year term, 80% of
premiums as paid are returnable to the policyholder with
interest
176. ART-Insurance linked
Securities loss capacity
An alternative to catastrophe excess of
•
• Establishes a catastrophe excess of loss market with greater
price stability
• Extend capacity for coverage for a particular territorial area
and/or peril beyond that already available from the
traditional market
• Insurance linked securities appear to be financial instruments
to investors and reinsurance contracts to insurance
companies
• Insurance companies buy cover, or additional cover in
different market places.
177. ART- Securitization
• In catastrophic losses there are constraints in insurance
market. Alternatively Insurer/Reinsurer or even banks could sponsor a
cat bond, which would pass the risk on to investors.
• Securitisation brings about convergence of the insurance and
capital market
• The main form of securitisation is the Catastrophe bond
which range from one year to ten year
• The operation of the peril may put either the principal
amount or the interest on the bond at risk, or both
• the more risk that is brought into the bond, the higher the
pricing for the insurer
• Catastrophe bonds have been bought by banks and other
related institutions and by insurance and reinsurance
companies as risk bearers or financial institutions
178. Alternate to Reinsurance
• Pooling
• Orgainsations with a common purpose will self-insure through
pooling arrangements. Like in USA Municipalities and trade
associations pooling for similar exposers among members,
example workmen compensation
– Large number of small risks, where individual premiums
inadequate to cover individual losses
179. • Self Insurance:
• Reinsurance purchase reduces Insurer’s profit as
there were either no claim or marginal claims
• Where the insurer feel the loss experience is
predictable over a period of time
• The insurer can emphasis on risk management and
exercise control over the claims
• Self-Insurance can be an alternative
• LIC retaining life business, Mediclaim business
being managed by few Non-life Insurance Cos.
180. ART- Captives
• In a group of companies the parent company forms a captive
insurance company to insure the risks of all the group
companies
• The captive company can retain all the risks or purchase
reinsurance protection, it can also provide reinsurance to
other insurance companies
• The premium is invested in the captive company to meet
future losses.
181. Disaster management and Business
continuity Plan
• Any unexpected interruption to a critical
business process, loss of revenue or market
share or damage to reputation and brand, could
have a significant impact on an organisation and,
in extreme cases, the survival of business may
even be threatened.
• A Business Continuity Plan is a roadmap for
continuing operations under adverse conditions
(i.e. interruption from natural or man-made
hazards).
182. Disaster Risk Management
• Disaster Risk Management aims to reduce human
suffering and economic losses caused by natural and
technological disasters.
• It is a strategic and rapid response to disasters and
• promoting the integration of disaster prevention
and mitigation efforts
• into the range of development activities.
183. Disaster Risk Management…
• Disaster arises by– An increase in extreme natural events, primarily due
to climatic change and man made events.
– Increased vulnerability of populations to these
natural events ( damage to life and property)
• Definition of Disaster by Disaster Management Act
2005– Disaster is an event of natural or manmade causes that leads
to sudden disruption of normalcy within society, causing
damage to life and property to such an extent that is beyond
the capacity of normal social and economic mechanism to
cope with.
There are various definitions of BCP in the book
184. • Natural hazards: environmental disaster
Earthquake, volcanic eruption, mass movement (landslide, debris
flow, avalanche), windstorm (including tropical cyclone, tornado,
blizzard etc.), flood, tsunami, drought, forest fire.
• Manmade or organized hazards:
– Act of: Terrorism, Sabotage, War, Theft, Arson, Labour disputes
• Technological hazards:
Industrial pollution, nuclear activities and radioactivity, toxic
wastes, dam failures; transport, industrial or technological
accidents (explosions, fires, spills).
– Industrial disaster- caused by chemical, mechanical, civil, electrical or
other process failures due to accident, negligence or incompetence, in
industrial plant which may spill over to the areas outside the plant causing
damage to life and property
– Chemical Disaster- occurrences of emission, fire or explosion involving
one or more hazardous chemicals in the course of industrial activity or
storage or transportation, etc. causing loss of life, property and
environment
185. • Results of disaster
- high severity of loss
– Substantial loss of life;
- High value property damage;
– Long interruption periods; - Other associated effects
• Second Generation effects:
– Children born with genetic defects; - Growth retardation in
children
– Hormonal chaos among girls; - Ground water contamination
– Skin and gastro-intestinal diseases; - Accumulation of toxins in
vegetables and breast milk
• Emergency: an unplanned event that significantly–
–
–
–
Disrupts normal operations, or
Pose serious threat to persons and property
Cannot be managed by routine response;
Requires a quick and coordinated response across multiple
department or divisions
191. Bhopal Gas Tragedy- Dec. 3-4,1984
- 40 tones of methyl iso-cyanate (MIC) gas released from
Union Carbide plant for ignoring safety standards
-15000 killed, over 500,000 affected.
- People are suffering from Cancer, Tuberculosis, blindness,
trauma, abortion, genetic defects, etc.
192. Features of disaster
•
•
•
•
•
Disaster shall create losses/damages
A disaster can happen at any time
It is always unpredictable
Extent of loss caused cannot be estimated
There is no way to know :
– When it will happen
– What form it will take
• How much impact or damage it will cause
– Total destruction of property/persons
– Partial damage
– No damage but destabilization, evacuation, etc
193. Business operation disruption
• A Business can be adversely affected- short term
or long term by:
• Natural disaster
• Terrorist attack
• Cyber crime
• Fund mismanagement
• Simple malfunction
• Proactive approach: To combat all these events,
we need to have Business Continuity Plan.
194. Business Continuity Plan (BCP)
• A disaster can seriously disrupts usual operations or
processes of a business and can have long term impact
on your normal way of life or that of your
organizations. It could cause severe financial losses and
even threaten survival of business. A disaster can affect
any kind of business activity and its resources
• BCP is:
• A process to minimize the impact of a major disruption
to normal operations
• A process to enable restoration of critical
assets/systems
195. Business Continuity Plan (BCP)…
• Contd……
• A process to restore normalcy to Business as
soon as possible after a crisis.
• It is not just a recovery of information
technology resources
• It is the phase of crisis management that follows
the immediate actions taken to protect life and
property and contain the event
• It is a plan to take actions before, during and
after a disaster. But preparedness is the key.
196. Why to have a BCP ?
• BCP is aimed to minimize the disruption of
operations and ensure early recovery after disaster.
Its objectives are:
–
–
–
–
–
To provide stability
To provide sense of security
To provide reliability of standby systems
To provide a standard for testing the plan
To ensure plan to work effectively during a disaster and
minimize new decision making
• Commitment of the management and all the
stakeholders towards the Business Continuity plan is
essential.
197. Impact of hazards
Network Operations Disruptions
Power
Hardware
Assessment of risks to the organization which
could result in disaster or emergency situations
198. Purpose of BCP
• To manage the risk which could prove disastrous
• To minimize the likelihood of a disaster occurring
• To reduce the time taken to recover when an incident
occurs
• To minimize the risks involved in the recovery process
by making critical decisions in advance in stress free
conditions and not at the time of crisis
199. Features of B.C. Planning
• 1. Risk Reduction- Risk identification and assessment
• 2. Emergency Plan- Prevention/mitigation so that it
could not prove disastrous. Example- evacuation of
staff, preserving important objects and data, etc.
• 3. Business continuity plan- efficient resumption of
business by quick recovery directions and combined
team actions. Key elements for this are continuity of:
• Office services- premises, furniture, stationery, etc.
• Information technology- communication and computer
• Human and other resources- ensure that staff:
– Are aware of alternative arrangements
– Have resources they need
– Are productively employed
200.
201. Business Continuity Plan- key tasks
• Identify which operations and supporting activities
need to be restarted after a disaster
• The maximum acceptable time limits by which
they must restart, and the resources needed to
restart them
• Identify contingencies for the required resources
• Select a cost-effective strategy for restarting
operations
• Develop the BCP to guide and direct restart of
operations
• Test the BCP, train staff in how to use it, and keep
it up to date
202. Strategy for BCP development
• It is necessary to know the damage and impact of the event on
the business before devising a strategy
• Plans should be developed to deal with different phases of
disaster, they may differ from organ. to organ.:
• Crisis phase- first few hours after an event. Incident Control
team to handle
• Emergency phase- potentially threatening situation, need to
monitor the events and take proactive measures
• Recovery phase- after the disaster, may last from few days to
several months—the need is to start essential operations by one
or more recovery teams
• Restoration phase- assessment of damage, repairs/ replacement
till normal operation starts.
• Combination of disaster phases my also be applied depending
upon the situations
203. BCP Process should meet the objectives:
• Business Continuity planning is about maintaining,
resuming and recovering the business, not just the recovery
of IT
• Planning process should be conducted on an enterprisewide basis
• Business impact analysis and risk assessment are
foundation of an effective BCP
• The effectiveness of BCP can only be validated through
testing or practical application
• The BCP and test results should be subjected to an audit
and reviewed by board of directors
• BCP should be periodically updated to respond to the
changes
204. Development of BCP
• It should be• Written so as various groups/teams can
implement when the need arise
• Specific- regarding situations and conditions
under which it should be implemented
• Specific regarding the steps to be taken during
disruption
• Flexible to respond to unanticipated threats and
conditions
205. Cost effectiveness of BCP planning &
Management
•
•
•
•
AttitudeTop management
Criticalitywhat are critical systems/areas
Risks evaluation- which risks to be handled
Investment cost benefit analysis before
implementation of a system
• Downtime for various systems
• Recovery recovery operation using printed
documents and backup taps
• Implementation- Technical team shall decide and
operation team shall carry out implementation
206. Assess Loss Exposure
Definition. of loss exposure: "Any condition or
situation that presents a possibility of loss, regardless of
whether loss actually occurs.―
• In order to manage the potential risk, the business
must first identify the loss exposures: Property(ies) and
causes of loss; then
•Measure the impact each exposure can have on the
business.
•The strategies to control the risk are developed around
those measurements.
207. Assess loss exposure……
• While building these strategies, the business may elect
to retain some of the risks rather than insure or finance
the exposure.
• The retained losses are then paid directly by the
business as they occur.
• For instance, a business may elect to eliminate
collision coverage from certain vehicles on its business
auto policy.
• The elimination of the coverage is an acknowledgement
that the business will absorb the potential costs
incurred in vehicle accidents.
•
208. Assessing Loss Exposures
.
Fire, EQ, etc.
Values
Exposed
Perils
causing
losses
loss to– ppty.,
Income,
persons, liab.
Financial
Consequences
Impact of risks on property, net-income, liability
and personnel
209. Kinds of loss exposures to be
examined
•
•
•
•
Loss to property
Net income loss and consequential loss
Liability
Loss to personnel
210. Identifying and assessing loss exposure
• Methods• Standardized checklist and questionnaire
• Loss history
• Financial statements
• Flow charts
• Inspection reports
• Other records
• Expert – knowledge and experience
Frequency and severity of each exposure
211. Property Loss Exposure
• Types of - Property & Losses:
• Locate those things or those properties which
have value and are exposed to loss.
• Class of property affected- Real and personal
• Cause of loss
• Whether loss is direct or indirect
• Nature of the Organization's interest in the
property
212. Property Loss exposure
• Real property- assets attached to land
– Real estate including land, building , other infrastructure.
• Personal property- moveable (Tangible & Intangible)
Tangible- Items contained in the bldg. or otherwise like:
–
–
–
–
–
–
Money & Securities
Inventory- Raw material, finished goods, etc
Machinery, Furniture, Officer stationery, office equipments, etc
Data processing hardware, software
Records, books of accounts, documents
Automobile, other mobile items, etc
Intangible Items- like Goodwill, copyrights, patents, trademarks etc. For
risk managers valuing intangible assets on the basis of their extra earning
power is much difficult and complicated.
213. Causes of loss
• General classification of perils-the next step is to
identify the perils causing loss
• Natural perils- Acts of God like EQ, Floods,
Tsunami, lightning, rockslide, landslide, volcanic
eruption, drought, hailstorm, etc
• Manmade perils- error or omission by human,
terrorism, pollution, chemical explosion, nuclear fission,
explosion, fraud, forgery, burglary, dishonesty, etc.
• Economic perils- change in consumer taste and
behaviour, exchange rate, inflation, recession,
technological changes, obsolescence, consequences of
war, strike, etc.
214. Financial/Monetary impact
• Monetary impact/effect is – Analysing and
valuing the exposures in monetary terms
• Identify the property and identify the perils that
may operate
• Evaluate the potential loss to property by a peril
• Loss can be direct or indirect:
• Direct loss
– Occurs when there is damage to property
• Indirect loss – consequential losses
– Occurs when a direct loss causes expenses to increase or
revenues to decline (consequential losses)
215. Financial/Monetary impact -Valuation Methods
• There are various valuation standards• Original purchase cost- no depreciation or inflation,
trend or technical changes
• Original cost less book deprecation- not accounting
inflation, trend or technical changes
• Market Value- demand and supply
• Tax appraisal value- taxable value
• Economic or use value- income produced by it
• Reproduction cost- reconstruction or replacing same
property
• New Replacement Cost- replacing with new property
• New replacement cost less physical depreciation
216. Net Income Loss exposure
• Net income=Revenue minus expenses. Loss shall be, when:
– Revenue is reduced ;or
– expenses increased
• Reduction in Revenue: Reasons–
–
–
–
–
–
–
–
Property damaged, lost, destroyed- source is lost
Business interruption or adversely affected
Reduction in revenue due to reduction in turnover(sales)
Loss due records of debtors/receivable get destroyed
Interruption in operations/production
Contingent business interruption- supplier/customer
Loss of profit on damaged finished goods
Loss of rent to owner
• Increase in expenses
– Additional Loss in hiring alternate site (rental value)
– Extra expenses incurred to continue business operations
217. Net Income Loss- Consequential losses
•
•
•
•
Calculation of net Income Loss:
Fixed cost- salaries, rent, insurance, accountancy costs.
Variable cost- Material, daily wages, overtime, fuel, etc.
Overhead costs- depreciation on Mach. & Bldg,
indirect labour in manufacturing unit, Quality assurance
cost.
• Gross profit= Sales- (V.C.+ F.C.+ Overheads)
• Net contribution or Non variable cost= Sale –(gross
profit +V.C.)
• Net contribution of each unit and each product group
shall be determined
218. Liability Loss exposure
• Legal liability- property damage or personal injuries to
others
• Liability arises due to responsibility of care towards
others
• LL arises under:
– Common law
– Statute Law- laws framed by Parliament
– Contract Law
• An organization has to therefore also manage the legal
risks and ensure that it– Operates within law
– Fulfill its legal obligations
– Recognize and handle legal threats
219. Liability Loss exposure….
•
•
•
•
Sources of legal liability:
Ownership of property and its use
Property or goods held in trust or control
vehicles
• Business activity- manufacturing, sale and
distribution of its products or services
–
–
–
–
Public liability including pollution liab.
Product liability
Professional activities
Employers liability