About Brandon Righi

Brandon Righi is RIMS’ former program and content manager.
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Two-Thirds of Latin American Companies Have a Risk Management Policy

Latin AmericaA majority of firms in Latin America (66%) have developed a risk management policy and, of those, 70% make sure that the policy is known throughout the organization.

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From these numbers, it is clear that risk management and enterprise risk management practices have made significant progress in Latin America, according to a joint survey by Marsh Risk Consulting and RIMS of businesses from 15 countries in the region.

But while risk management programs are in place at a majority of organizations in Latin America, much more can be done. Only 42% of respondents reported that their organization’s boards are involved with risk management.

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What’s more, just 21% of respondents said their risk management programs are integrated with strategic planning.

“The report demonstrates that Latin American companies increasingly understanding the competitive advantage and added value risk management brings to their organizations,” said Rodrigo Fajardo, Marsh Risk Consulting Leader for Latin America. “While the trend is encouraging, we must continue to educate Latin American business leaders about the benefits of an integrated and strategic risk management approach by demonstrating its ability to positively impact finances, sustainability and governance.”

The study was released as part of RIMS’ first Risk Forum Latin America, taking place Nov. 9 and 10 in Lima, Peru.

“Latin America’s growing economy offers many opportunities but, before engaging in commerce in the region, it is critical for risk professionals to be able to identify and assess all uncertainties,” said RIMS President Rick Roberts. “The report and RIMS’ forum are aimed at providing practitioners with a better understanding of the region’s risk management landscape and most pressing challenges to make informed recommendations for their organizations.

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Oil Transportation by Rail or Pipeline? A Nation Vacillates

Thanks to some high-profile derailments over the past several months, the zeitgeist is set against the transportation of crude oil by rail.

The latest salvo to appear in a major media outlet is Jon Bowermaster’s Op-Doc “A Danger on the Rails,” appearing in the New York Times on April 21. Bowermaster focuses on oil cars rolling along the Hudson River, but his critiques of these trains are applicable to the national debate as well.

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They are, by now, predictable: the transports are derided as “bomb trains,” and they’re creeping past schools, hospitals, and major urban centers (even within a few miles of Manhattan!).

The production values are good, but Bowermaster ventures deep into NIMBY-ism. He’s not alone: when it comes to the transportation of oil, Americans want it done quickly and cheaply so the economy can keep humming along. Just make sure it’s routed somewhere else.

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Fear of oil trains is nearing fever pitch, but the best alternative—pipelines—earn emotionally charged reactions as well. Take Politico’s thorough investigation of the Pipeline and Hazardous Materials Safety Administration, also published on April 21. Despite the great journalism it contains, editors gave it the inflammatory title “‘Pipelines Blow Up and People Die.’” The authors write:

“Oil and gas companies like to assure the public that pipelines are a safer way to ship their products than railroads or trucks. But government data makes clear there is hardly reason to celebrate.

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Last year, more than 700 pipeline failures killed 19 people, injured 97 and caused more than $300 million in damage. Two of the past five years have been the worst for combined pipeline-related deaths and injuries since 2000.”

So much for an easy decision between rail and pipeline.

If the United States is going to be a leading producer and exporter of oil and gas, we have to transport it from the interior to our ports. And as domestic production increases, the number of accidents will almost certainly increase. If we cast a risk manager’s eye on the situation, where should we invest our money?

The data on rail transportation accidents makes a strong case for pipelines. Christopher Ingraham of the Washington Post put it succinctly in his February article: “It’s a Lot Riskier to Move Oil by Train Instead of Pipeline.” His charts tell the story:

Oil trains clearly have more accidents than pipelines, and in a bad year (like 2013) the amount of oil they spill can dwarf that of pipeline accidents. Oil trains have another huge risk: security. As Bowermaster noted in his documentary, these combustible trains are essentially unguarded and travel through populated areas. A determined terrorist could do a lot of damage with that situation. Pipelines, on the other hand, are buried: out of sight and out of mind.

An April 6 article in Businessweek helps us visualize the magnitude of the risk from rail shipments. Check out the growth since 2010:

While imperfect, pipelines can mitigate much of this risk that’s now moving along the nation’s rails.

Rail transport won’t go away, of course. It’s easily scalable to demand and thus more attractive than building thousands of miles of pipeline that could, in the future, be underutilized. What’s best is a two-pronged approach: pipelines can reduce risk in the most heavily trafficked corridors, and new rail standards can improve the safety of oil trains.

To read more about improving safety requirements for oil trains, see Risk Management Magazine.

The State of the American Manager Is…Weak

Risk managers, understandably, spend most of their time worrying about external threats. But occasionally we are forced to acknowledge that our own organizations can be the most fertile seedbeds of risk.

Gallup’s State of the American Manager report is one of those inputs that should compel organizations to look inward. Gallup lays out startling data on the woeful state of American managers: most are disengaged, compelling their employees to perform at much lower levels. Prevailing promotion and hiring practices are big culprits, as a small minority of people given management roles actually have the skills to succeed with leadership responsibilities. A lot needs to change to recover all of the lost productivity.

According to Gallup, about 82% of managers lack the appropriate skills for their positions. Poor hiring practices beget low engagement with the job and organization: 65% of managers say they are either not engaged, or actively disengaged.

Essentially, managers are phoning it in. Many readers won’t be surprised by this; most of us have had bad bosses at one time or another, and Gallup found that exactly half of American workers have left a job just to get away from a dreadful manager. They also found strong a strong correlation between manager quality and employee engagement:

All told, managers account for “at least 70% of the variance in employee engagement scores across business units.” And it’s powerful to see the effects of low employee engagement on productivity:

What does all of this poor managing cost? Gallup claims the current situation drains $300–$400 billion from the U.S. economy each year.

The extent of this problem, and its effects, are staggering.

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Thankfully, the solutions are easy to articulate. We have vast ranks of unsatisfied and unengaged managers because we are putting the wrong people in leadership positions. Too many organizations plot career paths based on title, not talent.

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A great front-line employee might not be a great manager, but that’s how we typically promote people:

Reason #2 is the other systemic problem: promoting based on seniority. High-performing organizations, on the other hand, promote based on performance rather than who’s next in line for a title change.

Sub-par hiring and promotion practices continue, of course, because overhauling them is a huge job with large up-front costs. Whole company cultures need to be changed in the process. Many (most?) organizations obviously prefer to stick with the status quo.

Are there any quick fixes that can help turn the tide?

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Actually, yes. Something companies can start doing right away: hire and promote more women into management roles:

Access to the full Gallup report can be found here.

Tesla Brings Driverless Technology—and Cybersecurity Concerns—to the Masses

Last week, Tesla Motors unveiled another first for the auto industry: starting immediately, the company will be delivering upgrades directly to vehicles via the Internet.

“We view it the same away as updating your phone or your laptop,” said CEO Elon Musk, as reported in the Wall Street Journal on March 19.

Remote updates for cars was not the only taste of the future that Tesla announced last week. Talk is buzzing even louder about the new “driverless” capability that Tesla’s cars will get this summer (via wireless download, of course). The New York Times says that once your vehicle gets the upgrade, you will be able to turn on an “autopilot” when on major highways.

Tesla’s move further disrupts the traditional way of business in the automotive industry—the direct-to-consumer updates eliminate yet another reason to buy and service through a dealer. The convenience potential to consumers is obvious, and everyone is excited about driverless technology finally being within reach. What could be the downside?

Enter that fear du jour, cybersecurity. Capitol Hill is considering the unpleasant potential of bad guys being able to hack your car’s sophisticated computer system.

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Last year, Senator Edward Markey (D-MA) sent a letter to 20 car manufacturers asking them about their vehicles’ reliance on wireless computing technology and, in turn, the vulnerability of their systems. In February, he published the companies’ replies, and they weren’t completely reassuring (the full report is here).

According to Wired, Sen. Markey found that “nearly 100%” of vehicles sold today use wireless connections that could be used to access “sensitive systems or [to] compromise privacy.” Combine these findings with the recent exposé on 60 Minutes—where a DARPA hacker demonstrated the ability to hack into a Toyota Prius and gain control of the vehicle’s braking and acceleration—and you have a pretty good understanding of why Sen. Markey is concerned.

Manufacturers that responded to the Senator’s inquiry gave mostly ambiguous answers about the cybersecurity of their products. Some said they encrypt information such as driving history and physical location, while others admitted that they don’t use encryption.

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The same is true for third-party testing of vehicle cybersecurity—some do it, but many do not.

Tesla was one of three companies that chose not to respond to Sen.

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Markey’s questions. Do concerned consumers have cause to worry? After all, last year, Chinese hackers publicized their successful hack of a Tesla, although they limited their efforts to unlocking the doors and opening the sunroof.

The company is generally tight-lipped, but Musk has said that he is committed to security. He recently stated at a tech conference that “one of the key areas of focus for the company is…protecting…self-driving software from malicious attacks.”

Let’s hope so. A breach of self-driving software would, of course, be a much bigger problem than the Chinese hack of the car’s more superficial systems. And the non-response to Sen. Markey’s investigation would then start to resemble a self-inflicted wound.

For more on the risks of computerized vehicles, see “Robots Take the Wheel” in the March issue of Risk Management.