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A Turbulent Year for the Aviation Industry, Despite Improving Safety

MH 17 Wreckage Denis Kornilov / Shutterstock.com

First, Malaysia Airlines flight MH370 mysteriously disappeared in March, dominating the news cycle and baffling aviation experts, government officials and civilian observers alike. This month, three tragedies in short succession have kept the industry in the hot seat. Malaysia Airlines made headlines once again on July 17 after Flight MH 17, a Boeing 777 flying from Amsterdam to Kuala Lumpur, was shot down over Ukraine. It is now the seventh most deadly aviation crash in history. Exactly who fired on the plane remains unclear, as do many questions of insurance, as war has not officially been declared, despite months of fighting in the region. An act of war would exclude losses from insurance coverage, but remaining uncertainty does as well. Plus, “Unless Russia has declared war on Malaysia, that would knock out the exclusion,” RIMS Vice President Rick Roberts told Mashable. But for it to fall under under terrorism coverage, “someone has to certify that the act that occurred wasn’t a mistake—that it was a malicious act.” The already struggling company may not be able to survive this second disaster, or the reputational devastation.

Ten Deadliest Plane Crashes

Tragedy has further plagued the industry this month. On July 23, a TransAsia flight from Taiwan crashed, killing 48. The next day, an Air Algérie flight from Burkina Faso to Algeria disappeared less than an hour after takeoff in the air space over Mali. Approximately 24 hours later, peasants found the plane’s wreckage near Gao, Mali, and French soldiers dispatched to the scene were able to recover a black box, but no survivors.

Despite the string of disasters, there is no evidence that air travel is in any way more dangerous on the whole. In fact, it is safer than ever before. Nearly three billion people fly safely each year on more than 37 million flights, the International Air Transport Association (IATA) reports, and the global plane accident rate fell to the lowest level in aviation history in 2012. Over the past 10 years, both the crash and fatality rates have trended downward, according to statistics from the Bureau of Aircraft Accidents Archives. But, little more than halfway into 2014, the number of people killed in plane crashes is more than double the total for 2013 (991 and 459, respectively).

Based on BAAA data:

Crashes per year

Deaths per year

Looking back even further, this chart from the Wall Street Journal leaves little doubt that the aviation industry has grown drastically safer:

Deadly flights

While 2014 has been more fatal thus far, the overall number of crashes continues to decrease. There have been 70 commercial-plane crashes globally so far, versus 81 for the comparable period a year earlier, according to Aviation Safety Network, part of the Flight Safety Foundation. Further, the four tragedies do not have any common root causes for their failures.

Insurance Changes on the Horizon

International carriers are feeling most of the strain, and that is likely to have serious implications for insurance premiums. “Given the accumulation of losses, including the loss of Asiana Airlines’ Boeing 777 in San Francisco last year, an explosion causing damage to 20 aircraft in Tripoli recently, and this week’s losses in Africa and Taiwan, these will, altogether, put pressure on the global insurance market,” said Robert Hartwig, president of the Insurance Information Institute. “I expect most of the impact to be focused on international carriers, particularly those operating in or traversing parts of the world that I would characterize as ‘hotspots,’ currently experiencing military or political instability. That would certainly include Ukraine, parts of the Middle East, and parts of Africa.”

While the recent spate of tragedies may leave many travelers wary of getting on a plane, American airlines have less to worry about regarding premiums than their foreign counterparts. There have been are no notable losses this year among domestic carriers, or U.S.-based airlines that fly internationally. As Hartwig pointed out, however, “With a few exceptions, they do not tend to traverse many of those hotspots to begin with.”

In Africa and other developing regions, “you identify accidents in many places that would have happened 30 or 40 years ago in the West, because oversight is lagging,” Dominique Fouda, spokesman for the European Aviation Safety Agency, told the Wall Street Journal. “You also see different accidents linked to local conditions.”

Ukraine Crisis Poses Business Disruption Risk

For any organization with involvement in Russian territory, recently imposed sanctions due to the unpopular Crimean conflict introduces new potential complications affecting operations, supply chain, personnel and communications. The federation is becoming more assertive, bold and confrontational in areas ranging from financial investment to geographic dominance. As a result, there is now a legitimate and immediate reason for evaluating the strength of foreign operational resiliency and sustainability in the context of Russian sanctions.

Fundamental Crisis
Recently, the U.S. passed a bill with overwhelming majority to solidify sanctions over Russia for its forced annexation of Crimea. According to the New York Times, the Obama administration listed 17 banks, energy companies, and investment accounts in its attempts to restrict Russian involvement with the United States. These particular sanctions will freeze any assets in the United States and bar U.S. citizens from doing business with the individuals and firms listed. Additionally, the United States will cut off the export or re-export of American-made products to 13 of the sanctioned companies and will deny export licenses for high-tech products potentially used by the Russian military.

Implications for Risk Managers
Among myriad potential disruptions, a dominant cause for concern during the Crimean conflict is now disruption of connectivity, both locally and at scale. Given the nature of the new “cloud economy” and virtual infrastructure most businesses rely upon, one potential impact of Russian sanctions could be to the fragile structure of the new interconnected world.

The shutdown of communications lines means inaccessibility with international operations and IT servers.

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A loss of network could be significant and substantial. However detrimental this would be, loss of physical network (such as personnel) can be just as damaging, and planning for consequences of this nature often take far more ingenuity than utilizing a simple off-site data backup center.

The Human Network
People are often the most valued and unique asset an organization must protect. If particular sanctions impede the right of Western workers to hold employment in Russia, this could mean inevitable cuts to staff, layoffs and displacement as the company pursues relocation to an unsanctioned territory.

The case of an international workforce disruption raises other questions for companies to consider. For example, how do we replace people? Can we reassign processes? Is there a way to efficiently cross-train or retrain personnel who are still here?

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Have we spoken with local managers, contractors, and operation people to find out what is a critical process or component, and what is not?  These questions will give businesses a framework to move forward.

How are Experts Responding?
Methodically outlining potential risks prior to the events actually happening is key obviously, but oftentimes visualizing scenarios of this nature is tricky. It is impossible to predict exactly what will happen, but in a worse case scenario (specifically relating to Ukraine), any fallout between the West and Russia could result in trade sanctions affecting everything from banks, to human resources, to communication infrastructure.

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Understanding this and moving forward with a contingent plan of action for Russian operations will create a less threatening situation and a more stabilized outcome for businesses who are affected.

Writing on the Wall
As organizations look for answers among the uncertainty that is currently playing out in Russia and Ukraine, one thing is absolute; businesses survive and succeed in fragile situations when a culture of resiliency is embraced. Contingency plans are useless if there isn’t the knowledge, experience and understanding of how to use them.

Sanctions are nothing new and neither is business disruption due to political conflict, though, if any highlight were to come from the current situation in Russia and Ukraine, it would be the need to proactively respond to imminent threats towards business continuity. In reality, for multinational companies heavily invested in the region at this point, there no longer is a choice.

The World’s Most Resilient Cities

Toronto most resilient city

How do you invest, source and expand responsibly?

Picking the right place to do so may make or break your efforts. At least, that’s the theory of London-based property company Grosvenor. With that in mind, the company analyzed 160 data sets to assess the vulnerability and adaptive capacity of the world’s “50 most important cities” to determine which are the most resilient, with resilience defined as “the ability of cities to continue to function as centers of production, human habitation, and cultural development despite the challenges posed by climate change, population growth, declining resource supply, and other paradigm shifts.”

Grosvenor first measured vulnerability by looking at climate threats, environmental degradation (including pollution and overconsumption due to sprawl), resources, infrastructure and community cohesion. For the next half of the equation, according to the Guardian, “Adaptive capacity, or a city’s ability to prevent and mitigate serious threats, was a combination of governance (high value here on democracy, freedom of speech, community participation, transparency, accountability and long-term leadership vision), strong institutions, learning capacity (including good technical universities), disaster planner and finally funding (from budget to credit and access to global funding).”

Of particular note, eight of the weakest 20 cities are in BRIC countries, and some of the cities where population and industry growth are waiting to boom may pose the greatest risks.

New PwC Study Shows Optimistic Shifts in CEO Focus

PwC’s new 2014 US CEO Survey takes the pulse of executives nationwide to get a sense of where the C-suite should be optimistic, what company transformations to expect in 2014, and what impacts may result in the near future. Overall, CEOs have a remarkably positive near-term outlook and expressed far more optimism than in recent years.

This year, 61% of CEOs plan cost-cutting measures–down 12% from last year. Almost 9 out of 10 are pretty sure their company will deliver revenue growth this year, with 36% even thinking it is already certain.

Growth is in for 2014. Indeed, 62% expect to hire more people this year. According to PwC, that is the highest rate of anticipated “headcount expansion” in the last five years.

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CEOs are also looking for ways to capitalize on potential within the existing structure, with 86% predicting that advancing technologies are what will transform their business over the next five years. Further, 36% believe that product and service innovation offers the main opportunity for growth in 2014.

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Some other key trends on the horizon:

Respondents considered the BRIC countries notably less important to future growth, continuing a decreasing focus on these regions since 2011.

BRIC Countries Graph

Transformational trends also showed a move away from focus on political and geographical efforts toward building and strengthening internal resources like technology.

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Transformational trends

CEOs are clearly focusing overwhelmingly on technology for growth. The specific developments generating the most interest for the C-suite are:

Technology Trends