Christopher Mandel

A shift on the presumption of coverage for COVID-19 under workers' comp risks undermining the Grand Bargain.

How you prioritize claims and related activities will have significant effects on how you can contribute to organizational success.

The company that integrates a robust cyber risk management approach and its ERM framework has a distinct edge.

Prescription opioid abuse costs employers more than $25 billion a year, and long-term use hurts even workers who don't misuse them.

Key areas in the spotlight include regulation, consumer-centric progressions, risk circumventions and tech modernisms.

Here is a simple yet comprehensive view of the seven most important factors for managing any risk within your purview.

There is growing interest in taking an integrated approach to casualty claims and benefits programs, breaking down the silos.

Risk leaders must develop a personal vision -- even though that may mean challenging authority -- and must find ways to give back.

Risk leaders must build their teams, however small, and must educate the leaders of the business on exploiting risk for gain -- the upside of risk.

Risk leaders must make themselves essential to others' successes, earning the kinds of points that count among the business' leaders.

Working with ARAWC, Tennessee has introduced a bill to increase "opt-out" options in work comp -- and more states may soon follow.

Risk leaders increasingly need broader experience and capabilities and should hone their skills outside their organizations.

The first of five parts explains what education a risk leader should have, as well as what background in the company and industry.

Risk managers historically bought services separately, but developments -- mostly technology -- should prompt a new look at bundles.

The traditional approach, focusing on expected losses and relying on insurance, can leave important issues unexplored.

The problem is that the corporate culture shuns risk-taking so much that it can inhibit necessary innovation.

Experiences across an array of business functions can help prepare for a career handling the variety of risk exposures that must be managed.

The C-suite rarely has a good view into all its workers' comp risk -- which can be as high as 45% of revenue.

A national coalition has formed to take the benefits achieved in Texas and anticipated in Oklahoma and spread them to other states.

Few organizations even think about the fact that they have a risk culture, and building the right one is crucial.

Traditional risk management is important, but companies need to broaden their thinking and include risks that are not insurable (e.g. financial and strategic).