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Managing Risk:
How To Maximize Performance In Volatile Times
Policy changes, geopolitical conflicts, volatile financial markets, and industry disruption. In today’s level of unprecedented change, risk readiness has fallen to its lowest point in over a decade. Which risks are on the horizon and how are leaders preparing for the unknown?
Top 10 Risks
The Global Top 10 Risks: How would you rank them?
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5. INCREASING COMPETITION
7. COMMODITY PRICE RISK
9. FAILURE TO INNOVATE / MEET CUSTOMER NEEDS
8. CASH FLOW / LIQUIDITY RISK
10. REGULATORY / LEGISLATIVE CHANGES
6. CYBER ATTACKS / DATA BREACH
2. DAMAGE TO REPUTATION / BRAND
3. ACCELERATED RATES OF CHANGE IN MARKET FACTORS
4. BUSINESS INTERRUPTION
1. ECONOMIC SLOWDOWN / SLOW RECOVERY
Click to learn more about each risk
Despite the increased regulatory clampdown on emerging industries such as technology, this risk has dropped considerably from the number two spot just a decade ago.
The increased speed in the way we do business has led to lowest level of risk readiness in 12 years.
The impact of natural disasters and cyber attacks push Business Interruption risk further up the Top 10.
Cyber risk retains its number one ranking in North America and becomes risk managers’ top concern.
Companies struggle with the pace of change in today’s digital economy and many don’t know how to effectively meet customer needs.
Back in the Top 10 for the first time since 2013, commodity price risk has increased likely driven by increased volatility across the global economy.
Another re-entry into the Top 10, Cash Flow/Liquidity Risk’s ranking reflects the increasing economic uncertainty.
Across industries, disruptive technologies and new business models are profoundly transforming business – increasing competition across the board.
Damage to reputation and brand can come from anywhere.
Economic Slowdown/Slow Recovery emerges as the number one risk for organizations.
Choose your top risk to reveal its global ranking
1
1
1
1
Economic Slowdown / Slow Recovery
Economic Slowdown / Slow Recovery
Economic Slowdown / Slow Recovery
Economic Slowdown / Slow Recovery
Business Interruption
Business Interruption
Commodity Price Risk
Commodity Price Risk
From geopolitics to the next high-tech revolution, business leaders are navigating through unprecedented change. As the shifts in year-over-year risk rankings show, managing volatility while maximizing performance is a permanent C-suite priority. Explore the global Top 10 risks uncovered in Aon’s 2019 Global Risk Management Survey.
2
2
2
Damage to Reputation / Brand
Damage to Reputation / Brand
Damage to Reputation / Brand
Companies are finding it harder and harder to predict how market factors can impact business operations – thanks in part to the speed of change in the global economy and greater connectivity. Risk transfer is also made all the more difficult when some of these risks are uninsurable.
Every business faces the risk of a reputation event that cuts to the core of how their company is perceived. And the combination of our 24/7 news cycle with widespread use of social media puts brands at risk and has long-term negative consequences, both in public perception and in the marketplace.
The arrival of Industry 4.0 - where a business’s entire operations are connected and operated via the Internet of Things, cloud computing and big data, is reshaping traditional operations – and even replacing them entirely.
Despite certain industries, such as power and utilities, highlighting this risk as number one globally, the risk has dropped in the rankings to number 10.
The increasing pace of change – and the latest technological developments − mean that not only are new products and services being developed but there are now new ways of delivering and consuming them. All this piles the pressure on an organization to innovate and meet evolving customer needs efficiently.
There’s no argument that technology generates greater opportunities for businesses – but it also creates bigger risks.
The amount of cash and liquidity available to a business is not only connected to the global economy but the number seven risk – commodity prices. Any fluctuations in the cost of raw materials will directly impact an organization’s operational costs – which hits cash flow and liquidity.
Large-scale natural disasters such as hurricanes, typhoons, and wildfires, not only devastate local communities - but also cause ripple effects across increasingly global supply chains.
Commodity prices have always been subject to the vagaries of the global economy. This time around, fluctuations in the costs of raw materials have been caused by extreme weather conditions, political instability, rising interest rates, the strength of the U.S. dollar, and financial market pressures in some emerging markets. Adding to the uncertainty has been the impact of trade wars between the U.S. and several major economies.
At the height of the global financial crisis a decade ago, this risk was number one. Fast forward to 2019 and it’s back in the top spot. This time - it’s connected to accelerated rates of change in market factors, globalization, and geopolitical uncertainty.
This risk is projected to climb the Top 10 over the next few years – especially as more and more household brand names fall victim to increasing competition and failure to innovate.
On the regulatory front, the high cost of compliance could also contribute to cash flow risks. A report for the U.S. Chamber of Commerce Foundation claims that federal regulations alone are estimated to cost the American economy as much as $1.9 trillion a year in direct costs, lost productivity, and higher prices. In addition, regulatory compliance costs to businesses with 50 employees or fewer are nearly 20 percent higher than the average for all firms.
Commodity price risk scored a similarly high ranking (at number five) exactly 10 years ago, when political uncertainty and market volatility, loomed large. Such similarity illustrates the interconnectedness of commodity price risk with the state of the economy.
Since the new model typically offers customers better value at a much lower cost, those clinging to the old business model are in danger of losing ground with many pushed out of business.
3
3
3
Accelerated Rates of Change in Market Factors
Accelerated Rates of Change in Market Factors
Accelerated Rates of Change in Market Factors
The C-suite, particularly CEOs and CFOs, selected Economic Slowdown as their top risk.
Reputation events as costly for companies since rise of social media.
twice
The rise of this risk suggests that interconnected factors such as trade policy, regulatory changes, and geopolitical tensions are converging and causing concern to business leaders all over the globe.
$3.86 million
Average cost of a data breach
$653 billion
the combined economic losses in 2017 and 2018 due to weather - related events.
2
=
=
#38
#22
#16
#14
#10
#28
#34
#32
#38
#3
#6
#8
4
4
4
Business Interruption
Business Interruption
Business Interruption
Accelerated Rates of Change in Market Factors
Accelerated Rates of Change in Market Factors
4
Increasing Competition
Increasing Competition
Cyber Attacks / Data Breach
Cyber Attacks / Data Breach
5
5
5
Increasing Competition
Increasing Competition
Increasing Competition
The risk of cyber attacks / data breach first appeared in the Top 10 in 2015. And, as these headline - grabbing figures increase over time, the risk is projected to rise even higher in the next three years.
Source: Pentland Analytics with Aon plc.
RISK LEVEL
6
The slide in ranking is likely to be driven by the recent deregulation efforts of pro-business politicians in many parts of the world, such as the U.S., the U.K., Australia, Brazil, Hungary, Italy, Poland and Spain.
According to the Ponemon Institute, the global average cost of a data breach in 2018 is up 6.4 percent over the previous year - to $3.86 million.
During these calamities, business interruption accounts for a much higher proportion of the overall loss.
2017’s NotPetya cyber attack is a reminder of the convergence of the digital and physical world. The digital attack demonstrated that global commerce can be impacted with severe financial consequences.
Respondents from the telecommunications sector see increasing competition as a number one risk. This is likely due to a saturated market in which companies have to aggressively compete to gain market share.
6
6
6
Cyber Attacks / Data Breach
Cyber Attacks / Data Breach
Cyber Attacks / Data Breach
8
The appearance of this risk in this year’s Top 10 highlights the constantly changing business environment − and the evolving roles of risk managers and insurance markets.
These disruptive innovations can deliver important benefits to businesses and consumers, in terms of new and better services - and better prices. However, they can also create tremendous challenges, causing a significant shift in profitability.
7
7
7
Commodity Price Risk
Commodity Price Risk
Commodity Price Risk
From trade wars to escalating geopolitical risks, economic slowdown surfaces as a top risk around the world – and across industries. Because of the cut in capital spending during an economic slowdown, businesses in construction, rubber, plastics, stone and cement, machinery and equipment manufacturing sectors also rank economic slowdown/recovery as a number one risk.
Respondents* say that they have a loss of income related to commodity price risk.
The interconnected nature of this risk has it in the top five spot across four regions. It is particularly acute in Asia Pacific, where it is the number one risk.
Due to the intangible and uninsurable nature of this risk, companies tend to underrate it. However, studies show a direct correlation between a hit to a company’s reputation and shareholder value. While brand and reputation can be considered intangible - a reputational crisis can have a substantial impact on a company’s financial future.
10
Economic Slowdown / Slow Recovery
Economic Slowdown / Slow Recovery
Damage to Reputation / Brand
Damage to Reputation / Brand
Failure to Innovate / Meet Customer Needs
Failure to Innovate / Meet Customer Needs
Cash Flow / Liquidity Risk
Cash Flow / Liquidity Risk
45%
8
8
8
Cash Flow / Liquidity Risk
Cash Flow / Liquidity Risk
Cash Flow / Liquidity Risk
When we break it down by industries, banks, government agencies, health care, insurance and technology companies consider cyber attacks / data breaches as a number one risk. These industries hold personally identifiable information or rely heavily on digital advances to improve operational efficiency and increase their competitiveness – and tend to be the most targeted for an attack.
Source: Aon’s 2018 Weather, Climate & Catastrophe Insight Annual Report
2009
2011
2013
2015
2017
2019
Companies may not be seeing regulation as a top risk but this does not mean that they are ignoring it all together. In fact, it’s become an important part of their competitive strategy. Organizations are now viewing regulation as an opportunity to create a competitive advantage over their peers.
Risk #6
Risk #9
Risk #3
Risk #8
Risk #4
Risk #9
Risk #5
Risk #7
9
9
9
Failure to Innovate / Meet Customer Needs
Failure to Innovate / Meet Customer Needs
Failure to Innovate / Meet Customer Needs
As companies look to innovate to stay ahead of the competition, talent - related questions arise: do we have the skillsets needed to transform the business?
Impacting both costs of goods across imports and exports, more than half of industry sectors have commodity price risk listed in their Top 10s.
*Respondents to Aon’s 2019 Global Risk Management Survey
In addition to natural disasters and cyber attacks, geopolitics – from political unrest to sanctions - can cripple operations, including the cancellation of contracts and threaten overall business continuity.
This risk is projected to rise to the #3 spot in the next few years
10
10
10
Regulatory / Legislative Changes
Regulatory / Legislative Changes
Regulatory / Legislative Changes
Among the C-suite, Chief Counsels selected this risk as their top one- up three spots from 2017. This is likely due to the detrimental impact on brand stemming from various reputation events.
Risk #9
Risk #5
Regulatory / Legislative Changes
Regulatory / Legislative Changes
Around the World, Regions View Risks Differently
Each part of the world has its own particular set of risks but, as the global economy becomes more connected, the ripple effects of events in one region can quickly impact another.
EUROPE
MIDDLE EAST & AFRICA
NORTH AMERICA
LATAM
APAC
Use the toggle below to see how different regions view their risks and how those might shift over time.
Accelerated Rates of Change in Market Factors
Economic Slowdown / Slow Recovery
Accelerated Rates of Change in Market Factors
Cyber Attacks / Data Breach
Economic Slowdown / Slow Recovery
Accelerated Rates of Change in Market Factors
Economic Slowdown / Slow Recovery
Economic Slowdown / Slow Recovery
Cyber Attacks / Data Breach
Damage to Reputation / Brand
1
1
1
1
1
1
1
1
1
1
Cyber Attacks / Data Breach
Failure to Innovate / Meet Customer Needs
Exchange Rate Fluctuation
Business Interruption
Cash Flow / Liquidity Risk
Commodity Price Risk
Economic Slowdown / Slow Recovery
Economic Slowdown / Slow Recovery
Damage to Reputation / Brand
Increasing Competition
2
2
2
2
2
2
2
2
2
2
APAC
APAC
Europe
Europe
LatAm
LatAm
Middle East & Africa
Middle East & Africa
North America
North America
Commodity Price Risk
Commodity Price Risk
Political Risk / Uncertainty
Exchange Rate Fluctuation
Failure to Attract or Retain Top Talent
Economic Slowdown / Slow Recovery
Accelerated Rates of Change in Market Factors
Economic Slowdown / Slow Recovery
Increasing Competition
Business Interruption
3
3
3
3
3
3
3
3
3
3
Economic Slowdown / Slow Recovery
Commodity Price Risk
Accelerated Rates of Change in Market Factors
Cash Flow / Liquidity Risk
Failure to Innovate / Meet Customer Needs
Cyber Attacks / Data Breach
Damage to Reputation / Brand
Commodity Price Risk
Damage to Reputation / Brand
Economic Slowdown / Slow Recovery
4
4
4
4
4
4
4
4
4
4
Business Interruption
Accelerated Rates of Change in Market Factors
Commodity Price Risk
Damage to Reputation / Brand
Political Risk / Uncertainty
Increasing Competition
Business Interruption
Business Interruption
Aging Workforce & Related Health Issues
Accelerated Rates of Change in Market Factors
5
5
5
5
5
5
5
5
5
5
Cyber Attacks / Data Breach
Business Interruption
Cyber Attacks / Data Breach
Business Interruption
Accelerated Rates of Change in Market Factors
Cash Flow / Liquidity Risk
Failure to Attract or Retain Top Talent
Cash Flow / Liquidity Risk
Increasing Competition
Cash Flow / Liquidity Risk
6
6
6
6
6
6
6
6
6
6
Workforce Shortage
Failure to Innovate / Meet Customer Needs
Cash Flow / Liquidity Risk
Regulatory / Legislative Changes
Increasing Competition
Business Interruption
Increasing Competition
Cash Flow / Liquidity Risk
Cash Flow / Liquidity Risk
Cyber Attacks / Data Breach
7
7
7
7
7
7
7
7
7
7
Cyber Attacks / Data Breach
Regulatory / Legislative Changes
Commodity Price Risk
Cyber Attacks / Data Breach
Capital Availability / Credit Risk
Failure to Innovate / Meet Customer Needs
Disruptive Technologies
Distribution or Supply Chain Failure
Increasing Competition
Failure to Innovate / Meet Customer Needs
8
8
8
8
8
8
8
8
8
8
Accelerated Rates of Change in Market Factors
Interest Rate Fluctuation
Failure to Innovate / Meet Customer Needs
Increasing Competition
Exchange Rate Fluctuation
Disruptive Technologies
Failure to Attract or Retain Top Talent
Capital Availability / Credit Risk
Capital Availability / Credit Risk
Regulatory / Legislative Changes
9
9
9
9
9
9
9
9
9
9
Regulatory / Legislative Changes
Damage to Reputation / Brand
Failure to Innovate / Meet Customer Needs
Increasing Competition
Failure to Innovate / Meet Customer Needs
Business Interruption
Distribution or Supply Chain Failure
Concentration Risk (Product, People, Geography, etc.)
Capital Availability / Credit Risk
Failure to Attract or Retain Top Talent
10
10
10
10
10
10
10
10
10
10
Companies surveyed in North America see cyber attacks / data breach as a number one threat. With increased connectivity across systems and devices comes increasingly sophisticated cyber risks. Such vulnerabilities can appear across an organization’s people, operations and supply chain – impacting end consumers and threatening overall business continuity.
In Latin America, experts say the region’s economy has weakened due to a downturn in global trade, elections in many of the region’s countries, and shifting investor sentiment for emerging-market assets. All of these factors have pushed economic slowdown to the overall top risk for the region.
Companies in the Middle East also see economic slowdown as a top threat. Falling oil output, together with restrained government spending, could blight some key economies in the Middle East and North Africa over the coming year, with Saudi Arabia, Kuwait and Oman expected to be hit particularly hard.
Companies surveyed in Asia-Pacific consider reputational damage to be a number one risk. This has likely been driven by several major events in the region, including sanction violations and criminal charges against global brands and officers.
Accelerated rates of change and economic factors are Europe’s top two risks - thanks in part to uncertainties surrounding the U.K.’s planned exit from the European Union. Despite Brexit, the European economy is expected to grow for the seventh year in a row at a moderate pace in 2019, with expansion forecast in every member state.
Current Top 10
Current Top 10
Current Top 10
Current Top 10
Current Top 10
Current Top 10
Current Top 10
Current Top 10
Current Top 10
Current Top 10
3-Year Projection
3 Year Projection
3 Year Projection
3 Year Projection
3 Year Projection
3 Year Projection
3 Year Projection
3 Year Projection
3 Year Projection
3-Year Projection
Food, Agri & Bev
Food, Agri & Bev
Professional Services
Professional Services
Technology
Technology
Manufacturing
Manufacturing
Power
Power
Financial Institutions
Financial Institutions
Construction
Construction
Energy
Energy
Aviation
Aviation
Life Sciences
Life Sciences
Whether flight delays caused by natural disasters or large-scale cyber breaches halting operations, the aviation industry faces significant exposure to unpredictable external forces that disrupt operations. Regardless of industry, as cyber risk continues to evolve, risk management teams need to be more actively involved in bridging the gap between technical cyber risk assessment activity and the enterprise risk management framework.
Banks, government agencies, health care, insurance and technology companies all consider cyber attacks/data breaches as their top risk. This is down to these industries all being entrusted with personally identifiable information and, in the case of some, access to a client’s financial accounts. As these industries all move towards digital transformation, the connection points for a breach also multiply. This risk is projected to remain the top risk for the industry in three years’ time.
The agribusiness sector is heavily influenced by fluctuations in global commodity prices, which in turn hits supply and demand of some of the most traded commodities such as wheat, soybeans, and corn. The industry is significantly reliant on natural resources and weather patterns – from crop production to the availability of water. As commodities are traded in major global currencies, the industry is vulnerable to shifts in pricing – all of which impact the entire food supply chain.
Top risks
Top risks
Top risks
Top risks
Top risks
Top risks
Top risks
Top risks
Top risks
Top risks
As digital transformation continues, organizations will increasingly require "digital-ready" talents, which are often scarce internally and highly competitive to obtain externally. Companies that are unable to match talent needs with the business strategy could run the risk of being outpaced by faster-moving competitors.
The unpredictable macro-environment is reflected within the construction industry. As companies face increased uncertainty from issues such as Brexit, ongoing U.S. trade negotiations, and rising geopolitical conflicts in Asia, Latin America and the Middle East, less capital is allocated towards large-scale construction projects. Despite the uncertainty, the sector indicates higher levels of risk readiness than years prior.
Banks, government agencies, health care, insurance and technology companies all consider cyber attacks/data breaches as their top risk. This is down to these industries all being entrusted with personally identifiable information and, in the case of some, access to a client’s financial accounts. As these industries all move towards digital transformation, the connection points for a breach also multiply. This risk is projected to remain the top risk for the industry in three years’ time.
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While Regulatory / Legislative Changes has slid down the global rankings, respondents from the power/utilities sector still see it as their top risk. As the industry faces strict rules related to safety, global air and water standards and price reporting, climate change and shifting weather patterns further complicate the regulatory landscape.
While economic slowdown is a top risk today, workforce shortage and an aging workforce have emerged as key risk areas within the manufacturing industry.
Over a quarter of energy companies utilize captives to manage their risk profile. Some of the common reasons for captive use include control over terms and conditions of cover being offered, cost efficiency, the tactical use of (re)insurance market pricing capacity, and managing retained risk within a complex organization in a structured way.
The agribusiness sector is heavily influenced by fluctuations in global commodity prices, which in turn hits supply and demand of some of the most traded commodities such as wheat, soybeans, and corn. The industry is significantly reliant on natural resources and weather patterns – from crop production to the availability of water. As commodities are traded in major global currencies, the industry is vulnerable to shifts in pricing – all of which impact the entire food supply chain.
Life sciences companies project that, in three years’ time, Accelerated Rates of Change in Market Factors will be their top risk. External factors such as regulations, mergers and acquisitions activity, and new market entrants are top of mind for the industry.
Likely linked to large-scale breaches and various high-profile investigations into data privacy practices, technology companies have a higher cyber risk ranking than their peer groups.
Regulatory / Legislative Changes
Cyber Attacks / Data Breach
Cyber Attacks / Data Breach
Regulatory / Legislative Changes
Accelerated Rates of Change in Market Factors
Business Interruption
Damage to Reputation / Brand
Economic Slowdown / Slow Recovery
Economic Slowdown / Slow Recovery
Commodity Price Risk
Commodity Price Risk
Economic Slowdown / Slow Recovery
Commodity Price Risk
Failure to Attract or Retain Top Talent
Cyber Attacks / Data Breach
Damage to Reputation / Brand
Cyber Attacks / Data Breach
Commodity Price Risk
Economic Slowdown / Slow Recovery
Cyber Attacks / Data Breach
1
1
1
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1
1
1
1
1
1
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1
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Risks by Industry
Accelerated Rates of Change in Market Factors
Accelerated Rates of Change in Market Factors
Commodity Price Risk
Damage to Reputation / Brand
Economic Slowdown / Slow Recovery
Damage to Reputation / Brand
Disruptive Technologies
Cash Flow / Liquidity Risk
Accelerated Rates of Change in Market Factors
Economic Slowdown / Slow Recovery
Cyber Attacks / Data Breach
Cyber Attacks / Data Breach
Economic Slowdown / Slow Recovery
Cash Flow / Liquidity Risk
Commodity Price Risk
Business Interruption
Business Interruption
Climate Change
Disruptive Technologies
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
Distribution or Supply Chain Failure
2
Accelerated Rates of Change in Market Factors
Accelerated Rates of Change in Market Factors
Capital Availability / Credit Risk
Accelerated Rates of Change in Market Factors
Business Interruption
Accelerated Rates of Change in Market Factors
Failure to Attract or Retain Top Talent
Cyber Attacks / Data Breach
Capital Availability / Credit Risk
Failure to Attract or Retain Top Talent
Accelerated Rates of Change in Market Factors
Business Interruption
Accelerated Rates of Change in Market Factors
Increasing Competition
Failure to Innovate / Meet Customer Needs
Capital Availability / Credit Risk
Business Interruption
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
Distribution or Supply Chain Failure
From regulations to digital transformation, risks vary across industries. What are the top risks by industry?
Disruptive Technologies
3
3
Economic Slowdown / Slow Recovery
of workers in the manufacturing industry are 45 and older.
50%
Global risk ranking for Loss of Intellectual Property / Data.
#
34
Current Top 10
Current Top 10
Current Top 10
Current Top 10
Current Top 10
Current Top 10
Current Top 10
Current Top 10
Current Top 10
Current Top 10
Current Top 10
Current Top 10
Current Top 10
Current Top 10
Current Top 10
Current Top 10
Current Top 10
Current Top 10
Current Top 10
Current Top 10
3-Year Projection
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3-Year Projection
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3-Year Projection
78%
2019
Increase in the completion of cyber risk assessments:
vs.
2017
69%
Rise in ranking for cyber attacks / data breach in Technology
Dip in risk readiness* today compared to two years ago.
Higher level of risk readiness* today compared to two years ago.
Risk ranking for Life Sciences, due to extensive investments in R&D.
45%
+3
8%
Regulatory/Legislative Changes are the top risk for this industry.
Commodity Price is the industry’s number one risk.
Banks view cyber attacks / data breach as their number one risk.
Decline in risk readiness* today compared to two years ago.
Economic Slowdown / Slow Recovery is the number one risk.
Higher level of risk readiness* today compared to two years ago.
dip in risk readiness** today compared to two years ago.
Higher level of risk readiness* today compared to two years ago.
Higher level of risk readiness* today compared to two years ago.
Nine industry sectors rate failure to attract/retain top talent as a top 10 risk.
The global manufacturing industry is expected to experience a deficit of more than two million workers by 2020.
#
Dip in risk readiness* today compared to two years ago.
2%
26%
3%
11
+5%
3%
9%
2%
98%
of Energy companies* use a captive.
Business Interruption is the number one risk.
18%
40%
**Risk readiness related to the global top 10 risks.
*per respondents of Aon’s 2019 Global Risk Management Survey.
*Risk readiness related to the global top 10 risks.
*Risk readiness related to the global top 10 risks.
*Risk readiness related to the global top 10 risks.
*Risk readiness related to the global top 10 risks.
*Risk readiness related to the global top 10 risks.
*Risk readiness related to the global top 10 risks.
*Risk readiness related to the global top 10 risks.
IL PROFILO DI RISCHIO DI OGNI AZIENDA VARIA IN FUNZIONE DELL'AREA GEOGRAFICA E DEL SETTORE DI APPARTENENZA.
LOS PERFILES DE RIESGO VARÍAN SEGÚN LAS REGIONES Y LAS INDUSTRIAS.
RODZAJE ZAGROŻEŃ RÓŻNIĄ SIĘ W ZALEŻNOŚCI OD REGIONU – ORAZ BRANŻY.
RISIKOPROFILE UNTERSCHEIDEN SICH NACH BRANCHE:
LA TYPOLOGIE DES RISQUES VARIE SELON LES RÉGIONS ET LES SECTEURS.
OS PERFIS DE RISCO VARIAM ENTRE REGIÕES E INDÚSTRIAS.
RISK PROFILES VARY ACROSS REGIONS – AND INDUSTRIES.
How Does Your Industry Stack Up?
How Does Your Industry Stack Up?
Risk
Risk
Risiko
Risiko
Risque
Risque
Rischio
Rischio
Mit welchen besonderen Risiken ist Ihre Branche konfrontiert? Welche Risiken sind zukünftig zu erwarten? Wie lassen sich Schwachstellen in Chancen verwandeln?
English
English
German
German
French
French
Italian
Italian
Quais riscos são únicos da sua indústria? Quais riscos estão por vir? Como você pode transformar vulnerabilidade em oportunidade?
Quels sont les risques isolés auxquels votre secteur est confronté ? Quels sont les risques à venir ? Comment pouvez transformer la vulnérabilité en opportunité ?
¿A qué riesgos específicos se enfrenta tu industria? ¿Qué riesgos hay en el panorama? ¿Cómo puedes convertir la vulnerabilidad en una oportunidad?
Z którymi unikalnymi ryzykami musi mierzyć się Państwa branża? Jakie ryzyka czekają na horyzoncie? W jaki sposób możecie Państwo zamienić zagrożenia w biznesową szansę?
Quali sono i rischi che affronta il tuo settore? Quali sono i rischi che si prospettano nel futuro? Come si può trasformare la vulnerabilità in opportunità?
What unique risks does your industry face? Which risks are on the horizon? How can you turn the vulnerability into an opportunity?
Risks Vary By Industry – Industry Reports Available in 8 Languages
Risks Vary By Industry – Industry Reports Available in 7 Languages
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Risco
Risco
Obtenha classificações de risco para mais de 30 indústrias
Get risk rankings for over 30 industries
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How Risk-Ready Is Your Organization?
Aon’s 2019 Global Risk Management Survey uncovers the global economic and trade concerns that are causing companies’ risk-readiness to hit an all-time low, impacting the C-suite’s ability to manage volatility and maximize performance. Which risks are on the horizon and how are leaders preparing for the unknown?
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Executive Summary
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