Ashley Easen, Director Risk Control, and Phil Farrar, National Development Director, Risk Management Partners discuss issues of supplier failure and the consequences these can have on the public sector.
For social housing providers, the revised Decent Homes Standard (DHS) - alongside linked reforms such as Minimum Energy Efficiency Standards (MEES) and Awaab’s Law - signal a fundamental shift in expectations.
As we career towards the end of the 2023 Compensation Recovery Unit data tells us that claim numbers have not recovered. Employers’ liability and public liability claim numbers are down. However, what is coming down the track?
Winter is the time of year when properties are more susceptible to expensive claims due to frozen pipes and water leaks, as well as damp and mould. Take preventative action now.
Exploring the tensions between an organisation’s desire to reduce workplace accidents, versus actively encouraging more near miss and non-conformance reporting.
Project and product risk in AI implementation is strongly tied to an organisation’s data maturity and the ability to set robust, focused project parameters. Risk management professionals can be instrumental in supporting successful outcomes.
Following a change to the personal injury discount rates for Scotland and for Northern Ireland (both to +0.5%), expectations are for an increase to the rate for England and Wales too. These changes impact personal injury claims settlements and affect insurance premiums.
The alternative accommodation market is challenging for insurers temporarily re-homing people in the event of a claim, with significant knock-on effects for housing associations and local authorities who are ultimately responsible for ensuring customers are safely and suitably accommodated.
Winners of the ALARM Risk Awards 2026 Partnership Award, Bristol City Council, Zurich Municipal and PwC demonstrate how collaboration, leadership and strategic thinking can help organisations strengthen risk management and can unlock the true value of insurance.
Less than a year since the commencement of Awaab’s Law Phase 1, there is no time to rest on your laurels as the guidance and implementation date of Phase 2 is upon us.
Neighbourhood working is not a programme or initiative but a fundamentally different way of operating, one that requires culture change across all parts of the system. Effective management of risk through change will be central to the work of those who are most successful in the shift to neighbourhood.
