GE Capital now off the ‘Too-Big-To-Fail’ list

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GE Capital, the financial services arm of American multinational conglomerate General Electric, recently welcomed good news following its removal from the Financial Stability Oversight Council (FSOC)’s list of ‘Too-Big-To-Fail’ capital providers.

This marks the first time that the FSOC — the US government’s watchdog that identifies and monitors excessive risks to the country’s financial system — has lifted Systematically Important Financial Institution (SIFI) designation off a non-bank financial company.

A company that gets the SIFI designation becomes subjected to stricter regulatory scrutiny, tightened capital planning and stress-testing requirements.

The council gave the designation in July 2013 due to several issues such as GE Capital’s leading position in various funding markets and dependence on short-term wholesale funding.

FSOC determined that its failure could threaten the financial stability of the country and thus be subjected to the supervision of the Federal Reserve and tightened prudential standards.

During the time of designation, GE Capital was one of the country’s biggest financial services companies based on assets and an important credit source.

The company has worked with regulators for over a year and made drastic strategic changes to lift the council’s designation.

It has divested about $272 billion (£200 billion) of bank and nonbank assets and transformed its funding model, significantly reducing the use of and dependence on short-term funding.

GE Capital also went through a corporate reorganisation. It is now mainly comprised of three business lines: GE Capital Aviation Services, Energy Financial Services and Industrial Finance.

It also reorganized its legal entity structure by merging GE Capital into GE and transferring all its businesses and assets to a new intermediate holding company called GE Capital.

The firm has decreased its total assets by more than 50 percent and also reduced its interconnectedness with huge financial institutions.

On June 28, 2016, FSOC finally repealed the designation following a thorough review and engagement with GE Capital in the past year.

The Council’s rescission of GE Capital’s designation is the result of a methodical analysis of risks that is in keeping with the law and the lessons of the financial crisis” said Treasury Secretary Jacob J. Lew in a press release.

The Council designated GE Capital in 2013 after identifying a number of key concerns, including the company’s reliance on short-term wholesale funding and its leading position in a number of funding markets. Since then, GE Capital has made fundamental strategic changes that have resulted in a company that is significantly smaller and safer, with more stable funding. After a rigorous review and engagement with the company over the last year, the Council determined that based on these changes, the designation is no longer warranted.”

Since its founding in 2010, FSOC has named four nonbank financial companies that could pose a threat to the country’s financial stability. These include property/casualty insurance company American International Group (AIG) and life insurers MetLife and Prudential Financial. MetLife successfully challenged the designation in the federal court, with the federal government now appealing the decision of the District Court.

Sompo Canopius forms partnership with Mexican Insurer GNP

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Lloyd’s (re)insurer Sompo Canopius has just announced strategic partnership with Mexican insurer, Grupo Nacional Provincial (GNP). The companies released a joint statement on the 28th June that detailed the arrangement, which will allow both parties to develop new business and insurance products for the Mexican market.

The collaboration will leverage GNP’s position as a leading domestic insurer in Mexico and taking Sompo Canopius’ specialist underwriting expertise to the market.

The strategic partnership will also enable GNP to widen its portfolio as one of the top underwriters to include international risks through access to Sompo Canopius’ multiline Lloyd’s of London Syndicate 4444.

Stuart Davies, CEO of London-based Sompo Canopius, said “We are looking forward to working with GNP as we develop our strategic partnership. The combination of our underwriting skills and specialist expertise, and GNP’s understanding of the local market and established distribution, will allow us together to develop new business and broaden our knowledge base

GNP CEO Mario Vela enthusiastically described the new partnership with Sompo Canopius as an exciting development for the Group. “Our partnership with Sompo Canopius will provide us with an increased international exposure through their position at Lloyd’s and enable us to expand our product range to meet the growing local demand for specialist insurance products”.

Guy Carpenter acted as adviser to GNP on the partnership formation.

Brand reputation – A delicate risk to manage

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Giant Swedish box retailer IKEA is voluntarily recalling over 35 million dressers in North America after six children in Canada and the United States died from tipping and entrapment accidents linked to the furniture.

Ikea

The chests of drawers did not meet US safety standards although they did meet European and Chinese safety standards. Even so, China has complained that they are being excluded from the recall program.

IKEA’s reputation is suffering from the publicity of 6 child deaths and their decision to not recall the same furniture in Europe and China because it meets safety standards in those regions. Such product accidents and recalls are only one example of how bad press can taint or destroy a brand’s reputation.

Often it does not matter what steps a company takes to address such issues such as a recall, the memory of such incidents can forever tarnish consumer trust in a brand.

Why is a brand’s reputation important

A strong brand reputation provides greater profits. A reputational value incorporates four basic consumer elements: perceptions, expectations, unique intellectual property assets and business relationships.

We live in a time where relationships have never been stronger or more important in terms of how consumers base their buying decisions. That is why so many executives put so much effort into protecting their brand reputation.

According to one survey, over three fifths of chief executives said they believed corporate brand and reputation represented more than 40% of their company’s market capitalization. Yet it is a very difficult thing to protect against.

The actions of a single employee can destroy a brand reputation, a poor executive decision can affect a brand’s reputation, a faulty product, poor customer service or a dissatisfied customer can all be responsible for tarnishing a brand’s reputation.

Japanese auto brands were all subject to reputation risks and damage when Honda had to recall faulty airbags. Often, reputation risks are not limited to a company itself. Damaged reputations can occur through association. In the Honda case because the automaker is Japanese, all of the other Japanese automakers were associated with Honda by consumers.

Honda-Takata-airbag-recall

If one brand experiences a fault such as the airbag issue, consumers start worrying that all Japanese automakers are experiencing the same problem or share the same safety or quality faults. This makes trust dip and consequently sales.

Protecting a brand’s reputation is a key driver in today’s environment compelling companies to follow strict hiring, manufacturing and safety protocols as well as thoroughly vetting and dealing with respectable vendors. They do their best to ensure a high level of customer service, safety and satisfaction yet sometimes things go wrong.

How can a brand protect its reputation

There is no easy answer to this question. Going back to the example of IKEA the furniture problem was discovered after it was sold, and even though it comes with a kit to secure the furniture to a wall to prevent tipping accidents it is impossible for the company to ensure that every consumer will properly install the anchors or even use them.

Because it is difficult to protect a brand’s reputation it is very important for companies to have a good crisis management plan and recovery execution strategy in place. Another important step companies are taking is long-term financial reporting of reputational risks to help executives make smarter project and business choices that limit or reduce the exposure of reputational risks occurring.

Several insurance companies now offer reputational risk products designed to prevent, protect or mitigate attacks on a brand’s reputation from all types of events such as social media negative campaigns, recalls, accidents such as oil rig explosions and product contamination.

Zurich Insurance, the first insurer to develop a stand-alone Crisis Management policy according to a report published by the Chartered Insurance Institute (CII), provides covers that respond to reputation damaging events. However, it seems the product is reserved to only very large customers as Zurich does not actively market it.

Other companies such as Tokio Marine Kiln and Liberty, according to the CII report, provide the most advanced products in response to brand and reputational damage as both products are relatively new and provide cover for Loss of Revenue in addition to Crisis Management costs.

Reputation management has become a big business in itself with ever greater attention being given over to finding new ways of protecting a company’s most valuable asset-their reputation.

Sometimes, despite the best efforts of a company, their brand reputation cannot be repaired or saved. Findus, is a case in point. The company, based in Grimsby, England, was famous for its line of frozen food products.

Findus-horse-meat-scandal
Findus – Beef Lasagne contained Horse meat

In 2013 Findus was caught in a big horsemeat scandal when tests revealed that their beef lasagna products actually contained up to 100% horsemeat. This scandal left the company in shreds and it has not been able to overcome the damage to its reputation.

Now, the Findus brand is disappearing from the shelves and the products they produce will be launched and marketed under new names.

Tesla driver death highlights risks from self-driving vehicles

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Assigning liability might be the greatest problem that the advent of self-driving vehicles poses to insurers. The first confirmed death of a motorist in an autonomous car indicates that nobody knows who is liable in such cases.

Joshua Brown was using the “autopilot” feature when his Tesla Model S collided with a semi-tractor in Florida on 7 May, news reports indicate. The car failed to stop when the truck pulled in front of it, the Florida Highway Patrol reported. Brown, a known Tesla enthusiast was killed in the accident.

The Model S was knocked clear of the highway and landed in a nearby field. One of the first men to reach the wrecked vehicle claims a Harry Potter movie was playing on a DVD player in the car, Reuters reported. Another witness told Reuters that he heard no movie playing when he reached the crash scene.

A highway patrol officer did find a DVD player with a Harry Potter video on it in the wrecked car, Reuters reported. The possibility that Brown was watching a movie instead of the road reinforces charges that autonomous vehicles encourage reckless behaviour on the part of motorists.

What is Tesla’s liability

The obvious liability issue for Tesla is whether the autopilot failed to detect the semi-tractor and the trailer it was pulling. The autopilot system is supposed to detect vehicles and other objects and brake or steer around them as you can see in one of the video posted by Mr Brown early April of this year before his death.

Witnesses said the Model S did not stop but kept going straight into the trailer. An unidentified Tesla spokesman admitted that the sensors in the vehicle might not be able to distinguish white vehicles like the truck involved in the accident from sunlight.

An even greater issue is who was ultimately at fault; Brown for behaving irresponsibly, or Tesla for encouraging his behaviour with claims about its autopilot features. Brown’s family obviously has a case against Tesla and its CEO Elon Musk; who has bragged about the autopilot’s capabilities in the past.

The case can certainly be made that Tesla assumed liability for Brown’s actions; by designing a feature that performs some of the driver’s functions. The liability is enhanced by Tesla’s claims that the autopilot is capable of steering the vehicle under certain conditions.

The limited evidence available from news articles indicates that Tesla has inadvertently assumed liability for the damage done in the accident. That will have to be determined by American courts – a process that will take years.

Tesla has taken some steps to limit the liability created by self-driving features. Last year The Wall Street Journal reported that the Model S contains a feature that allows it to automatically pass other cars. This feature is apparently activated by hitting the turn signal.

The thinking is that by pressing the turn signal button the driver assumes liability for the vehicle’s actions. The impetus is put on the driver to assume that conditions are safe enough to let the car operate autonomously.

What is the driver’s liability

That ploy might not help Tesla in the Brown case because the vehicle was travelling straight and not passing. The liability issue is cloudy; because Brown had the ability to take control of the car at any time, but he failed to do so.

Such liability is an important issue in the United States because it may determine who will pay any claims arising from accidents. Is Tesla at fault, or was Mr. Brown and now possibly his heirs.

If Tesla is found at fault, it could create a precedent for American auto insurance companies to refuse to pay claims in cases involving autonomous vehicles. A related issue is whether Mr Brown, or his heirs, assumed liability for the inherent risks when he activated the autopilot.

Tesla; or an insurer, might argue that Brown created unnecessary risks by abusing the autopilot system. That of course raises the questions of whether there was a legal contract requiring Brown to behave in a certain way while using autopilot. A related question is did Brown break such a contract by watching the movie instead of the road?

The existence of such a legal relationship or contract; would necessitate the existence of a policy designed to cover those circumstances. If no such policy exists, the question has to be raised did Tesla violate mandatory insurance laws by putting a vehicle with autopilot of on the road?

An even more troubling question is was Brown driving without insurance when he was using autopilot. If no existing policy covered his special circumstances, it can be argued that Brown was violating Florida law which requires insurance for all motorists; even if he had paid for standard auto coverage. It might also be argued that Tesla violated the law by making the autopilot available, without providing insurance coverage for it.

New insurance products will be needed

There is one clear lesson that insurers can learn from the Brown tragedy. New insurance products will have to be designed to cover autonomous cars, because present liability standards are inadequate.

A new kind of policy that covers the both the driver and the manufacturer might be necessary for self-driving vehicles. That raises many other questions; including who will cover the costs of such a policy?

The Brown case demonstrates that insurers may have to go back to the drawing board and create an entirely new class of policies for autonomous vehicles. Such products might be necessary, because traditional notions of liability may not apply to claims arising from accidents involving self-driving vehicles.

Bitcoin risk grows with market

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The risks associated with bitcoin are increasing rapidly, because the market for the popular cryptocurrency has exploded in recent months. Growing market instability; and increased popular doubt about the viability of currencies like the Euro, the Chinese Yuan and even the Pound Sterling, heave greatly increased the value and risks associated with bitcoin.

The greatest risks associated with bitcoin are the dramatic fluctuations in its price. BitThe price of a bitcoin rose by £163 ($220 USD) between 30 March and 29 June, 2016. Bitcoins were trading at £305 apiece on 30 March, 2016 and £468 on the morning of June 29. Coinbase reported that Bitcoin values reached a high of £566 on 19 June, 2016 – the day before the Brexit vote.coins trade on a market that can be dramatically disrupted by current events.

The price of a bitcoin rose by £163 ($220 USD) between 30 March and 29 June, 2016. Bitcoins were trading at £305 apiece on 30 March, 2016 and £468 on the morning of June 29. Coinbase reported that Bitcoin values reached a high of £566 on 19 June, 2016 – the day before the Brexit vote.

coindesk-bitcoin-price-index-chart
Coindesk bitcoin price index chart

 

What is a Bitcoin anyway

A bitcoin is an asset consisting of a chain of digital signatures; or addresses, stored in an open-sourced ledger called the blockchain. A high level of encryption and the use of unique characters theoretically make the bitcoin tamperproof.

Theoretically a bitcoin is supposed to contain a permanent record of value; so anybody can verify ownership, and the amount of assets stored. The purpose of the bitcoin is to transmit value through digital means. Other benefits; include anonymity, and secrecy from regulators, tax collectors and law enforcement.

Although many people view bitcoin as a currency, its legal status is a matter of opinion. Most regulators and legal authorities view bitcoin as an asset, while many users view it as a currency. Bitcoin’s legal status is in flux because has not yet been determined by courts or legislators.

Legal status of Bitcoin is uncertain

The currency’s legal status in the English-speaking world might be determined by a court case in the American state of Florida. A judge in the case is being asked to rule whether Bitcoin is a currency or personal property, American Banker reported.

The case involves a man named Michel Espinoza, who attempted to use bitcoin for money laundering. Espinoza’s attorneys are arguing that bitcoin is not currency, so their client is innocent.

The Espinoza case might be appealed to higher courts, which could lead to a binding legal precedent on the status of bitcoin in the United States. That precedent might influence rulings in other countries such as the United Kingdom.

China’s parliament; the National People’s Congress, might set another important precedent for bitcoin with a law creating a legal definition for virtual property. The law would determine what rights Chinese have to use Bitcoin and how it is valued in the People’s Republic.

The Espinoza case and the Chinese law might resolve the biggest quandary bitcoin poses for insurers: how to classify the asset. The lack of a legal definition is probably the major reason why insurers; and underwriters, have steered clear of the product. A legal definition would enable the creation of binding policies.

Bitcoin and Insurance

There have been a number of attempts to analyse Bitcoin for insurance purposes. The UK-based company Elliptic provides risk analysis and intelligence, about illicit activities and other threats to blockchain based products.

Some security companies including BitGo specialise in bitcoin and blockchain. Security firm BitGo offers a secure digital wallet for bitcoin similar to PayPal and a number of other solutions.

At least one US company; Great American Insurance Group has written policies that cover bitcoin assets. Great American is a regional insurer based outside Kansas City, in the Midwest.

Other major insurers have researched bitcoin but not acted upon it. Lloyds issued an Emerging Risk Report on bitcoin in June 2015.

Risks to Bitcoin assets

The major risks associated with bitcoin assets are market losses and theft via hacking.

Market losses can be dramatic, between 20 June and 22 June, 2016; a bitcoin lost £119 of its value. The digital asset hit a high of £565 ($764 USD) on June 20 that fell to £446 ($603 USD) on 22 June, just two days later.

Bit coin trader protesting in front of Mt Gox office
Bit coin trader protesting in front of Mt Gox office

The danger of theft via hacking was demonstrated in 2013, when 850,000 bitcoins worth an estimated £333 million ($450 million USD) were stolen from the Mt. Gox exchange in Tokyo by cyber crooks. Many of the coins were taken directly from the Mt. Gox hot wallet. Since Mt. Gox was used for 70% of global bitcoin transactions at the time, that theft represented a major loss.

Bitcoin is a popular target for thieves because of the high level of anonymity it provides. More recently it has been used in other criminal activities; including extortion schemes involving ransomware. Administrators at Hollywood Presbyterian Medical Center in Los Angeles paid extortionists 40 bitcoin worth $17,000 USD to remove ransomware from computers on 5 February 2016.

The main danger from bitcoin is as a disruptive force in the future because of the small amounts available. The total value of all bitcoins in circulation worldwide on 29 June, 2016 was estimated at £7.35 billion ($9.928 billion) by blockchain.info.

Despite that, bitcoin represents a technological revolution in money transfer; that all insurers will have to contend with sooner or later.

PIB Insurance Brokers launches new telematics product

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The insurance brokers PIB have launched a new telematics policy and fleet insurance product, almost immediately following their acquisition of Channel Insurance Brokers.

The new product will use telemetry data to develop a focused risk management solution that ultimately reduces costs for fleet operators.

This marks a significant achievement for PIB Insurance Brokers that will help them and their clients. The telemetry data gathered on a regular, monthly basis will be compiled into reports, which will then be given to fleet operators.

Along with the monthly reports will come personalised risk improvement advice, tailored to the performance of each business.

This new policy will primarily place evidence on vehicle telemetry and driver behaviour monitoring in order to create a three-year risk management programme by brokers and insurers.

The risk management data this new telematics product gathers will score drivers on their performance. It is designed to help fleet managers identify specific areas of improvement, based on evidence gathered.

By reaching performance targets companies will then be able to reduce risks, including the frequency, fluctuation and severity of motor-related insurance claims. Ultimately, by preventing accidents wherever possible it will reduce insurance premiums.

The product has already been made available to numerous UK companies in a wide variety of industries. Sports brands, coach operators, couriers and waste and haulage heavy goods vehicle operators have already adopted it.

It’s no wonder that the new product has taken off. This new telematics product has definitely handed more control back to clients. Through its use, they can benefit greatly. It allows PIB to work in-depth with fleet companies, ensuring their claims are managed proactively and costs are kept to a minimum.

It also creates a more sustainable insurance environment for businesses and brokers in the long term.

Towergate’s New Specialty Market in London

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Towergate has formed a specialty underwriting division exclusively for the London Market.

John Murphy and Glenn Marshall, best known for their roles at international underwriting agency DUAL, have agreed to join the firm specifically to work in the new division.

Murphy and Marshall originally joined DUAL back in 2012 as senior underwriters. Murphy is a seasoned veteran in the London market who started his career at MW Payne Syndicate back in the 1970s. In turn, Marshall began his liability career at Lloyds back in 1986.

Adrian Brown, the CEO of Towergate Underwriting, remarked that the important hires were “indisputable evidence that we (Towergate) are attracting the very best talent in the market… to take a leading position in this space.”

After heading the special liability business at DUAL for the last three years, acquiring Murphy and Marshall is certainly significant. This also comes as Towergate has recently announced the hiring of another heavyweight in the industry, Martin Joyce. He will head Towergate’s regional specialty business based in Manchester.

Upon the hiring of Joyce, Brown commented that Towergate was “cracking on, seizing upon numerous opportunities to review and refresh our (their) broker proposition.”

This new venture by will write a general liability portfolio, including employer’s liability, public liability and product liability. It will be based on the new underwriting floor at Towergate’s Mitre Street office.

The new specialty underwriting division for the London market is all part of the strategy Towergate is implementing, which includes their nine point turnaround plan and two year integration project. The initiatives are designed to drive new business opportunities and strengthen the infrastructure of the organisation.

With these initiatives and the three high profile new hires, it’s obvious that Towergate are positioning themselves as leaders in their area. We will keep a close eye on any developments or future news with the underwriting expansion.

P&I Club succeed in upholding anti-suit injunction

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The Shipowners Mutual Protection and Indemnity Association of Luxembourg has pursued a matter against Containerships Denizcilik Nakliyat Ve Ticaret AS and Yusuf Cepnioglu.

The ultimate result of the action is that the English Court has upheld the anti-suit injunction that prevented a party to the action from pursuing direct rights of action against P&I Club in Turkey.

The court protected the Club’s contracted right to an English arbitration, as a priority to a direct right conferred in Turkish law. This was an important decision, as it brought the relationship between both English and foreign courts into greater focus.

As a result of the action, many questions were raised regarding the effect of European regulations on English principles when there is a conflict of law.

Back to the beginning

The action started as a result of the Yusuf Cepnioglu going aground at Mykonos back in March 2014. The vessel was a total loss, and cargo claims were made against the Turkish Charterers and Owners.

Arbitration against the Owners began in London, as well as proceedings against the Club in Turkey. Pursuing security for claims, they relied on a Turkish statute which gave the right to claim losses directly from the owners’ P&I insurer and the Club.

In return, the Club sought an order from the English Court to continue the existing anti-suit injunction and restrain the Turkish Charterer from continuing the action in Turkey.

It was argued by them that because the insurance contract had an English law arbitration clause, they could justifiably have the claim brought against them pursued through arbitration in London.

This had significant consequences, as under English arbitration the Club was entitled to rely on their “pay to be paid” clause as a defence to the claim. If the matter was pursued in Turkey, it was more likely the claim wouldn’t provide the defence needed to defeat the action. 

The court’s decision

What the court needed to decide was whether, under English law, the right of direct action could enforce the contract between the Club and Owners.

Alternately, a claim could be pursued to enforce an independent right of recovery against the Club.

In the end, the court followed the approach taken during a 2014 action by the London Steam Ship Owners Mutual Insurance Association, against the Kingdom of Spain and Prestige No. 2.

They held that allowing the Turkish proceedings to continue would deprive the Club of their contractual right to have the arbitration held in London. From the Club’s standpoint, the Turkish proceedings were both vexatious and oppressive.

The anti-suit injunction was allowed to continue, preventing the Turkish Charterers from continuing their proceedings in Turkey.

Whistleblowing: Is it a risk worth taking

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To blow or not to blow? That is the question.

In a world where critical information is increasingly digitised and less secure, people who work in organisations where they know ethical or legal wrongdoing is taking place are more often facing the question of whether to blow the whistle or keep quiet.

The answer often lies in whether the wrongdoing is harming the public good or has the potential to do so, in the government’s eyes.

When the whistle-blower exposes conduct that the government believes is fraudulent or criminal, he is immune from termination.

According to the United Kingdom’s government, workers covered include employees, such as office or factory workers, police officers or NHS employees.

Such employees cannot be gagged by confidentiality agreements stipulated in settlements. Complaints protected by the UK’s whistle-blower laws include:

Criminal offences, e.g. fraud

  • A person’s health or safety is jeopardised
  • The environment has been harmed or is at risk of damage
  • The employer is violating the law in some way.

Sounds easy, right? You see something wrong and you blow the whistle by going to the government or the press. But there are risks. Even if the law seems to be on the whistle-blower’s side, employers can blackball the individual, making future employment in the field hard to find. Although the whistle-blower might be entitled to keep his job, the employer can make life on the job miserable (e.g. scheduling and work environment), or at least less than optimal.

But in the United States, such problems are sometimes mitigated by lucrative cash rewards paid by the government. The False Claims Act allows whistle-blowers who alert the government to fraudulent claims made against it, typically by federal contractors.

The law dates back to 1863 when Congress was concerned about contractors overcharging the Union Army for supplies during the Civil War, and was updated in 1986 to increase cash rewards whistle-blowers can receive from double to treble damages, and raise penalties from $2,000 per false claim to a range of $5,000 to $10,000 per claim.

In 2012, four whistle-blowers shared a $250 million payout (£161 million) for exposing fraud by Britain’s biggest pharmaceutical maker, GlaxoSmithKline. Because the U.S. government buys so much medicine from Glaxo, its Department of Justice fined the company about $3 billion for allegedly giving doctors gifts, such as getaway vacations to exotic locales, in exchange for their agreements to prescribe its drugs to patients for whom the U.S. Food and Drug Administration had not given approval.

The UK, in 2014, considered offering such cash incentives to whistle-blowers but ultimately decided against it, concluding they have no real impact on the amount of whistleblowing that takes place.

But what happens when the question of wrongdoing is not so cut and dried? In the WikiLeaks case, former US Army Private First Class Bradley Manning, an intelligence analyst, was sentenced to 35 years in prison in 2013 for leaking classified information.

National Security Agency contractor Edward Snowden is living in exile in Russia to avoid facing trial in the United States for his disclosure of classified documents to WikiLeaks founder Julian Assange.

While the government is incredibly angry with Manning and Snowden, some people consider them national heroes, especially Snowden, who has exposed the government’s highly controversial program where innocent civilians’ communications was subjected to surveillance in its war on terror.

ERGO Insurance enters Thai Market

German insurance company ERGO has entered the growing Thai market by acquiring 40% of Thaisri Insurance.

The German company made the purchase in late May, in a strategic move to strengthen their presence in a key Asian market and to further pursue international growth.

Thailand’s non-life insurance market offers excellent growth opportunities at the moment, for investors and insurers from other nations seeking to expand their reach.

At present, premiums are expected to rise by 7% each year between 2016 and 2020, making the Thai market highly profitable. What’s more, net combined ratios remain in the low 90s.

Within this growing market, Thaisri specifically offers a wide range of options, including property-casualty insurance and products that focus on motor and property insurance.

The Thai insurance company reported a record income in 2015, equivalent to €50 million, with €8.9 million in profit. They now have 450 employees and 70 offices and service centres nationwide. Such a growing, successful company makes an excellent investment for ERGO.

With this transaction completed, ERGO now has a 40.26% stake in Thaisri, with the company’s founders retaining a majority 59.7% share. Wrapping up the deal relies on the usual regulatory approval.