Literatura académica sobre el tema "Mutual Safety Insurance Company"

Over the last 10 years there has been a growing trend among automobile insurance companies to become involved in road safety engineering programs. While the involvement of insurance companies in driver education and vehicle design initiatives is common, insurance company initiatives aimed at the engineering element of road safety is a relatively new trend. This research summarizes the major road safety engineering programs undertaken by six insurance companies in Australia, Canada, and the United States, and presents some of the results achieved. The research finds that the immediacy of the benefit derived from road safety engineering improvements, coupled with an expanding knowledge base in this field, are contributing to the growth in interest in road safety among insurance companies. The financial interest of insurance companies in reducing crash frequencies and severities, as well as any related positive public image that road safety advocacy can generate, will likely mean that more insurance companies will be exploring avenues for participation in road safety programs. Opportunities exist for cooperation between the insurance industry and transportation engineers, and they should be pursued for mutual benefit. Although the ultimate responsibility and authority for roads should remain with public agencies, the incentive and emphasis that insurance companies place on road safety provide a unique opportunity to help reduce the daily risks that we face in a mobile world.

Patient perception and the organizational and safety culture of health professionals are an indirect indicator of the quality of care. Both patient and health professional perceptions were evaluated, and their degree of coincidence was measured in the context of a mutual insurance company (MC Mutual). This study was based on the secondary analysis of routine data available in databases of patients’ perceptions and professionals’ evaluations of the quality of care provided by MC Mutual during the period 2017–2019, prior to the COVID-19 pandemic. Eight dimensions were considered: the results of care, coordination of professionals, trust-based care, clinical and administrative information, facilities and technical means, confidence in diagnosis, and confidence in treatment. The patients and professionals agreed on the dimension of confidence in treatment (good), and the dimensions of coordination and confidence in diagnosis (poor). They diverged on confidence in treatment, which was rated worse by patients than by professionals, and on results, information and infrastructure, which were rated worse by professionals only. This implies that care managers have to reinforce the training and supervision activities of the positive coincident aspects (therapy) for their maintenance, as well as the negative coincident ones (coordination and diagnostic) for the improvement of both perceptions. Reviewing patient and professional surveys is very useful for the supervision of health quality in the context of an occupational mutual insurance company.

Background: Patient safety (PS) is a key factor in reducing or even eradicating adverse incidents and events. Many health organizations promote strategies to improve PS, while also pointing out the importance of measuring it. For more than eight years, our institution has developed strategies focused on improving PS-culture among our personnel. The goal of this paper is to analyze the PS-culture between the years 2009 and 2017. Methods: A cross-sectional survey focused on PS, and developed by the American Agency for Healthcare Research and Quality (AHRQ), was conducted in 2009 and in 2017 among all healthcare workers at Mutualia, anonymously and voluntarily. Results: The overall response rate was similar in both 2009 and 2017 (37.2% and 38.5%, respectively). The average rating obtained showed a significant improvement over the period (7.7 vs. 8.1; p < 0.05). Itemizing by question, the main strengths were found in management support, organizational learning and continuous improvement, and, especially, in teamwork. Regarding weaknesses, the two lowest scores were those which refer to the balance between clinical safety and workload and the freedom to question the decisions made by superiors. Conclusions: The results obtained from the PS-surveys show that the overall PS-culture in our institution has increased, suggesting that the strategies focused on the improvement of PS-culture were well adopted among our personnel. The overall score places Mutualia at similar levels to those reached by the AHRQ and Spanish National Health System.

This study investigate non-linear programming problem that is, quadratic programming and its application to portfolio management. The data of return on asset of five different insurance companies namely: AIICO, LINKAGE, NIGER, MUTUAL BENEFIT, and LASACO insurance company was collected and a model was fixed. These data were analyzed using quadratic programming in conjunction with LINGO software. The result of the analyzed data revealed that the allocation of fund for each insurance companies should be done with the same percent for LINKAGE, NIGER, MUTUAL BENEFIT and other percent to AIICO insurance company respectively with increment of 24% on return.

A mutual insurance society is one of the basic forms of conducting insurance activity. It is characterized by a very wide range of options which its founders and subsequently entitled members have in order to choose the organizational and systemic model of operation, to change it in the course of business, to define the concept of membership, to create various categories of members and provide them with different rights and duties, to determine the powers of statutory bodies, and, above all, to apply the method of mutuality. The Insurance and Reinsurance Activity Act regulates the basic legal framework of mutual companies, while referring quite a number of issues to the Polish Commercial Partnerships and Companies Code. This does not alter the fundamental principle on which the company's activity is based, namely that its articles of association play an extremely important role, which is much greater than in the case of public limited liability companies, and that members of a mutual insurance society enjoy considerable freedom to conduct business and categorize its members, which is unparalleled for other legal forms of business activity.

This article aims at discussing a legal regulation relating to commercial activities of mutual insurance companies which is provided for in the Insurance and Reinsurance Activity Act, Accounting Act and the Regulation of the Minister of Finance on Specific Accounting Principles of Insurance and Reinsurance Companies. It explains the concept of commercial activity of mutual insurance company, as well as the dominant principle of mutuality. A fundamental part of the article is an attempt to interpret Article 111 paragraph 3 of the Insurance and Reinsurance Act, under which premiums from non-members of the mutual insurance company cannot constitute more than 10% (ten percent) of the gross premiums written. According to the authors, the rules for collecting premiums provided for in the Regulation on Specific Accounting Principles of Insurance and Reinsurance Companies, which are thoroughly discussed herein, are of key importance in this respect. In addition, the article also explores the effects of exceeding the limit provided for in Article 111 paragraph 3 of the Insurance and Reinsurance Activity Act, as well as the issue of settling the commercial profits.

ABSTRACTThe paper firstly examines the way in which U.K. mutuals operate and the forces which are leading mutuals to consider demutualisation. Demutualisation is normally accomplished by a Scheme of Transfer under Section 49 of the Insurance Companies Act 1982. The role of the directors and actuaries is discussed, including the impact of the Institute's latest Guidance Note (GN15).The protection of policyholders' reasonable expectations, the value of membership rights and the basis of dealing with any orphan surplus are the central problems. The paper examines them in the context of both the open fund and closed fund situation and shows how they may be resolved.A simple model is used to project the financial position of both an open and closed fund in a demutualised company. The relative advantages and disadvantages of each indicate that different courses of action may be appropriate for mutuals in differing financial positions.

AbstractThe paper firstly examines the way in which U.K. mutuals operate and the forces which are leading mutuals to consider demutualisation. Demutualisation is normally accomplished by a Scheme of Transfer under Section 49 of the Insurance Companies Act 1982. The role of the directors and actuaries is discussed, including the impact of the Institute's latest Guidance Note (GN15).The protection of policyholders' reasonable expectations, the value of membership rights and the basis of dealing with any orphan surplus are the central problems. The paper examines them in the context of both the open fund and closed fund situation and shows how they may be resolved.A simple model is used to project the financial position of both an open and closed fund in a demutualised company. The relative advantages and disadvantages of each indicate that different courses of action may be appropriate for mutuals in differing financial positions.

Thesis (M.S.)--Massachusetts Institute of Technology, Dept. of Urban Studies and Planning, 1986.
MICROFICHE COPY AVAILABLE IN ARCHIVES AND ROTCH.
Includes bibliographical references.
by John Charles Wolter.
M.S.

När nya politiska regleringar införs på en marknad kan det få konsekvenser för alla aktörer på marknaden. Det kan påverka både deras verksamhet och deras relationer. Syftet med denna uppsats är att få en ökad förståelse för hur relationen mellan företag på försäkringsmarknaden förändras inför en större politisk förändring och vilka faktorer som kan spela in. För att undersöka detta intervjuas företrädare för försäkringsbolag och försäkringsförmedlare inför det kommande direktivet om försäkringsdistribution (IDD). För att undersöka hur relationerna förändrats används en modell av relationen som grundar sig i bland annat Anderson och Narus (1990) forskning om relationens beståndsdelar och hur dessa hänger ihop. För att undersöka vilka faktorer som påverkar hur förändringen går till används en modell av Hadjikhani, Thilenius och Pourmand (2009) som förklarar hur politiska förändringar kan påverka företag, både direkt genom lagstiftning och indirekt via andra företag. Slutsatserna som dras är att: Relationerna mellan försäkringsbolag och försäkringsförmedlare påverkas av regleringar såsom direktivet om försäkringsdistribution (IDD) och att relationen börjar förändras redan innan regleringen trätt i kraft. Vilken relation två företag har till varandra influerar till vilken grad företagen utsätts för direkt och indirekt påverkan inför förändringar i politiska regleringar. Graden av indirekt påverkan de olika företagen utsätts för kan påverka relationen mellan företagen. En politisk förändring kan innehålla både stödjande och tvingande element.
When new political regulations are introduced to a market, they can have consequences for all market players. This can affect both the activities and relationships between them. The purpose of this paper is to gain a better understanding of how the relationship between companies in the insurance market is changing as a consequence of a major political change and which factors can be relevant to this change. To investigate this, representatives from insurance companies and insurance brokers are interviewed about the forthcoming Insurance Distribution Directive (IDD). To investigate how the relationships changed, a model of the relationship, based in, among others, Anderson and Narus (1990) model, which deals with the constituents of a relationship and how they relate to each other. To investigate the factors which influence how the relationship changes, a model of Hadjikhani, Thilenius and Pourmand (2009) is used, which explains how political changes can affect companies, both directly through legislation and indirectly through other companies. The conclusions drawn are that: Relationships between insurance companies and insurance brokers are affected by regulations such as the Insurance Distribution Directive (IDD) and that the relationship begins to change even before the regulation is implemented. The relationship between the companies influences the extent to which companies are exposed to direct and indirect influence as a result of political regulations. The degree of indirect impact on the various companies can affect the relationship between the companies. A political change can contain both supporting and compelling elements.

The aim of this thesis is to enhance our understanding of Swedish marine insurers' choices of business strategies under the potentially difficult business circumstances of the interwar period 1918-1939. Little previous research exists on marine insurance during the interwar period. This is remarkable in the Swedish context since the Swedish economy has traditionally depended on its exports. The focus on Sweden is justified since the Swedish insurance market saw regulatory stability during the interwar period. It was also characterised by the coexistence of stock and mutual insurers, allowing this thesis to contribute with insights on potentially problematic insurance cartelisaton. This thesis employs a mixed methods design, including qualitative methods and regression analysis. To interpret results, this thesis employs insurance risk theory, cartel theory, theories on reinsurance and risk diversification, and agency theory. By employing this combination of theories, it is possible to explain choices and outcomes of adopted strategies both with reference to particularities of marine insurance and with reference to particularities of the two different organisational forms. The results show that the insurers conceived several new characteristics of their business environment as challenges and implemented both cartel strategies and company-specific strategies of risk diversification. Among the challenges were rapid inflation, rapidly decreasing prices and business volumes in shipping and trade, the introduction of motor ships, and the existence of naval mines on many trade routes. Also, exchange-rate fluctuations were considered to cause losses on established marine insurance contracts and rendered business results uncertain. Swedish insurers adopted cartel strategies from 1918 through The Swedish Association of Marine Underwriters (Sjöassuradörernas Förening) since they had anticipated a post-war crisis. Market division agreements were adopted for the most attractive market segments, but eventually price agreements became the primary cartel strategy, supported by prohibitions of competition. The work on price agreements sometimes increased the market efficiency since it reduced uncertainty, for instance in insurance of cargo with motor ships. Few price agreements were however adopted for the insurance of shipping since that market segment was dominated by mutual insurers, highlighting the difficulties of cartelisation in insurance markets inhabited by both stock and mutual insurers. The cartel further adopted reinsurance agreements to create barriers to entry in the Swedish marine insurance market. It however experienced prominent difficulties to implement the cartel strategies. One prominent difficulty of implementation was cheating. Also international competition created difficulties. The cartel companies therefore engaged in international cartelisation through The International Union of Marine Insurance (Internationaler Tranport-Versicherungs-Verband) from the late 1920s. This international cartel sought to reduce international competition by agreements not to compete in foreign markets. It also sought to manage the exchange-rate fluctuations of the early 1920s and the early 1930s by agreements among marine insurers, but it failed to obtain sufficient support. In spite of cartelisation, the returns on marine insurance were pushed down by the recognized challenges during the early 1920s, inflicting losses. The business however recovered and remained profitable throughout the 1930s, showing that the great depression was not as great as the deflation crisis in marine insurance. Exchange-rate fluctuations affected the international competitive strength of both stock and mutual insurers and additionally influenced the stock insurers' returns on established marine insurance contracts. The insurers were however compensated for the poor marine business results of the early 1920s by greater reliance than previously on reinsurers and by diversification among insurance lines, which rendered profits less negative than the returns on marine insurance. The business ceded to reinsurers on average inflicted losses during each of the first seven years of the 1920s. These losses were indirectly caused by World War I since that war had caused the establishment of new reinsurers in different countries, not the least in Scandinavia, and in turn caused over capacity during the 1920s. New contractual formulations evolved internationally to the benefit of ceding insurers, indicating information asymmetries. Exits became frequent among reinsurers. In effect, into the 1930s, ceding insurers internationally found it difficult to obtain obligatory reinsurance treaties. During the early 1920s, the Swedish stock marine insurers also increasingly diversified their insurance businesses among insurance lines. This process had been catalysed by World War I, was accelerated during the 1920s, and continued into the 1930s.
Syftet med denna avhandling är att förståeliggöra svenska marinförsäkringsbolags val av affärsstrategier under mellankrigstiden 1918-1939, en period som kännetecknades av potentiellt svåra affärsförhållanden. Försäkringsverksamhet är känslig för ekonomiska kriser, men har uppmärksammats mindre än bankverksamhet när det gäller mellankrigstiden. Inte minst marinförsäkring är känslig för ekonomiska kriser eftersom de försäkrade verksamheterna, sjöfart och handel, endast förekommer i den mån som transporterade varor efterfrågas. Tidigare forskning har endast i liten omfattning fokuserat på marinförsäkring, vilket ur ett svenskt perspektiv kan tyckas anmärkningsvärt med tanke på att den svenska ekonomin har i hög grad varit beroende av sjöburen handel. En studie av svensk marinförsäkring är motiverad ur ett internationellt perspektiv eftersom den svenska försäkringslagstiftningen förblev i stort sett oförändrad under perioden, vilket gör det rimligt att tolka marinförsäkringsbolags val av affärsstrategier som svar på ekonomiska omständigheter. Under mellankrigstiden var katellstrategier ett vanligt svar på svåra affärsförhållanden i olika verksamheter, men kartellisering var potentiellt problematisk i marinförsäkring eftersom den verksamheten är internationell och eftersom marinförsäkring är en heterogen produkt. Dessutom befolkades den svenska försäkringsmarknaden av både aktiebolag och ömsesidiga bolag, vilket är ett ytterligare potentiellt hinder för kartellisering. Studier av kartellisering under potentiallt svåra förutsättningar kan bidra med insikter om under vilka förutsättningar karteller uppstår, vilket ytterligare motiverar studien. Denna avhandling analyserar även två företagsspecifika riskdiversifieringsstrategier, som potentiellt kan kompensera för låg avkastning på mottagen försäkring, nämligen återförsäkring och diversifiering mellan försäkringsgrenar. Återförsäkring har av tidigare forskning framhållits som ett underutforskat område. Avhandlingen tillämpar både kvalitativa och kvantitativa undersökningsmetoder. För att uttolka de empiriska resultaten tillämpas riskteori för försäkring, kartellteori, återförsäkringsteori, riskdiversifieringsteori, samt incitamentsteori på företagsnivå (agency theory). Denna kombination av teorier gör det möjligt att förklara strategival med utgångspunkt både i marinförsäkringens karaktäristika och i de båda olika organisationsformers karaktäristika. Resultaten visar att försäkringsbolagen noterade ett antal nya affärsförhållanden som utmaningar och att dessa bolag implementerade både kartellstrategier och företagsspecifika riskdiversifieringsstrategier. Bland de noterade utmaningarna märks snabb inflation, snabbt fallande priser och affärsvolymer i sjöfart och handel, införandet av motorfartyg, samt sjöminor på många fartygsrutter. Försäkringsbolagen behärskade endast lite erfarenhet av risker associerade med motorfartyg och sjöminor, vilket gjorde riskbedömningar osäkra. Även växelkursfluktuationer uppfattades som utmaningar eftersom de orsakade förluster på etablerade marinförsäkringskontrakt och skapade problem att förutsäga affärsresultaten. Från 1918 antog svenska marinförsäkringsbolag kartellstrategier genom branschorganisationen Sjöassuradörernas Förening, detta eftersom de förväntade sig en efterkrigskris. Marknadsuppdelningsavtal infördes i attraktiva marknadssegment, men med tiden blev prisöverenskommelser den främsta kartellstrategin, understödd av avtal som förbjöd konkurrens. Arbetet med prisöverenskommelser ökade marknadseffektiviteten i vissa marknadssegment, detta genom att reducera osäkerheten i riskbedömningarna. Ett tydligt exempel på ett sådant marknadssegment är försäkring av varor transporterade med motorfartyg. Kartellen etablerade däremot få prisöverenskommelser för försäkring av sjöfart eftersom detta marknadssegment dominerades av ömsesidiga försäkringsbolag. Denna kontrast mellan varuförsäkring och sjöfartsförsäkring belyser svårigheterna med att kartellisera en försäkringsmarknad som befolkas både av aktiebolag och av ömsesidiga bolag. Kartellen antog också återförsäkringsavtal i syfte att skapa etableringshinder på den svenska försäkringsmarknaden. Den upplevde emellertid svårigheter att implementera överenskommelserna, såsom brott mot prisöverenskommelserna och mot konkurrensförbuden. Ytterligare svårigheter skapades av internationell konkurrens. Från slutet av 1920-talet deltog därför kartellbolagen i den internationella marinförsäkringskartellen Internationaler Tranport-Versicherungs-Verband (senare benämnd The International Union of Marine Insurance). Medlemsbolagen i denna internationella kartell skapade överenskommelser med innebörden att utländska försäkringstagare inte skulle erbjudas försäkring. Dessa överenskommelser syftade till att reducera den internationella konkurrensen. Denna kartell försökte också reducera effekterna för marinförsäkringsbolag av växelkursfluktuationer genom överenskommelser om hur växelkurser skulle beräknas i marinförsäkringsfrågor. Sådana försök gjordes både under de första åren av 1920-talet och under de första åren av 1930-talet. Det avsedda resultatet kunde emellertid inte nås, detta eftersom uppslutningen förblev otillräcklig. Trots kartelliseringen reducerades avkastningen på marinförsäkring till förlustnivåer under det tidiga 1920-talet. Avkastningen förbättrades sedan stegvis och förblev positiv under 1930-talet. I marinförsäkring var alltså den stora depression inte lika stor som deflationskrisen. Växelkursfluktuationer påverkade både aktiebolags och ömsesidiga bolags internationella konkurrenskraft. Dessutom påverkade växelkurserna aktiebolagens avkastning på etablerade marinförsäkringskontrakt. Försäkringsbolagen kompenserades för 1920-talets förlustresultat i marinförsäkring genom ökad cedering av risk till återförsäkringsbolag och genom diversifiering av de mottagna riskerna mellan olika försäkringsgrenar. Under 1920-talet var bolagens vinster därför mindre negativa än resultaten i marinförsäkring. Den affär som cederades till återförsäkringsbolag var i genomsnitt förlustbringande under vart och ett av 1920-talets första sju år. Dessa förluster orsakades indirekt av första världskriget, eftersom det kriget stimulerade etablering av nya återförsäkringsbolag, detta i olika länder och inte minst i Skandinavien. I förlängningen skapade första världskriget därmed överkapacitet på återförsäkringsmarknaden. Nya kontraktsformuleringar introducerades internationellt till de cederande bolagens fördel. Detta förhållande indikerar informationsasymmetrier i relationen mellan cederande och mottagande försäkringsbolag. Många återförsäkringsbolag lämnade marknaden. Resultatet blev att cederande bolag under början av 1930-talet i olika länder fick svårigheter att sluta obligatoriska återförsäkringsavtal. Under början av 1920-talet diversifierade aktiebolagen också sin verksamhet mellan olika försäkringsgrenar. Denna process katalyserades av första världskriget, accelererade under början av 1920-talet och fortsatte in på 1930-talet.

Проаналізовано сучасний стан екологічної безпеки в Україні, розкрито сутність і зміст понять «екологічна безпека», «екологоорієнтована реструктуризація хімічних підприємств». Визначена сутність організаційно-економічного механізму забезпечення екологічної безпеки підприємств хімічної промисловості у процесах їх реструктуризації; розроблена модель торгівлі правами на викиди (скиди) між підприємствами; обґрунтована можливість упровадження механізму взаємного екологічного страхування між підприємствами екологоорієнтованого кластера. Розроблено науково-методичні підходи до еколого-економічної оцінки процесів реструктуризації підприємств хімічної промисловості; удосконалено методичні підходи до оцінки економічної ефективності заходів із забезпечення екологічної безпеки хімічних підприємств; запропоновано систему екологоорієнтованого управління технопарковими конструкціями. При цитуванні документа, використовуйте посилання http://essuir.sumdu.edu.ua/handle/123456789/29386
Результаты исследования показали, что наиболее эффективной формой реструктуризации предприятий химической промышленности является создание технопарковых конструкций. В то же время при этом увеличивается нагрузка на окружающую среду, что предполагает создание системы мероприятий по обеспечению экологической безопасности. Экологическая безопасность технопарковых конструкций может быть достигнута созданием экологоориентированного кластера химических предприятий. В экологоориентированный кластер входят химические предприятия, негативно влияющие на окружающую природную среду, научные организации, высшие учебные заведения, региональные органы государственной власти и органы самоуправления. Усовершенствована классификация видов экологической безопасности, которая дополнительно к существующим включает такие ее виды: а) по признаку уровня инновационного обеспечения – экологическая безопасность, обеспеченная инновационными решениями; экологическая безопасность, основанная на традиционных решениях; б) по признаку периода обеспечения – оперативная, текущая и стратегическая безопасность; в) по признаку степени риска – малорисковая, среднерисковая, высокорисковая. Предложен научно-методический подход к формированию организационно-экономического механизма обеспечения экологической безопасности предприятий химической промышленности в процессах их реструктуризации, основой которого являются организационные и экономические инструменты. К организационным инструментам относятся: экотайнмент – для определения внутренних резервов в обеспечении экологической безопасности, экоаутсорсинг – для экономии природоохранных затрат; экоклинтех – в качестве системы поиска и реализации инновационных решений в обеспечении экологической безопасности; экоспонсоринг – для повышения экологического имиджа предприятий, входящих в состав технопарковых конструкций. Научно обоснован механизм торговли правами на выбросы и сбросы между предприятиями экологоориентированного кластера. Условием применения данного инструмента является следующее: цена купли-продажи прав на выбросы должна быть выше ставки экологического налога и меньшей, чем затраты на очистку дополнительного объема загрязняющих веществ. Для реализации данного механизма необходимо, чтобы ставки экологического налога на выбросы (сбросы) были дифференцированными в пределах выданного разрешения на выбросы и за его превышение. Усовершенствованы методические положения по формированию механизма взаимного экологического страхования предприятий, входящих в технопарковую конструкцию. Размер страховых взносов каждого из предприятий во взаимный фонд зависит от вероятности возникновения аварийных ситуаций, их частоты и возможного эколого-экономического ущерба. Для эколого-экономической оценки процессов реструктуризации химических предприятий предлагается комплексный показатель «уровень экологоориентированного развития технопарковой конструкции». Данный показатель включает три группы частных показателей: экологический, экономический и эколого-экономический интегральные показатели безопасности. Обеспечение экологической безопасности технопарковой конструкции позволяет получить экономический и социальный эффект. Экономический эффект достигается за счет экономии затрат при внедрении экоаутсорсинга, экономии текущих затрат при внедрении механизма взаимного экологического страхования, снижения потребности в финансовых ресурсах при внедрении эколизинга, экономии затрат предприятия, покупающего права на выбросы, и дополнительного дохода предприятия, продающего эти права. Количественно экономический эффект обеспечения экологической безопасности химических предприятий в составе технопарковых конструкций определяется разницей между экономическими результатами и совокупными затратами на проведение природоохранных мероприятий с учетом фактора времени. Разработаны теоретические и методические положения по формированию системы экологоориентированного управления экологической безопасностью химических предприятий, входящих в технопарковую конструкцию. Структурно система экологоориентированного управления включает в себя организационные и функциональные составляющие. Предложен научно-методический подход выбора стратегии обеспечения экологической безопасности технопарковой конструкции на основе показателя уровня экологоориентированного развития предприятия и стадии жизненного цикла экологоориентированного кластера. При цитировании документа, используйте ссылку http://essuir.sumdu.edu.ua/handle/123456789/29386
The current state of environmental safety in Ukraine is analyzed; the nature and the content of the concepts of "environmental safety", "environmentally oriented restructuring of chemical plants" are revealed. The essence of organizational-economic mechanism of environmental safety of the chemical industry in the process of restructuring is determined, the model of trading rights for emissions (discharges) between enterprises is developed, and the possibility of introducing of a mechanism of mutual environmental insurance is settled down. The methodical approaches to the estimation of the socio-economic efficiency measures to ensure the environmental safety processes of restructuring of the chemical plants are improved; the system of ecologically oriented control of technopark designs. When you are citing the document, use the following link http://essuir.sumdu.edu.ua/handle/123456789/29386

碩士
逢甲大學
風險管理與保險研究所
100
In this study, we test three bargain behavior of flow-return relationship in difference group investors, which means that in this discourse we emphasis the divergence of investing behavior. In the first topic, we decompose the relationship between fund returns and flow in an anonymous life insurance company. We find that non-insured investors buy shares during periods of good returns and lag returns；however, the insured investor is essentially unrelated to fund returns or lag returns. In the second topic, we introduce the buy-sell asymmetry problems in domestic funds market in Taiwan. Results show that insured investors purchase fund with high returns, but outflow is essentially unrelated to fund return, and the behavior of stock funds investors of insured are the same with aggregated insured investors. Finally, this paper examined the relationship of fund returns with components of aggregate fund flows (new subscriptions, lag premium subscriptions, single subscriptions and exchanges-in； redemptions, redemptions of part and exchanges-out). Our empirical results show that the flow-return relationship exists solely between returns and exchanges-in and single sales, and the other sale and redemption flows is not significantly related to return for domestic funds.

碩士
樹德科技大學
金融與風險管理所
96
In the past, mutual fund is sold by banks, investment trust companies. After the Act of Assurfinance has passed, the agents of life insurance are allowed to sell the mutual fund. To examine this new issue is meaningful. The purpose of this study will explore the consumers’ purchase intention of mutual fund sold by life insurance agent. Applying the theory of cognition and involvement to analyze consumers’ purchase intention, and examine the difference of consumers’ cognition, involvement and intention on the different lifestyle segmentation. In addition, this study explores the relationship among the consumers’ cognition, involvement and intention. We focus on the policyholders in the Kaohsiung area of one certain life insurance company, 700 questionnaires were released by direct distribution, and the retrieved valid questionnaires are calculated up to 591 copies, the finding of the study is as follow: (1) Part of demographic variables and different life style segment show significantly difference on the purchasing cognition, purchasing involvement and purchasing intention. (2) Purchasing cognition is positively related to both purchasing involvement and purchasing intention. Purchasing involvement is positively related to purchasing intention. (3) Purchasing involvement serves as a partial mediator between purchasing cognition and purchasing intention. Implications of this study is that the managers for the life insurance industry. First, they must take different types of sales according to different demographic variables and lifestyle segmentation. Second, if consumers have more information about the cognition and involvement of the financial product, the purchasing intention will be increased. Third, purchasing cognition has indirect effect on purchasing intention through purchasing involvement.

This chapter discusses how the arrival of Croton water in 1842 not only gave the city potable water, it supplied the firemen with a reliable source to fight the flames. It was hoped that an accessible water supply would make the city safer. Even so, blazes still flared up. Sadly, the Bowery Theatre caught fire for the fourth time in April 1845, two and a half years after the Croton celebration. And then three months later, the new aqueduct system received a serious test when a fire broke out at J.L. Vandoren's sperm-oil store on New Street. While what became known as the Great Fire of 1845 destroyed 345 buildings, wiped out firms like Philip Hone’s American Mutual Insurance company, and brought physical, personal, and financial damage to many, the Croton water supply proved its worth. At the same time, the chapter explores how the volunteer fire department had become a problem for the city. While the men had zealously committed themselves to their jobs, their fire houses had developed into entrenched and troubling centers of entitlement, and would give future Tammany boss William Tweed his springboard to power.

The chapter opens with a discussion on the status of insurance at the turn of the century—a luxury that was not widely available to African Americans. After experiencing a fire of his own, Moore and John Merrick, along with 5 other investors (W.G. Pearson, E.A. Johnson, D.T. Watson, J.E. Shepard, and P.W. Dawkins) started their own insurance company to cater to Durham’s Black population. The rest of the chapter details the initial years of the North Carolina Mutual and Provident Association.

Chapter 18 includes cases that are probably the most challenging for clinicians to understand. These cases all involve health insurance plans, specifically what is covered, what kind of damages can be recovered in malpractice claims, and establishing the scope of permissible litigation for plans administered through the Employment Retirement Income Security Act (ERISA) of 1974. The cases included in this chapter are Aetna v. McCabe, Mazza v. Medical Mutual Insurance Company, Wickline v. State, Wilson v. Blue Cross of Southern California, Corcoran v. United Healthcare, Blue Cross/Blue Shield v. Travelers, Dukes v. U.S. Healthcare, and Aetna v. Davila.

Chapter 18 includes cases that focus on potential clinician liability in working within managed care health insurance coverage, as well as cases that involve the adjudication of malpractice claims for alleged doctor-patient sexual activity. The cases included in this chapter are Roy v. Hartogs, Aetna v. McCabe, Mazza v. Medical Mutual Insurance Company, Wickline v. State, and Wilson v. Blue Cross of Southern California.

The main theme of this paper is worker-employer cooperation in occupational health and safety management. This is one of the most topical topics, since the provision of occupational health and safety is key to reducing risks in the workplace. Therefore, questions arise about how to ensure that the health and safety problem in a company or organisation is addressed by the employer and employee working together. Many companies are tackling this issue in different ways, whether through employee motivation, on-the-job training, raising awareness, cooperation, etc. Various research has been conducted on this topic, which has shown the positive results of cooperation in occupational health and safety management. This paper thus deals with the themes of employer-employee interaction, in which mutual communication, risk reduction and prevention are key. The paper then goes on to compare governance in the European Union and Slovenia. Given the situation that forced large numbers of employees to work remotely during the COVID-19 pandemic, the subject is also approached from this aspect, how employers can ensure employee safety when working from home. At the end of the paper, some examples are given of how Slovenian and foreign companies are tackling and solving the problem in practice.

An international oil company developed a deep water exploratory drilling program scheduled to start in 2011. The company’s safety department required a financial risk analysis of the drilling program to aid in establishing insurance coverage levels. The purpose was to establish a probability cost distribution associated with a lost well control (LWC) incident. A numerical probabilistic simulation approach was deemed necessary since historical LWC cost data were insufficient for statistical analysis. A ten branch fault tree with up to 38 elements (events) per branch was selected to represent the range of damage conditions that could follow a LWC incident. Probability density functions representing each event’s cost range were selected using a best fit procedure. The simulation procedure randomly selected a tree branch and then passed through the branch selecting costs randomly from each event’s cost-probability distribution. Event costs were summed to provide a total LWC cost for that simulation run. The simulation was repeated multiple times providing a suite of LWC total cost values. These data were then evaluated statistically to establish a LWC cost probability distribution. These results were used by the company’s risk division as an aid in determining the level of insurance to acquire.

Abstract Fire protection is considered only part of a facility’s safety and loss prevention program. Fire protection systems are designed to respond to events after they have occurred, and do not take into consideration other systems in place that prevent the event from occurring in the first place. In many instances, and especially after events have occurred, lawsuits have been filed, regulatory consent orders have been issued, and recommendations from outside experts and insurance companies have been issued, directly pressuring the company to take action. Other companies with similar risks have also felt indirect pressure to install additional protection systems. Good engineering judgment has not always been applied to assure that the money was well spent. This paper will present a fire protection risk assessment methodology for oil and chemical facilities. In this methodology, not only are fire protection issues considered, but also select management, process safety and engineering systems are reviewed. The systematic review of these factors will assist a facility in establishing its own risk assessment criteria. ECRC has applied and proven the benefits of this methodology at a Gulf Coast refining and petrochemical complex. This paper will summarize the results of this work.

Labour subcontracting has become popular and has been extensively utilized in the building construction industry due to the potential for a reduction in initial cost for site mobilization. However, there are high risks involved in labour subcontracting due to inadequate and ambiguous subcontract agreements, which lead to disputes between parties. Thus, this paper aims to identify the deficiencies in large-scale contractors’ bespoke labour subcontract agreements in the Sri Lankan construction industry. Eight semi-structured interviews were carried out with main contractors (CS1 and CS2 as per the CIDA registrations) to identify the current practice of labour subcontracting and the terms/clauses included in their company-based labour subcontract agreement. The collected data was then subjected to a content analysis, and accordingly, deficiencies in the agreements were identified that fall into areas such as defects in the works, materials, tools and equipment, contract termination, discipline at the site, services provided by the main contractor, penalties, dispute management, health and safety, retention clause, quality of the works, rate of progress, laws and regulations, variations, insurance, and skill of the labour subcontractors.

Attention to safety and health are of ever-increasing priority to industrial organizations. Good Safety is demanded by stockholders, employees, and the community while increasing injury costs provide additional motivation for safety and health excellence. Safety has always been a strong corporate value of DuPont and a vital part of its culture. As a result, DuPont has become a benchmark in safety and health performance. Since 1990, DuPont has re-engineered itself to meet global competition and address future vision. In the new re-engineered organizational structures, DuPont has also had to re-engineer its safety management systems. A special Discovery Team was chartered by DuPont senior management to determine the “best practices’ for safety and health being used in DuPont best-performing sites. A summary of the findings is presented, and five of the practices are discussed. Excellence in safety and health management is more important today than ever. Public awareness, federal and state regulations, and enlightened management have resulted in a widespread conviction that all employees have the right to work in an environment that will not adversely affect their safety and health. In DuPont, we believe that excellence in safety and health is necessary to achieve global competitiveness, maintain employee loyalty, and be an accepted member of the communities in which we make, handle, use, and transport products. Safety can also be the “catalyst” to achieving excellence in other important business parameters. The organizational and communication skills developed by management, individuals, and teams in safety can be directly applied to other company initiatives. As we look into the 21st Century, we must also recognize that new organizational structures (flatter with empowered teams) will require new safety management techniques and systems in order to maintain continuous improvement in safety performance. Injury costs, which have risen dramatically in the past twenty years, provide another incentive for safety and health excellence. Shown in the Figure 1, injury costs have increased even after correcting for inflation. Many companies have found these costs to be an “invisible drain” on earnings and profitability. In some organizations, significant initiatives have been launched to better manage the workers’ compensation systems. We have found that the ultimate solution is to prevent injuries and incidents before they occur. A globally-respected company, DuPont is regarded as a well-managed, extremely ethical firm that is the benchmark in industrial safety performance. Like many other companies, DuPont has re-engineered itself and downsized its operations since 1985. Through these changes, we have maintained dedication to our principles and developed new techniques to manage in these organizational environments. As a diversified company, our operations involve chemical process facilities, production line operations, field activities, and sales and distribution of materials. Our customer base is almost entirely industrial and yet we still maintain a high level of consumer awareness and positive perception. The DuPont concern for safety dates back to the early 1800s and the first days of the company. In 1802 E.I. DuPont, a Frenchman, began manufacturing quality grade explosives to fill America’s growing need to build roads, clear fields, increase mining output, and protect its recently won independence. Because explosives production is such a hazardous industry, DuPont recognized and accepted the need for an effective safety effort. The building walls of the first powder mill near Wilmington, Delaware, were built three stones thick on three sides. The back remained open to the Brandywine River to direct any explosive forces away from other buildings and employees. To set the safety example, DuPont also built his home and the homes of his managers next to the powder yard. An effective safety program was a necessity. It represented the first defense against instant corporate liquidation. Safety needs more than a well-designed plant, however. In 1811, work rules were posted in the mill to guide employee work habits. Though not nearly as sophisticated as the safety standards of today, they did introduce an important basic concept — that safety must be a line management responsibility. Later, DuPont introduced an employee health program and hired a company doctor. An early step taken in 1912 was the keeping of safety statistics, approximately 60 years before the federal requirement to do so. We had a visible measure of our safety performance and were determined that we were going to improve it. When the nation entered World War I, the DuPont Company supplied 40 percent of the explosives used by the Allied Forces, more than 1.5 billion pounds. To accomplish this task, over 30,000 new employees were hired and trained to build and operate many plants. Among these facilities was the largest smokeless powder plant the world had ever seen. The new plant was producing granulated powder in a record 116 days after ground breaking. The trends on the safety performance chart reflect the problems that a large new work force can pose until the employees fully accept the company’s safety philosophy. The first arrow reflects the World War I scale-up, and the second arrow represents rapid diversification into new businesses during the 1920s. These instances of significant deterioration in safety performance reinforced DuPont’s commitment to reduce the unsafe acts that were causing 96 percent of our injuries. Only 4 percent of injuries result from unsafe conditions or equipment — the remainder result from the unsafe acts of people. This is an important concept if we are to focus our attention on reducing injuries and incidents within the work environment. World War II brought on a similar set of demands. The story was similar to World War I but the numbers were even more astonishing: one billion dollars in capital expenditures, 54 new plants, 75,000 additional employees, and 4.5 billion pounds of explosives produced — 20 percent of the volume used by the Allied Forces. Yet, the performance during the war years showed no significant deviation from the pre-war years. In 1941, the DuPont Company was 10 times safer than all industry and 9 times safer than the Chemical Industry. Management and the line organization were finally working as they should to control the real causes of injuries. Today, DuPont is about 50 times safer than US industrial safety performance averages. Comparing performance to other industries, it is interesting to note that seemingly “hazard-free” industries seem to have extraordinarily high injury rates. This is because, as DuPont has found out, performance is a function of injury prevention and safety management systems, not hazard exposure. Our success in safety results from a sound safety management philosophy. Each of the 125 DuPont facilities is responsible for its own safety program, progress, and performance. However, management at each of these facilities approaches safety from the same fundamental and sound philosophy. This philosophy can be expressed in eleven straightforward principles. The first principle is that all injuries can be prevented. That statement may seem a bit optimistic. In fact, we believe that this is a realistic goal and not just a theoretical objective. Our safety performance proves that the objective is achievable. We have plants with over 2,000 employees that have operated for over 10 years without a lost time injury. As injuries and incidents are investigated, we can always identify actions that could have prevented that incident. If we manage safety in a proactive — rather than reactive — manner, we will eliminate injuries by reducing the acts and conditions that cause them. The second principle is that management, which includes all levels through first-line supervisors, is responsible and accountable for preventing injuries. Only when senior management exerts sustained and consistent leadership in establishing safety goals, demanding accountability for safety performance and providing the necessary resources, can a safety program be effective in an industrial environment. The third principle states that, while recognizing management responsibility, it takes the combined energy of the entire organization to reach sustained, continuous improvement in safety and health performance. Creating an environment in which employees feel ownership for the safety effort and make significant contributions is an essential task for management, and one that needs deliberate and ongoing attention. The fourth principle is a corollary to the first principle that all injuries are preventable. It holds that all operating exposures that may result in injuries or illnesses can be controlled. No matter what the exposure, an effective safeguard can be provided. It is preferable, of course, to eliminate sources of danger, but when this is not reasonable or practical, supervision must specify measures such as special training, safety devices, and protective clothing. Our fifth safety principle states that safety is a condition of employment. Conscientious assumption of safety responsibility is required from all employees from their first day on the job. Each employee must be convinced that he or she has a responsibility for working safely. The sixth safety principle: Employees must be trained to work safely. We have found that an awareness for safety does not come naturally and that people have to be trained to work safely. With effective training programs to teach, motivate, and sustain safety knowledge, all injuries and illnesses can be eliminated. Our seventh principle holds that management must audit performance on the workplace to assess safety program success. Comprehensive inspections of both facilities and programs not only confirm their effectiveness in achieving the desired performance, but also detect specific problems and help to identify weaknesses in the safety effort. The Company’s eighth principle states that all deficiencies must be corrected promptly. Without prompt action, risk of injuries will increase and, even more important, the credibility of management’s safety efforts will suffer. Our ninth principle is a statement that off-the-job safety is an important part of the overall safety effort. We do not expect nor want employees to “turn safety on” as they come to work and “turn it off” when they go home. The company safety culture truly becomes of the individual employee’s way of thinking. The tenth principle recognizes that it’s good business to prevent injuries. Injuries cost money. However, hidden or indirect costs usually exceed the direct cost. Our last principle is the most important. Safety must be integrated as core business and personal value. There are two reasons for this. First, we’ve learned from almost 200 years of experience that 96 percent of safety incidents are directly caused by the action of people, not by faulty equipment or inadequate safety standards. But conversely, it is our people who provide the solutions to our safety problems. They are the one essential ingredient in the recipe for a safe workplace. Intelligent, trained, and motivated employees are any company’s greatest resource. Our success in safety depends upon the men and women in our plants following procedures, participating actively in training, and identifying and alerting each other and management to potential hazards. By demonstrating a real concern for each employee, management helps establish a mutual respect, and the foundation is laid for a solid safety program. This, of course, is also the foundation for good employee relations. An important lesson learned in DuPont is that the majority of injuries are caused by unsafe acts and at-risk behaviors rather than unsafe equipment or conditions. In fact, in several DuPont studies it was estimated that 96 percent of injuries are caused by unsafe acts. This was particularly revealing when considering safety audits — if audits were only focused on conditions, at best we could only prevent four percent of our injuries. By establishing management systems for safety auditing that focus on people, including audit training, techniques, and plans, all incidents are preventable. Of course, employee contribution and involvement in auditing leads to sustainability through stakeholdership in the system. Management safety audits help to make manage the “behavioral balance.” Every job and task performed at a site can do be done at-risk or safely. The essence of a good safety system ensures that safe behavior is the accepted norm amongst employees, and that it is the expected and respected way of doing things. Shifting employees norms contributes mightily to changing culture. The management safety audit provides a way to quantify these norms. DuPont safety performance has continued to improve since we began keeping records in 1911 until about 1990. In the 1990–1994 time frame, performance deteriorated as shown in the chart that follows: This increase in injuries caused great concern to senior DuPont management as well as employees. It occurred while the corporation was undergoing changes in organization. In order to sustain our technological, competitive, and business leadership positions, DuPont began re-engineering itself beginning in about 1990. New streamlined organizational structures and collaborative work processes eliminated many positions and levels of management and supervision. The total employment of the company was reduced about 25 percent during these four years. In our traditional hierarchical organization structures, every level of supervision and management knew exactly what they were expected to do with safety, and all had important roles. As many of these levels were eliminated, new systems needed to be identified for these new organizations. In early 1995, Edgar S. Woolard, DuPont Chairman, chartered a Corporate Discovery Team to look for processes that will put DuPont on a consistent path toward a goal of zero injuries and occupational illnesses. The cross-functional team used a mode of “discovery through learning” from as many DuPont employees and sites around the world. The Discovery Team fostered the rapid sharing and leveraging of “best practices” and innovative approaches being pursued at DuPont’s plants, field sites, laboratories, and office locations. In short, the team examined the company’s current state, described the future state, identified barriers between the two, and recommended key ways to overcome these barriers. After reporting back to executive management in April, 1995, the Discovery Team was realigned to help organizations implement their recommendations. The Discovery Team reconfirmed key values in DuPont — in short, that all injuries, incidents, and occupational illnesses are preventable and that safety is a source of competitive advantage. As such, the steps taken to improve safety performance also improve overall competitiveness. Senior management made this belief clear: “We will strengthen our business by making safety excellence an integral part of all business activities.” One of the key findings of the Discovery Team was the identification of the best practices used within the company, which are listed below: ▪ Felt Leadership – Management Commitment ▪ Business Integration ▪ Responsibility and Accountability ▪ Individual/Team Involvement and Influence ▪ Contractor Safety ▪ Metrics and Measurements ▪ Communications ▪ Rewards and Recognition ▪ Caring Interdependent Culture; Team-Based Work Process and Systems ▪ Performance Standards and Operating Discipline ▪ Training/Capability ▪ Technology ▪ Safety and Health Resources ▪ Management and Team Audits ▪ Deviation Investigation ▪ Risk Management and Emergency Response ▪ Process Safety ▪ Off-the-Job Safety and Health Education Attention to each of these best practices is essential to achieve sustained improvements in safety and health. The Discovery Implementation in conjunction with DuPont Safety and Environmental Management Services has developed a Safety Self-Assessment around these systems. In this presentation, we will discuss a few of these practices and learn what they mean. Paper published with permission.

High-energy piping systems are essential to the safe and cost-effective operation of power plants. The propensity for piping failures increases with the age of the systems involved. Prolonged operation, particularly at elevated temperatures, may result in metallurgical degradation which in-turn increases the potential for cracking and crack propagation until a final failure stage is reached by the component. As a result, power plant operators have become increasingly cognizant of the importance of condition assessment evaluations for high-energy piping systems. Power plant operators are faced with specific challenges to maintain the integrity of their high energy piping systems including the reduction of onsite engineers, aging workforces, equipment, and the need to remain competitive in a challenging global energy market. Plant managers are routinely faced with the complex task of evaluating the current condition of their equipment, forecasting outage budgets and schedules, and performing risk assessments. Additionally, insurance companies are increasingly requiring inspection and maintenance records that are not always up-to-date or readily available. The solution to strategically maintaining the integrity of high-energy piping systems involves taking a comprehensive approach to piping management utilizing unit specific operational training, advanced data management, strategic inspection, maintenance and replacement prioritization. Implementing this comprehensive approach has resulted in avoiding both catastrophic and leak type failures for plant managers that have adopted this strategy. Implementing a unit specific, targeted plan enables utility owners and operators to succeed in today’s competitive market by increasing the unit’s reliability and availability without sacrificing safety or environmental standards. Thielsch Engineering, Inc. hosts over 30 years of advanced engineering experience and provides extensive services to more than 150 power plants each year. Our firm is also the creator and proprietary owners of the 4 SYTE System Strategies that is currently operating in more than 60 power plants throughout the U.S. and Canada. We are an employee-owned company with 425 partners who are dedicated to best practices and customer service is a priority. Thielsch has offices in Rhode Island, Ohio, Texas and Florida.

On February 25, 2009, OCP Ecuador S.A. faced its first incident; an oil spill consisting of 11,700 barrels of heavy crude oil in an area of high biodiversity in eastern Ecuador. An earth movement caused stress in the pipeline causing its breakage. The temporarily impacted area covered 30 hectares of soil and gravel along 180 kilometers of three rivers that form the high watershed of the Amazon River; these rivers are the Santa Rosa, Quijos and the Coca. During the emergency, while workers rallied to contain the spill and clean the affected area, other workers took safety precautions regarding the health of the inhabitants of the area. Consequently, 1,258 residents from the Gonzalo Pizarro and Orellana cantons received medical assistance in order to rule out patients with pathologies related to the oil spill. OCP executed a joint effort with the Emergency Operations Committee (COE) stationed in Coca in order to supply water for the citizens that reside in the affected area. OCP responded to the requirements claimed by residents, all of which were approved by the COE. Communities affected by the event participated in cleaning efforts through the creation of temporary jobs for them. OCP strictly adhered to the regulations passed by the Ministry of the Environment and those of internationally accepted best practices for these types of events. The media and the citizenry were kept continuously abreast of developments. In addition, all corresponding works and reliability tests were performed on March 4 in order to restart pumping activities. On September 30th, 2009, and following a rigorous process of cleaning and remediation (L&Rr—in Spanish) activities, all tasks were completed in all affected areas prior to an inspection and a walking tour of the area performed by governmental authorities, community members and independent observers. For the collective benefit of affected communities, the environment and OCP, local authorities and international auditors recognized the model established during the event. OCP created a taskforce charged with the execution of the Environmental Remediation Program (PRA—in Spanish) and environmental authorities prepared and approved this program. The Environmental Remediation Taskforce (UPRA) covered the following aspects related to the incident: legal, environmental, cleaning and remediation technical aspects, as well as social, environmental, financial, insurance, internal and external communication aspects, along with a rigorous oversight of contractors. The model implemented is the first of its kind deployed in Ecuador. National and international regulations in force validated the methodology used to remediate the soil, riverbanks and surface water contaminated with the oil caused by the incident. The application of this methodology, aptly deployed in response to the distress situation present at the various affected areas, allowed a reduction in a short period, of the total hydrocarbon concentrations established in the environmental standard, to equal or lower values than those previously indicated for sensitive ecosystems. OCP developed and implemented a technical, environmental and economic matrix that allowed the Company to choose and justify the remediation methods used in affected areas.