Cyber Threats

Heading Off ‘Cybergeddon’

Cyber experts say resistance is futile, but resilience is paramount.
By: | May 8, 2014 • 3 min read
Cyber dragon

In April’s R&I cover story, Cyber: The New CAT, experts called catastrophic cyber attacks “inevitable” and the prevailing attitude in the C-Suite “denial.”

Jason Healey, director, Atlantic Council’s Cyber Statecraft Initiative, says that in order for organizations to weather the inevitable attacks, the key will be resiliency. “The organizations that fare best,” he said, “will be those that have the size, agility and resilience to bounce back as quickly as possible.” Healey is also author of Beyond Data Breaches: Global Interconnections of Cyber Risk, commissioned by Zurich Insurance Company Ltd. and published in April 2014.

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Developing resilience would include conducting exercises, developing response playbooks, increasing funding and grants for large-scale crisis management and developing redundant data storage in case one is compromised.

The tangle of Internet information that companies and countries depend on to function is now so complex, Healey said, that companies and governments can’t manage the risk from within their own four walls. Beyond Data Breaches notes that Internet failures could cascade directly to Internet-connected banks, water systems, cars, medical devices, hydroelectric dams, transformers and power stations.

Like superstorms such as Hurricane Sandy, cyber risks are inevitable and unstoppable, and like the financial crisis of 2008, they can’t be contained, because of organizations’ interconnection and interdependency. The worst-case scenario, stemming from the principle that everything is connected to the Internet and everything connected to the Internet can be hacked, is “Cybergeddon,” where attackers have an overwhelming, dominant and lasting advantage over defenders.

Even now, Healey said, attackers have the advantage. The Internet’s original weakness — that it was built for trust, not security — perpetuates defenders’ vulnerability. “Some ‘serious’ thinkers suggest we should start over” rather than try to retrofit an Internet so flawed by weak security as to threaten every user, he said, despite the impracticality of a do-over.

Second, Healey said, defenders have to be right every time, and attackers have to be right only once.

Third, technology evolves very quickly, and most people don’t understand it well enough to lock out intruders. “Every time we figure out what we’re supposed to be doing right, the technology has moved on and once again we don’t know how to properly secure our data,” Healey said.

Software is still poorly written and so insecure that “a couple of kids in a garage” can hack into corporate and government systems just for a naughty thrill. “Bad guys” with theft or sabotage on their minds can work their mischief behind a veil of anonymity. “The Internet almost encourages bad behavior because of the anonymity involved,” Healey said.

Companies, governments and risk managers should shift the drumbeat from resistance to resilience, and to expand cyber risk management from individual organizations to a resilient and responsive Internet system, Healey said. For systemic risk management, Beyond Data Breaches recommends:

  • Putting the private sector at the center, not the periphery, of cyber risk efforts, since they have the advantage in agility and subject matter expertise.
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  • Using monetary or in-kind grants to fund effective but underfunded non-government groups already involved in minimizing the frequency and intensity of attacks. Governments and others with system-wide concerns (such as internet service providers and software and hardware vendors) should advocate for this research.
  • Borrowing ideas from the finance sector. This could include examination of “too big to fail” issues of governance and recognition of global significantly important internet organizations.
Susannah Levine writes about health care, education and technology. She can be reached at riskletters@lrp.com.
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Risk Insider: Martin Frappolli

Five Essential Cyber Risk Facts

By: | January 14, 2015 • 2 min read
Martin J. Frappolli, CPCU, FIDM, AIC, is Senior Director of Knowledge Resources at The Institutes, and editor of the organization's new “Managing Cyber Risk” textbook. He can be reached at frappolli@TheInstitutes.org.

As businesses struggle with embarrassing data breaches, this new normal is spurring better information protection. Costly intrusions have a long-lasting effect, from customer impact to insurance claims and lawsuit exposure.

Insurance professionals need pragmatic context to prepare insureds to handle a data breach — a roadmap to understanding and mitigating cyber risk exposures.

Start with these five facts:

1. Hackers attack for any reason or no reason.

Organizations fail to manage cyber risk because they believe their data simply isn’t worth stealing. Common vandalism is a frequent reason for a cyber attack. Hackers might penetrate a company’s digital defenses solely for a thrill or ego boost.

You don’t need to have lucrative information to be a target; the only prerequisite is having data in the first place.

2. Internal users can be the weakest link.

The Hollywood version of hacking is a computer whiz sitting in a dark room, furiously typing sophisticated codes. In reality, there’s a much easier way: Ask for the passwords.

A well-known method of data theft is impersonating someone within the company who needs confidential information.

Social engineering ploys can be deceptively simple, such as contacting an employee and claiming to be from IT, then soliciting a user’s account information. Or, call the help desk, claiming to be an executive, and exploit the representative’s good nature to gain system access.

Thieves attack the weakest link; sometimes that’s not the computer, but the person sitting at it.

3. Small businesses aren’t safe.

The public is aware of breaches at big companies like Sony and Target. While attacks on smaller businesses won’t generate headlines, they can potentially be more devastating, because smaller organizations are less able to recover.

It doesn’t take a multinational crime syndicate to steal data. It can be as simple as a disgruntled employee sharing access codes online or leaking sensitive emails.

For a small business, the reputational loss from betraying customer trust can be ruinous. While smaller businesses might not be the biggest targets, they are often the most vulnerable.

4. You don’t have a choice.

Legislators reacted to expanding cyber thefts with regulations requiring organizations to better protect customer data containing personal indentifying information (PII). Congress, state legislatures, and agencies like the SEC have promulgated guidelines on how to protect PII.

Companies should not wait for the various bodies to agree on one standard — they should already be doing everything possible to manage information securely.

5. Cyber risk management is everything.

Cyber risk is not a computer issue only, or merely a customer data concern. Its impact must be evaluated from an enterprise risk management perspective. Like anything that threatens an organization’s long-term viability, cyber risk must be managed.

While a number of cyber risk policies are available, there are many non-transfer strategies for managing cyber threats.

While cyber risk is changing constantly, insurance professionals need a pragmatic perspective to cope effectively. Those who take the time to study this field will better protect their organizations and themselves while earning trust from their clients and managers.

Read all of Martin Frappolli’s Risk Insider contributions.

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Sponsored: Liberty International Underwriters

From Coast to Coast

Planning the Left Coast Lifter's complex voyage demands a specialized team of professionals.
By: | January 7, 2015 • 5 min read

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The 3,920-ton Left Coast Lifter, originally built by Fluor Construction to help build the new Bay Bridge in San Francisco, will be integral in rebuilding the Tappan Zee Bridge by 2018.

The Lifter and the Statue of Liberty

When he got the news, Scot Burford could see it as clearly as if somebody handed him an 8 by 11 color photograph.

On January 30,  the Left Coast Lifter, a massive crane originally built by Fluor Construction to help build the new Bay Bridge in San Francisco, steamed past the Statue of Liberty. Excited observers, who saw the crane entering New York Harbor, dubbed it the “The Hudson River Hoister,” honoring its new role in rebuilding the Tappan Zee Bridge over the Hudson River.

Powered by two stout-hearted tug boats, the Lauren Foss and the Iver Foss, it took more than five weeks for the huge crane to complete the 6,000 mile ocean journey from San Francisco to New York via the Panama Canal.

Scot took a deep breath and reflected on all the work needed to plan every aspect of the crane’s complicated journey.

A risk engineer at Liberty International Underwriters (LIU), Burford worked with a specialized team of marine insurance and risk management professionals which included John Phillips, LIU’s Hull Product Line Leader, Sean Dollahon, an LIU Marine underwriter, and Rick Falcinelli, LIU’s Marine Risk Engineering Manager, to complete a detailed analysis of the crane’s proposed route. Based on a multitude of factors, the LIU team confirmed the safety of the route, produced clear guidelines for the tug captains that included weather restrictions, predetermined ports of refuge in the case of bad weather as well as specifying the ballast conditions and rigging of tow gear on the tugs.

Of equal importance, the deep expertise and extensive experience of the LIU team ensured that the most knowledgeable local surveyors and tugboat captains with the best safety records were selected for the project. After all, the most careful of plans will only be as effective as the people who execute them.

The tremendous size of the Left Coast Lifter presented some unique challenges in preparing for its voyage.

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The original intention was to dry tow the crane by loading and securing it on a semi-submersible vessel. However, the lack of an American-flagged vessel that could accommodate the Left Coast Lifter created many logistical complexities and it was decided that the crane would be towed on its own barge.

At first, the LIU team was concerned since the barge was not intended for ocean travel and therefore lacked towing skegs and other structural components typically found on oceangoing barges.

But a detailed review of the plan with the client and contractors gave the LIU team confidence. In this instance, the sheer weight and size of the crane provided sufficient stability, and with the addition of a second tug on the barge’s stern, the LIU team, with its knowledge of barges and tugs, was confident the configuration was seaworthy and the barge would travel in a straight line. The team approved the plan and the crane began its successful voyage.

As impressive as the crane and its voyage were, it was just one piece in hundreds that needed to be underwritten and put in place for the Tappan Zee Bridge project to come off.

Time-Sensitive Quote

SponsoredContent_LIUThe rebuilding of the Tappan Zee Bridge, due to be completed in 2018, is the largest bridge construction project in the modern history of New York. The bridge is 3.1 miles long and will cost more than $3 billion to construct. The twin-span, cable-stayed bridge will be anchored to four mid-river towers.

When veteran contractors American Bridge, Fluor Corp., Granite Construction Northeast and Traylor Bros. formed a joint venture and won the contract to rebuild the Tappan Zee, one of the first things the consortium needed to do was find an insurance partner with the right coverages and technical expertise.

The Marsh broker, Ali Rizvi, Senior Vice President, working with the consortium, was well known to the LIU underwriting and engineering teams. In addition, Burford and the broker had worked on many projects in the past and had a strong relationship. These existing relationships were vital in facilitating efficient communication and data gathering, particularly given the scope and complexity of a project like the Tappan Zee.

And the scope of the project was indeed immense – more than 200 vessels, coming from all over the United States, would be moving construction equipment up the Hudson River.

An integrated team of LIU underwriters and risk engineers (including Burford, Phillips, Dollahon and Falcinelli) got to work evaluating the risk and the proper controls that the project required. Given the global scope of the project, the team’s ability to tap into their tight-knit global network of fellow LIU marine underwriters and engineers with deep industry relationships and expertise was invaluable.

In addition to the large number of vessels, the underwriting process was further complicated by many aspects of the project still being finalized.

“Because the consortium had just won this account, they were still working on contracts and contractors to finalize the deal and were unsure as to where most of the equipment and materials would be coming from,” Burford said.

Despite the massive size of the project and large number of stakeholders, LIU quickly turned around a quote involving three lines of marine coverage, Marine Liability, Project Cargo and Marine Hull & Machinery.

How could LIU produce such a complicated quote in a short period of time? It comes down to integrating risk engineers into the underwriting process, possessing deep industry experience on a global scale and having strong relationships that facilitate communication and trust.

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Photo Credit: New York State Thruway Authority

When completed in 2018, the Tappan Zee will be eight lanes, with four emergency pullover lanes. Commuters sailing across it in their sedans and SUVs might appreciate the view of the Hudson, but they might never grasp the complexity of insuring three marine lines, covering the movements of hundreds of marine vessels carrying very expensive cargo.

Not to mention ferrying a 3,920-ton crane from coast to coast without a hitch.

But that’s what insurance does, in its quiet profundity.

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This article was produced by the R&I Brand Studio, a unit of the advertising department of Risk & Insurance, in collaboration with Liberty International Underwriters. The editorial staff of Risk & Insurance had no role in its preparation.




LIU is part of the Global Specialty Division of Liberty Mutual Insurance.
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