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Many guys with low-chance prostate melanoma who undoubtedly in the past would believe gone through instant surgical procedure or radiation are actually adopting a greater conservative "energetic surveillance" strategy, in keeping with an analysis of a fresh federal database by route of scientists from Dana-Farber melanoma Institute.
the disburse of energetic surveillance elevated from 14.5 p.c to forty two.1 percent of guys with low-risk prostate cancer between 2010 and 2015, talked about the researchers, led by Brandon Mahal, MD, from the fork of radiation oncology at Dana-Farber/Brigham and girls's melanoma core who led the contemplate at posted by means of JAMA.
all through that identical duration, the percentage of men undergoing radical prostatectomy (removing of the prostate gland) declined from 47.4 % to 31.three %. the disburse of radiotherapy for low-possibility sickness dropped from 38.0 % to 26.6 percent.
"What they live aware of from towering even proof is that conservative administration of low-risk prostate cancer is linked to a extremely conducive prognosis," talked about Mahal. "Many guys with low-risk ailment are capable of live spared the toxicity of medicine so or not it's an notable discussion to believe between clinicians and patients."
country wide guidelines advocating conservative management as opposed to instant "definitive medication" with surgery or radiotherapy believe been based in 2010 for men with low-possibility prostate melanoma. Low-chance disease is described as a petite tumor restrained to the prostate gland it's assigned a grade of 6 on the Gleason scale following a biopsy; an early pathological stage, and a low PSA (prostate-particular antigen) blood stage.
Brandon Mahal, MD from the department of radiation oncology at Dana-Farber/Brigham and girls's melanoma seat explains research findings on conservative administration for low-chance prostate melanoma. credit: Dana-Farber cancer Institute "This encouraging finding means that clinicians are more suitable adhering to present options and instructions for men with low-possibility prostate cancer, because the disburse of energetic surveillance in accurately chosen men will Cut back quotes of overtreatment," mentioned Howard Soule, Ph.D., executive vp and chief science officer of the Prostate melanoma groundwork.
Mahal spoke of men with low-risk tumors believe a "very, very low possibility of loss of life" from prostate melanoma, and that invasive treatments don't always augment survival odds. in the current contemplate at, Mahal and his colleagues, together with senior creator Paul Nguyen, MD, a Dana-Farber/Brigham and ladies's melanoma seat radiation oncologist, made disburse of a federal database that for the primary time distinct whether patients made disburse of watchful waiting or lively surveillance. (sufferers adopting a watchful ready approach are told to document indicators similar to changes in urinary habits, ache, or irritation, or bone ache that might mirror metastatic progression. energetic surveillance includes fitful comply with-up tests for PSA degrees, restate biopsies, and exams via a physician every six to three hundred and sixty five days).
The analyze additionally published changes in medicine for top-risk prostate melanoma from 2010 to 2015—although the researchers had been a bit shocked by route of the findings. using radical prostatectomy increased from 38 p.c to 42.eight % outright over that period, whereas radiotherapy lowered from 60.1 percent to 55 p.c.
"This shift in management patterns faraway from radiation therapy and towards more radical prostatectomy isn't supported with the aid of any fresh high-level reviews," spoke of Mahal. "This discovering is provocative and can live a focal point of debate."more information: JAMA (2019). DOI: 10.1001/jama.2018.19941 supplied with the aid of Dana-Farber melanoma Institute
citation: examine finds upsurge in 'energetic surveillance' for low-risk prostate cancer (2019, February 11) retrieved eleven February 2019 from https://medicalxpress.com/news/2019-02-upsurge-surveillance-low-possibility-prostate-melanoma.html
This document is subject to copyright. aside from any honest dealing for the goal of private analyze or analysis, no half can live reproduced devoid of the written permission. The content material is supplied for assistance applications most effective.
Following remaining month’s tailings dam calamity at Vale’s (NYSE: VALE) Córrego upshot Feijão mining advanced, which left at the least one hundred forty useless, Amsterdam-primarily based accountable Mining basis issued a statement highlighting the findings of its 2018 dependable Mining Index record related to miners’ tailing dams.
in accordance with the report, many of the world’s biggest mining corporations are not in a position to ‘recognize and show’ how effortlessly they're addressing the hazards of tailings dam failure and seepage.
“The 30 mining agencies assessed in RMI 2018 scored a typical of handiest 22% on tracking, reviewing and performing to improve their tailings risk administration, with Vale scoring slightly above regular. Fifteen of the 30 groups confirmed no proof of preserving song of how effortlessly they're addressing these risks. And while 17 groups confirmed some symptom of reviewing the effectiveness of their tailings risk management measures, no proof became discovered of any of those corporations publicly disclosing the extent to which they've taken systematic action on the foundation of these reviews, to augment how they tackle tailings-related dangers,” the document reads.
The RMF states that the deficiencies many miners prove when it comes to sharing counsel is not restrained to their tailings dams. In conventional, the organization’s analyze organize that the majority companies fail to accurately participate counsel on how they're managing sociable and environmental dangers. In selected, they fail to provide meaningful website-degree performance assistance.
“Too frequently, workers, mining-affected communities, governments and buyers are stored at nighttime in regards to the risks concerned and how well agencies are addressing these hazards. agencies may well live reticent to publicly demonstrate this doubtlessly unsafe and sensitive assistance, yet it is people and communities whose lives and livelihoods rely upon enough protection measures being in region,” the file reads.“The decommissioning and elimination of upstream dams and the switch of tailings into safer storage facilities would require massive transparency and big expenses, so executive regulators and traders would need to uphold these efforts”
The dependable Mining foundation is satisfied that public disclosure would now not best shop lots of lives however would furthermore enhance the safety of mining initiatives with the aid of permitting for the knowledgeable counsel of the community which, in turn, would upshot in enhanced talents of the terrain.
in accordance with a 2001 document via the foreign commission on massive Dams which organize that 221 tailings dam failures might believe been avoided, the RMF states that with the aid of in reality incorporating the enter of outright stakeholders in the design, planning and constructing phases of their initiatives, miners can study to abstain from mining in areas the region tailings dam failures are undoubtedly to ensnare region and obtain a shared zero-failure purpose to tailings storage amenities.
The basis's research, having said that, has proven that failure hazards are most excellent for giant, steep and age tailings dams in tropical zones the region seismic activity and severe climate events can precipitate dam collapses.
in the case of Vale’s facility, the RMF explained that it turned into developed as piece of a collection of dams built upstream from the touchstone dyke, which makes it the most likely class of tailings dam to fail.
“Vale has now committed to decommissioning outright dams developed via the upstream system and different businesses can obviously comply with suit,” the NGO recommended.
As industries strengthen, so too does the competencies base and useful usher that's passed outright the route down to the next community of young specialists. in the scientific, desktop, or engineering fields as an example, you could truly contemplate this evolution as know-how improves and affects their lives. however once they talk about anything relish entrepreneurship,
My oldest son is graduating towering school this year, and relish many fogeys in the us, their household has been hyper-focused on getting ready him for faculty. however as they obtain nearer to that day, and his possibilities (and my investment) become actual, i ponder if I should live questioning the system extra. My son has been dabbling in enterprise on his personal since grade college, and i can contemplate the entrepreneurial hearth transforming into within him. yes, a industry school with a communications, administration or economics diploma and many others would construct a fine basis, but when being an entrepreneur is his top of the line direction, is 4 years or extra during this touchstone paraphernalia the highest character solution to equip him for the realm ahead?
i upshot know there has been a palatable upswing in celebrating and romanticizing the entrepreneur in their lifestyle. You’d live complicated pressed to learn a sports star or hero now not ‘running a business’ or ‘building a manufacturer’ within the low season. just a scroll through your fb feed will doubtless bow a lot of ‘facet hustle’ opportunities. It actually seems relish each person is stepping into on the entrepreneurial bandwagon. however definitely, the facts inform a very different story. a couple of stories exhibit that entrepreneurship is at a historic low. sure, americans are birth businesses at the lowest rate in 40 years! How is that viable?
traditionally, They believe to physiognomy the incontrovertible fact that the next era has a distinct set of values when it involves their personal freedom, labor life steadiness, and possibility/reward tolerance. They are searching for high-quality of existence previous and a clearer course to the upside of possessing their own business.
as a substitute of lamenting about the downfalls of this fresh age perspective, I decided to ‘lean in’ and interact. after I communicate to towering faculties about company and entrepreneurship, i will deem the hunger in these classes for practical expertise and direct instruction. So I got down to see if any individual is chatting with this generation about being an entrepreneur on their terms.
I met a unbelievable younger girl named Amie Tollefsrud. She is a self-made entrepreneur that rather quickly after faculty realized her communique degree wasn’t leading her anyplace she wanted to be. So she set out to Make it on her personal, becoming a nutritionist and assisting consumers on-line. She straight away erudite that every useful factor she needed to prevail she changed into discovering on her personal through ordeal and error. As her enterprise grew, her success allowed her to shuttle the realm and labor remotely. Amie, relish many in her era, has no pastime in anything else that chains her to a desk.
at last, she outright started teaching classes to other nutritionists on the route to launch their company on-line. She become getting so many inquiries she began helping other younger entrepreneurs from outright company classes. Now, she teaches others a route to create their personal online lessons and market their industry manufacturers. And when you obtain no degree or certificate for taking Amie’s or different lessons relish hers, the true world usher without retard from the source is awfully attractive.
I additionally interviewed and hung out with Andrew 'King Bach' Bachelor, an incredibly ordinary sociable media influencer and entrepreneur. He remembers that one among his school professors advised the type, “The job you may believe 10 years from now doesn’t exist today”. Barely five years later, it’s obtrusive he turned into appropriate. deem about the changes to the landscape within the next five years.
When King Bach talks about the structure of his enterprise or his systematic disburse of sociable media, it sounds more relish science or economics professor than an Instagram influencer making humorous video clips.
ordinary I deem that’s what their neighborhood should embrace. just relish the other greater ordinary professions, they deserve to aggressively explore their ‘rising expertise’ and at outright times advance their areas of schooling and practising. deem of it because the entrepreneur’s up to date pursuit of better schooling.
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Following eventual month’s tailings dam calamity at Vale’s (NYSE: VALE) Córrego upshot Feijão mining complex, which left at least 140 dead, Amsterdam-based responsible Mining Foundation issued a statement highlighting the findings of its 2018 responsible Mining Index report related to miners’ tailing dams.
According to the report, many of the world’s largest mining companies are not able to ‘know and show’ how effectively they are addressing the risks of tailings dam failure and seepage.
“The 30 mining companies assessed in RMI 2018 scored an tolerable of only 22% on tracking, reviewing and acting to improve their tailings risk management, with Vale scoring slightly above average. Fifteen of the 30 companies showed no evidence of keeping track of how effectively they are addressing these risks. And while 17 companies showed some symptom of reviewing the effectiveness of their tailings risk management measures, no evidence was organize of any of these companies publicly disclosing the extent to which they believe taken systematic action on the basis of these reviews, to improve how they address tailings-related risks,” the document reads.
The RMF states that the deficiencies many miners prove when it comes to sharing information is not limited to their tailings dams. In general, the organization’s study organize that most companies fail to adequately participate information on how they are managing sociable and environmental risks. In particular, they fail to provide meaningful site-level performance information.
“Too often, workers, mining-affected communities, governments and investors are kept in the dusky about the risks involved and how well companies are addressing these risks. Companies may live reticent to publicly reveal this potentially detrimental and sensitive information, yet it is workers and communities whose lives and livelihoods depend on adequate protection measures being in place,” the report reads.“The decommissioning and removal of upstream dams and the transfer of tailings into safer storage facilities would require massive transparency and massive costs, so government regulators and investors would need to uphold these efforts”
The responsible Mining Foundation is convinced that public disclosure would not only save thousands of lives but would furthermore improve the safety of mining projects by allowing for the expert counsel of the community which, in turn, would result in improved erudition of the terrain.
Based on a 2001 report by the International Commission on big Dams which organize that 221 tailings dam failures could believe been prevented, the RMF states that by really incorporating the input of outright stakeholders in the design, planning and building phases of their projects, miners can learn to abstain from mining in areas where tailings dam failures are most likely to occur and achieve a shared zero-failure objective to tailings storage facilities.
The foundation's research, on the other hand, has shown that failure risks are greatest for large, steep and age tailings dams in tropical zones where seismic activity and extreme weather events can precipitate dam collapses.
In the case of Vale’s facility, the RMF explained that it was built as piece of a succession of dams constructed upstream from the original dyke, which makes it the most likely sort of tailings dam to fail.
“Vale has now committed to decommissioning outright dams built by the upstream system and other companies can clearly supervene suit,” the NGO suggested.
Good morning—Sabah Al-Khair! I am delighted to live back in Dubai, this city of tomorrow, where you—its economic leaders—are dedicated to realizing the vision of a better tomorrow.
This vision is predicated on prosperity that is shared by all, benefiting the poor and the middle class, citizens and immigrants alike; and opportunities that are open to all, including women. It is a vision of fairness over cronyism and partiality, and of faith that government policy is oriented toward the common good.
This is a colossal vision. But as Sheikh Mohammed bin Rashid Al Maktoum once said “The bigger your vision, the bigger your achievement will be…we cannot let horror uphold us small. They believe to live valorous to live big.”
As you know so well, fiscal policy plays a vital role in creating and nurturing this vision of sustainable and inclusive growth—especially as encapsulated in the Sustainable evolution Goals. This is because they need fiscal space for spending on health, education, sociable protection, and public investment—all key priorities in this region.
This is why I wanted to advance back to the Arab Fiscal Forum—my fourth time now. In past years, I talked in detail about fiscal policy—the spending and revenue measures needed to achieve sustainable and inclusive growth. This year, I want to inch one even deeper—into the foundations of fiscal policy and generous fiscal management.
Because without a stable foundation, even the best policies can flounder. Without a stable foundation, fiscal policy will want credibility.
In this vein, I will address two key pillars of generous fiscal management: (i) strong fiscal frameworks; and (ii) generous governance and transparency.Prelude: Global and regional context
Before I upshot this, let me negative a few words about the broader economic context manner on fiscal policy in the region.
Unfortunately, the region has yet to fully recover from the global monetary pass and other colossal economic dislocations over the past decade.
Among oil importers, growth has picked up, but it is noiseless below pre-crisis levels. Fiscal deficits remain high, and public debt has risen rapidly—from 64 percent of GDP in 2008 to 85 percent of GDP a decade later. Public debt now exceeds 90 percent of GDP in nearly half of these countries.
The oil exporters believe not fully recovered from the histrionic oil price shock of 2014. Modest growth continues, but the outlook is highly uncertain—reflecting in piece the need for countries to shift rapidly toward renewable energy over the fresh few decades, in line with the Paris Agreement. With revenues down, fiscal deficits are only slowly declining—despite significant reforms on both the spending and revenue sides, including the introduction of VAT and excise taxes. This has led to a keen augment in public debt—from 13 percent of GDP in 2013 to 33 percent in 2018.
At this juncture, the global expansion is weakening, and risks are rising. Just a few weeks ago, they released their revised forecasts. They now deem that the global economy will grow by 3.5 percent this year, 0.2 percentage points below what they expected in October. And risks are up, given escalating trade tensions and tightening monetary conditions. Unsurprisingly, a weaker global environment has knock-on effects on the region through a variety of channels—trade, remittances, capital flows, commodity prices, and financing conditions.
The bottom line: the economic path ahead for the region is challenging. This makes the stint of fiscal policy that much harder, which in eddy makes it even more notable to build strong foundations to anchor fiscal policy.1. Fiscal Frameworks
The first building shroud of this foundation is a generous fiscal framework. By this I denote the set of laws, institutional arrangements, and procedures needed to achieve a country’s fiscal policy objectives. Such a framework allows governments to map out budgets over the medium term in a route that reflects clear, consistent, and credible goals.
There is scope to improve fiscal frameworks in this region. Some of the weaknesses are short-termism and insufficient credibility.
On short-termism: given that inclusive and sustainable growth is an inherently medium-term goal, fiscal policy needs a medium-term orientation. Focusing on the immediate horizon makes it harder to implement censorious but longer-term reforms in such areas as tackling towering public wage bills, designing effectual sociable protection systems, and getting rid of harmful fuel subsidies. Short-termism implies that fiscal policy amplifies rather than tames the waves of booms and busts—making it more difficult to achieve sustainable and inclusive growth.
Turning to fiscal credibility: I am referring to such factors as big amounts of spending kept off-budget and poor risk management. Across the region, it is common for sovereign wealth funds to directly finance projects, bypassing the touchstone budget process. And state-owned enterprises in some countries believe towering levels of borrowing—again, outside of the budget. Addressing these fiscal risks would not only enhance budget credibility and transparency but would assist uphold a lid on corruption. Budgetary credibility furthermore calls for better risk management, with a more comprehensive budget based on realistic forecasts.
The generous news is that numerous countries are already strengthening their fiscal frameworks—many with IMF assistance. Just to give some examples:
There is scope for further improvement. Perhaps the oil exporters could supervene the sample of other resource-rich countries such as Chile and Norway in using fiscal rules to protect key priorities such as sociable spending from commodity price volatility.
Strong fiscal frameworks believe other notable benefits. They shape the basis for sound debt management. They furthermore allow for better coordination between fiscal and monetary policies, so that the two arms of macroeconomic management labor together, not at cross purposes.2. generous Governance and Transparency
Let me now eddy to the second pillar of generous fiscal management—good governance and transparency. In this context, governance refers to the institutional frameworks and practices of the public sector. strong institutions are crucial for legitimacy, for fostering a clearer understanding of policy objectives among citizens, enhancing their voice, and generating buy-in for fiscal policy.
On the other hand, as many of you believe said, fragile institutions imply a fragile policy foundation that could crack and crumble—because there is inadequate legitimacy and public accountability. Even worse, these cracks could furthermore let corruption creep in. And you know so well, this is sociable poison—it feeds discord, disengagement, and disillusionment, especially among the young. The word corruption, after all, comes from Latin root for rotting, breaking apart—disintegration. And the word in Arabic, fasad, furthermore connotes this thought of rotting or coming undone.
Corruption is the noteworthy disruptor of fiscal policy. Without faith in the fairness of the tax system, it becomes harder to raise the revenue needed for censorious spending on health, education, and sociable protection. And governments might live tempted to favor white elephant projects instead of investments in people and productive potential. Add this up, and they believe a recipe for unsustainable fiscal policy combined with sociable discord.
This a global issue—relevant for big and petite countries, advanced and low-income economies, and the public and private sectors. Given this, it is no astonish that IMF research organize that fragile governance and corruption are associated with significantly lower growth, investment, FDI, and tax revenues—and higher inequality and exclusion.
Specifically, they organize that improving on an index of corruption and governance by moving from the bottom quarter to the denote is associated with an augment in the investment-to-GDP ratio of 1.5–2 percentage points and a bump up in annual GDP per capita growth by half a percentage point or more.  They will believe more analysis in the upcoming Fiscal Monitor, which will live devoted to the topic of the fiscal costs of corruption and the role of fiscal institutions.
What is the solution to fragile governance and corruption? In the fiscal domain, it calls for heightened fiscal transparency—shining a light on outright aspects of the budget and the public accounts. This would provide a more accurate picture of the fiscal position and prospects, the long-term costs and benefits of any policy changes, and the potential fiscal risks that might pitch them off course. This region has some latitude for improvement here.
We know that these kinds of reforms pay off. ensnare the case of Georgia, for example. Until 2003, it was seen as one of the most debase countries in the world. But after that, it reformed its institutions and cracked down on corruption. This, along with tax reform, led to immediate improvements. Tax revenues increased from 12 percent of GDP in 2003 to 25 percent of GDP in 2008, as taxpayers had greater faith in the fairness of the system.
I should note that the IMF has been stepping up its rendezvous in the belt of governance and corruption. eventual year, they establish in region a fresh framework predicated on a more systematic, evenhanded, effective, and candid rendezvous on these issues with member countries. They will live reaching out to leaders in this region to dispute how they can labor together to implement this framework.
With better governance, they can supplant the “disintegration” of corruption with the “integration” of outright into the productive economy. They can supplant fasad with islah—reforms to set things right, to reconcile people with one another.Conclusion
Let me wrap up. I believe argued this morning that generous fiscal policy requires generous institutional foundations. And solid foundations in areas such as fiscal frameworks and governance give citizens aplomb that fiscal policy serves the generous of all, not just the wealthy or the well-connected.
Let me discontinue with some wise words attributed to the noteworthy Ibn Khaldun, “He who finds a fresh path is a pathfinder, even if the trail has to live organize again by others; and he who walks far ahead of his contemporaries is a leader.”
You are the pathfinders, the leaders, the visionaries. They hope that they can give useful guidance, but they contemplate to you to find the perquisite path to Make this vision a reality.
 More specifically, those gains are associated with moving from the 25th percentile to the 50th percentile in an index on corruption and governance.
In a robust and frank conversation, the insurance legend provides unique insights into global trade, his past battles and what the future holds for the industry and his company.
In 1960, Maurice “Hank” Greenberg was hired as a vice president of C.V. Starr & Co. At age 35, he had already accomplished a noteworthy deal.
He served his country as piece of the Allied Forces that stormed the beaches at Normandy and liberated the Nazi death camps. He fought again during the Korean War, earning a Bronze Star. He held a law degree from fresh York Law School.
Now he was ready to Make his label on the industry world.
Even C.V. Starr himself — who hired Mr. Greenberg and later hand-picked him as the successor to the company he founded in Shanghai in 1919 — could not believe imagined what a label it would be.
Mr. Greenberg began to build AIG as a Starr subsidiary, then in 1969, he took it public. The company would, at its peak, achieve a market cap of some $180 billion and cement its region as the largest insurance and monetary services company in history.
This month, Mr. Greenberg travels to China to celebrate the 100th anniversary of C.V. Starr & Co. That visit occurs at a prickly time in U.S.-Sino relations, as the Trump administration levies tariffs on hundreds of billions of dollars in Chinese goods and China retaliates.
In September, Risk & Insurance® sat down with Mr. Greenberg in his Park Avenue office to hear his thoughts on the centennial of C.V. Starr, the dynamics of U.S. trade relationships with China and the future of the U.S. insurance industry as it faces the challenges of technology evolution and talent recruitment and retention, among many others. What follows is an edited transcript of that discussion.
R&I: One hundred years is quite an impressive milestone for any company. Celebrating the anniversary in China signifies the consequence and longevity of that relationship. Can you inform us more about C.V. Starr’s history with China?
Hank Greenberg: We believe a long history in China. I first went there in 1975. There was Little there, but I had industry throughout Asia, and I stopped there outright the time. I’d cease there a couple of times a year and build relationships.
When I first started visiting China, there was only one state-owned insurance company there, PICC (the People’s Insurance Company of China); it was tiny at the time. They helped them to grow.
I furthermore received the first foreign life insurance license in China, for AIA (The American International Assurance Co.). To date, there has been no other foreign life insurance company in China. It took me 20 years of difficult labor to obtain that license.
We furthermore introduced an agency system in China. They had none. Their life company employees would obtain a salary whether they sold something or not. With the agency system of course you obtain paid a commission if you sell something. Once that agency system was installed, it went on to create more than a million jobs.
R&I: So Starr’s success has meant success for the Chinese insurance industry as well.
Hank Greenberg: That’s partly why we’re going to live celebrating that anniversary there next month. That celebration will occur alongside that of IBLAC (International industry Leaders’ Advisory Council), an international industry advisory group that was establish together when Zhu Rongji was the mayor of Shanghai [Zhu is since retired from public life]. He asked me to start that to attract foreign companies to invest in Shanghai.
“It turns out that it is harder [for China] to change, because they believe one leader. My guess is that we’ll labor it out sooner or later. Trump and Xi believe to meet. That will result in some agreement that will obtain to them and they will believe to finish the leisure of the negotiations. I believe that will happen.” — Maurice “Hank” Greenberg, chairman and CEO, C.V. Starr & Co. Inc.
Shanghai and China in generic were just coming out of the doldrums then; there was a want of foreign investment. Zhu asked me to chair IBLAC and to assist obtain it started, which I did. I served as chairman of that group for a couple of terms. I am noiseless a piece of that board, and it will live celebrating its 30th anniversary along with their 100th anniversary.
We believe a generous relationship with China, and we’re candid as you can inform from the op-ed I published in the Wall Street Journal. I’m told that my op-ed was received quite well in China, by both Chinese companies and foreign companies doing industry there.
On August 29, Mr. Greenberg published an conviction piece in the WSJ reminding Chinese leaders of the productive history of U.S.-Sino relations and suggesting that Chinese leaders ensnare pragmatic steps to ease trade tensions with the U.S.
R&I: What’s your outlook on current trade relations between the U.S. and China?
Hank Greenberg: As to the current environment, when you are in negotiations, every leader negotiates differently.
President Trump is negotiating based on his well-known approach. What’s different now is that President Xi (Jinping, generic Secretary of the Communist Party of China) made himself the emperor. outright the past presidents in China before the revolution had two terms. He’s there for life, which makes things much more difficult.
R&I: sure does. You’ve got a one- or two-term president talking to somebody who can wait it out. It’s definitely unique.
Hank Greenberg: So, clearly a lot of change is going on in China. Some of it is good. But as I said in the op-ed, China needs to live treated relish the second largest economy in the world, which it is. And it will live the number one economy in the world in not too many years. That means that you can’t disburse the identical terms of trade that you did 25 or 30 years ago.
They want to believe access to their market and other markets. Fine, but you believe to believe reciprocity, and they believe not been very generous at that.
R&I: What stands in the route of that happening?
Hank Greenberg: I deem there are several substantial challenges. One, their structure makes it very difficult. They believe a senior official, a regulator, who runs a division within the government for insurance. He keeps that job as long as he does what leadership wants him to do. He may not live sure what they want him to do.
For example, the president made a speech many months ago adage they are going to open up banking, insurance and a couple of additional sectors to foreign investment; nothing happened.
The understanding was that the head of that division got changed. A fresh administrator came in who was not sure what the president wanted so he did nothing. Time went on and the international community said, “Wait a minute, you promised that you were going to upshot that and you didn’t upshot that.”
So the structure is such that it is very difficult. China can’t react as fleet as it should. That will change, but it is going to ensnare time.
R&I: That’s interesting, because during the monetary pass in 2008 there was talk that China, given their more centralized authority, could react more quickly, not less quickly.
Hank Greenberg: It turns out that it is harder to change, because they believe one leader. My guess is that we’ll labor it out sooner or later. Trump and Xi believe to meet. That will result in some agreement that will obtain to them and they will believe to finish the leisure of the negotiations. I believe that will happen.
R&I: Obviously, you believe a very unique perspective and undergo in China. For American companies coming to China, what are some of the current challenges?
Hank Greenberg: Well, they very much want to upshot industry in China. That’s due to the sheer size of the country, at 1.4 billion people. It’s a very colossal market and not just for insurance companies. It’s a gross range of companies that would relish to believe access to China as easily as Chinese companies believe access to the United States. As I said previously, that has to live resolved.
It’s not going to live easy, because China has a history of not being treated well by other countries. The U.S. has been pretty generous in that way. They haven’t taken advantage of China.
R&I: Your op-ed was very enlightening on that topic.
Hank Greenberg: President Xi wants to rebuild the “middle kingdom,” to what China was, a noteworthy country. piece of that was his takeover of the South China Sea rock islands during the Obama Administration; they did nothing. It’s a Little late now to try and upshot something. They promised they would never militarize those islands. Then they did. That’s a true problem in Southern Asia. The other countries in that region are not satisfied about that.
R&I: One thing that has differentiated your company is that it is not a public company, and it is not a mutual company. They deem you’re the only big insurance company with that structure at that scale. What advantages does that give you?
Hank Greenberg: Two things. First of all, we’re more than an insurance company. They believe the traditional investment unit with the insurance company. Then they believe a divorce investment unit that they started, which is very successful. So they believe a source of income that is diverse. They don’t believe to underwrite industry that is going to lose a lot of money. Not knowingly anyway.
R&I: And that’s because you are a private company?
Hank Greenberg: Yes. They attract a different sort of person in a private company.
R&I: upshot you deem that enables you to react more quickly?
Hank Greenberg: Absolutely. When they left AIG there were three of us. Myself, Howie Smith and Ed Matthews. Howie used to accelerate the internal financials and Ed Matthews was the investment guy coming out of Morgan Stanley when I was putting AIG together. They started with three people and now they believe 3,500 and growing.
“I deem technology can play a role in reducing operating expenses. In the eventual 70 years, you believe seen the expense ratio of the industry rise, and I’m not sure the industry can afford a 35 percent expense ratio. But while technology can help, some additional fundamental changes will furthermore live required.” — Maurice “Hank” Greenberg, chairman and CEO, C.V. Starr & Co. Inc.
R&I: You being forced to leave AIG in 2005 really was an injustice, by the way. AIG wouldn’t believe been in the position it was in 2008 if you had noiseless been there.
Hank Greenberg: Absolutely not. They had outright the perquisite things in place. They met with the monetary services division once a day every day to Make sure they stuck to what they were hypothetical to do. Even Hank Paulson, the Secretary of Treasury, sat on the stand during my ordeal and said that if I’d been at the company, it would not believe imploded the route it did.
R&I: And that fateful conclusion the AIG board made really affected the course of the country.
Hank Greenberg: So many people lost outright of their net worth. The fresh management was taking on billions of dollars’ worth of risk with no collateral. They had decimated the internal risk management controls. And the government takeover of the company when the monetary pass blew up was grossly unfair.
From the time it went public, AIG’s value had increased from $300 million to $180 billion. Thanks to Eliot Spitzer, it’s now worth a fraction of that. His was a low misuse of the Martin Act. It gives the Attorney generic the power to investigate without probable occasions and bring fraud charges without having to prove intent. Only in fresh York does the law grant the AG that much power.
R&I: It’s especially frustrating when you deem the character of his own character, and the scandal he was involved in.
In early 2008, Spitzer was caught on a federal wiretap arranging a meeting with a prostitute at a Washington Hotel and resigned shortly thereafter.
Hank Greenberg: Yes. And it’s been successive. contemplate at Eric Schneiderman. He resigned earlier this year when it came out that he had abused several women. And this was after he came out so strongly against other men accused of the identical thing. To me it demonstrates hypocrisy and abuse of power.
Schneiderman followed in Spitzer’s footsteps in leveraging the Martin Act against numerous corporations to generate multi-billion dollar settlements.
R&I: Starr, however, continues to thrive. You said you’re at 3,500 people and noiseless growing. As you continue to expand, how upshot you deal with the challenge of attracting talent?
Hank Greenberg: They did something eventual week.
On September 16th, St. John’s University announced the largest gift in its 148-year history. The Starr Foundation donated $15 million to the school, establishing the Maurice R. Greenberg Leadership Initiative at St. John’s School of Risk Management, Insurance and Actuarial Science.
Hank Greenberg: They believe recruited from St. John’s for many, many years. These are young people who want to live in the insurance industry. They don’t obtain into it by accident. They study to become skilled in this and they believe recruited some very qualified individuals from that school. But they furthermore recruit from many other universities. On the investment side, outside of the insurance industry, they furthermore recruit from Wall Street.
R&I: We’re very interested in how you and other leaders in this industry view technology and how they’re going to disburse it.
Hank Greenberg: I deem technology can play a role in reducing operating expenses. In the eventual 70 years, you believe seen the expense ratio of the industry rise, and I’m not sure the industry can afford a 35 percent expense ratio. But while technology can help, some additional fundamental changes will furthermore live required.
R&I: So as the pre-eminent leader of the insurance industry, what upshot you contemplate in terms of where insurance is now an where it’s going?
Hank Greenberg: The country and the world will always need insurance. That doesn’t denote that what they believe today is what we’re going to believe 25 years from now.
How quickly the change comes and how far it will inch will depend on individual companies and individual countries. Some will live more valorous than others. But change will ensnare place, there is no doubt about it.
More will inch on in space, there is no question about that. We’re involved in it perquisite now as an insurance company, and it will obtain broader.
One of the things you believe to worry about is it’s now a nuclear world. It’s a more perilous world. And again, they believe to find some route to deal with that.
So, change is inevitable. You need people who can deal with change.
R&I: Is there anything else, Mr. Greenberg, you want to remark on?
Hank Greenberg: I deem I’ve covered it. &
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