February 2026 leave law summary – U.S.
Legislative changes in New York.

February 2026 leave law summary – Canada
Federal legislation and changes in Nova Scotia.

February 2026 workers’ comp law summary – U.S.
Legislative changes for private employers and public entities in Nebraska and New Jersey and federal legislation to watch.

Two decisions of Australia’s highest court have clarified and reshaped the legal framework governing institutional liability for historical harm claims. Together, these developments materially alter how liability may arise for organisations entrusted with the care, supervision or authority over children and other vulnerable people, with important implications for insurers and claims professionals managing latent and special risk exposures.

Redefining the boundaries of vicarious liability

In a recent ruling, Bird v DP (a pseudonym) [2024] HCA 4, the High Court confirmed that vicarious liability under Australian common law remains confined to genuine employer–employee relationships. The Court made clear that liability cannot be attributed to an organisation for serious wrongdoing carried out by an individual where no such employment relationship exists.

This clarification narrowed the scope for claimants to rely on vicarious liability in historical matters involving individuals engaged in non‑employment roles, such as volunteers, clergy or contractors. As a result, the nature of the legal relationship between an organisation and the individual concerned has become a critical threshold issue when assessing whether vicarious liability can be established.

Expansion of direct institutional responsibility

The liability landscape shifted again in a subsequent decision, AA v The trustees of the Roman Catholic Church for the Diocese of Maitland-Newcastle [2026]  HCA 2), which examined whether an organisation could be directly responsible for harm arising from the conduct of a delegate, even where vicarious liability could not be established.

The Court confirmed that organisations entrusted with the care, supervision or authority over children may owe a non‑delegable duty of care. Importantly, the Court held that this duty may be breached by serious misconduct carried out by a delegate, provided the harm was foreseeable and arose from the exercise of authority or functions conferred by the organisation.

In clarifying the scope of this duty, the Court identified key considerations, including whether:

• the organisation assumed responsibility for the safety and wellbeing of the child;
• the risk of harm was reasonably foreseeable; and
• the harm arose from authority or responsibility delegated by the organisation.

This marked a significant development in Australian law by expanding direct institutional responsibility beyond traditional negligence concepts and allowing liability to arise independently of employment status.

Implications for risk and claims management

Taken together, these developments draw a clearer distinction between vicarious liability, which remains anchored to employment relationships, and direct institutional responsibility, which may arise through non‑delegable duties of care.

For insurers, claims professionals and organisations managing historical and latent risk exposures, this shift materially alters the risk profile. Claims may increasingly turn on whether an organisation assumed responsibility for care, supervision or authority, rather than on formal employment arrangements alone. This has direct implications for underwriting approaches, policy interpretation, reserving practices and the long‑term management of latent and special risk portfolios.

Key takeaways for insurers:

• Employment status is no longer the sole driver of exposure
  While vicarious liability remains limited to employer–employee relationships, liability may still arise through direct duties of care, even where individuals involved were not employees.
• Expanded exposure arising from assumed responsibility
  Organisations that assume responsibility for the care, supervision or authority over vulnerable persons may face direct liability for serious misconduct carried out by delegates, volunteers or other non‑employees.
• Increased focus on institutional role rather than individual actions
  Claims assessment is increasingly centred on whether responsibility for safety and oversight was assumed, rather than on the specific conduct or status of individuals alone.
• Heightened sensitivity for long‑tail and legacy claims
  The expansion of direct institutional liability has implications for historical exposure, particularly for insureds with long‑standing reliance on delegated authority structures, contractors or volunteers.
• Greater scrutiny of policy wordings and risk assumptions
  These developments reinforce the need for careful consideration of coverage triggers, aggregation, reserving assumptions and long‑term risk modelling across latent and special risk portfolios.

Our expertise

In this evolving legal environment, navigating historical abuse, latent injury and other special risk claims requires deep technical knowledge, sensitivity and strategic claims management. Our specialist teams bring extensive experience in managing complex institutional liability matters across multiple jurisdictions. Drawing on a multidisciplinary approach that combines legal insight, forensic investigation, policy interpretation and stakeholder management, we support insurers and organisations in responding to these claims with rigour and care. As the legal framework continues to develop, our experts are well-positioned to help clients assess exposure, manage emerging risks and deliver consistent, defensible outcomes in this highly specialised and evolving area of claims management.

Latent and special risk liability brochure

O’Neill’s industry experience spans marine  transportation, , marine facilities and equipment, ports and drydocks, cruise lines and international marine operations. For over 30 years  he’s delivered marine surveying, technical risk assessment and loss support across complex maritime environments. 

A highly regarded marine expert, he offers deep technical and operational expertise across marine surveys, including protection and indemnity (P&I), hull and machinery, vessel discharge, and damage and repair, as well as shipyard risk assessments, statutory regulations and classifications, project and safety management, marine adjusting, project cargo, marine salvage and subrogation.

“With Will joining our team, Sedgwick Canada now has the largest and most technically diverse marine expert group in the market,” said Kumar Siva, Chief Operating Officer, Sedgwick in Canada. “His reputation and hands-on experience further strengthen our ability to support clients facing complex marine losses, risk exposures and operational challenges across Canada.”

Sedgwick’s marine practice in Canada will continue to support a wide range of claims, risk assessments and technical services across ports, terminals, vessels, cargo operations and international marine exposures, backed by global specialty expertise.

“Sedgwick’s marine practice brings together technical depth, operational experience and global reach,” said O’Neill. “I look forward to working with the team to deliver practical, engineering-led solutions for clients managing complex marine risks and claims.”

O’Neill holds both bachelor’s and master’s degrees in Mechanical Engineering from Salford University in England and is a Chartered Engineer (CEng) and member of the Institute of Marine Engineering, Science and Technology (MIMarEST).

About Sedgwick

Sedgwick is the world’s leading risk and claims administration partner, helping clients thrive by navigating the unexpected. The company’s expertise, combined with the most advanced AI-enabled technology available, sets the standard for solutions in claims administration, loss adjusting, benefits administration and product recall. With over 33,000 colleagues and 10,000 clients across 80 countries, Sedgwick provides unmatched perspective, caring that counts, and solutions for the rapidly changing and complex risk landscape. Sedgwick’s majority shareholder is The Carlyle Group; Stone Point Capital LLC, Altas Partners, CDPQ, Onex and other management investors are minority shareholders. For more, see sedgwick.

The storm followed another low-pressure system just days earlier. Together, the two storms dropped nearly 50 inches of rain in some areas within a week — destroying homes, washing out roads and straining critical infrastructure. 

Authorities say the flooding is the worst Hawaii has seen in more than 20 years. Hundreds of people were rescued, and more than 5,000 people were evacuated in Northern Oahu amid concerns that the 120-year-old Wahiawa Dam could fail.

Though waters are receding, a flash flood warning is still in effect through Monday afternoon for parts of the state. As cleanup efforts continue, early estimates suggest total damage could reach $1 billion. 

When disaster strikes, we’re ready to respond, 24/7/365.

We’ll be there, anywhere, to handle every aspect of a loss. We have all the experts needed to move each claim forward – from loss adjusters and engineering consultants to temporary housing specialists and repair contractors. 

Whatever the loss and whatever the need, we’ll bring together all the right resources – at the right time – to assess damage, coordinate repairs and resolve claims quickly.

If you have questions, contact our property team. If you need assistance with a claim, assign it to us here.

According to the Bureau of Meteorology, the system is bringing very strong winds and dangerous conditions, and communities in affected areas are being urged to remain vigilant and follow local advice.

Our teams are closely monitoring the situation and coordinating with local authorities and emergency services. We are ready to support customers as conditions allow and will mobilise resources when it is safe to do so. Safety remains our priority, and access to some areas may be restricted while severe weather conditions persist.

We encourage everyone in affected areas to stay informed through official channels and take all necessary precautions. Our thoughts are with those impacted during this challenging time. Further updates will be shared as the situation evolves.

Customers experiencing vulnerability

We recognise that your customers impacted by this event may be experiencing vulnerability or hardship as a result of displacement, service disruptions or personal circumstances. Our teams are trained to identify and support vulnerable customers and will make reasonable adjustments to claims handling and communication where needed, ensuring care, empathy and flexibility throughout the recovery process.

Lodging claims and urgent assistance

Our Customer Service Centre 1800 811 285 remains available 24/7 for urgent registrations and to arrange make-safes. Claims can also be lodged via claims.au@sedgwick.com.

Every event is different, but the impact on people is always the same. A home gone in minutes. A business shut down indefinitely. Families standing on what used to be their property, trying to understand what comes next. Wildfires, in particular, are uniquely devastating because they do not just damage structures. They erase lives as people knew them.

That is why preparation matters so much, especially now.

What the Recent California Wildfires Reinforced

The wildfires we have seen in California, including the Los Angeles and Palisades areas, reinforced hard truths the industry cannot afford to ignore. These were not small events, but even when claim counts appear manageable on paper, wildfire losses require highly specialized expertise to handle properly.

Wildfire claims are not wind or hail claims. They involve total losses, complex rebuilds, strict building codes, environmental considerations, debris removal, smoke and soot remediation, and most importantly, deep empathy for people who have lost everything.

What concerned me most was not just the scale of destruction. It was how exposed many homeowners, businesses, and even insurers were due to lack of preparation and lack of experienced resources.

A Shrinking Pool of Specialized Adjusters

Over the past two years, the industry has seen fewer large catastrophe events overall. That may sound like good news, but it has created a serious downstream problem.

Many experienced catastrophe adjusters, particularly those with wildfire expertise, have left the industry altogether. When work slowed, people could not afford to wait around. They changed careers. They moved into other roles. And now, as wildfire activity ramps back up, those skill sets are no longer readily available.

Wildfire adjusters are a different breed. They understand how to rebuild a home from the ground up. They know how local and state codes apply. They can assess whether a structure can be saved or must be demolished. They can walk a homeowner through debris removal, environmental testing, and reconstruction without making promises that will not hold up later.

That experience is becoming rare. When events happen, supply and demand takes over quickly. If you are not prepared, you are likely to be at the back of the line, paying more and waiting longer for the right help.

Why Preparation Before Fire Season Is Critical

Preparation is not about predicting the next wildfire. It is about having a plan you can activate immediately.

In the first seven days after a catastrophe, the difference between prepared and unprepared organizations becomes painfully clear. Those with plans in place already have people positioned, housing options identified, and response strategies underway. Those without plans are scrambling, often with fewer choices and higher costs.

There is no downside to being prepared. As insurance and risk professionals, that is what we are supposed to do. We anticipate worst case scenarios and reduce their impact.

What Homeowners and Business Owners Should Do Now

If you live or operate in a wildfire prone area, preparation starts well before smoke is in the air.

Understand your insurance policy.

Many people do not fully understand their coverage until it is too late. Law and ordinance coverage is a common gap. Rebuilding to current code can add hundreds of thousands of dollars to a loss. If your policy limits do not account for that, you may be left with painful decisions after a fire.

Know what you are exposed to.

Think about your property, your surroundings, and your vulnerabilities. Vegetation management, defensible space, and construction materials all matter. These are conversations worth having before fire season, not during it.

Plan for displacement.

Wildfires do not just damage buildings; they displace people. Temporary housing is one of the biggest challenges after a major event. Having access to a coordinated housing solution can make an enormous difference in how quickly families and employees regain stability.

Expect the process to take time.

Rebuilding after a wildfire is rarely quick. Permitting, inspections, environmental reviews, and contractor availability all factor in. Knowing that upfront helps set realistic expectations and reduces frustration.

The Role of a Trusted Partner

One of the biggest lessons I have learned over the years is that catastrophe response is not something you can figure out as you go. Every event is dynamic. Conditions change daily. Access issues, secondary hazards, and infrastructure damage can all complicate recovery.

Working with a partner like Sedgwick allows insurers, businesses, and policyholders to bring everything together. Claims management, temporary housing, emergency repairs, environmental expertise, engineering support, and content solutions can all be coordinated through a single, integrated approach.

That coordination matters. When the right experts are involved early, we can often save structures that might otherwise be written off, control costs responsibly, and most importantly, treat people with the care and respect they deserve during one of the worst moments of their lives.

A Final Thought

Catastrophes are called catastrophes for a reason. No one expects them. But the consequences of not preparing are entirely predictable.

I have walked into wildfire zones, hurricane paths, floodplains, and tornado scars across this country. I have never seen a situation where preparation made things worse. I have seen countless situations where the lack of it made everything harder.

Wildfire season is coming. The time to plan, while experienced resources are still available, is now.

Take the Next Step in Your Wildfire Preparation

Preparation does not have to be overwhelming. Having a clear, practical checklist can help you take the right steps before wildfire season begins, whether you are protecting a home, a business, or both.

To help you get started, we have created a Wildfire Preparation Checklist for homeowners and business owners. It outlines key actions to take before, during, and after a wildfire, including preparation planning, insurance considerations, and recovery readiness.

Download the Wildfire Preparation Checklist to better understand your risks, strengthen your preparedness, and be ready to act when it matters most.

SYDNEY, Australia – The number of Australian product safety market actions, including recalls, fell 3.2% from 2024 to 2025, according to Sedgwick’s 2026 State of the Nation Australian Product Safety and Recall Index report. In total, there were 1,247 events in 2025 compared to 1,288 in 2024. While the annual figures are lower, the second half (H2) of 2025 recorded an uptick in the number of events, suggesting an increased regulatory focus on product safety and enforcement.

Sedgwick’s biannual Australian report analyses product safety and recall data from the Australian automotive, consumer product, and food and drink sectors, as well as market actions, including product recalls, corrections, and alerts, for the pharmaceutical and medical device industries. This latest edition examines data from the second half of 2025, July through August, as well as the full year in review.

Compared to January through June 2025 (H1 2025), the total number of recall actions rose by 10.3% from 593 to 654 in H2. All five sectors that Sedgwick tracks experienced more events in H2 2025 than in H1. The greatest gains were in the pharmaceutical industry, where market actions rose 70% to a six-year high. The food and drink sector saw recalls increase 36.4%, marking the second-highest half-year total since H2 2020.

In addition to the recall data and analysis, Sedgwick’s report provides essential insights into the regulatory developments and perspectives on what product safety stakeholders should anticipate for 2026. Throughout 2025, Australian regulators updated or implemented rules and guidance across a range of industries to harmonise them with those of other nations. This included stronger cyber security rules for smart devices and toys, extended producer responsibilities for batteries and other consumer goods, and requirements for emissions standards and Autonomous Emergency Braking in vehicles. 

One of the biggest product safety changes in 2025 was the Therapeutic Goods Administration’s (TGA) new Procedure for Recalls, Product Alerts, and Product Corrections (PRAC). The new regulation outlines rules for sponsors of medical devices, medicines, bloods, and biologicals when conducting market actions, including product recalls. Regulators also prioritised transparency by enacting several rules that addressed consumers’ access to information about product safety, ingredients, and honest advertising.

“While overall recall activity eased in 2025, Australian regulators remain sharply focused on product safety and enforcement,” notes Mark Buckingham, Global Director of Recall Solutions with Sedgwick. “Businesses must remain agile as regulatory reforms demand greater transparency, stricter safety standards, and increased obligations for manufacturers and distributors. In this dynamic landscape, clear communications with regulators and supply chain partners, along with robust recall strategies, is essential to respond swiftly to emerging market crises.”

To download the latest Australian Product Safety and Recall Index, click here.

Sedgwick publishes its Australian Product Safety and Recall Index twice a year. It is the only report that aggregates and tracks recall data and regulatory changes across multiple government agencies and industries to help stakeholders respond to product recall trends, dynamic legislation, and other in-market challenges. For more information, visit www.sedgwick.com/product-recall.

About Sedgwick

Sedgwick is the world’s leading risk and claims administration partner, helping clients thrive by navigating the unexpected. The company’s expertise, combined with the most advanced AI-enabled technology available, sets the standard for solutions in claims administration, loss adjusting, benefits administration and product recall. With over 33,000 colleagues and 10,000 clients across 80 countries, Sedgwick provides unmatched perspective, caring that counts, and solutions for the rapidly changing and complex risk landscape. Sedgwick’s majority shareholder is The Carlyle Group; Stone Point Capital LLC, Altas Partners, CDPQ, Onex and other management investors are minority shareholders. For more, see sedgwick.com.

She will lead strategy and delivery for Sedgwick’s forensic accounting services across the country, and work closely with clients, insurers and legal stakeholders to support complex loss, litigation and class action matters.

Hillier brings over 20 years of forensic accounting experience from across Australia and the UK. She specializes in class action administration, settlement schemes, and has extensive experience quantifying economic losses for insurance and litigation matters. These include business interruption, commercial disputes, cyber, personal injury and fatal accident claims. 

“Amanda is a highly respected leader with deep technical expertise and a strong track record of innovation,” said Kimberley Daley, Executive General Manager of Sedgwick in Australia. “Her ability to combine forensic rigor with technology-enabled solutions has helped expand our capacity and deliver better outcomes for clients. Amanda’s leadership will be instrumental as demand for complex and large-scale claims support continues to grow.”

Since joining Sedgwick in 2011, Hillier has played a central role in strengthening the firm’s forensic accounting capabilities across Australia. She has overseen operational quality across the practice, supported catastrophe response efforts and helped implement enhanced claims systems and automated assessment solutions to efficiently manage high-volume and complex claims, including class action matters.

“Forensic accounting continues to evolve as claims become more complex and data-driven,” said Hillier. “I’m proud to work with a highly skilled team that brings deep technical expertise together with automation and innovation to help clients navigate challenging loss, litigation and class action matters.”

“Sedgwick’s forensic accounting team in Australia comprises more than 30 accountants across four offices nationwide, serving clients across all sectors including construction, hospitality & leisure, manufacturing, power & energy and retail.”

About Sedgwick

Sedgwick is the world’s leading risk and claims administration partner, helping clients thrive by navigating the unexpected. The company’s expertise, combined with the most advanced AI-enabled technology available, sets the standard for solutions in claims administration, loss adjusting, benefits administration and product recall. With over 33,000 colleagues and 10,000 clients across 80 countries, Sedgwick provides unmatched perspective, caring that counts, and solutions for the rapidly changing and complex risk landscape. Sedgwick’s majority shareholder is The Carlyle Group; Stone Point Capital LLC, Altas Partners, CDPQ, Onex and other management investors are minority shareholders. For more, see sedgwick.

The Renters’ Rights Act 2025, the first phase coming into force 1^st May 2026, is aiming to satisfy many years of political pressure and campaigning to reform the private rental market in England. 

Since the Housing Act 1988, which was aimed to encourage investment in the private sector, by the introduction of “no fault” evictions, there has been a growing problem with housing insecurity. As early as 2017, campaigners were reporting such “no fault” evictions were a leading cause in the problem of homelessness. 

Along side the issue of evictions, there has been the ever present problem concerning the standard and maintenance of rented accommodation. Whilst the issue has been mired by political differences, the tragic death of two year old Awaab Ishak, bringing about the Social Housing (Regulation) Act 2023, which included legally binding timeframes for social landlords in England to investigate and repair serious hazards.  

Renters’ Rights Act 2025

So the Renters’ Rights Act 2025 is an attempt at major reform to the private rented sector in England. The provisions will be introduced in stages:

27 October 2025

• New local council enforcement and investigatory powers came into effect.

1 May 2026

• Abolition of Section 21 “no fault” evictions and transition of all tenancies to a rolling periodic agreement. 
• Landlords must give their tenants the required notice period for repossession and must be prepared to evidence their reasons in court. 
• The landlord can only get possession on specific proven grounds, such as rent arrears, selling or moving on, but decided by the Court if the tenant does not leave.  
• Rental bidding is outlawed. 
• Rent in advance is restricted to one month. 
• Landlord should not withhold consent to have a pet without good grounds.
• Discriminatory practices against tenants with children or adverts saying no “No DSS” are outlawed. 

Late 2026 onwards

• Introduction of Private Rented Sector database and extension of Awaab’s Law into the private rental market. 

The use of the term “periodic” tends to suggest regular or fixed intervals, much like the 6 or 12 month tenancies we have now, but the opposite is true. Rolling periodic tenancies means the tenancies are indefinite, i.e. no fixed end unless the tenant gives 2 months notice or a notice period pre-agreed by both parties.

From a loss adjusting perspective, the most notable changes relate to landlord obligations and tenant protections, and these will inevitably influence the size and complexity of future claims. To understand why, consider:

Greater scrutiny on the standard of existing accommodation

With stronger enforcement of property standards and faster remediation requirements, there may be less tolerance for prolonged reinstatement works or a will to stay in accommodation that has suffered moderate damage due to an insured event. Determining when a property is genuinely “uninhabitable” and for how long will need careful consideration. 

Greater pressure on repair timelines

Extended alternative accommodation periods may become more challenging due to regulatory expectations requiring prompt action.

Greater risk of underinsurance

If properties are not insured for adequate reinstatement values, particularly where compliance upgrades are needed, the shortfall could extend repair periods and impact AA duration. With the challenges already faced in finding reasonable AA for occupants, claim costs are very likely to rise putting pressure on existing policy limits. 

Greater complexity

With the introduction of the Act, tenancy agreements with an end date will automatically change to a rolling basis. Landlords will revise their conditions and loss adjusters will need to carefully consider the implications of the new arrangements and how they align with policy cover. This will not only impact on arrangements for the existing rented accommodation but also the temporary accommodation the occupant needs during the repairs. 

Potential advantages

On the flipside, could the end of 6 or 12 month tenancies potentially reduce the exposure for insurers, the displaced tenant having the ability to give a notice period when repairs are approaching completion. This will avoid paying rent on temporary accommodation when the original rental property is available for reoccupation. Potentially. 

Notwithstanding, it’s not hard to imagine if a landlord is seeing more volatility in the market, shorter tenancies, more difficulties in regaining possession and increased maintenance costs, we might expect rents are likely to rise to compensate. Time will tell. 

Grounded in findings from Sedgwick’s global risk study and decades of real‑world experience, the conversation breaks resilience into practical, achievable steps. Across five focused segments, George and Arick examine the global risk landscape, the role of scenario planning, the interventions that set leaders apart, lessons from real case studies, and what it takes to build a resilient organization for the future.

Segment 1. The Global Risk Landscape: Rising Exposure, Middling Readiness  (starts at 02:20)

The conversation opens with a sobering reality. According to Sedgwick’s global risk study, only a small percentage of organizations consider themselves fully prepared for major global risks, even as exposure continues to rise. Geopolitical instability, cyber threats, and AI‑related risks top the list of executive concerns, yet most organizations admit they are only moderately prepared.

Arick points to several drivers behind this gap. Geopolitical risk, in particular, is difficult to plan for because it shifts rapidly and often unpredictably. Cyber risk, while still evolving, has benefited from years of focused investment and specialization, making organizations feel more confident in that space. He also highlights a disconnect in perception, noting that executives may be more optimistic about preparedness than risk professionals who are closer to operational realities.

The takeaway is clear: risk exposure is accelerating faster than organizational preparedness, and closing that gap requires a more honest assessment of readiness and a stronger integration of risk expertise into strategic conversations.

Segment 2. Scenario Planning: Moving from Reactive to Proactive (starts at 05:34)

Moving from diagnosis to action, the discussion turns to scenario planning as a critical tool for shifting from reactive to proactive risk management. Arick emphasizes that scenario planning does not need to be owned solely by risk teams. Instead, it should be embedded wherever strategic planning occurs, from business units to the boardroom.

Drawing parallels to business continuity and IT disaster recovery exercises, Arick explains how structured scenarios help organizations test assumptions, identify gaps, and understand how different outcomes could impact strategy. Effective scenario planning considers optimistic, pessimistic, and status‑quo outcomes, allowing leaders to recognize early signals and adapt investments accordingly.

Rather than predicting the future, scenario planning builds organizational muscle memory. It prepares teams to recognize change sooner and respond with greater confidence.

Segment 3. Practical Interventions: What Distinguishes Leaders from Followers (starts at 08:14)

From planning, the conversation shifts to execution. George and Arick explore how practical interventions transform preparedness from theory into action, using cybersecurity as a prime example. Over the past decade, cyber resilience has evolved from a niche concern into a core business capability, supported by specialized talent, tools, and regular tabletop exercises.

Arick notes that these practices are now table stakes for most organizations. The opportunity lies in applying similar rigor beyond technology. Tabletop exercises, recovery planning, and quantified risk assessments can be adapted to supply chain disruption, operational risk, and other non‑technical threats.

A key theme in this segment is quantification. When organizations can measure potential impact, they can have more productive conversations about where to invest and why. Quantification enables smarter capital allocation and strengthens the business case for resilience.

Segment 4. Case Studies: Success Stories in Adaptation (starts at 12:40)

To illustrate resilience in action, Arick shares a case study from earlier in his career that demonstrates the value of preparation. Long before the COVID‑19 pandemic, the organization had established pandemic planning and business continuity teams in response to earlier regional outbreaks and operational risks.

When early supply chain disruptions emerged in early 2020, those established relationships and prior tabletop exercises allowed teams to mobilize quickly. Because roles, communication paths, and decision frameworks were already familiar, the organization was able to respond with agility as the situation escalated into a global crisis.

The lesson is not about predicting a specific event. It is about investing early in coordination, planning, and cross‑functional collaboration so that when the unexpected occurs, the organization is ready to act.

Segment 5. Looking Ahead: Building a Resilient Organization (starts at 15:35)

Looking ahead, George asks what it truly takes to move from moderate readiness to stronger resilience. Arick acknowledges that full preparedness is an ambitious goal, but outlines several practical steps organizations can take.

First, scenario planning must become routine rather than episodic. Second, organizations need sustained senior‑level sponsorship for resilience‑building efforts such as business continuity, crisis management, and disaster recovery. Third, risk assessment must be dynamic, evolving alongside changes in operations, geography, leadership, and technology.

Finally, Arick emphasizes the importance of culture. A resilient organization fosters collaboration, values preparation, and encourages teams to work across silos. Resilience is not a document or a framework. It is a way of operating.

In closing, Arick reinforces that uncertainty and volatility are no longer challenges faced only by risk professionals. They are realities every business leader must navigate. Organizations that invest in resilience will not only weather disruption more effectively, but will also position themselves as industry leaders.

Watch or listen to the full conversation

To hear the full discussion and gain deeper insight into building resilience through scenario planning and practical interventions, click to watch the conversation or download the podcast to listen.

Watch the full podcast video: https://youtu.be/rlbGcObmDNA

Or download the episode: https://www.podbean.com/eas/pb-42n8z-1a7139e

Global trade depends on the safe, efficient movement of goods across oceans, air and land. Yet behind every successful voyage sits a discipline that is often unseen, undervalued and misunderstood – marine surveying. Acting as a critical backbone of maritime commerce, marine surveyors provide independent, factual assurance that vessels, cargo, and infrastructure meet stringent safety, regulatory and operational standards. Through skilled inspection, measurement and analysis, they help protect assets, manage risk and uphold trust across the maritime ecosystem.

Marine surveying is not easily explained in a single sentence. It encompasses a broad and diverse range of responsibilities, from inspecting hull integrity and verifying cargo condition to investigating incidents and assessing environmental risks. These services safeguard shipowners, insurers, regulators and cargo interests alike, while supporting the reliability of global supply chains that depend on secure, timely delivery. Without accurate and impartial surveys, the risk of accidents, delays and financial loss would increase significantly.

In today’s increasingly interconnected and technically complex economy, marine surveyors are required to adapt continuously. Climate change, evolving regulatory frameworks and rapid technological advancement – such as remote inspection tools, data analytics and artificial intelligence – are reshaping how surveying services are delivered. By embracing innovation while maintaining technical rigour and professional integrity, marine surveyors continue to deliver critical value.  While much of their work occurs behind the scenes, its impact is felt across every port, shipping lane and logistics network worldwide.

Our Australian Head of Marine, Margot De Villiers, recently explored these themes in a feature article for Daily Cargo News, highlighting the growing importance of the profession and the opportunities ahead. Read the full article here.

Below a summary of the latest situation.

Northern Territory update

Katherine and Darwin

Flooding across the Katherine River catchment remains ongoing. Water levels have risen again to approximately 17 metres, with continued rainfall preventing further recession at this stage. As a result, travel conditions remain unsafe and on‑site deployment of adjusters has been temporarily postponed, with mobilisation to recommence once conditions stabilise and access improves.

Access to affected areas remains unpredictable due to:

• Changing highway conditions
• Conflicting closure advice across official sources
• Safety risks including debris, wandering livestock and flood‑affected roads

The safety of our people, customers and the broader community remains our priority. We are continuing to monitor conditions daily and will deploy as soon as it is safe to do so.

Queensland update

Bundaberg

Conditions in Bundaberg are improving, with floodwaters receding rapidly and access expected to be restored shortly. As access reopens, claims activity has commenced, and we anticipate an increase in volumes over the next 24 hours.

Our response teams are preparing for on‑the‑ground deployment in line with improving conditions, supported by local and regional resources to ensure timely assessments and customer support.

Operational readiness and safety

In parallel with monitoring conditions, we have taken a number of proactive steps to ensure deployment readiness once access is confirmed, including:

• Preparing flood risk scenario mapping to support safe site access and hazard awareness
• Ensuring appropriate communication capability for field teams operating in remote or disrupted environments
• Monitoring fuel availability and logistics in affected regions to minimise strain on local communities and support safe travel planning

We continue to work closely with authorities, insurers and local stakeholders to coordinate response efforts and prioritise urgent needs.

Customers experiencing vulnerability

We recognise that your customers impacted by this event may be experiencing vulnerability or hardship as a result of displacement, service disruptions or personal circumstances. Our teams are trained to identify and support vulnerable customers and will make reasonable adjustments to claims handling and communication where needed, ensuring care, empathy and flexibility throughout the recovery process.

Lodging claims and urgent assistance

Our Customer Service Centre 1800 811 285 remains available 24/7 for urgent registrations and to arrange make-safes. Claims can also be lodged via claims.au@sedgwick.com.