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As states continue to adopt shelter-in-place orders to stop the spread of COVID-19, many employers remain open for business and need employees to perform essential operations. To protect their workforce, employers should adhere to CDC and DOL guidance on implementing safety practices for employees. We share some tips for employers with essential employees that can reduce the risk of workplace hazards and explain how to document those efforts in workplace policies and employee communications.

Philanthropic activity within the global wealth community has been growing over the last three decades. This report aims to capture trends in family philanthropy, particularly as they relate to strategic time horizons in giving. As established players mature and new ones come into the fold, philanthropists will need to engage in thoughtful analysis of which giving strategies are best suited to their vision, goals, and available resources.

Cyber criminals are taking advantage of the situation created by COVID-19, and employees can inadvertently expose sensitive data or facilitate a ransomware attack. This year’s Data Security Incident Response Report addresses the data breach litigation landscape and cybersecurity strategy. The intent of the Report is to use incident response data to demystify incident response and serve as a resource to help organizations use risk-prioritized decision-making to take practical steps to improve their cybersecurity posture and operational resiliency.

As the economic fallout of the global COVID-19 pandemic increases, state legislatures and regulators are under rising pressure to shift the resulting economic losses onto the insurance industry. One of the major issues that legislatures and regulators focus on in this respect is whether business losses related to the virus might implicate the “business interruption” coverage found in many commercial property policies. A review is provided on the legislative measures many state governments have taken to potentially force the issue.

The coronavirus pandemic has upended markets, the economy, and people’s livelihoods. Few things feel like they’re under your control. When it comes to investing, what should investors and their advisors do? While it may be strange to contemplate why the pandemic could also reshape taxes, the choices you make around investment taxes could have significant implications for years to come.

Impact investing, which seeks to generate social and/or environmental benefits while delivering a financial return, is expanding as a promising tool for both investors and philanthropists. This guide is part of Rockefeller Philanthropy Advisors’ Philanthropy Roadmap series and acts as an introduction to impact investing.

Developing an impact investing strategy and taking subsequent action steps can be organized into three stages: Prepare, Build, and Refine. In this guide, which builds from the introductory guide on impact investing, the three phases are explored further to explain how to take practical steps towards implementing your first impact investment.

Financial planning is a long-term process, so it’s important to begin by building a strong foundation upon which the rest of your plan can grow. The foundation of your plan is designed to provide financial stability and protection. With these features in place, now may be an excellent time to examine opportunities to grow your assets and ultimately optimize your plan based on changes in today’s economic environment.

Applying a broader parameter—one without a reference to age and with deference to each individual—the next generation philanthropists are people who see themselves as descendants rather than ancestors, who want to use their wealth to be of service to others. With the goal of inspiring next generation philanthropists to dream and consider new possibilities, this guide offers both thoughtful recommendations and a series of questions that every next generation donor should carefully consider on the philanthropic path.

No one foresaw the pandemic crisis that is currently testing the value proposition of the family office. The implications will change the way the future is shaped, one that will include a focus on the ability to function as a remote organization. The way forward is emphasizing the need to not just have a plan, but to examine, test, and refresh those plans regularly on a risk management and mitigation level. If you do, you’ll find holes along the way which gives the family office insights as to how to fix them and evolve into a stronger position.