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The internet and mobile networks continue to hold up well in an unprecedented surge of people working, studying, and streaming from home. But amid the COVID-19 quarantine, there is increasing concern over how long the infrastructure undergirding the internet and mobile connectivity will hold up. As family offices around the world face the new reality and economic landscape of COVID-19, they must also consider how reliant they are on the current connectivity and think about contingency planning for the loss of connectivity.

Given the far-reaching business impacts of measures already taken to control the spread of the COVID-19 virus, many companies are looking to their insurance policies for potential responses to the ongoing financial loss. This guide provides an overview of some key coverage, claims, and risk management areas that are currently top of mind for businesses and insurers.

As of the week of April 6, there continue to be diverse opinions among leaders within the United States on which policies and procedures will provide both a safe environment for employees and allow productivity to return to levels that are closer to those generated before the COVID-19 crisis. This Executive Summary provides an overview of the initial patterns to the way in which most organizations are examining their Back to Work policy and procedural choices.

Businesses are feeling the effects of the coronavirus and are wondering if some relief may be available from their insurance policies. Warner's Insurance Law practice group provides summaries of five common types of business insurance and looks at issues each type might address.

COVID-19, also known as the coronavirus, has caused unprecedented global disruption. Keeping your stakeholders informed with clear, consistent messaging is essential for risk mitigation, so be sure to use a crisis communication strategy.

When developing a model coronavirus response plan, there are three areas family businesses and family offices should consider. In addition, it is important to have an FAQ communication for employees. A sample FAQ is provided, keeping in mind that each employer will have different answers to the questions asked based on its unique considerations and needs.

Black swan events—like the 2008 financial crisis and the COVID pandemic—often come with high velocity and are slow to recover. While these events are difficult to predict, the best way to get ready for the next crisis is with extreme preparation. Looking ahead with intentional risk management, here are 8 ways to prepare your business, family enterprise, or family office to better position itself to respond and adapt.

As the human and economic toll of the coronavirus mounts, no sector of the economy has been immune from the downturn, and this includes family offices. Depending on the size and scope of the family office, there are a number of factors—including human capital, data, and cybersecurity and technology management—that need to be considered in navigating these uncertain times. After considering some or all of these factors, a family office may be best positioned to invest in the depressed equity and credit markets.

This is not “business as usual.” Organizations of all sizes and spanning virtually every industry are being heavily impacted by the COVID-19 global health crisis. As you assess the short- and long-term implications for your business or organization, you may find that you or a third-party partner is unable to perform the essential terms of a contract. Can and should you invoke a Force Majeure clause? If your contract with another party does not include one, what’s next?