Risk managers are generally not media hounds. Indeed, cautiousby nature and training, corporate insurance buyers often prefer toremain in the background, fearful of the consequences of amisstatement in the press–but some have learned to parlay mediaattention to the advantage of their companies and careers.

Rich Sarnie, for one, doesn't equivocate on the subject. Thebenefits of engaging–even cultivating–the media usually outweighany possible negative outcomes, he contends.

In fact, the media played a significant role in helping himrecently become the new group director of risk management atMiami-based Ryder System Inc., he said.

“Published stories helped me land my current job,” he noted.“When I came down here to interview for it, those talking to me hadalready 'Googled' me and seen two separate stories written aboutme.”

Until taking his current job, Mr. Sarnie was director of riskmanagement at Iselin, N.J.-based Engelhard Corp., acquired by BASFAG last June. (While at Engelhard, Mr. Sarnie participated in theNational Underwriter “State of the Market Roundtable,” withhighlights published in NU's June 13, 2005 edition. In that sameissue, he was cited in Editor-In-Chief Sam Friedman's column,headlined “The Ideal Risk Manager.”)

Talking about his press coverage over the years, he said, “Ican't tell you how many times those stories have been reprinted.During my interviews here, executives said, 'We saw yourquotes–this is profound, all good stuff.' It's based on experienceslike this that I've learned risk managers should not be afraid ofcontacts with journalists–absolutely not.”

He said that when there is a positively written article “aboutwhat you're doing as a professional, senior management reads it andyour stock goes up. It's a win-win. Everybody likes positive pressand recognition.”

Although Mr. Sarnie is effusive about his media experience, manyrisk managers are still reluctant to talk to the press. They citepotential damage resulting from being misquoted, having words takenout of context, or having agreements with writers (such as readingback quotes prior to publication) not honored.

Bob Garrison, vice president of North American risk managementat Siemens Financial Services Inc. in Iselin, N.J., who has beenquoted in the trade press about a half-dozen times, said: “Yes, Ithink there's a benefit to working with the media, but it certainlyrequires a 'tread very lightly' approach.”

For many, he said, there is a stigma attached to talking to thepress “in any shape or form, and some companies have guidelineswhere you can't even talk about good news, so we're verycautious.”

Mr. Garrison added that he would not discuss general businessmatters, or “detailed specifics of our own insurance programs,”with the press.

He noted, however, that he is willing to discuss “things thatare happening in our industry generally and our view of it. Buteven there I'm required to call my communications group and letthem know a contact has been made, and separately I contact my bossin Germany.”

Laurie Champion, vice president of risk management at Coca-ColaEnterprises in Atlanta and a former risk executive at Ford, added:“I talk to the press if I know I'm dealing with someone who willtake the time to get it right and there's an industry reason to doit.”

At Ford, she said she spoke off the record a few times with areporter at a major newspaper after the investigation intobroker/insurer bid-rigging by New York's attorney general (nowgovernor), Eliot Spitzer, came to light–with the approval of mediarelations–and the publication did honor the agreement.

Other risk managers also have reservations. “The first time ajournalist called and wanted to talk to me, I was uncomfortable,”said John R.S. Fraser, chief risk officer and vice president ofinternal audit at Hydro One Inc. in Toronto. Since then, however,he has been featured or quoted in a variety of publications.

“I didn't want to be misquoted and get in trouble with my boss,”he said, “but today I can say I've never been misquoted in any evilway. In some cases the media may have attributed more to me interms of what Hydro One has done in enterprise risk management thanis true.”

Whatever their concerns, increasingly risk managers around theglobe are following Mr. Sarnie's lead–even though, unlike him, veryfew have received professional media training from employers.

What is driving the push toward dealing with the press, whetherspecialty trade magazines such as this one, or more generalbusiness publications?

Certainly, the wish to get ahead professionally is a big factor,according to Henry Good, former risk manager at Rohm & Haas,and now a corporate risk consultant for ABD Insurance and FinancialServices in Redwood City, Calif.

He noted that a risk manager quoted in general businesspublications that a CFO would read who comes off intelligently mayhave a better shot at landing a job interview. “So the pressdefinitely can open other doors from a career perspective,” hesaid.

Personal advancement is only one reason to reach out to themedia, said Mr. Good, who spent 35 years at the U.S. headquartersof Rohm & Haas in Philadelphia (15 as risk manager) and hasnever tried to join another company. Another time to reach outmight be when trying to change the way the industry doesbusiness.

“As a risk manager, I was always testing the waters, looking fornew ways to do things,” he said. “I would push on insurers andbrokers, saying, 'Give me the second right answer, not what you'retelling 99 percent of your corporate customers to do.'” As part ofthat effort, he said he often recommended story ideas to writersand editors, “and often I would see them do those stories.”

A risk manager also may want to work with the media when tryingto promote a company's positive initiatives in risk management. Forinstance, press coverage has helped establish Hydro One as one ofCanada's earliest and most successful implementers of an enterpriserisk management program, according to Mr. Fraser.

Initially Mr. Fraser–who put the company's ERM efforts togetherfrom scratch–wasn't keen on sharing specifics about his programwith the media. Eventually, however, he wrote a major featurearticle about the initiative.

“It was a proactive decision not to hide under a bushel. As aresult of that and other stories, I'm well-known and people fromother companies and organizations…have come to talk to me about ourexperiences,” he said. “They learn from us. That wouldn't behappening without the press.”

Mr. Fraser noted that Hydro One includes the media as a keycomponent in its overall quarterly enterprise risk managementplanning. Additionally, with such a well-known ERM program, ratingsagencies such as Standard & Poor's have taken positive note, hesaid.

While there are definite advantages to working with the media,some risk managers continue to question its use. Even Mr. Sarniehasn't left his guard down entirely.

“I've been very lucky,” he said. “I've never had to do damagecontrol after publication, and I hope to God I never do. It takesabout 10 'attaboys' to get rid of the effects from a single badstory, but that's just the way life is.”