See Automobile FAQs for answers to most your automobile use questions.

Our department’s laptop was stolen. Do we have insurance for that?

Maybe. UAB’s property insurance has a $1,000 deductible for electronic data processing losses, so if the single laptop exceeded this value OR other electronic data processing equipment was stolen or damaged in the same event, there would be insurance available. Losses within the $1,000 deductible are the responsibility of the department experiencing the loss.

The company that leases us our copier has asked for a certificate of insurance. Where do I get that?

You can complete this online form. You may also forward a copy of the lease agreement and the certificate request to the Office of Risk Management via email to This email address is being protected from spambots. You need JavaScript enabled to view it. .

I came into the office Monday morning and found water all over the place.  What do I do?

Contact UAB or UAHSF Maintenance or other necessary first responders first, then complete this online form. You should also notify the Office of Risk Management at 934-5577 if there is extensive damage from the water. Also, go to the UAB Property Risk Management page on this website for more information. 

Our department is holding a holiday party at a local hotel and the hotel wants to be named as additional insured on UAB’s liability insurance.  How do I do that?

The general (aka “Public”) liability protection for UAB is provided through a self-funded trust. We do not have a primary liability insurance policy and cannot add ‘additional insureds’ to the trust fund. You can contact the Sr. Director of Insurance and Risk Finance at 934-5552 or at This email address is being protected from spambots. You need JavaScript enabled to view it. to assist with this issue if needed.

One of our department employees is traveling internationally on business. What happens if he has a medical emergency or is injured while traveling? 

UAB and UAHSF provide some insurance for employees traveling on business. Visit the UAS Travel Assistance Program website for further information.

One of our employees is taking his wife and children on a UAB trip internationally. What coverage does UAB provide for the family members?  His wife will be a chaperone on the trip.

UAB provides travel accident insurance for employees and chaperones acting on behalf of UAB on a sponsored trip. There would be no travel insurance coverage provided by UAB for the children. If the spouse is responsible for supervising the children, it is unlikely that he/she could really be performing the duties of a chaperone to the students as well. If the spouse of an employee is truly acting as a chaperone on a UAB sponsored trip, however, UAB’s travel insurance will extend protection to the spouse. Dependents and companions of covered travelers, such as spouses or others on your trip who are not acting as representatives of UAB, are not covered by the UAS program. There are many sources for global medical/travel accident insurance available on-line. One source for coverage for leisure travel may be accessed here.

It seems like everyone is on the job hunt these days, so we asked the BuzzFeed Community to share the answers that helped them absolutely nail job interviews. Here are their responses:

1."When the interviewer asks me if I have any questions, I always ask, 'What's the biggest pain point in the company/office/on your team, and what could I do to address it if I started tomorrow?' No one has a canned answer ready for that one; it shows willingness to 'hit the ground running,' allows the interviewer to voice some concerns they have, and can help me figure out if the 'problem' isn't something I'm compatible working with."

—svenskaspark

2."Whenever you're asked, 'What is your management (or whatever) style?' always answer with: 'Flexible, depending on the person and the situation.' Then, supply a concrete example. It lets them know you are able to read situations and respond in the best way possible, and you aren't locked in to one way of responding."

—elizabethg20

3."If asked to describe yourself in X amount of words, just use the descriptive words from your Hogwarts House. For example: If I’m a Ravenclaw, I’m smart, intuitive, and curious, etc."

—cupcakequeen24

4."Not a specific question/answer, but whenever there is a 'negative' question, make sure to include something positive in the answer.

"Example:

'What is one thing that you struggle with in the workplace?'

'Sometimes, I take on too much responsibility, which ends up being frustrating for me and my coworkers. As a solution, I focus on time-management and make sure to engage the rest of my team, when needed.'"

—wolfinwolfscothing

5."I've always asked at the end of the interview, 'If you chose not to hire me, what would be the reason?' I asked this at the interview for my current career (seven years), and they were blown away by the question! I tell everyone to use it."

—jbadmwolfd

6."My brother told me that at his last interview, he was just dead honest with the manager who interviewed him. He said, 'I just need a job. I show up on time every day, I do my job, and I do it well.' The manager liked that he was real about it and hired him on the spot. That worked for retail, but obviously, might not go over as well for more corporate-type jobs."

—jessethecowgirl

7."When they ask if you have any questions, ask what current/past employees in this role find the most rewarding and challenging about the position. If there are red flags, you'll get them here. It's basically asking the interviewer what the job's strengths and weaknesses are but more effective."

—Anonymous

8."If they ask for your weakness, don't say it's a weakness. Say, 'My development area is...' or 'I'm working on...'"

—Anonymous

10."The one 'easy' question that everyone almost always fails? 'Where do you see yourself in five years?' The answer is, 'Here at *company name.*' Even if it's not true. Out of the hundred or so interviews I've done, less than 10 answered correctly. We don't want to know if you plan to move to Oregon to study volcanoes; we want to know if it's worth investing our time in training you for the role."

—Anonymous

11."Corporate trainer here. I've discovered the best answer to the 'what is your weakness' type question. I tell them I tend to 'over research' anything I'm working on, then I supply an example, like, 'The last project I worked on was about Topic A, and I read six books and then got in touch with one of the authors to ask questions.' It's true; I do love to research, but it doesn't take me nearly as much time as they perceive it does. My work from home 'research' days are lovely."

—Anonymous

12."When asked about your weakness or areas of development, don’t say nothing or hide behind 'being a perfectionist' or 'working too hard.' You are human! We all have areas we can do better. It’s okay to say where you can Improve and show how you accomplish that. It’s about growth, and as a recruiter, I want to see that you are capable of change."

—Anonymous

13."For salary expectations: 'It's hard to understand the full scope of the role at this point, so it would be helpful for me to know what your budget is.'"

—Anonymous

14."Alternate salary answer: I make X at my current position, so I would be looking for a minimum of a 15-20% increase to make a change. (You can fudge what X is to make sure it's in-line/at the high end of the average for your position and industry)."

—Anonymous

15."If you have a gap in your resume that you don't want to have to explain (maybe you were in a depression or needed a break), say you took time off to care for an ill family member. It's you. You're the ill family member. It's not a lie, but also not forcing you to say, 'I had a breakdown and needed to deal.'"

—Anonymous

16."Here's one of the questions at the end that the employer wants you to ask: 'What is the best part about working here?' It's a fun question (that they rarely get asked), and it gives me an idea of company morale, work environment, and if they have difficulty answering the question, maybe I don’t want to work there."

—Anonymous

17."This tip was given to me by a friend, and is such a simple but ballsy move that I hesitated to use at first, but I can really vouch for it. Take a notebook and pen with you into the interview, and ask if it's okay that you take some notes (I usually do this after the interviewer says that they'll be jotting down notes, scores, etc.). You don't even have to write anything, but it highlights that you're equally working out whether this position is right for you, and aren't desperate, giving you a big air of confidence."

—Anonymous

18."Make sure you search the job title on Indeed, Glassdoor, etc., and get a good idea of the pay range. When asked about what your pay expectations are, say: 'I've done some research on average compensation for this role, and it looks like the range is ____ to _____. With my experience, I believe I should fall somewhere between the mid-max range.' It doesn't make you look 'greedy' (eye roll), but also shows you know what the work is worth and won't take their minimum."

—Anonymous

19."At the end, when they ask, 'Do you have any questions for us?' My go to is always, 'How do you define success in this position?' It helps you know what the expectations are, and it also gives you another chance to show your confidence in the job. It's worked for me 3/3 times I’ve used it."

—pinktoaster36

Do you have any clever answers that work for you in job interviews? Share them in the comments below!

Note: Submissions have been edited for length/clarity.

Most organizations describe their risk management processes as insufficient and immature, despite perceived high volumes and complexities of risks

As global organizations face an increasingly complex risk environment, a new report issued today by the AICPA & CIMA and NC State's Enterprise Risk Management (ERM) Initiative found that the majority have insufficient approaches to risk management and immature ERM processes. The report found that approximately 60 percent of global finance and business leaders agree that the volume and complexity of corporate risk have increased "mostly" or "extensively" over the last five years. However, over two-thirds of respondents do not have complete ERM processes in place.

The 2022 Global State of Risk Oversight: Managing the Rapidly Evolving Risk Landscape includes insights from a survey of 747 global senior finance and business leaders conducted in 2022. The survey measured finance-related executives' assessments of the level of maturity in their organization's proactive management of these risks through adoption of enterprise risk management (ERM) processes (a methodology that looks at risk management strategically from the perspective of the entire firm or organization and aims to identify, assess, and prepare for potential losses, dangers, hazards, and other potentials for harm that may interfere with an organization's operations and objectives and/or lead to losses).

Increased uncertainty and rapidly evolving events, including geopolitical shifts, supply chain disruptions, competition for talent, increased volume of available data, climate change concerns, and lingering effects of a global pandemic, are continuing to drive the complexity of risk challenges senior executives across the globe must navigate. Even when faced with these complexities of risks, fewer than half of respondents said they do not believe their risk management oversight model is "mature" or "robust" (Europe & U.K. – 31 percent, Asia & Australasia – 41 percent, Africa & Middle East – 26 percent, U.S. – 29 percent). And, similarly, only between one-third to one-half of respondents claim to have a complete ERM processes in place (Europe & U.K. – 33 percent, Asia & Australasia – 41 percent, Africa & Middle East – 29 percent, U.S. – 32 percent).

"Globally, organizations face the realities of an increasingly complex risk environment while realizing their current approach to risk oversight may be insufficient in a rapidly changing risk environment," according to Mark Beasley, KPMG Professor of Accounting and Director of the ERM Initiative at NC State. "And interestingly, even prior to the massively disruptive Covid-19 pandemic, business leaders have sensed an overwhelming volume and complexity of risks impacting their organizations. As this and our previous studies suggest, risk management does not appear to be getting easier."

Business leaders understand their organizations must take risks to generate returns. But there was a noticeable variation among respondents when asked if their risk management processes provided a competitive advantage. A higher percentage of respondents in Asia & Australasia (40 percent) and Africa & Middle East (34 percent) believe their risk oversight is providing an important competitive advantage, while the percentages are much lower in Europe & U.K. (13 percent) and the U.S. (11 percent). However, the report shows a disconnect among views from around the world when risk exposures are considered by senior executives when evaluating possible new strategic initiatives, with higher percentages reported in Asia & Australasia and Africa & Middle East (both 66 percent) and slightly lower in Europe & U.K. (58 percent) and the U.S. (47 percent).

"Business leaders that embrace the reality that risk and return are related are likely to increase their investment in enterprise risk oversight to strengthen their organization's resiliency and agility when navigating the complex and uncertain risk landscape," said Ash Noah, CPA, CGMA, Vice President & Managing Director of Management Accounting at the Association of International Certified Professional Accountants. "Organizational value goes beyond the balance sheet. Along with providing protection for businesses, embracing ERM supports the creation of value and long-term viability and sustainability."

Additional key findings from the report include:

• Respondents in most regions noted Covid-19 having "mostly" or "extensively" changed the nature of top risks affecting their organization - Europe & U.K. (48 percent), Africa & Middle East (61 percent), Asia & Australasia (71 percent), U.S. (41 percent).
• Most executives do not believe their organization's risk management processes provide competitive advantage - Europe & U.K. (13 percent), Africa & Middle East (34 percent), Asia & Australasia (40 percent), U.S. (11 percent).
• About one-half of organizations outside of the U.S. describe their metrics for monitoring risks as "mostly" to "extensively" robust (Europe & U.K. – 47 percent, Asia & Australasia – 47 percent, Africa & Middle East – 50 percent), while only 31 percent in the U.S. describe their metrics at that level.
• Most organizations (Europe & U.K. – 64 percent, Asia & Australasia – 64 percent, Africa & Middle East – 76 percent) claim to have a standardized process for identifying risks, where the U.S. is the exception at 51 percent.

Methodology

The 2022 Global State of Risk Oversight: Managing the Rapidly Evolving Risk Landscape includes data collected during 2022 through an online survey of global business leaders across four core regions (Europe & the U.K., Asia & Australasia, Africa & the Middle East, United States). In total, 747 fully completed surveys were submitted. Of those about half serve in senior accounting and finance roles, with the remaining representing a variety of management positions within a range of industries.

About the Association of International Certified Professional Accountants, and AICPA & CIMA

The Association of International Certified Professional Accountants^® (the Association), representing AICPA^® & CIMA^®, advances the global accounting and finance profession through its work on behalf of 689,000 AICPA and CIMA members, students and engaged professionals in 196 countries and territories. Together, we are the worldwide leader on public and management accounting issues through advocacy, support for the CPA license and specialized credentials, professional education and thought leadership. We build trust by empowering our members and engaged professionals with the knowledge and opportunities to be leaders in broadening prosperity for a more inclusive, sustainable, and resilient future.

The American Institute of CPAs^® (AICPA), the world's largest member association representing the CPA profession, sets ethical standards for its members and U.S. auditing standards for private companies, not-for-profit organizations, and federal, state, and local governments. It also develops and grades the Uniform CPA Examination and builds the pipeline of future talent for the public accounting profession.

The Chartered Institute of Management Accountants^® (CIMA) is the world's leading and largest professional body of management accountants. CIMA works closely with employers and sponsors leading-edge research, constantly updating its professional qualification and professional experience requirements to ensure it remains the employer's choice when recruiting financially trained business leaders.

About North Carolina State University's Enterprise Risk Management (ERM) Initiative

The Enterprise Risk Management (ERM) Initiative in the Poole College of Management at North Carolina State University provides thought leadership about ERM practices and their integration with strategy and corporate governance. Faculty in the ERM Initiative frequently work with boards of directors and senior management teams helping them link ERM to strategy and governance, host executive workshops and educational training sessions, and issue research and thought papers on practical approaches to implementing more effective risk oversight techniques (www.erm.ncsu.edu).

View source version on businesswire.com: https://www.businesswire.com/news/home/20220927005281/en/