The Walt Disney Company Risk Finance and Risk Management Strategy Tim East Director, Risk Management
Dec 17, 2015
The Walt Disney CompanyRisk Finance and Risk Management Strategy
Tim EastDirector, Risk Management
Organization of The Walt Disney Company
The Walt Disney Company
MediaNetworks
Distributionof
Content
Theme Parks and
Resorts
11 ThemeParks and
Resorts
ConsumerProducts
Licencingand
Retail
InteractiveMedia
Interactive Media and
Internet
Corporate
StudioEntertainment
Creation of Content
Media NetworksMedia Networks
3
Parks & ResortsParks & Resorts
4
Consumer ProductsConsumer Products
5
Studio EntertainmentStudio Entertainment
6
Interactive MediaInteractive Media
7
Organization of The Walt Disney Company
The Walt Disney Company
MediaNetworks
2010Revenue:
$17.2B USD
Theme Parks and
Resorts
2010Revenue:
$10.7 B USD
ConsumerProducts
2010 Revenue:
$2.7 B USD
InteractiveMedia
2010 Revenue:
$.76 B USD
Corporate
StudioEntertainment
2010 Revenue:
$6.7 B USD
Growth in Revenue by Year
$33,747
$35,510
$37,843
$36,149
$38,063
$31,000
$32,000
$33,000
$34,000
$35,000
$36,000
$37,000
$38,000
$39,000
2006 2007 2008 2009 2010
Revenue in U.S.$ Millions
Revenue
Highlights
• Revenue up 5%• Net income attributable to Disney up 20%• Toy Story 3 – No. 1 animated movie of all time• Acquisition of Marvel Entertainment• Investing significantly in expanding and enhancing
the theme parks• Began Shanghai project
How Disney Manages Risk
• Risks are identified, defined and quantified• Risk management strategies are developed and
implemented– Leadership with the business units– Partnership with external resources and providers
• Corporate Risk Management reports through Corporate Treasury– Corporate Risk Management is focused on pure risks – Financial/operational risks managed by Treasury, Finance and the
Business Units
• Business Unit risk management specialists report to the leaders of the business unit
Risk Identification and Quantification
• Risk identification in our business is a constant process and repetitive loop
• Various techniques and methods are used depending on the exposure– Risk mapping– Dynamic analysis and simulation– Risk modeling
• Whether a risk is insurable is a second-question• Three key risk areas
Risk Identification and Quantification• Property and Business Interruption
Risk Identification and Quantification• Work Injury or Illness
Risk Identification and Quantification• Motion Picture and Television
Production
Risk Tolerance and Appetite
• Risk tolerance considers reputational, financial and operational impacts
• Processes used depend on the nature of the risk• Strong balance sheet and cash flow increases our
financial tolerance• Managing and mitigating a risk is the first strategy• If a pure risk can be economically transferred we
use commercial insurance
Risk Financing• Risk retention and self-insurance• Captive insurance
– Alameda Insurance Company– Buena Vista Insurance Company
• Captives are used strategically– Internally: To help business units understand risk– Externally: To improve placement and reduce the cost-of-risk
• Alternative Risk Transfer – CAT bonds– Various weather derivatives and methods
Selling Risk
• We develop long-term partnerships with insurers• Partners must know and understand our
business• What sells our risk:– Our people– Our processes– Our infrastructure
The Future of Risk Management
• Technology• Global risk takers• Continued need for:– Long-term Vision– Trusting Relationships– Creative Problem-solving– Communicating Effectively