Was ist das eigentlich? Cyberrisiken verständlich erklärt

Es wird viel über Cyberrisiken gesprochen. Oftmals fehlt aber das grundsätzliche Verständnis, was Cyberrisiken überhaupt sind. Ohne diese zu verstehen, lässt sich aber auch kein Versicherungsschutz gestalten.

Beinahe alle Aktivitäten des täglichen Lebens können heute über das Internet abgewickelt werden. Online-Shopping und Online-Banking sind im Alltag angekommen. Diese Entwicklung trifft längst nicht nur auf Privatleute, sondern auch auf Firmen zu. Das Schlagwort Industrie 4.0 verheißt bereits eine zunehmende Vernetzung diverser geschäftlicher Vorgänge über das Internet.

Anbieter von Cyberversicherungen für kleinere und mittelständische Unternehmen (KMU) haben Versicherungen die Erfahrung gemacht, dass trotz dieser eindeutigen Entwicklung Cyberrisiken immer noch unterschätzt werden, da sie als etwas Abstraktes wahrgenommen werden. Für KMU kann dies ein gefährlicher Trugschluss sein, da gerade hier Cyberattacken existenzbedrohende Ausmaße annehmen können. So wird noch häufig gefragt, was Cyberrisiken eigentlich sind. Diese Frage ist mehr als verständlich, denn ohne (Cyber-)Risiken bestünde auch kein Bedarf für eine (Cyber-)Versicherung.

Wo erhalte ich vollständige Informationen über NE-BC?

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Exam Number : NE-BC
Exam Name : ANCC Nurse Executive Certification
Vendor Name : Medical
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NE-BC exam Format | NE-BC Course Contents | NE-BC Course Outline | NE-BC exam Syllabus | NE-BC exam Objectives

Exam : NE-BC

Exam Name : ANCC Nurse Executive Certification

Number of Questions : 175

Scored Questions : 150

Unscored Questions : 25

Category Domains of Practice No. of Questions Percent

I Structures and Processes 27 18%

II Professional Practice 55 37%

III Leadership 33 22%

IV Knowledge Management 35 23%

Total 150 100%

There are 175 questions on this examination. Of these, 150 are scored questions and 25 are pretest questions that are not scored. Pretest questions are used to determine how well these questions will perform before they are used on the scored portion of the examination. The pretest questions cannot be distinguished from those that will be scored, so it is important for a candidate to answer all questions. A candidate's score, however, is based solely on the 150 scored questions. Performance on pretest questions does not affect a candidate's score.

I. Structures and Processes (18%)

A. Human Capital Management

Knowledge of:

1. Federal and state laws (e.g., Family and Medical Leave Act [FMLA], American with Disabilities Act [ADA], Fair Labor Standards Act [FLSA], wage and hour laws, equal employment opportunities, Occupational Safety and Health Administration [OSHA],

workers compensation)

2. Labor relations (e.g., collective bargaining, contract negotiations, grievances and arbitrations, National Labor Relations Board [NLRB])

3. Resource utilization (e.g., cross training, job descriptions )

4. Principles associated with human resources (e.g., employee assistance and counseling, compensation, benefits, coaching, performance management)

5. Organizational culture (e.g., just culture, transparency)

6. Organizational structure (e.g., chain of command, organizational chart, span of control)

Skills in:

7. Participating in developing and modifying administrative policies and procedures

8. Implementing and enforcing administrative policies and procedures (e.g., monitoring compliance)

9. Providing feedback on effectiveness of administrative policies and procedures

10. Evaluating the effectiveness of roles based on changing needs in the health care environment (e.g., new or expanded job descriptions, professional development)

B. Financial Management

Knowledge of:

1. Basic financial and budgeting principles (e.g., revenue cycle, supply and labor expenses, productivity, depreciation, return on investment [ROI], cost-benefit analysis)

2. Reimbursement methods (e.g., payor systems, pay for performance, payment bundling, value-based purchasing)

3. Contractual agreements (e.g., vendors, materials, staffing)

4. Principles of staffing workload (e.g., full-time equivalents [FTE], hours per patient day, skill mix)

Skills in:

5. Developing a budget (e.g., operational, capital)

6. Analyzing variances and managing a budget (e.g., operational, capital)

7. Efficient resource utilization (e.g., contractual agreements, outsourcing)

8. Determining appropriate staffing workload

C. Health and Public Policy

Knowledge of:

1. Legal issues (e.g., fraud, whistle-blowing, the Health Insurance Portability and Accountability Act [HIPAA], corporate compliance, electronic access and security, harassment, malpractice, negligence)

2. Consumer-driven health care (e.g., public reporting, Community Health Needs Assessment [CHNA], Hospital Consumer Assessment of Healthcare Providers and Systems [HCAHPS], Healthgrades)

3. Emergency planning and response

4. Planning and responding to internal and external disasters

5. Planning and responding to health and public policy issues

6. Assessing, addressing, and preventing legal issues (e.g., violations, fraud, whistleblowing, the Health Insurance Portability and Accountability Act [HIPAA], corporate compliance, electronic access and security, harassment)

II. Professional Practice (37%)

A. Care Management/Delivery

Knowledge of:

1. Health care delivery models and settings (e.g., accountable care organization [ACO], patient-centered medical home [PCMH], nurse-led clinic, telehealth, e-health, inpatient, ambulatory care, home health, rehabilitation, etc.)

2. Laws, regulations, and accrediting bodies (e.g., The Joint Commission, Centers for Medicare and Medicaid Services, Nurse Practice Act)

3. Standards of nursing practice (e.g., clinical practice guidelines, clinical pathways, ANA Scope and Standards of Practice, Nurse Practice Act)

Skills in:

4. Establishing staffing models (e.g., primary care nursing, team nursing, nurse-patient ratios, skill mix, acuity)

5. Designing workflows based on care delivery model and population served (e.g., patient centered medical home [PCMH], interdisciplinary team, case management, disease management, throughput, staffing assignment and scheduling)

6. Developing policies and procedures that ensure regulatory compliance with professional standards and organizational integrity

B. Professional Practice Environment and Models

Knowledge of:

1. Professional practice models

2. Role delineation (e.g., credentialing, privileging, certification)

3. Professional practice standards (e.g., ANA Scope and Standards of Practice, Nurses Bill of Rights, Nurse Practice Act)

4. Employee performance feedback (e.g., coaching, performance appraisal, Just Culture)

Skills in:

5. Developing clinical staff (e.g., orientation, continuing education, competency validation, performance appraisal, peer review, mentoring, planning, lifelong learning)

6. Creating a professional environment for empowered decision making (e.g., shared governance, staff accountability, critical thinking, civility)

7. Recruiting, recognizing, and retaining staff

8. Providing internal and external customer service (including service recovery)

9. Creating a vision for professional nursing practice that promotes patient and family centered care

C. Communication

Knowledge of:

1. Communication principles (e.g., active listening, reflective communication, two-way communication, interviewing)

2. Communication styles (e.g., persuasive, assertive, passive, aggressive, passiveaggressive)

3. Negotiation concepts and strategies (e.g., compromising, collaborating, win-win)

4. Communication processes that support safe patient care (e.g., documentation, handoffs or hand-overs, bedside reporting, incident reporting, reporting sentinel events)

Skills in:

5. Communicating using verbal (e.g., oral and written) and nonverbal methods (e.g., body language, eye contact, active listening)

6. Facilitating collaboration to achieve optimal outcomes (e.g., team building, group dynamics, leveraging diversity)

7. Selecting the appropriate communication method for the audience and situation (e.g., email, role playing, presentation, reports, staff meeting, board meeting, one-on-one conversation, patient/family council, consumer feedback)

8. Conflict management

III. Leadership (22%)

A. Leadership Effectiveness

Knowledge of:

1. Key elements of a healthy work environment

2. Leadership concepts, principles, and styles (e.g., pervasive leadership, servant leadership, situational leadership, appreciative inquiry, culture of transparency, change management theories)

3. Coaching, mentoring, and precepting

4. Emotional intelligence

5. Sources of influence and power

Skills in:

6. Self reflection and personal leadership evaluation

7. Integrating diversity and sensitivity into the work environment

8. Change management

9. Building effective relationships through listening, reflecting, presence, communication, and networking

10. Succession planning

11. Creating an environment to engage and empower employees

B. Strategic Visioning and Planning

Knowledge of:

1. Strategic planning principles (e.g., alignment of nursings strategic plan with the organizational plan, SWOT analysis, components of strategic planning)

2. New program development (e.g., proposals, pro forma, business plans, marketing)

3. Trends that effect nursing practice and the healthcare environment

4. Communicating and building consensus and support for the strategic plan

5. Establishing baselines for processes (i.e., measuring current performance)

6. Evaluating processes and outcome measures over time

7. Project management to support/achieve the strategic plan (e.g., planning, implementing, and monitoring action plans)

C. Ethics and Advocacy

Knowledge of:

1. Ethical principles

2. Business ethics (e.g., corporate compliance, privacy)

3. ANAs Code of Ethics

4. Patients Bill of Rights

Skills in:

5. Advocating for patients (e.g., patient rights, access, and safety)

6. Advocating for staff (e.g., healthy work environment, equipment, staffing)

7. Advocating for the nursing profession (e.g., professional organizations, promoting education, certification, legislative influence)

IV. Knowledge Management (23%)

A. Quality Monitoring and Improvement

Knowledge of:

1. Systems theory

2. Continuous performance improvement (The Plan-Do-Study-Act [PDSA] Cycle, Lean, root cause analysis, tracer methodology)

3. Process and outcome measures (e.g., clinical, financial, safety, patient satisfaction, employee satisfaction)

4. Culture of safety (e.g., risk management, employee engagement, employee safety technologies [patient lifts], patient safety technologies [bar coding])

Skills in:

5. Creating a culture of continuous performance improvement

6. Translating data into information (including use of internal and external benchmarks), and disseminating it at various levels within the organization

7. Evaluating and prioritizing outcomes of care delivery (e.g., nurse sensitive indicators, ORYX indicators, National Patient Safety Goals, core measures)

8. Selecting the appropriate continuous performance improvement technique

9. Action planning to address identified quality issues

B. Evidence-based Practice and Research

Knowledge of:

1. Institutional Review Board (IRB) requirements (e.g., protection of human research subjects)

2. Research and evidence-based practice techniques (e.g., literature review, developing research questions, study methods and design, data management, levels of evidence)

3. Distinguish between performance improvement, evidence-based practice, and research

4. Creating a culture and advocating for resources that support research and scholarly inquiry (e.g., journal club, grant writing, research councils, research participation)

5. Communicating research and evidence-based findings to internal and external stakeholders

6. Incorporating evidence into policies, standards, procedures and guidelines

7. Evaluating and incorporating new knowledge and published research findings into practice

C. Innovation

Knowledge of:

1. Clinical practice innovation

2. Leadership practice innovation

Skills in:

3. Creating a culture that values, encourages, and recognizes new and innovative ideas that benefit the patient, family, organization, or community

4. Developing a framework for implementing innovations (e.g., small tests of change, pilot studies)

5. Leveraging diversity to encourage new and innovative ideas or new patterns of thinking

6. Evaluating and applying technology to support innovation

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Medical Certification exam Questions

The American Board of Internal Medicine is under fire for a ‘maintenance of certification’ requirement. Their own tweet didn’t help.

No result found, try new keyword!Thousands of physicians are petitioning the Philadelphia-based American Board of Internal Medicine to loosen ongoing certification requirements they say are excessive. The nonprofit ABIM sets training ...

Understanding Japan’s Medical Device Certification System

REGULATORY OUTLOOK

McRoberts

Japan's consumption of medical devices makes it an attractive market for global medical device manufacturers. But manufacturers hoping to sell their devices in Japan must pay careful attention to the revised Pharmaceutical Affairs Law (PAL). It aligns Japan's regulatory requirements more closely with those of other advanced nations. In this article, they examine the changes, challenges, and benefits of the revised PAL.

Ohyama

After the financial slowdown in the mid-1990s, Japan's economic fortunes have begun to increase—and so has the country's appetite for medical devices. In 2004, medical devices constituted an estimated $19 billion–market in Japan, larger than all other Asian markets. During the next few years, as Japan's economy continues to grow, imports of foreign medical devices are expected to grow by 5–8% annually and continue to represent 10% of the world market for medical devices.1

Kambeitz

Despite the favorable prospects for exporting medical devices to Japan, all foreign medical manufacturers must still contend with a legal requirement stipulating that all medical products be registered with the Japanese Ministry of Health, Labour, and Welfare (MHLW), Japan's equivalent of FDA. This law has become increasingly instrumental to Japan's device market because products grandfathered in prior to 2005 must comply with the revised PAL when their existing Shonin (regulatory approval) expires. Manufacturers will also have to deal with the PAL when they need to make a significant change to a product that would require premarket clearance. In Japan, medical device manufacturers and importers are also expected to demonstrate certain behaviors associated with corporate social responsibility. Hence, the Japanese government requires foreign device manufacturers to maintain a physical presence in Japan so that remedies for identified safety problems with a device can be applied immediately.

Amended Legislation for Medical Devices

The PAL is the most important legislation for foreign device firms hoping to sell products in the Japanese market. In July 2002, the Japanese House of Representatives passed the amended PAL, which is applicable to all medical devices, drugs, quasidrugs, and cosmetics entering the Japanese market. It became effective April 1, 2005, and has the following objectives:

To enhance safety measures for medical devices sold in Japan.

To strengthen postmarketing safety measures for medical devices.

To align Japan's medical device regulatory system with prevailing international systems.

In order to apply for the necessary regulatory clearance to market a device, manufacturers outside of Japan must appoint a marketing authorization holder (MAH) as their representative in Japan. The MAH may be a subsidiary of the manufacturer through common ownership or may be an independent entity, but the manufacturer must establish a detailed contract with the MAH in accordance with the requirements of the amended PAL and related ministerial ordinance (MO).

If a manufacturer wishes to have its subsidiary or sales office as the MAH, then the subsidiary must be licensed as an MAH by the appropriate prefecture (comparable to county) government in Japan in accordance with MOs 135 and 136. This enables the MAH to be accredited by MHLW to apply for PAL certification. Only these legal license holders can apply for and hold PAL certification of medical devices. For a foreign manufacturer to become an MAH on its own, it must be accredited as a special MAH by the Pharmaceuticals and Medical Devices Agency (PMDA), an executive arm of MHLW also known as Kiko. The manufacturer must also nominate a representative in Japan.

Under the amended PAL, foreign manufacturers of all classes of medical devices are also required to obtain foreign manufacturing accreditation for their manufacturing facilities. This accreditation can only be obtained by applying through the MAH to PMDA. MO 2 outlines the requirements for accreditation. Manufacturers that sold products in Japan before the PAL was amended may have been granted temporary foreign manufacturing accreditation, which means they can delay their application for accreditation until 2008. After 2008, foreign manufacturing facilities must be reaccredited under the new regulation (MO 2).

The Quality Management Systems Ministerial Ordinance on Medical Devices and In Vitro Diagnostics (MO 169, also known as the QMS ordinance), implemented in 2005, lacked certain requirements integral to ISO 13485:2003. These requirements, which outlined management responsibility, risk management in production, design controls (if applicable), criteria for suppliers, process validation, and analysis of data, were not mandatory in Japanese regulations until April 2007. Therefore, it is possible that early accreditation exams to MO 169 did not include these elements. Manufacturers with a current Japanese QMS and those submitting new applications should ensure that these requirements are properly satisfied in time for surveillance visits.

Another key change brought by the revised PAL is that Class II medical devices, which are designated as controlled medical devices, have now shifted from ministerial-level approval to designated third-party approval (see Table I). In other words, MAHs for Class II medical devices can obtain a certification of product conformance from a registered third-party certification body rather than directly from PMDA. This change allows manufacturers to get their products certified faster and also tap into the technical expertise of third-party certification bodies. However, only certain designated Class II medical devices can benefit from the third-party approval process. A Japanese Industrial Standard (JIS)—a mandatory performance standard—must be established for a medical device to be eligible. In many instances, the mandatory JIS standard is equivalent to an IEC standard, such as the second edition of IEC 60601-1. Class II devices for which no JIS standard has been established may not use a third-party certification body and must apply to PMDA directly.

Out of the 4044 total device types identified by MHLW, only 1785 are designated as Class II, and less than half of those are currently designated as controlled medical devices eligible for third-party approval. The JIS conformity exam standard and essential requirements are designated by MHLW by device type, which enables third-party exam of such Class II devices. Article 41 of the revised PAL requires the minister to establish necessary standards after seeking the opinion of the Pharmaceutical Affairs Food and Sanitation Council (also called Bukai). The list of devices eligible for third-party approval is continually growing as MHLW approves additional essential-principles checklists.

An application for a Class II device license requires an exam of the quality management system of the device manufacturer (including foreign manufacturers) to the requirements of MO 169. This ordinance is based entirely on ISO 13485:2003, with some additional requirements for the Japanese market. Manufacturers of Class II active medical devices may include or exclude requirements for design and development depending on the designation by MHLW. This exam may be carried out by local assessors trained on Japanese requirements and qualified by the third party. Some third parties, because of the location of their audit staff, must dispatch their assessors from Japan and coordinate logistics, including travel and lodging for the audit team and its translators.

Obtaining a device license also involves an evaluation of the technical documentation for the medical device. This is similar to the requirements outlined in the Global Harmonization Task Force's Summary Technical Documentation for Demonstrating Conformity to the Essential Principles of Safety and Performance of Medical Devices document. Japanese regulations may also require additional information, such as proof of compliance with the JIS performance standard. The MAH is required to present this information in Japanese to the third-party assessor.

Selecting a Third-Party Approval Body

There are a variety of services provided by third parties. By carefully choosing a third-party approval body, an MAH can take advantage of additional accreditations and services that the third-party organizations offer. Some third parties allow the supporting documents, which demonstrate a device's conformity to the applicable JIS or IEC standards, to be assessed in English (to provide a degree of confidence) before undergoing a costly translation process. Foreign manufacturers may want to consider this service when their original technical file has already been approved by another public health authority. Allowing supporting documents to be assessed in English would ensure that all requirements of the Japanese regulations are included in a device's technical file, since some requirements may be specific to the Japanese regulatory system.

A medical device company should also consider testing requirements when choosing its third party. Not all JIS standards are based on IEC requirements. If a device has already been tested for markets outside of Japan, it is possible that some of the mechanical and engineering decisions can be made based on previous tests, especially if the device is not electrical (nonactive) or if a switching power supply is used. (It is important to note that the electrical system in Japan is 100 V ac at both 50 and 60 Hz.)

Manufacturers that want to market devices in Japan should consider that marketing goal in their design phase and incorporate flexibility into their design to meet the country's requirements. This gives them a better opportunity to have EN (European Union), NRTL (United States and Canada), and JIS testing done simultaneously. Although additional samples and time may be needed to complete the JIS testing, a third party that is accredited in all of the company's current and anticipated sales markets can minimize redundant tests whenever possible.

As mentioned, the revised PAL brought with it a requirement to manufacture under an audited quality management system, which ensures conformity with JGMP requirements. When a device manufacturer chooses a third party, it should also consider the location of the JGMP-qualified auditors and whether the JGMP audit can be combined with the quality management system audits required by the United States, Canada, and the European Union.

FDA's accredited persons inspection program audits to 21 CFR 820 requirements, but the program is only open to those companies that are not under FDA scrutiny (i.e., increased FDA attention owing to nonconformities, product recalls, etc.). Because low-risk device manufacturers are only periodically audited by FDA and these audits cost very little, the only incentive for FDA establishments to use a third party for inspections is the predictability of the audit.

The European Union allows an ISO 13485–based audit to meet Annex V requirements under the Medical Devices Directive and Annex IV under the In Vitro Diagnostic Directive. The Canadian Medical Devices Conformity Assessment System is strictly based on ISO 13485. Therefore, many manufacturers maintain an ISO 13485 registration with many clauses and elements similar to JGMP requirements. As a result, third parties that offer accreditations for all of these regulatory programs can offer integrated audits, which are less time-consuming, less intrusive, and potentially less costly to the manufacturer.

Other considerations the MAH should make in choosing a third party are experience, trust, and the MAH's relationship with the organization. Bear in mind that all applications for device licensing to a third party can only be made through the MAH located in Japan to the third-party certification body in Japan. However, the value of local support for foreign manufacturers is worth considering in understanding the requirements these manufacturers must meet.

The Goal of Alignment

As indicated, one of the goals of the revised PAL was to align Japan's medical device regulatory system with those of other advanced nations, namely those of the United States and the European Union. Because these nations produce and consume the majority of the world's medical devices, the regulatory practices in these regions are generally the ones accepted and adopted by device manufacturers worldwide. Just as with the regulatory systems from these regions, Japan's revised PAL allows third parties to conduct exams of Class II medical devices for certification to market and sell in a particular region. Both EU and U.S. health authorities also require an audit of each manufacturing location to ensure that the quality system conforms to GMPs. The last similarity is the identification of an in-country representative—the MAH in Japan, the agent in the United States, and the authorized representative (AR) in the European Union. The biggest difference is that the MAH, as the name implies, takes over ownership and responsibility for certification, whereas the AR and the agent work on behalf of the manufacturer.

Conclusion

Although the revised PAL aligns more closely with general international requirements for medical devices, demonstrating conformance with the PAL still requires manufacturers to invest time and effort to understand its requirements. Once the regulatory process is defined, manufacturers must still contend with the challenges and cost of device-specific processes for reimbursement, distribution, and packaging. However, if the Japanese medical device market continues to grow and maintains its need for foreign medical devices, meeting PAL and MHLW requirements may be a worthwhile investment for device manufacturers.

Steve McRoberts is Underwriters Laboratories' (UL) global principal engineer for medical regulatory programs. Seiko Ohyama is a lead engineering associate working for UL-Japan Inc. Tara Kambeitz is the global marketing manager for UL's medical business unit. She can be reached at [email protected].

1. U.S. International Trade Commission, Medical Devices and Equipment: Competitive Conditions Affecting U.S. Trade in Japan and Other Principal Foreign Markets, March 2007; available from Internet: http://hotdocs.usitc.gov/docs/pubs/332/pub3909.pdf.

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Additional reading Chevron icon It indicates an expandable section or menu, or sometimes previous / next navigation options.

Prudential Life Insurance

4.75/5 A five pointed star A five pointed star A five pointed star A five pointed star A five pointed star

Features & Discounts

Offers aggressive financial plans.

JD Power Customer Satisfaction Rating

773

AM Best Financial Strength Rating

A+

Prudential Life Insurance

4.75/5 A five pointed star A five pointed star A five pointed star A five pointed star A five pointed star

Features & Discounts

Offers aggressive financial plans.

JD Power Customer Satisfaction Rating

773

AM Best Financial Strength Rating

A+

compare policies and rates with Policygenius

Prudential Life Insurance

compare policies and rates with Policygenius

The aggressive financial plans offered by Prudential may appeal to many younger buyers and those with a stable income. However, those with lower income or buyers who aren't sure about the financial system may be more hesitant to engage with Prudential. Like many other industry giants, Prudential is working to change this perception.

Details

Features & Discounts

Offers aggressive financial plans.

JD Power Customer Satisfaction Rating

773

AM Best Financial Strength Rating

A+

Pros & Cons Chevron icon It indicates an expandable section or menu, or sometimes previous / next navigation options.

Pros

Check mark icon A check mark. It indicates a confirmation of your intended interaction. Available in all 50 states (New York residents may have different plans) Check mark icon A check mark. It indicates a confirmation of your intended interaction. Buyers can withdraw money to pay for nursing home bills due to severe illness or disability Check mark icon A check mark. It indicates a confirmation of your intended interaction. Knowledgeable agents who can walk you through your options

Cons

Dash icon A dash. It often indicates an interaction to shrink a section. Financial returns are limited Dash icon A dash. It often indicates an interaction to shrink a section. Limited policy options for seniors and other groups who might struggle to find life insurance Additional reading Chevron icon It indicates an expandable section or menu, or sometimes previous / next navigation options.

Ethos Life

4.37/5 A five pointed star A five pointed star A five pointed star A five pointed star A five pointed star

JD Power Customer Satisfaction Rating

Not Rated

AM Best Financial Strength Rating

Ethos Life

4.37/5 A five pointed star A five pointed star A five pointed star A five pointed star A five pointed star

JD Power Customer Satisfaction Rating

Not Rated

AM Best Financial Strength Rating

compare policies and rates with Policygenius

Ethos Life

compare policies and rates with Policygenius

Details

JD Power Customer Satisfaction Rating

Not Rated

AM Best Financial Strength Rating

Pros & Cons Chevron icon It indicates an expandable section or menu, or sometimes previous / next navigation options.

Pros

Check mark icon A check mark. It indicates a confirmation of your intended interaction. 100% online application process, quotes in minutes Check mark icon A check mark. It indicates a confirmation of your intended interaction. Coverage starts immediately once approved Check mark icon A check mark. It indicates a confirmation of your intended interaction. Term policies renewable up to age 94 for qualifying applicants

Cons

Dash icon A dash. It often indicates an interaction to shrink a section. No conversion options to turn term policies to whole life for no exam policies Dash icon A dash. It often indicates an interaction to shrink a section. Whole life policy limits are lower Additional reading Chevron icon It indicates an expandable section or menu, or sometimes previous / next navigation options.

Mutual of Omaha Life Insurance

4.5/5 A five pointed star A five pointed star A five pointed star A five pointed star A five pointed star

JD Power Customer Satisfaction Rating

795

AM Best Financial Strength Rating

A+

Mutual of Omaha Life Insurance

4.5/5 A five pointed star A five pointed star A five pointed star A five pointed star A five pointed star

JD Power Customer Satisfaction Rating

795

AM Best Financial Strength Rating

A+

compare policies and rates with Policygenius

Mutual of Omaha Life Insurance

compare policies and rates with Policygenius

Details

JD Power Customer Satisfaction Rating

795

AM Best Financial Strength Rating

A+

Pros & Cons Chevron icon It indicates an expandable section or menu, or sometimes previous / next navigation options.

Pros

Check mark icon A check mark. It indicates a confirmation of your intended interaction. diverse whole and term life insurance options Check mark icon A check mark. It indicates a confirmation of your intended interaction. Strong financial ratings and company history Check mark icon A check mark. It indicates a confirmation of your intended interaction. Wide range of riders to customize plans

Cons

Dash icon A dash. It often indicates an interaction to shrink a section. online applications not available for term applicants Dash icon A dash. It often indicates an interaction to shrink a section. May not provide strong investment options for retirement Highlights Chevron icon It indicates an expandable section or menu, or sometimes previous / next navigation options. Additional reading Chevron icon It indicates an expandable section or menu, or sometimes previous / next navigation options.

AAA Life Insurance

4.7/5 A five pointed star A five pointed star A five pointed star A five pointed star A five pointed star

JD Power Customer Satisfaction Rating

844

AM Best Financial Strength Rating

AAA Life Insurance

4.7/5 A five pointed star A five pointed star A five pointed star A five pointed star A five pointed star

JD Power Customer Satisfaction Rating

844

AM Best Financial Strength Rating

compare policies and rates with Policygenius

AAA Life Insurance

compare policies and rates with Policygenius

Details

JD Power Customer Satisfaction Rating

844

AM Best Financial Strength Rating

Pros & Cons Chevron icon It indicates an expandable section or menu, or sometimes previous / next navigation options.

Pros

Check mark icon A check mark. It indicates a confirmation of your intended interaction. Large life policies available for term customers Check mark icon A check mark. It indicates a confirmation of your intended interaction. Substantial discounts available for AAA members Check mark icon A check mark. It indicates a confirmation of your intended interaction. Strong financial ratingSome members may qualify for discounts if combining home and auto policies

Cons

Dash icon A dash. It often indicates an interaction to shrink a section. Only small whole life policies to cover a maximum of $25,000 Dash icon A dash. It often indicates an interaction to shrink a section. Non-members may not get competitive rates Why You Should Trust Us: How They Chose the Best No exam Life Insurance

The coverage and riders offered are vital parts of their evaluation. They also look at the speed of payouts, customer satisfaction, and financial strength ratings. All of these factor into the immediate and long-term performance of the life insurance companies they review.

If you're looking for more information about a specific life insurer, their individual reviews offer a deep dive into individual policies, riders, and more. The same considerations are used for all competitors to ensure readers have the edge to make informed decisions in an ever-changing market.

See their insurance rating methodology for more details.

No Medical exam Life Insurance FAQs

A no medical exam life insurance policy could be right for you if you're able to qualify and don't need special coverage. These policies are the easiest to get for young applicants with no significant health issues. Older applicants can buy with some companies, but acceptance is not guaranteed. No medical exam policies offer less coverage with higher premiums in most cases. If you do not qualify for the no medical exam policy you want, insurance agents can help you explore alternatives.

No medical exam means life insurance companies will not check your blood pressure, cholesterol, etc. However, companies have access to prescription history and other personal records, and underwriters base decisions partly on this history.

You'll have to decide whether you prefer a whole or term policy based on your situation if you're getting no medical life insurance. A term policy has an expiration date, and extensions or conversions to a whole life policy are not guaranteed. If anything, your rate may be higher if you try to convert your policy. The insurer looks at you just as it would any other applicant of your age, health, etc. A whole life policy locks in premiums and payouts.

There are alternatives to a new medical exam life insurance policy. Insurance agents can quote you medical exam policies if you're denied a no medical exam option. An experienced agent may be able to assess your application before starting the process to avoid official denials. If you're concerned about premium limits, you can explore options like IUL (indexed universal life) for permanent life insurance that increases your benefit as long as you make premium payments.

A no medical exam life insurance policy may hold a certain appeal for older applicants and those in failing health. However, the life insurance market is the opposite of what you might expect. These policies are best for young people (typically under 50 years old) in good health. The no medical exam process is often more efficient, streamlining your approval, and life insurance companies can only do this with low-risk applicants.

If a provider sees red flags that might disqualify you, it won't necessarily prevent you from getting coverage. Instead, the agent would most likely offer to run more conventional life insurance quotes for you.

Guaranteed issue life insurance policies do not require a medical exam. This type of life insurance is typically limited to people ages 50 or older, and the tradeoff is that policies are usually more expensive than ones that do require a medical exam. That said, if your health conditions would otherwise prevent you from getting a life insurance policy, guaranteed issue insurance is a useful option, and it's offered by a variety of insurers including AIG, AAA, New York Life, and Gerber Life.

Yes, you can really get life insurance without a medical exam, but your options will be different. That's because you'll need to choose a guaranteed issue policy — a specific type of insurance that lets you bypass the medical exam requirement — and it will probably cost more than a regular policy including a medical exam.

The highest amount of life insurance you can get without a medical exam is lower than what you could get with a medical exam. Guaranteed issue policies that don't require medical exams typically top out at $25,000 or $50,000 in coverage, while standard life insurance policies can offer millions in coverage.

Haven Life No Medical exam Life Insurance

Haven offers term policies for healthy adults with limits as high as $3 million. For those who prefer to avoid a medical exam, the limit is $500,000. The Haven Simple no medical exam policy is available in all states except California, Delaware, South Dakota, North Dakota, and New York. All applications are filed online. Accelerated death benefits are available with this policy if you become disabled, and riders can be added to eliminate future payment obligations if you become disabled.

Haven Life exclusively sells online policies with limited payouts. So if you're looking for larger benefits, extensive financial planning, or agent support, it may not meet the mark. However, its quick online application and ease of use has significant appeal for many people.

Health questions: Yes

Coverage limits: Up to $500,000

Age: 20-55

Waiting period: Two years

Unique feature: Accelerated death benefits available with paperless processing

Haven Life Insurance Review

AARP No Medical exam Life Insurance

AARP caters to senior clients for insurance and many other financial products. Older adults between 50 and 74 may qualify as long as they are AARP members. Term policies are available with limits up to $150,000 in most states. Montana and New York residents may be eligible for up to $100,000. Whole life policy limits max out at $25,000.

Whole life policies can be issued without any health exams or medical questions. The term policies, on the other hand, may ask some health questions.

Health questions: For term life policies, but not whole

Coverage limits: Up to $150,000

Age: 50-74

Unique feature: No medical exam policy caters to older adults

AARP Life Insurance Review

USAA No Medical exam Life Insurance

Military members and their immediate family members may qualify for competitive banking, insurance, and other financial services through USAA. Pricing is lower, payouts are higher, and customer service is strong. Of course, these services are only available to military and qualifying family members. For the children of a deceased military member to use any USAA products, the military member would need to be signed up before their death.

Guaranteed whole life policies are available in 49 states, excluding Montana. USAA life insurance coverage is available from $2,000 to $25,000 with no medical exam or questions. Applicants who want higher coverage limits can explore medical exam policy options with a licensed agent.

Health questions: No

Coverage limits: Up to $25,000

Age: 45-85

Waiting period: Two years

Unique feature: Below-market product costs available for military members and qualifying family

USAA Life Insurance Review

Prudential No Medical exam Life Insurance

Prudential offers up to $3 million in coverage for term life policies. Adults up to 60 years old are eligible for coverage with a short application involving some medical questions. For younger applicants, conversion options may also be available later to make term policies into whole life policies. However, due to the higher limits, Prudential's application process may also be longer.

Health questions: Yes

Coverage limits: Up to $3 million

Age: 20-60

Waiting period: Two years

Unique feature: High expert and customer rankings with a trusted provider

Prudential Life Insurance Review

Ethos No Medical exam Life Insurance

One of the benefits of term life insurance is lower premiums for higher coverage. No medical exam life insurance is no exception. Like no medical exam policies, term policies are geared toward younger applicants looking to save money. Ethos accepts applicants up to age 65 with a 100% online application process. Limits are as high as $2 million.

Ethos Life asks a few basic medical questions, but coverage is effective immediately once approved. In addition, every customer buying policies like this from Ethos Life is eligible for a 30-day look period, which is another way to say you can cancel and get your money back in the first 30 days with no penalties.

Health questions: Yes

Coverage limits: Up to $2 million

Age: 20-65

Waiting period: May apply

Unique feature: Instant quotes available with a streamlined online application

Ethos Life Insurance Review

Mutual of Omaha No Medical exam Life Insurance

Mutual of Omaha has high financial stability and customer satisfaction ratings across different types of insurance. Guaranteed life policies are available for adults between the ages of 45 and 85. In New York state, the age range is 50-75. Policies can be as small as $2,000 in most states and as large as $25,000 with no health questions or medical exams.

Mutual of Omaha's no medical exam policies have a graded death benefit. If you die within two years of the policy start date, the company will not pay the full policy. Instead, it delivers 110% of the premiums paid. The Mutual of Omaha website boasts same-day payouts on most policies. Policies for children are also available.

Health questions: No

Coverage limits: Up to $25,000

Age: 45-85 (50-75 in New York State)

Waiting period: Two years

Unique feature: Company website lists same-day payment on most claims

Mutual of Omaha Life Insurance Review

AAA No Medical exam Life Insurance

AAA offers immediate death benefits for qualified applicants between 18 and 75. In other words, once your policy starts, you are eligible for the full policy benefit. Policies are available with limits as low as $25,000 and as high as $500,000. While a medical exam is not required, health questions are.

AAA offers term policies with limits as high as $500,000. For a whole life policy, the limit is $25,000. But applicants can add a rider doubling the payout for accidental death coverage. Younger people have no waiting period for benefits. For applicants over age 45, AAA pays out 130% of the premiums paid up to the date of death for the first two years.

Health questions: Yes

Coverage limits: Up to $500,000 term/$25,000 whole

Age: 18-75

Waiting period: Applies after age 45

Unique feature: Death benefit available regardless of the cause of death

How to Pick the Best No Medical exam Life Insurance Policy for You

Particularly when choosing life insurance, customization is critical. Buyers don't need to add every rider, but a little research goes a long way in selecting the right company. Some applicants will not qualify for a no medical exam life insurance policy. A life insurance agent can help you run quotes that make sense for you. Then agents can offer realistic insurance policy options and review the costs and benefits of each.

Asking friends and family which insurance agent they use could be your first step to finding the right life policy. Factors like age, medical history, and financial goals play key roles in your decision. So they do not recommend asking loved ones about individual policies. Instead, let a qualified insurance professional find the best policies for you.

Lina Roby

Insurance Editor, LIA, MLO

Lina Roby (she/her) was a Personal Finance Insurance editor at Insider. She covered pet, travel, auto, and other common insurance products. She is also a licensed property & casualty insurance agent. Her goal is to help readers make informed decisions for all their insurance needs and plan for the unexpected, especially in a constantly evolving insurance marketplace. As a licensed insurance agent, she worked closely with clients and insurance carriers to quote and bind homeowners, auto, liability, and other insurance plans for personal and business. As a licensed mortgage loan originator, she was also able to more effectively quote and bind homeowners insurance policies meeting mortgage lender requirements. With a love for writing, she has also assisted with marketing for her local insurance marketplace. Read more Read less

Evelyn He

Compliance Associate

Evelyn He is a compliance associate at Insider who supports the Personal Finance Insider team. Personal Finance Insider is Insider's personal finance section that incorporates affiliate and commerce partnerships into the news, insights, and advice about money that Insider readers already know and love. The compliance team's mission is to provide readers with stories that are fact-checked and current, so they can make informed financial decisions. The team also works to minimize risk for partners by making sure language is clear, precise, and fully compliant with regulatory and partner marketing guidelines that align with the editorial team. Before joining Insider, she served in various legal and compliance roles in different industries, including the legal and pharmaceutical industries. Evelyn obtained her M.S. degree in Marketing at Boston University in 2022. Prior to combining and consolidating her knowledge of law and business, she spent one year finishing 1L courses at Suffolk University Law School to further her legal knowledge. She has also completed MBA business law courses while working on her Bachelor of Business Administration in Management at the University of Massachusetts, Amherst. Outside of work, she enjoys spending time with her 14-year-old Shih Tzu named Money, and her 5-year-old Bichon named Tibber.

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Warum sind Cyberrisiken so schwer greifbar?

Als mehr oder weniger neuartiges Phänomen stellen Cyberrisiken Unternehmen und Versicherer vor besondere Herausforderungen. Nicht nur die neuen Schadenszenarien sind abstrakter oder noch nicht bekannt. Häufig sind immaterielle Werte durch Cyberrisiken in Gefahr. Diese wertvollen Vermögensgegenstände sind schwer bewertbar.

Obwohl die Gefahr durchaus wahrgenommen wird, unterschätzen viele Firmen ihr eigenes Risiko. Dies liegt unter anderem auch an den Veröffentlichungen zu Cyberrisiken. In der Presse finden sich unzählige Berichte von Cyberattacken auf namhafte und große Unternehmen. Den Weg in die Presse finden eben nur die spektakulären Fälle. Die dort genannten Schadenszenarien werden dann für das eigene Unternehmen als unrealistisch eingestuft. Die für die KMU nicht minder gefährlichen Cyberattacken werden nur selten publiziert.

Aufgrund der fehlenden öffentlichen Meldungen von Sicherheitsvorfällen an Sicherheitsbehörden und wegen der fehlenden Presseberichte fällt es schwer, Fakten und Zahlen zur Risikolage zu erheben. Aber ohne diese Grundlage fällt es schwer, in entsprechende Sicherheitsmaßnahmen zu investieren.

Erklärungsleitfaden anhand eines Ursache-Wirkungs-Modells

Häufig nähert man sich dem Thema Cyberrisiko anlass- oder eventbezogen, also wenn sich neue Schadenszenarien wie die weltweite WannaCry-Attacke entwickeln. Häufig wird auch akteursgebunden beleuchtet, wer Angreifer oder Opfer sein kann. Dadurch begrenzt man sich bei dem Thema häufig zu sehr nur auf die Cyberkriminalität. Um dem Thema Cyberrisiko jedoch gerecht zu werden, müssen auch weitere Ursachen hinzugezogen werden.

Mit einer Kategorisierung kann das Thema ganzheitlich und nachvollziehbar strukturiert werden. Ebenso hilft eine solche Kategorisierung dabei, eine Abgrenzung vorzunehmen, für welche Gefahren Versicherungsschutz über eine etwaige Cyberversicherung besteht und für welche nicht.

Die Ursachen sind dabei die Risiken, während finanzielle bzw. nicht finanzielle Verluste die Wirkungen sind. Cyberrisiken werden demnach in zwei Hauptursachen eingeteilt. Auf der einen Seite sind die nicht kriminellen Ursachen und auf der anderen Seite die kriminellen Ursachen zu nennen. Beide Ursachen können dabei in drei Untergruppen unterteilt werden.

Nicht kriminelle Ursachen

Höhere Gewalt

Häufig hat man bei dem Thema Cyberrisiko nur die kriminellen Ursachen vor Augen. Aber auch höhere Gewalt kann zu einem empfindlichen Datenverlust führen oder zumindest die Verfügbarkeit von Daten einschränken, indem Rechenzentren durch Naturkatastrophen wie beispielsweise Überschwemmungen oder Erdbeben zerstört werden. Ebenso sind Stromausfälle denkbar.

Menschliches Versagen/Fehlverhalten

Als Cyberrisiken sind auch unbeabsichtigtes und menschliches Fehlverhalten denkbar. Hierunter könnte das versehentliche Veröffentlichen von sensiblen Informationen fallen. Möglich sind eine falsche Adressierung, Wahl einer falschen Faxnummer oder das Hochladen sensibler Daten auf einen öffentlichen Bereich der Homepage.

Technisches Versagen

Auch Hardwaredefekte können zu einem herben Datenverlust führen. Neben einem Überhitzen von Rechnern sind Kurzschlüsse in Systemtechnik oder sogenannte Headcrashes von Festplatten denkbare Szenarien.

Kriminelle Ursachen

Hackerangriffe

Hackerangriffe oder Cyberattacken sind in der Regel die Szenarien, die die Presse dominieren. Häufig wird von spektakulären Datendiebstählen auf große Firmen oder von weltweiten Angriffen mit sogenannten Kryptotrojanern berichtet. Opfer kann am Ende aber jeder werden. Ziele, Methoden und auch das Interesse sind vielfältig. Neben dem finanziellen Interesse können Hackerangriffe auch zur Spionage oder Sabotage eingesetzt werden. Mögliche Hackermethoden sind unter anderem: Social Engineering, Trojaner, DoS-Attacken oder Viren.

Physischer Angriff

Die Zielsetzung eines physischen Angriffs ist ähnlich dem eines Hackerangriffs. Dabei wird nicht auf die Tools eines Hackerangriffs zurückgegriffen, sondern durch das physische Eindringen in Unternehmensgebäude das Ziel erreicht. Häufig sind es Mitarbeiter, die vertrauliche Informationen stehlen, da sie bereits den notwendigen Zugang zu den Daten besitzen.

Erpressung

Obwohl die Erpressung aufgrund der eingesetzten Methoden auch als Hackerangriff gewertet werden könnte, ergibt eine Differenzierung Sinn. Erpressungsfälle durch Kryptotrojaner sind eines der häufigsten Schadenszenarien für kleinere und mittelständische Unternehmen. Außerdem sind auch Erpressungsfälle denkbar, bei denen sensible Daten gestohlen wurden und ein Lösegeld gefordert wird, damit sie nicht veröffentlicht oder weiterverkauft werden.

Ihre Cyberversicherung sollte zumindet folgende Schäden abdecken:

Cyber-Kosten:

Soforthilfe und Forensik-Kosten (Kosten der Ursachenermittlung, Benachrichtigungskosten und Callcenter-Leistung)
Krisenkommunikation / PR-Maßnahmen
Systemverbesserungen nach einer Cyber-Attacke
Aufwendungen vor Eintritt des Versicherungsfalls

Cyber-Drittschäden (Haftpflicht):

Befriedigung oder Abwehr von Ansprüchen Dritter
Rechtswidrige elektronische Kommunikation
Ansprüche der E-Payment-Serviceprovider
Vertragsstrafe wegen der Verletzung von Geheimhaltungspflichten und Datenschutzvereinbarungen
Vertragliche Schadenersatzansprüche
Vertragliche Haftpflicht bei Datenverarbeitung durch Dritte
Rechtsverteidigungskosten

Cyber-Eigenschäden:

Betriebsunterbrechung
Betriebsunterbrechung durch Ausfall von Dienstleister (optional)
Mehrkosten
Wiederherstellung von Daten (auch Entfernen der Schadsoftware)
Cyber-Diebstahl: elektronischer Zahlungsverkehr, fehlerhafter Versand von Waren, Telefon-Mehrkosten/erhöhte Nutzungsentgelte
Cyber-Erpressung
Entschädigung mit Strafcharakter/Bußgeld
Ersatz-IT-Hardware
Cyber-Betrug

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Cyber-Kosten:

Cyber-Drittschäden (Haftpflicht):

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