风险管理的发展趋势和国际化-风险管理人才的培养

1、风险管理的发展趋势和国际化 风险管理人才的培养 专题讲座主讲人 Terrie E. Troxel AICPCU / IIA总裁兼首席执行官国际风险管理的发展现状Recent HistoryInsurance and Finance are separate“Risk Management Labeled”Risk Management and the Business EnterpriseARM: Associate in Risk ManagementNew Financial Products DevelopedDynamic Financial Analysis: DFAAsset/Li

2、ability Match or Mis-matchingEnterprise Risk ManagementRecent HistoryInsurance and Finance are separate“Risk Management Labeled”Risk Management and the Business EnterpriseARM: Associate in Risk ManagementNew Financial Products DevelopedDynamic Financial Analysis: DFAAsset/Liability Match or Mis-matc

3、hingEnterprise Risk ManagementRecent HistoryInsurance and Finance are separate“Risk Management Labeled”Risk Management and the Business EnterpriseARM: Associate in Risk ManagementNew Financial Products DevelopedDynamic Financial Analysis: DFAAsset/Liability Match or Mis-matchingEnterprise Risk Manag

4、ementRecent HistoryInsurance and Finance are separate“Risk Management Labeled”Risk Management and the Business EnterpriseARM: Associate in Risk ManagementNew Financial Products DevelopedDynamic Financial Analysis: DFAAsset/Liability Match or Mis-matchingEnterprise Risk ManagementRecent HistoryInsura

5、nce and Finance are separate“Risk Management Labeled”Risk Management and the Business EnterpriseARM: Associate in Risk ManagementNew Financial Products DevelopedDynamic Financial Analysis: DFAAsset/Liability Match or Mis-matchingEnterprise Risk ManagementRecent HistoryInsurance and Finance are separ

6、ate“Risk Management Labeled”Risk Management and the Business EnterpriseARM: Associate in Risk ManagementNew Financial Products DevelopedDynamic Financial Analysis: DFAAsset/Liability Match or Mis-matchingEnterprise Risk ManagementRecent HistoryInsurance and Finance are separate“Risk Management Label

7、ed”Risk Management and the Business EnterpriseARM: Associate in Risk ManagementNew Financial Products DevelopedDynamic Financial Analysis: DFAAsset/Liability Match or Mis-matchingEnterprise Risk ManagementRecent HistoryInsurance and Finance are separate“Risk Management Labeled”Risk Management and th

8、e Business EnterpriseARM: Associate in Risk ManagementNew Financial Products DevelopedDynamic Financial Analysis: DFAAsset/Liability Match or Mis-matchingEnterprise Risk ManagementTypes of Risk TreatedInsurance Pure Risk/Hazard RiskERM: Enterprise Risk ManagementStrategic Risk (e.g. JVs, Partnership

9、)Operational Risk (e.g. Utilities, Supplies)Financial Risk (e.g. Currency Conversion)Hazard Risk (e.g. Reduction in Value due to Accidental Loss)Types of Risk TreatedInsurance Pure Risk/Hazard RiskERM: Enterprise Risk ManagementStrategic Risk (e.g. JVs, Partnership)Operational Risk (e.g. Utilities,

10、Supplies)Financial Risk (e.g. Currency Conversion)Hazard Risk (e.g. Reduction in Value due to Accidental Loss)Types of Risk TreatedInsurance Pure Risk/Hazard RiskERM: Enterprise Risk ManagementStrategic Risk (e.g. JVs, Partnership)Operational Risk (e.g. Utilities, Supplies)Financial Risk (e.g. Curre

11、ncy Conversion)Hazard Risk (e.g. Reduction in Value due to Accidental Loss)Types of Risk TreatedInsurance Pure Risk/Hazard RiskERM: Enterprise Risk ManagementStrategic Risk (e.g. JVs, Partnership)Operational Risk (e.g. Utilities, Supplies)Financial Risk (e.g. Currency Conversion)Hazard Risk (e.g. Re

12、duction in Value due to Accidental Loss)Types of Risk TreatedInsurance Pure Risk/Hazard RiskERM: Enterprise Risk ManagementStrategic Risk (e.g. JVs, Partnership)Operational Risk (e.g. Utilities, Supplies)Financial Risk (e.g. Currency Conversion)Hazard Risk (e.g. Reduction in Value due to Accidental

13、Loss)Types of Risk TreatedInsurance Pure Risk/Hazard RiskERM: Enterprise Risk ManagementStrategic Risk (e.g. JVs, Partnership)Operational Risk (e.g. Utilities, Supplies)Financial Risk (e.g. Currency Conversion)Hazard Risk (e.g. Reduction in Value due to Accidental Loss)ARM ProgramARM 54 Principles o

14、f Risk ManagementARM 55 Loss Control Safety and SecurityARM 56 Risk FinancingARM ProgramARM 54 Principles of Risk ManagementARM 55 Loss Control Safety and SecurityARM 56 Risk FinancingARM ProgramARM 54 Principles of Risk ManagementARM 55 Loss Control Safety and SecurityARM 56 Risk FinancingSteps in

15、Risk Management ProcessIdentify Loss ExposuresAnalyze Loss ExposuresExamine Feasibility of RM TechniquesSelect Appropriate RM TechniquesImplement Selected RM TechniquesMonitor Results and Revise if RequiredSteps in Risk Management ProcessIdentify Loss ExposuresAnalyze Loss ExposuresExamine Feasibili

16、ty of RM TechniquesSelect Appropriate RM TechniquesImplement Selected RM TechniquesMonitor Results and Revise if RequiredSteps in Risk Management ProcessIdentify Loss ExposuresAnalyze Loss ExposuresExamine Feasibility of RM TechniquesSelect Appropriate RM TechniquesImplement Selected RM TechniquesMo

17、nitor Results and Revise if RequiredSteps in Risk Management ProcessIdentify Loss ExposuresAnalyze Loss ExposuresExamine Feasibility of RM TechniquesSelect Appropriate RM TechniquesImplement Selected RM TechniquesMonitor Results and Revise if RequiredSteps in Risk Management ProcessIdentify Loss Exp

18、osuresAnalyze Loss ExposuresExamine Feasibility of RM TechniquesSelect Appropriate RM TechniquesImplement Selected RM TechniquesMonitor Results and Revise if RequiredSteps in Risk Management ProcessIdentify Loss ExposuresAnalyze Loss ExposuresExamine Feasibility of RM TechniquesSelect Appropriate RM

19、 TechniquesImplement Selected RM TechniquesMonitor Results and Revise if RequiredARM-P: RM for Public EntitiesMunicipalitiesPark DistrictsCounty & State GovernmentGovernment Agencies & departments720 Providence Road P.O. Box 3016 Malvern, PA 19355-0716Phone (610) 644-2100 Fax (610) 640-9676主讲人 乔培伟 C

20、PCU国际风险管理和保险学院大中华区主席中国企业面临的风险问题分析中国企业面临的风险Financial RiskOperational RiskProperty & Casualty RiskProduct & Liability RiskProfessional Liability RiskHuman Resource Risk 主讲人 Peter L. Miller AICPCU / IIA执行副总裁 培养国际水平风险管理人才的解决方案AgendaWhy is talent important?What is a talent pipeline?How do we construct a

21、talent pipeline?What does an educational program that supports a talent pipeline look like?How can such education be delivered?What does CPCU have to offer in order to help?Why is talent important?Talented people in your organization are keyAlways a deficit of talented peopleGenerally, talented peop

22、le are able to move between companies with some easeTalented people are essential to advancing the organization80/20 ruleThe solution: A talent pipeline that continuously provides qualified people to the right areas of the organization at the right time.What is a talent pipeline?A series of processe

23、s and procedures that:Identifies talented people early in their careersProvides a framework for developing their skillsGets them the necessary education at the necessary time in their developmentOut of the end of the pipeline comes talented, trained people who can help advance organizational goalsIn

24、cludes both work-related experiences and educational opportunitiesHow do we make a talent pipeline?Develop framework for progression of required talentsFor example, make a series of increasingly complex skills and training regimensRisk Manager I - Risk Manager IIIdentify skills needed for each posit

25、ionDevelop competencies for each positionDefine educational requirements for each positionEvaluate employee performance at each step Promote successful employees to the next stepWhat are competencies?Competencies are:A skill or set of skills that are to be performed with a certain level of efficienc

26、y and effectivenessMeasurableCan be identified and segregate from other competenciesJobs consist of a series of competenciesExamples of Competencies1) Assess and price risk for commercial insurance accounts2) Handle a sales negotiation for deals over $1M USD with a 35% success rate3) Successfully ha

27、ndle conflict resolution according to company guidelines4) Manage the sales department according to established sales targets and within budgetWhat does an educational program that supports a talent pipeline look like?A progressive series of educational offerings that:Meets the unique needs to emplo

28、yees at a particular stage of developmentAre mapped to key indicators of success for a jobCan afford easy recognition by employer or outside organizationGets more difficult and challenging as employee moves up the levelsExampleHow can such education be delivered?By a variety of meansDepends on the nature of the contentFace-to-face classroom trainingSelf-