风险管理的发展趋势和国际化.ppt

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 History,Insurance and Finance are separate “Risk Management Labeled” Risk Management and the Business Enterprise ARM: Associate in Risk Management New Financial Products Developed Dynamic Financial Analysis: DF

2、A Asset/Liability Match or Mis-matching Enterprise Risk Management,Recent History,Insurance and Finance are separate “Risk Management Labeled” Risk Management and the Business Enterprise ARM: Associate in Risk Management New Financial Products Developed Dynamic Financial Analysis: DFA Asset/Liabilit

3、y Match or Mis-matching Enterprise Risk Management,Recent History,Insurance and Finance are separate “Risk Management Labeled” Risk Management and the Business Enterprise ARM: Associate in Risk Management New Financial Products Developed Dynamic Financial Analysis: DFA Asset/Liability Match or Mis-m

4、atching Enterprise Risk Management,Recent History,Insurance and Finance are separate “Risk Management Labeled” Risk Management and the Business Enterprise ARM: Associate in Risk Management New Financial Products Developed Dynamic Financial Analysis: DFA Asset/Liability Match or Mis-matching Enterpri

5、se Risk Management,Recent History,Insurance and Finance are separate “Risk Management Labeled” Risk Management and the Business Enterprise ARM: Associate in Risk Management New Financial Products Developed Dynamic Financial Analysis: DFA Asset/Liability Match or Mis-matching Enterprise Risk Manageme

6、nt,Recent History,Insurance and Finance are separate “Risk Management Labeled” Risk Management and the Business Enterprise ARM: Associate in Risk Management New Financial Products Developed Dynamic Financial Analysis: DFA Asset/Liability Match or Mis-matching Enterprise Risk Management,Recent Histor

7、y,Insurance and Finance are separate “Risk Management Labeled” Risk Management and the Business Enterprise ARM: Associate in Risk Management New Financial Products Developed Dynamic Financial Analysis: DFA Asset/Liability Match or Mis-matching Enterprise Risk Management,Recent History,Insurance and

8、Finance are separate “Risk Management Labeled” Risk Management and the Business Enterprise ARM: Associate in Risk Management New Financial Products Developed Dynamic Financial Analysis: DFA Asset/Liability Match or Mis-matching Enterprise Risk Management,Types of Risk Treated,Insurance Pure Risk/Haz

9、ard Risk ERM: Enterprise Risk Management Strategic 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),Types of Risk Treated,Insurance Pure Risk/Hazard Risk ERM: Enterprise Ris

10、k Management Strategic 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),Types of Risk Treated,Insurance Pure Risk/Hazard Risk ERM: Enterprise Risk Management Strategic Risk

11、(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),Types of Risk Treated,Insurance Pure Risk/Hazard Risk ERM: Enterprise Risk Management Strategic Risk (e.g. JVs, Partnership) Oper

12、ational 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 Treated,Insurance Pure Risk/Hazard Risk ERM: Enterprise Risk Management Strategic Risk (e.g. JVs, Partnership) Operational Risk (e.g. Utilities

13、, Supplies) Financial Risk (e.g. Currency Conversion) Hazard Risk (e.g. Reduction in Value due to Accidental Loss),Types of Risk Treated,Insurance Pure Risk/Hazard Risk ERM: Enterprise Risk Management Strategic Risk (e.g. JVs, Partnership) Operational Risk (e.g. Utilities, Supplies) Financial Risk (

14、e.g. Currency Conversion) Hazard Risk (e.g. Reduction in Value due to Accidental Loss),ARM Program,ARM 54 Principles of Risk Management ARM 55 Loss Control Safety and Security ARM 56 Risk Financing,ARM Program,ARM 54 Principles of Risk Management ARM 55 Loss Control Safety and Security ARM 56 Risk F

15、inancing,ARM Program,ARM 54 Principles of Risk Management ARM 55 Loss Control Safety and Security ARM 56 Risk Financing,Steps in Risk Management Process,Identify Loss Exposures Analyze Loss Exposures Examine Feasibility of RM Techniques Select Appropriate RM Techniques Implement Selected RM Techniqu

16、es Monitor Results and Revise if Required,Steps in Risk Management Process,Identify Loss Exposures Analyze Loss Exposures Examine Feasibility of RM Techniques Select Appropriate RM Techniques Implement Selected RM Techniques Monitor Results and Revise if Required,Steps in Risk Management Process,Ide

17、ntify Loss Exposures Analyze Loss Exposures Examine Feasibility of RM Techniques Select Appropriate RM Techniques Implement Selected RM Techniques Monitor Results and Revise if Required,Steps in Risk Management Process,Identify Loss Exposures Analyze Loss Exposures Examine Feasibility of RM Techniqu

18、es Select Appropriate RM Techniques Implement Selected RM Techniques Monitor Results and Revise if Required,Steps in Risk Management Process,Identify Loss Exposures Analyze Loss Exposures Examine Feasibility of RM Techniques Select Appropriate RM Techniques Implement Selected RM Techniques Monitor R

19、esults and Revise if Required,Steps in Risk Management Process,Identify Loss Exposures Analyze Loss Exposures Examine Feasibility of RM Techniques Select Appropriate RM Techniques Implement Selected RM Techniques Monitor Results and Revise if Required,ARM-P: RM for Public Entities,Municipalities Par

20、k Districts County & State Government Government Agencies & departments,720 Providence Road P.O. Box 3016 Malvern, PA 19355-0716Phone (610) 644-2100 Fax (610) 640-9676 ,主讲人 乔培伟 CPCU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 Risk Operational Risk Property & Casualty Risk Produc

21、t & Liability Risk Professional Liability Risk Human 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,Agenda,Why is talent important? What is a talent pipeline? How do we construct a talent pipeline? What does an educational program that supports a talent pipeline look like? How

22、 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 key Always a deficit of talented people Generally, talented people are able to move between companies with some ease Talented people are essential to adv

23、ancing the organization 80/20 rule The 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 processes and procedures that: Identifies talented people early in their careers Provides a

24、framework for developing their skills Gets them the necessary education at the necessary time in their development Out of the end of the pipeline comes talented, trained people who can help advance organizational goals Includes both work-related experiences and educational opportunities,How do we ma

25、ke a talent pipeline?,Develop framework for progression of required talents For example, make a series of increasingly complex skills and training regimens Risk Manager I - Risk Manager II Identify skills needed for each position Develop competencies for each position Define educational requirements

26、 for each position Evaluate employee performance at each step Promote successful employees to the next step,What are competencies?,Competencies are: A skill or set of skills that are to be performed with a certain level of efficiency and effectiveness Measurable Can be identified and segregate from

27、other competencies Jobs consist of a series of competencies,Examples of Competencies,1) Assess and price risk for commercial insurance accounts 2) Handle a sales negotiation for deals over $1M USD with a 35% success rate 3) Successfully handle conflict resolution according to company guidelines 4) M

28、anage the sales department according to established sales targets and within budget,What does an educational program that supports a talent pipeline look like?,A progressive series of educational offerings that: Meets the unique needs to employees at a particular stage of development Are mapped to k

29、ey indicators of success for a job Can afford easy recognition by employer or outside organization Gets more difficult and challenging as employee moves up the levels,Example,How can such education be delivered?,By a variety of means Depends on the nature of the content Face-to-face classroom training Self-study E-learning Ble