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风险管理的发展趋势和国际化 风险管理人才的培养

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. 国际风险管理的发展现状. 主讲人 Terrie E. Troxel AICPCU / IIA 总裁兼首席执行官. Recent History . Insurance and Finance are separate “Risk Management Labeled”

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风险管理的发展趋势和国际化 风险管理人才的培养

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  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

  2. 国际风险管理的发展现状 主讲人 Terrie E. Troxel AICPCU / IIA总裁兼首席执行官

  3. 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

  4. 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

  5. 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

  6. 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

  7. 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

  8. 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

  9. 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

  10. 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

  11. 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 (e.g. Currency Conversion) • Hazard Risk (e.g. Reduction in Value due to Accidental Loss)

  12. 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 (e.g. Currency Conversion) • Hazard Risk (e.g. Reduction in Value due to Accidental Loss)

  13. 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 (e.g. Currency Conversion) • Hazard Risk (e.g. Reduction in Value due to Accidental Loss)

  14. 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 (e.g. Currency Conversion) • Hazard Risk (e.g. Reduction in Value due to Accidental Loss)

  15. 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 (e.g. Currency Conversion) • Hazard Risk (e.g. Reduction in Value due to Accidental Loss)

  16. 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 (e.g. Currency Conversion) • Hazard Risk (e.g. Reduction in Value due to Accidental Loss)

  17. ARM Program • ARM 54 – Principles of Risk Management • ARM 55 – Loss Control – Safety and Security • ARM 56 – Risk Financing

  18. ARM Program • ARM 54 – Principles of Risk Management • ARM 55 – Loss Control – Safety and Security • ARM 56 – Risk Financing

  19. ARM Program • ARM 54 – Principles of Risk Management • ARM 55 – Loss Control – Safety and Security • ARM 56 – Risk Financing

  20. 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

  21. 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

  22. 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

  23. 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

  24. 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

  25. 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

  26. ARM-P: RM for Public Entities • Municipalities • Park Districts • County & State Government • Government Agencies & departments

  27. 720 Providence Road · P.O. Box 3016 · Malvern, PA 19355-0716Phone (610) 644-2100 · Fax (610) 640-9676 www.aicpcu.org

  28. 中国企业面临的风险问题分析 主讲人 乔培伟 CPCU国际风险管理和保险学院大中华区主席

  29. 中国企业面临的风险 • Financial Risk • Operational Risk • Property & Casualty Risk • Product & Liability Risk • Professional Liability Risk • Human Resource Risk

  30. 培养国际水平风险管理人才的解决方案 主讲人 Peter L. Miller AICPCU / IIA执行副总裁

  31. 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 can such education be delivered? • What does CPCU have to offer in order to help?

  32. 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 advancing 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.

  33. What is a talent pipeline? • A series of processes and procedures that: • Identifies talented people early in their careers • Provides a 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

  34. How do we make 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 for each position • Evaluate employee performance at each step • Promote successful employees to the next step

  35. 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 other competencies • Jobs consist of a series of competencies

  36. 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) Manage the sales department according to established sales targets and within budget

  37. 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 key 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

  38. Example

  39. 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 • Blended learning • Very important to have the correct level for the employee

  40. What does CPCU have to offer in order to help? • Internationally recognized programs modified for the Chinese market • Globally recognized designations • A series of programs and courses that are specifically designed to help create a talent pipeline

  41. Four Levels of Knowledge Introduction Series Programs Property & Liability Insurance, Claims, Underwriting, and Risk Management 1-3 exams - INS (Program in General Insurance), SM (Supervisory Management), IR (Insurance Regulation) Certificate Programs Associate Designations 3-6 multiple-choice exams, 2 hours each on computer 8 essay-style exams, 3 hours each on computer CPCU

  42. AICPCU/IIA Education Programs CPCU AAI AIC ARM AU AIT AIAF APA AIS ARe AFSB AMIM AIM API ASLI INS: Program in General Insurance INTRO Courses Insurance Essentials

  43. 720 Providence Road · P.O. Box 3016 · Malvern, PA 19355-0716Phone (610) 644-2100 · Fax (610) 640-9676 www.aicpcu.org

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