1、風險管理的開展趨勢和國際化 風險管理人才的培育 專題講座主講人 Terrie E. Troxel AICPCU / IIA總裁兼首席執行官國際風險管理的開展現狀Recent HistoryInsurance and Finance are separate“Risk Management LabeledRisk Management and the Business EnterpriseARM: Associate in Risk ManagementNew Financial Products DevelopedDynamic Financial Analysis: DFAAsset/Lia

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

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

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

5、and Finance are separate“Risk Management LabeledRisk 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“R

6、isk Management LabeledRisk 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 LabeledRisk

7、 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 LabeledRisk Management and the Busine

8、ss 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)Operati

9、onal 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, Supplies

10、)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. Currency Conv

11、ersion)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. Reduction

12、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 Loss)Typ

13、es 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 of Risk M

14、anagementARM 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 Risk Man

15、agement 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 Feasibility of RM

16、 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 TechniquesMonitor Re

17、sults 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 ExposuresAn

18、alyze 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 Techniq

19、uesImplement 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主講人 喬培偉

20、 CPCU國際風險管理和保險學院大中華區主席中國企業面臨的風險問題分析中國企業面臨的風險Financial RiskOperational RiskProperty & Casualty RiskProduct & Liability RiskProfessional Liability RiskHuman Resource Risk 主講人 Peter L. Miller AICPCU / IIA執行副總裁 培育國際程度風險管理人才的處理方案AgendaWhy is talent important?What is a talent pipeline?How do we construct

21、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?Why is talent important?Talented people in your organization are keyAlways a deficit of talented peopleGenerally, talented pe

22、ople 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 proces

23、ses 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 goals

24、Includes 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 pos

25、itionDevelop 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 efficie

26、ncy 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

27、handle 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 emp

28、loyees 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 levelsExample UnderwritingClaimsMarketingLevel 1Competency 1Competency 2Competency 1

29、Competency 2Competency 1Competency 2Level 2Competency 1Competency 2Competency 1Competency 2Competency 1Competency 2Level 3Competency 1Competency 2Competency 1Competency 2Competency 1Competency 2Level 4Competency 1Competency 2Competency 1Competency 2Competency 1Competency 2How can such education be delivered?By a variety of meansDepends on the nature of the contentFace-to-fa