罗甸县XX年第2次公开选拔副科级领导80.ppt

Enterprise Risk Management ;Initial Thoughts;Optimally manage the company’s capital Required return on capital Eliminate risks that threaten solvency/viability Target maximum aggregate level of risk given range of opportunities Manage volatility – Expected Value Curve Understand, manage, mitigate Shape business by taking risk we can quantify Risk mix, diversification, hedging Create behaviors that reinforce ERM culture Internally and externally;ProcessSilos and Integrated Approach;Execution Risk Categories - Identification;Select risk owners / gatekeepers of the broad risk categories Identify the various types of events/risks associated with each of the primary categories Change in asset value, movement in interest rates, large property/casualty event (hurricane, earthquake, Enron), adverse claims trends, etc Measure financial and operational impact to organization Balance sheet, liquidity, capital requirements Contingency planning Define tolerances for such events/risks Percent of capital, cash-flow, change in rating agency capital Establish controls to monitor risk exposure within established tolerance levels and to enhance risk profile Manage business around such thresholds Optimally at the point of sale;Economic Capital ModelRisk Assessment –Pricing Example;Lack of full transparency Black box stigma attached Much noise when revisions were made that changed results Willingness for many to embrace technology Resistance to models and ability to forecast (predictive value) Used to differentiate like risks Full commitment from executive level Non-traditional way of thinking People are generally open to change ?! Real time examples made this easy to grasp Too focused on defensive uses initially Desire to seek opportunistic risks Understand outcomes outside the norm Returns too good to be true, probably are;Other Thoughts Communication;Other ThoughtsStrategic Planning;lc 8.4`0-L*H!DXzTvQsioeka:63@N)J%F#CWySuOqgnd 9;5~1=M(I$EYAUxRtjpflb^8.4`0-KH!DXzTvPrioeka:63