保險與風險管理的演講稿

Ⅰ 保險人士請進，壽險的意義和功效的演講稿

您好！保險本意是穩妥可靠，後延伸成一種保障機制，是用來規劃人生財務的一種工具，是市場經濟條件下風險管理的基本手段，是金融體系和社會保障體系的重要的支柱。至於壽險的意義和功用主要有幫助儲蓄、保護財產、建立安定的人生、贏得創業的時間等。具體如下：
1、幫助儲蓄。有權威的調查結果表明：國民有大多數的人會儲蓄，並確認儲蓄有其相對的重要性。我們知道人們之所以要儲蓄，第一大動機是為求得某種程度的保障。如：為子女籌集教育金；為疾病儲備醫療費；准備失業時的救濟金；准備養老金；預備急用等等。第二大動機是為求得暫時性的歡樂。如：買車、買衣服、旅行以及一些奢侈消費等。
2、造就財產並有效保護財產。壽險以人的壽命作為標的，是可以用幾十元錢換來一萬元的造財工具。當一個人要想為積累100萬元而打算每年花5萬來儲蓄時，不算利息的簡單計算要20年，並且有一個條件，您必須要活著，並以每年5萬遞增。而壽險不同，可能您只要用1萬元，馬上可造就100萬元財產，並且可以遞增。至於財產保護，處在快節奏和高稅收時代的人，我們在生後的財產都是要以現金來交稅的。我們都希望我們辛辛苦苦賺來的錢不會被稅吃掉，而保險理賠金是法定免稅的。
3、幫您建立安定的人生。要是沒有壽險，客戶的生活水準大概要降一半。因為，他要考慮生病時的費用、子女教育費、養老費。因為這些費用，他便要儲蓄，要儲蓄就非得降低現在的生活費用和水準。人們渴望安定的人生，人們渴望得到經濟上的安定，獲得幸福，老了可以無後顧之憂，對家屬能很好地照顧，並能保持健康，贏得尊重。為了這份安定，他寧願低就和付出。
4、幫您贏得創業的時間。或許，您已經信誓旦旦向您的妻兒老小保證花20年時間來創業，在您退休前賺到您想要的錢。講得坦率一點是您需要這20年，但您能否保證您活夠這20年。如您現在40歲、60歲時，您計劃賺到600萬，每年要賺30萬。實現這個計劃，必須您的壽命允許您活60歲。壽險可以幫您，拿出一點這筆錢的利息，您立即擁有這600萬，然後每年分期付款，歸還這筆貸款。

擴展閱讀：【保險】怎麼買，哪個好，手把手教你避開保險的這些"坑"

Ⅱ 資產風險管理 競聘演講稿

希望大家幫幫忙~
謝謝~

Ⅲ 保險公司經理開酒會就會代表講話發言稿

尊敬的x總，xx銀行與同業公司的各位領導，女士們先生們：

大家晚上好！

xx銀行財產保險與風險管理工作會議經過兩天緊張的安排在大家的共同努力配合下今天結束了，會議達到了預期效果。為表達對會議圓滿結束的祝賀，中盛國際董事長，總經理xx先生特設晚宴答謝x總和全體與會代表。身處七彩雲南，徘徊在風花雪月的xx，游覽束河古鎮，就會油然而生一種感悟：生命是美麗的（原創求稿，請搜索文案中國），生活是美好的，用美麗的生命享受美好的生活是美滿的！因為這個會議，這樣一種人生際會，我們從全國各地來，用心參與，用情表達收獲了前所未有的愉悅和心靈的豐盈！可以說，中盛國際同xx銀行，太平保險，華安保險的合作已經超越了工作的范疇，升華到了對生命的珍愛和對生活的嚮往，這種成己達人悅己達人的合作必將成為行業的楷模！

再過十幾天，xx年即將過去，xx年又將來臨。年年歲歲花相似，歲歲年年人不同。但有一點是相同的，那就是兔年給予我們的機遇，工作賦予我們的快樂，xx銀行與中盛國際合作帶給我們的成長是相同的。在新形勢下，銀保合作不是偶然而是必然，銀保不是任務而是義務，銀保不是壓力而是動力，銀保不是磨練而是鍛煉，做大是方向做強是目標!讓我們重溫美國前拳王阿里的一句名言：冠軍不是訓練出來的，而是激發出來的。造就冠軍的是冠軍內心深處的渴望，夢想和願景！只要認真消化吸收本次會議精神，懷揣渴望和夢想，我們的四方合作一定能造就行業內一個新的神話！（該文章為網路範文，不能直接使用，求稿請咨詢文案中國）

走進雲南感受雲南，雲南有二樣東西可以讓大家感觸良多：一是茶，二是酒。都說茶養心，酒養性。昨晚xx銀行昆明分行黃行長的歡迎酒宴已經醞釀和培育了大家的豪放與豪邁，今晚的答謝酒宴就請大家借著昨晚的酒勁，開懷暢飲，釋放內心的激情。記得偉大的酒詩人李白說過這么一句話：自古聖賢皆寂寞，唯有飲者留芳名！為此，我提議大家舉杯：為我們過去合作的成功，未來新的輝煌；為我們事業的順利，生活的順心；為我們大家的身體健康，萬壽無疆，乾杯！（整理編輯：文案中國）謝謝大家！

Ⅳ 幫忙寫一個英文的:IT業中的風險管理的演講稿(完成好追加50分)

Risk management in the IT instry

Every organization has a mission. In this digital era, as organizations use automated information technology (IT) systems to process their information for better support of their missions, risk management plays a critical role in protecting an organization』s information assets, and therefore its mission, from IT-related risk.

Risk management is the process that allows IT managers to balance the operational and economic costs of protective measures and achieve gains in mission capability by protecting the IT systems and data that support their organizations』 missions. This process is not unique to the IT environment; indeed it pervades decision-making in all areas of our daily lives.

An effective risk management process is an important component of a successful IT security program. The principal goal of an organization』s risk management process should be to protect the organization and its ability to perform their mission, not just its IT assets. Therefore, the risk management process should not be treated primarily as a technical function carried out by the IT experts who operate and manage the IT system, but as an essential management function of the organization.

So, who should be involved in risk management of an organization?
Personnel who should support and participate in the risk management process are:-

• Senior Management. Senior management, under the standard of e care and
ultimate responsibility for mission accomplishment, must ensure that the necessary resources are effectively applied to develop the capabilities needed to accomplish the mission. They must also assess and incorporate results of the risk assessment activity into the decision making process. An effective risk management program that assesses and mitigates IT-related mission risks requires the support and involvement of senior management.
• Chief Information Officer (CIO). The CIO is responsible for the agency』s IT
planning, budgeting, and performance including its information security components. Decisions made in these areas should be based on an effective risk management program.
• System and Information Owners. The system and information owners are responsible for ensuring that proper controls are in place to address integrity, confidentiality, and availability of the IT systems and data they own. Typically the system and information owners are responsible for changes to their IT systems. The system and information owners must therefore understand their role in the risk management process and fully support this process.
• Business and Functional Managers. The managers responsible for business
operations and IT procurement process must take an active role in the risk
management process. These managers are the indivials with the authority and
responsibility for making the trade-off decisions essential to mission accomplishment. Their involvement in the risk management process enables the achievement of proper security for the IT systems, which, if managed properly, will provide mission effectiveness with a minimal expenditure of resources.
• ISSO. Information System Security Officer and computer security officers are responsible for their organizations』 security programs, including risk management. Therefore, they play a leading role in introcing an appropriate, structured methodology to help identify, evaluate, and minimize risks to the IT systems that support their organizations』 missions.
• IT Security Practitioners. IT security practitioners (e.g., network, system,
application, and database administrators; computer specialists; security analysts;
security consultants) are responsible for proper implementation of security
requirements in their IT systems. As changes occur in the existing IT system
environment (e.g., expansion in network connectivity, changes to the existing
infrastructure and organizational policies, introction of new technologies), the IT
security practitioners must support or use the risk management process to identify and assess new potential risks and implement new security controls as needed to
safeguard their IT systems.
• Security Awareness Trainers (Security/Subject Matter Professionals). The
organization』s personnel are the users of the IT systems. Use of the IT systems and
data according to an organization』s policies, guidelines, and rules of behavior is critical to mitigating risk and protecting the organization』s IT resources. To minimize risk to the IT systems, it is essential that system and application users be provided with security awareness training. Therefore, the IT security trainers or security/subject matter professionals must understand the risk management process so that they can develop appropriate training materials and incorporate risk assessment into training programs to ecate the end users.

Most organizations have tight budgets for IT security; therefore, IT security spending must be reviewed as thoroughly as other management decisions. A well-structured risk management methodology, when used effectively, can help management identify appropriate controls for providing the mission-essential security capabilities.

Risk management encompasses three processes: risk assessment, risk mitigation, and evaluation and assessment.
Risk assessment is the first process in the risk management methodology. Organizations use risk assessment to determine the extent of the potential threat and the risk associated with an IT system throughout its SDLC (System Development Life Cycle). The risk assessment methodology encompasses nine primary steps, which are
• Step 1System Characterization
• Step 2Threat Identification
• Step 3Vulnerability Identification
• Step 4Control Analysis
• Step 5Likelihood Determination
• Step 6Impact Analysis
• Step 7Risk Determination
• Step 8Control Recommendations , and
• Step 9Results Documentation

Risk mitigation, the second process of risk management, involves prioritizing, evaluating, and implementing the appropriate risk-recing controls recommended from the risk assessment process.

When control actions must be taken, the following rule applies:
Address the greatest risks and strive for sufficient risk mitigation at the lowest cost, with minimal impact on other mission capabilities.
The following risk mitigation methodology describes the approach to control implementation:
• Step 1Prioritize Actions
Based on the risk levels presented in the risk assessment report, the implementation
actions are prioritized.
• Step 2Evaluate Recommended Control Options
The controls recommended in the risk assessment process may not be the most
appropriate and feasible options for a specific organization and IT system. The objective is to select the most appropriate control option for minimizing risk.
• Step 3Conct Cost-Benefit Analysis
To aid management in decision making and to identify cost-effective controls, a cost benefit analysis is concted.
• Step 4Select Control
On the basis of the results of the cost-benefit analysis, management determines the
most cost-effective control(s) for recing risk to the organization』s mission. The
controls selected should combine technical, operational, and management control
elements to ensure adequate security for the IT system and the organization.
• Step 5Assign Responsibility
Appropriate persons (in-house personnel or external contracting staff) who have the
appropriate expertise and skill-sets to implement the selected control are identified,
and responsibility is assigned.
• Step 6Develop a Safeguard Implementation Plan
During this step, a safeguard implementation plan (or action plan) is developed. The plan should, at a minimum, contain the following information:
– Risks and associated risk levels
– Recommended controls
– Prioritized actions (with priority given to items with Very High and High risk
levels)
– Selected planned controls (determined on the basis of feasibility, effectiveness,
benefits to the organization, and cost)
– Required resources for implementing the selected planned controls
– Lists of responsible teams and staff
– Start date for implementation
– Target completion date for implementation
–Maintenance requirements.
• Step 7Implement Selected Control(s)
Depending on indivial situations, the implemented controls may lower the risk
level but not eliminate the risk.

In implementing the above recommended controls to mitigate risk, an organization should consider technical, management, and operational security controls, or a combination of such controls, to maximize the effectiveness of controls for their IT systems and organization. Security controls, when used appropriately, can prevent, limit, or deter threat-source damage to an organization』s mission.

And now we come to the last process but not the least, EVALUATION AND ASSESSMENT.
In most organizations, the network itself will continually be expanded and updated, its components changed, and its software applications replaced or updated with newer versions. In addition, personnel changes will occur and security policies are likely to change over time. These changes mean that new risks will surface and risks previously mitigated may again become a concern. Thus, the risk management process is ongoing and evolving.

To put in a nutshell, a successful risk management program will rely on
(1) senior management』s commitment;
(2) the full support and participation of the IT team ;
(3) the competence of the risk assessment team, which must have the expertise to apply the risk assessment methodology to a specific site and system, identify mission risks, and provide cost-effective safeguards that meet the needs of the organization;
(4) the awareness and cooperation of members of the user community, who must follow proceres and comply with the implemented controls to safeguard the mission of their organization; and
(5) an ongoing evaluation and assessment of the IT-related mission risks.

Thank you very much for your attention!

上述內容的大體意思如下：
1、2、3 段：數字化時代，企業和組織的運作已離不開IT系統，因此對它的風險管理變得非常重要。風險管理就是找到維護系統安全與費用開銷平衡的手段。一個有效的風險管理是維護系統的安全操作來完成企業的目標而不是僅僅維護IT資產；因此必須將它視為一個主要的管理功能來對待。
4、5、6段：這里列舉與風險管理掛鉤的人員與部門，並強調要有良好的方法來發揮有限的管理預算，才能有效地達到目的。
7、8、9、10、11段：IT風險管理涵蓋三大步驟：風險評估、風險緩解及評價與判斷。風險評估通過9個步驟來判定在IT系統的發展壽命周期中的所有風險和其嚴重性，然後做出控制選擇。風險緩解是闡述如何以最低的花費來達到最高的效果，這里列舉了7個步驟。第三就是評價與判斷；隨著時間的轉移，多數企業的網路都會擴容或更新，軟硬體也會更換或升級，人員的調整及安全措施的改變，這些都會產生新的風險。因此，風險管理是永無休止和不停進展的。
12段：最後總結，一個成功的風險管理計劃有5個重點：1.高層的決心；2.IT隊伍的全力支持及參與；3.風險評估隊的專業能力；4. 使用人員按規定操作；5. 不停的對IT風險作評估與判斷。

參考資料：http://csrc.nist.gov/publications/nistpubs/800-30/sp800-30.pdf

Ⅳ 風險管理部競聘演講稿（要自己寫的）20分

各位評委:
今天在這里,我以自己的實際行動,積極參加崗位競聘，擁護XXX行的改革與發展。
我競聘的崗位是風險管理部副經理。下面我就參加工作以來的工作經歷以及對以後工作的打算,向大家做個匯報:
我是XX年從XXX學校畢業後,參加到了XXX支行這個火熱的集體當中,至今有X個年頭。其中X年的會計工作,我從同事身上學會了銀行的三鐵」,知道了做個好會計首先要做個誠實守信的人。X年的信貸工作使我懂得了放貸款是責任不是權利。X年的基層負責人的工作使我懂得了怎樣愛護、尊重、理解你的員工。
20XX年,XXX支行實行競聘上崗,我懷著對基層工作的一腔熱情,又一次站在了演講台上。帶著全體員工對我的信任，走上了XX分理處主任的崗位。基層網點的辛苦,干過基層工作的同事們都知道,但是基層工作的快樂,每個人的感觸是不一樣的,我和分理處的同事們,最大的快樂就是完成任務後的喜悅,還有同事之間朝夕相處的關心與愛護。隨後由於分行政策的原因，分理處在一片叫好聲中被撤消了。但當時分理處提供給當地人民的優質服務和對電廠項目的支持是誰都不能抹殺的。每位員工對分理處幸福的回憶是誰都不能抹去的。
今年X月,行里安排我到風險管理部工作,我深深的知道,這是行領導對我極大的信任，又給了我一次從頭再來的機會。以前的信貸工作中學到的信貸業務知識,在實際工作中已顯得力不從心。在同事的幫助下，經過6個月的努力工作，對XX銀行的風險管理工作有了一個基本的了解。能保質保量的完成行領導以及部門領導交辦的工作。能做好日常風險管理工作，仔細審查信貸材料，發表和記錄對審批項目的意見。
宋代范仲淹有句名言：「不以物喜，不以己悲。居廟堂之高而憂其民，居江湖之遠而憂其君」。XX行就是我賴以生存的土壤，XX行事業就是我的君，就是我的民。為XX行事業奉獻自己，是我時刻不能忘記的責任。這種責任促使我又走上了競聘演講台。
如果我能得到大家的支持，競聘成功，我將按照以下想法開展工作：
1、嚴格要求自己，加強品德修養的學習，做一個乾乾凈凈的XX行風險管理人員。
銀行風險管理崗位之所以重要，是因為放鬆管理就會給XX行帶來損失，給鑽空子的人帶來好處。還因為時時刻刻都面臨著各種誘惑，這些誘惑有別人擺給你的，也有自己思想上產生的。加強自身的品德修養學習，加強對XX行鐵的規章制度的學習，就能夠過好金錢關、親朋關。在以後的工作中,我將嚴格要求自己,加強業務學習,對風險管理工作認真負責,把控制、降低風險做為工作的首要目標。在生活方面遵章守法,不參與黃,賭,毒。爭取做到生活上堂堂正正，工作中乾乾凈凈。
2,積極主動完成行領導、部門負責人安排的各項工作,干好自己職責內的工作。具體講就是:嚴密關注我行的各項工作中的風險點，積極預警。加強風險管理檢查，嚴格審查信貸資料的合規合法性、謹慎進行信貸審批工作。改掉平時在工作中出現的對風險點不敏感、對審批項目不能發表自己觀點的不足。
3、配合部門正職及行內其他同事,為提高我行經營管理水平，降低風險努力工作。
以上是我競聘風險管理部副經理這個崗位的幾點工作想法。說真心話，我想得到大家的支持。我想把自己在風險管理崗位上的不足,繼續加以改正；想把自己工作中好的方法,得以推廣,更想把自己的努力留在風險管理這個崗位上。如果競聘不成功,我也會拍拍身上跌到的塵土，和全體同事一起，昂首挺胸的走向XX行輝煌的大路上。
我衷心祝願,我為之努力的，深愛著的XX行，事業蒸蒸日上。

Ⅵ 保險合規培訓發言稿

保險公司合規經營從業務、財務、理賠三個方面考慮
我曾對合規經營經驗進行過匯總，另外經驗介紹類材料還要結合貴單位情況進行細節方面的說明，以下內容僅供您參考
（一）業務發展方面
（1）嚴格執行統一法人制度，嚴格授權管理；
（2）嚴格執行保險監管部門批准或備案的條款和費率，嚴格禁止以競爭為目的錯套條款、變相降費的情況；按規定承擔相應的保險責任；
（3）堅持嚴格的報審程序，並按照批復意見操作；
（4）嚴格執行異地、統括、聯保和共保業務的相關規定履行相應報批報備手續。
（5）嚴格執行純風險損失率，使用費率均按照純風險費率規定測算；
（6）批退工作符合相關要求，杜絕違規批退或批減保費情況，並嚴格按照批復意見批退；
（7）嚴格保險相關法規的經營。
（二）財務管理方面：
（1）嚴格按照新會計准則及保費收入確認原則如實反映保費收入情況；不存在「小金庫」、「帳外帳」等現象；
（2）沒有通過非財務意義上的未達帳項或者通過未達帳項虛掛應收保費、虛列費用成本的現象；
（3）嚴格按照《資金管理辦法》的有關規定管理資金；嚴格按照「收支兩條線」的資金管理規定，一切資金收支全部納入賬內核算；杜絕超限額存放現金、超范圍使用現金、「白條抵庫」等現象;
（4）嚴格按照財務管理規定，規范理賠費用的計提、使用和管理；不存在展業手續費和行政辦公費用列支理賠費用現象；
（5）各項經營成本費用據實列支，財務數據確保真實准確；
（6）各項責任准備金依法依規計提；准備金數據真實准確；
（7）不存在撕單埋單、陰陽保單、系統外出單、凈保費入賬等違規情況。
（三）理賠管理方面：
（1）按保單規定處理賠案，杜絕惡意拖賠、惜賠、無理拒賠等損害客戶權益的行為；
（2）不存在故意編造未曾發生的保險事故進行虛假理賠，嚴禁故意擴大保險事故損失范圍虛增賠款金額；杜絕將與賠案無關的費用納進賠案進行列支現象；
（3）不存在與其他單位合謀騙取賠款等違法違規行為；
（4）不斷建立健全理賠服務標准；在確保理賠質量的前提下，認真落實簡化理賠單證、優化理賠工作流程工作。

擴展閱讀：【保險】怎麼買，哪個好，手把手教你避開保險的這些"坑"