保险与风险管理的演讲稿

Ⅰ 保险人士请进，寿险的意义和功效的演讲稿

您好！保险本意是稳妥可靠，后延伸成一种保障机制，是用来规划人生财务的一种工具，是市场经济条件下风险管理的基本手段，是金融体系和社会保障体系的重要的支柱。至于寿险的意义和功用主要有帮助储蓄、保护财产、建立安定的人生、赢得创业的时间等。具体如下：
1、帮助储蓄。有权威的调查结果表明：国民有大多数的人会储蓄，并确认储蓄有其相对的重要性。我们知道人们之所以要储蓄，第一大动机是为求得某种程度的保障。如：为子女筹集教育金；为疾病储备医疗费；准备失业时的救济金；准备养老金；预备急用等等。第二大动机是为求得暂时性的欢乐。如：买车、买衣服、旅行以及一些奢侈消费等。
2、造就财产并有效保护财产。寿险以人的寿命作为标的，是可以用几十元钱换来一万元的造财工具。当一个人要想为积累100万元而打算每年花5万来储蓄时，不算利息的简单计算要20年，并且有一个条件，您必须要活着，并以每年5万递增。而寿险不同，可能您只要用1万元，马上可造就100万元财产，并且可以递增。至于财产保护，处在快节奏和高税收时代的人，我们在生后的财产都是要以现金来交税的。我们都希望我们辛辛苦苦赚来的钱不会被税吃掉，而保险理赔金是法定免税的。
3、帮您建立安定的人生。要是没有寿险，客户的生活水准大概要降一半。因为，他要考虑生病时的费用、子女教育费、养老费。因为这些费用，他便要储蓄，要储蓄就非得降低现在的生活费用和水准。人们渴望安定的人生，人们渴望得到经济上的安定，获得幸福，老了可以无后顾之忧，对家属能很好地照顾，并能保持健康，赢得尊重。为了这份安定，他宁愿低就和付出。
4、帮您赢得创业的时间。或许，您已经信誓旦旦向您的妻儿老小保证花20年时间来创业，在您退休前赚到您想要的钱。讲得坦率一点是您需要这20年，但您能否保证您活够这20年。如您现在40岁、60岁时，您计划赚到600万，每年要赚30万。实现这个计划，必须您的寿命允许您活60岁。寿险可以帮您，拿出一点这笔钱的利息，您立即拥有这600万，然后每年分期付款，归还这笔贷款。

扩展阅读：【保险】怎么买，哪个好，手把手教你避开保险的这些"坑"

Ⅱ 资产风险管理 竞聘演讲稿

希望大家帮帮忙~
谢谢~

Ⅲ 保险公司经理开酒会就会代表讲话发言稿

尊敬的x总，xx银行与同业公司的各位领导，女士们先生们：

大家晚上好！

xx银行财产保险与风险管理工作会议经过两天紧张的安排在大家的共同努力配合下今天结束了，会议达到了预期效果。为表达对会议圆满结束的祝贺，中盛国际董事长，总经理xx先生特设晚宴答谢x总和全体与会代表。身处七彩云南，徘徊在风花雪月的xx，游览束河古镇，就会油然而生一种感悟：生命是美丽的（原创求稿，请搜索文案中国），生活是美好的，用美丽的生命享受美好的生活是美满的！因为这个会议，这样一种人生际会，我们从全国各地来，用心参与，用情表达收获了前所未有的愉悦和心灵的丰盈！可以说，中盛国际同xx银行，太平保险，华安保险的合作已经超越了工作的范畴，升华到了对生命的珍爱和对生活的向往，这种成己达人悦己达人的合作必将成为行业的楷模！

再过十几天，xx年即将过去，xx年又将来临。年年岁岁花相似，岁岁年年人不同。但有一点是相同的，那就是兔年给予我们的机遇，工作赋予我们的快乐，xx银行与中盛国际合作带给我们的成长是相同的。在新形势下，银保合作不是偶然而是必然，银保不是任务而是义务，银保不是压力而是动力，银保不是磨练而是锻炼，做大是方向做强是目标!让我们重温美国前拳王阿里的一句名言：冠军不是训练出来的，而是激发出来的。造就冠军的是冠军内心深处的渴望，梦想和愿景！只要认真消化吸收本次会议精神，怀揣渴望和梦想，我们的四方合作一定能造就行业内一个新的神话！（该文章为网络范文，不能直接使用，求稿请咨询文案中国）

走进云南感受云南，云南有二样东西可以让大家感触良多：一是茶，二是酒。都说茶养心，酒养性。昨晚xx银行昆明分行黄行长的欢迎酒宴已经酝酿和培育了大家的豪放与豪迈，今晚的答谢酒宴就请大家借着昨晚的酒劲，开怀畅饮，释放内心的激情。记得伟大的酒诗人李白说过这么一句话：自古圣贤皆寂寞，唯有饮者留芳名！为此，我提议大家举杯：为我们过去合作的成功，未来新的辉煌；为我们事业的顺利，生活的顺心；为我们大家的身体健康，万寿无疆，干杯！（整理编辑：文案中国）谢谢大家！

Ⅳ 帮忙写一个英文的:IT业中的风险管理的演讲稿(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!

上述内容的大体意思如下：
1、2、3 段：数字化时代，企业和组织的运作已离不开IT系统，因此对它的风险管理变得非常重要。风险管理就是找到维护系统安全与费用开销平衡的手段。一个有效的风险管理是维护系统的安全操作来完成企业的目标而不是仅仅维护IT资产；因此必须将它视为一个主要的管理功能来对待。
4、5、6段：这里列举与风险管理挂钩的人员与部门，并强调要有良好的方法来发挥有限的管理预算，才能有效地达到目的。
7、8、9、10、11段：IT风险管理涵盖三大步骤：风险评估、风险缓解及评价与判断。风险评估通过9个步骤来判定在IT系统的发展寿命周期中的所有风险和其严重性，然后做出控制选择。风险缓解是阐述如何以最低的花费来达到最高的效果，这里列举了7个步骤。第三就是评价与判断；随着时间的转移，多数企业的网络都会扩容或更新，软硬件也会更换或升级，人员的调整及安全措施的改变，这些都会产生新的风险。因此，风险管理是永无休止和不停进展的。
12段：最后总结，一个成功的风险管理计划有5个重点：1.高层的决心；2.IT队伍的全力支持及参与；3.风险评估队的专业能力；4. 使用人员按规定操作；5. 不停的对IT风险作评估与判断。

参考资料：http://csrc.nist.gov/publications/nistpubs/800-30/sp800-30.pdf

Ⅳ 风险管理部竞聘演讲稿（要自己写的）20分

各位评委:
今天在这里,我以自己的实际行动,积极参加岗位竞聘，拥护XXX行的改革与发展。
我竞聘的岗位是风险管理部副经理。下面我就参加工作以来的工作经历以及对以后工作的打算,向大家做个汇报:
我是XX年从XXX学校毕业后,参加到了XXX支行这个火热的集体当中,至今有X个年头。其中X年的会计工作,我从同事身上学会了银行的三铁”,知道了做个好会计首先要做个诚实守信的人。X年的信贷工作使我懂得了放贷款是责任不是权利。X年的基层负责人的工作使我懂得了怎样爱护、尊重、理解你的员工。
20XX年,XXX支行实行竞聘上岗,我怀着对基层工作的一腔热情,又一次站在了演讲台上。带着全体员工对我的信任，走上了XX分理处主任的岗位。基层网点的辛苦,干过基层工作的同事们都知道,但是基层工作的快乐,每个人的感触是不一样的,我和分理处的同事们,最大的快乐就是完成任务后的喜悦,还有同事之间朝夕相处的关心与爱护。随后由于分行政策的原因，分理处在一片叫好声中被撤消了。但当时分理处提供给当地人民的优质服务和对电厂项目的支持是谁都不能抹杀的。每位员工对分理处幸福的回忆是谁都不能抹去的。
今年X月,行里安排我到风险管理部工作,我深深的知道,这是行领导对我极大的信任，又给了我一次从头再来的机会。以前的信贷工作中学到的信贷业务知识,在实际工作中已显得力不从心。在同事的帮助下，经过6个月的努力工作，对XX银行的风险管理工作有了一个基本的了解。能保质保量的完成行领导以及部门领导交办的工作。能做好日常风险管理工作，仔细审查信贷材料，发表和记录对审批项目的意见。
宋代范仲淹有句名言：“不以物喜，不以己悲。居庙堂之高而忧其民，居江湖之远而忧其君”。XX行就是我赖以生存的土壤，XX行事业就是我的君，就是我的民。为XX行事业奉献自己，是我时刻不能忘记的责任。这种责任促使我又走上了竞聘演讲台。
如果我能得到大家的支持，竞聘成功，我将按照以下想法开展工作：
1、严格要求自己，加强品德修养的学习，做一个干干净净的XX行风险管理人员。
银行风险管理岗位之所以重要，是因为放松管理就会给XX行带来损失，给钻空子的人带来好处。还因为时时刻刻都面临着各种诱惑，这些诱惑有别人摆给你的，也有自己思想上产生的。加强自身的品德修养学习，加强对XX行铁的规章制度的学习，就能够过好金钱关、亲朋关。在以后的工作中,我将严格要求自己,加强业务学习,对风险管理工作认真负责,把控制、降低风险做为工作的首要目标。在生活方面遵章守法,不参与黄,赌,毒。争取做到生活上堂堂正正，工作中干干净净。
2,积极主动完成行领导、部门负责人安排的各项工作,干好自己职责内的工作。具体讲就是:严密关注我行的各项工作中的风险点，积极预警。加强风险管理检查，严格审查信贷资料的合规合法性、谨慎进行信贷审批工作。改掉平时在工作中出现的对风险点不敏感、对审批项目不能发表自己观点的不足。
3、配合部门正职及行内其他同事,为提高我行经营管理水平，降低风险努力工作。
以上是我竞聘风险管理部副经理这个岗位的几点工作想法。说真心话，我想得到大家的支持。我想把自己在风险管理岗位上的不足,继续加以改正；想把自己工作中好的方法,得以推广,更想把自己的努力留在风险管理这个岗位上。如果竞聘不成功,我也会拍拍身上跌到的尘土，和全体同事一起，昂首挺胸的走向XX行辉煌的大路上。
我衷心祝愿,我为之努力的，深爱着的XX行，事业蒸蒸日上。

Ⅵ 保险合规培训发言稿

保险公司合规经营从业务、财务、理赔三个方面考虑
我曾对合规经营经验进行过汇总，另外经验介绍类材料还要结合贵单位情况进行细节方面的说明，以下内容仅供您参考
（一）业务发展方面
（1）严格执行统一法人制度，严格授权管理；
（2）严格执行保险监管部门批准或备案的条款和费率，严格禁止以竞争为目的错套条款、变相降费的情况；按规定承担相应的保险责任；
（3）坚持严格的报审程序，并按照批复意见操作；
（4）严格执行异地、统括、联保和共保业务的相关规定履行相应报批报备手续。
（5）严格执行纯风险损失率，使用费率均按照纯风险费率规定测算；
（6）批退工作符合相关要求，杜绝违规批退或批减保费情况，并严格按照批复意见批退；
（7）严格保险相关法规的经营。
（二）财务管理方面：
（1）严格按照新会计准则及保费收入确认原则如实反映保费收入情况；不存在“小金库”、“帐外帐”等现象；
（2）没有通过非财务意义上的未达帐项或者通过未达帐项虚挂应收保费、虚列费用成本的现象；
（3）严格按照《资金管理办法》的有关规定管理资金；严格按照“收支两条线”的资金管理规定，一切资金收支全部纳入账内核算；杜绝超限额存放现金、超范围使用现金、“白条抵库”等现象;
（4）严格按照财务管理规定，规范理赔费用的计提、使用和管理；不存在展业手续费和行政办公费用列支理赔费用现象；
（5）各项经营成本费用据实列支，财务数据确保真实准确；
（6）各项责任准备金依法依规计提；准备金数据真实准确；
（7）不存在撕单埋单、阴阳保单、系统外出单、净保费入账等违规情况。
（三）理赔管理方面：
（1）按保单规定处理赔案，杜绝恶意拖赔、惜赔、无理拒赔等损害客户权益的行为；
（2）不存在故意编造未曾发生的保险事故进行虚假理赔，严禁故意扩大保险事故损失范围虚增赔款金额；杜绝将与赔案无关的费用纳进赔案进行列支现象；
（3）不存在与其他单位合谋骗取赔款等违法违规行为；
（4）不断建立健全理赔服务标准；在确保理赔质量的前提下，认真落实简化理赔单证、优化理赔工作流程工作。

扩展阅读：【保险】怎么买，哪个好，手把手教你避开保险的这些"坑"