1. Role of the CRO
Bob Lautensack
Henry McMillan
Michel Rochette
Sim Segal
May 11 2007
Enterprise Risk Advisory, LLC

2. (1)Main Roles of a CRO:
 CRO is NOT the Risk Manager of the Risk Managers!
 Leader, facilitator, integrator, coordinator of risk rather than a
manager of risk.
 Create a culture risk awareness within the organization.
 Formally bring consideration of risk into the strategic decision
making.
 Develop a center of excellence for managing risk using the skills
sets of individual risk managers.
 Communicate to all stakeholders – internal and external – about
risk.
 Bring the BIG PICTURE PERSPECTIVE!
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3. (1)Main Responsibilities of a CRO:
 Develop, maintain, and update risk governance
framework:
 Risk policies, risk appetite and risk limits.
 Risk infrastructure, process and reporting.
 Risk integration and links between risks.
 Coordinate with business line:
 Risk training
 Risk assessment and action plans
 Incorporate risk elements in performance metrics
 Ensure lines of business have risk capacity both in
personnel and risk systems.
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4. (1)Main Responsibilities of a CRO:
 Senior management:
 Advice on risk issues in strategic decision making
 Provide aggregated and detailed reports on risk in
line with risk appetite and limits
 Keep management appraised of industry standards
 Committees:
 ALM, Credit, Operational, IT, Security
 External Party liaison
 New regulatory risk initiatives: Ex. NAIC Corporate
Governance for Risk Management Act.
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5. (1)Skills Required:
 Some quantitative skills but not be a polymath: analytical,
understands the models and bright!
 Excellent understanding of the supply value chains of your
organization: See the links between risks that the risk silos don’t
see!
 Strategic and tactical thinker.
 Ability to understand business issues.
 Ability to compare risk and reward.
 Leader/ educator in terms of promoting a risk culture.
 Project manager of risk initiatives.
 Ability to synthesize a lot of data and see trends and potential
impact on company.
 Communication skills are a priority because a
CRO is a C-level Executive: written and oral.
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6. (1)Differences between Actuaries and CRO
 Actuaries:  CROs:
 Emphasize high  An analytical background is
quantitative skills sufficient
 Specialize in a field:  Overall view of the
Valuation, pricing, risk… businesses: Integrative
view. Can see the links.
 Risk field: focus on  Some risk can’t be
measurement of risk quantified but doesn’t mean
that they can be managed.
 Communication with peers
 Communication to a broad
audience, internal/external.
 Build links with business
 Usually function with other
units where risks are
actuaries in actuarial managed.
departments.
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7. (2)Internal: Interaction with the Board
92% report on risk to their
Board of Directors at least annually
12%
Once a month
53%
Once a quarter
Twice a year 15%
Once every year 11%
Other 1%
Do not formally report 8%
TP 2006 ERM Survey
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8. (2)Internal: Interaction with Senior
Management
More frequent than with the Board, about 40% monthly
Once a month 39%
Once a quarter 35%
Twice a year 8%
Once every year 6%
5%
Other
7%
Do not formally report
TP 2006 ERM Survey
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9. (2)External: Interaction with Shareholders
The majority (61%) of respondents indicate they
report on risk to shareholders at least annually
Once a month 4%
Once a quarter 18%
Twice a year 8%
Once every year 27%
Other 4%
Do not formally report 39%
TP 2006 ERM Survey
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10. (2)External Interaction with Regulators
62% of the participants formally report on risk to regulators
4%
Once a month
18%
Once a quarter
Twice a year 3%
Once every year 32%
Other 5%
Do not formally report 38%
TP 2006 ERM Survey
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11. (2)External Interaction with Rating Agencies
63% report on risk to the rating agencies at least annually
Once a month 0%
Once a quarter 6%
Twice a year 6%
Once every year 48%
Other 3%
Do not formally report 37%
TP 2006 ERM Survey
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12. (2)Internal Communication of Risk
(75%) provide reports on key risk exposures and risk management activities to
the executive committee or Board of Directors
Regular reports to executive 75%
committee/board of directors
On an ad hoc, as-needed basis
45%
Regular reports to CRO
32%
Risk “dashboards” at the risk
category, business or corporate 29%
level
Regulatory reporting formats 25%
Other 4% TP 2006 ERM Survey
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13. (2)External Communication
More common with European insurers (68%)
North America (26%)
Provide separate information to rating
agencies 59%
Separate section devoted to risk management 45%
in annual report
Provide supplementary information to 32%
regulators
Use regulatory reporting formats 31%
Provide separate information to financial
analysts 18%
Do not externally communicate with
stakeholders 14%
Hold focus groups with key
customers/suppliers/community
3%
TP 2006 ERM Survey
Other 4%
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14. (3)Decision Making by CROS: Risk/Control
 High Level position => High level involvement
 Oversight role, not a cop!
 Must exist at the same level as CFO.
 Areas of focus:
 Risk identification, particular emerging risks
 Risk approval process of new initiatives making sure that all
risks are taken into account
 Risk exception authorization
 Risk prioritization and escalation.
 Risk mitigation strategies and alternatives
 Risk compliance and business continuity.
 Risk communication
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15. (4) Risks under CRO’s Purview Now
 Financial risks:
 Interest rate (97%)
 Equity(81%)
 Credit (asset default/migration) (80%)
 Liquidity (41%)
 Demographic risks:
 Mortality (92%)
 Lapse ( 84%)
 Longevity (73%)
 Policy holder behavior (58%)
 Operational risks (70%)
TP 2006 ERM Survey
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16. (4)Risks under CRO’s Purview: Emerging
Reputational Risk
(52)
Regulatory Risk
(40)
Human Capital Risk
(40)
IT RISK
(35)
Financial, Market, Credit and Insurance Risk
(30)
Crime, security, political, natural hazard, FX, Terrorism, Country Risk
(20)
Source: Economist Intelligence
Unit, 2005
Max Scale: 100
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17. (5) TOP RISKS
 Economic risks:
 Credit losses are at historical lows: Risk of downturn is
increasing. No spill over yet from SubPrime meltdown.
 Political risks are increasing everywhere.
 Liquidity risk: private equity, structured deals.
 Thus: Scenarios and Stress tests still RELEVANT.
 Compliance with the new regulatory environment:
 NAIC Corporate Governance For Risk Management Act
 Solvency II.
 Principles-based
 Others: AML
 Monitoring and identifying emerging risks:
 Longevity risk. Impact of new lifestyles, drugs on health.
 Extreme events: Avian Flu, terrorism and business continuity
 Concentration of risks and links between risks.
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18. (6)Reporting relation of the CRO
The person responsible for risk management most often reports to
the CEO (45%)
Responsible for Risk Management To Whom Primarily Reports
CEO 45%
Chief Risk Officer 43%
CFO or Financial 24%
Chief Fin. Officer 18% Director
17%
Risk Management Board of Directors
Committee 16%
COO 4%
Chief Actuary 8%
Risk Committee 4%
Head of Internal 1% Other 6%
Audit
Other 14% TP 2006 ERM Survey
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19. (7)ERM Culture
 Evolutionary process: Must see a trend in a company from:
 Existing risk identification in silos.
 Start establishing links between risks: Ex. Natural Hedge
between life and annuity operations.
 Start being proactive in risk assessment: Forward looking, not
just reporting on existing situation.
 Embed risk analysis in new initiatives – new product, new IT
system, M & A,
 Communicate internally and externally about your risk
situation.
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20. (7) ERM Culture: Enshrined in organizations
when:
 Business lines takes the initiative on risk issues: Behaviors have
changed.
 Prevention: Scanning for risks, consciously choosing the risks we
want to retain, then managing them proactively.
 Detection: Early identification of risks from internal or external
sources.
 CRO focuses only on emerging risk.
 Recovery after risk occurrence and learn quickly: continuous
improvement.
 Risk analysis becomes as important as revenue generation:
activities are evaluated on a risk-adjusted basis.
 Compensation becomes tied to risk.
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21. (8) Risk Appetite:
 Definition: Risk appetite is defined as the
organization’s willingness to accept risk in pursuit of its
strategic objectives.
 Risk appetite is assessed against the organization’s
key drivers of success: financial and non financial.
 The establishment of the statement on risk appetite is
intended to guide employees in their actions and ability
to accept and manage risks.
 Preferable if determined from top down rather than
bottom up.
 Define metric: Debt rating, earnings volatility.
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22. (8) Risk Appetite:
 Link with overall strategic goal.
 Ex. Insurance financial strength rating or desired debt rating -
which implies a desired capital to keep that rating over a given
time horizon-.
 Translate into day-to-day management:
 Allocate risk appetite to each type of risk by setting up
appropriate limits including the zero tolerance risk.. Ex. Fraud..
 Allocate risk appetite even for the non quantifiable risk: Ex.
Reputation risk. Firm not willing to compromise its reputation.
 Define risk tolerances around that risk appetite.
 Communicate internally and externally: Build expectations
about risk. When risk materializes within limits, markets will not
react as they have already built it into their pricing.
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23. (9) Challenges of the CROs
 Ensuring that the organization is in compliance with
the ever changing regulatory environment.
 Informing the Board about significant risk issues.
 Assuring business continuity and prepare for crisis:
crisis management and fight inertia to do so.
 Monitor emerging risks: Operational, reputation,
environmental.
 Get an integrated picture of risk: Establish links.
 Embed risk management in day-to-day operations.
 Linking risk management in capital management.
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24. (9) Challenges of the CROs
Improving the risk measurement and quantification
77%
processes
Acting to manage the risk profile of your 64%
organization
Improving internal risk reporting processes 63%
Ensuring that risk management considerations are 59%
explicitly factored into decision making
Improving the risk identification and prioritization 54%
processes
Establishing a risk framework and/or risk policy 53%
Improving education and internal communication of 46%
risk management principles and approach
Establishing a risk management organization and 42%
governance structure
Improving external communications 14%
Incorporating risk management considerations into
8%
incentive compensation
Other 1% TP 2006 ERM Survey
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25. Thanks
 Ellen Bull, Librarian at the SOA for useful references
and help for my two presentations
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