Vice President, Risk Management Operations, Safeway Inc.
LOREN NICKEL, FCAS, CFA, MAAA
Regional Director and Actuary, Aon Global Risk Consulting
Over the past 25 years, the use of advanced quantitative financial and behavioral analysis has received increasing attention in an attempt to better understand and predict the performance impact on hazard risk portfolios. The limitations of single discipline modeling and decision making, which can lead to misreading of financial and performance risks across broad operational categories, were highlighted by the collapse of the financial markets in mid-2007. The need to answer broader risk questions has motivated the risk management industry (i.e., insurance, actuarial, finance, audit, and operations) to recalibrate and redirect core analytical protocols toward a more integrated approach.
The effort to take advantage of complex data techniques was, in part, stimulated by the evolving risk management framework integration into what is now being modestly referred to as enterprise risk management (ERM) or strategic risk management (SRM).1
Within the 2013 Risk and Insurance Management Society (RIMS) SRM Implementation Guide, the concept of strategic risk management is defined as a “business discipline that drives the deliberations and actions surrounding business-related uncertainties, while uncovering untapped opportunities reflected ...