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RIMS’ New Certification Is a Must for All Risk Professionals

A new professional certification offered by RIMS positions risk managers as strategic business partners. In a world of rapidly-changing risks, coming to the table with deeper expertise yields a competitive edge.
By: | December 3, 2018 • 5 min read

Risks are always proliferating. Businesses face traditional worries like economic or market uncertainty, regulatory compliance, supply chain and property exposure. Add to those the rapid emergence of new technologies, the ever-expanding realm of cyber risk, tenuous geopolitical relations, rising health care costs, the gig economy… the list of modern-day threats goes on and on.

That’s why the job of risk manager has never been more essential, more diverse and more in-demand.

According to Recruiter.com, the overall job outlook for risk managers has been positive since 2004. “Vacancies for this career have increased by 29 percent nationwide in that time, with an average growth of 4.84 percent per year. Demand for risk management specialists is expected to go up, with an expected 11,760 new jobs filled by 2018,” the site said.

CNN Money’s 2017 list of the “best jobs in America” ranked the role of risk management director in the number two spot, citing above-average pay, high levels of societal benefit and personal satisfaction, and manageable stress levels.  CNN projected 10-year job growth at 7 percent.

Their analysis also acknowledged that the risk manager’s role is expanding beyond traditional insurance-buying functions. “Directors are now also tasked with identifying, preventing and planning for all the risks a company might face, from cybersecurity breaches to a stock market collapse.”

Managing risk demands expertise beyond purchasing policies or filing claims. The modern risk manager needs both broad and deep expertise, encompassing a range of internal and external business threats.

Ongoing education and professional certification have never been more valuable for risk managers. In addition to expanding scope of knowledge and better preparing today’s risk managers for the exposures of tomorrow, certifications also distinguish candidates in this highly competitive career path.

Options in Education and Professional Designation

Current or aspiring risk managers have a variety of options to expand their professional knowledge and earn additional designations. Increasingly, universities offer risk management as a dedicated major, and many will allow working professionals to enroll in individual non-degree courses.

Other industry and risk management organizations also offer their own designations. Popular credentials include the Associate in Risk Management (ARM), Certified Risk Manager (CRM), Chartered Enterprise Risk Analyst® (CERA), and Chartered Property Casualty Underwriter (CPCU). RIMS, the industry’s leading risk management professional society, also offers a RIMS Fellow (RF) designation.

Earning any of these designations signifies that a risk manager is willing to go the extra mile to become proficient in all threats facing their organizations. All add value both to a risk manager’s career trajectory and to the organizations they serve. But the array of options available can water down the value of any one designation.

That’s why RIMS developed the RIMS-Certified Risk Management Professional certification, or the RIMS-CRMP.

Why the RIMS-CRMP?

As a professional certification, the RIMS-CRMP adheres to a slightly higher standard than other industry credentials. Certifications require a level of experience just to apply, and passing a certification examination calls for a broader level of knowledge. Maintaining the certification means adherence to a code of ethical conduct and completion of continuing education credits every two years. Designations may require some combination of these, but not all.

The RIMS-CRMP examination covers five topic areas deemed fundamental knowledge for a proficient risk manager. These include: analyzing business models, designing organizational risk strategies, implementing risk processes, developing organizational risk competencies and supporting decision-making.

These speak to the evolving role of the risk manager as a strategic business partner and an enabler of decision-making, rather than a blocker. They also reinforce the need to evaluate and manage risk from an enterprise-wide perspective.

Here are a few more reasons why this certification stands out from other designations:

  1. Accreditation by the American National Standards Institute

The RIMS-CRMP certification holds official accreditation from the American National Standards Institute (ANSI) and adheres to international standards for credentialing specified by the International Organization for Standardization (ISO).

The RIMS-CRMP is the only risk management certification in the world to hold this accredited status. This means that the most respected standard-setting institutions in the world regard this certification as a reflection of a fully-qualified risk manager, and that the credential has been approved by government and peer-reviewed evaluation.

  1. Completely Self-Study

Unlike other professional credentials, the RIMS-CRMP does not require candidates to pass prerequisite courses. Though RIMS provides recommendations for study resources, it does not require candidates to purchase any materials or complete any study programs before sitting for the examination.

  1. Experience Counts

Even without a risk management-focused bachelor’s degree, those with at least seven years of experience in a risk management role are eligible to sit for the exam. The Associate in Risk Management (ARM) and Canadian Risk Management (CRM) designations count as two years of experience. Candidates with a risk management degree must have at least one year of experience under their belts before applying for the exam.

Lean on Career Resources from an Industry Leader

The RIMS-CRMP certification is the latest step in fulfilling RIMS’ mission to educate, engage and advocate for the risk community. In addition to its professional certification and RF designation, RIMS offers a variety of continuing education resources. In-person workshops, webinars, podcasts, online courses, and a library of risk publications, industry surveys and career resources are all available to its community of 10,000 members.”

The society’s career center also provides professional development resources like resume writing tips, a professional growth model that allows you to benchmark your skills and abilities against peers, and career coaching.

For more information about RIMS’ world-leading risk management content, networking, professional development and certification opportunities, visit www.RIMS.org. 

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This article was produced by the R&I Brand Studio, a unit of the advertising department of Risk & Insurance, in collaboration with RIMS. The editorial staff of Risk & Insurance had no role in its preparation.




As the preeminent organization dedicated to educating, engaging and advocating for the global risk community, RIMS, the risk management society™, is a not-for-profit organization representing more than 3,500 corporate, industrial, service, nonprofit, charitable and government entities throughout the world. RIMS has a membership of approximately 10,000 risk practitioners who are located in more than 60 countries.

More from Risk & Insurance

More from Risk & Insurance

Exclusive | Hank Greenberg on China Trade, Starr’s Rapid Growth and 100th, Spitzer, Schneiderman and More

In a robust and frank conversation, the insurance legend provides unique insights into global trade, his past battles and what the future holds for the industry and his company.
By: | October 12, 2018 • 12 min read

In 1960, Maurice “Hank” Greenberg was hired as a vice president of C.V. Starr & Co. At age 35, he had already accomplished a great deal.

He served his country as part of the Allied Forces that stormed the beaches at Normandy and liberated the Nazi death camps. He fought again during the Korean War, earning a Bronze Star. He held a law degree from New York Law School.

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Now he was ready to make his mark on the business world.

Even C.V. Starr himself — who hired Mr. Greenberg and later hand-picked him as the successor to the company he founded in Shanghai in 1919 — could not have imagined what a mark it would be.

Mr. Greenberg began to build AIG as a Starr subsidiary, then in 1969, he took it public. The company would, at its peak, achieve a market cap of some $180 billion and cement its place as the largest insurance and financial services company in history.

This month, Mr. Greenberg travels to China to celebrate the 100th anniversary of C.V. Starr & Co. That visit occurs at a prickly time in U.S.-Sino relations, as the Trump administration levies tariffs on hundreds of billions of dollars in Chinese goods and China retaliates.

In September, Risk & Insurance® sat down with Mr. Greenberg in his Park Avenue office to hear his thoughts on the centennial of C.V. Starr, the dynamics of U.S. trade relationships with China and the future of the U.S. insurance industry as it faces the challenges of technology development and talent recruitment and retention, among many others. What follows is an edited transcript of that discussion.


R&I: One hundred years is quite an impressive milestone for any company. Celebrating the anniversary in China signifies the importance and longevity of that relationship. Can you tell us more about C.V. Starr’s history with China?

Hank Greenberg: We have a long history in China. I first went there in 1975. There was little there, but I had business throughout Asia, and I stopped there all the time. I’d stop there a couple of times a year and build relationships.

When I first started visiting China, there was only one state-owned insurance company there, PICC (the People’s Insurance Company of China); it was tiny at the time. We helped them to grow.

I also received the first foreign life insurance license in China, for AIA (The American International Assurance Co.). To date, there has been no other foreign life insurance company in China. It took me 20 years of hard work to get that license.

We also introduced an agency system in China. They had none. Their life company employees would get a salary whether they sold something or not. With the agency system of course you get paid a commission if you sell something. Once that agency system was installed, it went on to create more than a million jobs.

R&I: So Starr’s success has meant success for the Chinese insurance industry as well.

Hank Greenberg: That’s partly why we’re going to be celebrating that anniversary there next month. That celebration will occur alongside that of IBLAC (International Business Leaders’ Advisory Council), an international business advisory group that was put together when Zhu Rongji was the mayor of Shanghai [Zhu is since retired from public life]. He asked me to start that to attract foreign companies to invest in Shanghai.

“It turns out that it is harder [for China] to change, because they have one leader. My guess is that we’ll work it out sooner or later. Trump and Xi have to meet. That will result in some agreement that will get to them and they will have to finish the rest of the negotiations. I believe that will happen.” — Maurice “Hank” Greenberg, chairman and CEO, C.V. Starr & Co. Inc.

Shanghai and China in general were just coming out of the doldrums then; there was a lack of foreign investment. Zhu asked me to chair IBLAC and to help get it started, which I did. I served as chairman of that group for a couple of terms. I am still a part of that board, and it will be celebrating its 30th anniversary along with our 100th anniversary.

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We have a good relationship with China, and we’re candid as you can tell from the op-ed I published in the Wall Street Journal. I’m told that my op-ed was received quite well in China, by both Chinese companies and foreign companies doing business there.

On August 29, Mr. Greenberg published an opinion piece in the WSJ reminding Chinese leaders of the productive history of U.S.-Sino relations and suggesting that Chinese leaders take pragmatic steps to ease trade tensions with the U.S.

R&I: What’s your outlook on current trade relations between the U.S. and China?

Hank Greenberg: As to the current environment, when you are in negotiations, every leader negotiates differently.

President Trump is negotiating based on his well-known approach. What’s different now is that President Xi (Jinping, General Secretary of the Communist Party of China) made himself the emperor. All the past presidents in China before the revolution had two terms. He’s there for life, which makes things much more difficult.

R&I: Sure does. You’ve got a one- or two-term president talking to somebody who can wait it out. It’s definitely unique.

Hank Greenberg: So, clearly a lot of change is going on in China. Some of it is good. But as I said in the op-ed, China needs to be treated like the second largest economy in the world, which it is. And it will be the number one economy in the world in not too many years. That means that you can’t use the same terms of trade that you did 25 or 30 years ago.

They want to have access to our market and other markets. Fine, but you have to have reciprocity, and they have not been very good at that.

R&I: What stands in the way of that happening?

Hank Greenberg: I think there are several substantial challenges. One, their structure makes it very difficult. They have a senior official, a regulator, who runs a division within the government for insurance. He keeps that job as long as he does what leadership wants him to do. He may not be sure what they want him to do.

For example, the president made a speech many months ago saying they are going to open up banking, insurance and a couple of additional sectors to foreign investment; nothing happened.

The reason was that the head of that division got changed. A new administrator came in who was not sure what the president wanted so he did nothing. Time went on and the international community said, “Wait a minute, you promised that you were going to do that and you didn’t do that.”

So the structure is such that it is very difficult. China can’t react as fast as it should. That will change, but it is going to take time.

R&I: That’s interesting, because during the financial crisis in 2008 there was talk that China, given their more centralized authority, could react more quickly, not less quickly.

Hank Greenberg: It turns out that it is harder to change, because they have one leader. My guess is that we’ll work it out sooner or later. Trump and Xi have to meet. That will result in some agreement that will get to them and they will have to finish the rest of the negotiations. I believe that will happen.

R&I: Obviously, you have a very unique perspective and experience in China. For American companies coming to China, what are some of the current challenges?

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Hank Greenberg: Well, they very much want to do business in China. That’s due to the sheer size of the country, at 1.4 billion people. It’s a very big market and not just for insurance companies. It’s a whole range of companies that would like to have access to China as easily as Chinese companies have access to the United States. As I said previously, that has to be resolved.

It’s not going to be easy, because China has a history of not being treated well by other countries. The U.S. has been pretty good in that way. We haven’t taken advantage of China.

R&I: Your op-ed was very enlightening on that topic.

Hank Greenberg: President Xi wants to rebuild the “middle kingdom,” to what China was, a great country. Part of that was his takeover of the South China Sea rock islands during the Obama Administration; we did nothing. It’s a little late now to try and do something. They promised they would never militarize those islands. Then they did. That’s a real problem in Southern Asia. The other countries in that region are not happy about that.

R&I: One thing that has differentiated your company is that it is not a public company, and it is not a mutual company. We think you’re the only large insurance company with that structure at that scale. What advantages does that give you?

Hank Greenberg: Two things. First of all, we’re more than an insurance company. We have the traditional investment unit with the insurance company. Then we have a separate investment unit that we started, which is very successful. So we have a source of income that is diverse. We don’t have to underwrite business that is going to lose a lot of money. Not knowingly anyway.

R&I: And that’s because you are a private company?

Hank Greenberg: Yes. We attract a different type of person in a private company.

R&I: Do you think that enables you to react more quickly?

Hank Greenberg: Absolutely. When we left AIG there were three of us. Myself, Howie Smith and Ed Matthews. Howie used to run the internal financials and Ed Matthews was the investment guy coming out of Morgan Stanley when I was putting AIG together. We started with three people and now we have 3,500 and growing.

“I think technology can play a role in reducing operating expenses. In the last 70 years, you have seen the expense ratio of the industry rise, and I’m not sure the industry can afford a 35 percent expense ratio. But while technology can help, some additional fundamental changes will also be required.” — Maurice “Hank” Greenberg, chairman and CEO, C.V. Starr & Co. Inc.

R&I:  You being forced to leave AIG in 2005 really was an injustice, by the way. AIG wouldn’t have been in the position it was in 2008 if you had still been there.

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Hank Greenberg: Absolutely not. We had all the right things in place. We met with the financial services division once a day every day to make sure they stuck to what they were supposed to do. Even Hank Paulson, the Secretary of Treasury, sat on the stand during my trial and said that if I’d been at the company, it would not have imploded the way it did.

R&I: And that fateful decision the AIG board made really affected the course of the country.

Hank Greenberg: So many people lost all of their net worth. The new management was taking on billions of dollars’ worth of risk with no collateral. They had decimated the internal risk management controls. And the government takeover of the company when the financial crisis blew up was grossly unfair.

From the time it went public, AIG’s value had increased from $300 million to $180 billion. Thanks to Eliot Spitzer, it’s now worth a fraction of that. His was a gross misuse of the Martin Act. It gives the Attorney General the power to investigate without probable cause and bring fraud charges without having to prove intent. Only in New York does the law grant the AG that much power.

R&I: It’s especially frustrating when you consider the quality of his own character, and the scandal he was involved in.

In early 2008, Spitzer was caught on a federal wiretap arranging a meeting with a prostitute at a Washington Hotel and resigned shortly thereafter.

Hank Greenberg: Yes. And it’s been successive. Look at Eric Schneiderman. He resigned earlier this year when it came out that he had abused several women. And this was after he came out so strongly against other men accused of the same thing. To me it demonstrates hypocrisy and abuse of power.

Schneiderman followed in Spitzer’s footsteps in leveraging the Martin Act against numerous corporations to generate multi-billion dollar settlements.

R&I: Starr, however, continues to thrive. You said you’re at 3,500 people and still growing. As you continue to expand, how do you deal with the challenge of attracting talent?

Hank Greenberg: We did something last week.

On September 16th, St. John’s University announced the largest gift in its 148-year history. The Starr Foundation donated $15 million to the school, establishing the Maurice R. Greenberg Leadership Initiative at St. John’s School of Risk Management, Insurance and Actuarial Science.

Hank Greenberg: We have recruited from St. John’s for many, many years. These are young people who want to be in the insurance industry. They don’t get into it by accident. They study to become proficient in this and we have recruited some very qualified individuals from that school. But we also recruit from many other universities. On the investment side, outside of the insurance industry, we also recruit from Wall Street.

R&I: We’re very interested in how you and other leaders in this industry view technology and how they’re going to use it.

Hank Greenberg: I think technology can play a role in reducing operating expenses. In the last 70 years, you have seen the expense ratio of the industry rise, and I’m not sure the industry can afford a 35 percent expense ratio. But while technology can help, some additional fundamental changes will also be required.

R&I: So as the pre-eminent leader of the insurance industry, what do you see in terms of where insurance is now an where it’s going?

Hank Greenberg: The country and the world will always need insurance. That doesn’t mean that what we have today is what we’re going to have 25 years from now.

How quickly the change comes and how far it will go will depend on individual companies and individual countries. Some will be more brave than others. But change will take place, there is no doubt about it.

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More will go on in space, there is no question about that. We’re involved in it right now as an insurance company, and it will get broader.

One of the things you have to worry about is it’s now a nuclear world. It’s a more dangerous world. And again, we have to find some way to deal with that.

So, change is inevitable. You need people who can deal with change.

R&I:  Is there anything else, Mr. Greenberg, you want to comment on?

Hank Greenberg: I think I’ve covered it. &

The R&I Editorial Team can be reached at [email protected]