Description: Article from The Actuary, June, 1983, volume no. 17, issue no. 6, that discusses the non-routine business of the Board of Governors and Executive Committee from November 1982 to March 1983.

Description: This article, by the President of the Faculty of Actuaries, gives the author's impressions of the Society of Actuaries April 1983 meeting held in Philadelphia. His comments focus on gender discrimination in insurance and pension plans, and the existence of a Futurism Section in the Society.

Description: Charitable activities of a retired actuary--planting fruit trees in developing countries to feed people, create jobs and benefit the environment

Description: A key to achieving the visibility gained by those who are truly politically savvy is to keep a clear focus on challenges, so that those become visible to others.

Description: On October 19, 2011, the Social Insurance & Public Finance [SIPF] Section sponsored a session at the Society of Actuaries Annual Meeting in Chicago on the impacts of the federal health legislation called the Patient Protection and Affordable Care Act [PPACA]. This article summarizes the more salient comments of the panelists at that session.

Description: A summary of the October 31 meeting of the Board of Governors, where topics included education and examination requirements, SOA organization, pension terminology, publications, didivend philosophy, subcommittee operations, financial statement certifications, the Executive Director position, and consolidation of North American actuarial organizations.

Description: Discusses resources the SOA provides that can assist actuaries who have been immediately impacted by the downturn.

Description: Many top-performing businesses aren’t just risk aware, but rather risk intelligent. Such a posture helps prepare companies for a major event and can demonstrate to a regulator or auditor that an appropriately strong control framework is in place. Better still, companies gain real strategic value from a “risk adjusted” understanding not only of their threats and vulnerabilities, but also the upside opportunities associated with various risks. It starts with having both qualitative and quantitative information to identify, assess and manage risks. Strategic risk management, at its core, is about creating value by increasing transparency and accountability, and quality of information. More than a mere compliance exercise, effective risk management enables more informed strategic decision making, increased accountability and transparency, a greater likelihood of organizational success, and – ultimately – competitive advantage, as borne out by many studies that correlate risk management and financial results.