Description: Enterprise Risk Management is often thought to be synonymous with managing an insurance company toward financial objectives with a focus on insurance-specific risks. Some might argue though that operational risks are the crux of all risks confronted by an insurance company and ultimately drive the company’s outcomes.Operational risk is the risk of impact on financial outcomes due to operational events, involving internal systems, personnel, procedures or controls, and also external events. Operational risk exists in all business activities, covering fraud, human error, accounting errors, legal actions and system failures. All of these activities could occur during the course of conducting day-to-day business operations. Additionally, insurance executives must consider the pace of change in the external environment and potential impacts on their business. This presentation is focused on operational risks, current and emerging, faced by health insurance companies.

Description: This session discussion is about methods for determining and adjusting contingency surplus. From Record of the Society of Actuaries Vol. 15, No. 2.

Description: This paper describes the application of source of earnings 'SOE' analysis methodology to the reported pre-tax GAAP income of universal life and other interest-sensitive life and annuity products.

Description: This report examines the circumstances that lead to systemic risk and proposes a new definition.

Description: This report aims to help actuaries and other interested parties to define the relative differences in managing risks between the insurance and banking industries. This report guides actuaries and others about change risk management practices to prevent future financial failures. The paper seeks to examine what factors account for the differences in the United States, compared with Canada about the underlying causes and effects of the most recent crisis with financial institutions.

Description: The roots of the crisis are understood on a simplified basis, by 3 Ls: a Lack of accountability b Leverage and c Liquidity. Historically, people requiring mortgages sought their mortgages from local institutions that would conduct the evaluation and hold the risk. Loan officers of these institutions were accountable for the outcomes of their decisions – defaults were a direct reflection on their judgment. Leverage was a second key factor. Institutions guaranteed mortgages against default. The third L, liquidity, because a problem. When property values eventually evidenced their inevitable fall, defaults occurred at historically high rates.

Description: This month’s global emerging risk is the fall in value of the U.S. dollar. The SOA’s 2010 Emerging Risks Survey found that 49 percent of corporate risk managers identify the fall in value of the U.S. dollar as the top emerging risk. This is a growing concern because of the brewing economic storms that could collide to have a big impact on the value of the U.S. dollar. From the Bubble Risk Bulletin – March 2011.

Description: This month’s global emerging risk is China’s inflation. The SOA’s 2010 Emerging Risks Survey found that 41 percent of corporate risk managers predicted a Chinese economic hard landing as the emerging risk that will have the greatest impact over the next few years and need to be considered for thoughtful preparation for potential global repercussions. From the Bubble Risk Bulletin, July /August 2011.

Description: Discussion of the economics of a possible H5N1 pandemic, and its impact on Life, Health, and Property and Casualty insurers, in terms of areas of risk, especially underwritng risk, operations risk, and market risk.

Description: To provide guidance to the actuarial leaderships globally and provide an evolutionary view of the educational requirements - learning objectives and/or content - for the profession in the field of Enterprise Risk Management.