Description: Cassie He and Kabeer Jhaveri invite Michael Frank, a health, accident and life actuary with 24 years of experience, to talk about his career experience, his insightful views on the room to growth for actuaries and also the changes happening to the profession.

Description: This paper is a sequel to Shapiro et. al. in that it discusses a similar role for CAI in topics specific to the text Actuarial Mathematics, by Bowers et. al 1986. The topics covered are the previous topics of actuarial notation, basic concepts, and what-if analysis, along with some new ideas for the presentation of stochastic models.

Description: We discuss the challenges of Excel usage in companies, and what needs to be considered in order to develop robust modeling governance.

Description: We look in this article at the challenges which life insurance companies operating in a low interest environment have to face.

Description: Panelists discuss the knowledge and skills necessary to resolve decision problems in various managerial situations. From the Record of the Society of Actuaries, Vol. 23, No. 1.

Description: This article describes the allocation of FATCA withholding risk in cross-border reinsurance arrangements and discusses practical considerations in regards to the drafting of those agreements.

Description: Preparing an effective actuarial memorandum in support of the health actuarial opinion.

Description: Read an interview with SOA presidential candidate Barnet N. Berin, Managing Director and Chief Actuary for William M. Mercer, Inc. Article from The Actuary, Volume 24, Issue 7

Description: This presentation was made at the 1975 SOA Los Angeles Spring Meeting. It addressed regulations relating to disclosure and cost comparison, equal opportunities and human rights legislation and impact on ways of doing business.

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.