Description: Projecting Policy Persistency by Bruce Stahl from Long-Term Care Newsletter, September 2004, Issue No. 12.

Description: Discusses the modification of underwriting practices because of the 1951 Medical Impairment Study, classification adjustments, competitive pressures on ratings and expansion of substandard business.

Description: Highlights from Munich Re’s annual survey, which is conducted on behalf of the Society of Actuaries Reinsurance Section and covers Canadian and U.S. ordinary and group life reinsurance new business production and in force.

Description: A sound enterprise risk management (ERM) framework functions as an ecosystem by balancing the interdependencies of its elements while constantly adapting to an ever‐changing, external environment. Each stakeholder has a unique role to play in forming a thriving ERM ecosystem by integrating risk‐conscientiousness in decision‐making. A resilient ERM framework has a single well‐ understood risk language and culture to promote healthy risk‐taking behaviors. The central focus of such a framework is concentrated around all stakeholders and everyone is held accountable. Every day, external forces can potentially disrupt how we operatively conduct business. Unforeseen changes in regulation, market trends, terrorist’s attacks and extreme natural disasters are often categorized as extremely adverse. How then will your ERM ecosystem survive the one‐in‐200 event and continue to flourish through dynamically changing environments?

Description: Presents the results of the 2014 Life Reinsurance Survey - an annual survey showing new business writings and in force figures by reinsurance company for the North American life reinsurance industry (US and Canada)

Description: Successful healthcare reform: First, it must help that must keep healthy people healthy. Second, it must help people mitigate or eliminate the health-risks associated with unhealthy lifestyle behavior choices, and Third, it must ensure the provision of evidence-based care to those who are ill.

Description: In 2015, LIMRA partnered with the SOA on a study that focused on examining individual LTC policy termination experience including both voluntary lapse and mortality results. This work was based on data submitted by 22 LTC carriers representing approximately 75 percent of the LTC lives inforce over the study period 2000-2011. This article discusses an area of emphasis for the policy terminations work which was to better understand the impact of data quality on reported results given the continued difficulty for insurers in accurately distinguishing voluntary lapse activity from deaths.

Description: Feature article describing what makes a company a systemically important financial institution and the new rules those companies will have to follow.

Description: This article discusses the current state of the IAIS' initiative on their group Insurance Capital Standard.

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.