Description: Update of the activities being carried out by the Joint Risk Management Section

Description: What Do You Mean You Are An FRM From GARP? by David N. Ingram from Risks and Rewards Newsletter, February 2002, Issue No. 38.

Description: Actuaries are trained to measure and manage risks, for example, mortality, morbidity, interest rate, and asset default risks. However, the range of risks to which companies are exposed is wider than is sometimes considered. This complex array of risks needs to be managed holistically in concert and not in isolation. The actuary is increasingly called upon to assist in this process and needs a broader perspective and more powerful toolkit. From the Record of the Society of Actuaries, Volume 26, No. 3: Chicago Annual Meeting, October 15-18, 2000, Session 54PD.

Description: This article is an overview of the presentations made at the Advanced Risk Management Seminar. Some topics were 1 the importance of enterprise risk management 2 how policyholder behavior affects the risks of GMBD riders and 3 credit risk.

Description: In this article, the author discusses the International interest in working toward a global ERM credential similar to the CERA designation from the SOA.

Description: This article discusses the actuarial profession and its role and needed skill set development going forward in meeting the needs of businesses for risk management and capital management

Description: metadata for the entire issue

Description: In this article, the author discusses the global ERM credential.

Description: There is nothing like a serious financial crisis to see if your risk management process works or not. The depth and breadth of the financial crisis in 2008 identified the strengths and more importantly exposed the weaknesses of the risk management process at Lincoln Financial. Enterprise Risk Management is tasked with understanding all the key risks inside a company and preparing the company to respond to those weaknesses. Lincoln Financial was exposed to multiple stress points as a result of the financial crisis and found themselves with insufficient resources to weather the storm. Ultimately the risk management process at Lincoln Financial was not fully capable of dealing with the depth and scope of the financial stress. Without access to government support it can be argued that Lincoln would not have survived the most profound financial crisis of the modern era. Presented at 2010 Enterprise Risk Management Symposium, Society of Actuaries, April 12-15, 2010.