Description: Presented at October 1985 Annual Meeting. Discusses the current expected mortality rate of defined benefit plans, what changes in this mortality rate are likely, will defined benefit plans be replaced by other programs requiring actuarial expertise, will retraining of actuaries be necessary, what we can learn from other places and other times.

Description: Article Summary Non-Routine Business By Board And Executive Committee, 4 Months To Oct. 31 by Gray in The Actuary, December 1979, Volume 13, Number 10

Description: This is a Call for Papers press release for 2010 Enterprise Risk Management Symposium, Society of Actuaries, April 12-15, 2010.

Description: The article highlights the fallacies of multitasking and targets six actions or points of focus that will enable readers to accomplish more and be significantly more productive.

Description: The article is Part 1 of two articles that provide a case study for the development of a profitability and risk dashboard. The sample dashboard provides distilled information regarding actual to expected (A/E) ratios for key risks, agent quality scores and customer value scores. The dashboard would also provide the value of new business written, surplus strain, debit balances, and expected losses on debit balances at different levels, down to the agent level. A product mix index is provided, together with visual comparisons of key metrics to the company's business plan. The Part 2 article will add information to the dashboard regarding risk margins, target capital, and company value.

Description: This article is about how entrepreneur independent business owners can solve their day-to-day frustrations and problems with a simple and useful process for setting goals and building a plan to meet those goals.

Description: Summary of the requirements to obtain examination credit toward Fellowship in the Canadian Institute of Actuaries

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.

Description: The author presents his firm's approach enabling their actuaries to communicate more broadly.