Description: Presented at October 1986 Annual Meeting. This session discussion is about profit analysis and elements of profit such as: interest, mortality, lapse experience, expenses, reinsurance, taxes. It also about use of profit analysis as a business tool to drive management action.

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: This is a summary of a presentation made at the 1975 SOA annual meeting regarding statutory reserves, contingency reserves and life insurance company surplus.

Description: This article announces the release of a handbook written by the DFCA Task Force for assisting actuaries who are doing Dynamic Financial Condition Analysis.

Description: Presented at October 1996 Annual Meeting. This session will examine how insurers monitor product pricing issues through traditional financial reporting information and will also present other management information systems developed to more effectively monitor profitability.

Description: Risk management and capital budgeting are two critical components of the corporate decision process. They often need to be considered jointly at the corporate level because of their natural interaction through the dependent risk exposures and other synergetic relationships within an intricate corporate structure in a dynamic business environment. . This paper develops an integrated framework that aligns these two important corporate strategies across business divisions to optimize the streamlined enterprise strategic goal in a multi-period setting. The proposed integrated framework can serve as a practical guideline for corporate executives to optimally coordinate capital budgeting and risk management at the enterprise level.

Description: This paper discusses gain and loss analysis for group insurance under the following headings: Nomenclature and General Principles, Sources of Gain and Loss under Theoretical Conditions, Gains and Losses Arising in Practice, Comparison with Annual Statement Results and Effects of Changes in the Company's Dividend Formula. Discussions of this paper are included.