Description: Summary of SOA modeling sessions from 2017, part 2.

Description: Author asserts that actuaries are arguably better at analyzing and interpreting risk than any other professional. The exhaustive exams teach us how to manage risk, not eliminate it. If the profession is to continue to flourish, it will be vital to take this idea and apply it to one’s career too.

Description: From the 1985 Valuation Actuary Symposium A review of the process involved in making an actuarial opinion and in developing the related actuarial report to management. This was accomplished through a case study approach, specifically covering a universal life product.

Description: This paper uses a mortality surge model to estimate the total financial impact on the U.S. insurance industry of a flu pandemic. It does not attempt to determine the probability of such a pandemic.

Description: Proposes alternatives for estimating the long term interest returns in Indexed Universal Life products. Defends expected return of 20%-45% on hedge budgets.

Description: Some of the uncertainties related to catastrophe models are explored, leading to the suggestion that the actuary is well suited to understand and use these in the context of an ORSA exercise. Part of the essay collection "Risk Metrics for Decision Making and ORSA"

Description: Applying the new GDPR terms to Actuarial work, to secure private data in portfolios while using those for pricing and reserving modelling in all business lines.

Description: Summarizing the session "How to Keep Your Spreadsheets Out of the Headlines", on preventing spreadsheet error, from the 2015 SOA Annual Meeting. Presenters were Alex Cires, Sandra To, and Mary Pat Campbell.

Description: Insurers can leverage information from their required Own Risk Solvency Assessment (ORSA) and use it internally to improve the likelihood of solvency and gain a competitive advantage.

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.