Description: Full version of The Stepping Stone Newsletter, March 2003, Issue No. 11

Description: In this article, the Editor talks about the changes to the newsletter and discusses prizes available for articles.

Description: Describes the current enterprise risk management, ERM, model for beginners.

Description: Panelists: [1] provide an overview of embedded value [EV] and appropriate assumptions, and a comparison with fair value [FV], [2] discuss the various stages of management usage of EV, and [3] review a company's recent actual use of EV across products and for the purpose of determining optimal product mix. From the 2002 Record of Society of Actuaries, Volume 28, No. 3. Session 91PD of the Boston Annual Meeting.

Description: 1999 SOA Annual Meeting, San Francisco. Presenters addressed the skills needed by actuaries to compete for business opportunities leading to advancement, and describe one company's approach to the issue. Skills discussed: 1. Communication. 2· Management. 3· Crossover . 4· General insurance knowledge. 5· Leadership.

Description: In this article, the editor of the newsletter addresses the readership about changes to the newsletter.

Description: The value-based ERM approach is a robust yet practical synthesis of enterprise risk management and value-based management, and has been used to help a range of companies – financial services companies, non-financial services companies, and non-corporate entities alike – successfully implement their ERM programs and integrate ERM into their decision-making processes.

Description: The focus of this article is that while Economic Capital can be a valuable component of the ERM process for insurance companies, an over-emphasis on EC, to the point of neglect of other steps in the ERM process, can reduce the effectiveness of an ERM program.

Description: Chairperson’s Corner by Simcha A. Segal from The Stepping Stone Newsletter, July 2003, Issue No. 12.

Description: The author discusses and provides an example of how some companies’ enterprise risk management (ERM) programs are designed and implemented in ways that can unwittingly weaken the organization.