Description: From a session at a meeting of the Society of Actuaries held in Las Vegas, NV May 22-24, 2000 The American Academy of Actuaries had put together an ad hoc task force charged with developing a long-term strategic approach for marketing the profession to future users of actuarial services and to strategically position and strengthen the profession. This session provided an update on the progress of the task force.

Description: Panelists discuss the growing field of the personal actuary. Topics include evaluating personal risk, litigation, estate planning, taxation and life settlements. From the Record of the Society of Actuaries Vol. 31 No. 1, Session 47

Description: This was a presentation of ACO efforts around the U.S. with great website links to resources, geared to actuarial consultants for employers. From May 2012.

Description: Summarizes articles in this edition of the newsletter, which focus on insurance industry transformation and how actuaries can provide assistance in the process.

Description: Brief update on International Section initiatives.

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: Explains the more granular breakout of bond RBC factors proposed to the NAIC. Evaluates alternative asset allocation choices for insurers under the new rules.

Description: Presented at May 2002 Spring Meeting. Insurance and banking experts update financial services convergence issues since the passage of Gramm-Leach-Bliley 'GLB, a.k.a. Financial Services Modernization Act'. Company reaction to the passage of GLB, actuarial contributions to the process and future actuarial implications are addressed.

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.