Description: Complete issue of the August 2014 Risk Management newsletter.

Description: Evan and Brad interview Larry Moews, Chief Actuary and Risk Officer of SCOR. The discussion focuses on Larry's insights and experiences in Risk Management.

Description: Table of Contents for the Record of Society of Actuaries, Vol. 3, No. 1, for the SOA Meeting on Corporate Strategy and Planning held in Atlanta on March 31-April 1, 1977.

Description: After providing a brief overview and history of strategic planning, the panelists conduct a teaching session on strategic planning. Includes a discussion about the differences in the process among small, medium, and large companies, and how to monitor and follow up the implementation of these plans. From the 1988 Record of Society of Actuaries, Vol. 14, No. 3.

Description: The essay briefly discussed the impacts from implementing ORSA to the main stakeholders in the insurance industry. Those stakeholders include: insurers, regulators, policyholders, investors, rating agencies, insurance industry employees and general public. Part of the essay collection "Risk Metrics for Decision Making and ORSA"

Description: Companies are exposed to a variety of risks related to the development and implementation of their business strategy. There is an extensive amount of literature about enterprise risk management (ERM), yet it is still possible to find a new opportunity to analyze how different kinds of risk information can be objectively considered by senior management to enhance corporate governance and strengthen sound decision-making processes. Strategy formulation is the main part of the strategic planning process. A robust ERM framework must provide relevant risk information for decision-makers so as to reduce the possibility of selecting a mistaken strategy or overlooking an important one. Most common strategic planning tools do not even take risk into account, which worsens the situation. Subsequently, it is time to identify and measure strategic risks. They can leverage, hinder or prevent the fulfillment of the strategic objectives. Risk management may also support the development of institutional actions so as to increase the likelihood of reaching expected results. Furthermore, strategic risks should be monitored through key risk indicators to allow the identification of conditions that could lead to a risk event. This paper aims to introduce a new comprehensive model that integrates risk management into strategic planning. A number of risk tools, improvements to be made by risk managers and a practical application of the model are presented to make possible the establishment and deployment of an effective strategy by the organization.

Description: Update on issues, priorities and key messages from the Joint CAS / CIA / SOA Risk Management Section Council.

Description: ERM and Investment strategies for healthcare companies

Description: This article considers ways actuaries can meet the growing demands of senior executives by redefining their role and the actuarial operating model.

Description: Disruptive innovation are revolutionising many indusrties. How will it affect insurance?