Description: Discussion of the current business environment, the profile of the actuary who can meet these needs, directions corporations will take in the 21st century, economic and demographic trends that will affect the environment and markets over the next decade. The panelists discussed the need to be pro-active in shaping the environment.

Description: Presentation at May 1996 Spring Meeting. This panel discussion covers emerging issues in Canadian financial reporting for life insurance companies: new consolidated standards of practice, future financial condition opinion, disclosure of financial information.

Description: The article discusses common themes with personal branding: be authentic, consistently manage your brand, manage your social media reputation.

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: In the kick-off meeting of the new futurism section, the panel discusses the 1982-1983 election results, the mission of the futurism section, and highlights of the Fourth General Assembly of the World Future Society.

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: A discussion of the formation of the Asian Committee by the Society of Actuaries to help promote actuarial education in Asia.

Description: This general discussion looks at problems or solutions developed in the field of agents' compensation, considerations leading companies to recent reductions in individual annuity rates, trend to offer first year cash values, increasing demand for the issuance of insurance at ages up to 70 and beyond, and if the SOA should give consideration to elective subjects in the Fellowship exam.

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.