Description: February issue of The Stepping Stone

Description: Metadata for entire issue

Description: The Stepping Stone issue 60, November 2015

Description: Written from a regulatory perspective, the article covers the purpose of regulation and some regulatory expectations. The topics include the appointed actuary's involvement in corporate governance, reasonability of results when compared to prior results, data quality, familiarity with the company's annual statement and applicable statutes, and areas where appointed actuaries can add value though services provided to smaller life insurance companies.

Description: This article discusses challenges that short-term predictions have on actuaries' reputations, both as individuals and as a profession, and discusses strategies to improve our professionalism and better manage this risk.

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.

Description: Discusses the processes of setting effective objective and development plans

Description: This articles showcases the principles of effective servant leadership.

Description: Model governance must deal with the effects organizational culture, including normalization of behaviors that are inconsistent with appropriate governance.