Description: Presented at May 2002 Spring Meeting. Panelists identify the risks and risk-mitigating actions that an insurer can take. Approaches discussed include reinsurance, investment programs and offsetting risks in one product against those in others.

Description: This is intended to serve as a fundamental resource for a basic understanding of ERM, as well as a guide to further study of the subject. Members of the Casualty Actuarial Society have participated in the effort, as well.

Description: This is intended to serve as a fundamental resource for a basic understanding of ERM, as well as a guide to further study of the subject. Members of the Casualty Actuarial Society have participated in the effort, as well.

Description: The article focuses on findings from EY's survey in 2017 of CROs at 40 insurers in North America. Changing roles in the age of disruption are investigated.

Description: Presented at October 1996 Annual Meeting. This session provides varying perspectives on corporate approaches to the macro management of risk. In this paper, areas such as risk identification, asset/liability management structure, and secular trend analysis will be discussed.

Description: Describes ways to avoid the next financial crisis by following the example of those who got it right and discerning what you could be doing to prevent your firm from experiencing excessive losses in future crises.

Description: Risk management and capital budgeting are two critical components of the corporate decision process. They often need to be considered jointly at the corporate level because of their natural interaction through the dependent risk exposures and other synergetic relationships within an intricate corporate structure in a dynamic business environment. . This paper develops an integrated framework that aligns these two important corporate strategies across business divisions to optimize the streamlined enterprise strategic goal in a multi-period setting. The proposed integrated framework can serve as a practical guideline for corporate executives to optimally coordinate capital budgeting and risk management at the enterprise level.

Description: The paper discusses the arguments supporting the need for risk culture to transition into ERM culture to be embedded across financial organizations. Creating and maintaining strong ERM culture is paramount to a lasting and meaningful ERM program. It is essential for organizations to understand what ERM culture is, how it gets established and in what way affects the process of ERM implementation. Often, the implications of financial enterprises not focusing on the significance of ERM culture manifested in severely compromised ability to generate sustainable value and market competitive advantage. This paper calls for rethinking the role of ERM culture in the context of managing risks.