Description: Actuaries are trained to measure and manage risks, for example, mortality, morbidity, interest rate, and asset default risks. However, the range of risks to which companies are exposed is wider than is sometimes considered. This complex array of risks needs to be managed holistically in concert and not in isolation. The actuary is increasingly called upon to assist in this process and needs a broader perspective and more powerful toolkit. From the Record of the Society of Actuaries, Volume 26, No. 3: Chicago Annual Meeting, October 15-18, 2000, Session 54PD.

Description: Actuaries and rating agencies increasingly believe that the NAIC's formulaic required capital standard does not adequately address a company's insurance, economic market and credit, reporting and pricing risk structure. Economic capital, based upon a stochastic evaluation of a company's total risk exposures, presents a new approach for accurately gauging a company's exposure to risk. Attendees learn what economic capital is, how it is calculated, what it tells company management about risk exposures and how it can serve as a valuable risk-adjusted measurement tool. From the Record of the Society of Actuaries, Volume 29, No. 1: Washington D.C. Spring Meeting, May 29–30, 2003, Session 24OF.

Description: There appears to be many similarities between enterprise risk management techniques and the theory underlying the unified valuation system UVS. What are the challenges of each, and can the methods learn from each other? From the Record of the Society of Actuaries, Volume 27, No. 2: Toronto Spring Meeting.June 20–22, 2001, Session 58PD.

Description: Risk governance is an important part of any risk management process, yet the insurance industry has not implemented the procedures and controls as extensively as banking. This session looks at the elements of risk governance and discusses their importance to the risk management process. Specific emphasis is placed on risk management organizational structures and how different organizational structures may facilitate effective risk management processes. Insurance and banking practices are contrasted. From the Record of the Society of Actuaries 2005, Volume 31, No. 1: 2005 New Orleans Life Spring Meeting, May 22-24, 2005, Session 83 OF.