Description: A sound enterprise risk management (ERM) framework functions as an ecosystem by balancing the interdependencies of its elements while constantly adapting to an ever‐changing, external environment. Each stakeholder has a unique role to play in forming a thriving ERM ecosystem by integrating risk‐conscientiousness in decision‐making. A resilient ERM framework has a single well‐ understood risk language and culture to promote healthy risk‐taking behaviors. The central focus of such a framework is concentrated around all stakeholders and everyone is held accountable. Every day, external forces can potentially disrupt how we operatively conduct business. Unforeseen changes in regulation, market trends, terrorist’s attacks and extreme natural disasters are often categorized as extremely adverse. How then will your ERM ecosystem survive the one‐in‐200 event and continue to flourish through dynamically changing environments?

Description: A sound enterprise risk management (ERM) framework functions as an ecosystem by balancing the interdependencies of its elements while constantly adapting to an ever‐changing, external environment. Each stakeholder has a unique role to play in forming a thriving ERM ecosystem by integrating risk‐conscientiousness in decision‐making. A resilient ERM framework has a single well‐ understood risk language and culture to promote healthy risk‐taking behaviors. The central focus of such a framework is concentrated around all stakeholders and everyone is held accountable. Every day, external forces can potentially disrupt how we operatively conduct business. Unforeseen changes in regulation, market trends, terrorist’s attacks and extreme natural disasters are often categorized as extremely adverse. How then will your ERM ecosystem survive the one‐in‐200 event and continue to flourish through dynamically changing environments?

Description: Metadata for entire issue

Description: Summary of Investment Council sponsored meetings as 2015 annual meeting

Description: Presents the results of the 2014 Life Reinsurance Survey - an annual survey showing new business writings and in force figures by reinsurance company for the North American life reinsurance industry (US and Canada)

Description: A review of the development of multi-asset indices and their placement in fixed indexed annuities in the Unites States. This article covers the evolution of indexing and its impact on the annuity marketplace. It also summarizes the key factors underlying the proliferation of multi-asset indices with built-in volatility targets.

Description: The March 2013 issue of Reinsurance News

Description: Feature article describing the different types of risk cultures companies can have.

Description: Presented at May 2000 Spring Meeting. Many long-term-care insurers are outsourcing administrative functions to management organizations. The panelists discuss the reasons for this outsourcing, the functions that can be outsourced, financial incentives for vendors, criteria for selecting a vendor, monitoring performance and other aspects of the business relationship.

Description: Presented at October 1996 Annual Meeting. The panelists in this interactive session not only discuss the newest annuity features, but also explore some socioeconomic trends and how an annuity could be designed to capitalize on those trends.

Description: In the past few years, SoA members and leaders have raised questions about future needs for actuarial skills, globalization of markets, and the appropriate focus of the present education system in preparing actuaries for their professional futures. As a consequence of these questions, the SoA Board of Governors set aside a major portion of its January 1994 meeting to discuss the education of actuaries, with primary consideration being given to a longer horizon than the immediate future. Chris Daykin, representing the Institute of Actuaries, reported that the Institute was incorporating fundamental changes to its basic Education and Examination [E&E] system. These changes were aimed at focusing more on fundamental principles and away from details of practice.

Description: This session from the 1995 SOA Boston Meeting covers topics and methods for better coordination between actuaries and investment professionals. The session will concentrate on the coordination of pricing, crediting, and investment strategies. From the Record of the Society of Actuaries, Vol. 21, No. 4a.

Description: Discusses making changes to non-guaranteed elements in interest-sensitive business, participating business, and indeterminate-premium business. Considers equity between newer and older blocks of business. From the 1988 Record of Society of Actuaries, Vol. 14, No. 3.

Description: Discusses new-product displacement of in-force policies, critical-resource management, agency considerations, and monitoring experience. From the 1987 Record of Society of Actuaries, Vol. 13, No. 2.

Description: Presented at May 1986 Spring Meeting. This session discussion is about marketing arrangements and mergers with non-insurance the financial institutions.

Description: This is a teaching session on strategic management including defining what it means and how life insurers can utilize it in turbulent times. From Record of Society of Actuaries 1980, Vol. 6, No. 4.

Description: From the Record 1977 Vol. 3, No. 1, this presentation is from a concurrent session at the Society of Actuaries 1977 Regional Meeting, held in Atlanta March 31-April 1. The presenters at this session discuss the nature and use of corporate planning, including the organization of the planning process and the corporate planning cycle.