Description: It is a description of the 13 subgroups which currently exist, gives a brief description of the expectations of a subgroup leader, and a request for volunteers.

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: A discussion of the Asia Committee whose purposes are 1 To represent the SOA in promoting actuarial education, 2 To provide services to members in the development of educational programs, research and other support and 3 To build the image and awareness of the profession in Asia

Description: In this session from the June 2000 San Diego meeting of the Society of Actuaries , information was provided about the Professional Development - PD - requirement of the new examination system and the role of the advisor.

Description: New Society of Actuaries Professional Development Requirement for Candidates Working toward Fellowship in 2000

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: A discussion of the recently revised Society of Actuaries Global Initiatives Policy, which covers a variety of issues including relationships with other actuarial associations, professional development issues, and education issues.

Description: An account of the trials of work ethic issues and college difficulties, and the triumphant story of overcoming obstacles through careful self-improvement.

Description: Interview with Rick Jones, senior partner and national practices leader at Aon Hewitt.