Description: Gather with members and non-members in the China actuarial community to discuss recent topics and related issues in areas such as macroeconomic sharing, pension, investment, product strategy, and more.

Description: Global trends in both technology and regulation are causing U.S. insurers to reflect more deeply on their model risk management frameworks. The world has seen a rapid proliferation of AI-based tools accompanied with an overall increased usage of machine learning models, exacerbating model risk and reducing transparency in an unprecedented manner.

Description: While European insurers are subject to Solvency II and some Asian insurers adopted IAIS ICS, Bermuda enhanced its BSCR capital framework on 3/31/2024 and Japan has customized IAIS ICS to create Economic Value-Based Solvency Ratio (“ESR”). ESR will replace the existing capital framework from 3/31/2026. The ESR implementation brings significant changes to life insurers in Japan as it did to European insurers at the time of the Solvency II implementation. This session will discuss the background of the ESR framework, under which Japanese life insurers will be subject to increased governance, supervision will be also enhanced, and provide key comparisons to IAIC ICS and BSCR. Panels will also discuss potential implications to business such as strategy, risk management, and reinsurance for the viewpoints of Japanese life insurer with US and/or Bermuda subsidiaries.

Description: Global trends in both technology and regulation are causing U.S. insurers to reflect more deeply on their model risk management frameworks. The world has seen a rapid proliferation of AI-based tools accompanied by overall increased usage of machine learning models, exacerbating model risk and reducing transparency in an unprecedented manner. This rising tide of AI means that it is imperative for U.S.-based insurers to address these emerging risks within their model risk management (MRM) frameworks. Regulation also continues to evolve in this space: in Canada, the Office of the Superintendent of Financial Institutions (OSFI) revised Guideline E-23 to instill more detailed model risk management standards; in Bermuda, the Bermuda Monetary Authority (BMA) has published CP2 to add increased scrutiny on the data and models used by insurers. Insurers must react: MRM frameworks require prudent revisions to reflect these ever-changing landscapes of risk. Reassessing the core pillars of MRM frameworks-risk measurement, model development, validation, monitoring, and governance-is key to understanding the consequences of these evolving market changes on insurers' risk profile. Overall, the inclusion of these new tools into the world of insurance necessitates a thorough examination of insurers' MRM frameworks in order to align these new risks with core MRM principles. In this session we will: - Reflect on recent drivers of change and how they should be considered in the context of MRM - Explore best practices as it relates to MRM frameworks in the context of current global trends - Describe challenges, success stories, and lessons learned relating to recalibrating and embedding MRM frameworks

Description: Assumptions have been a critical component of actuarial work since the rise of the profession hundreds of years ago. Without well-developed, credible assumptions, reliable financial projections are an impossibility. Yet in 2023, there is still a wide range of assumption processes and governance practices in place throughout the life industry. Follow assumption and governance experts from Oliver Wyman to dig deep into results from our 2023 assumption process and governance survey. Examine what we're seeing currently practiced throughout the industry and offer insights into what we're doing well, as well as where we have opportunities to improve. Explore topics, such as assumption governance frameworks, governance costs, development and review, approval processes, implementation and usage, monitoring, and challenges.Gain a better understanding of how your own assumption processes compare against others in the industry, and learn best practices that can be implemented to improve assumption processes.

Description: Many companies are facing challenges with their inforce UL business. These “distressed” or non-core blocks of business can be a drag on earnings, return on capital, and/or internal resources. With the pressures of today's marketplace, companies are seeking efficient strategies for managing these blocks. The good news is that strategies exist such that inforce UL business can be optimized with some attention. Learn about some options and levers companies have available to help manage these blocks.