Description: This article will examine four approaches under two different methods (eight in total) used to combat the non-additivity of key rates and will compare them under a number of rate environments.

Description: S&P Global published a revised insurance capital model in November 2023. The revisions add considerable complexity to their insurance capital model and rely more on companies to fill out the detailed model inputs. In return, the new model allows for better risk differentiation and an overall better assessment of insurance company risk-adjusted capitalization. In this session we will review the new capital model in-depth, considering its implications for capital management and product development. By the end of the session, attendees should have a deeper understanding of the revised criteria of the S&P insurance capital model, including its most important risk drivers and how it relates to the AM Best 'BCAR' and the NAIC RBC capital models.

Description: Insurers have long relied on scenario analysis to understand the long-term impacts of potential business decisions, but the advent of rapidly changing market environments and a growing desire to optimize capital has spurred business leaders to leverage new tools in order to explore potential options.

Description: S&P Global released its initial version of proposed changes regarding its Insurer Risk-Based Capital Adequacy methodology and assumptions on Dec. 6th, 2021. Unlike prior guidance notes or criteria releases, the proposed changes comprehensively updated the current S&P rating criteria released in 2010. These updates would directly impact many insurers. S&P Global anticipates that 10 percent of existing ratings in the insurance sector would be impacted and the change would lead to more positive rating implications than negative impact. This article focuses on the proposed changes on the S&P risk-based capital (RBC) vs. the current model, then simulate impacts to a representative U.S. life insurer through an illustrative case study.

Description: Feature article discussing the PBGC’s asset reallocation plan.

Description: Reunite with members and non-members in the China actuarial community to discuss recent topics and related issues in areas such as macroeconomic sharing, IFRS 17, product strategy, cross-border communication and discussion, and more. Advance your career through learning and networking opportunities, and share your experiences in the finance and insurance industries, as well as other fields related to actuarial science.

Description: The Academy Economic Scenario Generator is set to be replaced by a new ESG created in a partnership between the NAIC and Conning. This summer, we will present three separate webinars that will investigate the key features of the new ESG, examine the process through which it was created, and discuss what it all means for actuaries impacted by the change.

Description: This session will focus on what is new and coming at the Appointed Actuary (e.g., Actuarial Guideline ((AG)) 53, equity testing, etc.). We will provide highlights from the updated AAT Practice Note. A particular focus will be paid to asset classes that have received regulatory attention recently ((e.g., commercial mortgage loans, collatoralized loan oblications (CLOs), etc.)).

Description: Where once an insurer's chief investment officer (CIO) reigned supreme over assets-aided and sometimes hindered by the involvement of a chief risk officer (CRO)-these days managing portfolio risk and return seems to be an altogether more complex affair. No less of this complexity has come from the expansion by insurers into illiquid assets in the last decade. Moving away from traditional assets has raised scrutiny of liquidity risk management, but how do insurers tackle this? In a world 'brimming with large and growing portfolio allocations to illiquid private assets,' liquidity management concerns are distinct from a typical CRO's portfolio or asset risk orientation. There's a need to look at all aspects of a fund's liquidity demands and sources, such as top-down asset allocation, bottom-up private market deal-making activities, and internal and external operations. A dedicated liquidity management function should also be able to identify both explicit and potential liquidity demands and sources and, in particular, stay in touch with market movements and the regulatory environment. It should identify, evaluate and keep at-the-ready possible external liquidity facilities-for example, the secondary market for private equity stakes, a collateralized portfolio liquidity line, a repurchase agreement or a futures program. A high-quality liquidity management team can also identify when a fund has too much liquidity, the cost of being overly cautious and how to put excess liquidity to work.