Description: Key points of the conceptual framework of China’s new solvency system, the “China Risk Oriented Solvency System” (C-ROSS).

Description: Model Risk Management continues to be an evolving area for insurers to be considering. This has grown from both internal and external forces and may require a different format to previous model risk frameworks held by insurers. Furthermore, there are a number of trends emerging that we believe will drive an increased focus on insurer’s model risk management frameworks such as technology automation, ever increasing data sources, and the use of predictive models. Risk management and the development of models is an area where insurance companies have performed well in the past. It is expected that frameworks currently exist within companies; the governance, documentation, validation and control of model risk are likely to be well established practices. The challenge that insurers must consider is how well these have been adopted throughout the company for all models used to make business decisions and if the same level of rigor has consistently been applied. Regulation in a high-velocity actuarial environment will to be a challenge that actuaries must spearhead and must be proactive in guiding rule making to ensure continued innovation while putting data security and risk management first.

Description: A warning about keeping top management fully and clearly informed about enterprise risk assessments, as illustrated by some actual and fictional stories.

Description: Responsibilities Of The Actuary For Communicating Sarbanes-Oxley Control in accordance With Actuarial Standards of Practice

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: The focus of the essay is how to use regulatory requirements like ORSA to add competitive advantage. This is accomplished by leveraging the work done for regulators in a way that helps a firm make better decisions. Looking for concentrations of risk, model shortcomings and changing correlations are considered. Stress testing, counterparty risk and changing risk appetites are all topics that help the risk manager better understand the risks accepted. Finally, the paper suggests that the risk officer job should be split into a component that focuses on the process and risk mitigation techniques. The Chief Risk and Return Officer would reside in the strategic planning area and participate in strategic decision making for the firm. Part of the essay collection "Risk Metrics for Decision Making and ORSA"

Description: In this article, the author discusses financial regulation and the financial crisis.

Description: Model Risk Management has come under increased focus in recent years. This article gives an introduction to model risk and sound MRM processes and controls.

Description: This article provides an overview of the evolution and rationale for Own Risk Solvency Assessment (ORSA), as well as practical implications for insurers as they begin to design an ORSA process.

Description: This article discusses pointing out flaws in Incentive Compensation program using short term financial metrics like Total Shareholder Return may miss non-short term financial risk and non-financial risks.