Description: From session 14TS at a meeting of the Society of Actuaries held in San Diego, CA, June 22-23, 2000. This teaching session discusses the available tools for communicating company risk postures to senior management. The focus is on tools that show distributions of results rather than a point estimate, along with stress testing.

Description: Panelists discuss recent events in the area of risk management and solvency regulation. Actuarial roles and opportunities in enterprise risk management and as chief risk officers are specifically addressed. From the Record of the Society of Actuaries, Volume 29, No. 3, Session 75

Description: From a session at the 2000 Valuation Actuary Symposium held in Washington DC, September 14-15, 2000 Panelists discuss low probability high impact events: how these risks are identified what tools are available to measure the risk techniques used to manage the risk in an integrated fashion.

Description: This presentation is a panel discussion, session number 35PD, from the 2002 Valuation Actuary Symposium, held September 19-20 in Lake Buena Vista, FL. The panelists discuss integrating the risk management function within an enterprise, where the concept involves evaluating, monitoring, controlling, and mitigating risks across the entire insurance company. Topics include quantification of risk exposures, including insurable and financial risk, nonfinancial or operational risk, and modeling risk on a company-wide basis. They discuss how a company might go about setting up a risk management process and what companies are really looking to accomplish. They also discuss the Society of Actuaries goal to make risk management a regular part of actuarial practice through development and improvement of educational materials for actuaries, and through the advancement of the actuarial profession in risk management. Discussion from participants is included.

Description: We will determine the role of risk function in evaluating operational risks associated with the implementation of LDTI and any system conversions. Are all models validated by the risk function before they are productionalized and results used by management to make business decisions? Does the risk function play a part in to assist finance, actuarial and investor relations in communicating changes and volatility resulting from LDTI? If not, should it? We will articulate the role that risk functions play in being part of large transformation from the start as a stakeholder/input provider to subsequently being an independent reviewer (i.e., second Line of defense).

Description: Business transformation initiatives are undertaken by enterprises to reduce the risk of misalignment and to build agility and adaptability to market changes. The predictability of desired outcomes needs to be managed by mitigating interdependent risks associated with changes in processes, systems, operating procedures, employee and customer base, etc. This paper is about a strong risk management approach needed for minimizing the unpredictability associated with transformation-related initiatives. This proposed approach details a comprehensive model to measure enterprise risk management maturity by measuring its ability to identify risk, measure impact and define mitigation strategy. The model is further enhanced by provisioning for feedback to measure the effectiveness of mitigation and to ensure that outcomes are within desired limits. The intended audience of the paper is senior executives, business partners, program managers, project/track leads working with program organization groups, project management organizations [PMOs] and steering committees.

Description: In the current environment of global competition, the question of how much, and in what way, the enterprise risk management (ERM) function contributes to the creation of shareholder value will only increase in importance and urgency.

Description: The paper discusses the arguments supporting the need for risk culture to transition into ERM culture to be embedded across financial organizations. Creating and maintaining strong ERM culture is paramount to a lasting and meaningful ERM program. It is essential for organizations to understand what ERM culture is, how it gets established and in what way affects the process of ERM implementation. Often, the implications of financial enterprises not focusing on the significance of ERM culture manifested in severely compromised ability to generate sustainable value and market competitive advantage. This paper calls for rethinking the role of ERM culture in the context of managing risks.

Description: "Can you answer the question 'what are the chances we will lose more than $1 million next year?' without saying 'it depends'? If you miss a projection, can you quantify the chances that the miss was due to random variation vs. an incorrect projection? ten in as presenters demonstrate how to answer these questions and others using total risk analysis. Total risk analysis includes quantifying both the random variation risk and the projection risk associated with actuarial functions like pricing and reserving. After attending this session, you will be able to describe total risk analysis, apply total risk analysis to many actuarial functions."

Description: This interactive webcast uses case studies and a new framework to show how retirement plans and practices can be fitted to best serve organizations’ missions and objectives, guided by data and analytics measuring their workforce impact.