Posts Tagged ‘cap mgmt’



June 15th, 2017

Analytics: Fueling Risk-Informed Decisions: Part III: Strategic and Risk Capital Management

Posted at 1:00 AM ET

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Tim Gardner, President, North America

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Insurers who rely on strategic risk and capital management analytics to optimize their return on capital require a proactive capital management strategy that is in line with Own Risk and Solvency Assessment (ORSA), rating agency objectives and/or management’s internal capital adequacy benchmarks. To support this objective, a wide variety of tools and solutions are available to help measure capital adequacy - from deterministic models to licensable enterprise-level dynamic financial modeling solutions that advance a company’s ability to measure risk, profit and capital to optimize returns.

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June 13th, 2017

Analytics: Fueling Risk-Informed Decisions: Part I

Posted at 1:00 AM ET

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Tim Gardner, President, North America

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Today’s rapidly changing global environment presents insurers with many challenges and opportunities as capital management and risk transfer techniques evolve at an unprecedented pace. Stakeholders, regulators and ratings agencies are deepening their focus on risk management practices, and revolutionary developments in technology, including the Internet of Things and hyper-connectivity, are driving companies to adapt to the challenges that senior management faces to support risk management decisions material to their business.

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June 7th, 2017

Growth Opportunities for (Re)insurers

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Here we review GC Capital Ideas posts addressing growth opportunities for (re)insurers.

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April 17th, 2017

Analytics: Fueling Risk-Informed Decisions: Part III: Strategic and Risk Capital Management

Posted at 1:00 AM ET

tim_059_headshot

Tim Gardner, President, North America

Contact

Insurers who rely on strategic risk and capital management analytics to optimize their return on capital require a proactive capital management strategy that is in line with Own Risk and Solvency Assessment (ORSA), rating agency objectives and/or management’s internal capital adequacy benchmarks. To support this objective, a wide variety of tools and solutions are available to help measure capital adequacy - from deterministic models to licensable enterprise-level dynamic financial modeling solutions that advance a company’s ability to measure risk, profit and capital to optimize returns.

Continue reading…

April 12th, 2017

Analytics: Fueling Risk-Informed Decisions: Part I

Posted at 1:00 AM ET

tim_059_headshot
Tim Gardner, President, North America

Contact

Today’s rapidly changing global environment presents insurers with many challenges and opportunities as capital management and risk transfer techniques evolve at an unprecedented pace. Stakeholders, regulators and ratings agencies are deepening their focus on risk management practices, and revolutionary developments in technology, including the Internet of Things and hyper-connectivity, are driving companies to adapt to the challenges that senior management faces to support risk management decisions material to their business.

Continue reading…

March 23rd, 2017

Strategic Growth Analysis – The Guy Carpenter Approach: Part II

Posted at 1:00 AM ET

chu_julia_photograph-smJulia Chu, Managing Director

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The analysis progresses with a retrospective financial analysis that demonstrates “what if” the company had a share of the wallet in that particular business. Synergies between the existing business and growth opportunities can be exposed. Our research compares annual volatility, which is the standard deviation of ten or more years of a company’s underwriting margin, with the pro-forma profitability or five year average underwriting margin if the company had written specific businesses.

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March 22nd, 2017

Strategic Growth Analysis – The Guy Carpenter Approach: Part I

Posted at 1:00 AM ET

chu_julia_photograph-smJulia Chu, Managing Director

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The changes in today’s property and casualty (P&C) insurance marketplace present insurers with many challenges to capital management and risk transfer techniques. Insurers are compelled to leverage their capital positions to increase and diversify their market shares to an unprecedented degree. Preserving the status quo is not an option for long-term viability. Profitable growth is a key priority for companies seeking additional return. Companies need to enter new lines of business or geographies strategically with proper analysis. Guy Carpenter offers proprietary analytical tools, intellectual capital and expertise to help companies determine and evaluate their growth plans while maintaining an acceptable level of risk and profitability.

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March 21st, 2017

Emerging Practices in Risk Tolerances: Part II

Posted at 1:00 AM ET

brian-fischer-2014-hs-sm1Brian C. Fischer, Managing Director, GC Analytics®

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As A.M. Best implements a new rating methodology with enterprise risk management (ERM) as a specific rating category, risk tolerances will play an increasingly important role with the potential to further differentiate risk profiles in Best’s evaluation of companies’ risk and capital needs. Risk tolerances will likely positively impact a company’s ERM evaluation when A.M. Best deems the company’s risk tolerances as adequate and appropriate.

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March 7th, 2017

Solvency II: Greater Risk-Driven Management: Part III: Risk Management and Risk Profile

Posted at 1:00 AM ET

andrew-cox-95eagle_matthew-smeddy-vanbeneden-sm21 Andrew Cox, Managing Director; Matthew Eagle, Head of GC Analytics - International and Eddy Vanbeneden, Managing Director

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With the transition from Solvency I to Solvency II, insurers have to contend with a more complex and comprehensive risk management framework than just premiums and reserves. This new framework encompasses the full range of risks exposing a (re)insurance portfolio, including an examination of existing risk mitigation frameworks.

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March 6th, 2017

Solvency II: Greater Risk-Driven Management: Part II: Volatility

Posted at 1:00 AM ET

andrew-cox-95eagle_matthew-smeddy-vanbeneden-sm21 Andrew Cox, Managing Director; Matthew Eagle, Head of GC Analytics - International and Eddy Vanbeneden, Managing Director

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Another shortcoming of a single ratio is that it provides no insight into the resilience of an entity’s capital position. This became relevant when market volatility spiked in the first quarter of 2016 and companies disclosed how much their Solvency II ratios fell in the period.

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