Posts Tagged ‘Solvency II’



December 10th, 2018

Cost of Capital and its Use in Valuing Reinsurance

Posted at 1:00 AM ET

Increasingly, reinsurance is seen as an important element of capital management. Reinsurance decisions are moving away from the reinsurance buyer and towards the finance teams. These teams need to find a way of comparing reinsurance in a straightforward way. Defining the cost of capital for reinsurance means that it can be compared with other capital sources.

Continue reading…

October 24th, 2018

Accounting Changes Impacting the Reinsurance Landscape - GC@BB Commentary

Posted at 9:00 AM ET

achtert_blende11_s hettinger_cropped3lightfoot_david_300x300Frank Achtert, Head of Capital Optimization, EMEA; Tom Hettinger, Strategic Advisory Leader, U.S./Canada; David Lightfoot, Head of Global Strategic Advisory – Asia Pacific and Latin America

Contact

  • With IFRS 17, reinsurance for managing capital KPIs needs to be different in type/scale
  • Users of internal capital models must ensure flexibility of underlying simulation platform
  • Accounting for reinsurance contracts separate from underlying contracts

Continue reading…

October 21st, 2018

Pushing the Model Boundaries - GC@BB Commentary

Posted at 1:00 AM ET

cox_andrew_bio2eddy-vanbeneden-small1till-wagner-final1Andrew Cox, Managing Director, GC Strategic Advisory; Eddy Vanbeneden, Managing Director, Head of GC Analytics, Continental Europe; Till Wagner, Senior Vice President, GC Strategic Advisory Contact

  • Companies keen to expand internal capital model remit
  • Multiple factors hindering ability to integrate into broader strategic framework
  • New technologies support rapid model evolution and increased data resolution

Continue reading…

September 13th, 2018

Managing Catastrophe Model Change

Posted at 1:00 AM ET

powers_imelda_71x88Imelda Powers, Senior Cat Management Advisor, Asia Pacific, Global Strategic Advisory

Contact

Incorporating new hazard and claims insights can improve the estimates derived from catastrophe models. By re-analyzing historical events using the latest scientific methods or refining claims with more granular geographical and line of business breakdowns, we can update models with the latest expertise and data. But model changes that yield large swings in loss estimates for frequent events must be carefully scrutinized to understand assumptions and processes in order to truly support ownership of risk. Continue reading…

September 11th, 2018

Accounting Changes Impacting the Reinsurance Landscape - GC@MC Commentary

Posted at 1:00 AM ET

achtert_blende11_s hettinger_cropped3lightfoot_david_300x300Frank Achtert, Head of Capital Optimization, EMEA; Tom Hettinger, Strategic Advisory Leader, U.S./Canada; David Lightfoot, Head of Global Strategic Advisory – Asia Pacific and Latin America

Contact

  • With IFRS 17, reinsurance for managing capital KPIs needs to be different in type/scale
  • Users of internal capital models must ensure flexibility of underlying simulation platform
  • Accounting for reinsurance contracts separate from underlying contracts Continue reading…
September 10th, 2018

Maintaining Momentum - GC@MC Commentary

Posted at 1:00 AM ET

potter_des_photograph1 Des Potter, Managing Director, GC Securities*

Contact

  • Innovation key to London’s ILS success
  • Robust pipeline of new applications
  • Industry must work proactively with Prudential Regulatory Authority Continue reading…
January 18th, 2018

Increasing External Demands Compel Companies to Improve Risk Management Disclosures

Posted at 1:00 AM ET

Guy Carpenter released its latest Enterprise Risk Management (ERM) Benchmark Review that provides an in-depth analysis of risk management practices and policies of 67 insurance and reinsurance companies located in Europe, United States, Bermuda, and Asia-Pacific. Based on publicly-available data from financial and risk reports, Guy Carpenter’s ERM Benchmark Review reveals that most (re)insurers are managing capital with metric-based frameworks and are publishing more about their risk management targets than seen in Guy Carpenter’s 2009 analysis. Capital market, legislative, and regulatory influences, such as the approaching implementation of Solvency II, are expected to further compel company managements to better recognize and analyze the risks of their enterprises.

Continue reading…

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

Contact

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.

Continue reading…

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

Contact

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.

Continue reading…