1. Linkage of Risk, Capital and Financial Management CAS Annual Meeting Aaron Halpert, ACAS, MAAA Leslie R. Marlo, FCAS, MAAA November 12, 2007 INSURANCE AUDIT & ADVISORY – ACTUARIAL SERVICES

2. 1 Table of Contents Why Linkage? Linkage – What Is It? Benefits Challenges The Real World Just Starting Out?

3. Why Linkage?

4. 3 Regulatory Solvency II Financial Services Authority – Individual Capital Assessments International Association of Insurance Supervisors Rating Agencies Shareholders / Boards of Directors Strategy Transparency

5. 4 Linkage – What Is It?

6. 5 Risk management – the discipline by which an organization identifies, assesses, controls, measures and monitors various risks and opportunities for the purpose of achieving the entity’s strategic and economic objectives. Capital management – the discipline by which an organization manages the capital requirements needed to satisfy regulatory and rating agency requirements as well as management tolerance for risk, economic constraints, and performance objectives for the overall organization including the deployment of the capital to the individual business units. Financial management – the discipline by which an organization evaluates its performance utilizing risk- adjusted measures which reflect returns, capital consumption and volatility on an overall and individual business unit basis.

7. 6 Linkage – What Is It?

8. Benefits

9. 8 Improving the understanding of risks and true costs of such risks to the organization Impact on capital, on financial performance Ability to measure the contribution of business units and functions to the overall organization in a consistent manner Embedding linkage into the overall organization, with enhanced insights into risks and rewards Education and communication Reducing volatility in cash flows, capital needs, financial returns commensurate with risks assumed  theoretical? Satisfying stakeholders by creating balance between growth, desired returns and risks in a transparent manner Increasing management accountability by linking risks taken with value received

10. 9 Challenges

11. 10 Challenges Cultural change Buy-in from senior management, from risk owners Defining the risk appetite of the organization Resource constraints Time and money Technology No common approach in industry for measuring risk or measuring performance Integration of multiple capital requirements  regulatory, rating agency, management

12. 11 The Real World

13. 12 The Real World Effective Practices Development of Corporate Oversight Committee Senior management commitment to implementation The top-down perspective Development of Framework Consistent terminology and definitions Risk appetite, performance measures

14. 13 The Real World Effective Practices (continued) Risk identification and assessment Includes risk aggregation Models / methods likely quantitative and qualitative Actual Linkage Economic capital Risk adjusted financial metrics Consistency

15. 14 The Real World Effective Practices (continued) Education and Communication Encouraging a risk-aware environment Monitoring Periodic status reports Triggers for action

16. 15 Just Starting Out?

17. 16 Just Starting Out? Buy-in and direction from senior management and Board of Directors All levels with opportunities to shape the process A well-defined framework that links risk, capital and financial management Standardization Monitoring Certain components of the process are already in place Keep it simple Be aware of best practices but realize there are no right answers

18. 17 Questions / Comments

19. 18 Presenters’ contact details Aaron Halpert, ACAS, MAAA KPMG LLP (212) 872-6881 ahalpert@kpmg.com Leslie R. Marlo, FCAS, MAAA KPMG LLP (610) 341-4802 lmarlo@kpmg.com www.kpmg.com The information contained herein is of a general nature and is not intended to address the circumstances of any particular individual or entity. Although we endeavor to provide accurate and timely information, there can be no guarantee that such information is accurate as of the date it is received or that it will continue to be accurate in the future. No one should act on such information without appropriate professional advice after a thorough examination of the particular situation.