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Yasa Fujioka IAIS Secretariat ASSAL-IAIS Training Seminar, 19-22 November 2012

ASSAL-IAIS Training Seminar Participants Only. Risk Management - ICP 8, 16 and ComFrame M2E2 -. Yasa Fujioka IAIS Secretariat ASSAL-IAIS Training Seminar, 19-22 November 2012.

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Yasa Fujioka IAIS Secretariat ASSAL-IAIS Training Seminar, 19-22 November 2012

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  1. ASSAL-IAIS Training Seminar Participants Only • Risk Management • - ICP 8, 16 and ComFrame M2E2 - Yasa Fujioka IAIS Secretariat ASSAL-IAIS Training Seminar, 19-22 November 2012 The information contained in this document is classified as Secret (ASSAL-IAIS Training Seminar Participants Only) and contains highly sensitive information. Direct access to information classified as ‘Secret’ is limited to the persons individually named by the Owner. Any recipient of information in this category may redistribute it to other persons within their organisation whose access to this information is necessary to carry out or assist in connection with the relevant business activity or operations (need-to-know principle). If distributed further, the original receiver maintains sole responsibility for ensuring the information is not distributed to unintended recipients. If you are an unintended recipient of this information please do not distribute this information further and destroy all copies of this information immediately. In addition, please notify the IAIS immediately via IAIS@bis.org or +41 61 225 7300.

  2. Agenda • Overview • Real Life Example – HIH • ERM for Solvency Purposes • ComFrame – Group ERM Appendix: Details of ICP 8 and 16

  3. I-1. What is risk management and why? • Risk management • process that management takes to assess and control the impact of past and future events that are detrimental • Particularly important to insurers • Triggered global financial crisis • “Result of a failure of risk manage- ment on a colossal scale” Robert Hartwig • “AIG’s trouble was directly related to failure of internal risk management” Hank Greenberg • Overview • Real Life Example – HIH • ERM for Solvency Purposes • ComFrame – Group ERM • Appendix: ICPs on Risk Management

  4. I-2. Relevant international standards • ICP 8: Risk management and internal controls • Importance of independent control functions • ICP 16: Enterprise risk management for solvency purposes • Provide framework for all relevant and material risks • ComFrame M2E2: Group ERM • IAIG relevant issues on group ERM • Overview • Real Life Example – HIH • ERM for Solvency Purposes • ComFrame – Group ERM • Appendix: ICPs on Risk Management

  5. II-1. What is HIH? • Australia’s second largest non-life insurer • Workers comp., liability and indemnity • In Australia, UK and California (USA) • In late 1990s, assets of A$7 billion, revenue of A$4 billion and operating profit of A$60 million • Bankrupt in 2001 • Largest corporate failure in Australia • Many causes of failure including risk management • Overview • Real Life Example – HIH • ERM for Solvency Purposes • ComFrame – Group ERM • Appendix: ICPs on Risk Management *case based on the report of the HIH Royal Commission (www.hihroyalcom.gov.au)

  6. II-2. Risk management failure (1) • Continuous underwriting loss • Poorly managed underwriting • Underwrite personal accident cover to Taiwanese military • Reinsure motor vehicle insurance w/o terrorism exclusion to Israeli military (self ins.) • Overview • Real Life Example – HIH • ERM for Solvency Purposes • ComFrame – Group ERM • Appendix: ICPs on Risk Management • Identify and quantify risk under a sufficiently wide range of outcomes - ERM Framework • Regularly assess the adequacy of risk management and solvency - ORSA *case based on the report of the HIH Royal Commission (www.hihroyalcom.gov.au)

  7. II-3. Risk management failure (2) • Lack of due diligence and Board / senior management decision process • Enter, exit, re-enter US market • FAI acquisition • Overview • Real Life Example – HIH • ERM for Solvency Purposes • ComFrame – Group ERM • Appendix: ICPs on Risk Management • Effective internal control systems and functions • Necessary authority, power and resources • Ownership of ORSA – Board / senior management *case based on the report of the HIH Royal Commission (www.hihroyalcom.gov.au)

  8. III-1. ERM Framework • Overview • Real Life Example – HIH • ERM for Solvency Purposes • ComFrame – Group ERM • Appendix: ICPs on Risk Management リスク管理方針 Risk Management Policy リスク許容度 ステートメント Risk Tolerance Statement Feed back Loop Own Risk and Solvency Assessment (ORSA) Feed back Loop 継続性分析 Continuity Analysis 経済資本・　　　規制資本 Economic and Regulatory Capital

  9. III-2. Own Risk and Solvency Assessment • Assess adequacy of its risk management in relation to current and future solvency • “Owned” by Board and Senior Management • Encompasses all reasonably foreseeable and relevant material risks • Economic and regulatory capital • Continuity analysis • Overview • Real Life Example – HIH • ERM for Solvency Purposes • ComFrame – Group ERM • Appendix: ICPs on Risk Management

  10. III-3. ERM Framework • Overview • Real Life Example – HIH • ERM for Solvency Purposes • ComFrame – Group ERM • Appendix: ICPs on Risk Management リスク管理方針 Risk Management Policy リスク許容度 ステートメント Risk Tolerance Statement Feed back Loop Own Risk and Solvency Assessment (ORSA) Feed back Loop 継続性分析 Continuity Analysis 経済資本・　　　規制資本 Economic and Regulatory Capital

  11. IV. ComFrame – Group ERM • ComFrame • Operationalisation of ICPs with regard to IAIGs • Based on ICPs, but adds and reduces options • Example of going beyond ICPs • ERM Framework comprises group-wide strategies • Risks from operating internationally and operations through subs and branches • Risks arising from intra-group transactions and place restrictions • Overview • Real Life Example – HIH • ERM for Solvency Purposes • ComFrame – Group ERM • Appendix: ICPs on Risk Management

  12. Conclusion • ERM Framework • Assessall foreseeable and relevant risks • Board is responsible • Nature, scale and complexity (e.g. IAIGs) • ERM into practice • 2002 HIH had corporate governance, 2008 AIG had ERM in place • Did not go beyond guideline and policies • Integrate with business operation and culture

  13. Thank you. www.iaisweb.org yasa.fujioka@bis.org

  14. Appendix Following pages will not be covered in the presentation. For further information on ICPs, try our ICP online-tool!! http://www.iaisweb.org/ICP-on-line-tool-689 • Overview • Real Life Example – HIH • ERM for Solvency Purposes • ComFrame – Group ERM • Appendix: ICPs on Risk Management

  15. A-1. ICPs on risk management • Overview • Real Life Example – HIH • ERM for Solvency Purposes • ComFrame – Group ERM • Appendix: ICPs on Risk Management • ICP 8: Risk management and internal controls • ICP 16: Enterprise risk management for solvency purposes

  16. A-2. Risk Management and Internal Control (1) • Overview • Real Life Example – HIH • ERM for Solvency Purposes • ComFrame – Group ERM • Appendix: ICPs on Risk Management • … effective systems of risk management and internal controls, • including … risk management, compliance, actuarial matters and internal audit

  17. A-3. Risk Management and Internal Control (2) • Overview • Real Life Example – HIH • ERM for Solvency Purposes • ComFrame – Group ERM • Appendix: ICPs on Risk Management • Risk Management:identify, assess, monitor, manage and report its key risks in a timely way (Std 8.3) • Compliance:meet legal and regulatory obligations … culture of compliance and integrity (Std 8.4) • Actuarial:evaluate and provide advice … technical provisions, premium and pricing activities … (Std 8.5) • Internal Audit:provide Board with independent assurance in respect of the insurer’s governance (Std 8.6) • In order to function properly, the control functions need authority, independence and resources (Std 8.2)

  18. A-4. ICPs on risk management • Overview • Real Life Example – HIH • ERM for Solvency Purposes • ComFrame – Group ERM • Appendix: ICPs on Risk Management • ICP 8: Risk management and internal controls • ICP 16: Enterprise risk management for solvency purposes

  19. A-5. ERM (for solvency purposes) core principle • ICP16: “The supervisor establishes enterprise risk management requirements for solvency purposes that require insurers to address all relevant and material risks • Applies to insurance legal entities and any risks posed by non-insurance entities on insurance groups • Requirement for identification and quantification of risk, including documentation • Active enterprise risk management policy • A risk tolerance statement and other evidence of consistency of measurement of risk • A responsive risk management framework • Own risk and solvency assessment (ORSA) • Active supervision • Overview • Real Life Example – HIH • ERM for Solvency Purposes • ComFrame – Group ERM • Appendix: ICPs on Risk Management

  20. A-6. ICP16.1 Risk Identification and measurement • The ERM framework must provide for: • The identification and quantification of risk under a sufficiently wide range of outcomes • Using techniques appropriate to the nature, scale and complexity of the risks borne by the insurer • Adequacy for risk and capital management and for solvency purposes • Overview • Real Life Example – HIH • ERM for Solvency Purposes • ComFrame – Group ERM • Appendix: ICPs on Risk Management

  21. A-7. ICP 16.2 and 16.3 – Evidence of the Framework in action • Measurement of risk must be supported by accurate documentation • Detailed description of risks covered • Measurement approaches used, plus key assumption • Risk management policy • Outline of the management of relevant and material categories of risk • Overview • Real Life Example – HIH • ERM for Solvency Purposes • ComFrame – Group ERM • Appendix: ICPs on Risk Management

  22. A-8. ICP 16.4 to 16.8 – Consistency of measurement and clarity of management process • Clear risk tolerance limits, and relationship with regulatory and economic capital, and processes and methods for monitoring risk • Well-defined ALM policy • Explicit investment policy • Explicit underwriting policy • Clear and detailed risk tolerance statement • Overview • Real Life Example – HIH • ERM for Solvency Purposes • ComFrame – Group ERM • Appendix: ICPs on Risk Management

  23. A-9. ICP 16.9 and 16.10 – Risk Responsiveness • ERM framework should be responsive to changes in the risk profile of the insurer • A feedback loop should be incorporated in the framework • Based on appropriate and good quality information, management processes and objective assessment • Allows necessary action in a timely manner • Overview • Real Life Example – HIH • ERM for Solvency Purposes • ComFrame – Group ERM • Appendix: ICPs on Risk Management

  24. A-10. ICP 16.11 to 16.16 – Own Risk and Solvency Assessment (ORSA) • Assess adequacy of its risk management in relation to current and future solvency • “Owned” by Board and Senior Management • Encompasses all reasonably foreseeable and relevant material risks • Economic and regulatory capital • Continuity analysis • Overview • Real Life Example – HIH • ERM for Solvency Purposes • ComFrame – Group ERM • Appendix: ICPs on Risk Management

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