Transforming risk management into a competitive advantage kpmg.com

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1 INSURANCE RISK MANAGEMENT ADVISORY SOLUTIONS Transforming risk management into a competitive advantage kpmg.com

2 2 Transforming risk management into a competitive advantage Assessing risk. Building value. Today s business environment is compelling insurers to rethink the way they manage risk. Long gone are the days of simply managing risk tactically through underwriting and actuarial activities. Now insurance executives face a myriad of complex and unprecedented issues that require coordination of more sophisticated risk management capabilities throughout the enterprise. Among these issues are volatile markets, a web of new regulations and compliance demands, rapidly changing client needs, and increased scrutiny from auditors and investors, to name just a few. Moreover, these issues are often interconnected, which increases their complexity and potential impact on a company s ability to achieve its objectives. Boards of directors are under increasing accountability for risk management oversight; to be more informed about the impact of risk on the organization, and how risk can be managed to help achieve strategic and financial objectives. Additionally, new regulatory directives are requiring boards to play a more active oversight role to help ensure their company has an adequate understanding of the impact of risk on capital and performance. Faced with these issues, insurers are reexamining how risk-management can be transformed into a strategic as well as a tactical capability to drive value. Companies are seeking both top-down and bottom-up ways to make this happen, such as redesigning risk and capital-management approaches, further embedding risk-management capabilities in the business, and making better use of risk information in the strategy setting, business planning process, as well as day-to-day decisions. Transforming risk to drive value is a challenging undertaking, one that requires a trusted advisor that is focused on addressing the specifics of insurance industry issues and challenges. KPMG s Insurance Risk Management Advisory Solutions (IRMAS) can be that trusted advisor. We assist organizations with navigating their complex business issues and transforming their risk management capabilities to enhance performance and competitive advantage. The insurance risk-management advisory professionals from KPMG are not only seasoned advisors but are veterans of the insurance industry former chief financial officers, chief risk officers, actuaries, underwriters, and regulators. This industry experience means we are very familiar with the challenges unique to the insurance industry, and can offer practical risk-management advice on your company s most challenging issues.

3 Transforming risk management into a competitive advantage 3 A range of risk-management services to help drive performance and competitive advantage KPMG offers a portfolio of targeted insurance risk management advisory services designed specifically for insurance organizations to undertake risk transformation activities that can deliver sustainable change. We bring industry-leading practices that may help enhance your corporate strategy, build a strong risk culture and improve decision making, financial performance and operational effectiveness. We can help you understand the management implications of the risks your organization faces and help align your risk appetite, tolerances and limits to help you achieve your business goals. KPMG provides targeted services to assist companies in the following areas: Target Operating Model (TOM) and Risk Governance Development of a target state operating model for risk management across a three lines of defense risk governance model: business functions (1st line), risk management standard setting and control functions (2nd line) and Internal Audit (3rd line). The TOM development includes governance and controls, organization and people, key processes, technology and reporting. Development of a coordinated risk governance framework that can integrate risk, finance, compliance, actuarial and other corporate functions and facilitate both effective and efficient risk-management capabilities. Risk Appetite, Tolerance and Limit Setting Working with senior management and the board to develop a definition of risk appetite that supports business strategy and financial objectives. Development of a consensus among senior management and the board regarding risk and return objectives including what risk types and levels are acceptable given the company s strategic and financial objectives. Establishment of a link between top-of-the-house risk appetite and underlying risk tolerances and limits throughout the business, thereby helping risk owners to effectively control risk within a stated appetite. Development of effective processes for risk monitoring and breach protocols to facilitate timely actions to remedy inappropriate risk levels. Establishment of clear and practical breach protocols and authorities that are integrated with a risk monitoring and reporting capability. Enhancement of risk reporting, monitoring and response processes to help remediate inappropriate risks. Capital Management Development of a capital management approach to support business strategy and financial objectives. Establishment of management and board priorities while considering multiple constraints such as GAAP, IFRS, Statutory (e.g. RBC), rating agencies and economic capital. Creation of a risk adjusted capital performance approach and associated plans and related activities to facilitate their adoption throughout the organization. Development of methodologies for establishing capital adequacy as well as allocation capabilities across products, divisions, entities, etc. Establishment of key business and technical requirements for capital modeling capabilities. Business Risk Assessment (Risk and Control Self-Assessment) Definition of and/or enhancement of the organization s risk taxonomy, including a structured approach for a hierarchical risk classification with appropriate risk coverage and alignment to capital management considerations. Recommendations for explicit ownership within a company for risks within the taxonomy and related responsibilities for risk identification and control assessment. Development of a risk and control assessment approach that includes translation into risk metrics that can be aggregated and analyzed. Establishment of the methodology for aggregating and reporting risk-assessment results. Formulation of procedures for using risk and control results to manage risk at the owner level, including the ability to leverage assessment results to manage key project and strategy execution risk.

4 4 Transforming risk management into a competitive advantage Financial Risk Management Risk Reporting Development and implementation of a target operating model for market, credit, and liquidity risk in the context of a broader risk management TOM. Creation of or enhancement of enterprise-wide policies and standards with respect to market, credit, and liquidity risk management. Development of methodologies and processes for qualitative and quantitative risk measurement approaches including modeling, stress and scenario analysis, aggregation and concentration risk, linkage to capital management, returns, and risk tolerances. Definition of business requirements for technology solutions, conduct vendor assessments, and system implementations. Development of risk monitoring and reporting requirements across stakeholders aligned with risk tolerances and limits. Operational Risk Management Development and implementation of a target operating model for operational risk in the context of a broader risk management TOM. Creation or enhancement of an enterprise-wide policy and standards with respect to how much operational risk to assume (typically as part of a risk-appetite statement). Development and implementation of analytic capabilities to support management decisions regarding acceptable operational risk levels. Development and implementation of a key risk indicator (KRI) capability, including alignment of internal metrics to key operational risk types, KRI tolerance thresholds, and KRI dashboards that provide the ability to report KRI levels against established tolerances and limits for stakeholders to monitor and respond to risk levels by operational risk type. Providing an understanding of operational risk/reward tradeoff framework for the purposes of supporting operational risk and control decisions. Development and implementation of a methodology for leveraging operational risk management across compliance, risk, and internal audit (e.g., integrated risk management, compliance, and assurance). Definition of business requirements for technology solutions, for the conduct of vendor assessments, and for system implementations. Definition of stakeholder requirements (including external stakeholders such as regulators, rating agencies, and shareholders) for risk information, reporting frequency and format to support risk and capital performance monitoring, limit management, and decision support. Development of reporting capabilities in accordance with stakeholder requirements. Identification and coordination of risk data quality requirements with broader organization s data governance framework. Translation of reporting requirements into business requirements for supporting technology solutions. Risk Policy Development Development of a risk management policy framework including underlying standards and standard operating procedures. Development of an enterprise-wide risk management policy and individual risk-management policies associated with key risk areas (e.g. underwriting risk [e.g., P&C, life, health], market risk, credit risk, liquidity risk, operational risk, etc.) Facilitation of the creation of a risk policy governance and control framework. ERM Program Assessment Providing an assessment of risk management capabilities to assist the board, senior management, and internal audit to determine whether risk management capabilities are adequate to manage the risks of the enterprise. Definition of target risk management capabilities to meet future needs of the business, including the use of peercompany, regulatory, and rating agency benchmarking. Evaluating current state risk management capabilities against industry practices and our understanding of regulatory requirements and rating agency expectations to create an understanding of how an organization stacks up. Identification of the risk management disciplines, business units, and capabilities that need remediation based on desired future state or agreed-upon risk management standards. Formulating a structured approach and roadmap for enhancing risk management capabilities timely and efficiently.

5 Transforming risk management into a competitive advantage 5 Model Risk Management Risk Technology and Systems Development or refinement of the target operating model to align model risk management capabilities with the overall risk management framework. Creation of the structure, process, and oversight necessary to provide stakeholders with confidence on model risk results. Development of an in-scope model definition, model inventory, risk assessment methodology and process, risk assessment results, model risk ranking, key control objectives, and model validation protocols that provide an appropriate level of assessment rigor based on model type and risk level. Conduct of model validation and remediation activities across all in-scope models. Educating stakeholders on model assumptions, effectiveness, and limitations to facilitate use of output to inform decision making. Catastrophe Risk Management Development and implementation of a target operating model for catastrophe risk management that combines various functions and stakeholders (underwriting, actuarial, risk management, capital management, and reinsurance strategy and product development). Evaluation of various catastrophe risk measurement methodologies and tools to create the desired approach that adequately reflects the underlying nature of catastrophe exposures (e.g., model blends, model loadings, and other modifications to customize vendor model results). Establishment of a direct linkage between analytics supporting catastrophe risk pricing, catastrophe risk reporting, and capital modeling. Design of methodologies to measure and monitor concentration risk. Development and implementation of underwriting desktop catastrophe management tools to facilitate management of catastrophe risk with respect to risk tolerances and limits. Enhancement of the transparency around risk-reward implications of taking catastrophe risks. Benchmarking of peer company or industry practices related to managing catastrophe risk. Development of risk technology architecture requirements based on specific business goals to support your risk management needs, drive transformation, and productivity. Design, identification, and evaluation of technology options on the basis of a clearly defined cost-benefit framework and measurable objectives. Identification of key data and system gaps and develops practical yet effective remediation plans. Rationalization of redundant, obsolete, and high risk systems to enhance return on investment. Conduct of vendor selection activities and facilitation of the implementation of technology solutions.

6 6 Transforming risk management into a competitive advantage Improving operational effectiveness on a global and local scale KPMG s insurance risk management advisory solutions helps insurance companies develop and implement enterprise risk management initiatives that can create strategic and operational benefits by increasing the engagement of first line risk owners, from senior leadership to line management, so they can make more informed decisions. This shift in risk intelligence may ultimately enhance competitive advantage and operational efficiency. IRMAS can also help companies consider improvements to their regulatory effectiveness (e.g., ORSA, Fed oversight, solvency, and market conduct) and enhance compliance and operational standards. KPMG IRMAS team offers: A senior team leadership with deep, relevant skills. We have worked with top U.S. and global insurers to develop risk management capabilities in a variety of areas such as risk strategy and appetite, capital management, insurance risk management, financial risk management, catastrophe risk, ALM, risk reporting, and others. A global team with multidisciplinary experience. We can deliver a talented multidisciplinary team from around the globe to assist companies with developing risk management capabilities and reviewing and assessing your insurance risk management program on a global scale. Our team includes specialists from a variety of disciplines such as ERM, insurance risk, market risk, credit risk, actuarial, reinsurance, hedging, modeling and finance professionals, and global insights in operational risk. A practical and well-established approach. Technical knowledge and both industry based and advisory focused experience are important but quality of delivery is equally important. We have a tried and tested approach and a demonstrated track record of efficient, quality delivery on our projects. Potential benefits of the IRMAS approach: Customized solutions for embedding risk management capabilities. We can help develop practical yet effective risk management capabilities specifically tailored to your business needs. More effective strategy setting and business planning. We can help companies enhance key stakeholder understanding of risk so they can make more intelligent strategy setting and business planning decisions. Enhancing returns, capital efficiency, and operating effectiveness. We can help companies improve alignment of risk taking to strategic objectives, business plans, and performance targets. Achieve regulatory readiness. We can help companies address regulatory challenges and compliance requirements while helping companies document evidence of sound risk management capabilities embedded throughout the organization.

7 Now is the time to put the IRMAS team to work for you Insurance organizations are evolving rapidly driven by a variety of economic, environmental, regulatory, and consumer changes. In this dynamic environment, KPMG s IRMAS provides a range of services that can help companies transform risk management capabilities to improve risk intelligence and be better positioned to realize strategic and financial objectives. KPMG can also help companies improve regulatory effectiveness (e.g., ORSA, Fed oversight, solvency, and market conduct) and enhance compliance and operational standards with respect to risk management. The services from KPMG increase transparency of risk to the board and key stakeholders across the three lines of defense as well as improve the ability to manage those risks.

8 For more information, or to arrange an in-house meeting/ presentation to learn firsthand how KPMG s insurance risk management advisory solutions can benefit your organization, please contact one of the following team members: Robert J. Ceske Principal T: E: [email protected] Tom McIntyre Principal T: E: [email protected] David White Principal T: E: [email protected] Michelle Cercone Director T: E: [email protected] Carl Groth Managing Director T: E: [email protected] Matt McCorry Principal T: E: [email protected] Diana Calvo Director T: E: [email protected] Neeta Pimpale Director T: E: [email protected] Asheet Ruparelia Director T: E: [email protected] kpmg.com ANY TAX ADVICE IN THIS COMMUNICATION IS NOT INTENDED OR WRITTEN BY KPMG TO BE USED, AND CANNOT BE USED, BY A CLIENT OR ANY OTHER PERSON OR ENTITY FOR THE PURPOSE OF (I) AVOIDING PENALTIES THAT MAY BE IMPOSED ON ANY TAXPAYER OR (II) PROMOTING, MARKETING, OR RECOMMENDING TO ANOTHER PARTY ANY MATTERS ADDRESSED HEREIN. The information contained herein is of 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. Some or all of the services described herein may not be permissible for KPMG audit clients and their affiliates KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative ( KPMG International ), a Swiss entity. All rights reserved. Printed in the U.S.A. The KPMG name, logo and cutting through complexity are registered trademarks or trademarks of KPMG International. NDPPS