1 research double-header don mango, fcas, maaa cas vice president of research director of research...
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Research Double-Header
Don Mango, FCAS, MAAACAS Vice President of ResearchDirector of Research and Development, GE ERC
Midwest Actuarial ForumSeptember 24, 2003
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Agenda
1. CAS Research Revision: official CAS business as the VP of Research and Development
2. Capital Consumption: latest prize-winning paper
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CAS Research Revision
Don MangoCAS VP Research & Development
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Problem Statements No keepers of the state of the
science Need for survey papers, syllabus
material Research overload via Call Papers Role/function of the PCAS unclear
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Proposed Solutions Rein in Call Paper programs Establish Working Paper and Model
repository on the CAS Website Institute Working Parties Establish Research Corners and
Working Party sessions at the major seminars
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Why Call Papers? Bottom-up, fast-track research
source. Stimulate communication,
discussion and sharing. Good in concept, in practice is
another story.
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Call Paper Forum Not a top-tier professional journal
Not peer reviewed. Inclusive editorial policy. Inconsistent review and prize standards. Inconsistent appearance and structure of
papers. Not enough editorial oversight.
Contributes to members’ filtration and overload problems.
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Call Papers Not generating discussion
Solitary practitioners produce, present No context, follow-up, formal discussion
Not leading to systematic progress of the science No referencing standards, context No clear advancement of the science
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Call Papers Working Papers Many CPs are the equivalent of working
papers within academia Posted on websites and discussion forums Works-in-progress, on their way to peer-
reviewed journals We can still have bottom-up idea
generation, idea sharing, and discussion by establishing a Working Paper (and Model) repository on the CAS Website
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Working Paper Repository Categorized by research area Members can post and comment on
posts (mini-reviews) Items receiving a lot of activity can
be the material for the Research Corners at the major seminars
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Call Paper Refinement Less often (~biennial) More editorial oversight
Subject to the new CAS Research Paper template
Impose length requirements (<30 pages)
Must adhere more closely to the subjects of the Call
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Working Parties Essentially a collective call paper task
force Collective = group effort, single group
work product Ideas come from the members attending
major seminar Seminar has presentation of prior year’s
work, selection of next year’s topics
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Working Parties Group effort forces discussion during
the production of the product Oversight by research committee Can enforce editorial standards,
referencing, ensure that current state of the science is documented, as well as context and scope of new research
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Working Parties An easy to implement answer that
helps on many fronts: Solitary Group Bottom-up + Top-down Consistency in format, referencing, etc. Member involvement Natural seminar cycle supports it
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Working Parties Four WPs kicked off at 2003 RCM
Seminar Reserve Variability (led by Roger
Hayne) kicked off at 2003 CLRS More to come
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Publications Task Force Impact and notoriety of PCAS
outside the CAS is essentially NIL Forum is used / abused
Large bodies of work published without formal peer review
Considering some radical surgery Maybe we join the NAAJ
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Capital Consumption
Don MangoDirector of Research and DevelopmentGE ERC
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Why Even Consider This? Despite significant efforts
throughout the industry, capital allocation has yet to be effectively implemented in (re)insurance
This alternative method also has strong linkages to financial theory, while more accurately representing the actual capital usage of insurance
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Problem Statements Capital allocation is a de facto paradigm
a requirement or necessity But insurance capital usage is
fundamentally different than it is for manufacturing, being in fact the mirror-image in time
For these decision evaluation processes, capital allocation is sufficient but not necessary
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Problem Statements Even worse, the resulting insurance
IRR framework is now completely fictional (“imputed”), since no capital is transferred or returned
However, insurance capital is consumed when results are worse than planned
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Actually
This IS capital allocation for insurance, done right
But I needed new terminology to shake loose the old thought processes
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Core Paradox Manufacturers need capital
committed to support the operation…
…and they actually use it, spending it on materials, operations, labor…
…and it’s invested in their business, in the production of their goods.
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Core Paradox Insurance companies need capital
committed to support the operation…
…but they can’t actually use it (or not too much of it anyway)…
…and it’s not invested in their business, but in financial instruments.
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Two Bets Bet #1
You pay me $10 now I might pay you $50 later
Bet #2 I pay you $10 now You might have to pay me $50 later
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Payoff DiagramsBet #1
-20
-10
0
10
20
30
40
50
60
Now Later
Bet #2
-60
-50
-40
-30
-20
-10
0
10
20
Now Later
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Bet #1Spend then Maybe Receive You spend now, hope to receive
later You spend NOW, voluntarily With the odds I give you, you can
compute an expected value and decide if you want to make the bet
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Bet #2Receive then Maybe Spend You receive now, hope you don’t
have to spend later You MAY spend LATER, contingent
on something happening With the odds I give you, you can
compute an expected value and decide if you want to make the bet
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Capital? Bet #1 = $10
You spend $10 capital NOW no matter what
The capital investment is current and certain – i.e., not contingent
The capital is allocated = spent = consumed
Natural capacity constraint = your budget
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Capital? Bet #2 = $???
I should be sure you have $40 available LATER, but you don’t spend anything NOW
If Bet #2 hits, you spend $40 capital LATER
Capital expenditure (= allocation) is contingent and in the future
Capacity constraints = ???
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Allocation vs Consumption
Two different but equally valid frameworks for Treating capital Evaluating insurance business
segments Developing indicated prices for
reinsurance Nearly orthogonal
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Allocation vs Consumption Three questions:1. What do you do with the total
capital?2. How do you evaluate business
segments?3. What does it mean to be in a
portfolio?
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Allocation vs ConsumptionQuestion 1: What happens to the total capital?
Allocation Consumption Divided up among the
segments. Either by explicit
allocation, or assignment of the marginal change in the total capital requirement from adding the segment to the remaining portfolio
Left intact Each segment has the right
to “call” upon the total capital to pay its operating deficits or shortfalls
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Allocation vs ConsumptionQuestion 2: How are the segments evaluated?
Allocation Consumption Give the allocations to
each segment Evaluate each segment’s
return on their allocated capital
Must clear their hurdle rate
Give each segment “access rights” to the entire capital
Evaluate each segment’s potential calls (both likelihood and magnitude) on the total capital
Must pay for the likelihood and magnitude of their potential calls
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Allocation vs ConsumptionQuestion 3: What does being in a portfolio mean?
Allocation Consumption Being standalone with
less capital But still having access to
all the capital if necessary, although it is unclear how this is reflected
Being standalone with potential access to all the capital
But all other segments have similar access rights
The difference between having your own
kiddie pool and joining a swim club This is THE CRITICAL SLIDE!
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Options Framework The company capital pool is giving
each reserving segment a series of options to draw upon (consume) the capital
These options Expire unused if segment meets or
beats Plan Are exercised if segment’s results
deteriorate
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Options Framework Similar to a Line of Credit (LOC) A contingent loan, with full
expectation to be reimbursed This is a valid alternative financial
analogue Much closer to the way capital
actually gets used by an insurer
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Options Beware “Options” does not imply Black-
Scholes formula For one thing, we cannot hedge
our exposure We must price it from first
principles modeled payoff distribution and internal risk charges
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Details of the Framework Scenario analysis Default-free discounting Scenario-level capital consumption Evaluation of capital consumption
using a “quasi~utility” approach
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Scenario Capital Consumption Experience fund
From Finite Reinsurance Fund into which goes all revenue, from
which comes all payments Bakes in investment income
When the fund is exhausted, but further payments still need to be made, exercise the Call Option for capital
That capital gets spent CONSUMED
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Chart 1: Capital Consumption Profile Over TimeShort versus Long Tail with 120% Loss Ratio
$-
$2,000
$4,000
$6,000
$8,000
$10,000
$12,000
$14,000
$16,000
$18,000
$20,000
0 1 2 3 4 5 6 7 8 9 10
Short TailLong Tail
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Capital Call Cost Function Risk-based overhead expense loading Pricing decision variable Application of utility theory Borch (1961):
To introduce a utility function which the company seeks to maximize, means only that such consistency requirements (in the various subjective judgments made by an insurance company) are put into mathematical form.
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Implicit Preferences Preferences buried in Kreps’ “Marginal
Standard Deviation” risk load approach: The marginal impact on the portfolio
standard deviation is our chosen functional form for transforming a given distribution of outcomes to a single risk measure.
Risk is completely reflected, properly measured and valued by this transform.
Upward deviations are treated the same as downward deviations.
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Capital Call Cost Function Make the implicit explicit Express your preferences explicitly,
in mathematical form, and apply them via a utility function
The mythical “Risk Appetite” Enforce consistency in the many
judgments being made
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THANK YOU!