Stress and Scenario Testing Survey
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2 Stress and Scenario Testing Survey Briallen Cummings Gerard Callaghan Georgina Hemmings KPMG This presentation has been prepared for the Actuaries Institute 017 Actuaries Summit. The Institute Council wishes it to be understood that opinions put forward herein are not necessarily those of the Institute and the Council is not responsible for those opinions.
3 Introduction KPMG has recently undertaken a global survey on Stress and Scenario Testing given increasing client interest in this area and regulatory focus. 9 Life Insurance companies across Australia, Canada and New Zealand responded.
4 Introduction We thank all the participants for making the survey a success:
5 Why Stress and Scenario Testing? On 19 August 016, Geoff Summerhayes, Member, APRA presented insights from APRA s 015 Life Insurance Stress Test. overall we felt that the insurers would need to make improvements, including in some cases the procurement of resources and establishment of infrastructure, processes and procedures to do the stress test adequately. industry has in the past not necessarily viewed stress testing as part of its DNA.
6 Background Stress and Scenario testing is a developing area. The introduction of specific regulatory requirements has resulted in increased focus on Stress and Scenario Testing: Country Key regulatory requirements Implementation date Australia Canada New Zealand LPS 110 (Capital Adequacy) CPS 0 (Risk Management) OFSI Guideline E-18 (Stress Testing) OFSI Guideline E-19 (ORSA) RBNZ Risk Management Program (Liquidity risks and contingency planning) January 01 January 015 December 009 January 014 December 01
7 Participants The 9 Life Insurers that participated can be segmented as follows: Country 6 1 Type of Insurer Size Australia Canada New Zealand Direct Reinsurer Both Small (revenue <AUD100m) Medium (revenue <AUD1,000m) Large (revenue >AUD1,000m)
8 Topics covered in the survey The survey consisted of 4 questions covering a broad range of areas: 1. Purpose of Stress and Scenario Testing. How are stress and scenario tests developed. Use of reverse stress testing 4. Types of scenarios 5. Management actions 6. Modelling of Stress & Scenario Testing 7. Operational considerations 8. Resourcing 9. Process improvements made and planned 10.Use in recovery and resolution planning 11.Embedding Stress and Scenario Testing into the organisation
9 Australia Coy Board C-suite Actuarial Risk Management Finance / Reporting How is Stress and Scenario Testing valued by stakeholder? Fundamental to role Highly valuable Valuable Somewhat valuable Not valuable
10 Canada How is Stress and Scenario Testing valued by stakeholder? Coy Board C-suite Actuarial Risk Management Finance / Reporting Fundamental to role Highly valuable Valuable Somewhat valuable Not valuable
11 How is Stress and Scenario Testing valued by stakeholder? New Zealand Coy Board C-suite Actuarial Risk Management Finance / Reporting Fundamental to role Highly valuable Valuable Somewhat valuable Not valuable
12 Presentation overview For today s presentation we have split results into two groups based upon the value the Board places on Stress and Scenario Testing. What value does Board place on Stress and Scenario Testing? Highly valuable Fundamental to performing role Highly valuable Less valuable Valuable Somewhat valuable Not valuable Number of companies Geographical location Australia: 4 Canada: 7 NZ: 4 Size Large: 1 Medium: Small: 1 Australia: 9 Canada: NZ: Large: 9 Medium: Small:
13 Section 1 PURPOSE OF STRESS AND SCENARIO TESTING
14 How is stress testing used in decision making? Highly valuable (15 Cos.) Less valuable (14 Cos.) Buffer capital Risk appetite Risk monitoring Mkt event impact ICAAP / ORSA Buffer capital Risk appetite Risk monitoring Mkt event impact ICAAP / ORSA Mgmt info Mgmt info 6 Pricing Strategy Bus planning Recovery planning Other Focus on purpose i.e. informing risk appetite, setting buffer capital and risk monitoring Pricing Strategy Bus planning Recovery planning Other Focus on regulatory aspects i.e. ICAAP / ORSA
15 What metrics are considered when assessing the impact of Stress and Scenario Testing? Highly valuable (15 Cos.) Less valuable (14 Cos.) Reported profit 9 Reported profit 10 Distributable profit 6 Distributable profit 5 Return on capital 1 Return on capital Dividends 6 Dividends 7 Balance sheet Balance sheet 8 Solvency buffers 1 Solvency buffers 10 Regulatory capital 14 Regulatory capital 14 Economic capital 6 Economic capital Other 0 Other
16 Section HOW ARE STRESS AND SCENARIO TESTS DEVELOPED?
17
18 Highly valuable (15 Cos.) Who is involved in developing stresses and scenarios? Less valuable (14 Cos.) C-Suite C-Suite direct report Actuarial / Finance Risk Mgmt Strategy Operations External experts Prescribed by Regulator Other Board, C-Suite & Exec Committee play an active role C-Suite C-Suite direct report Actuarial / Finance Risk Mgmt Strategy Operations External experts Prescribed by Regulator Technical areas plays a critical role Other Regulation key driver
19 What role do operational or non-technical teams play in developing Stress and Scenario Testing? Highly valuable (15 Cos.) Less valuable (14 Cos.) Identify scenarios 9 Identify scenarios 6 Identify outcomes 1 Identify outcomes 7 Identify mgmt actions 6 Identify mgmt actions 5 Parameters Impact assessment High level review Other 5 5 Involved from the start in identifying scenarios through to impact assessment and review. Parameters Impact assessment High level review Other
20 What techniques are used to develop stresses and scenarios? Highly valuable (15 Cos.) Less valuable (14 Cos.) Brainstorming 10 Brainstorming 11 External experts Individual interviews 7 Greater emphasis on in-house individual interviews External experts Individual interviews 4 4 Modelling / judgment 14 Modelling / judgment 1 Prescribed by regulator Other 7 Brainstorming and actuarial modelling are critical Prescribed by regulator Other
21 How many man days per annum are spent developing and reviewing Stress and Scenario Testing? Highly valuable (14 Cos.) 87 on average~ Less valuable (14 Cos.) 88 on average ~ excludes one company that is an outlier
22 Section REVERSE STRESS TESTING
23 Reverse stress testing How many perform reverse stress testing? Average number of reverse stress tests Highly valuable (15 Cos.) Less valuable (14 Cos.) 9% (14 Cos.) 79% (11 Cos.) tests 5 tests Nearly all companies whose Boards value Stress and Scenario Testing highly perform reverse stress testing. They undertake fewer tests than their counterparts.
24 Reverse stress testing Allowance for management actions Highly valuable (15 Cos.) Less valuable (14 Cos.) 47% (7 Cos.) 17% ( Cos.) Approach to development of reverse stress tests. Scenarios allowing for interaction: 64% (9 Cos.) Individual stresses / sensitivities: 55% (6 Cos.) Companies whose Boards value Stress and Scenario Testing highly are more likely to allow for management actions in reverse stress testing. They also tend to use scenarios more than individual stresses.
25 Section 4 MANAGEMENT ACTIONS
26 What management actions are considered in Stress and Scenario Testing? Highly valuable (15 Cos.) Less valuable (14 Cos.) Sell business units Stop writing Restructuring Repricing Reinsurance Raise capital Reduce bonus rates Capital market instruments Dividend policy Group support Investment strategy Other Sell business units Stop writing Restructuring Repricing Reinsurance Raise capital Reduce bonus rates Capital market instruments Dividend policy Group support Investment strategy Other
27 Section 5 PROCESS IMPROVEMENTS
28 Highly valuable (15 Cos.) In the last year, what has been the biggest improvement? Less valuable (14 Cos.) Identification / development 4 Identification / development 5 Modelling sophistication Modelling sophistication Run times Governance Integration into bus plan 0 Improving efficiency and moving towards embedding Run times Governance Integration into bus plan 0 0 Interaction with risk mgmt Interaction with risk mgmt 0 Other 1 Other
29 In the next year, what is the main area of proposed improvement to Stress and Scenario Testing? Highly valuable (15 Cos.) Less valuable (14 Cos.) Identification / development 0 Identification / development 7 Modelling sophistication 6 Modelling sophistication Run times Governance Integration into bus plan 1 Working towards improving governance and business integration Run times Governance Integration into bus plan Interaction with risk mgmt 0 Interaction with risk mgmt 0 Other Other
30 Section 6 EMBEDDING STRESS AND SCENARIO TESTING
31 Describe your current state How has Stress and Scenario Testing evolved since 014 for Australian insurers 1. Compliance focused - basic analyses with limited Board/business involvement. Used to inform target capital, capital triggers and risk appetite. Used to inform and challenge business strategies 014 KPMG ICAAP Survey (%) KPMG Stress and Scenario Testing Survey (%) 15 6
32 Ways to get more value from Stress and Scenario Testing Identification & development Actively involve the Board, e.g. war gaming scenarios. Engage operational teams as needed to identify scenarios in addition to quantification and review. Range of methods, including brainstorming, individual interviews and experts. Business integration Link to business planning, risk appetite, recovery and resolution planning, Use Stress and Scenario Testing to demonstrate the impact of management actions. Link scenarios to financial reporting variances. Introduction of internal / economic capital. Communication & reporting Reduce length of reports. Clear and concise results presentation. Workshop presentations on industry trends and emerging risks. Communicate results more broadly, e.g. finance and reporting. Training Board and C-Suite training sessions. Training for non-technical teams in order to improve understanding.
33 Section 7 QUESTIONS AND COMMENTS
34 THANK YOU
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