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Risk Based Capital Regimes Some experiences of insurers and regulators

Risk Based Capital Regimes Some experiences of insurers and regulators. Craig Thorburn Senior Insurance Specialist, The World Bank cthorburn@worldbank.org +1 202 473 4932 or +1 202 470 6012 Skype: craig_thorburn. Conceptual Diagram. Which company has the highest solvency coverage ratio?

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Risk Based Capital Regimes Some experiences of insurers and regulators

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  1. Risk Based Capital RegimesSome experiences of insurers and regulators Craig Thorburn Senior Insurance Specialist, The World Bank cthorburn@worldbank.org +1 202 473 4932 or +1 202 470 6012 Skype: craig_thorburn

  2. Conceptual Diagram • Which company has the highest solvency coverage ratio? • Which company is the most secure in terms of adequate capital? • Who can tell? Economic Risk Capital Actual Capital Regulatory Capital Requirement Company A B C D

  3. Country Cases • Australia, Thailand, Papua New Guinea, Sri Lanka, and 5 others • IAIS Solvency Subcommittee • Mixture of additive and combinatorial approaches • increasingly additive is used • All moving from a Solvency I system

  4. Advantages / Positive Outcomes • Strong performance through GFC • All insurers (not just the best) have a better focus on risk and risk management • Especially to include risks associated with assets, reinsurance, and forms of capital • All insurers make business decisions based on risk and capital considerations that are the same

  5. Arbitrage driven business initiatives are greatly reduced, some risk activity reduced. • People engaged in managing rules are redeployed • Boards and Senior Management focus on some material risks more than before • Supervisor / Insurer discussion is about risk rather than rule oriented • Extend beyond minimum requirements

  6. Experiences - In the beginning • Not all insurers or other stakeholders are at the same level • The best risk oriented insurers already agree and want it aligned to their internal approach • The least risk oriented insurers think it is a rule change • Some other stakeholders argue for increased absolute minimum capital • General nervousness or suspicion with the topic on the table or the potential for inadequate transitions • Some want a different and specific reform that they consider ‘more important’

  7. Experiences – along the way • Concrete proposals increase focus • Earlier consultations draw focus from technocrats rather than managers and boards • Some data may not be immediately available • Some stakeholders start to advocate for more risk sensitivity

  8. Experiences – at the end • “This is a great system” • Without these reforms, the GFC would have been a problem • We have grown up some more • Increased credibility in consultative approach and reliability of rulemaking intentions among insurers • Increased respect / credibility of the sector, reduced funding costs, some cases of exit or merger in some but not all countries

  9. Why RBC is worth pursuing • To better reflect risk, RBC brings incentives into line with economic realities • Reduce activity motivated by rules rather than risk (reality) • Increase efficiency in insurance markets and the wider economy • Supporting RBS • Align signals to supervisors with reality (or should be) of management • Make the solvency coverage ratio comparable for intervention signals

  10. End

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