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MANY SESSIONS WILL USE POLLING!Access via VCIA’s Conference App or go to: vcia.cnf.io
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HOW TO USE SOCIAL Q&A!
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Expanding Beyond YourOriginal Captive Business Plan
Courtney Claflin, University of California
Peter Gerken, Steel City Re
Brian Johnson, Bartlett Actuarial Group, Ltd
Moderator:John Ferrara, Ernst & Young
August 8, 2017
© 2017 VCIA; Speaker materials used by VCIA under license.
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Polls
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Live Content SlideWhen playing as a slideshow, this slide will display live content
Poll: Is your captive focused on one item?
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Live Content SlideWhen playing as a slideshow, this slide will display live content
Poll: What is the purpose of your captive?
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Live Content SlideWhen playing as a slideshow, this slide will display live content
Poll: What are the best words to describe why you have a captive?
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Live Content SlideWhen playing as a slideshow, this slide will display live content
Poll: What are the biggest roadblocks to expansion of your captive?
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Fiat Lux
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University of California System
• 10 university campuses• $33 Billion Annual revenues• 5 academic medical systems• 3 national laboratories• 280,000 employees• 375,000 students• Sports teams, stadiums, airplanes,
airports, foreign … everything imaginable
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Fiat Lux Structure 2012- 2016
UC Regents
Fiat Lux Board of Directors
Fiat Lux
Issue deductible reimbursement policies- 5 lines of cover: Work comp GL/AL Medical malpractice Employment Practices
Note: Policies issued for top 50% of self insured retentions Results = $25 million premium/ $50 million in assets
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Overview of Captive Utilization Philosophy
Retained Risk Finance
Risk Transfer Rate Arbitrage
Access to Capacity
3rd Party Utilizations
Bus
ines
sPu
rpos
e
Governance around retained risks
Enhancing risk management efforts
Better use of capital to retain risk than transfer
Harmonization of risks across global portfolios
Reducing cost of risk transfer
Reinsurance market cost of risk transfer is less than retail equivalent
Managing TCOR Recapturing Ceding
Commission
Transferring risk to alternative forms of capacity, which may not be otherwise accessible in commercial retail market
Accessing profitability imbedded in insurances sold to affiliates / consumers / partners
Creating ‘stickiness’ for core product offerings
Further penetration into consumer / partner / affiliate wallets
Exam
ples
Deductible buy-down Participation in excess
programs Fronted global
programs Multinational benefit
pooling
Reinsurance pass through
Excess Re placements
Integrated risk programs
Multinational benefit pooling
Credit risk transfer ART solutions Cat bonds Integrated aggregates Parametric triggers Terrorism pools
Consumer facing insurance programs
Forced placed insurances
Affiliate business Agency captives
Capital Efficiency: Bringing together correlated and non-correlated risks to benefit from severity risk diversification effect Harmonizing and aggregating global and individual risk programs to maximize risk transfer market
leverage and diversify market concentration in risk portfolios 12
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Fiat Lux Structure- 2016 Current
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• Sponsored new captive- UC Health RRG, A Reciprocal Risk Retention Group
• Insure 25 lines of cover for UC• Direct reinsurance placements vs. excess (wholesale vs.
retail)• Quota share arrangements with reinsurers• Provide 3rd party reinsurance to UC Health RRG• Provide stop loss reinsurance (health) to 375,000
individuals• 100,000 student health plan• 275,000 staff/faculty plan
• $980 million premium/ $1.4bn assets/ $150m unrestricted net position
Fiat Lux Structure- 2016 Current
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Fiat Lux Structure - 2017
UC Regents
UC Health RRG AIFUC Health RRG SAC
Fiat Lux Board of Directors
UC Core Cell Company
Fiat Lux
UC VoluntaryLife & DI
UC Health RRGA Reciprocal Risk Retention Group
Cal State Cell Co.
? Opportunities
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QUESTIONS
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Reputational Risk
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Measuring Reputation Risk
Monitoring & Managing Reputation Risk
Mitigating and Transferring Reputation Risk
Agenda
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Assuring Reputation to Create Value
Reputation can elevate and enhance the enterprise value of an organization
Reputation must be managed at a strategic level to signal stakeholders
Benefits to expanding the captive business plan Strategic relations with capital markets, regulators,
and customers Break down operational silos within enterprise Financing retained risk A Risk Management tool
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Measuring Reputation Risk
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Measuring Reputation RiskSteel City Re’s Reputational Value Metrics
Heart health:
Blood pressure (mm/Hg) Exercise tolerance
(HR/mph/time) Serum cholesterol
(mg/dL) Body mass index (kg/m2)
Reputation health:
sales volume, cycle time, pricing
HR costs cost of credit, credit
protection investor behavior regulatory behavior
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Foundation• 15 years of actuarial data• 5.5 million data points
Deployment• Hundreds of captives• Hedge Fund x 9 years• KRMA, Exchange traded
fund• Repuvar a DJI/CME Index• RepSPX outperforming
S&P500 340%!
Authority and CredibilitySteel City Re’s Reputational Value Metrics
0.00
1000.00
2000.00
3000.00
4000.00
5000.00
6000.00
S&P500 RebasedRepuSPX
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Monitoring & Managing Reputation Risk
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Reputation Assurance is a Risk Management Tool
Reputational Value Metrics (RVM) measure both upside value as well as downside risk
RVM provides an almost real time measure, not available anywhere else in financial or insurance services
Metrics are shared upfront at time of underwriting as well as multiple times during the policy term
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Risk: Losses Typically Underestimated During EventBecause reputational risk has a long-lasting emotional component
5.2%
23.7%
3.8%
13.3%
0.0%
11.8%
0%
5%
10%
15%
20%
25%
Initial Expectation Final Expectation
3-Year Average Initial Indemnification Experience (Steel City Re)
Market Cap Loss Sales Loss Net Income Loss
20 wks
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Risk: Exploding Cost of LossBecause reputational risk exacerbated by baseline community anxiety and anger
100%132%
259%227% 231%
461%
2011 2012 2013 2014 2015 2016
Huge
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…directors are being targeted and replaced …
The risk is now personal
Source: AgendaWeek, 6 Feb 2017
TOP BOARD ISSUE
Targeted ReplacedCMG 33% 0%
DB 20% 20%MYL 23% 0%VRX 55% 55%VW 100% 30%
WFC 7% 7%YHOO 82% 0%
Average 46% 16%
Risk: Personal at Level of Director and OfficerBecause emotions can be mitigated with sacrifice
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Mitigating and Transferring Reputation Risk
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Comparative Insurance Market Solutions
AIG Munich Re Steel City Re
Parameter Indemnified cost of PR
Estimated loss of net income
Parametrically determined % limits
Value of parameters After, as allowed After, forensically
determined Before
Use of funds PR services Unrestricted Unrestricted
Instrumental Value** $500K-$25m As needed $25-$100m
Strategic Value No No Tolerance (Emotions)
Premium** >2% ROL As needed 0.5%-4.9% ROL
**Significant variance/flexible structures29
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Dealing with Emotional Features of Reputation RiskReputation Assurance: Signaling quality and integrity (like a warranty)
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Steel City Re Parametric Risk Transfer:% Limits
ChangingParameter
Baseline = 2𝜎𝜎
Time=20 weeks
Indemnification
Loss Gate = n𝜎𝜎
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Triggers and Losses
Loss Gates are multiples of standard deviations of the Named Insured’s historic RVM volatility
Qualitative: A business process fails and it receives adverse publicity
Processes and media must be scheduled
Quantitative: A sustained material drop in the RVM
If RVM drops below the first Loss Gate, an insured will be indemnified for 20% of the limits; below the fifth Loss Gate, 100% of the limits
Covered Loss shall not exceed the lesser of the Actual Loss sustained by the Insured or the Policy Limit
0.45
0.60
0.75
0.90
1.05
2/22/08 4/9/09 6/4/10
RVM Loss Gate 1 Loss Gate 2
Loss Gate 3 Loss Gate 4 Loss Gate 5RV
M (G
U)
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Money Talks/Actions SpeakAssuring Reputation
Indemnifying Going-forward Losses
$100 million Line Slip –Tokio Marine Kiln
1st party indemnifications for companies, directors & officers
Parametric with rigorous pricing and underwriting support
Flexible; excellent with captives
Reversing Emotional Charges
“……communicates the quality of governance…absolving board members ….”
NACD Directorship, Jan/Feb 2016
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Captive Insurance Case Studies
Health Services Energy Services Financial ServicesSize $20M $90M $1B
Risk Quality & Safety Safety & Sustainability Ethics (Liquidity)**
Pricing 2.1-4.2% Prox / 0.56%-1.0% Remote
8.5%-16.5% Prox/ 2.2%-4.2% Remote
4.9%-9.7% Prox/ 1.3%-2.5% Remote
Limits $3M $8M $50M
Triggers 6.8% Loss in Revenue
15.8% Loss in Revenue 9.1% Loss in Revenue
Capital Prem=3.11% ($93K);Cap+$31K
Prem=12.2% ($976K); Cap+$325K
Prem=7.13% ($3.5M); Cap+$1.2M
**OCC-defined regulatory risk
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Captives can bear up to 100% of the risk
Available for public or privately owned
Modify RVI policy language for desired cover and triggers (no Index)
Risk finance and loss absorption capacity
Quantification drawn from SCRe actuarial data and expertise
Provide comfort to regulators and tax authorities
Underwriting services provided
Key domiciles have been briefed
Underwriting and Pricing Support for Captives
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Manage emotions Measure impact objectively Strategically signal
stakeholders Enable Risk Management
on an almost real time basis
Enable risk financing and Indemnification of going-forward losses
Measurement
Going ForwardEmotions
Reputation-Expanding the Captive Business Plan Summary
Limited Commercial Options**
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QUESTIONS
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Actuarial Considerations
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Increased occurrence and/or aggregate limits
Expansion of manuscript policies
Generally requires loss history Gross losses Maybe more than captive time period
Expansion of existing coverage(s)
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Enterprise Risk Management coverages Disruptions to revenue Outside occurrences that require additional
expense Disruptions to business continuity Loss history preferable but not necessarily
required
Commercial coverages Large deductible reimbursement Excess covers Catastrophic covers Loss history generally required
Current uninsured coverage(s)
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Trended ultimate loss projections Industry statistical data Monte Carlo simulations Commercial insurance filings Other repositories of data / statistics
Generally utilized actuarial methodologies
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QUESTIONS
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Click on “Evaluations”
Click on the session title
Answer all the questions! Thank you!
HOW TO EVALUATE SESSIONS ON VCIA 2017 APP
Click on “Start Survey”
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This presentation contains general information only. VCIA and its guest speakers are not, by means of this presentation, rendering accounting, business, financial, investment, legal, tax, or other professional advice or services. This presentation is not a substitute for such professional advice or services, nor should it be used as a basis for any decision or action that may affect your business. Before making any decision or taking any action that may affect your business, you should consult a qualified professional advisor. Neither VCIA nor its guest speakers shall be responsible for any loss sustained by any person who relies on this presentation.
Disclaimer
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