Whilst most firms are nearing the end of their Solvency II project and focussing on improving data quality, processes and documentation, we believe it is appropriate to pause for thought to ensure that the final stages deliver the intended benefits.
Our experience has shown that complex issues remain unresolved (in the “too difficult” box) and complexity, in some cases, is hindering wider acceptance both of Solvency II and internal models within organisations.
Demonstrating a level playing field, removing complexity where it adds little value and ensuring a governance framework that is robust and flexible to support commercial requirements are paramount for improved engagement by senior management.
This publication explores some of these unresolved technical issues and discusses the different governance frameworks that firm’s have adopted and that will come under increased regulatory scrutiny in the run-up to Solvency II.
We also provide our perspective of the governance framework beyond Solvency II that leverages Risk, Finance and Actuarial structures to deliver real business value and efficiency.