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Please find information on the Centre under the About Us drop-down menu and remember to update your bookmarks. Advanced economies’ GDP remained below the pre-financial crisis average, but was slightly above the annual average of the previous 10 years. There were also a number of severe floods in the US and across Europe and Asia, and a record high number of weather events in the US. Insurers around the world have become increasingly sophisticated in managing their capital and risks. Mutual insurance in the 21st century: back to the future? 2014, reversing some of the declines of previous decades. 21 frontier markets such as Nigeria, Ecuador, Vietnam and Azerbaijan.
It provides an outlook for premium growth and an overview of the economic fundamentals which will lead to increased demand for insurance in these countries. 2015 were USD 37 billion, well-below the USD 62 billion average of the previous 10 years. There were 353 disaster events last year. Life insurance in the digital age: fundamental transformation ahead looks at how life insurers have adopted some of the capabilities now available and how the future may take shape. It explores issues such as the use of Big Data, cognitive computing and how digital data can help insurers broaden their reach. Underinsurance of property risks: closing the gap.
Much of the underinsurance is due to global natural catastrophe risk, which has risen steadily over the past 40 years. In the last 10 years, cumulative total damage to global property as a result of natural disaster events was USD 1. Total direct premiums written were up 3. USD 4 778 billion after having stagnated the previous year.
The life sector returned to positive growth, with premiums up 4. 2013, and non-life premium growth accelerated to 2. A notable feature of the renewed momentum across the insurance industry was a significantly stronger performance in the advanced markets. A in insurance: start of a new wave? USD 35 billion in 2014, down from USD 44 billion in 2013 and well below the USD 64 billion-average of the previous 10 years. Around 12 700 people lost their lives in all disaster events, down from as many as 27 000 in 2013, making it one of the lowest numbers ever recorded in a single year.
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Keeping healthy in the emerging markets: insurance can help. The study shows the insurance industry is well-equipped to meet the increasing healthcare spending needs of individuals, and that it can also become a central pillar of a sustainable national healthcare delivery system. 1 billion over the next 15 years. Finding sustainable long-term care solutions for an ageing world examines how tightening government budgets, changing demographics, low personal means and limited awareness need to be addressed if this challenge is to be met. Liability claims trends: emerging risks and rebounding drivers”. The weak economic growth environment has been a key reason for benign claims.
However, new risks and stronger economic growth will increase claims severity and generate more demand for liability insurance. USD 4 641 billion in 2013 after a 2. The slowdown was primarily due to weakness in the life sector in the advanced markets. Global life premiums were up just 0. 2013, with weak sales in North America and the advanced Asian markets offsetting a strong performance in Western Europe, Oceania and most emerging markets. Digital distribution in insurance: a quiet revolution”.
Based on extensive analysis of research material for different countries, the study shows that the internet and mobile devices are empowering consumers. Today, people can search, review and purchase insurance policies without relying solely on the services of intermediaries. USD 45 billion in 2013, down from USD 81 billion in 2012. Of the 2013 insured losses, USD 37 billion were generated by natural catastrophes, with hail in Europe and floods in many regions being the main drivers. Life insurance: focusing on the consumer” assesses the dynamics in the selling and buying of life insurance.
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A key finding is that consumers do not want to be ‘sold to’. Instead, they want to be empowered in making informed decisions in their purchasing of life insurance. Urbanisation in emerging markets: boon and bane for insurers” reviews the rapid growth of towns and cities in emerging markets. It also addresses the opportunities and challenges that urbanisation presents with respect to risk management for insurers and governments alike. Navigating recent developments in marine and airline insurance” reviews recent changes in the marine and aviation insurance markets.
Over the past decade, global marine and aviation insurance premiums have roughly doubled and are estimated at USD 44 billion in 2012. 2012 to USD 4 613 billion. 2011, thanks to improvements in emerging markets and solid demand in the US and advanced Asian markets. In non-life, premiums rose by 2. 2012 caused economic losses of USD 186 billion with approximately 14 000 lives lost.
Large scale weather events in the US pushed the total insured claims for the year to USD 77 billion, which is the third most expensive year on record. This amount is still significantly lower than 2011, when record earthquakes and flooding in Asia Pacific caused historic insured losses of over USD 126 billion, the highest ever recorded. Partnering for food security in emerging markets” proposes a multi-stakeholder approach to address the problem of food insecurity, putting agricultural insurance on the table to help manage agricultural risks, stabilise farm income, and encourage agricultural investment to strengthen the food chain infrastructure. Significant progress has been made on the design of new insurance accounting standards which aim to better reflect the underlying economics of insurance. 2012, “Accounting insurance reform: a glass half empty or half full? 2012, “Insuring ever-evolving commercial risks”, explores the different commercial insurance markets and business lines in today’s rapidly changing risk environment, and provides a glimpse of the profitability outlook for commercial insurance in the future.
2012, “Facing the interest rate challenge”, explores the impact of interest rates on insurers and explains why a rapid rise in or sustained low interest rates can be a challenge for the road ahead. Short-tail business profitability in non-life is only marginally affected by interest rates, and long-tail non-life business interest rate risk can be contained with proper asset-liability management. Capital and solvency remained solid despite extraordinarily costly natural catastrophe events and historically low interest rates that lowered insurers’ overall profitability. Understanding profitability in life insurance”, offers a guide to the fundamentals of understanding and measuring life profitability, and explores the need to arrive at a standard framework for communicating the value and performance of life insurance companies. Although a changing environment continuously forces the industry to rethink its covers, insurers are often perceived as slow to embrace product innovation. The Japanese earthquake tragedy earlier this year caused more than USD 200 billion in total property losses, but only USD 30 billion was covered by private insurance. In contrast, private insurers will pay about USD 9 billion of the USD 12 billion in total property losses from the recent Christchurch, New Zealand earthquake.
Premium growth in emerging markets accelerated. The industry’s capital and solvency improved, while low interest rates weighed on investment income. USD 218 billion in 2010, more than triple the 2009 figure of USD 68 billion. Approximately 304 000 people died in these events, the highest number since 1976. During the financial crisis, inflation risk was a real concern for many financial institutions. Regulatory issues in insurance” finds that improvements could be made to the regulatory environment for insurers, but warns against a potentially damaging over-reaction to the crisis. Premium growth in the emerging markets slowed but remained positive.
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The industry’s profitability and capital recovered significantly, but have not yet reached pre-crisis levels. 15 000 lives and cost insurers USD 26 billion in 2009. The overall cost to society was USD 62 billion. Insured losses were below average due to a calm US hurricane season. The authors note that the best products and the best underwriting methodology for liability risk are no substitutes for adequate pricing. Prices should reflect escalating claims trends and the uncertainties of a rapidly changing technological and legal environment. More than 240 500 people lost their lives.
Bloomberg Connecting decision makers to a dynamic network of information, people and ideas, Bloomberg quickly and accurately delivers business and financial information, news and insight around the world. Before it’s here, it’s on the Bloomberg Terminal. Connecting decision makers to a dynamic network of information, people and ideas, Bloomberg quickly and accurately delivers business and financial information, news and insight around the world. Stocks — Part X: What if Vanguard gets Nuked? You don’t have to read very far into this blog to know I am a strong proponent of investing in Vanguard index funds. When Jack Bogle founded Vanguard in 1975 he did so with a structure that remains unique in the investment world: Vanguard is client-owned and it is operated at-cost. Sounds good, but what does it actually mean?
As an investor in Vanguard Funds, your interest and that of Vanguard are precisely the same. The Vanguard Funds, and by extension the investors in those funds, are the owners of Vanguard. By way of contrast, every other investment company has two masters to serve: The company owners and the investors in their funds. The needs of each are not always, or even commonly, aligned. They can be owned privately, as in a family business. They can be publicly traded and owned by shareholders. In both cases the owners understandably expect a return on their investment.
This return comes from the profits each company generates in operating its individual mutual funds. The profits are what’s left over after the costs of operating the funds are accounted for — things like salaries, rent, supplies and the like. Serving the shareholders in their funds is simply a means to generate this revenue to pay the bills and create the profit that pays the owners. This revenue comes from the operating fees charged to shareholders in each of their individual funds. When you own a mutual fund thru Fidelity or Price or any investment company other than Vanguard, you are paying for both the operational costs of your fund and for a profit that goes to the owners of your fund company. If I am an owner of Fidelity or Price I want the fees, and resulting profits, to be as large as possible.
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If I am a shareholder in one of their funds, I want those fees to be as modest as possible. The fees are set as high as possible. Now to be clear, there is nothing inherently wrong with this model. In fact it is the way most companies operate. Along with a profit for the shareholders of Apple. So, too, with an investment company.
In this example I chose Fidelity and Price not to pick on them. Both are excellent operations with some fine mutual funds on offer. But because they must generate profit for their owners, both are at a distinct cost disadvantage to Vanguard. As are all other investment companies.
Bogle’s brilliance, for us investors, was to shift ownership of his new company to the mutual funds it operates. Since we investors own those funds, thru our ownership of shares in them, we in effect own Vanguard. Any profits generated by the fees we pay would find their way back into our pockets. That is, with the goal charging only the minimum fees needed to cover the costs of operating the funds. What does this translate into in the real world?
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The average expense ratio at Vanguard is . Now this might not sound like much, but over time the difference is immense and it is one of the key reasons Vanguard enjoys a performance as well as a cost advantage. With Vanguard, I own my mutual funds and thru them Vanguard itself. My interests and those of Vanguard are precisely the same. This is a rare and beautiful thing, unique in the world of investing. No one, other than the funds and their shareholders, owns a piece of Vanguard. Why are you comfortable having all your assets with one company?
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Isn’t this what tanked investors with Bernie Madoff? Because my assets are not invested in Vanguard. They are invested in the Vanguard Mutual Funds and, thru those, invested in the individual stocks, bonds and REITS those funds hold. They are separate from the Vanguard company.
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As with all investments, these carry risk, but none of that risk is directly tied to Vanguard. Now this can start to get very complex and for the very few of you who care, there’s lots of further info you can easily Google. You are not investing in Vanguard, you are investing in one or more of the mutual funds it manages. The Vanguard mutual funds are held as separate entities. Their assets are separate from Vanguard, they each carry their own fraud insurance bonds, each has its own board of directors charged with keeping an eye on things. In a very real sense, each is a separate company operated independently but under the umbrella of Vanguard. No one at Vanguard has access to your money and therefore no one at Vanguard can make off with it.
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Vanguard is regulated by the SEC. All of this, by the way, is also true of other mutual fund investment companies, like Fidelity and Price. Those offered in your 401k are, in all likelihood, just fine too. If you have an employer sponsored retirement plan, like a 401k, that doesn’t offer Vanguard funds by all means invest in it anyway. Especially if any company match contributions are offered.