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| Pricing Actuary – Cyber | ||
| London - £120,000 Per Annum | ||
| Reinsurance Pricing Actuary, Analytics | ||
| London - £130,000 to £180,000 Per Annum | ||
| Actuary - Financial Planning & Analysis | ||
| London/Hybrid - Negotiable | ||
| Reinsurance Pricing Actuary | ||
| London - £140,000 Per Annum | ||
| Head of Capital | ||
| London - £170,000 Per Annum | ||
| ART Pricing | ||
| London - £100,000 Per Annum | ||
| Pricing Transformation Actuary | ||
| London - £130,000 Per Annum | ||
| Pricing Actuary | ||
| London - £80,000 to £120,000 Per Annum | ||
| Pensions on Divorce Startup - Flexibl... | ||
| Remote - Negotiable | ||
| SVP, Head of Reserve Forecast Analytics | ||
| Bermuda - £200,000 Per Annum | ||
| START-UP, Lead Reinsurance Actuary | ||
| London - Negotiable | ||
| Senior Actuary | ||
| London - Negotiable | ||
| Reserving Manager | ||
| London - £130,000 Per Annum | ||
| Senior Reserving Consultant | ||
| London - £100,000 Per Annum | ||
| Head of Capital | ||
| London - £180,000 Per Annum | ||
| Head of Portfolio Optimisation | ||
| London - Negotiable | ||
| Pricing Lead/Manager | ||
| London - £130,000 Per Annum | ||
| Actuary | ||
| London/Hybrid - Negotiable | ||
| Capital Actuary | ||
| London - £110,000 Per Annum | ||
| Senior Reserving Actuary | ||
| London - Negotiable | ||
LATEST EDITION - OUT NOW
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The 2015 European heatwave highlighted the human and economic costs of extreme heat. WRN-supported research explores parametric finance and nature-based solutions to help cities adapt. In the summer of 2015, an atmospheric omega block settled over Europe and refused to move. These slow-moving high-pressure systems trap hot air like a lid, letting temperatures build for days or weeks. Across much of western Europe, temperatures climbed 7°C above seasonal norms. In Britain alone, more than 9,200 deaths were attributed to the heat.
In last month’s article, I explored The Pensions Regulator’s (TPR’s) AI plan and what it could mean for pension schemes. The plan sets out a thoughtful approach to encouraging responsible innovation in this fast-moving area, while keeping the focus firmly on good outcomes and clear accountability for how AI is used. Over the coming articles (including this one), I’ll discuss some of the themes it raises in more detail. I’d suggest they’re probably best read in the order that I’ve written them to reflect the internal structure of TPR’s plan.
AI wields enormous promise, but it’s important to identify weak spots in skills and processes and adjust accordingly. The excitement and hype over AI has reached a fever pitch. Executive leaders are under pressure from boards, shareholders and other stakeholders to put it into action and identify the opportunities and efficiencies. Insurance is no exception, and we can already envisage vast swathes of possibilities to re-engineer processes and create economies of scale.