A recent report from PwC and the Conference Board examines how management views board effectiveness. Public company executives were each asked to rate their company's board of directors, and the results were surprising. Captive boards should be asking themselves how effective they are and whether management agrees with their self-assessment.
Rapid and profound change requires us to reexamine our mental models. This is true for everyone, including captive owners, board members, and managers. Here are some ideas and suggestions for those interested in updating their mental models.
Corporate governance is critically important for captive insurance companies, as well as the managers and other service providers the captive employs. It's the captive's owner, though, that bears the ultimate responsibility for governance. The captive owner is responsible for operating a regulated insurance company and the associated compliance.
The importance of good CEO/board relationships cannot be underestimated. The purpose of this article is to look at what constitutes the essential elements of a good CEO/board relationship and how these elements can be adapted to fit the management model employed by a large number of captives.
Board assessments can be valuable tools in improving the performance of captive insurance company boards. This article explores reasons why board assessments might be necessary for captive insurance companies, the benefits they can offer, and options for conducting them.
In today's environment, it's imperative that a captive insurance company board, or at least a number of board members, be actuarially sound. Take a look at what captive board members should know about actuarial analysis and why as well as actuarial terms board members should understand.