This month we interview Kristian Niemitz, head of political economy at the IEA, who posits that there is a better way to organise a health system than the NHS, in order to deliver improved outcomes (p12).
I read The Actuary article ‘Home truths’ (May 2021) with dismay. Those who have designed these equity release mortgage products do not seem to understand the possible events as one or other of a couple become elderly. They do not die or move into long-term care simultaneously. For one reason or another, either while one or both are alive, there may well be a good reason to sell their home, and this is where the early repayment charge (ERC) cuts in.
One of the things I value about being the CEO of the IFoA is the clarity of accountability to our membership. It provides a clear line of sight for the things we do, what the organisation aims to achieve, and what I expect to be judged against.
Climate change is in the consciousness of most organisations globally, and is an increasingly important factor in business decision-making; in some areas, it is a responsibility and a duty.
In our strategy debates, we discussed the importance of adopting a multi-disciplinary approach to problemsolving, in order to tackle the complex and systemic issues facing the profession and wider society.
In Aesop’s fable ‘The Tortoise and the Hare’, the hare’s natural running speed is undone by his character flaws, while the perseverant tortoise wins the race through dedication and hard work.
Last month marked a year since the World Health Organisation officially declared COVID-19 a pandemic, which has so far led to more than 2.7 million deaths across the world.
When we launched the IFoA’s new five-year strategy, we knew our success would hinge on ensuring that our members were at the forefront of all that we do, and that our culture (‘the way we do things’) had this as second nature.
