Pension and Employee Benefits

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Is Your Pension Plan Sustainable? Why the Funding Ratio Is Not Enough

August 2, 2026by Dr Dawkins Brown

IN BRIEF Most trustee and board discussion of a pension plan begins and ends with the funding ratio. It is the wrong number to end on — not because it is inaccurate, but because it describes one day and says nothing about whether the plan recovers from it. Three questions matter more. How mature...

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Will the Fund Last? Social Security Sustainability in the Caribbean

June 24, 2026by Dr Dawkins Brown

Almost every Caribbean territory runs a national social security scheme, and almost all face the same arithmetic: an ageing population, a shrinking contributor base, and benefits that will one day outrun the money coming in. The actuary’s task is to say when — and what it would take to change the answer. Nearly every...

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The Liability on Your Balance Sheet You May Be Underestimating

June 24, 2026by Dr Dawkins Brown

Beyond pensions, IAS 19 captures gratuities, long-service awards, post-retirement medical cover and accumulated leave. Unfunded and long-dated, these obligations are routinely under-provided — until an actuary measures them properly. Most boards know there is a number on their balance sheet for the pension plan. Far fewer are confident about the other employee-benefit obligations sitting beside...

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De-Risking the Pension Promise Before It De-Rails the Balance Sheet

June 24, 2026by Dr Dawkins Brown

A defined-benefit pension can be the largest financial risk an organisation carries — quiet for years, then suddenly decisive. De-risking is how a board takes control before circumstances do. A defined-benefit pension is one of the longest promises an organisation can make. It commits an employer, often decades in advance, to pay a member...

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From Compliance to Competitive Edge: The Five Stages of Actuarial Value

June 22, 2026by Dr Dawkins Brown

Every organisation that carries financial risk sits somewhere on a five-stage continuum — usually without having chosen its position. Knowing where you are, and what it would take to climb, is the first strategic decision a board should make. There is a tendency, in boardrooms and management teams alike, to think of actuarial...

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The Actuarial Advantage: Why Caribbean Boards Can No Longer Outsource Foresight

June 22, 2026by Dr Dawkins Brown

Executive Summary Every consequential decision made by a board rests on assumptions about the future. For insurers, pension funds, credit unions, banks, governments and large corporates, those assumptions often relate to uncertain claims, future benefits, expected credit losses, catastrophe exposures, longevity, investment returns, liquidity, solvency and capital adequacy. This is the world of actuarial...

Pension and Employee Benefits

The Liability on Your Balance Sheet You May Be Underestimating

From Compliance to Competitive Edge: The Five Stages of Actuarial Value

August 10, 2026CAPITAL: Asset Rich and Cash Poor Is a Choice, Not a Condition

August 10, 2026GOVERNANCE :The Board That Meets Once a Year Is Not a Board

August 9, 2026DEPENDENCE: Key-Person Risk Is a Valuation Discount, Not a Compliment

August 9, 2026VISIBILITY: Why Caribbean Private Companies Are Worth Less Than Their Owners Think — and How to Fix It

August 6, 2026One Page, Every Quarter

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