Insights-Model-Validation

Insights
Model validation
April 2013
Effective model validation – embedding trust
Introduction
Despite the fact most recent model validation
activity, particularly in Europe, has undoubtedly
been compliance driven, the purpose of a validation
process is to provide the board and senior
management, and by extension investors and rating
agencies, with confidence in the robustness of a
model and its results. Management’s trust in models
is, after all, a key component in the embedding of
risk management practices that evolve from them.
It is only when senior management trusts the model
that they are likely to use it to support their decision
making processes. From an external perspective,
this is hardly an unrealistic expectation. What
would be the reputational impact for a business
that for example, took strategic or critical business
decisions on the basis of information that they did
not know to be valid or the extent to which it could be
relied upon?
Both the process and the results of a validation
exercise enable the insurer to better understand
a risk model’s capabilities and limitations, and to
confirm that the model and processes supporting
it are adequate and appropriate for its use.
Model validation also promotes a continuous model
improvement process, confirming areas of strength
in the model and identifying model weaknesses and
limitations in the calculation methods, assumptions
and/or key processes supporting these calculations.
Continuum of model value
With the deliberations over the final Solvency II
rules and implementation date continuing, insurers
have a fresh opportunity to generate extra value
from the compliance work already undertaken and
move the model validation regulatory standards
further into ‘business as usual’ practices. After all,
to review and validate that the appropriate risk and
capital management processes are in place, is good
business practice.
On the same basis, this principle also holds true
for the Own Risk and Solvency Assessment (ORSA).
Is this not to be relied on? It is true that the burden
of proof is not required to be as high. However, that
does not invalidate the principle.
Validation is described by the European Insurance
and Occupational Pensions Authority (EIOPA) in the
Solvency II context as a ‘set of tools and processes
used by the undertaking to gain confidence over the
results, design, workings and other processes within
the internal model.’ 1
More broadly, we believe that for validation to
contribute to the generation of model value, it has
to consider the stages shown in Figure 01.
Effective
validation process
Use model in
decision making
‘embedding’
Continuous model improvement
Build model
trust
Figure 01. Continuum of model value

Insights | April 2013
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These four stages are described below.
1. Effective validation process
The need to demonstrate compliance with
regulatory Solvency II standards and justify
the selection and design of validation tests
has proved a challenge for many insurers.
According to the Towers Watson Global ERM survey
(see Figure 02), more than 40% of respondents
listed it as a key issue in the implementation of
their economic capital methodology.2
Analysis and
reporting
Planning
Execution
Review
and
scoring
Continuous model
improvement
Figure 03. Validation process cycle
Figure 02. What do you see as key challenges in the implementation
of the economic capital methodology/model?
0 10 20 30 40 50 60
Availability of skilled resources
Developing a cost-effective validation process
Developing an independent team with sufficiently knowledgeable experts who
would be in a position to challenge the assumptions adopted
Calibrating insurance risk distributions/stresses
Calibrating operational risk distributions/stresses
Calibrating market/credit risk distributions/stresses
Technology (for example, model run time)
Other
Applying and justifying expert judgement used in calibration
Determining appropriate approach or methodology
5858
5050
3737
4141
4141
3939
4545
4040
3434
1111
Percentage
Source: Seventh biennial Global Enterprise Risk Management Survey, Towers Watson, November 2012
Effective validation requires a consistent
approach across all validation aspects of the
model. However, to make this both of value and
practical, it will need to give due consideration
to materiality and proportionality based upon
business complexities.
We know from our experience over many years
that insurers’ models frequently have complex
and unique features, reflecting the nature of their
individual business models. Furthermore, in many
cases, iterative development and improvement
cycles of risk and capital models have taken place.
The resulting complexity, overlaid with the multiplicity
of tests required can create a daunting prospect.
Frequently, this leads to an over-complication of
the validation process itself which may result in an
inefficient approach or, in the worst case scenarios,
the need for a complete re-think.
Towers Watson has developed a robust practical
process which provides a straightforward route
through multi-dimensional validation requirements,
providing a clear line of sight from the compliance
and wider business applications to the Board
sign-off of the model (see Figure 03). Importantly,
the process is underpinned by a validation
management tool that supports the planning,
design, execution, review and reporting stages.

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The planning phase
The process starts with the definition of the
scope of the model validation which is driven by
the scope of the risk model, the validation policy
and the business and compliance requirements.
This in turn is the basis for the development of
the validation plan. The plan is critical to success
as it will guide the validation effort and assist in
demonstrating validation of key model components
in accordance with the validation policy and the
regulatory requirements.
During this phase, we will normally define
and document quantitative and qualitative tests
for each validation aspect, by risk model, with
explicit reference to any business metrics and
regulatory requirements. A pass/fail criterion will
be set for each test to ensure that a robust and
consistent approach is applied throughout the
validation process.
The execution phase
This focuses on the execution of the tests,
both quantitative and qualitative, in relation to
the pass/fail criteria specified. The execution of
the validation will be performed according to the
validation testing plan. Normally, the quantitative
testing tends to be executed by technical members
of staff, for example, actuaries, due to the skills
required to understand and challenge independently
the methodologies behind the calculations. The
qualitative testing is normally performed by the
risk team and/or the internal audit team.
An important consideration during the execution
of the testing is independence; independence
from model design, build, parameterisation,
operation and use of the risk model. This is
not only a regulatory requirement but provides
independent challenge to modelling processes,
inputs and outputs.
The execution of the validation process can be
a lengthy process, taking up to several weeks,
depending on the scope and complexity of the
model, the availability of resources and the
completeness of the documentation. To ensure
that this process remains focused and that
identified issues are raised and acted upon
early, a regular monitoring of the validation
activity is recommended.
The review and scoring phase
This is aimed at reviewing the results of the
validation tests executed and scoring them
according to the pass/fail criteria set up at the
planning phase. Any ‘fail’ results and recommended
actions will be recorded and escalated according to
the procedures set up in the validation policy.
The analysis and reporting phase
This focuses on the documentation of the
results of the validation process in the form of a
detailed validation report and possibly, an executive
summary report. The detailed validation report will
include: confirmation statements, scope of the
validation process, validation governance, results
of the validation process, validation tests applied,
any limitations identified and recommendations for
model improvement.
Reporting also needs to recognise that
validation is an iterative process, rather than
a one-off event, designed to periodically refine
validation tools in response to changing market
and operating conditions.
2. Build model trust
As the whole purpose of validation is to build trust
in the model with the people who use it and will
need to rely upon it, communication is key.
This will be helped by demonstrating and
communicating that model validation is an
asset to the business and not just a regulatory
hurdle. Due to the multi-disciplinary nature of
the validation process, it is not just the actuarial
and risk teams who will need to be involved. For
example, evidence of model discussion, challenge
and use will be essential, which could require input
from a wide range of people across the business,
including company secretaries to provide agendas
and minutes of key meetings, product and pricing
teams to articulate how they use model output to
support their decision making process, and so
on. This process will improve the wider business
buy-in and understanding of the model’s strengths
and its limitations.
The validation report is a particularly important tool
to improve senior management’s understanding
of and trust in the model. The validation report
will detail the work carried out to confirm the
robustness and adequacy of the internal model
for the calculation of the company’s solvency
capital requirements. Areas such as methods,
data, assumptions, governance, systems and IT,
documentation and model use will be assessed
not only against Solvency II standards but also in
relation to the insurer’s intended use of the model
and the nature and materiality of its risks. As this
report is aimed at senior management and not
only at the regulator, the target audience needs
to be considered in the production of the report
and therefore, the validation report cannot be
unnecessarily technical or complex.

4 towerswatson.com
The validation results should provide senior
management and the wider business with
confidence on the appropriateness of the
model to be used as intended. As we mentioned
earlier, the validation process is not a one-off
event but an iterative process that will have to take
place at least once a year, improving the model
and the processes around it. As this process is
repeated, the wider business will become more
familiar with the validation processes and practices,
improving its understanding and trust in the model
as a useful tool to provide new insights into the
decision-making processes.
3. Use model in decision
making – ‘embedding’
Validation is a key component of the internal model
governance and plays a critical role in the business
wide buy-in of the model to support key business
decisions. After all, if senior management is not
confident in the robustness of the model inputs,
adequacy of the methodologies applied, and
appropriateness of governance structures, they are
unlikely to make any material use of the information
coming out of the model to inform their decisions.
Risk models, whether they be specifically developed
to meet a regulatory need or for a broader business
application, will be of limited value if the wider
business does not use it to improve their risk
management to drive potential financial benefits and
gain competitive market advantage. However,
to embed a risk model in the business requires
time. Back in 2007, the FSA said that it would take
up to five years to fully embed an internal model
in an organisation.3
So in theory, an insurer that
started such a process at the time of this statement
should now have a fully embedded model. But is
this really the case? In our experience, the process
is iterative and thinking about the approach to
validation as early in the process as possible
can add value even in the model design stage by
challenging initial preconceptions.
Embedding a model is a significant change
programme that requires the early engagement
of senior management in understanding the model
and its role in the business. A robust validation
programme helps to build their trust in the model
and its results.
““Embedding a model is a significant
change programme that requires
the early engagement of senior
management in understanding the
model and its role in the business.”
4. Continuous model improvement
Validation plays a key role in model improvement
and on-going development programme, as it will
help to highlight weaknesses and shed light on
its limitations.
This helps not only to set the context for the
reliance that decision-makers should place on the
model but also to reinforce the foundation principle
of the Solvency II Use Test that ‘the undertaking’s
use of the internal model shall be sufficiently
material to result in pressure to improve the quality
of the internal model’.2
Creating a ‘virtuous circle’ of model improvement
and validation improvement therefore helps to
generate greater efficiencies in the validation
process itself, which enables it to evolve alongside
changes in the model to address different areas.
This should help the insurer to hone its model
towards areas of greatest value to the business,
both for its risk profile and to assist in identifying
and assessing business opportunities, and so to
maintain a competitive edge.
Solvency II is therefore a start point rather than an
end point for effective validation. The sooner the
validation process and wider model processes are
adopted into ‘business as usual’ the more efficient
this will become.

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Conclusion
Validation provides an excellent opportunity
to build and improve the trust in a model by
the wider business. The Board and senior
management need to be confident that models
comply with all requirements such as regulatory
and supervisory rules (model standards or
standard models) including conditions required
subsequent to approval, internal policies, and
professional guidance. But they also need
the confidence to use the model effectively in
decision making to add value to the business
through risk and reward optimisation and to
pass the Use Test.
In isolation, the process of demonstrating that
an internal model meets the requirements
of the Solvency II Directive could become
overcomplicated and costly. Therefore, it is
important that a practical and effective process
is applied, involving senior management from
the outset and ensuring that companies do
not lose perspective of the ultimate target
of this process, which is ‘to demonstrate that
the model is fit for purpose and reflects the
insurer’s risk profile’.
Validation is a key step towards approval to
use an internal model. If properly designed and
implemented, the validation process has the
potential to enable continuous improvement
and enhancement of the internal model and,
as a consequence, improving the company’s
understanding and management of risks.
Viewed in this way, Solvency II compliance is
almost a by-product of effective validation (even
though it must be explicitly carried out). The
real value to the business is the creation of an
effective and efficient framework for enabling
greater – and justifiable – trust in the model to
enable better informed decision making and
better value for the business.
“The Board and senior management need to be confident
that models comply with all requirements such as regulatory
and supervisory rules…But they also need the confidence
to use the model eﬀectively in decision making to add
value to the business.”

6 towerswatson.com
How Towers Watson can help
your company
Towers Watson has extensive experience in
assisting clients in the UK and in Europe validating
their risk models and contributing to build senior
management trust in model results. Our approach to
validation can be tailored to meet clients’ needs.
We can assist our clients in the following roles:
•• Designing and implementing an ‘end-to-end’
validation framework and process.
•• Supporting quantitative and/or clients’
validation processes.
•• Independently validating target model
components, such as market risk, insurance risk,
data, and documentation.
•• Documenting validation testing, including drafting
of the validation policy and validation report.
Why Towers Watson
•• Pragmatic, tried and tested validation approach.
It is easy to overcomplicate validation. Our
approach has been applied in Lloyds of London
firms who have already submitted internal
models for approval. What does this mean?
Certainty that the validation exercise will deliver
efficiently, covering all aspects required in a
cost-effective manner.
•• Validation tools. We have invested in tools that
have mapped the Solvency II Directive to activities
and developed tests that can be performed to
validate compliance with each element of the
Directive. What does this mean? Certainty that
the work will focus on the line of sight from the
business and regulatory objectives to the
required work.
•• The right experts for the right task. We are
able to draw on specialists in each relevant
area requiring validation, including investment
professionals to review market risk. This leads
to certainty that the right level of expertise,
judgement and experience is being deployed to
the validation exercise.
•• Thought leadership. We invest and innovate
constantly for the benefit of our clients, such as
the development of methods to validate proxy
models. This ensures certainty that the validation
is supported by the most up-to-date knowledge of
best and typical practice, ensuring no surprises.
Further information
For more information contact
Mike Wilkinson
+44 20 7170 3018
mike.wilkinson@towerswatson.com
Patricia Mackenzie
+44 20 7170 3020
patricia.mackenzie@towerswatson.com
Footnotes
1 Advice for Level 2 Implementing measures on Solvency II:
Articles 120 to 126 Tests and Standards for Internal
Model Approval.
2 Seventh biennial Global Enterprise Risk Management Survey,
Towers Watson, November 2012.
3 FSA, Insurance Sector Briefing, ICAS – Lessons learned
and looking ahead to Solvency 2, Section 4.20, October 2007.
4 CEIOPS-DOC-48/09, Level 2 Implementing Measures on
Solvency II, Articles 120 -126, Foundation Principle, Use Test,
October 2009.

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About Towers Watson
Towers Watson is a leading global professional services
company that helps organisations improve performance
through effective people, risk and financial management.
With 14,000 associates around the world, we offer
solutions in the areas of benefits, talent management,
rewards, and risk and capital management.
Towers Watson is represented in the UK by Towers Watson Limited
and Towers Watson Capital Markets Limited.
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and guidance. Action should not be taken on the basis of
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Copyright © 2013 Towers Watson. All rights reserved.
TW-EU-2013-30671. April 2013.
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