2022-23 SGI CANADA Annual Report
Fair value of investments classified as level 3
Level 3 assets and liabilities include financial instruments whose values are determined using internal pricing
models, discounted cash flow methodologies, or similar techniques that are not based on observable market data,
as well as instruments for which the determination of estimated fair value requires significant management
judgment or estimation. Assets classified as Level 3 include the mortgage investment fund and real estate
investment fund. The fair value of these investments is based on the Corporation's shares of the net asset value
of the respective fund, as determined by its investment manager, and used to value purchases and sales of units
in the investments. The primary valuation methods used by the investment managers are as follows:
The fair value for the mortgage investment fund is determined based on market values of the underlying mortgage
investments, calculated by discounting scheduled cash flows through to the estimated maturity of the mortgages
(using spread-based pricing over Government of Canada bonds with a similar term to maturity), subject to
adjustments for liquidity and credit risk.
The fair value of the real estate investment fund is determined based on the most recent appraisals of the
underlying properties. Real estate properties are appraised semi-annually by external, independent professional
real estate appraisers who are accredited through the Appraisal Institute of Canada. Real estate appraisals are
performed in accordance with generally accepted appraisal standards and procedures, and are based primarily
on the discounted cash flow and income capitalization methods.
The fair value of unquoted equity securities is determined by the income approach, through the use of discounted
cash flows.
Risk Management
Risk management is a process for recognizing and addressing risks that could affect the achievement of corporate
objectives. On an annual basis, management reviews the key risks faced by the Corporation by identifying specific risk
events and their potential impact on the Corporation's operations, finances and reputation. Each risk event is rated
based on the likelihood of the event occurring and severity of the consequences if it did occur, both before and after the
application of current mitigations.
The above process results in a risk profile for the Corporation, which is reviewed by the Risk Committee of the Board of
Directors annually. The Corporation's Audit Services department also uses the risk profile in developing its annual work
plan, which provides an assurance component to the Corporation's risk management process.
The following risks represent the most serious threats to the Corporation. Failure to manage any of these risks could
lead to significant operational, financial or reputational damage. The nature of these risks, along with efforts to mitigate
them, is summarized below.
Corporate Transformation
Risk: SGI fails to mature the capabilities required to become a digital insurer.
Mitigation: Digital insurance transformation uses technology and data to improve business processes and procedures,
customer experience, and partner relations. SGI intends to use data and technology to empower its employees and
business partners to add value with each customer interaction. As part of the Corporate Transformation program, SGI
has committed significant business and IT resources to imagine future states of its people, processes and technologies
using a disciplined framework. To ensure employees and partners have necessary supports, training and skills required
as roles and responsibilities evolve and SGI does business differently with its partners, a significant focus has been
establishing a comprehensive enterprise-wide framework with devoted teams to support internal change and partner
change. SGI has also stopped all non-critical business enhancements to its legacy systems. Governance is also in
place to limit any other initiatives outside of Corporate Transformation - other than those deemed to be critical or
mandatory. This allows business and IT resources to focus on the company's Corporate Transformation program and
for change management and workforce planning teams to support employees and partners effectively as part of the
Corporate Transformation program.
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