Surrendering a policy: When should you do it — and should you at all?

Surrendering a policy: When should you do it — and should you at all?

As the pandemic hit lives, the economy, and livelihoods, 2021-22 witnessed a sharp spike in insurance policies being surrendered ahead of their maturity. Data show that more than 2.3 crore life insurance policies were surrendered during the year — more than three times the number of policies (69.78 lakh) surrendered in 2020-21.

It is ironical that at a time when one is in desperate need of his/ her money, while surrendering a traditional policy (endowment or money back), policyholders in the majority of cases end up with a surrender value that is even lower than the premiums paid.
In case of unit-linked plans, it may result in lower returns on the capital investment. It is, therefore, very important to understand the pitfalls of surrendering, and to evaluate all options before you decide to do so.
What should you look for before surrendering your policy?
The first thing that one needs to check is the surrender value. “Often, people don’t check the surrender value, and assume that the current value of the policy is what they will get if they surrender. It is only later that they realise that what they have received is much less than the current value. So one must check the surrender value before taking the decision,” said Surya Bhatia, founder, AM Unicorn Professional.
Advisers say that policyholders must also evaluate the reason for surrendering the policy, and the various options they can explore with insurance companies. Individuals must look at the reason for surrender — whether they need the money or they think they can’t make future premium payments — and accordingly make their decision.
If one is looking to surrender the policy because they believe they can’t pay future premiums, the policyholder must reconsider.

“After you finish with the minimum period of paying premiums, you have the option to either surrender or stop paying further premiums. Very often this is referred to as paid-up status, where you stop paying the premium and the benefits of your policy reduce proportionately in line with the reduced payment period, Vishal Dhawan, founder, Plan Ahead Wealth Advisors, said.
“So,” he said, “if someone needs to control future cash flows, the individual must explore the paid-up option. Many a time, paid-up options are not looked at by people, and they think that they can either continue or surrender.”
If one is in need of money, one can consider taking a loan against the policy, if the requirement is for a temporary period.
In cases where one is looking to surrender the policy to avoid risk of asset class (volatility in equity markets) in case of Ulips, one has the option to move the money from equity underlying fund to something that is debt-oriented.
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What are the impacts of surrendering a policy?
There are several pitfalls, including losing the insurance cover linked to the policy.
The biggest impact that premature surrendering has is on the return you get out of the policy, as surrender value is much less than what you can get on maturity.
There is no standard answer as to what a surrender value can be — it depends upon the kind of policy (traditional or unit linked), years of premium paid, and term of the policy.
Financial experts say that in case of money-back, endowment, and whole life plans, individuals suffer big losses on account of surrendering the policy and can lose around 50 per cent of the premium paid.
In case of Ulips, since they can’t be surrendered till the fifth year and can only be done at the end of the sixth year, experts say that there is not much loss. However, it does impact the return for the investors because of early termination of the policy.
Another impact is on the aspect of taxation. “People often miss the fact that while the policy is tax-free at maturity, if you surrender ahead of maturity, you miss out on that as it attracts tax at the marginal tax rate applicable to the individual policyholder,” Bhatia said.
Should you surrender your policy at all?
As the drawbacks of surrendering are many, financial advisers suggest that it should be one of the last options. It is advisable that when in need of money, investors should carefully look at their entire investment corpus — mutual funds, insurance policy, fixed deposits, bonds, etc. — and after understanding the implications of giving up each of them, they should figure out which one should go first, and which should be taken up last.
“When you explore all the options and take a measured approach, you will end up taking a better decision, Dhawan said. He added that “while one can still do it with investment policies, it is crucial that one doesn’t do it with term policies”.
Bhatia said that surrendering a policy should be the last resort. “Explore other options. Only in the case of Ulip plans, if the policy is not working according to the plan, you may look to surrender — but that too to reinvest in a better performing policy or other financial instrument,” he said.

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New business premiums of life insurance companies jump 91% in July

New business premiums of life insurance companies jump 91% in July

New business premiums (NBP) of life insurance companies jumped 91 per cent year-on-year (YoY) in July, thanks to strong premium growth of state-owned Life Insurance Corporation (LIC).

According to data released by the Insurance Regulatory and Development Authority of India (Irdai), life insurers reported NBP of Rs 39,078.90 crore in July. While LIC’s NBP jumped 142 per cent to Rs 29,116.68 crore year-on-year, private insurers’ NBP grew 18.5 per cent to Rs 9,962.22 crore. In June, the life insurance industry grew 4.15 per cent in NBP, mainly due to the contraction in LIC’s premiums.

NBP is the premium acquired from new policies for a particular year. It is the sum total of first year premium and single premium accounted for during the year.

LIC’s strong premium growth in July is primarily on the back of a jump in group single premium and non-single premium. Private insurers have also reported sound growth in group single premiums and group renewal premium.

Among the top life insurers in terms of market share, SBI Life’s NBP was up 29 per cent in July, while ICICI Prudential Life’s NBP rose by 16.20 per cent, and Max Life’s increased by just 1.67 per cent. On the other hand, HDFC Life reported a contraction of 6 per cent in NBP during the same period.

In FY23 so far, life insurers’ have reported a 54 per cent YoY increase in premiums to Rs 1.12 trillion, with LIC’s premium witnessing 62 per cent growth and private insurers growing 39 per cent YoY. In the April-June quarter (Q1FY23), life insurers saw their NBP rise by 40 per cent over the same period a year ago, on account of lower base.

LIC has gained over 315 basis points in market share from June to July. Since March, LIC has gained over 500 basis points in market share in NBP terms.

The general consensus is that the premium growth of life insurers will remain healthy this year, given it’s the first year without any restrictions. While it is expected that demand for term, annuity, and guaranteed products will remain robust, unit-linked products may take a hit, given the volatility in equity markets.

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Irdai gives indicative premium growth targets to non-life insurers

Irdai gives indicative premium growth targets to non-life insurers

The Insurance Regulatory and Development Authority of India (Irdai) has prescribed aspirational targets for non-life insurance industry, days after doing the same for life insurance companies. The aim is to increase the general insurance penetration to 2.52 per cent by FY27 from the current 1 per cent as of FY21, people aware of the development said. The regulator wants to increase the general insurance premiums to Rs 11.7 trillion by FY27 from Rs 2.2 trillion as of FY22. In FY22, the non-life insurance industry premiums grew by just 11 per cent over the previous year, data put out by the regulator showed. According to the Irdai’s annual report, as of FY21, non-life insurance penetration in the country is just 1 per cent (see box). Insurance penetration is measured as a percentage of GDP. “The regulator has a vision to see the general insurance market growing from Rs 2 trillion to over Rs 11 trillion, and as a result increase the general insurance penetration. To achieve this, they are looking at making a lot of regulatory changes. The regulator has given individual targets to companies based on their growth and various parameters. The only reason to prescribe targets is to increase penetration. The idea is that coverage should be improved substantially,” said a private sector general executive, who is aware of the development. Email sent to Irdai did not elicit a response till the time of going to press. All non-life insurance companies, including private sector general insurers, public sector general insurers, standalone health insurers, and specialised general PSU insurers, have been growth targets for the next five years. Large traditional non-life insurance companies such as ICICI Lombard, HDFC Ergo, Bajaj Allianz General, have been given premium growth targets of 40 per cent, 38 per cent, and 38 per cent, respectively, for the next five years. Some companies have got growth targets of over 100 per cent. While public sector insurers have been asked to increase their premiums by 25 per cent every year, private sector general insurers have been given a premium growth target of over 40 per cent every year. On the other hand, standalone health insurers have been given premium growth targets of over 48 per cent every year. “The aspirational targets are like a road map for companies as the regulator is seriously looking at increasing the penetration. In five years, the regulator is asking the sector to reach premiums worth Rs 12 trillion from Rs 2.2 trillion. They have also asked companies to own up certain states and districts and work towards increasing penetration in those places,” said another senior insurance executive aware of the development. These are aspirational targets so there will be no repercussions if the companies fail to achieve the target. There will be regular reviews on where the companies have reached, the person quoted above said. Earlier, Irdai had proposed premium growth targets over a five-year period for life insurance companies, in a bid to double insurance penetration in the country. In an e-mailed communication to MDs and CEOs of life insurance companies, the insurance regulator suggested a gross written premium (GWP) growth target for each insurer. For top-tier companies, it proposed a target of 30 per cent compound annual growth rate (CAGR) in GWP over five years and for smaller companies it suggested 50 per cent CAGR growth. In the last few months, Irdai has brought in a number of changes to ease the regulatory environment in which the companies operate. It has introduced “use & file” procedure for almost all non-life insurance products and some life insurance products. It has also reduced the capital that needs to be blocked in respect of certain products so that the freed up capital can be utilized in a better way to increase coverage. Low market penetration

  • 1% Non-life insurance
  • 3.2% life insurance
  • 4.2% Overall insurance

Source: Irdai annual report for FY21

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Irdai wants life insurance firms to eye 50% premium growth in 5 years

Irdai wants life insurance firms to eye 50% premium growth in 5 years

In a first-of-its-kind advisory, the Insurance Regulatory and Development Authority of India (Irdai) has proposed premium growth targets over a five-year period for life insurance companies, in a bid to double insurance penetration in the country.

In e-mail communications to the MDs and CEOs of life insurance companies, the insurance regulator has suggested a gross written premium (GWP) growth target for each insurer.

“Irdai has given each life insurer indicative targets in terms of total GWP for the next five years,” said Rushabh Gandhi, deputy CEO, IndiaFirst Life Insurance, told Business Standard. “It has also offered to discuss any regulatory support that the insurer may need to meet the target. Overall, this will help increase the insurance penetration in the country substantially.”

While Irdai has proposed a target of 30 per cent compound annual growth rate (CAGR) in GWP over five years for top-tier insurers because of their large base, it has suggested 50 per cent CAGR for smaller companies.

GWP is the sum of new business premium and renewal premium. The regulator has also identified a state for each insurer where it should spearhead the push for increased insurance penetration.

“Irdai has sent separate e-mails to individual companies prescribing growth targets. All life insurance companies have been given targets. The regulator aims to grow insurance penetration in the country over the next five years. The insurance penetration as a percentage of GDP is low and the regulator wants to double it in the next five years. If every insurance company drives growth, the overall insurance penetration will certainly increase,” said the CEO of a life insurance company.

First-of-a-kind advisory

  • Irdai has prescribed targets depending on size and distribution of the company
  • Aim is to increase insurance penetration
  • Large insurers have been given 30% premium growth guidance
  • For smaller companies, it ranges from 40-50%
  • Life insurance penetration is 3.2% while overall insurance penetration stands at 4.20%

Queries over an e-mail sent to Irdai did not elicit a response until the time of going to press.

According to Irdai’s annual report, the life insurance penetration in India is 3.20 per cent and the overall insurance penetration in the country is just 4.20 per cent. Insurance penetration is measured as a percentage of GDP. “Since Irdai has a developmental role, it is perfectly within its realms to prescribe targets to insurance companies,” said an insurance industry veteran.

While the regulator has prescribed targets for individual life insurance companies, there is no clarity on whether insurers will face any action for failing to achieve such targets.

“There is no clarity on what the repercussions would be if companies failed to achieve the target. It’s a five-year plan and it’s not that the regulator will not be asking us to show our progress every two months. As of now, the regulator has not said that part of the remuneration of the MD/CEO shall be linked to such targets,” said the person quoted above.

In the past few months, ever since Debasish Panda took over as chairman of Irdai, the regulator has brought in a slew of changes in regulations, making it easier for insurance companies to create innovative products and bring them to the market.

It has also reduced the compliance burden on insurance companies to an extent.

Irdai extended the “use & file” procedure to most life insurance products, barring individual savings, individual pensions, and annuity products. This essentially means that life insurance companies can launch these products without prior approval from the insurance regulator. It reduced the capital required by insurance companies offering policies under the Pradhan Mantri Jeevan Jyoti Bima Yojana (PMJJBY) by almost 50 per cent.

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Want a lower motor insurance premium? Watch how (often) you drive

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The Insurance Regulatory and Development Authority of India has allowed insurance companies to offer new add-on features to the own damage (OD) component of motor insurance policies. These are ‘Pay as you drive’ (PAYD) and ‘Pay how you drive’ (PHYD). It has also approved the launch of a floater motor policy.  

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Dear Reader,
Business Standard has always strived hard to provide up-to-date information and commentary on developments that are of interest to you and have wider political and economic implications for the country and the world. Your encouragement and constant feedback on how to improve our offering have only made our resolve and commitment to these ideals stronger. Even during these difficult times arising out of Covid-19, we continue to remain committed to keeping you informed and updated with credible news, authoritative views and incisive commentary on topical issues of relevance.
We, however, have a request.
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Support quality journalism and subscribe to Business Standard.
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