Business Day (Nigeria)

Life insurers relevance in capital markets declining -Mckinsey report

- By Dipo Oladehinde

THE lack of returns after the cost of capital, muted growth, high volatility in earnings, the opacity of risks and sources of earnings and value, and lack of individual insurer performanc­e mobility have caused the global life insurance industry to gradually lose its relevance with investors, particular­ly in the public markets, a report by the global consulting firm, Mckinsey & Company said.

The report, “Global Insurance Report 2023: Reimaginin­g life insurance”, said amid the increasing instabilit­y in the life and retirement industry over the recent decades, pockets of optimism and opportunit­y exist for insurers who can identify, invest in, and capitalise on their distinctiv­e capabiliti­es to meet the expectatio­ns of their owners and stakeholde­rs.

Elaboratin­g on the recent challenges, Mckinsey said insurers haven’t been growing at the same rate as the economies in which they operate, while the industry has struggled to generate profitable returns after the cost of capital.

“This trend is most apparent in the United States, where the largest US life insurers’ share of market capitaliza­tion relative to other financial-services peers has decreased over the past 35 years— from 40 percent in 1985 to 17 percent in 2005 to only 9 percent in 2020,” Mckinsey said.

Mckinsey said shifting industry structure will create new opportunit­ies for where and how life insurers create value, elevating the industry’s relevance to consumers and its attractive­ness to investors.

It said insurers will have to chart a course through these shifts and choose their mode of value creation, which will be partly informed by their organisati­onal goals and investor expectatio­ns.

“In the life and retirement industry, six themes dominate the investment attraction agenda: topria’s or market share growth, diversific­ation (via geographie­s and products), societal and customer impact, low volatility of results and dividends, ROE, and capital generation,” the report said.

“Insurance companies are likely to focus on some combinatio­n of these themes based on their ownership type and specific owners. Even within the broader classifica­tions of insurers, however, individual insurers will have unique situations—and thus unique expectatio­ns,” it said.

On how to respond to organisati­onal goals and investor expectatio­ns, the report suggested that insurers backed by private capital and alternativ­e-asset-management players could proactivel­y develop new growth vectors, such as more flow-based business beyond pure legacy M&A and internatio­nal or geographic expansion.

“They may also continue to strengthen risk management capabiliti­es (given the relatively higher-risk profile of their investment portfolio), further enhance their investment management capabiliti­es through more dynamic portfolio rebalancin­g, and develop additional sources of value creation beyond pure investment alpha (for example, by becoming more ingrained in operations and technology to find value),” it said.

For mutuals, Mckinsey said they could innovate more in their product offerings to capture growth through distinctiv­e product specialisa­tion that better matches customer needs, as well as to transform their distributi­on and customer engagement capabiliti­es. They could also focus on their operationa­l efficienci­es to bring down costs and focus on their quality of governance to improve productivi­ty and capital allocation, it said.

On their part, stocktrade­d insurers need to address the issue of where they have unique competitiv­e advantage and can generate capital, such as in certain geographie­s, lines of business, or parts of the value chain, Mckinsey said.

“For example, these insurers may build or partner with others to achieve table stakes investment-management capabiliti­es, which would help them compete with insurers backed by private capital or alternativ­e-assetmanag­ement players and take advantage of opportunit­ies that others are slow to capture. They might also want to find innovative ways to harness their growth opportunit­ies and ensure they are properly valued by investors,” it said.

 ?? ?? L-R: Temitope Ajanaku, group head, finance and admin, Xpress Payments; Parker Lin, vice president, Newland NPT; Markie Idowu, MD/CEO, Xpress Payments; Woods Chen, technical director, Newland NPT, and Leo Liu, product director, Newland NPT, at the Newland NPT, One of the Leading Global Original Equipment Manufactur­ers(oems) in the Payment Terminal Industry in the World, Hosting Xpress Payment Solutions, Banks and Payment Terminal Service Providers (PTSPS) to a Dinner at Radisson Blu Anchorage Hotel, Victoria Island, Lagos, recently.
L-R: Temitope Ajanaku, group head, finance and admin, Xpress Payments; Parker Lin, vice president, Newland NPT; Markie Idowu, MD/CEO, Xpress Payments; Woods Chen, technical director, Newland NPT, and Leo Liu, product director, Newland NPT, at the Newland NPT, One of the Leading Global Original Equipment Manufactur­ers(oems) in the Payment Terminal Industry in the World, Hosting Xpress Payment Solutions, Banks and Payment Terminal Service Providers (PTSPS) to a Dinner at Radisson Blu Anchorage Hotel, Victoria Island, Lagos, recently.

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