Building on Strengths.
Annual Report 2016-17 Annual Report 2016-17
3 Building on Strengths.
India is a vast and complex country with deep cultural traditions and habits. As an emerging market with growing prosperity, the Indian financial services industry is evolving in terms of the savings and investment behaviour of its people, their growing income levels, changing lifestyle and increased access to information.
We, at Reliance Nippon Life Insurance Company, are excited about the opportunities that India’s large and growing life insurance industry offers, and we aim to play a meaningful role. As India matures into a global economic powerhouse, we have committed to charting a differentiated path towards building on our strengths and being future ready.
Reliance Nippon Life Insurance Company has a very large and robust distribution network that covers the length and the breadth of India’s urban, semi-urban and rural geographies. We are very closely connected with India’s under-protected and under- insured markets and are on course to taking affordable insurance to every Indian. We aspire to offer prosperity solutions to each Indian at every stage of their life.
Reliance Nippon Life Insurance Company is fostered by the long-term commitment of two of the most prominent financial brands from India and Japan - Reliance Capital and Nippon Life. Our investments into developing the finest people, process and technology capabilities stand testimonial to our unflinching commitment to play a large and meaningful role in the times ahead. We believe that our extensive distribution channel, largest for any private insurer, gives us the ability to reach out to emerging commercial centres which are ably aided by our traditional, non- conventional and digital distribution channels.
While we traverse through our transformational journey, we maintain a sharp focus on delivering financial protection to every Indian and emerging as the most preferred life insurer in India. ABOUT / REPORTS FINANCIALS
1 Annual Report 2016-17
A DIFFERENTIATED BUSINESS MODEL THAT IS PINNED BY CUSTOMER-CENTRICITY.
2 ABOUT / REPORTS FINANCIALS
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AN UNRIVALED NATIONAL FOOTPRINT AMONGST PRIVATE-SECTOR LIFE INSURERS.
4 ABOUT / REPORTS FINANCIALS
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STRONG PARENTAGE WITH DECADES OF EXPERIENCE IN PROTECTION AND PROSPERITY SOLUTIONS.
6 ABOUT / REPORTS FINANCIALS
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COMMITTED TO INDIA. COMMITTED TO VALUE CREATION IN LIFE INSURANCE.
8 ABOUT / REPORTS FINANCIALS
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AT A GLANCE Reliance Nippon Life Insurance Company offers a range of individual and group insurance solutions. The Company offers a total of 37 products that fulfill the savings and protection needs of customers. Of these, 27 are targeted at individual and 10 at group businesses. The Company’s distribution network comprises 747 branches across cities and towns.
CONTENTS
AT A GLANCE 10 MESSAGE FROM PRESIDENT, NIPPON LIFE 12 MESSAGE FROM EXECUTIVE DIRECTOR, RELIANCE CAPITAL 14 MESSAGE FROM CEO, RELIANCE NIPPON LIFE 16 MEMBERS OF THE EXECUTIVE COUNCIL 20 CORPORATE INFORMATION 22 CUSTOMER CENTRICITY IS OUR CENTRAL AIM 24 DISTRIBUTION EXCELLENCE: OUR KEY COMPETITIVE DIFFERENTIATOR 28 MANAGEMENT DISCUSSION & ANALYSIS 36 BOARD’S REPORT 56 CORPORATE GOVERNANCE REPORT 88 MANAGEMENT’S REPORT 102 AUDITORS’ REPORT 107 FINANCIAL STATEMENTS 114
10 13th Month Persistency % 747 Branches 59.3% 64.8% FY2016 FY2017 162,276 Financial Advisors
Assets Under Management - ` Crore 9,000 Employees
15,970 17,253 95.21% FY2016 FY2017 Claims Settlement Ratio %
` 14,994,827 Opex to GWP Ratio % Capital Employed (‘000)
23% 33% FY2017 ` 12,772,022 FY2016 Net Worth (‘000) ABOUT / REPORTS FINANCIALS
11 Yoshinobu Tsutsui President, Nippon Life
12 MESSAGE FROM PRESIDENT, NIPPON LIFE
Dear Friends,
Since Nippon Life’s first investment in Reliance Life in To fulfil our responsibility to our customers to provide long 2011, both companies have been actively exchanging term, stable protection and also return value, Nippon Life personnel from top management to ground level. By has always placed great importance on maintaining a sharing experiences that ended up not only as success, long term view. We also have a company wide policy that but also those of failure, and by learning from each other emphasizes “Customer Centric”, and has been building and elevating each other, we have been deepening our customer trust by responding to each and every customer partnership in various areas. Such developments led to the request faithfully and sincerely. Based on such beliefs, additional investment in 2016. Symbolizing our strong and Nippon Life has been able to be a top runner in the industry solid relationship, the Company’s name has been changed for many years. to ‘Reliance Nippon Life Insurance Company’. Although we are in different countries surrounded by a During the long history of Nippon Life, there has never been different environment, Reliance Nippon Life shares the same any partnership that had built such a strong bond in such beliefs and will continue to be the face of the industry for a short period of time as 6 years. I believe this was only years to come. possible because we were not just a business partner, but two companies that share the same belief. Nippon Life promises to continue supporting Reliance Nippon Life based on the relationship we have built through the years and achieve further growth and development.
Best Wishes Yoshinobu Tsutsui ABOUT / REPORTS FINANCIALS
13 Anmol Ambani Executive Director, Reliance Capital
14 MESSAGE FROM EXECUTIVE DIRECTOR, RELIANCE CAPITAL
Dear Stakeholders,
The last three years have been transformational years At Reliance Nippon Life, the focus has always been on for India. The vibrant economy, improved ease of doing sustainable growth. Over the last year, the Company business and new-age opportunities that India offers in has weeded out unprofitable and poor quality the global context have culminated into exciting times for business, resulting in right sizing the expense base and consumers and entrepreneurs. With growth in income corresponding reduction in premium growth. As a result of levels, India is spending more, and saving more in per these initiatives, the Company achieved superior quality of capita terms. Data further indicates that with growth in business which reflects across business quality parameters income levels, household savings are increasingly being – persistency, claims settlement ratio, customer complaints etc. channelized into life insurance products, which indicates a strong industry growth in the times ahead. Your Company is blessed with formidable pedigree with decades of experience in protecting life and providing Life Insurance business has been a key business area for financial independence to individuals. We continue to make Reliance Capital – one of India’s leading and most valuable industry leading investment in further strengthening our financial services companies in the private sector. With over distribution capabilities; providing training to our sales team ` 350,000 crore of Assets under management, a workforce to deliver meaningful products and services that meet life of over 22,000 servicing over 2 crore customers, Reliance cycle needs of our customers. Capital is gearing for the next level of growth. Looking ahead, Reliance Nippon Life Insurance Company In FY2017, Reliance Nippon Life Insurance Company is at a cusp of a significant transformation. We stand at an completed 6 years of a commendable partnership with inflection point from where we wish to significantly improve Nippon Life. Together we have made significant inroads our customers’ experience; revitalize our sales team; deliver with a nationwide footprint of over 700 offices; over 1.2 crore profitable product mix, improved quality of business and policies issued since inception, and an AUM of over aggressively pursue digital innovation. I look forward to ` 17,000 crore as at March 31, 2017. travelling this journey of creating the most respected and enduring life insurance company with the help and support of all our stakeholders.
Best Wishes Anmol Ambani ABOUT / REPORTS FINANCIALS
15 Ashish Vohra Executive Director & CEO, Reliance Nippon Life
16 MESSAGE FROM CEO, RELIANCE NIPPON LIFE
Dear Stakeholders,
The fiscal year 2017 has been a landmark year for the FY2017 REVIEW Indian economy, specifically for India’s life insurance sector. The demonetization initiative of the government has At Reliance Nippon Life Insurance Company, we pride been the turning point for the Indian economy, bringing ourselves on making industry leading investments, many of the hitherto cash businesses into the fold of the creating one of the widest distribution networks in the formal economy. While India underwent a momentary business. With over 700 branches pan India, we have a economic uncertainty, it, however, rebounded strongly strong geographical reach that gears us for tapping into with the economy growing by 7% during the quarter the enormous growth potential within our markets. Our of demonetization. There has been a resurgent global distribution strategy is guided by our vision to reach out to confidence in the Indian economy with unprecedented every Indian to offer affordable protection and investment inflows into both debt and equity capital markets. solutions.
This economic exuberance also reflects in the performance We maintain our customers at the centre of all our of the Life Insurance sector. In FY2017, the private industry endeavours and we are focused on building lasting grew by 26.4% with an overall growth led by a ULIP led relationships by proactive engagement and superior strategy of largely Bancassurance supported players. service. During FY2017, the Company earned Total Premium This industry growth has also been complemented by an of ` 4,026.82 crore and First Year Premium of ` 957.27 crore industry-wide focus on improving quality of new business. as at Mar, 2017, our Assets Under Management (AUM) grew by 8% to ` 17,253 crore on a year-on-year basis. Of late, the industry is exhibiting early signs of maturity, reflecting in consolidation and listing plans of leading During FY 2017, Reliance Nippon Life focused on building insurers. The country witnessed the first Initial Public people capabilities and driving a balanced product portfolio Offering by an Insurance Company, with many others strategy. While this approach disadvantaged us in achieving announcing plans of going for public issues over the next growth milestones, we believe that this approach de-risks few years. These developments augur well for the maturity, the company from long term risks and a balanced portfolio competitiveness, public disclosure and governance of the approach helps create long-term benefits for customers, overall industry. distributors, Company and shareholders.
Despite early signs of market maturity, India presents immense growth opportunities for the life insurance business given the largely under penetrated market, growing income levels and increasing awareness of the need for financial protection. ABOUT / REPORTS FINANCIALS
17 Annual Report 2016-17
MESSAGE FROM CEO, RELIANCE NIPPON LIFE
In FY2017, we embarked on developing profitable and THE ROAD AHEAD sustainable distribution partnerships with a focus on quality of business. In FY2017, we exited relationships that yielded Reliance Nippon Life Insurance Company enjoys unrivalled poor quality of business and compromised on customers’ distribution reach amongst private insurers. Going forward, interests and long-term profitability of the Company. In we plan to building on this strength to insure the largely FY2017, the Company has made healthy progress across under-penetrated life insurance market in India. As steps quality parameters. It has achieved 13th month a persistency in this direction, we have embarked on a transformation ratio of 64.8% - the highest ever in the past eight years. journey to realign our people, customer, distribution Our mis-selling complaints came down significantly from operations in line with changing customer preferences, 2.56% in FY2016 to 0.89% in FY2017, and the early claim ratio distributor priorities and adopt new technologies that aid reduced from 32.62% in FY2016 to 26.12% in FY2017. I am in faster service delivery and superior risk assessment. In pleased to share that the Company’s claim settlement ratio the new paradigm, we are adopting a new framework at 95.2% was one of the best amongst the private sector that helps us maximize cross-functional synergies across insurers in the business. product, marketing, distribution, operations, technology and other functional groups.
India’s young population demographics, growing income levels, increasing urbanization including the evolution of smart cities and emergence of new business hubs will create increased opportunities for offering innovative protection solutions for individual and business needs. We believe that India’s large, young and under-insured population presents an attractive opportunity for the Company. We intend to collaborate with re-insurers, distribution partners in developing affordable protection solutions for mass coverage while also creating sophisticated solutions for MSME and SME segments. To effect profitable play in this segment, we are investing in deploying technology solutions that will aid in superior risk assessment, pricing and underwriting.
18 To capitalize on India’s demographic dividend, we are Our people are our most important assets, and delivering focused on garnering a fair share of distributors’ shelf space on our strategy will require us to attract and retain the best that is likely to be available on account of open architecture talent. Looking ahead, we aim to attract a disproportionate for corporate agents/bancassurance. In particular, we are share of top talent across our territories, continue to build on excited about the potential disruptive growth opportunities our high-performance culture and ensure that our focus on through online/digital sales channels. We believe that our customers becomes deeply embedded in our culture. over the next few years, online sales shall contribute to We endeavour to build an entrepreneurial work-culture to a significant share of total insurance distribution in the foster financial prudence, disciplined capital allocation and country. To harness this opportunity, we are focused on strong execution to meet our organizational objectives. simplifying our product suite and adopting an online first approach in our new product, marketing and technology We have set our sails for this exciting and challenging implementation. To be future ready, we are continually journey ahead. We are building on our strengths, making upgrading our Analytics and Business Intelligence strategic investments for a sustainable and profitable capabilities that will help offer customized need based growth built on customer centricity, and we look forward to solutions to our customers. We will continue to invest in our your continued support. digital capabilities – including developing technology, talent and culture that will enable us to be agile, bolder and faster.
With Best Wishes Ashish Vohra ABOUT / REPORTS FINANCIALS
19 Annual Report 2016-17
MEMBERS OF THE EXECUTIVE COUNCIL
ASHISH VOHRA Executive Director & CEO
PRERAK PARMAR SUNIL AGRAWAL SRINIVASAN IYENGAR Chief Distribution Officer Chief Financial Officer Chief Operating Officer
20 PRITHESH CHAUBEY S.V. SUNDER KRISHNAN VIRAL BERAWALA Appointed Actuary Chief Risk Officer Chief Investments Officer ABOUT / REPORTS FINANCIALS
SRINIVAS LADWA KATSUHISA KUMASAKO SHIV TIWARY Chief Human Resources Officer Head - Nippon Representatives Head - Business Transformation
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CORPORATE INFORMATION
Board of Directors Mr. Rajendra Chitale Mr. D. Varadarajan Ms. Renu Challu Prof. Indira J. Parikh Gen. Ved Prakash Malik Mr. Kazuhide Toda Mr. Minoru Kimura Mr. Amit Bapna Mr. Ashish Vohra
Board Committees Board Audit and Compliance Committee Board Risk Management Committee Board Asset Liability Management Committee Board Investment Committee Board Policyholders’ Protection Committee Board With Profits Committee Board Corporate Social Responsibility Committee Board Nomination and Remuneration Committee Board Share Transfer and Allotment Committee
Internal Auditors M/s Ernst & Young, LLP Chartered Accountants
Statutory Auditors: M/s Pathak H.D. & Associates Chartered Accountants M/s Singhi & Co. Chartered Accountants
22 Management Team: Mr. Ashish Vohra Mr. Prerak Parmar Mr. Sunil Agrawal Mr. Srinivasan Iyengar Mr. Prithesh Chaubey Mr. S.V. Sunder Krishnan Mr. Viral Berawala Mr. Srinivas Ladwa Mr. Katsuhisa Kumasako Mr. Shiv Tiwary
Company Secretary Mr. Ashish Lakhtakia
Bankers: HDFC Bank ICICI Bank Standard Chartered Bank State Bank of India Deutsche Bank
Registered Office: H Block, 1st Floor, Dhirubhai Ambani Knowledge City, Kopar Khairane, Navi Mumbai – 400 710
Corporate Office: Reliance Centre, 5th floor, Off Western Express Highway, Santacruz East, Mumbai, Mumbai - City district, Maharashtra - 400 055 ABOUT / REPORTS FINANCIALS
23 Annual Report 2016-17
24 CUSTOMER CENTRICITY IS OUR CENTRAL AIM
OUR MISSION IS TO HELP OUR CLIENTS ACHIEVE PHYSICAL, MENTAL AND FINANCIAL WELL-BEING THROUGHOUT THEIR LIFE, BY EMPLOYING OUR COMPETITIVE ADVANTAGES OF A STRONG SERVICE CULTURE, TECHNOLOGY LED SOLUTIONS AND BRAND RECOGNITION ACROSS OUR BUSINESSES. ABOUT / REPORTS FINANCIALS
25 Annual Report 2016-17
CUSTOMER CENTRICITY IS OUR CENTRAL AIM
At Reliance Nippon Life Insurance, Customer Centricity is not merely a lip-service. For us, it is way of life. We take customer-centricity at face value and hence all our efforts and initiatives are aimed at creating a positive consumer experience at all touch points.
We are focused on leveraging our core strengths to Creating positive and fulfilling customer experience is accelerate the growth of our products and solutions. We an ongoing process and we are seized with bringing aim to further extend our distribution strengths through incremental improvements every day. We have well-defined our industry leading client focused culture. We continue to benchmarking parameters which we monitor consistently. advance our digital strategy by investing in client experience Several practices instituted in the past 3 years; such as technologies. We are providing holistic financial advice, Pre-Issuance Verification Calling (PIVC); and multi-lingual key including a complete suite of insurance, health and wealth information in policy document, among others, have helped products, through a sales force of over 160,000 advisors us to strengthen our on-boarding procedures. located in over 700 branches across India. Furthermore, our strong franchise and deep expertise enable us to provide Our Company’s unrelenting focus on enrichment of complete financial planning services. We are growing our customer experience is evident through the sustained presence in the wealth market through the expansion of our upturn in service metrics over the past years. distribution and our continued investment, whose mandate is to bring together the best asset managers and innovative investment solutions accessible for investors in either our retail (advisor-based market) or institutional business lines. THE COMPLAINTS REPORTED IN Q3 FY2017 WERE AMONG THE LOWEST IN THE INDUSTRY.
Drop in overall complaints ratio* to 1.78% at the close of Complaints of policy mis-selling have dropped sharply FY2017 compared to over 5% in FY2015 from 3.82% in FY2015 to 0.89% at the close of FY2017.
Overall Complaints Ratio Mis-selling Complaints
5.00%
5.08% 5% 4.00% 3.82%
4% 3.00%
3% 2.00% 1.78% 1% 1.00% 0.89%
0% 0.00% FY2015 FY2017 FY2015 FY2017 26 WE ACHIEVED AN ALL-TIME HIGH DEATH CLAIM SETTLEMENT RATIO OF 95.2%
80% dip in the overall complaints - 24313 in FY2015 to The maturity payout settlement ratio rose to 99.06% in 4838 in FY2017. ‘ZERO’ open complaints as on 31-Mar-17. FY2017 from 73.57% in FY2015.
Overall Complaints Maturity Payout Settlement Ratio
26000 24313 100.00% 19500 99.06% 90.00% 13000 80.00% 73.57%
6500 ABOUT / REPORTS FINANCIALS 4838 70.00%
0 60.00% FY2015 FY2017 FY2015 FY2017 27 Annual Report 2016-17
28 DISTRIBUTION EXCELLENCE: OUR KEY COMPETITIVE DIFFERENTIATOR
WE HAVE CREATED A NATION-WIDE FOOTPRINT CUTTING ACROSS THE LENGTH AND BREADTH OF INDIA. THIS IS TARGETED AT OFFERING FINANCIAL PROTECTION AND FINANCIAL INDEPENDENCE TO EVERY CITIZEN IN INDIA. WE ARE BANKING ON OUR INNOVATION AND DIGITISATION CAPABILITIES TO FURTHER
CAPITALISE OUR DISTRIBUTION EXCELLENCE AND BUILD A ABOUT / REPORTS FINANCIALS SUSTAINABLE LIFE INSURANCE FRANCHISE.
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DISTRIBUTION EXCELLENCE: OUR KEY COMPETITIVE DIFFERENTIATOR
At Reliance Nippon Life Insurance Company, our distribution network does not just imply dots on the map. In our stated vision to reach out to every Indian, we have created an unrivaled and unparalleled distribution network which provides us a competitive edge amongst private life insurance players. We have also established a wide presence in regions considered “difficult to service” by our competitors.
A. Tied Agency
At Reliance Nippon Life Company, we take immense pride The significance of the Agency channel in the penetration in the distribution strengths we have created in the decade of life insurance sector in India cannot be underestimated. of our India presence. Our products are marketed through a Even as Bancassurance growth continues unabated, the distinctive, multi-channel distribution model which consists Agency channel continues to be one of the most effective of our owned distribution network, bancassurance and means to penetrate the semi-urban and rural areas in India. third-party owned distribution channels. Although we are traditionally an “agency led” business, we are making the Being a traditional insurance selling model, “tied agency” is relevant investments to reinforce our multi-platform national still the most popular insurance selling model in India and footprint and achieve our growth agenda. South-East Asia. At Reliance Nippon Life, our tied agency channel is the largest sales vertical in terms of business and employee strength. Under this model, our 10,000+ licensed advisors solicit insurance sales and service. These advisors record the most significant amount of new business every month.
We have been consistently ranked amongst the “Top 5 Agency Companies” in India for the past five years, with a predominantly agency-led model for distribution. We remain committed to make a meaningful difference in the way insurance distribution is handled in India. Our strong Agent network is well supported by a staff strength of over 4,900 employees, spread across our 648 branches in the metros and the tier I and tier II cities and towns of India.
During the year under review, our agency channel underwent the beginnings of a major transformation. Our objective behind this was to improve customer service in an effort to build a long-term sustainable distribution network. In another meaningful measure, we embarked on a digitisation drive to further strength the distribution channel RAPID DIGITISATION OF OUR AGENCY in terms of efficiency. During the year, almost 40% of our DISTRIBUTION NETWORK REMAINED new sales was garnered through digital logins.
OUR KEY AREA OF FOCUS DURING At Reliance Nippon Life, we have stepped up our proprietary FY2017. CLOSE TO 40% OF THE NEW distribution channel through formats such as Direct Marketing and Face-to-Face. As these new channels SALES CLOCKED DURING THE YEAR have contributed well towards our distribution network, we continue to invigorate our proprietary channel further HAVE BEEN GENERATED THROUGH through investments. DIGITAL LOGINS.
30 WE HAVE AN UNMATCHED AND DEDICATED SALES INFRASTRUCTURE, WHICH PROVIDES US A COMPETITIVE EDGE AMONG PRIVATE LIFE INSURANCE COMPANIES. WE CONTINUE TO ENHANCE THIS FURTHER THROUGH OUR NATION-WIDE FOOTPRINT OF 648 BRANCHES, HELMED BY A OVER 4,900 SALES-FORCE. ABOUT / REPORTS FINANCIALS
31 Annual Report 2016-17
DISTRIBUTION EXCELLENCE: OUR KEY COMPETITIVE DIFFERENTIATOR
B. Direct Marketing
Our “Direct Marketing” model is company-owned and Response from this model has been encouraging and, helmed by our own highly trained staff. The channel moving ahead, it is expected to become a significant source dynamics facilitate business generation from the existing of new business premium. The key business levers for the ecosystem as well as new customers. Orphan customers Direct Marketing model for FY2017 have been: comprise about 20% to 25% of the overall customer base of the Agency Channel. These are customers which remain • Digitisation of Business: Each of the front line sales under served, as their agents no longer exist in the system. (FLS) staff is equipped with a Tablet loaded with an Our front-line teams re-engage with such customers either Application (App), which assist customers in choosing through visits or through call-centre support. the right plan, based on specific life planning needs. • FLS Development: Regular structured training and This model is developed on the philosophy of service to induction is provided to the sales team, as they sales and primarily focuses on the ecosystem by cross- progressively move up the ladder. selling and up-selling to the existing clients. However, the model also aggressively pursues leads generated from • Structured Reward & Recognition: Best performers aggregators and affiliates, and contributes significantly to are routinely honoured with handsome rewards and business growth from new customers. recognitions. • FLS Growth Prospects: Direct Marketing model Direct Marketing continues to be the most dynamic and rewards high performers adequately. Career effective distribution model. It is also a highly rewarding progression through promotions and monetary model for our front-line sales team. As such customers are benefits are not limited to annual cycles, translating dealt with directly, with no intervention from advisors or into a great incentive for the field staff. agents. Also, the sales process continues to be controlled and well-managed. This results in lesser mis-selling, faster • Lead Support with Allocation Logic: Our robust lead conversion and better “13th month” persistency. management system for the model supports cross- selling, up-selling and new business growth. • Orphan Policies Management: A well-defined framework for reviewing and assigning orphan policies to FLS, thereby bringing those policies into regular premium cycle. This strengthens overall THE DIRECT MARKETING MODEL persistency. IS HELMED BY OUR OWN STAFF, RESULTING IN A FOCUSED AND DISCIPLINED SALES APPROACH. THIS SIGNIFICANTLY LOWERS MIS-SELLING AND LEADS TO SUPERIOR CUSTOMER RELATIONSHIP.
32 GROWING DIRECT MARKETING MODEL We are strengthening our Direct Marketing network by way of strategic investments made in the key geographies of India. This is aimed towards supplementing the agency model. At the end of FY2017, our Direct Marketing model touched a critical size of:
1,200+ FRONT LINE SALES
160 BRANCH MANAGERS
25 AREA MANAGERS
11 REGIONAL MANAGERS & ZONAL MANAGERS
2
NATIONAL MANAGERS ABOUT / REPORTS FINANCIALS
33 Annual Report 2016-17
DISTRIBUTION EXCELLENCE: OUR KEY COMPETITIVE DIFFERENTIATOR
C. Face-to-Face Model (Under Direct Marketing): A unique distribution platform
Excellence in customer service is ingrained into our culture. Face-to-Face is a unique distribution model (Under Direct For us, selling an insurance product is only the beginning Marketing) and the first of its kind in India. This service- of a long-lasting relationship that we establish and nurture based sales platform is primarily served by carefully through a customer’s life-cycle needs. Our industry leading screened and well-trained women employees called service infrastructure has a mission to establish high-level Life Planning Officers (LPOs). These LPOs have deep local connectivity with customers, provide after-sales services, knowledge and typically live in the vicinity of the branch mine new business from existing customers and create a location. With a certain years of work experience behind robust reference network. them, they have now chosen life insurance as their long- term professional career. At Reliance Nippon Life, we empower these LPOs through extensive training that is “Orphan customers” are the most underserved customer founded on the premise of building a relationship with group in the life insurance industry. These are customers orphan customers based on trust. Our tailored training where the agents have either become inactive or enables these LPOs to effectively re-engage with customers inoperative. Typically, such customers tend to drop off the and cross-sell meaningfully, based on specific protection radar of insurance companies. Their insurance policies needs. often get lapsed, while their newer insurance needs remain unfulfilled. Nippon Life has developed an exclusive distribution channel in Japan, which specifically caters Objectives of this distribution channel: to and addresses the needs of such customers. We also • To establish contact with orphan customers launched a Face-to-Face distribution model during FY2012-13. • To focus on after-sales and follow-up activities for customers • To adequately grasp customers’ family information through Face-to-Face activities DURING FY2017, WE CREATED A • To protect customers from the various risks of life ROBUST NETWORK OF FACE-TO-FACE MODEL WITH THE LOWEST ATTRITION RATE. THE CATEGORY EMPLOYS 2,652 LIFE PLANNING OFFICERS ACROSS 110 BRANCHES IN TIER I, TIER II AND TIER III CITIES OF INDIA. EACH OF THE OFFICES ARE SET UP ON AN AREA OF ABOUT 1,000 SQ. FT. AND ARE EQUIPPED WITH 25-30 LPOS. WE GENERATE ABOUT 7% TO 8% OF OUR TOTAL BUSINESS THROUGH THIS NETWORK.
34 SIGNIFICANT INVESTMENT IN EXPANDING FACE-TO- FACE MODEL (Under Direct Marketing): ENTHUSED BY THE CUSTOMERS’ ACCEPTANCE AND THE SUCCESS OF THE FACE-TO-FACE, WE HAVE CHALKED OUT AMBITIOUS PLANS TO EXPAND THIS NETWORK. BY 2022, WE PLAN TO GROW FROM THE CURRENT 110 BRANCHES TO 300 BRANCHES. THIS EXPANSION WILL MORE THAN TREBLE THE NUMBER OF LIFE PLANNING OFFICERS (LPOS) WITHIN A SPAN OF FIVE YEARS – FROM 2,652 CURRENTLY, TO MORE THAN 8,500 LPOS. ABOUT / REPORTS FINANCIALS
35 Annual Report 2016-17
MANAGEMENT DISCUSSION & ANALYSIS
The insurance industry has an opportunity to rapidly grow in the coming years because of a growing economy, rising level of incomes, and an improving life expectancy rate.
36 ECONOMY OVERVIEW During 2017, the Indian economy continued to be the bright spot within the global landscape, with The World Bank predicting it to grow at 7%. Although the Wholesale Price Index and Consumer Price Index remained under control throughout FY2017, they were significantly low during the second half of the year. On the external front, the Current Account Deficit (CAD) has been narrowing progressively - from 1.7% of GDP in FY2016 to 1.1% in FY2017 - primarily because of a lower trade deficit brought about by a larger decline in merchandise imports relative to exports.
In November 2016, the demonetisation step taken by the government fuelled worries of growth potentially getting derailed. As per the data released by the Central Statistics Office (CSO), the economy grew at a robust 7% during the third quarter, the same period in which demonetisation steps were announced, proving that the largely held fear of the de-growth was misplaced. In fact, the government’s decision seems to be extremely beneficial for India in the long run. As the economy converts to a more formal one, the country’s GDP growth rate is expected improve. The growth of earnings would also be aided by the normalisation of the financial performance of key sectors like Banks, Energy and Autos, which may result in a double-digit earnings growth on the lower base of FY2017. The imminent implementation of the Goods and Services Tax, which may initially inconvenience trade and industries, will also aid the economy to grow faster.
With the accelerated pace or remonetisation, higher capital expenditure, the easing of crude oil prices, the GST roll-out in 2017, and the expected normal monsoon boosting in the rural economy, The Reserve Bank of India expects India’s Gross Value Added (GVA) to increase to 7.4% in FY2017-18. Inflation, both Wholesale Price Index (WPI) and Consumer Price Index (CPI), although remained under control throughout FY2017, it remained significantly low in the second half of the year. The CPI inflation declined significantly from a high of 9.9% in FY13 to 4.5% in FY2017.
The inflation trajectory is expected to remain in the range of 4-5% for next 2 years, thanks to adoption of inflation targeting framework and constitution of the MPC.
The International Monetary Fund (IMF), in its regional economic outlook, predicts that India’s growth is expected to rebound to 7.2% in the 2017-18 fiscal, and 7.7% in 2018-19. The regional economic outlook also predicts the removal of several long-standing structural bottlenecks to enhance market efficiency. ABOUT / REPORTS FINANCIALS
37 Annual Report 2016-17
MANAGEMENT DISCUSSION & ANALYSIS
LIFE INSURANCE INDUSTRY India Life Insurance Density USD
OVERVIEW The new premium in the Indian life insurance sector has grown at a CAGR of approximately 10.03% between fiscal 2007 and fiscal 2017. The size of the Indian life insurance ` sector is 50,625 crore, based on FY2017’s new business premium. This makes India the 10th largest life insurance market in the world, and the 5th largest in Asia. F F F F F F F F F F F F F F F Despite this, India has one of the highest protection gaps in the world, as growth in savings and life insurance coverage India Life Insurance Penetration % have lagged economic and wage growth. Although life
insurance penetration in India has been steadily growing post FY2000-01, it continues to remain one of the lowest globally.
Life Insurance Density - 2015 USD
F F F F F F F F F F F F F F F
LIFE INSURANCE INDUSTRY
5655 PERFORMANCE – FY2017 NEW BUSINESS PREMIUM 3292 3397 2932 2717 In FY2017, the life insurance industry earned new business
1940 1719 premiums of ` 1,750 billion, as compared to ` 1,388 billion last year, showing a growth of 26.1%. Benefiting from higher 316 215 346 43 153 19 United South United States Hong Kong India Japan Malaysia PR China Singapore Sri Lanka Taiwan Thailand World individual and group business, the private sector recorded a Kingdom Korea 23.5% growth in their premium income.
New Business Premium ` In Crores
Life Insurance Penetration - 2015 (%)