Who needs an insurance cover against vector-borne disease

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Recently, the insurance regulator, IRDAI, came out with a standalone standardised health cover for vector-borne diseases – Mashak Rakshak. Insurers are being encouraged to introduce this product from April 1, 2021.

Vector-borne diseases are transmitted through carriers such as mosquitoes, fleas and bugs. Malaria, dengue and chikungunya are some common vector-borne diseases. According to the World Health Organisation, over seven lakh people die every year globally on account of such diseases. So, this cover can address specific disease-related needs of people, particularly during the monsoon season when the infections rate is high.

While there are already a few players in the market offering a standalone vector-borne diseases cover, IRDAI’s standardised product can make policy selection easier for people. But should you go for the standardised plan, given that vector-borne diseases are also covered by regular health insurance policies? Here is a look at product features and its suitability.

About Mashak Rakshak

IRDAI’s standardised policy, Mashak Rakshak, like the other standalone products in the markets is a fixed benefit policy. That is, 100 per cent sum insured (SI) will be paid to the policyholder on positive diagnosis of any one of the vector-borne diseases. The policy provides coverage against seven vector-borne diseases – dengue, malaria, filaria, kala-azar, chickungunya, Japanese encephalitis and zika virus. If an individual is diagnosed with any one of these infectious diseases, as confirmed by a doctor, then the complete sum insured will be payable, provided, the individual is hospitalised for a minimum continuous period of 72 hours. Upon the payment of SI, the policy terminates.

Also, if a policyholder is diagnosed with filaria (commonly known as elephantiasis), the benefit is payable only once in a lifetime. Even if you renew the policy, you will not be covered for the same disease. Whereas, in the case of other vector-borne diseases, the policyholder will be covered after the renewal as well. In other words, you can get the benefit under this policy more than once in a lifetime.

Further, the policy will pay two per cent of the SI on positive diagnosis through laboratory examination and confirmation by a doctor on first diagnosis during the cover period. Do note that, this diagnosis cover is applicable only once a year for each disease.

Mashak Rakshak provides an individual as well as a family floater option. Family includes self, spouse, dependent children and dependent parents. The minimum SI is ₹10,000 and goes up to₹2 lakh. The policy provides coverage only within India while existing policies like Bajaj Allianz’s M-Care provides coverage both within and outside India. Mashak Rakshak is an annual policy with lifetime renewability. The minimum entry age is 18 years and maximum is 65 years.

The minimum waiting period in case of Mashak Rakshak is 15 days. However, if you benefit from the standard cover and renew it, a cooling off period of 30 days will be applicable from the date of previous admission of claim. The plan offers the option to port also.

Other standalone products

There are a few insurers who offer a standalone vector-borne disease cover in the market currently. These includes Bajaj Allianz General Insurance (M-Care plan), HDFC Ergo Health’s Dengue Care (also offers Mosquito Disease Protection plan but it is offered as group policy) and Future Generali’s Future Vector Care. These are benefit policies and the coverages is more or less similar to that under Mashak Rakshak. However, there are differences in SI offered and the premium. For instance, Bajaj Allianz’s M-Care provides five SI options — ₹10,000, ₹15,000, ₹25,000, ₹50,000 and ₹75,000. The premium ranges between ₹160 and ₹1,200 for an individual policy.

Similarly, the waiting period also differs. While the initial waiting period remains the same (15 days) as Mashak Rakshak, in case of recurring occurrence of the disease, the waiting period could change. For instance, in Future Generali’s Future Vector Care, an individual is subject to 60 days’ waiting period in case the insured person is suffering from any one vector borne disease at the time of taking the policy or within 60 days prior to applying for the policy. Similarly, in case of M-Care, a waiting period of 60 days is applicable for that particular ailment and 15 days for other diseases, if the policyholder opts for the policy after the occurrence of and cure from, one of the seven vector borne diseases.

Our take

A vector-borne disease policy is most suitable for those living in proximity to canals or where there is stagnant water ( breeding ground for mosquitoes and fleas). However, your regular health policy will also provide cover for vector-borne infections — OPD (treatment in the outpatient department, if included in the policy) as well as hospitalisation. So, having a comprehensive health plan is always better.

While standalone vector covers including M-Care, Dengue Care and Future Vector Care can be taken by anyone, even those with pre-existing disease conditions, IRDAI’s standardised cover is silent on this. According to Amit Chhabra, Head-Health Insurance, the regulator has not specified on the policy issuance to those with pre-existing conditions and it depends on the underwriting guidelines of the insurers.

But having a standalone vector-borne disease cover can be advantageous too. When you are hospitalised for one of the seven vector borne diseases, you will get the benefit from the policy and can also claim hospital expenses (if any) under your regular health policy.

A standalone vector-borne disease cover is not a must-have. But if you don’t have a regular health insurance plan and are at risk of catching a vector-borne disease, you can consider buying a policy.

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Three public sector general insurers lose market share in 2019-20: IRDAI report

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The market share of public sector general insurers fell to 38.78 per cent in 2019-20 from 40.52 per cent in 2018-19 although in the life insurance sector, Life Insurance Corporation of India has roughly managed to maintain its market share in the period with only a marginal decline.

“In case of public sector general insurers, all four companies expanded their business with an increase in respective premium collections over the previous year,” said the Annual Report 2019-20 of the Insurance Regulatory and Development Authority of India (IRDAI). The report revealed that the market share of three of the four public sector insurers, except New India Assurance, has decreased from the previous year.

New India grows

The market share of New India marginally increased to 14.19 per cent in 2019-20 from 14.11 per cent in 2018-19.

The market share of United India Insurance, National Insurance and Oriental Insurance declined to 9.27 per cent, 8.08 per cent, and 7.24 per cent in 2019- 20 from 9.69 per cent, 8.93 per cent and 7.79 per cent in 2018-19, respectively.

“New India, which collected direct premium of ₹26,813 crore, once again remained as the largest general insurance company in India,” it further revealed.

The market share of private general insurers increased to 48.03 per cent in 2019-20 from 47.97 per cent in the previous fiscal.

Life Insurance

The market share of LIC remained at 66.22 per cent in 2019-20 marginally lower than the 66.42 per cent in the previous year, the report showed.

The market share of private insurers slightly increased from 33.58 per cent in 2018-19 to 33.78 per cent in 2019-20.

In terms of number of new policies issued, LIC witnessed a growth of 2.3 per cent in 2019-20 while the private sector registered a decline of 4.05 per cent compared to the previous year. Overall during 2019-20, life insurers issued 2.88 crore new individual policies, out of which LIC issued 2.18 crore policies (75.91 per cent) and the private life insurers issued 69.50 lakh policies (24.09 per cent), the report showed.

Insurance penetration

Insurance penetration also increased in 2019-20 in both the life and general segments.

After a small decline in 2018 to 2.74 per cent, life insurance penetration increased to 2.82 per cent in 2019.

The penetration of non-life insurance sector in the country has gone up from 0.56 per cent in 2001 to 0.94 per cent in 2019.

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Can the banking and insurance sector count on better times?

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Aside from prioritising investments, adopting an expansionary fiscal stance and pegging in a sharp increase in capital expenditure in FY22, the Budget has rightly taken several bold moves to strengthen the financial sector to ensure sustainable growth in the economy.

As was widely expected, the Centre has finally laid down a roadmap for privatisation of public sector banks (two to start with). While this can improve credit growth, bring in better operational efficiencies, and address the growing recap issue, implementation will be critical.

The government – the majority shareholder – has been injecting capital into PSBs year after year. But further recapitalisation has become challenging. Various estimates indicate that PSBs will require about ₹40,000-50,000 crore in FY22. Aside from the quantum of capital infusion, the other key issue lies in the government’s sizeable holdings, which impedes huge recapitalisation (over 90 per cent in few PSBs). Also, public sector bank boards are still not adequately professionalised, and the government still deciding on board appointments, has led to politicisation.

Privatisation of some PSBs can help address these issues. But it will be important to implement such a bold move in a planned manner. After all, it will be critical for the entity to have strong boards before it is privatised, lest the government selling down its stake may not find many takers. PSBs have been trading at 0.4-0.5 times book value for the past few years. But even such low valuations, haven’t kindled investor interest.

To push forth its wider set of objectives of state policy, the government can seek to retain full control of some large PSBs, and de-list them.

Finally, a bad bank

In a bid to ease banks’ capital and spur lending, the Budget has finally proposed the setting up of a bad bank. But will this help restore the health of the banking sector?

There are several issues that need attention while implementing such a proposal. For starters, assessing the amount of funding or capital that a bad bank requires will be critical as will be the mode of constant funding. In India, there are already 29 asset reconstruction companies. But ARCs have not been able to make a meaningful impact owing to multiple headwinds. One critical issue has been capital. ARC is a capital intensive business. While there are 29 ARCs, the top three ARCs constitute over 70 per cent of the industry. Owing to judicial delays in the recovery process, drawing investors has been difficult.

Also, steady recapitalisation of originating banks (selling bad loans to the bad bank) will also be imperative, as asset transfer is likely to occur at a price below the book value. How will the government raise resources to meet the overall funding requirement?

The next critical issue to be addressed will be pricing. Arriving at a consensus on pricing has been a key issue with banks and ARCs, more so because of the lack of a distressed asset market in India. In case of a bad bank a transparent and robust pricing mechanism will be all the more critical. Also, the bad bank will need institutional independence, ring-fencing it from political intervention.

Addressing all these issues will be critical for the bad bank to serve its intended purpose.

Insurance is an important route through which the Centre can raise stable long-term money. Hence, increasing the FDI limit in insurance to 74 per cent from 49 per cent can help bring in more capital into the sector. However, will raising the FDI limit alone draw foreign investors into the sector? Not necessarily, if past trends are any indication.

Also, the rationalisation of taxation of ULIPs, could impact some players which have a heavy ULIP portfolio and a higher ticket size.

The government had increased the FDI limit in insurance in 2015 to 49 per cent from 26 per cent. But five years after the limit was raised, only 8 life insurance players out of 23 private players, and 4 out of the 21 private general insurers have foreign promoter holdings of 49 per cent. Many insurance players still have foreign holdings of 26 per cent or even lower, according to data available for September 2020. Indian promoters still hold 100 per cent stake in companies such as Exide Life, Kotak Mahindra Life and Reliance General.

But given the broader picture across both life and general insurance players, it appears that raising the FDI limit alone may not assure easy access to capital. Also, while the mandate that the majority of directors on the board should be resident Indians is welcome, whether there will be any cap on voting rights of foreign shareholders needs to be seen.

In what could hurt the top line growth of few life insurance players, the Budget has sought to remove the tax exemption currently available on maturity proceeds of ULIPs (above annual premium of ₹2.5 lakh). This can hurt the growth of few life insurance players that have a heavy ULIP portfolio. Of the listed players, ICICI Pru Life and SBI Life have a relatively higher ULIP proportion in their product mix (48-62 per cent of annualised premium equivalent). HDFC Life will see minimal impact of the move. Also, its average ticket size is about ₹60,000 on ULIPs. For ICICI Pru Life the average ticket size on ULIPs is slightly higher at ₹1.8 lakh (as of FY20), and it could see some impact on its growth. However, the impact on profitability will be lower as ULIPs are lower margin business than protection products for life insurers.

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Non-life insurance: Budget should help increase penetration

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Insurance is an important social security tool that plays a crucial role in mitigating uncertain risks by providing financial support in case of any loss/ damage. However, the importance of this tool is not realised by many. It’s only when some unfortunate event occurs that people understand its significance. Hence, a few steps by the Government will help in making insurance a pull product and increase its penetration in the country.

GST rate reduction

Since non-life insurance is considered a dead investment by many as there are no returns, there is no motivation for people to opt for it. Also, most people look at premium rather than the coverage while buying a policy. Hence, GST rate of 18 per cent acts as an additional dampener as the cost of insurance goes up drastically. The reduction in GST rates on insurance premium will encourage more people to opt for it.

Importance to home insurance

With increase in the frequency of natural calamities, there is a dire need for people to realise the importance of having home insurance, the penetration of which is less than 1 per cent in the country. Today, there are many people who are not even aware that such a cover even exists, and some opt for it only because of loan requirements. Hence, a tax exemption can be provided to those opting for home insurance, wherein the limit for deduction under section 80C can be increased to Rs. 1,75,000, with a separate deduction made available for home insurance up to Rs. 25,000.

In order to further bridge the gap between economic loss and insured loss due to natural calamities, the Government should introduce an index-based insurance scheme (Parametric Insurance) throughout the country that can cover property losses due to natural calamities. Few States have implemented it so far, but there is a need to further institutionalise it and structure it for a better uccess rate. Under this scheme, compensation can be given for the damage caused due to the catastrophic event as per the pre-defined triggers for such events. The premium for the same can be collected along with the property tax and once the claim is triggered, the amount can be directly transferred to the beneficiary’s Jan Dhan Account linked to the home insurance policy.

Increase association with Government

Large scale collaboration between the Government and insurers can lead to increased awareness and penetration of insurance in our country. For instance, PMFBY has helped us support the backbone of our economy i.e. the farmers through crop insurance. Similarly, PMJAY scheme is evolving and looking at how PMJAY-SEHAT covers all citizens of J&K UT, this scheme should further enhance its coverage by not limiting it to specific strata of people, but should provide health insurance to all citizens of our country. Such an association would not only lead to the growth of our economy, but also of our society as a whole.

(The writer is MD & CEO of Bajaj Allianz General Insurance)

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IDBI Bank back in black, posts ₹378-cr net profit in Q3

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IDBI Bank reported a net profit of ₹378 crore in the third quarter ended December 31, 2020 against a net loss of ₹5,763 crore in the year ago period.

The bottomline was buoyed by a 89 per cent year-on-year (yoy) decline in provisions for bad loans, ₹ 105 crore write-back in provisions for depreciation in investments and ₹ 323 crore profit the Bank booked by selling a portion of its stake in its life insurance joint venture.

Net interest income (difference between interest earned and interest expended) was up 18 per cent yoy at ₹ 1,810 crore (₹ 1,532 crore in the year ago period).

Other income, including income activities such as commission, fees, earnings from foreign exchange and derivative transactions, profit and loss from sale of investments and recoveries from written off accounts, increased 7 per cent yoy to ₹1,368 crore (₹ 1,279 crore).

Bad loans

Gross non-performing assets (GNPAs) declined to ₹ 3,532 crore during the reporting quarter.

GNPAs declined to 23.52 per cent of gross advances as at December-end 2020 against 25.08 per cent as at September-end 2020.

Net NPAs declined to 1.94 per cent of net advances as at December-end 2020 against 2.67 per cent as at September-end 2020.

With proforma slippages (adjusted for the Supreme Court’s interim order), Gross and Net NPA ratio would have been 24.33 per cent and 2.75 per cent, respectively.

A break-up of the provisions shows that provisions towards NPAs and bad debts written-off declined to ₹ 49 crore (₹ 440 crore) and ₹ 208 crore (₹ 332 crore), respectively.

However, provisions towards standard assets rose to ₹624 crore (₹ 68 crore).

In its notes to accounts, the Bank said it has made additional provision of ₹ 941 crore over and above the IRAC/ income recognition and asset classification norms (includes shifting of ICA/ Inter-Creditor Agreement provision of ₹ 395 crore to IRAC provision) in respect of certain borrower accounts in view of the inherent risk and uncertainty of recovery in these identified accounts.

Global gross advances were down 7 per cent yoy to stand at ₹ 1,59,663 crore. This was mainly due to 18 per cent yoy decline in corporate advances. Retail advances edged up 1 per cent.

Total deposits increased about 3 per cent yoy to ₹ 2,24,399 crore. The share of low-cost of current account, savings account (CASA) in total deposits improved to 48.97 per cent from 47.65 per cent in the year ago quarter.

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IRDAI panel for separate payments of vehicle, insurance premium

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Buyer of a new vehicle may have to pay cost of vehicle and insurance premium through separate cheques, if the recommendations of a committee to review MISP guidelines are accepted by the insurance regulator Irdai.

The Insurance Regulatory and Development Authority of India (Irdai) had issued MISP guidelines in 2017 with the intention of streamlining the process and bringing the practices of vehicle insurance, being sold by automotive dealers under the provisions of the Insurance Act, 1938.

 

Motor Insurance Service Provider (MISP)

Motor Insurance Service Provider (MISP) refers to an automobile dealer appointed by the insurer or the insurance intermediary to distribute and/ or service motor insurance policies of automotive vehicles sold through it.

In June 2019, the regulator had set up a committee to review the MISP guidelines. The panel has submitted report in which it has made various recommendations for orderly conduct of motor insurance business through MISP channel.

Among other issues, the panel examined the current practice of collecting the premium payment from the customer while soliciting the motor insurance policy.

Current process

Under the present system, it said there is a lack of transparency in the cost of insurance premium when the customer buys the vehicle for the first time through the automotive dealer and makes the payment through one single cheque.

As the MISP makes payment to the insurance company from his own account, “the customer does not know the insurance premium being paid as it is subsumed in the cost of the vehicle”, the committee said.

It suggested that this lack of transparency is not in the interest of the policyholders’ nterest as the true cost of insurance is not known to the customer. “The customer may not be aware of the coverage options and discounts available in the process. The customer also cannot negotiate with the MISP to get the best coverage at the optimal price.” The committee recommended that the customer should make payment to the insurance company directly which is facilitated by the MISP.

“MISP shall not collect the insurance premium amount in its own account and then transfer the same to the insurance company,” it added.

According to the report, the motor insurance business sourced by MISPs through brokers and insurers put together constitutes around 25 per cent of the total motor insurance business or around 11.25 per cent of the overall general insurance business.

In its report, the committee said that given the potential opportunity for motor insurance business through the MISPs, there is a need to develop and strengthen regulatory framework and supervision activities for this distribution channel.

The panel has also made recommendations on the original equipment manufacturers (OEMs).

It noted that OEMs wield tremendous influence over the automotive dealers.

“The OEMs should be brought into the regulatory ambit. Therefore, the definition of MISP should also include OEM,” the panel said.

The panel also suggested that an MISP should mandatorily disclose to the customer the remuneration and reward that it gets from the insurance company or the insurance intermediary.

In case of cashless settlement, it said the MISP should necessarily segregate the two functions of sales and servicing of motor insurance policies and ensure that there is complete arms-length relationship between the two. PTI

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What you should know about standard home insurance cover

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After announcing standardisation in term life and health insurance, the insurance regulator, IRDAI, is now set to bring standardisation in home insurance as well. As per its recent circular dated January 4, all general insurers should offer ‘Bharat Griha Raksha’, a standard home insurance product that covers home building and general home contents. This product is mandated to be made available with effect from April 1, 2021.

Given the low level of awareness for home insurance, a standardised product is a welcome move by the regulator. The coverage and benefits from such products will be the same across insurers and policyholder can choose at ease. But like any other standardised insurance products in the market, the premium for Bharat Griha Raksha too will vary with insurers. The difference in the premium is mainly due to factors such as services offered by the insurer (on-boarding, ease of contact by the customer, etc), claims settled and the digital access available for its customers.

Here is what you should know about Bharat Griha Raksha.

No declaration, waiver of underinsurance

A home insurance plan usually offers cover for both building and contents. The building is covered against fire, lighting, explosion, implosion, aircraft damage, riots, strikes and malicious damage, storm, cyclone and earthquake. The contents are covered against fire and allied perils, burglary and housebreaking including theft, accidental damage and electrical and mechanical breakdown. Policyholders can either buy a comprehensive cover or go for the building and content plans separately.

Bharat Griha Raksha too offers similar coverage for structure and/or general contents or both. The difference is that if you opt for a comprehensive cover, this policy automatically (without any need for declaration of details) covers contents up to 20 per cent of the sum insured for the building, subject to a maximum of Rs 10 lakh. In existing policies offered by various insurers, the policyholder should declare the value of the contents held by him/her when availing home insurance.

Under Griha Raksha, if you require a higher sum insured (over and above Rs 10 lakh provided), you can opt for the same by declaring the details of the general content.

Further, this standard policy gives complete waiver of underinsurance. Currently, in existing home policies, if the sum insured declared by a policyholder is less than the value of the property, then the insurer will settle the claim proportionately. But under Griha Raksha, the policyholders’ claim will be settled up to the sum insured (and not proportionately).

Also read: Key points to keep in mind while selecting an insurance policy

How much cover?

The coverage amount, or sum insured (SI), of a home insurance policy usually depends on the location of the house, the type of policy and the value of contents. As such, there is no cap or limit on the SI that can be opted, both in Griha Raksha and in the existing policies.

When it comes to the products already available in the market, you can choose SI for your property based on the reinstatement value or indemnity value or agreed value basis. But not all insurers provide the policyholders with these three options. For instance, Gruh Suraksha (comprehensive cover), the SI is on the reinstatement value. SBI General Insurance, on the other hand, provides all the SI options for the policyholders.

Reinstatement value, is the reconstruction value of the building or structure, determined by the reconstruction cost (excluding the land cost). This cost is usually arrived at based on the area of the building, as per the registered sale deed and the current market price in that area. Indemnity value too is the reconstruction cost of the building (excluding land cost) but it is reconstruction value less depreciation. Agreed value is calculated by multiplying the total square feet of the area (mentioned in the sale deed) with value per square feet as per the ready reckoner rate issued by the respective State government.

Similarly, SI options are available for the contents of a house as well, at replacement value excluding depreciation.

In standard Girha Raksha product though, the property value is the carpet area of the structure multiplied by rate of cost of construction per sq meter (as on policy commencement date). For contents, the SI represents cost of replacement of contents.

Riders

The standard product also offers two optional covers (rider) – one, insurance for valuables including jewellery, and curios and two, personal accident cover for the insured and spouse due to an insured peril during the policy period.

In comprehensive home insurance policies available in the market, most insurers offer coverage for both. For instance, Royal Sundaram’s ‘Gruh Suraksha’ offers personal accident cover for the insured up to Rs 5 lakh as also for jewellery and valuables. It offers coverage against terrorism as an optional cover. Other insurers in the market (offering comprehensive policy) also offer optional covers including temporary resettlement, compensation cover for domestic staff if injured during work and keys and lock replacements.

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New Year resolutions for your finances

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A surreal year has passed and a new one has arrived. 2020 was tough for most folks, but tough times teach valuable lessons. Use these to good effect in 2021 to get a better handle on your financial life. Here are some key money resolutions that you must make and not break in the New Year.

Get insured

Covid-19 brought home to many the importance of both health insurance and life insurance. Hospitalisation burnt a big hole in many a pocket. Also, many unfortunately passed away – leaving the near and dear ones in the financial lurch.

The wise don’t harbour illusions of immortality or invincibility. So, if you haven’t done it already, insurance should be top on your list. Get sufficient life and health insurance. If your family depends on you, your absence could leave it in deep financial trouble. Also, illness can strike anyone, anytime and medical cost can be quite high .

Get your life covered for at least 10 times your annual income. If you have loans outstanding, especially home loans, make sure the sum assured is large enough to cover these liabilities, too. Buy life cover through online, term insurance plans that offer significant cover at relatively low premiums. For an average family of four, buy health cover of at least ₹5 lakh with a family floater policy to start with, and increase the cover through cheaper top-ups and super top-ups.

Have contingency funds

Covid-19 saw many taking pay-cuts and many also losing their jobs. It was a tough situation, but one which highlighted the significance of contingency funds or emergency reserves. Emergencies — job loss, calamities, sudden major expense, etc — can strike without warning and drain your finances. To prepare for such days, build up a contingency fund that’s about 12 months’ expenses including loan repayments. Keep this money secure in safe bank FDs or in post office deposits that you can easily access. Use the money only when there is an emergency.

Spend wisely, save well

The lockdowns and work-from-home saw many cut down on their non-essential lifestyle spends such as compulsive eating out, wardrobe changes and other retail bingeing. This helped some manage pay cuts, while others could save more and invest more. The lesson is crucial – it’s not just how much you earn but also how much you spend and save that determines your finances.

So, spend smartly and within limits. Budget your monthly expenses and keep track so that they don’t spin out of control. Various online money management tools can help you with this. Refrain from borrowing to spend on stuff that you don’t really need. Cut down on non-essential expenses. Keeping a tab on your spending can help you invest more.

Stay invested, keep investing

Those who panicked and sold stocks in the market crash of March might have regretted it by December when the bourses hit new highs. So would those waiting out the rally for an attractive entry point. Staying invested and continuing to invest regularly would have helped investors navigate the volatility well.

For most folks, it is better and safer to invest through equity mutual funds than in stocks directly. Invest with a long-term perspective of at least five to seven years. Deploy money through the SIP (systematic investment plan) route rather than lump-sum. SIPs inculcate a disciplined, regular investing habit.

Importantly, don’t stop the SIP when the market is going through a rough patch. A weak market, in fact, works to the advantage of the long-term investor; you get more units of the mutual fund in a falling market. Keep increasing your SIP investments as and when you can. This will help you build a sizeable corpus for future goals, including retirement.

Also, don’t let your savings idle away in your savings bank account for just 3- 4 per cent annual return. Use the ‘sweep’ facility to transfer the idle money (over a minimum threshold) to fixed deposit accounts that offer better rates.

Diversify across assets

Don’t put all your eggs in one basket. Have investments across asset classes such as equity, debt and gold. Some assets do well in some years when others may not – this reduces the portfolio risk and optimises returns. For instance, gold outperformed in 2020, thanks to its safe haven reputation.

Decide on your asset allocation — your mix of investments across asset classes — based on your age, risk profile and circumstances. Don’t get greedy when an asset class rallies sharply. Rebalance the portfolio — buy and sell asset classes — as needed, to suit your desired asset allocation.

Nominate, make a Will

In the event of your passing away, your family must be able to access your assets without having to run from pillar to post. Keep your family informed about all your assets, liabilities, investments and insurance policies. Have nominations for your investments. Make a Will laying out how assets will be divided among family members; this key piece will help keep the peace.

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BFSI events that made 2020 one of a kind, BFSI News, ET BFSI

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As the year draws to an end here’s a look at what shaped the BFSI sector in the year gone by:

RBI vs. Covid-19: The Reserve Bank of India came out with a slew of measures to safeguard the financial services sector and the overall economy against the virus triggered pandemic and the lockdowns.

Shaktikanta Das, RBI Governor, during one of his monetary policy announcements.

Since March, the RBI cut the repo rate by 115 basis points to 4%. It also purchased Rs 1.9 lakh crore of G-secs until September. These measures helped in reducing the interest rates in money and debt markets, and even got transmitted to bank lending rates. RBI also maintained an accommodative monetary policy stance, suggesting it could cut rates to inject money into the financial system whenever needed.

Moreover, the regulator provided instant relief to borrowers by wavering off EMIs on term loans for six months — March to August.

Bidding farewell: State Bank of India’s chairman Rajnish Kumar hung up his boots in 2020, after serving the bank in various capacities for almost 40 years, and the last three as its chairman. Kumar is credited with launching SBI’s digital platform YONO, whose valuation he’d estimated to be around $40 billion. Kumar’s vision for the bank was to transform it into a strong bank and at the top of the digital game. And he definitely succeeded at that. In October he was replaced by Dinesh Kumar Khara, previously a Managing Director at SBI.

Rajnish Kumar, Former Chairman, State Bank of India and Aditya Puri, Former MD & CEO, HDFC Bank
Rajnish Kumar, Former Chairman, State Bank of India and Aditya Puri, Former MD & CEO, HDFC Bank

Aditya Puri, who was at the helm of HDFC Bank for 26 years, also retired in October to give way to Sashidhar Jagdishan. Puri was at Citi Bank when Deepak Parekh first offered him the job to pilot the newly formed HDFC Bank. Puri, a Chartered Accountant, became the first CEO of HDFC Bank in 1994. And in the past quarter century, he transformed the bank and made it the largest private sector lender of India. Puri is now a Senior Advisor at The Carlyle Group.

Failed banks: In March, RBI placed YES Bank under moratorium and restricted withdrawals to a maximum of Rs 50,000, sending its customers to a frenzy. Shares of the bank tanked to Rs 5.65 a piece, its lowest till date.

Yes Bank customers queue up to withdraw money when the bank was put under moratorium by the regulator
Yes Bank customers queue up to withdraw money when the bank was put under moratorium by the regulator

The bank ran into trouble following the RBI’s asset quality reviews in 2017 and 2018, which led to a sharp increase in its NPA ratio and significant governance lapses that led to a complete change of management. The bank subsequently struggled to address its capitalisation issues and get investors. Later, the bank was rescued by State Bank of India (SBI), six private sector banks, and a mortgage lender, who invested a total of Rs 10,000 crore the bank, helping it shore up its capital buffers after they dropped below the regulatory requirements. SBI’s then CFO Prashant Kumar was chosen to head the struggling lender.

Another bank that made headlines is Lakshmi Vilas Bank. In September, in an unprecedented move, shareholders voted against the seven out of a total of 11 members from the senior management including the interim MD & CEO, S, Sundar. According to reports the shareholders were unhappy with the rise in bad loans, value erosion and the future of the bank. The RBI then appointed three members to look after the daily affairs of the bank along with the remaining four senior officials of the bank.

The capital starved LVB was looking for potential mergers and began talks with IndiaBulls Housing Finance, but couldn’t get a nod from the RBI. Later this year, LVB announced merger talks with Clix Capital. But before anything could materialise, RBI put it under moratorium and later announced its merger with DBS Bank India.

Coronavirus health insurance policies : On the basis of guidelines issued by the Insurance Regulatory and Development Authority of India (IRDAI), most insurance companies rolled out their Corona Kavach and Corona Rakshak policies. These short-term policies will cover the treatment cost of the coronavirus disease and remain valid until March 31, 2021. The Corona Kavach policy will cover both individuals and families. The Corona Rakshak policy will only cover individuals.

IRDAI had asked insurers to roll out Covid-19 specific policies Corona Rakshak & Corona Kavach. Industry experts believe many first time buyers have purchased these policies and the sale of these policies has been good.
IRDAI had asked insurers to roll out Covid-19 specific policies Corona Rakshak & Corona Kavach. Industry experts believe many first time buyers have purchased these policies and the sale of these policies has been good.

Above all, the industry accelerated digital adoption, leaving behind the face-to-face service, a dominant mode of distribution and business acquisition. Agents and distributors now interact with customers on video calls for selling products and customer engagement.

The awareness for insurance has gone up significantly towards the concept of protection, the primary reason why insurance exist. Industry experts believe this momentum is here to stay. Further, the industry is moving towards rolling out standardised insurance products like Aarogya Sanjeevani for health insurance, the regulator has also pushed for standardised term cover and travel insurance.

NBFC vs liquidity: NBFCs continued to struggle with liquidity and credit flow. They faced a dual challenge of growth and profitability. The percentage of customers availing the moratorium was relatively lower for NBFCs, while loans outstanding under moratorium were higher than those extended by banks, indicative of incipient stress, said a latest report by RBI. Moreover, the asset quality deteriorated as slippages rose in FY20. However, efforts were made by NBFCs to clean up their balance sheets, as reflected in their written-off and recovery ratios.

Meanwhile, amidst pervasive risk aversion, bank borrowings by NBFCs continued to grow at a robust pace as compared to market borrowings. As the RBI required NBFCs to adopt a Liquidity Risk Management Framework from December 2020, NBFCs gradually swapped their short-term borrowings for long-term borrowings with the aim of maintaining adequate liquidity.

RBI’s NUE: RBI took a leap towards establishing a new umbrella entity (NUE) for retail payments. This entity will set up, manage, and operate new payment systems in the retail space. It is tasked with operating payment systems such as ATMs, white-label PoS, Aadhaar-based payments, and remittance services. All NUEs will have to be interoperable with the National Payments Corporation of India (NPCI)— the umbrella entity that currently manages retail payments in India. However, they will be allowed to set themselves up as for-profit or not-for profit entities. Some big names are already in fray for licence.



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How to plan your finances

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Anshul is a 26-year-old management graduate from a top business school in the country. He earns well, is single and the only child of his parents. His parents are not financially dependent on him and he has no other financial dependents.

He worries that his parents’ portfolio may not have much ability to withstand any financial shock such as a big unplanned expense, medical or otherwise. His parents have been conservative investors and he does not want to meddle in their finances.

He wants to ensure that his parents do not suffer financially once he is not around.

Health comes first

Additionally, he wants to understand how he must approach his investments. He has no real financial goals. He likes to travel but that part is quite manageable, given his level of income. He does not plan to buy a house right away. He would like to consider buying one after he gets married.

Since Anshul is worried about his parents’ financial well-being (in his absence), he needs to focus on insurance portfolio first, not just for himself but for his parents, too.

He has got his parents covered under his employer group health insurance plan. However, the coverage is only there as long as he is with the current employer.

His mother is aged 61 and his father is aged 62. They are in good health and have no pre-existing illnesses.

Life and disability cover

He must buy a family floater health insurance plan of at least ₹10-15 lakh for his parents. While he must buy a private health plan for himself too, he must buy an individual plan and not a joint family floater for his parents. The insurance companies price the family floater policies based on the age of the oldest member and health of the weakest member. By keeping himself out of the family floater, he will be able to reduce the premium for the entire family.

He must buy an adequate life and disability insurance for himself too. While the emotional void of losing a family member is difficult to fill, life insurance proceeds will ensure that they do not suffer financially. A term life insurance plan is the best and the cheapest way to buy life insurance. An accidental disability plan will come in handy if an accident results in disability and compromises his ability to earn.

Invest smart

About his investments, given his age, Anshul can afford to keep things simple. He needs to set aside money towards a contingency fund and any anticipated short-term expenses. Such money can be kept in fixed deposits or liquid funds.

The remainder of his savings can be routed towards a long-term portfolio. While he is young and can afford to invest aggressively, an aggressive portfolio does not mean 100 per cent equity. He must follow an asset allocation approach with an appropriate allocation to equities (both domestic and international) and debt.

A 60:40 equity:debt allocation is fine. He has to adjust equity exposure upwards or downwards slightly as per his risk appetite. He can also gradually add gold (5-10 per cent) to the portfolio for diversification. He must review and rebalance his portfolio annually.

Anshul must get the nominations right and keep the parents in the know of his investments and insurance. He can reconsider nominations when he gets married.

The writer is a SEBI-registered investment advisor at personalfinanceplan.in

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