what can be learned from the uk - german run-off forum. ifds ianbclosedbookkolnv2.pdf · what can...
TRANSCRIPT
Confidential
Closed book strategy What can be learned from the UK ?
Ian Betley
VP, Head of Sales EMEA,
DSTi Holdings and IFDS Group
2 Confidential
Agenda
• A brief history of closed book in the UK
• The main players and their approach
• What can you learn ?
• The Good
• The Bad
• The Ugly
• What does next generation look like ?
• Insurer demands
• Consumer demands
• Market Sector influences
• Summary
3 Confidential
A bit of background
• Myself
• 15 years in Financial Services outsourcing – including technology replacement, rationalisation, ITO, BPO, offshore, transformation
• Completed 3 ‘next generation’ contracts with IFDS, currently 2 more in process
• IFDS
• UK’s largest mutual fund outsourcer with 60% market share (11m customers across 52 clients)
• Owned by State Street Bank and DST Systems
• Rapid and successful service diversification into Life and Pensions and Wealth Management
4 Confidential
2011 Munich
• We are all doing well to survive
2012 Berlin
• We need to change and enhance distribution!
2013 Vienna
• Let’s Innovate
• New products, new ways
2014 Vienna
• The customer is king
• We are not in a position to react
The last 4 years of speaking at Life conferences
2011 Crisis Denial
• You’re customer doesn’t trust you
2012 Stagnation
• You don’t understand your customer
2013 Crisis Acceptance
• Your customer doesn’t understand you
2014 Transformation ?
• Your Customer is in control of you ?
Conference Themes
My Challenges to the conference
5 Confidential
The UK life sector is evolving…so what’s happening?
• Solvency II Directive
• Auto Enrolment • RDR • OFT Review
• FCA Retirement Income Study feedback
Pre 2014 2014
Q1 Q2 Q3
2015
Q1 Q2 Q3
2016
• FCA thematic review of treatment of legacy customers
• Workplace pensions fee cap • Budget announcement on annuities • FCA Retirement Income study
• Removal of Life Assurance Premium Relief • New pensions freedoms • FCA thematic review of fair treatment of legacy
customers feedback
Regulation has been the leading driver of change in the industry
• Solvency II preparation and implementation
6 Confidential
Challenges in the UK market for insurers
Customer Fragility
• Confidence in the financial services market
• Transparency of suppliers
• Customer Experience
• Customer needs – portfolio v commoditisation
Product Innovation
• Throw away the Heritage
• Buy new platforms
• Tactical Reponses
• Partner v build
Economy & market
• Low savings & annuity rates
• Market volatility
• Pension Gap
• Regulation
• Government initiatives e.g. auto enrolment – does that make EBC’s a channel ?
Cost of Entry
• Speed to market
• Brand protection
• Getting it right first time
• Cost of failure / exit
• Cost of Channel maintenance
Insurer
7 Confidential
Now the ‘real’ challenges
• Legacy technology with poor quality data
• Spaghetti of systems caused by mergers and tactical solutions
• Processes embedded in peoples heads, with many manual workarounds
• Stagnation of the working population
• Poor quality staff – with no design or implementation skills
• Lifers in the business
• Union protected
• Public Sector / Fiefdom culture
• Short-termism view of any change or transformation
• Driven by shareholders and executive bonuses
8 Confidential
UK market landscape
Market trends
Outsourcing well established in the UK L&P market - few large players left to outsource,
however not all deals have achieved the sought-for levels of transformation (especially
systems consolidation)
Potentially becoming saturated as far as closed books (which account for the majority of
the market to date) are concerned
However, some deals due for renewal in the next 2-3 years and many small books still run
in-house
Increasing willingness to consider outsourcing as a strategic approach to launching new
products and developing new business
Largest L&P market in Europe in terms of premium (although
Germany and France now employ more people)
Protection market has been flat for a number of years,
investment AUM impacted by the GFC
RDR, as well as developments in consumer attitudes, shifting the
balance of distribution rapidly
Increasing interest in on-line and multi-channel transaction and
servicing driving new system requirements
TPA development
Regulation constantly evolving in both UK and
Europe, with uncertain future effects on e.g. VAT
treatment
Recent years have seen significant IT change driven by
e.g. Solvency II and RDR
The FSA has become significantly stricter on the
regulatory status of TPAs
Regulation
The UK outsourcing market is well-established, but growth has slowed significantly…
9 Confidential
UK market landscape
0
10
20
30
40
50
60
70
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
Policies (m)
Policies (m)
UK L&P TPA market growth by number of policies…
10 Confidential
Up to 2004, the market consisted of mostly small, closed book deals and was served by a number of suppliers battling to get to 1 million policies – ‘same mess for less approach’
L&P Company TPA Provider Deal Value Deal Type Year # of Policies (Approximate)
Lloyds TSB (Abbey Life) Unisys/UISL £60m Traditional Outsource. Subsequently acquired by Deutsche Bank and outsourced to Capita
2000 1.7m
Barclays Schroders N/a GPP green-field outsource 2000 N/a
JPMAM - Save & Prosper Liberata £60m Traditional Outsource - with migration costs included in cost per policy
2001 350k
GE Pensions Group MSG £11m Traditional Outsource – admin of various portfolios of pension related policies over expected five-year term
2001 70k
Sun Life Financial of Canada MSG £95m Traditional Outsource - with 550 staff transfer plus systems implementation
2002 800k
Lincoln Financial Group Capita £160m Creative Partnership - share in business growth over 10 years 2002 900k
Prudential JLT & Hazell Carr N/a Group Pensions 2002 N/a
Barclays/Woolwich Liberata N/a Evergreen deal 2002 1.5m
AXA Sun Life Liberata £50m Axa Equity & Law Closed Book 2002 800k
AMP Hazell Carr £35m Group pensions closed book 2003 100k
Royal Sun Alliance Unisys >£300m Multi-location lift-out creating largest FS TPA deal in Europe at the time
2003 2.8m
Zurich Life Admin Re N/a Post sale to Swiss Re 2003 230k
Liverpool Victoria EDS £109m 13 year deal for open and closed book. Subseuently brought back in-house
2004 600k
Prudential International Capita n/d Dublin based operation for administration of UK sold offshore business
2004 400k
Children’s Mutual Capita £430m Creation of utility to provide CTF servicing to CM and others 2004 New venture
UK market development Phase 1
11 Confidential
From 2005-2010, deals increased in size, included more open books and the market became dominated by Capita with circa 26 million policies – rationalise and offshore
L&P Company TPA Provider Deal Value Deal Type Year # of Policies (approximate)
Pearl TCS (Diligenta) £486m Collection of closed books acquired by Pearl 2005 3.8m
Living Time (AIG) Vertex n/a Launch of new virtual life company 2006 n/a
Zurich UK Life Capita £300m Closed and open book. Planned future product development on Elixir platform
2006 2.8m
Aviva Swiss Re n/a System consolidation and cost reduction play 2007 3m
Prudential Capita £722m Predominantly “mature” (closed) L&P book. Capita also acquired PPMS (Mumbai)
2007 5.5m
Resolution Capita £580m Collection of mostly closed books acquired by Resolution. Resolution since acquired by Pearl. Scottish Provident since sold to Royal London
2007 4.5m
CFS Capita £270m Open book and future product development 2007 4.5m
HSBC Life Vertex n/a Support for new product launches 2007 n/a
Deutsche Bank (Abbey Life) Capita £130m Closed book acquired from LTSB in 2007 2009 1.1m
AXA Capita £500m Closed life and pensions book 2009 3.2m
Equitable Life HCL £120m 30 year deal to cover areas such as IT operational support, policy administration and financial, actuarial and call centre
2009
UK market development Phase 2
12 Confidential
Since 2010, the most significant deals in the market have effectively gone to new entrants... All have a closed and open book approach
L&P Company TPA Provider
Deal Value
Deal Type Year # of Policies (approximate)
Friends Life Diligenta £1.37bn Diligenta’s first competitive win since the Pearl and Phoenix acquisitions. Closed book protection business and significant part of its corporate benefits business
2011 3.2m
AEGON Serco £170m Closed and open book. Protection business Serco’s first entry into L&P
2012 500k
St James Place IFDS £1.0bn 15 year deal for legacy book and new retirement wealth platform
2013 800K+
Old Mutual Wealth IFDS £1.2bn 20 year deal for outsource of closed books, new business and wealth platform
2013 1.1m+
UK market development Phase 3
13 Confidential
TPA key selection criteria
Company level Solution level
(varies by proposition)
• Corporate strength and
strategy
• Corporate culture and fit
• Pricing and commercials
• Implementation risk
• Risk management and
controls
• Business solution
• Operations and service s
• IT
• People
• Technical (product)
expertise
• Regulation
By analysing multiple deals in recent years, typically you can identify a number of key criteria used in selecting TPAs…
The key components that have historically been missed out in selection are: Customer experience and retention
Contract sustainability and future cost of ownership
14 Confidential
One approach to segmenting the UK market (in terms of both deals and competitors) is by level of process-driven vs systems-driven rationalisation…
Significant
Significant
Low
Low Platform Rationalisation
Pro
cess
Rat
ion
alis
atio
n
UK market segmentation – outsourced positioning
Transformational change including
process and platform
rationalisation
New Products
Niche
Process rationalisation
on current platform
IT system consolidation
programs
15 Confidential
Deal type Typical characteristics Example competitors
Transformational change
• Focused on cost and service • Ongoing scale efficiency through platform migration • Closed and open books
• IFDS – closed and open book heritage and wealth management
• Liberata (now HCL) once dominated this market (for closed books), but failed to achieve scale
• Diligenta the only player currently claiming to be able to achieve large-scale platform migration
• Wipro, Cognizant etc with aspirations but not yet credible track record in UK
Process rationalisation
• Focused on driving down costs, often at the (perceived) expense of service
• Usually using existing systems, often existing infrastructure and staff (after TUPE)
• Capita • Serco (new entrant, just won AEGON)
System consolidation
• Often in-house or with ITO assistance • Significant use of offshore IT resources • Frequently consolidating among existing in-house
platforms
• Wipro • Cognizant • HCL
New products • Often gap-fill products • Need for speed to market • Existing systems unable to support • May be on “Build Operate Transfer” basis
• Opal
Niche • Relatively small (typically less than 500k policies) • Closed books, no longer core products • Old, complex products – e.g. DB pensions – requiring
significant technical expertise
• JLT • Hazell Carr • Capita Hartshead
UK market segmentation
16 Confidential
Comparison of Market
Capita IFDS Diligenta HCL Liberata
Cost reduction
Operational efficiency
Flexibility of service model
Breadth of technology coverage
Risk & compliance framework / control
Proven Migration Capability
Brand / reputation
Future TCO/ Contract Sustainability
Ease / cost of exit
Focus on FS Industry / appetite
17 Confidential
IFDS Market Position
Total Cost of Ownership
True business value
Low
High
Low High
Limited sustainability in contracts – high degrees of
financial engineering / short-termism
Indian Pure Plays
minimal local touch – high arbitrage
Distanced delivery empowerment
IFDS Model
Right blend of on/offshore resources. Operational efficiency. Modern
Technology
Large multinational consultancies / high cost base
/ high client growth aspirations
Disjointed & diverse structures
GenPact
Wipro
Capgemini
Accenture
TCS Diligenta
Capita HCL
IFDS Cognizant
Tactical BPO / Technology replacement
Same Mess for Less Operations and Offshore driven
Heritage Outsource (price per policy $/hr)
Strategic integration of wealth and heritage - Customer Centricity
18 Confidential
So how has it gone ? • 80% of the contracts are unsustainable and clients are unhappy with the
outcome
• They have failed due to • Inability to migrate / rationalise platforms (Prudential)
• Inability to change due to legacy – same staff different employer (Liberata)
• Poor knowledge transfer has led to programme failure or added cost to buy back in the knowledge (Friends Life)
• Contracts badly written
• Old processes implemented – cost of keeping lights on too high
• Staff protected against redundancy / performance management (Aegon)
• Short term view on cost certainty with too many dependencies on building scale or driving out efficiencies
• Consequences
• Margin pressure by outsourcers lead to poor customer service
• Stagnation and no thought-leadership innovation or drive for improvement
• Treated as a wasting asset – now performing as a wasting asset – or the value has been bled out of the books
• High risk from regulatory change
19 Confidential
The market demands
What does an insurer and an outsource partner need to consider ?
20 Confidential
Closed funds are facing a significant uplift in complexity and cost
• Long term political focus on accumulation / decumulation / support in old age
• Peers will be challenged by cross –subsidisation of
open and closed books • Increased regulatory focus is here to stay • Most legacy customers are now orphaned from
advice - decline of direct sales forces • Focus on legacy products – customer outcomes and
service levels
Regulation / Legislation Challenges for closed funds
x Legacy products are complex to administer and manage
x Increased regulation may lead to requirement for further system investment
x Legacy book migrations are complex and expensive
x Fixed cost pressure as book runs off
x Requirement to maintain specialist expertise
x Risks to persistency given new pension freedoms
Absolute need for a next generation outsourced operational model
21 Confidential
Key requirements for success in the closed life market
Operating model
Customer focus
Variable cost base supported by outsourcers
Ability to migrate legacy books
Build and retain specialist expertise
Demonstrable focus on product
governance
Improve customer Outcomes and
experience
Ability to source range of new products for
customers through the customer
lifecycle
22 Confidential
Offshore ITO BPO Transformational BPO
Continuous transformation
/ GBS Outsource Maturity
Val
ue
ad
d
Same mess for less Sustainable value
Supplier / Partner evolution
23 Confidential
0204060
80
Cost benefit
Benefit Impact across the maturity model
Transformation
Same mess for less
24 Confidential
The evolution in policy administration costs
0 10 20 30 40 50 60 70 80 90
Corporate Overhead
Operational Cost
IT Cost
Remember – outsourcing is not just about the administration
staff – the real value is when you can reduce actuaries, legal,
compliance and senior management !!
25 Confidential
You know your customers product holding across your business
Op
tim
isin
g re
ven
ue
op
po
rtu
nit
ies
Customer Insight
Orphaned product holder
Policyholder
KYC Know your customer
Customer Centric (SCV)
Customer Lifecycle
Customer, family or
community
Unsure whether details are correct or even alive
Static policy holder with no activity
Known active customer
Building customer insight to market to the individual s life events
Understanding the customer needs as a multi-generational family or community
Engaging with your customer Where are you on this line ?
26 Confidential
Op
tim
isin
g re
ven
ue
op
po
rtu
nit
ies
Customer Insight
Orphaned product holder
Policyholder
KYC Know your customer
Customer Centric (SCV)
Customer Lifecycle
Customer, family or
community
Transactional& Scheduled
STP 3
Customer e-cosystem Workplace, Education, Planning, communities
Family, Tax, Advisor STP 5
Automation Enablement
STP 4
Offline STP 1
Paper Online STP 2
Lower cost of client servicing
Conclusion : The more you know about your customer the more you can sell. The more the customer engages the more you can automate and the cheaper they are to administer.
Digital maturity and the definition of STP Where are you on this line ?
27 Confidential
The Closed book opportunity
The Legacy / Closed books
There is no such thing as a legacy customer there are only legacy products
Inforce customer Segmentation
Product swap
Upsell / Cross-sell
Retain and Serve
Lowest Service Cost
Transfer to wealth
28 Confidential
Closed book – release the embedded value
Low Value but potential
Upsell and Cross-sell more products
High Value in Transition
Engage & Transfer to wealth platform
Offer new products for at and post retirement
Low Value
Service at lowest cost of ownership
High Value
Engage protect and provide excellent customer experience
Closed Book
Strategy
Assets Under Management
Customer Insight
29 Confidential
Focus on asset retention and embedded value
0
200'000
400'000
600'000
800'000
1'000'000
1'200'000
Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10
Lapse 10%
Lapse 13%
Added value
Difference in total policy years over 10 years at 10% lapse rate to 13% is just under 1,000,000
TIME
AV
. CO
ST P
ER
PO
LIC
Y
30 Confidential
What could this look like ? Assisting our clients’ business evolution
• True transformation of operating models to one that can absorb business change incrementally and fluidly, instead of requiring periodic step changes and transition projects.
• We can service both old and new worlds and enable a customer centric view across all books of business
Upgrade of closed book or open book customers to wealth platform services (e.g. as wealth increases with age or third party assets are captured and consolidated)
Closed book customers becoming open book or wealth customers (e.g. up-sell / cross-sell), capture of third party investment assets or insurance covers, especially on life events)
Wealth customers becoming open book or closed book customer (e.g. wealth services are no longer required by the customer as asset values decline)
Open book or wealth customers becoming closed book customers (e.g. product closure)
31 Confidential
Closed book total value proposition?
Support the whole of business lifecycle
Our end to end service model with our own technology (plus surround technologies) can accommodate both life and savings products to support the whole customer journey.
Exceptional experience throughout the whole customer journey
Customer benefits
Insurer benefits
Insurer outcomes
IFDS delivery
32 Confidential
Service model flexibility – it’s not all or nothing Service model
Capable of serving insurance companies with technology and BPO solutions for wealth, heritage / traditional L&P and funds in an owner-operated, multi-tenanted/shared service environment
Alternatively, our clients have the flexibility to adjust their servicing model based on:
• business segment
• business function
• service channel
• product type or variant
• by customer or customer segment
• by distribution channel
Goal alignment – we use the same systems!
33 Confidential
The customer void
Products
Insurance Speak
Distribute
Sell
Commission
Policyholder
Advice
Solutions
Customer needs
Education
Customer
Value
Serve
Engage
The Line Of
Trust
Insurers sell
products client needs service
34 Confidential
The sustainability void
Lowest price
Procurement Speak
Rigorous SLA’s
Continuous Improvement &
Innovation
Cost and Risk Transfer
Service Credits
Benchmarking the price
Best Value
Client real needs from supplier
Continuous competitive advantage
Own and fix the problem responsive error remediation
A Co Create Partnership
Future-proofed & Thought Leadership
Best of breed Service
Sustain- ability is a
hard concept to
sell
35 Confidential
Successes - Skandia
Skandia have signed a twenty year contract to partner with IFDS, to further outsource a significant proportion of their processing, administration and technology.
Skandia is part of Old Mutual Group who is one of the world’s largest life insurance companies.
This contract builds on our existing relationship with Old Mutual and will enable Skandia to replace a number of administration functions and the majority of its UK platform plus Retirement and Insurance Solutions (RIS) technology
This agreement will enable us to continuously improve the service we offer to financial advisors and their clients, introduce new products as well as meet our financial objectives. The IFDS technology will ensure that we can respond to adviser and customer needs faster than we can today and will results in new functionality and greater flexibility to be delivered to advisers via the UK platform.
Paul Feeney, Chief Executive
“ “ 20 year contract On the grounds of a strong existing relationship, successful track record and the ability to demonstrate how to transform Skandia’s business – longest contract of it’s kind
2016 go live The integration of IFDS administration, processing and technology is due to start in 2016.
36 Confidential
Top 5 recommendations / considerations
1. You have legacy products not legacy customers – run-off does not have to be treated as a wasting asset – don’t forget retention and customer experience
2. This is a complex business, tactical tinkering will create a bigger technology or operational debt
3. Outsourcing can work well, but the contracts need to be sustainable and release the embedded value in the business not destroy it
4. When building the business case – it’s not just an ‘as is – to be’ comparison. Look at the future cost of ownership as that is the only way to build sustainability into any outsource contract. Plus the real value is reducing the headcount in the ‘high salary bracket’
5. Don’t try and replicate the old world in the new world. Adopt don’t adapt.
37 Confidential
Thank you for your time
Questions ?
++44 7919 172577