1.1.1 SMoheeb. Critical Issues Facing Malaysian Takaful Operators

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Critical Issues Facing (Malaysian) Takaful Operators

Syed MoheebChairman, Malaysian Takaful AssociationPresident/CEO, Takaful Ikhlas Sdn. Bhd.

Takaful and Retakaful Worldwide

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GCC Takaful & Retakaful Operators

(TO & RTO)

Saudi Arabia TO (11); RTO (2)

Kuwait TO (9); RTO (1)

UAE TO (9); RTO (2)

Qatar TO (5); RTO (1)

Bahrain TO (6); RTO (2)

Source: MEIR 2011, GIFF: Country and Business Guide: 2010, Labuan FSA

SEA CountriesTakaful & RetakafulOperators (TO & RTO)

Malaysia TO (11); RTO (19)

Indonesia TO (9); RTO (3)

Brunei TO (3)

Singapore TO (3); RTO (1)

African countries Takaful & RetakafulOperators (TO & RTO)

Egypt TO (4)

Sudan TO (11); RTO (3)

Algeria TO (1)

Senegal TO (1)

Gambia TO (1)

Kenya TO (1)

Tunisia RTO (1)

Others Takaful & Retakaful Operators (TO & RTO)

Pakistan TO (4)

Bangladesh TO (3)

Sri Lanka TO (2)

Luxembourg TO (1)

UK TO (2)

Estimated to be over 200 takaful companies


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OUTLOOK:

Highest takaful contribution is expected to come from Asia Pacific

PAST 6 YEARS TREND:

Highest global gross takaful contribution is from the GCC region

Malaysia contributes ≥ 21% of its total contributions

Global takaful industry growth: 39% (2005-2008) vs 10.2% in conventional insurance

Still less than 1% of global insurance premiums

Source: GIFF 2010


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No. of takaful operators 12

•Composite takaful operators 8

•Family takaful operators 4

No. of retakaful operators 4

No. of takaful brokers 35

No. of takaful adjusters 36Market Share 2005 2006 2007 2008 2009 2010

Contributions 5.5% 6.7% 8.9% 10.3% 11.0% 12.4%

Assets 5.9% 6.1% 6.9% 7.7% 7.9% 8.3%

Diverse players…

Increasing market share in terms of contributions & assets in every year…

Takaful vis‐a‐vis Insurance: Total Assets & Total Premium (in RM million)

Takaful

Market Penetration* Takaful Insurance

2005 5.7% 38.9%

2006 6.6% 39.6%

2007 7.7% 40.1%

2008 7.9% 41.6%

2009 9.1% 41.7%

2010 11.2% 42.9%

*Market penetration = number of policies in force / total population

Source: Bank Negara Malaysia Source: Sigma Re, Ernst & Young World Takaful Report 2011

Insurance Penetration & Real GDP Growth for Selected Countries

Insurance Penetration (% of GDP)

Malaysia 4.8%

OIC Average 1.47%

Asia 6.2%

UK 12.4%

US 8.0%

World 6.9%

Malaysia ranked 32nd globally in 2010

The Market in Malaysia

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India, Sri Lanka, Bangladesh

Hong Kong, Japan,

South Korea

26% (RM 481.17 m)

UK

Middle East, Africa and Levant

Americas

Significant opportunities remain untappedOther Markets served

Shareholding Composition in Malaysian Takaful Operators

Participation of 12 foreign shareholders from 10 countries

Islamic Finance Growth

7How can takaful capture a bigger share of USD1 trillion industry?

Resilient, viable and profitable

Takaful grew the least (less than 1%) compared to other Islamic finance components

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Global Takaful Industry

Increasing Trend in Gross Contributions• GCC is expected to continue its domination in global Takaful, to deliver a gross contribution of USD6.4 billion in 2010.

• This will be followed by South East Asia with USD1.8billion, largely driven by Malaysia.

• The projected growth of Takaful worldwide is about 29%.

Different Preferences among regions• Family & Medical plan was the most preferred plan in South East Asia.

• MENA in contrast saw higher participation in General Takaful Business compared to Family plans.

• Interestingly, the record shows the upward trend in Family & Medical Plans for both regions, suggesting potential of the plans to be untapped by the players.

Gross Contributions by Continent

Product Mix : MENA vs South East Asia

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Indicators Malaysia GCC

Return on equity 7.6% ‐6.5%

Net Retention ratio 95.5% 63.0%

Net Claim Ratio 28% 50%

Net Income Break Up (Investment Income : underwriting Income)

22:78 16:84

Contribution / shareholder Equity

263% 150%

Investment Yield 5.0% 3.5%

Combined Ratio 53.3% 71.9%

2008 Financials - Malaysia vs GCC

Driver Malaysia GCC

Risk retention Retaining a larger proportion of business on their books and converting this into better technical results.

Its requires greater underwriting competence and track record (using historical data) to build a quality book.

The broking approach result the higher re-Takaful outflow.

Reduces their ability to generate potentially positive underwriting results.

Underwriting Result Claims ratio of 28% is reflective of stronger underwriting discipline and diversified business

Higher average claims ratio of between 40-60% can be improved through stronger underwriting competence.

UnderwritingLeverage

Average equity of US$84m and an underwriting leverage ratio of 260% in 2008 imply significant scale and enhanced returns.

However, proposed risk-based capital rules may impact operators’ abilities to write riskier lines of business without adequate capital cushion.

Average equity of US$ 70m and an underwriting leverage ratio of 150% in 2008 (skewed upward by a small number of large players) implies that scale has not yet been achieved.

Achieving critical mass is key to enhancing shareholder returns

Investment Result Average yield on investments have remained stable and reached 5% in 2009.

Average yield on investments have fallen sharply to below 4%In 2008.

Operating efficiency Average combined ratios have remained steady at around 53%.

Average combined ratios have continued to improve and reached 72% in 2008, indicating improving operational efficiency

Malaysia Takaful Industry can be considered matured as compared with other countries. This is reflected by the underwriting capability, better returns and stable operation efficiency.

Key financial Indicator ( Malaysia vs GCC)

10Note: - … Negligible

Penetration rate is referred to number of Takaful certificates over populations Net contribution is without contribution from EPF Annuity Scheme.

Viable, progressive & resilient industry with strong growth over the last 25 years..

Malaysian Takaful Industry 2010

Mkt Share (%) '85 ‘90 ‘95 ‘00 ‘05 ‘06 ‘07 ‘08 ‘09 ‘10

Net contributions …. 0.8 1.0 3.8 5.4 6.8 9.5 10.7 11.8 13.3

Assets … 0.4 0.7 3.7 5.7 6.3 7.1 8.0 8.3 8.7

Market Penetrations … 0.1 0.3 2.5 5.6 6.6 7.7 7.9 9.1 11.2

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Malaysian Takaful Industry update

With greater diversity of players

8 Composite TOs 5 ICBUs

4 Family TOs

1 ITO

4 RTO 4 ICBU

Robust expansion• experienced 5 year (2005-2010)

compound average growth rate of 27% p.a. (net contributions); 20% p.a. (assets)

• achieved 12.4% market share (net contributions) of total insurance andtakaful market in 2010

Net Contribution and Assets for Takaful

1.72.6 3.0 3.5

4.3

0.4

6.9

8.810.6

12.4

14.7 14.9

-

2.0

4.0

6.0

8.0

10.0

12.0

14.0

16.0

2006 2007 2008 2009 2010 Jan-11Year

RM Billion

Net Contribution Assets

Growth of Net Contribution and Assets for Takaful

29.0

49.3

23.2

17.3

27.9

17.817.8

16.4

19.817.7

-

10.0

20.0

30.0

40.0

50.0

60.0

2006 2007 2008 2009 2010

Year

%

Net Contribution Assets

a) Clarity of takaful as a protection product

Issue 1 : International Connectivity in Takaful

Clarity in how each model operates and can co-exist

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Takaful Funds

Parti

cipan

ts

Emergence of different takaful models across jurisdictions presents opportunities for greater understanding and acceptance

• Rights of takaful participants• Duties, responsibilities and obligations of takaful operators and re-takaful

operators • Protection elements of the takaful funds• Co-takaful and re-takaful compatibility• Permissible takaful risks

Al‐MudharabahAl‐Mudharabah

Al‐WaqfAl‐Waqf

Al‐Ta’awuniAl‐Ta’awuni

Hybrid Al‐Wakalah & Al‐Mudharabah

Hybrid Al‐Wakalah & Al‐Mudharabah

New concepts?New concepts?

Al‐WakalahAl‐Wakalah

Collaboration through ICMIF/GTG/FOIITC?Greater collaboration with brokers?

Covers operational processes relating to takaful and shareholders’ fund, include the requirements relating to:

• Establish operational model that based on the contract and approved by Shariah Committee • Setting up fund

Segregate shareholders’ fund and takaful fund• Management of takaful operations

Adequate tabarru’ allocation into PRF to cover risk and obligations associated withtakaful contract

Establish written policy on the management of surplus that are approved by ShariahCommittee and Board

• Management of operating costs and income of takaful operators• Management of assets, liabilities and surplus• Rectification of deficiency of takaful fund

• Establish written policy on mechanism to rectify deficit and/or loss in PRF that are approved by the Board

Guidelines of Takaful

Operational Framework

Key Requirements:

Purpose:

• Ensure business activities and innovations are within TO’s risk management capacity and do not compromise prudence

• Ensure long term business sustainability and safeguard interest of stakeholders via comprehensive internal controls

Snapshot of Malaysian TOFSnapshot of Malaysian TOF

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b) Mutual recognition of Shariahinterpretation and enforcement


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Mutual recognition of Shariah interpretation and enforcement:Two main issues

Addressing “leakages” of business and investments

Seizing a more sizeable share of Shariah compliantinvestible universe

c) Intensify development of international best practices


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A good start but more needed in augmenting the uniqueness yet comparability oftakaful as a mainstream protection product which co-exists alongside insurance

(eg risk-based capital for takaful and impact of Solvency II requirements on takaful)

Facilitates rating of takaful operators

Regulatory Challenges - IFSB implementation Issues

1. Do the existing law and legal systems adequately address insolvency issues arising from Takaful operations?

2. Clarity from Shariah standpoint on the treatment of “outstanding” Qard (i.e. that has been made but not repaid) in the case where a PR F enters into an insolvent winding-up.

IFSB recommends that:•Any outstanding Qard would rank pari passu with participants’ claims, so that the deficiency would be shared pro rata;•Participants’ claims would rank above any outstanding Qard.

3. Clarity on earmarking concept from Shariah standpoint, accounting etc

4. How to determine sufficient level of the Qard draw-down to provide reasonable assurance those adequate resources will be available within the PRF to meet any obligations arising in the process of run-off before a PRF be allowed to be run off?

5. Should TOs failed to meet of solvency requirement, required to disclose to the public?Accountability vs market confident

Issue 2 : Market Penetration

•Family takaful product mix heavily concentrated in mortgage-related products;

•Health, endowment & annuity underserved in takaful

Endowment products: Average Size of Annual Premium

2008 2009 2010

RM RM RM

Takaful 802 863 923

Insurance 1,338 1,536 1,764

•Less innovation in family takafulcompared to life insurance - In 2010, on average a life insurer launched 4 times more new basic (ordinary & IL) product and double the number of riders launched by a familytakaful player

•Average size of contributions and sum assured still lower than insurance, although gradually increasing

•Need to develop capability to serve all consumer segments including higher income range

Distribution of New Business for Family Takaful and Life Insurance for Dec 2010

13.2

37.0

51.5

10.2

9.1

7.7

2.0

5.4

15.6

31.5

0 20 40 60 80 100

Family Takaful

Life Insurance

Business

%

Endowment & Whole Life*MortgageMedical & healthOther plansRidersAnnuityInvestment-linked (IL)

Issue 3 : Family Takaful not as competitiveTOs need to improve investment performance…• Investment yields of family takafulfund consistently underperform life insurance, although gap narrowing

Operate more efficiently•Takaful industry currently less cost-efficient than insurance

- Underlying trend reflects consistently higher expense ratio

•Cost containment vital to enhance attractiveness of takaful products

- Avoid consumer perception that takafulan expensive option

Investment yield with capital gain

9.4

4.8 4.4 5.7 4.7 5.24.8

6.5 6.55.8 6.15.6

0.02.04.06.08.0

10.0

2005 2006 2007 2008 2009 2010

Year

%

Family Takaful Fund Life Insurance Fund

Incurred management expense ratio

8.4

12.310.7

12.110.9

9.7

11.6

8.38.27.57.3

6.7

0.0

2.0

4.0

6.0

8.0

10.0

12.0

14.0

2005 2006 2007 2008 2009 2010

Year

%

Takaful Insurance

Incurred Agency Remuneration Ratio

20.3

14.8

20.5

16.4

14.4 14.8

0.0

5.0

10.0

15.0

20.0

25.0

2008 2009 2010

Year

%

Takaful Insurance

And improve productivity•Based on benchmarking, takafulagents consistently getting higher remuneration for producing much less business than insurance agents

-Takaful average new contributions per agent of RM17,185 vs insurance’s RM38,325 (Q4 2009)

• Increasing trend of retakaful ceded to conventional players despite growingretakaful capacity in the market

• Genuine and progressive efforts to reduce leakage vital for maintaining credibility oftakaful and Islamic financial system

Distribution of Retakaful Ceded

-

10

20

30

40

50

60

70

80

2008 2009 2010

Year

%

Insurance/Reinsurance companies Takaful/Retakaful companies

RM 170 m

RM 150 m

RM 187 m

RM 71 m

RM 318 m

RM 105 m

Net Contribution for Retakaful Business (Dec 2010)

49%51%

Local business Foreign business

• Encouraging progress achieved, but some retakaful operators still domestic-focused• Need to capitalise more on growth

opportunities arising from enlarging global takaful market

Leakage to conventional players Domestic focused

Issue 4 : Retakaful Sector

Recent benchmarking exercises reveal• Higher surrender rate in family takaful than life insurance • Longer turnaround time for settling family takaful claims from intimation date

- 46 days vs 20 days (life insurance) in Q4 2009- 36 days vs 17 days (life insurance) in Q2 2010

• Lower customer retention in motor takaful than insurance - Only 28% certificates renewal vs insurance’s 48% in Q2 2010

Common areas of takaful consumer complaints to BNM:• Mis-selling: exaggeration of benefits, no explanation on product exclusion• Use of scare tactics & intimidation – merely using halal/haram argument as selling point

Issue 5 : Takaful Industry underperforming

Issue 6 : Readiness to comply with new Regulations

Contribute to..• Enhanced industry readiness in implementation

• Pragmatic and orderly industry growth and development.

• Takaful operators to keep up-to-date with regulatory developments & ensure capacity towards effective implementation

• MTA to play effective role in providing balanced views that reflects industry consensus on issues for the greater good and benefit of industry as a whole

Takaful regulatory frameworkBNM Guidelines Effective date

Takaful Operational Framework 1 Oct 2011

Valuation Basis for Liabilities of Family Takaful Business

FYE beginning on or after 1 July 2011

Valuation Basis for Liabilities of General Takaful Business

FYE beginning on or after 1 July 2011

Shariah Governance Framework 1 Oct 2011

Investment-linked Business 15 April 2010

Internal Audit Function of Licensed Institutions 20 July 2010

Product Transparency and Disclosure Various

Introduction of New Products 1 July 2009

IFSB’s international standards & best practices Issued date

IFSB-8: Guiding Principles on Governance For Takaful (Islamic Insurance) Undertakings

Dec 2009

IFSB-9: Guiding Principles on Conduct of Business for Institutions Offering Islamic Financial Services

Dec 2009

IFSB-10: Guiding Principles on Shariah Governance Systems for Institutions Offering Islamic Financial Services

Dec 2009

IFSB-11: Standard on Solvency Requirements for Takaful Undertakings

Dec 2010

Domestic and international regulatory framework for takaful is evolving :

Issue 7 : Human Capital Development

• More concerted action required from all key stakeholders – MTA, takaful operators and training providers

- Talent development as a strategic focus area under a permanent committee of MTA

- Industry to leverage more on INCEIF, IBFIM & ISRA as dedicated education and training solution providers for Islamic finance

INCEIF: Out of 1710 students (2006-2010), only 27 students or less than 2% from takaful industry; all sponsored by only 1 TO

Support INCEIF, IBFIM & ISRA’s capability building agenda

• Harness closer industry – academia/training providers partnership to create synergies for mutual benefits

- Industry to define required skill-set to better integrate industry needs into programs on offer

- Collaborative internship – provide real involvement with industry that allows students to gain valuable practical experience

• Ensure no duplication of efforts or competing objectives to optimise limited resources available

• Review Agency distribution training needs - 20% of agents producing 80% results• Develop right-mind set and sales skills• Provide sales tools and harness technology for ‘ease-of-doing business with’• Improve agency management skills and discipline

• Recruitment, training, sales, logistics

Issue 8 : Shariah Governance

Malaysian Takaful Industry: Way Forward

• Standardised to customised products

• Value-added activities: white-labelling, outsourcing centre

• Technical ability to underwrite LSR, mega-projects, micro-Takaful

• Supported by comprehensive & efficient data-mining & advanced analytics tools

• Operational excellence

• Cost-efficiency• Multi-

channelling & partnership

• Brand leadership attained from superior service quality & professionalism that command customer loyalty

To develop a new blueprint for significant expansion of the financial system, emphasis on the development of a vibrant regional financial market that can support the expansion in trade and investment activities within the region.

Conclusion : Key Priorities for M’sian Takaful Operators

1. Sharpen business focus & competitiveness to increase market share, increase takaful penetration and strengthentakaful ecosystem

2. Ensure well-planned transition process towards pricing deregulation of motor insurance and takaful

3. Strengthen operational efficiency and market conduct to attain clear ethical leadership and competitive advantage

4. Ensure readiness for effective implementation of domestic regulatory framework & international best practices

5. Secure success through continuous focus in human capital development

6. Enhance Shariah governance to earn public trust, enhance awareness and facilitate braanding

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Thank you.

For more information, contact:

[email protected]

1.1.1 SMoheeb. Critical Issues Facing Malaysian Takaful Operators

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