Category Archives: Reinsurance

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Hurricane Matthew Could Impact Renewals, Reinsurers

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Downgraded to a post-tropical cyclone on Sunday, Hurricane Matthew proceeded to work its way north, pummeling coastal regions of Georgia, South Carolina and North Carolina, where rivers are overflowing and flooding continues. So far, Matthew has killed nearly 900 people in Haiti and 17 in the United States. More than 2 million U.S. homes and businesses lost power over the weekend, according to Reuters.

CoreLogic said today that it anticipates hurricane-related insured property losses for both residential and commercial properties to be between billion and billion from wind and storm surge damage.

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The amount does not include insured losses related to additional flooding, business interruption or contents.

CoreLogic: Hurricane Matthew Loss Contribution by County in Florida, Georgia and South Carolina
lorelogic-losses

Willis Towers Watson said on Friday that the storm’s losses are not expected to adversely affect the insurance industry, due to abundant capacity. Organizations with upcoming renewals, however, may be impacted, the company warned.

“There will still be upset for the next couple of weeks, and underwriters will be skittish about renewing business until they calculate their losses,” Gary Marchitello, head of property broking at Willis Towers Watson, said in a statement. “Anyone with the misfortune of renewing programs with East or Gulf coast exposures over the next 4 to 6 weeks will be challenged to secure property coverage at favorable terms.”

Despite the excess capacity, the market is “ripe for an opportunity to turn,” and an event or aggregated events “will drive pricing adjustments,” he said.

Fitch Ratings said Hurricane Matthew will put pressure on earnings of some insurance underwriters in Florida and other southeast states but is “not expected to present a major capital challenge.” If storm insured losses exceed $10 billion, Fitch said a greater proportion of the losses will be borne by reinsurers as opposed to primary companies.

According to Fitch, the homeowner’s market share has shifted away from large national writers and the state-sponsored Citizens Property Insurance Corp. to a number of smaller Florida homeowners specialists. “A lack of storm activity over the last decade has substantially increased the claims paying resources to meet catastrophe losses, such as those arising from Matthew, of both Citizens and state-sponsored reinsurer, the Florida Hurricane Catastrophe Fund (FHCF),” Fitch said.

Primary insurers with the largest exposure in Florida are: Universal Insurance Holding Group, Tower Hill Group, State Farm Mutual Group, Citizens Property Insurance Corporation and Federated National Insurance Company.

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Property insurers writing business in Florida rely heavily on reinsurance protection and other methods to mitigate their risk of extreme loss.

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“As a result, the FHCF, the traditional and collateralized reinsurance markets and the catastrophe bond market could have meaningful exposure to losses from Matthew,” Fitch said. Fitch estimates that FHCF has assumed the largest level of premiums by a wide margin. Among private entities, Lloyd’s of London appears to be the next largest reinsurer followed by Allianz SE; Tokio Marine Holdings, Inc.; Everest Re Group, Ltd.; and XL Group Plc., Fitch said.

P&C Insurers Face Lower Profit Margins

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High insured losses from natural catastrophes, challenges from the personal auto business and pricing competition will make it more difficult for the property and casualty industry to maintain the favorable underwriting results it has seen for the past three years, according to S&P Global Market Intelligence.

In its U.S. P&C Insurance Market Report, S&P predicts an increase in the industry’sDown chart2 statutory combined ratio to 99.5% in 2016 from 97.6% in 2015 and reduction of pretax returns on equity to 8.7% from 10.8%—or to 7.5% from 9.9% when adjusting for the impact of prior-year reserve development.

“Profit margins are projected to be much narrower than they have been in the last few years, unless something dramatic happens,” report authors Tim Zawacki, senior editor and Terry Leone, manager of insurance research at S&P Global Market Intelligence said in a statement. “While insurers have wisely accounted for the fact that they haven’t been able to depend on investment gains to subsidize underwriting losses, they still need to practice restraint as they seek growth.”

Commercial Lines
The commercial lines combined ratio is projected to increase to 95.1% from 93.4% for 2015, which represented the third-consecutive year that the measure of underwriting profitability had ranged between 93.3% and 93.5%.

According to the report, premium growth in the commercial lines has benefited from factors such as slow, but steady macroeconomic growth and rate increases in commercial auto business, offset by continued downward pressure on commercial property rates. The outlook anticipates that the 93.9% combined ratio in the workers compensation line in 2015—which marked the first sub-100% result in that business since 2006—will not be repeated and that historically favorable results of the past three years in commercial multiperil and the fire and allied lines will begin to normalize over time.

Factors such as abundant reinsurance capacity, favorable underwriting results and relatively high levels of capitalization have contributed to downward pressure on commercial lines rates. The outlook assumes that carriers will continue to exhibit discipline in their underwriting, as recent contractions in Treasury yields in the aftermath of the U.K.’s June Brexit vote offer a reminder of the reinvestment risk the industry continues to confront, in what remains a low-for-long interest rate environment, S&P said.

Key observations
• Reduced Profitability: The P&C industry’s pre-tax ROE is projected to decline about 2 percentage points in 2016 while its combined ratio, which measures expenses incurred relative to premiums earned, is projected to increase to 99.5%, the highest level since 2012.
• Increased Investment Risk: Declining Treasury yields in the aftermath of the U.K.’s Brexit referendum have reinforced the challenges the industry faces to earn reliable, low-risk investment income, putting additional pressure on underwriting discipline.
• Weak First Half: Large increases in the amount of insured catastrophe losses during the first half of 2016 will negatively impact loss ratios in several business lines that have produced historically favorable results during the past three years.
• Personal lines: Historically unfavorable results in the private-passenger auto business are projected to deteriorate further in 2016 as miles driven by Americans continue to rise due to low gas prices. They will begin to improve once broad-based rate increases fully take hold, but this will take some time.
• Financial Results Hinge on Auto Line Performance: Private auto lines accounted for 34.4% of the industry’s 2015 direct premiums and, as financials demonstrated, the performance of those lines have played a significant role on the fate of underwriting.
• Future Issues: Favorable reserve development, broad access to reinsurance capacity, and a series of benign hurricane seasons have provided tailwinds to the industry in recent years. But none of those elements will continue in perpetuity and the absence of any one of them could create additional hurdles for the industry from a profitability perspective in 2016 and beyond.

Brexit Creates Turmoil

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Brexit
Britain’s unexpected vote to leave the European Union has left many unanswered questions, some of which may not be resolved for years as Britain and the EU iron out the details of the split. Meanwhile, in the wake of the announcement, oil prices dropped, global stock markets have taken a significant hit, the Euro and the British Pound plunged.

Fitch said today that overall, Britain’s decision is broadly “credit negative” for most U.K. sectors.

During a Eurasia Group conference call this morning, Europe associate Charles Lichfield asserted, “The U.K. has lost relevance to Washington.” In the past, he explained, the United States has worked closely with Britain on many European issues, but will now bolster relations with Germany, Spain and other countries, bypassing Britain.

According to the Wall Street Journal:

The move triggered a selloff across markets dragging down the British pound, commodities and shares in U.K.-listed banks, utilities and oil-and gas companies including BP PLC and Royal Dutch Shell PLC, whose shares fell 6.2% and 4.9%, respectively.

A spokesman for Shell said the company will work with the U.K. government and European institutions on navigating a British exit from the EU, known as Brexit. The Bank of England announced it was prepared to use its $371.85 billion war chest to stabilize the market.

The uncertainty in the marketplace after the referendum could hurt oil companies by exacerbating the already-challenging environment created by lower oil prices.

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In the aftermath of the vote, U.K. Prime Minister David Cameron announced plans to step down.

The referendum is expected to jolt the U.S. economy, likely driving up the value of the dollar.

Members of the insurance industry and their buyers are wondering what the impact on Lloyd’s and the London market will be. So far, Lloyd’s has maintained a cool façade.

“I am confident that Lloyd’s will stay at the center of the global specialist insurance and reinsurance sector, and I look forward to continuing our valuable relationship with our European partners,” Chairman John Nelson said in a statement on the vote. “For the next two years our business is unchanged.

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Lloyd’s has a well prepared contingency plan in place and Lloyd’s will be fully equipped to operate in the new environment.”

The Financial Times, however, expects the insurance sector to be “hit hard” by the vote and that the impact could have a negative impact on the London market.

According to the FT, “One of the big attractions to insurers of operating via Lloyd’s is that it has passporting rights into the EU. Many of the insurers who do business there at the moment say that after a Brexit they will simply shift some of their business to subsidiaries within the EU, bypassing the Lloyd’s market in the process.”

Brexit is also expected to have more impact on the life insurance market than property/casualty. “The impact on the non-life insurers was more muted, given that many of them have little cross-border business and hold very conservative investment portfolios.

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Shares in Direct Line, RSA and Admiral were all down in mid-single digits,” according to the FT.

Captive Growth Increases Need for Insurance-Experienced Board

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The current climate for captive insurers is gravitating toward encouraging captives—including single-parent, association and agent-owned—to appoint experienced, independent directors to their boards. Regulators (National Association of Insurance Commissioners and Bermuda Monetary Authority) and rating organizations (A.M. Best and Standard & Poor’s) have all come out in favor of the appointment of independent directors. They believe that independent directors add value by providing independent, experienced guidance to captive owners that is separate and distinct from a captive’s other advisers, including as managers, lawyers and accountants.

Their appointment could also help a company avoid a lawsuit. Independent directors do not have conflicts of interest, can provide experience that is different from others on the board and usually have a broad captive insurance perspective.

Another point worth considering is that some captive managers may have other interests, such as brokerages, reinsurance brokerages, actuarial, claims, asset investments. Some may even provide leads for a possible fee for premium financing. Furthermore, captive owners can mistakenly believe they get all the advice they need from their current advisers.

Independents on the Horizon

In the coming months, expect to see captive owners reaching out to independent directors, both because of their value-added consulting expertise and because regulators and possibly rating agencies will require it. This practice already exists in some overseas jurisdictions, and with Solvency II, it could become more important as it may ultimately apply here in the U.S.

What is often overlooked is the value-added experience independents offer. Here is a partial list of services normally expected of experienced independent directors:

  • Help in selecting the reinsurance interme­diary. They provide an independent per­spective separate from the reinsurance broker or risk manager.
  • Advise on acquisition opportunities of the captive, if any, such as buying a third-party administrator, a licensed admitted insur­ance company, or an investment in a new start-up retail brokerage firm. These sophis­ticated ideas are an expansion of most cap­tives’ business plans and need to be consid­ered carefully given the risks they present. Keep in mind, however, that the captive landscape from the 1970s is littered with the carcasses of captives that ventured ill-advised into such businesses.
  • Help in evaluating a reinsurance program’s structure and economics.
  • Attend and advise on the rating process with outside rating agencies, such as A.M. Best.
  • Attend meetings with insurance regulators, especially if there is a regulatory concern.

Independent directors are also asked to vote on many issues, including:

  • Should the captive change fronting companies?
  • Should the captive make a large dividend payment to the parent corporation, or should it return capital to its owners?
  • Should the captive write direct procure­ment policies for the parent corporation?
  • What law firm should handle uncollectible reinsurance?
  • Should the captive litigate or arbitrate certain claims?
  • Should it change asset investment managers?
  • Should the captive expand into other lines of business, such as writing third-party reinsurance business?
  • Should it move from an offshore domicile to a domestic domicile?
  • How can the captive reduce the cost of its reinsurance program?
  • How does a captive evaluate its various service providers?
  • What are the consequences of executing reinsurance or fronting agreements?