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Sun Life VA Sales Up 35% At Mid-Year

The U.S. division of Sun Life Financial Inc. said its first-half 2009 variable annuity (VA) sales rose 35%, versus the first half of 2008, while VA industry’s overall sales fell 25.4% for that period, according to Morningstar/VARDS.

Sun Life was the fifteenth largest seller of variable annuities in the U.S. in the first half of 2009, with $1.4 billion in sales and a 2.3% share of the VA market, according to LIMRA International. Sun Life’s parent company has a Standard & Poor strength rating of AA2, a Moody’s rating of Aa3, and a Fitch rating of A+3, as of June 30, 2009.

The firm’s year-over-year gains occurred in all three major financial distribution channels. The company’s assets rose 10.7%, more than double the industry’s 5.1% gain. The Wellesley, Mass.-based insurer also almost doubled its market share in VA sales since the end of 2008, and 91% of its new VA sales for the first half of the year included at least one optional living benefit.

Sun Life VA sales increased against the industry average in all three financial distribution channels. Its wirehouse sales roles 82.6%, to $596.7 million in the first half of 2009 versus the first half of 2008, independent channel sales rose 46.6%, to $536.3 million, and bank sales rose 6.3%, to $226.2 million. The industry’s overall sales fell 28%, 23.2%, and 43.4% in those channels, respectively.

© 2009 RIJ Publishing. All rights reserved.

AIG and ING Sell Units to Raise Cash

American International Group, the recipient of a $100 billion-plus U.S. government bailout last year, has agreed to sell its Taiwan life insurance unit, Nan Shan, to a Hong Kong investor group for $2.15 billion, the New York Times reported.

The sale is AIG’s largest divestiture so far since September 2008, when it nearly failed because of losses on credit default insurance it wrote on mortgage-backed securities.  Nan Shan, one of Taiwan’s largest life insurance, has assets of over $46 billion and 7.9 million in-force policies held by about four million policyholders.

Nan Shan’s buyer is Primus Financial Holdings, which was co-founded in early 2009 by Robert Morse, a former senior Citigroup banker, China Strategic Holdings, an investment firm.

AIG previously raised $500 million from the sale of its Pacific Century Group asset management business to a Hong Kong investment firm, $1.9 billion from the sale of its energy and infrastructure investment assets, and $1.9 billion from the sale of 21st Century Insurance Group, an auto insurer. 

Founded in Shanghai in 1919, AIG also hopes to raise cash through initial public offerings for two life insurance units—American International Assurance, or AIA, and American Life Insurance Co., known as Alico—in Asia and New York, respectively.

Like AIG, ING is also using divestitures to raise cash after a huge government bailout.

ING Groep, the Dutch parent of the U.S. insurer, has agreed to sell its Swiss private banking unit to Zurich-based wealth manager Julius Baer for 520 million Swiss francs, or $505 million, as part of a planned disposal of assets after receiving a 10 billion euro government bailout a year ago.

The all-cash transaction is expected to close in early 2010. ING sold its Australian joint venture to ANZ, and may sell units in Asia and possibly North America.

ING has said it wants to sell assets to raise between 6 billion euros and 8 billion euros as it attempts to repay the Dutch state for the emergency funds that propped up its Tier One capital during the financial crisis. The sale of ING’s 51% stake in its Australian joint venture brought in 1.1 billion euros. The Dutch bank and insurer has clients in more than 40 countries, and employs about 110,000 people worldwide.

© 2009 RIJ Publishing. All rights reserved.

Highlights of Principal Financial Survey

Highlights of Principal Financial Survey
  • 50% of workers unsure when they will retire
  • 12% have delayed their planned retirement date
  • 40% may delay retirement by six years or more
  • 83% do not have a plan for converting savings to income
  • 43% of those who have a plan have an “actual written plan”
  • 44% of retirees began planning for retirement 10 years before retirement
  • 73% of retirees say they should have started planning earlier
Source: The Principal Financial Well-Being Index, Third Quarter 2009

Guardian Expands Sales Team for Retirement Solutions

The Guardian Life Insurance Company of America is expanding its Retirement Solutions national sales force to offer a suite of specialized retirement products to small and mid-sized businesses across the nation.

So far, 13 new Regional Vice Presidents (RVPs) have been hired alongside an internal sales support team of seven. The RVPs are responsible for sales and support of Guardian’s group retirement products across all distribution channels. The sales team will report to Dale Magner, vice president, Retirement Product Sales.

“We are expanding our sales team to accommodate the enormous demand for retirement products that meet the unserved needs of thousands of small and medium-sized businesses,” said Margaret W. Skinner, executive vice president of Guardian’s Individual Products Distribution organization.

“Our retirement products, The Guardian Choice and The Guardian Advantage, are both designed to offer the features normally available only to large plan sponsors to this growing market segment,” she added.

The Retirement Solutions sales team has an average of 13 years direct group retirement sales experience. In their roles, the RVPs will assist financial advisors with prospecting leads, sales and ongoing client support. The sales team will also work with Guardian’s Retirement Center of Excellence, a knowledge center that provides pre-sales support with customized plan illustrations, product recommendations and regulatory compliance assistance to financial professionals.

Guardian Retirement Solutions also includes 370 professionals who provide product design and client service to financial advisors and their clients. Guardian is now a strategic partner for LPL Financial’s new Retirement Plus Program, which provides retirement products and support for retirement plan-focused independent financial advisors.

© 2009 RIJ Publishing. All rights reserved.

Accountants Split on Financial Reforms

Accountants are divided in their opinions of the impact of President Obama’s proposal to overhaul the financial regulatory system and increase protections for consumers and individual investors, according to a survey of 350 financial professionals by Ajilon Finance in conjunction with the Institute of Management Accountants.

The survey revealed that almost half (48%) of respondents believe that President Obama’s plan will have a “very positive” or “somewhat positive” effect. But 40% of accountants say the plan will have a “barely positive” or “negative” effect.

Among those opposed, 29% believes the plan will be too difficult to implement and enforce, 11% say the country will find itself in a similar mess in a few years, 5% called the plan “too little, too late” and three percent said the plan doesn’t go far enough to prevent excessive risk-taking and protect the public.

© 2009 RIJ Publishing. All rights reserved.

 

What If Employees Are ‘Too Poor To Retire’?

A new report prepared by CFO Research Services and Prudential shows that “although there has been some improvement in capital markets since the beginning of the year, many employees’ near-term plans to retire are in jeopardy.”

Senior finance executives at large companies are concerned that if older employees can’t afford to exit the workforce and thereby make room for younger workers, “workforce productivity and overall employee morale can suffer and companies can find it difficult to retain rising stars when paths to promotion are effectively closed.”

The results of the survey, “Managing Retirement Benefits Amid Capital Market Disruption,” was based on responses last spring by 140 senior finance executives (primarily chief financial officers, controllers, and directors of finance) at companies with $500 million or more in annual revenues. Almost half of the companies had $1 billion to $5 billion in revenues.

Among the findings:

  • Almost two-thirds of respondents (63%) say they are more concerned now than they were a year ago that employees who become financially unable to retire might “retire on the job” and be unproductive. About the same percentage said that they are now more concerned about a shortage of growth opportunities for younger staff.      
  • More than two-thirds of respondents answered “yes” to the question, “Would it be beneficial to make your company’s DC plan more closely resemble a DB plan by enabling the plan to provide guaranteed income during retirement and by further automating the plan?”
  • Seventeen percent of respondents rate employees’ investment allocation decisions as poor, and 17% say employees make poor decisions about their contribution amounts. 
  • More than one-fourth of respondents (27%) rate employees’ retirement planning as poor. Many employees don’t recognize the need to adjust or revisit their asset allocations, contribution amounts, and risk appetite as they approach retirement.
  • Forty-two percent of respondents say they are very likely to limit high-risk investments for their DC plans.  
  • Companies are very likely to add investment products that defend against market declines (44%) to their DC plans, as well as more conservative target-date funds (38%).   
  • Forty-two percent of respondents said their companies are very likely to increase automatic enrollment and contribution-escalation efforts. Respondents are less likely to say they will increase funding for DC plan education in the next two years. 

© 2009 RIJ Publishing. All rights reserved.

Risks of Retirement Poorly Managed

Nobody likes to retire after a losing year. Just ask Brett Favre.

Older employees appear to postponing retirement until an economic recovery begins and employers are delaying major changes to their retirement plans until business-as-usual returns, according to Aon Consulting, the human resources consulting arm of Aon Corp. 

Aon surveyed 1,313 employers nationwide for its 2009 Benefits & Talent Survey. More than 90% said they are not changing their retirement programs quite yet and 87% said employees are delaying retirement due to economic conditions.

A third of employers polled said fewer than 70% of their employees are enrolled in their defined contribution (DC) plans, with two-thirds saying they believed workers are not participating because they don’t believe they can afford to.

Meanwhile, 38% of these employers believe employees have little knowledge of the funds they needed to invest in for retirement and 52% said employees have an accumulation target. Just 8% believe their employees have a strong understanding of how much money they’ll need in retirement.

Workers wanting to learn more about retirement savings have turned to their employers for additional information. In fact, 64% of responding employers said there was an increase in investment-related questions in 2008 vs. 2007, but only about a third of these organizations increased their communications around the importance of saving for retirement last year, while 62% said their communication remained unchanged from the previous year.

“The ‘wait-and-see’ attitude is not surprising,” said Amol Mhatre, senior vice president responsible for retirement innovation with Aon Consulting. “We may continue to see dramatic economic swings, as interdependencies grow in the global economy, and retirement programs and savings can’t stop with every downturn.”

In addition to not changing their retirement communications strategy, 92% of organizations are not changing their pension/defined benefit (DB) programs in the near future, citing the high cost of company-required contributions (71%), volatility (47%) and administrative costs (35%) as the main reasons. Employers also are not changing the risk profile of their pension plans, as two-thirds of these organizations have not made changes to their pension investments during the past two years and do not intend to do so in the next two years.

Regarding defined benefit plans, the survey showed that only 45% of employers offer a DB plan to their employees. Forty-one percent of employers have frozen their pension plans to new entrants, 25% have frozen their plans entirely and do not have a strategy regarding plan termination, and 20% have frozen their plans and intend to terminate the plan once funding allows.

As for defined contribution plans, 56% of respondents said they offer matching contributions on DC plans. Of those, approximately half provide a match greater than three percent. In addition, 41% of employers have an automatic enrollment plan, with 53% implementing a default contribution from employees of 3%.

© 2009 RIJ Publishing. All rights reserved.

Proposal Would Require Ratings Agencies To Share Liability

Legislation that would hold the major credit rating agencies responsible for each other’s strength assessments has been drafted by the chairman of a House Financial Services subcommittee.

Rep. Paul Kanjorski (D-PA)’s bill could help resolve the conflicts of interest that arise when agencies receive fees from the companies whose bonds and financial strengths they rate.  He contends that establishing collective liability could spur the powerful rating agencies—Moody’s Investors Service, Standard & Poor’s and Fitch Rating—“to police one another and release reliable, high-quality ratings.”

But Moody’s chairman and CEO Raymond McDaniel testified that imposing collective liability could stimulate lawsuits against the agencies and create an unpredictable business environment.

The SEC recently proposed rules designed to address the inherent conflicts of interest in the current system. One SEC proposal would discourage “shopping” for favorable ratings by requiring issuers to disclose whether they had received preliminary ratings from other agencies.

A lot rides on those ratings. The agencies issue ratings on the creditworthiness of public companies, thereby determining their borrowing costs. The ratings also offer an opinion about the creditworthiness of securities, which can determine their prices. 

After giving positive ratings to exotic mortgage-backed securities a few years ago, the rating agencies downgraded many of them last year as home-loan delinquencies soared. The securities plummeted in value and became the untradeable “toxic” assets whose illiquidity created a credit crisis and resulted in hundreds of billions of losses for investment banks and their investors.

© 2009 RIJ Publishing. All rights reserved.

Presidential’s New Campaign

In a year when low interest rates are making single premium immediate annuities more expensive, tiny Presidential Life, which was born 44 years ago in a Nyack, NY storefront, has found a way to enhance a SPIA’s payout.

The $240 million NASDAQ-listed company, 40% of whose sales are income annuities, has engineered a joint and survivor contract where the first annuitant receives benefits for life but the survivor receives income for a period certain or for life, whichever is less

Contract owners can adjust their payments up or down by shortening or lengthening the period certain, from as few as five to as many as 20 years. Because the second income stream is life-contingent, the survivor receives an added dividend from mortality pooling. 

“Normally, adding a second annuitant can reduce the monthly payment,” the company said in a release. “But in [our] new contract, the second annuitant receives the full payment for a fixed, pre-elected period of five to 20 years or until death, if sooner. If the second annuitant predeceases the first annuitant, the first annuitant continues to receive a lifetime annuity at the same payment rate.”

According to Presidential’s Gary Mettler, this arrangement would be appropriate for intergenerational transfers from an 80-something parent to a 60-something child, perhaps as an alterative to a single life annuity with a premium refund feature.

“We take the beneficiary of a period certain income annuity and make that person a second annuitant,” Mettler, Presidential vice president, told RIJ.  “By making the contract a temporary life, we give ourselves some wiggle room to raise payouts.” 

“We generally make sure that the payment period is long enough to refund the premium. If there’s a $100,000 premium, for instance, we might issue a contract with full life and 13 years period certain,” whichever is shorter.

“The Achilles heel of a life with period certain contract is that the beneficiary may receive little or nothing,” Mettler said. To avoid that problem, agents and consumers sometimes choose contracts with long certain periods or refund provisions. But that strategy punishes the annuitants with lower incomes, without guaranteeing a legacy.

“The problem with a normal joint and survivor for a parent and child is that it drags the payment down,” Mettler said. “By limiting the duration of the unreduced payments to the second annuitant, we have more premium dollars to fund higher monthly payments to the first Annuitant, contract owner.”

This structure also protects the family in other ways, Mettler said. If there’s a Medicaid lien against the first annuitant, for instance, the state would be able to claim assets ahead of a beneficiary but not ahead of a second annuitant. “Life contingent payments and their legacies become consumer defensive financial arrangements without peer,” the company said in a release. 

While interest rates are low, interest in SPIAs among the elderly is high. “As a result of the economic debacle, we’re getting more life-contingent SPIAs at high ages. Our biggest age group is 75 to 85. Many are life only. If the bank is only paying one percent on CDs, and the clients find themselves invading other money to live on, this produces a lot more income,” Mettler said.

Aside from its small size and slim marketing budget, Presidential Life’s weakness is its B+ (Good) rating for financial strength from A.M. Best. Last April, the ratings firm noted the insurer’s vulnerability to low interest rates because of its concentration in SPIAs, but praised it for paying down its debt. The company lost $10.2 million in the first half of 2009, compared with net income of $22.4 in the first half of 2008.

One annuity industry observer calls Presidential Life “The Mouse that Roared”-referring to Leonard Wibberley’s 1955 comic novel after a tiny European country whose archers conquer Manhattan. “For such a small company, they’ve shown the greatest leadership in terms of product development and marketing of income annuities,” said Garth Bernard, CEO of Sharper Financial LLC.

“My hat is off to them,” he said. “More carriers should take a page out of their book. The industry would not be in the precarious position it is in today if they had followed the leadership of Presidential Life (at least for putting some of their eggs in the income annuity basket instead of entirely in the VA basket).”

“We do more things with SPIAs than anyone else,” Mettler said. “In the last year, for instance, almost everyone has dropped out of enhanced annuities because it’s a capital intensive tool. So now only we and Mutual of Omaha issue them. We’re picking up business from other carriers, and because the carrier pool has dropped, we can price accordingly.”

Presidential Life has a slim marketing budget-it relies on fixed annuity giant New York Life to generate buzz for SPIAs-but its SPIA commissions are competitive. “We pay [insurance marketing organizations] 4.5%, and they will usually reel out 3.5 points to the agents. We don’t adjust commissions for age, and we issue to age 100, “ he said.

But winning over insurance agents isn’t easy. “If you had 100 agents in the room and asked them if they had ever sold a SPIA, you might find five who would raise their hands. And if they actually sold one, it was probably a period certain, and usually sold in the context of selling a split annuity-a deferred annuity and an immediate annuity,” Mettler said.

“Why don’t agents like them? It’s a single transaction, and a one-time fee,” he added. “With a variable annuity, they can exchange it for a more advanced product when the surrender period expires and receive a new commission. So a lot of agents buy a deferred, then another deferred. They haven’t been trained to annuitize. They’re trained to transfer.”

© 2009 RIJ Publishing. All rights reserved.

Let’s Look at Your Telomeres

Will homo sapiens discover a way to live significantly longer? Perhaps. Elizabeth H. Blackman, Carol W. Greider, and Jack W. Szostak won the Nobel Prize in medicine this week for their work on telomeres, the tiny protective bumpers at each end of our chromosomes that wear away after our cells divide about 50 times.

If science can find a way to keep  telomeres from eroding, our cells may replicate in a normal way indefinitely, keeping us forever young. On the down side, cells that never lose their telomeres can turn cancerous.  

The limits of human longevity were, not surprisingly, a key topic of discussion at the Longevity 5 conference in New York in late September, where experts such as Joseph Coughlin of the MIT Aging Lab and John Iacovino of Fasano Associates, a Washington, D.C., underwriting firm, spoke at length. (See ‘Old People with Attitude and Expectations’.)

The two men painted a complex picture. Most of the gains in longevity in the last 40 years, for instance, have come from improvements in the treatment of cardiovascular diseases. The beneficial effect of those advances may have peaked—at least among people who have followed the recommended dietary, exercise and drug regimens.  The eradication of cancer might extend the average American’s life by six years—a tremendous boon, perhaps, but not immortality.  

Looking backward, of course, the gains have been impressive. In 1950, a 65-year-old American male could expect to live 13.9 years and a 75-year-old man could expect to live an average of 10.9 years. By 2000, a 65-year-old man could expect to live 18 years and a 75-year-old could expect to live 11.4 years. 

It’s a truism that women outlive men, but on average it’s becoming less so. Among 65-year-olds, an estimated three out of four men and four out of five women will reach age 75. The average 65-year-old couple can expect to live a combined 38.4 person years. But they will only spend 13.5 years of those years together, on average—even without taking separate vacations. Elderly women still spend more time alone than men. Married women on average spend 6.8 years as widows. Men spend 4.5 years as widowers. Women have a 57% chance of outliving their husbands. 

Just as there are income disparities in the U.S., there are also longevity disparities. There’s a widening gap between the lifespans of the more affluent 50% of the U.S. population and the less affluent 50%. Obesity raises the mortality rate of a growing segment of American society. As a result, Americans are not as long-lived as, say, the Japanese or Norwegians. From roughly the late 1970s to 2000, the obesity rate in the U.S. more than doubled, to 31% from 15%.

But even as some people have extended their lives and others shortened theirs, the end game has become increasingly expensive. Many Americans spend their final months, weeks, days or hours in cost-intensive care settings. To some extent, that’s probably to be expected. But it distorts the use of resources, in that 80% of the nation’s health care expenditures go to people during their final two years.

“I’m not so sure that’s sustainable long-term,” Dr. Iacovino said.

© 2009 RIJ Publishing. All rights reserved.

‘Old People with Attitude and Expectations’

Overweight Baby Boomers are digging their graves with their spoons. Skinny Boomers are obsessed with exercise and antioxidants. These counter-trends make life confusing for the experts who just want to know exactly when the average retiree will die.

On Sept. 25 and 26, a bunch of those experts convened on the 50th floor of the JP Morgan Building, where brilliant silk-screens of zoo animals by Andy Warhol adorn the interior walls and the glass outer walls reveal a 360-degree sky-view of New York City.

Fifty or so economists, actuaries, bankers, insurance executives and aging experts had traveled from as far as Taiwan and Germany to attend Longevity 5, the fifth in a series of international meetings, and to hash out responses to the global aging trend.

For many of them, global aging is as big a threat as global warming. Instead of rising sea levels and desertification, they foresee a tide of longevity risk that could bankrupt the social insurance programs, pension funds and annuity issuers whose obligations are linked to the length of people’s lives.

“Economists have not really understood this risk. Policymakers are not yet engaged,” said David Blake of the Pension Institute at the Cass Business School in London and the chairman of the conference. “This is a real, underestimated, slow-burning risk.”

Or, as Joseph Coughlin, the bow-tied director of the MIT Age Lab put it, “There are going to be a lot of old people with attitudes and expectations.

On the other side of the bet, financiers in suits are circling. JP Morgan Chase and Goldman Sachs have built longevity indices. A few pension funds have used swaps to off-load longevity risk. Life settlement companies are buying up life insurance policies and selling “death bonds.” But, relatively speaking, the response to the aging problem is in its infancy.

The case for longevity bonds
The dilemma boils down to this: who will bear the financial risk that billions of people might live too long?

In Finland and Germany, governments are pushing some of the longevity risk of their social insurance programs back onto individual participants by adjusting benefit levels to fit changing mortality rates and market performance.

Alternately, pension funds are looking to share their risks with investment banks. Last July, the Devonport Royal Dockyard pension fund became the first UK pension fund to enter into a longevity swap, in a deal with Credit Suisse.

Investment banks may buy the risk, securitize it, and sell it in the capital markets to investors who are looking for an asset class uncorrelated with stocks or bonds. Or a government could issue ultra-long-dated “longevity bonds” and spread the risk across generations.

A majority of those at the Longevity 5 conference seemed to favor the idea of the U.S. government issuing 50-year longevity bonds, pegged to a longevity index, that would mitigate longevity risk the way Treasury Inflation-Protected Securities mitigate inflation risk.

Guy Coughlan, managing director and global head of JP Morgan’s LifeMetrics and Pension Solutions business, said the U.S. government has a “responsibility” to issue longevity bonds because it encouraged the transition from defined benefit to defined contribution retirement plans and dumped longevity risk on the plans and participants.

“There’s a social need to pick up the risk borne by corporations,” Coughlan said. Longevity bonds “would help create an orderly market for annuities.” Peter Blake agreed, saying the “U.S. government has obligated companies to honor their pension liabilities, and now it says it has nothing to do with the government.”

The U.S. wouldn’t have to issue enough longevity bonds to pick up all of the risk, said Tom Boardman of Prudential plc, which issues about one-eighth of all individual income annuities in the world. “Private industry can handle 85% of the risk,” he said. “We’re just looking for protection of the tail.”

Coal mine canaries
The British are apparently the canaries in the longevity coal mine. Under recent pension reforms, those in the U.K. have to annuitize their tax-deferred savings by age 75, and millions buy life annuities at retirement. The British now buy about half of all life annuities in the world each year, making themselves a test case for coping with longevity risk.

The pipeline into annuities in Britain will get even bigger in 2012, when workers who don’t now have workplace pensions will be auto-enrolled in a defined contribution program to which they, their employers, and the government (through tax breaks) will contribute. That could eventually double the demand for annuities, to £30 billion a year.

“For a small country, those are significant numbers,” said Boardman. “Insurance companies don’t have the capacity to take on that kind of risk. But the capital markets do.”

The same capacity problem could occur in the U.S.-if large numbers of Americans were inclined to buy life annuities with their trillions of dollars in defined contribution savings. Theory dictates that that should happen-but it isn’t, said James Poterba, the MIT economics and president of the National Bureau of Economic Research.

“Our models tell us that people will see a role for annuities,” Poterba said. “But there’s very little activity in the annuity markets. That’s the so-called annuity puzzle, which has attracted a large percentage of the research community.”

Insurance companies might be able to offer more attractively priced annuities to U.S. retirees if they could lay off their longevity risk in the capital markets, he suggested. But he believes that, even with better pricing, selling individual annuities will “still be an uphill battle.” The existence of a public annuity-Social Security-probably crowds out some of the demand for private annuities, he said.

It all adds up to a gloomy picture-almost as gloomy as global warming. If there’s a silver lining, Poterba told some of the world’s top pension wonks, it’s that at least the 2008-2009 financial crisis gave us a warning to reform our retirement systems before it’s too late. By 2025, he said, much more savings will be at stake, and a similar crash would make last year’s $500 billion drop in retirement fund assets look mild.

© 2009 RIJ Publishing. All rights reserved.

Boston College Gets Financing for Financial Literacy Center

A Center for Financial Literacy (CFL), with first-year funding of $3 million from the U.S. Social Security Administration, will open at Boston College, the College’s Center for Retirement Research announced in a press release yesterday.

The new center, to be led by Center Director Alicia H. Munnell, Program Director Steven Sass, and Creative Director Ronn Campisi, will produce educational materials and programs that help people make reasonable financial decisions throughout their working lives and into retirement.

The Boston College team has extensive experience producing financial literacy materials using print, film, and interactive media. Active partners will include the National Bureau of Economic Research, the Brookings Institution, The College of William and Mary, Innovations for Poverty Action, Financial Engines, Knowledge Networks, and the National Endowment for Financial Education.

The Social Security grant calls for the CFL and its partners, in the first year of a five-year period, to:

  • Produce print and Web-based interactive guides to financial issues facing retirees.
  • Develop a Web-based interactive program to help older workers choose a target retirement age.
  • Field commitment programs to help low- and moderate-income households control their finances.
  • Design a plan for a comprehensive “go-to” financial website.
  • Review the effectiveness of existing financial literacy programs.
  • Create a financial literacy “food pyramid.”
  • Evaluate how 401(k) participants use target date funds.

 

“Given the turbulent economic climate and the shift of financial risk to individuals, people need help,” said Alicia Munnell. “The new Center will provide essential tools to improve decision-making.” She will continue to head the Center for Retirement Research at Boston College, which conducts and disseminates new research on retirement income issues.

© 2009 RIJ Publishing. All rights reserved.

Highlights of New Allianz/Harris Poll

Highlights of New Allianz/Harris Poll
  • 74% of investors say the “stock market will bounce back and restore any losses.”
  • 45% of advisors say most clients have a realistic retirement vision.
  • 62% of investors want help insuring they don’t outlive their assets.
  • 89% of advisors think clients would consider lifetime income products.
  • 50% of advisors have talked to clients about such products.
  • 12% and 9%, respectively, of retirement portfolios contain commodities or TIPS.
  • 55% of investors think it’s more important than ever to work with an advisor.
Source: Allianz Global Investors and Harris Interactive. Based on poll conducted in July and August of 1,013 pre-retiree household financial decision makers aged 30 or older with at least $250,000 in investable assets.

Pacific Life Applies For Possible In-Plan VA

Pacific Life has filed an application with the SEC for a Destinations variable annuity that offers an optional 0.10% increase in the lifetime payout rate for each year the owner delays taking a withdrawal during the first 10 years of the contract, if the owner is over age 59½ at issue.

The contract, which has a maximum front-end load of 5.5% (for initial premiums under $50,000) and 75 basis point M&E fee (or, alternately, an annual 1.75% M&E), also has a loan feature, suggesting that it may be intended for use as an in-plan distribution option for retirement plan participants.

The contract’s age-bands and annual lifetime payout rates begin at 4% for those under age 69, 5% for those ages 70 to 84 and 6% for those age 85 and older. During the accumulation period, there’s also an annual automatic step-up of the guaranteed base to the account balance, if higher, subject to fee increases.

The contract offers a range of living benefit riders with fees ranging from 75 basis points for a guaranteed minimum account balance-type rider to 1.75% for the joint-life version of a guaranteed lifetime withdrawal benefit with a 5% annual credit during the initial 10-year waiting period and a lifetime payout rate of 5% or 6%, depending on the contract owner’s age when income begins.

© 2009 RIJ Publishing. All rights reserved.

Jackson National Launches Bonus VA

Jackson National Life has launched Perspective Rewards, a new variable annuity product that pays a 6% automatic bonus on first-year contributions under $100,000 and 8% on contributions of $100,000 or more.

Rewards is the fourth contract offered within Jackson’s Perspective variable annuities series. Annual fees include a mortality and expense risk fee of 1.65%, a 0.15% administrative fee, and fund management fees ranging from 0.57% to 2.63%. The maximum surrender charge is 7.5% during a nine-year contingent deferred sales charge period.

Living benefits available under the Perspective Rewards contract, and their maximum annual expense ratios, are:

  • SafeGuard Max, a Guaranteed Minimum Withdrawal Benefit (GMWB) with a five-year step-up, 0.81%.
  • AutoGuard5, a 5% GMWB with annual step-up, 1.47%
  • AutoGuard6, a 6% GMWB with annual step-up, 1.62%
  • LifeGuard Freedom GMWB, a lifetime GMWB with bonus and annual step-up, 1.50%. (Joint contract, 1.86%)
  • LifeGuard Select, a lifetime GMWB with bonus and guaranteed withdrawal balance adjustment, 1.20%. (Joint contract, 1.50%).

 

© 2009 RIJ Publishing. All rights reserved.

Employers Expect Health Reform to Raise, Not Lower Costs

Most employers are resistant to changes in the health care status quo and worry that reform will raise rather than reduce overall costs, according to a new poll by Watson Wyatt.

The poll of 160 employers found that 73% believe health care costs will increase if health care reform legislation is enacted. Even more (86%) think the health care proposals being considered would weaken the role employer-sponsored plans play in providing health care coverage.

Fewer than three in 10 (29%) of employers said they would support a tax on high-income employees with high-cost plans. Fewer than one in five (19%) would support a tax on insurers that provide high-cost plans. Only 11% would support taxing employer-paid health insurance premiums.

The poll found that only 10% of employers would support an “employer mandate” that required them to provide health insurance, but 50% would support a mandate requiring individuals to buy health insurance. Ten percent would support both, and 30% would not support either.

“Escalating health costs have been top of mind for employers for years now, but the reform debate has pushed this issue to a critical point,” said Ted Nussbaum, North America director of group and health care consulting at Watson Wyatt.

“While the national debate centers on options for expanding coverage and ways to generate revenue to fund reform, employers are concerned that health care costs will rise even higher as a result of the new legislation,” he added.

© 2009 RIJ Publishing. All rights reserved.

Plan Sponsors Increasingly Turn to Investment Consultants—Cerulli

Investment consultants have become the gatekeepers for asset managers hoping to distribute through a 401(k) platform, especially as plan sponsors demand best-of-breed managers and custom target-date funds, according to the third quarter issue of The Cerulli Edge-Retirement Edition.

This trend toward investment consultants cannot be ignored, the report said, since they now control as 41% of DC assets, with the majority of these assets in large plans over $500 million in assets.

Over three-quarters of consultants said they want asset managers to demonstrate consistent investment performance track record without “surprises.”

“Consultants want stable investment organizations that have a repeatable process, and equally importantly, they want to know when something goes awry,” notes Scott Smith, senior analyst at Cerulli Associates.

Asset managers should develop the role of the portfolio specialist, he added. A good portfolio specialist takes relationship management burdens off of portfolio managers while using their investment knowledge to strengthen the relationship management team. Only 57% of consultants feel direct access to a portfolio manager is very important.

As the DC market increases in size and complexity, asset managers should be prepared for an institutional sale through investment consultants. By understanding how investment consultants operate and effectively meeting their demands, managers can be best poised to take part in custom target-date funds and open-architecture DC platforms.

Other findings from this issue of The Cerulli Edge-Retirement Edition include:

  • As plan sponsors try to meet to higher fiduciary standards, they will increasingly turn to investment consultants.
  • The best way for asset managers to reach the investment decision makers in a consulting firm is to understand the firm’s business structure and organization.
  • The shift of client assets into alternatives and long-duration fixed income will create opportunities for managers with proven track records in these asset classes.

 

© 2009 RIJ Publishing. All rights reserved.

SEC Moves To Bolster Oversight of Rating Agencies

In response to the failure of the major credit rating agencies to protect the public from flawed securities in recent years, the Securities & Exchange Commission voted on September 17 to adopt or propose measures to require greater disclosure, foster competition, address conflicts of interest, shed light on rating shopping, and promote accountability.

The Commission has proposed or decided on:

  • Giving competing credit rating agencies access to the necessary underlying data about structured finance products so they can offer unsolicited ratings.
  • Requiring greater disclosure of potential sources of revenue-related conflicts.
  • Determining the use of “ratings shopping” by requiring issuers to disclose any “preliminary ratings” obtained from other rating agencies.
  • Eliminating a current provision that exempts NRSROs from being held liable when their ratings are used in conjunction with a registered offering.
  • Changing the Commission’s rules and forms to remove certain references to credit ratings by nationally recognized statistical rating organizations (NRSRO).
  • Reopening the public comment period to allow further comment on Commission proposals to eliminate references to NRSRO credit ratings from certain other rules and forms.

 

In 2006, Congress passed the Credit Rating Agency Reform Act that provided the SEC with authority to impose registration, recordkeeping, and reporting rules on credit rating agencies registered as Nationally Recognized Statistical Rating Organizations (NRSRO). Currently, 10 credit rating agencies are registered with the Commission as NRSROs.

© 2009 RIJ Publishing. All rights reserved.

 

Americans Reveal Inertia, Self-Reliance in Principal Financial’s Latest Survey

Since the beginning of the equity rally last March, Americans have regained some of their characteristic optimism. Nor do they intend to seek professional financial advice, according to the latest quarterly edition of The Principal Financial Well-Being Index.

The survey covered 1,147 employees over age 18 at small and mid-sized companies and 558 retirees in all sections of the U.S. Subjects were selected from among those who have agreed to participate in Harris Interactive surveys. The data have been weighted to reflect the broader population.

Anecdotal reports have suggested that most 401(k) participants didn’t touch their accounts during last winter’s financial crisis. Given the steep stock market rally since mid-March 2009, their inertia seems to have served at least some of them well.

One in three participants either said their account balances have recovered to their January 1, 2009 levels or are expected to recover in two to five years, up from 20% in the second quarter. Only 12% said they expected to delay retirement.

Most don’t use advisors

While 44% of retirees said they began planning for retirement more than 10 years before they actually retired, only 17% of current workers surveyed said they’ve created a plan for converting their savings to a retirement income stream. Of those, only 43% have a written plan.

When they do get around to planning, they are unlikely to hire an advisor, the survey showed. Fifty-five percent of retirees and 38 percent of employees said they “do not want any services from a financial professional.”

Less than 10% of either group said their interest in professional advice had risen since the crisis. Fees, lack of trust, inertia, and confidence in their own planning skills were the most common reasons for not seeking out or consulting an advisor.

Retirees seem to have made up their minds about using advisors, while workers are still thinking it over. Asked what best describes how they manage or intend to manage their savings in retirement, 63% of retirees said they would manage on their own and 34% said they had advisors. Among employees, only 17% had advisors. Less than half (43%) said they would manage their own retirement finances; 26% were unsure what they would do.

Survey Results


On overall well-being

  • 66% of employees and 60% are concerned about their long-term financial future.
  • 35% of all respondents, but only 25% of retirees, say they worry most about not being able to pay for basic necessities.
  • 56% of retirees and 59% of employees have reduced spending in the past two months.

 

On workplace benefits

  • 93% of small to medium-sized employers provide include health insurance, 76% provide dental insurance, 68% provide life insurance, 63% provide defined contribution plans, 63% provide free parking and 46% provide disability insurance.
  • 23% of employees would most like to see a defined benefit plan added to their benefit package, 13% would like to see profit sharing or bonuses, and 12% would like flexible hours.
  • 43% of employees would like better health insurance and 15% would like an improved defined contribution plan. Health insurance (43%) and defined contribution plans (15%) top the list of benefits that employees most wish their company would improve upon.
  • 64% of employees are most satisfied with their defined benefit plan, 56% with their disability insurance, 55% with their defined contribution plan and 53% with their life insurance.
  • 87% of employees gave health insurance at least an “8” out of 10 rating for importance.

On defined contribution plans

  • 81% of employees participated in their employer’s defined contribution plans.
  • 24% of plan participants had made a change to their 401(k) plan in the past six months; 11% increased contributions, 8% decreased contributions, 3% have taken out a loan, 3% have stopped contributing and 2% have taken out a hardship withdrawal.
  • The most common reasons for changes their saving habits included “pay down debt,” “pay daily expenses,” and “build up savings accounts.”
  • 18% of employees say their balance is the same or higher than it was on Jan. 1, 2008, compared with 9% after the first quarter.
  • 16% of employees feel it will take less than two years to recover their lost savings, compared with 11% after the first quarter.
  • 20% of employees are not sure how long it will take, up from 12% after the first quarter.
  • 2% of employees think they will never recover their peak account balance.

On retirement planning

  • 50% of employees are not sure when they will retire.
  • 12% have delayed their planned retirement date.
  • 40% said they would delay retirement by six years or more.
  • 83% of employees say they do not have a plan for transitioning their retirement savings into a steady income stream.
  • 43% of those who said they have a plan for transitioning from savings to income have an “actual written plan.”
  • 44% of retirees said they began to think about managing their spending and investments in retirement more than 10 years before retirement.
  • 73% said they would start planning more than 10 years prior to retirement if they could do it over again.

© 2009 RIJ Publishing. All rights reserved.

Shunned in U.S., Income Annuities Thrive in the U.K.

In sharp contrast to financial behavior in the U.S., hundreds of thousands of people in the United Kingdom convert their tax-deferred savings into income annuities as soon as they retire, according to a report from Watson Wyatt, the global consulting firm.

The so-called “at retirement” market for annuities grew to over £14 billion ($22.4 billion) in 2008 and is expected to grow 60% to about £23 billion ($36.8 billion) over the next five years. Britons buy roughly half of all income annuities sold worldwide, with a population of only 60 million. Prudential plc (no relation to Prudential in the U.S.) is the largest writer.

For those unfamiliar with the U.K annuity landscape, the report, “The UK Pension Annuities Market: Structure, Trends & Innovation” provides a detailed description.

Sales Trends in the UK Annuities Market - Number of New Policies SoldIn 2008, the Association of British Insurers data indicates, over 450,000 pensions annuities were written, with an average “pensions pot” or retirement account balance of about £25,000 ($40,000). The median value was only about £15,000 ($24,000), with 75% of cases related to pensions pots worth less than £30,000 ($48,000). A pensions pot of £15,000 would generate a level income of perhaps £1000 ($1600) a year for a male aged 65, with no spousal entitlement.

When they reach age 75, Britons are required to buy income annuities with their remaining tax-deferred savings-a requirement not entirely different from the U.S. required minimum distribution at age 70½.

Before then, when they first retire, British citizens can buy a “drawdown” product puts loose limits on the amount they can withdraw from savings, a “third-way product” like our variable annuities with lifetime income benefits, or an income annuity. Three types of income annuities are available, with fixed, variable, and “enhanced” payout streams.

Sales Trends in the UK Annuities Market - Value of New PremiumsEnhanced annuities, which accelerate payments for contract owners who have health issues that reduce their life expectancies, have been popular among retirees in the U.K. They don’t yet sell as well as standard income annuities, but their market share is 16% and growing. In the U.S., these products are known as “impaired risk” or “medically underwritten” annuities.

The recent financial crisis has impacted the British annuity market in several ways. The European Union is requiring insurers to increase their reserves and invest more conservatively, thus putting downward pressure on annuity payout rates. But the collapse of the stock market after 2007 has helped drive sales of fixed income annuities by making investors and retirees more conservative.

In other U.K. developments, more Britons are taking advantage of the mid-2009 stock rally to swap their recently-recovered account balances for income annuities before stocks collapse again, if they do. “Managed and UK equity funds had jumped by an average of 29% and 38.5% respectively since March and a number of pension savers have had the opportunity to lock into these gains,” Professional Pensions reported.

A pension analyst at Hargreaves Lansdown, Nigel Callaghan, told Professional Pensions that individuals should also consider hedging risk by purchasing an annuity with part of their capital and leaving the rest invested. The EU Solvency Directive—which becomes effective in 2011, and will force insurers to hold greater reserves—could reduce annuity rates drop by as much as 20%. And it said government quantitative easing measures—the low interest rate policy—could lead to an inflationary environment causing annuities to rise in the medium-term.

© 2009 RIJ Publishing. All rights reserved.