PWC - Covid-19 Impact On The Indian Insurance Industry

June 2020
COVID-19:
Impact on the Indian
insurance industry
Table of contents
Foreword............................................................................................................................................................3
Short-term considerations for the insurance sector to respond to the COVID-19 crisis...................................7
Impact on the health insurance industry............................................................................................................10
Impact on the general insurance industry..........................................................................................................14
Impact on the life insurance industry.................................................................................................................17
Cyber security in insurance................................................................................................................................18
Key considerations for operations.....................................................................................................................23
Sales and distribution.........................................................................................................................................24
Key considerations for customer service...........................................................................................................26
Claims processing..............................................................................................................................................27
Workforce considerations...................................................................................................................................28
Regulatory actions and dispensation.................................................................................................................29
Staying relevant – the importance of taking proactive measures......................................................................32
Conclusion.........................................................................................................................................................36
2 PwC COVID-19: Impact on the Indian insurance industry

Foreword
The insurance industry seeks to protect a country’s people, assets and
businesses. Hence, the business of insurance has always been closely
linked to a country’s business performance and asset ownership.
Life insurance protects the livelihoods of people and future earnings
and has a direct correlation with the earnings of people, their business
performance and net worth. General insurance protects assets and
businesses and their valuation as well as overall economic activity. Hence, a
Joydeep Roy
popular way of measuring insurance penetration is to benchmark it with the
Global Leader – Insurance Digital Assets,
GDP of a country.
and Leader, Insurance – India
PwC India Along with the European Union (USD 15.6 billion), the United States (USD
5.8 billion) and Japan (USD 5.2 billion), India is among the 15 economies
most affected by COVID-19 and the slowdown in production in China. For
India, the trade impact is estimated to be very high in the chemicals sector
(USD 129 million), textile and apparel (USD 64 million), automotive sector
(USD 34 million), electrical machinery (USD 12 million), leather products
(USD 13 million), metals and metal products (USD 27 million), and wood
products and furniture (USD 15 million).
Apart from manufacturing, many businesses have been indirectly affected
by the virus. The lockdown in major cities in India has resulted in public
establishments like restaurants, amusement parks and movie theatres
being shut down completely and their revenues being impacted. These
establishments require urgent relief from the Government, and the current
situation may lead to lower renewals of employee benefit and life and
accident policies.
Further, the automobile sector was witnessing a slowdown before the
COVID-19 outbreak and thus, the motor insurance segment, which
accounts for over 35% of the overall insurance premium collection, was
going through a rough phase with virtually no growth in the own damage
category. The pandemic and lockdown may have a significant impact
on the automobile insurance sector, which is one of the largest revenue
sources for the general insurance industry.

Similarly, the hospitality and events industries, which avail in their revenue. In the financial services industry, this
of event, liability and property insurance, are also set to percentage was slightly higher at 33.3%, and around
take big hits. Reduced travel may hit the airline industry 15.4% of CFOs in this sector believed that revenues would
badly and will lead to a considerable decline in the travel decrease by 25–50%.
insurance segment, which was very profitable.
The survey also revealed some interesting findings related
While the demand for health insurance is expected to to the health industry. While 26% of the CFOs in the
increase considerably, underwriting thresholds may also go industry believed that the crisis would lead to a decrease
up and thus the negative movement may not be offset. in revenue by nearly 26%, around 19% of the CFOs
believed it would lead to an increase in overall revenue/
Long-term locking of funds in pension schemes may also
profits. When asked about the top three concerns in the
suffer a hit and people are likely to be averse to locking
wake of the COVID-19 crisis, CFOs mentioned factors
their money for long periods.
like reduced consumption, financial impact and reduced
PwC’s COVID-19 CFO Pulse Survey (May 2020) shows workforce productivity – all of which are concerns for the
that 51% of CFOs across sectors expect a decrease insurance industry. Insurance rides on the back of other
in revenue of up to 25% as a result of COVID-19. With industries, and this can be a problem unless the industry
respect to the potential impact on their company’s revenue and economy bounce back or the insurance industry
and/or profits this year, around 31.7% of the respondents find business in hitherto uncovered areas to maintain its
across industries expected a roughly 10–25% decrease momentum.
What impact do you expect on your company’s revenue and/or profits this
year as a result of COVID-19?
5% 5% 3% 4% 4% 2%
5% 5% 6% 5%
6% 6% 5%
9% 3% 9%
18%
8% 16% 18%
19% 19% 20%
5%
17% 24%
18% 15%
29% 33%
32% 27%
Overall Consumer markets EUR Financial

services
0% 4% 2% 5%
0%
4%
11% 6% 8% 6% 9%
7% 8% 4%
7% 19%
6% 18%
11% 8%
28%
24% 15% 10%
11% 18%
14%
13%
39%
33% 26%
26%
Government/public TMT IM&A Health

services industries
Decrease 25%-50% Decrease 10%-24.9% Decrease <10% We do not expect any impact to
revenue and/or profits
Increase revenue It is difficult to assess Decrease but range Decrease > 50%
and/or profits at this point unknown
Source: PwC’s COVID-19 CFO Pulse Survey

The survey also shows that cost containment and deferral/ operations, workforce, IT, R&D and digital transformation.
cancellation of investments are the actions most frequently As per the survey, the least cost containment is expected
considered by CFOs as a result of COVID-19, and 81% of in customer experience (11%) and cyber security or
CFOs said they would be implementing cost containment privacy (3%).
measures. The top six areas where these measures are
Improving customer experience and making the ecosystem
likely to be implemented are facilities/general capex,
more secure for cyber platforms also emerged as priorities.
Which of the following financial actions is You mentioned your company is considering
your company considering as a result of deferring or cancelling planned investments
COVID-19? as a result of COVID-19. Which of the following
investment types are being considered in that
regard?
81% 60% 43% 83% 53% 49% 37%
Implementing Deferring or Changing Facilities/ Operations Workforce IT

cost cancelling company financial general
containment planned plans capex
investments
33% 22% 5% 28% 16% 11% 3%
Adjusting Changing M&A No financial R&D Digital Customer Cyber security

guidance strategy actions transformation experience or privacy

These are challenging times and insurance companies are taking multiple steps to stay relevant to
society. Some of the steps taken by insurance companies have been discussed below:
• Almost all insurers have successfully moved all their several relaxations as well as guidelines for insurers
staff to a work-from-home configuration and managed to follow, which are discussed in this report. General
to keep all services available to their customers. insurers have gone a step ahead and decided to waive the
• Many have approached customers proactively to ‘unoccupied building’ clause until 3 May 2020. Time will
connect via digital channels and avoid physical tell whether proactive action in these times will bridge the
contact at branches or other offices. trust deficit that always seems to exist between customers
and companies.
• Many have provided dedicated support via call centres
to handle queries specific to COVID-19. Insurance companies face formidable challenges ahead,
although they may adopt an attitude of ‘this too shall
• Insurance companies have started providing digital
pass’. Since the operations of all the major insurance
services to their customers, ranging from providing
players can effectively move to work from home and all
them with information on policies to allowing them to
customer service aspects have been maintained online,
pay premiums via digital payment methods.
this entire period would have established the futility of the
• A few insurers have proactively increased the sum high costs incurred on real estate and travel in the Indian
assured for life insurance policies. industry, which is already among the highest combined
• Some insurers have introduced support for their ratio industries in the world. Traditionally, the top five costs
agents in the form of advance commissions to help for all insurers, other than the cost of acquisition, are:
them financially in this uncertain period. • people • advertising
• Many brokers have organised webinars on policy • premises • training.
conditions, possible claims and cyber security policies.
• technology
• Most insurers are tightening their expenditures and
The lessons from the past two months will play an
looking at all options to reduce costs.
important role in determining the future of the industry and
• A majority of insurers are focusing on cyber security how it recalibrates itself. Many companies are now listed
controls due to the rise in digital operations and testing and hence face pressure from analysts and institutional
remote working and business continuity planning investors on cost ratios. The importance of technology has
(BCP) infrastructure. been demonstrated and the industry is unlikely to move
• As insurance has been classified as an essential away from that. People and premises will be under scrutiny
service, many insurers have started opening branches and every inch of real estate and productivity of people will
in a measured manner with reduced capacity and have to be recast.
social distancing. Advertising has moved a substantial portion of budgets
This paper examines the possible impact of the COVID-19 to online; however, the efficacy of these channels is still
situation on various aspects of the industry – from the front debatable, as awareness and penetration of insurance
office to the back office and customer engagement. are low in our country. Training and skilling of staff and
The two productive months for the insurance industry – distributors have to be looked upon as an input cost for
March for life insurance and April for non-life corporate acquisition, and reforms to consider some of these costs
renewals – have both seen a significant hit of around 30% as acquisition costs will be important.
and 15% respectively. However, with companies and Early this year, the vision for insurance in 2025 or 2030 was
customers settling down to transacting remotely, May is being mapped out, and there were several conferences
expected to see some semblance of normalcy, albeit with and debates on this theme. However, assumptions have
lower productivity. now suddenly changed, with insurance having become an
The industry has taken many steps to respond and be essential part of the new reality of our economy, leading
available to customers. The regulator has also laid out rather than following other sectors and catalysing their
development.
References
United Nations Conference on Trade and Development. (4 March 2020). Global trade impact of the coronavirus
(COVID-19) epidemic. Retrieved from https://unctad.org/en/PublicationsLibrary/ditcinf2020d1.pdf
PwC’s PwC’s CFO Pulse Survey. (2019). Retrieved from https://www.pwc.com/us/en/library/covid-19/pwc-covid-19-cfo-
pulse-survey.html

Short-term considerations for the
insurance sector to respond to the
COVID-19 crisis
Although the number of deaths in India is relatively low ‘Janta Curfew’ and a complete lockdown for 21 days.
compared to that in the rest of the world, the country Upon reviewing the situation, the Government further
has seen a spike in the number of COVID-19 cases. If extended this lockdown across the country until 31 May
we compare the data from the countries with the highest 2020 and is now preparing for Lockdown 5.0. These steps
number of cases with that of India, it appears that the were taken before the COVID-19 outbreak reached Stage
impact in India has been less severe. The country acted 3 in India.
early and took some bold steps such as the nationwide
COVID-19 cases in top 7 countries vs India, China and Sweden
1,800
Thousands
1,500
1,200
900
600
300
-
03-May
10-May
17-May
24-May
31-May
01-Mar
08-Mar
15-Mar
22-Mar
29-Mar
02-Feb
09-Feb
16-Feb
23-Feb
26-Jan
05-Apr
12-Apr
19-Apr
26-Apr
Day Week China US Brazil Russia UK Spain Italy India France Sweden
Source: https://coronavirus.jhu.edu/map.html

Although India started testing slowly, given the urgency of the situation and the risk of further spread, testing capabilities
were ramped up. A closer look at the chart reveals that the number of cases in India saw a sharp spike after week
5. While Italy and the US saw a sharp increase in the following weeks, India has been able to control the situation to
some extent. With the first case having been reported on 30 January, India is now in week 19 of the pandemic and has
managed to keep the numbers under control. It is also interesting to compare the figures in India with those of a country
like Sweden, which took a different approach to handling COVID-19 by not enforcing a complete lockdown.
Closer look at COVID-19 cases in India vs other key geographies
300
Thousands
200
100
03-May
10-May
17-May
24-May
31-May
01-Mar
08-Mar
15-Mar
22-Mar
29-Mar
02-Feb
09-Feb
16-Feb
23-Feb
26-Jan
05-Apr
12-Apr
19-Apr
26-Apr
Day Week China US Brazil Russia UK Spain Italy India France Sweden
Source: https://coronavirus.jhu.edu/map.html
Country Total number Total number Percentage Number Fatality rate Number of Recovery rate
of COVID-19 of tests of positive of deaths (<5% - green, recoveries* (>50% -
cases conducted# tests (<5% - reported* >5% and green, >25%
reported* green, >5% <10% - and <50% -
and <10% - amber, >10% amber, <25%
amber, >10% - red) - red)
- red)
China 84,146 Not reported - 4,638 5.51% 79,389 94.35%
US 1,790,191 17,672,567 10.13% 104,383 5.83% 44,758 2.50%
Spain 514,849 930,013 55.36% 29,314 5.69% 206,555 40.12%
Russia 405,843 10,643,124 3.81% 4,693 1.16% 171,883 42.35%
UK 276,156 4,285,738 6.44% 38,571 13.97% 1,190 0.43%
Italy 239,479 4,063,843 5.89% 27,127 11.33% 150,376 62.79%
France 232,997 3,878,739 6.01% 33,415 14.34% 157,505 67.60%
India 190,622 3,837,207 4.97% 5,408 2.84% 91,855 48.19%
France 189,009 1,384,633 13.65% 28,805 15.24% 68,473 36.23%
Sweden 37,542 238,800 15.72% 4,395 11.71% 4,971 13.24%
Source: * https://www.worldometers.info/coronavirus/
# https://coronavirus.jhu.edu/map.html

The COVID-19 crisis has not only given rise to immediate challenges but also raised a lot of long tail questions for the
insurance industry. The industry deals with the possibility of claims on a policy being made for the next seven years in
the case of some risks. For some products like health, which are lifelong renewable, additional attention has to be paid
to portfolio ageing. For long-term contracts in life and pension, the sustainability of investment returns and margins will
have to be recalibrated. Finally, the future of doing the business has to be relooked at.
While the insurance industry has to plan for long-term consequences, immediate focus should be concentrated on
the following aspects:
Six actions to consider
Business continuity plan Capital and cash

Review/update your contingency plans in light of Periodically, one should perform updated stochastic
COVID-19 and stress-test them to ensure resilience stress tests on financial projections and capital needs to
against further (non-COVID-19) shocks. Insurance ensure financial resilience. The cash flows may reduce due
catastrophe treatment deals with ‘one in (x) 100-year’ to non-payment of premiums or delayed renewals. This
events which have to be considered as more frequent can also be caused by collapse of underlying business
than expected. Business continuity in the light of natural like motor line of business. Decreased yield from the
disasters, environment issues and geopolitical crises, investment portfolio has to be monitored carefully as
and the stability (or instability) of global regulations must interest rates fall from governmental actions to ease
be considered and planned for. The industry which is business.
supposed to help other industries and people cannot
ignore risks to its own existence and must plan for
Stakeholder communication
disturbances which may be frequent in the future.
There would be a need to consistently and frequently
communicate with the regulator, customers, partners,
Employee safety and well-being
agents, brokers, shareholders, etc., to build confidence
Traditionally, insurance businesses have been employee that the situation is under control and that suitable
centric and have had large employee bases, not to measures have been taken to ensure proper continuity
mention large agency forces for life insurance. Despite of service. The regulator would also need reassurance of
the move to digital, a vast majority of the business is still continuity of business.
done face-to-face, or through one-on-one communication.
In times like this, companies have to ensure employees
IT infrastructure stability and cyber security
have the right equipment and access to required data/
applications to work from home (WFH) safely and feel Companies must ensure that their IT infrastructure can
supported. accommodate the required bandwidth for remote access
and that the cyber security set-up is up to standard.
Heightened risk of cyberthreats, especially for insurance
Crisis management task force
companies, is a natural concomitant of crises like this.
Companies need to install a cross-functional task force to PwC’s threat intelligence research1 has uncovered a
monitor the evolving COVID-19 situation, draft response mixture of espionage and cybercrime activity from a
plans, and communicate consistently and frequently with variety of threat actors capitalising on the COVID-19
employees and customers – not just during the lockdown situation:
but also in the period after they return to office and
• Cybercriminals and espionage threat actors have
physical operations in a controlled manner.
begun using COVID-19 based phishing lures as part
of their efforts to infect victims with malware and gain
access to their infrastructure.
• At a time when people are more likely to be
susceptible to social engineering techniques, lures
and malicious apps are copying legitimate content to
enhance their authenticity.
1 https://www.pwc.com/jg/en/issues/covid-19/covid-19-cyber-security-uk.pdf

Impact on the health insurance
industry
India has traditionally been an underinsured country, with private health insurance schemes covering only 18% of
the population in urban areas and a little over 14% in rural areas.2 Although the gap has been bridged somewhat by
Ayushman Bharat, which has attempted to insure the poor and vulnerable, most of India continues to be underinsured
when it comes to health.
Due to the widespread COVID-19 pandemic, health insurance companies are facing various challenges and are
foreseeing an impact in the following areas.
1. Claim payout and liquidity

In order to dispel any general misconceptions about INR 8,60,000 crore (USD 132.84 billion) by FY22. Only
the applicability of health insurance policies to cases of approximately 80% of the premiums worth INR 51,637
COVID-19, the IRDAI has instructed insurers3 to accept crore are paid out by the insurance industry as claims.)5
COVID-19 related claims under active health insurance
• Because the traveller base is more prosperous than the
policies. Since the risk of COVID-19 is not currently
national average and therefore more likely to contract
priced under active products, these claims may cause
CoVID-19, the disease is expected to spread through
an additional burden on the books of insurers if treated
social transmission, which will affect this segment
outside Government hospitals.
less. Claims are likely to be therefore not significant
• Community transfer in the future could lead to an enough to trigger pandemic covers that may have been
afflicted population across social and economic purchased from reinsurers immediately. Long-term
classes and result in claims running up to a few crores. developments have to be watched very carefully.
However, with a new premium base of INR 51,637 crore
• A nationwide pandemic can result in a significant
this financial year,4 health insurance companies would
increase in claims (both incurred but not reported
see a marginal impact on their overall balance sheet.
[IBNR] and incurred but not enough reported [IBNER])
With most of the costs being incurred in Government
for health insurance companies beyond just COVID-19.
hospitals, the severity is lower for private hospitals,
Some studies have shown that COVID-19 affects
which are more expensive, and is not anticipated to be
those with co-morbidities such as diabetes, renal
significant.
and other chronic diseases adversely,6 and hence
• Moreover, only 14–16% of India has health insurance. prolonging of such co-morbidities can result in a
(The hospital industry in India stood at INR 4 lakh crore longer trail of non-Covid-19 chronic claims for an
(USD 61.79 billion) in FY17 and is expected to reach extended period beyond COVID-19.
2 https://www.ibef.org/download/insurance-jan-2019.pdf
3 Circular Ref. No.IRDAI/HLT/REG/CIR/054/03/2020
4 Public disclosures of financial year results of insurance companies (www.gicouncil.com)
5 https://www.ibef.org/industry/healthcare-presentation
6 European Respiratory Journal. Retrieved from https://erj.ersjournals.com/content/early/2020/03/17/13993003.00547-2020
Source for

• However, this can be partially or fully offset by delays In view of the country-wide business disruption owing
or cancellation of non-emergency procedures which to the pandemic, the IRDAI has advised insurance
also tend to be large attritional claims and hence, the companies to extend the grace or delay period by 30 days
overall effect on the claims ratios may not be significant in case of policy lapse or renewal.8 This might pose some
in the short term, but can catch up once things return immediate liquidity challenges for insurance companies.
to normal.
• Currently, health insurance companies have adequate 2. Product development
capital available, which, coupled with reinsurance,
In the wake of the pandemic, there has been greater
would provide a sufficient cushion to the insurer to
concern and awareness about health, and enquiries about
pay out claims arising from COVID-19. Overall, the
health insurance policies have increased by 30–40%.9
impact on the health insurance companies would be
The pandemic also provides an opportunity for insurance
dependent on the company’s risk mitigation plan. If
companies to innovate and serve the evolving needs of a
the pandemic continues for a prolonged period, it will
more informed population. Several insurance companies
fall under the severe natural catastrophe category,
have launched COVID-19 insurance products in March
and unless proper risk transfers are worked out with
2020. Other companies may follow suit and introduce
equitable reinsurance schemes, it will be difficult for
such products. These products tend to be short term and
health insurers with limited capital to manage claims.
carry fixed benefits, covering a fixed amount in excess
• A study by the Institute of Actuaries of India (IAI) has of the hospitalisation schemes. The IRDA Sandbox has
modelled the escalation of cases in India. The range been useful at this time as many companies had filed and
of infected cases modelled as on June 30 from the obtained approvals for risk cover in special situations.
lockdown cease case to the worst case scenario
A few product considerations for health insurance
is from 5,21,108 to 11,08,511. If this scenario pans
companies are discussed below:
out, it would put stress on hospitals as well as health
insurance claims, both in terms of dispensation and a) Since details around COVID-19 treatment and
amount.7 In this case, the industry, which is at a base prognosis are still emerging, insurance companies
of INR 51,637 crore, would see an increase of 8–15 do not have data related to patient profiles, morbidity
percentage points in its claims ratio, which can hurt the rates, cost of treatment, etc. This data is required to
portfolios considerably without pandemic reinsurance
underwrite the risk and determine the premium for
cover.
products specifically targeting this disease. Companies
• The Ayushman Bharat scheme may see a greater are consequently at risk of under- or overpricing their
number of claims compared to private health insurance products.
companies due to widespread coverage. This scheme
may not have factored in the cost of setting up isolation b) Based on the emerging experience of COVID-19
wards. Given that isolation of hospitalised patients is claims, insurance companies will need to test the
crucial to prevent further community spread, this cost hypothesis of state-wise or district-wise possibility
will create an additional burden which has to be borne of escalation of claims. Working with the healthcare
by the Government. Many insurers are running the system, the patterns can then be used to make sure
scheme with a PPP arrangement with the Government customer service is effective and also perform future
and they will have to recalibrate their financials. pricing analytics as insurers already resort to geo-
based pricing in health insurance.
7 IAI report. Retrieved from http://www.actuariesindia.org/downloads/Analysis%20by%20IAI%20Pandemic%20Research%20Group.pdf

8 IRDAI press release dated 23-03-2020
9 h
ttps://economictimes.indiatimes.com/industry/banking/finance/insure/coronavirus-impact-insurers-see-marked-jump-in-inquiries-for-health-policies/article-
show/74485296.cms?from=mdr

c) Based on clinical research and in conjunction with the b) Since the level of regulations for both policyholder
healthcare and pharma industries, insurance companies protection as well as solvency and governance of
should calculate the possibility of a long trail of chronic insurance companies is very stringent, no governance
disease escalation which may require health insurers failure or structural difficulties are anticipated in the
to reprice their existing hospitalisation products. As of industry as yet.
now, insufficient data may hinder such research but
collaboration between insurers and their actuaries and c) The profits of the health insurance industry in the long
healthcare professionals and institutions can create term are dependent on portfolio profitability. This can
models which had not been attempted until now. be impacted in both ways.
d) T
here is a clear opportunity for insurance companies d) As of March 2019, life insurance companies held about
to partner with their corporate customers for employee 66.73% of their portfolio in government securities,
benefits to be fortified with healthcare activities in order whereas general insurance companies (including
to increase the health quotient as well as improve the health insurers) held 41.58% of their investments in
possibility of weathering the COVID-19 situation better. government securities. Though the Indian bond rates
As a result, the value of policies will be increased, and
have been on a downward trajectory for the last one
claims will tend to go down with an increased level of
year, in the last one month, the decline in the rates
awareness of the situation as well as chronic diseases
has accelerated. From September 2019, the bond
and co-morbidities. Many corporate customers of
employee health insurance are investing separately rates decreased from 6.78% to 6.38% until February
in such activities. Insurance companies can use this 2020 – a decrease of 40 basis points over 5 months.
opportunity to increase client stickiness as well as However, from end of February 2020 until 16 March
improve their portfolio and retention ratios. 2020, the bond rates declined by 18 basis points to
6.20% in about a fortnight.10 A par yield semi-annual
interest paying bond as at September 2019 with a 10-
3. Reserves requirement
year maturity will have a change in price by 4%, out
Due to the pandemic, the Government has taken actions of which the change attributable for the first fortnight
towards reducing bond interest and repo rates, which of March 2020 would be approximately 1.2%. The
will lead to challenges for insurers in terms maintaining
insurance industry holds an investment of INR 22,138
higher reserves (higher for a life insurer compared to a
billion in government securities.11 While the accounting
health insurer), liquidity risk, credit risk, etc. In view of
standards require the long-term investments to be held
these challenges, the regulator may have to provide some
temporary relaxation on the reserving requirement for at cost, they also mandate recognition of provisional
insurers who were very close to the margin of solvency. loss for a long-term diminution in the value. With
the impact of COVID-19, the markets may continue
The following are a few considerations related to the
to remain volatile, leading to a reduction in value in
fiscal status of health insurance companies:
the long term. Sustained volatility would compel the
a) If COVID-19 has an impact on the profitability of insurance companies to mark down the long-term
insurance companies due to an increase in claims and investments on their balance sheet.
policy liabilities, etc., resulting in a lower tax liability,
e) The collapsing bond rates would have a cascading
then that could affect their ability to declare dividends
effect on the business of insurers and their balance
to shareholders. Where insurance companies choose
sheets. A decrease in their value will result in a realised
to claim a deduction for dividends received under the
loss as insurers may end up selling these investments
proposed section 80M of the Income-tax Act, 1961,
to manage increased claim liabilities. For investments
their inability to in turn declare dividends to their
that companies continue to hold, they may still have to
shareholders could constrain the quantum of deduction
record a provisional loss for a decrease in the value of
that the insurance companies may be able to claim in
the assets.
their income-tax returns. This could result in higher tax
leakages for insurance companies.
10 Source: https://www.bloomberg.com/quote/GTINR10Y:GOV
11 IRDAI Annual Report 2018-19 (pp. 44–45) https://www.irdai.gov.in/admincms/cms/uploadedfiles/annual%20reports/IRDAI%20
English%20Annual%20Report%202018-19.pdf

Many companies will also have to consider the potential impairment of other
assets. The accounting standards require that all non-financial assets be tested
for impairment whenever there is a likelihood of them being impaired. Temporarily
ceasing operations or suffering an immediate decline in demand or prices and
profitability are events that indicate impairment.
The COVID-19 pandemic is challenging for the health insurance industry on various
fronts; at the same time, it represents an opportunity. Health insurance is expected
to cushion the blow that this pandemic will deal. While being extremely relevant to
society, using appropriate mitigation strategies, insurance companies may be able
to support it further though product development activities and ensuring their reach
is extensive.

Impact on the general insurance
industry
General insurance, or property and casualty insurance, hotels, infrastructure, construction and manufacturing,
protects the GDP of a country by providing a cover to challenges in these sectors create additional issues for the
assets and businesses, including liabilities and future general insurance industry.
unearned profits, against natural disasters and accidental
The COVID-19 crisis therefore presents several challenges
damage.
to these insurers – internal (financial and return oriented) as
The current crisis is already emerging as the single largest well as external ones.
global insurance event, surpassing years when three or
Motor insurance: The entire automobile sector was
more large cyclones occurred and the financial crisis of
already facing a dip in 2019–2020. New automobile
2008. Prior to this, the largest ever loss in a single year
purchases constitute a major portion of the premiums, and
was in 2017, which saw an economic loss of USD 337
hence the lockdown and virtual stoppage of business may
billion of and an insured loss of USD 144 billion12 caused
aggravate the situation. Challenges faced by the motor
by hurricanes Harvey, Irma and Maria and wildfires.
insurance industry would include:
Attempts are being made to assess the potential damage
• Lack of purchase of new vehicles is one of the biggest
this crisis could cause in the world at large and the insured
challenges. Normally, that would be compensated for
risks and claims payable. As per an estimate by the Lloyd’s
insurance and reinsurance marketplace, which estimates by increasing the coverage net of existing vehicles, a
the global claims payout to be in the range of USD 107 vast majority of which fall out of the insurance net by the
billion in 2020 alone, with a caveat that it might increase third and fourth years. But that would be difficult to do
in case the global lockdowns extend to the third quarter. given the lack of distribution feet on street.
Moreover, due to the fall in investment returns, Lloyd’s also
• Claim surveying will be impacted by the lockdown as
estimates a fall in investment reserves to be in the range of
surveyors will not be able to go out to survey vehicular
USD 96 billion.13
damage, either at all or on time. Since surveying above
For India, where insurance penetration is very low, general a certain projected claim value (INR 50,000 earlier, which
insurance typically covers all organised industrial activity has been now raised to INR 75,000) is to be done by
and workers in the organised sector. However, in the last independent surveyors, their unavailability during the
few years, a lot of people and assets from the unorganised
lockdown is going to be a problem.
sector have come into the net over the last few years.
• However, since the lockdown started, very few
This is a fundamental financial mechanism for a country
vehicles have been plying. Hence, very few accidents
and the growth and penetration of this industry are key
to the development of the economy of a country. After are expected, resulting in very low claims on existing
liberalisation, the industry has grown manifold and is policies.
now a rich conglomeration of 34 companies, including • Hence, a short-term profit is expected to be seen in
specialised health and agricultural companies. For the the portfolio since the lockdown started in March 2020,
continued growth and support of the economy, it is
and the year-end figures are expected to show a dip in
essential that the general insurance sector remains vibrant.
claims due to reduction of vehicular movement in the
Since a large proportion of this sector is dependent on last fortnight of March 2020.
industries and businesses such as automobile, travel,
12 https://www.swissre.com/media/news-releases/2018/nr20180410_sigma_global_insured_loses_highest_ever.html
13 https://www.reinsurancene.ws/lloyds-forecasts-107bn-covid-19-industry-loss-for-2020/

• Long-term persistence of social distancing can mean
two things:
- M
ore private vehicles will be on the road than
normal as public transport will be avoided by those
who can afford it, which may result in higher claims
subsequently.
- Purchase of more two-wheelers and used cars or
low-end cars due to migration of traffic based on
perceived low risk of infection, thereby increasing
business.
• Spare parts dealers and motor industry ancillaries will
find it difficult to cope with the lockdown and may run
short of manpower. This can lower service standards –
something which insurance companies need to watch
out for.
• Even motor manufacturers may find it difficult to regain
earlier manufacturing capacity quickly due to either lack
of workers or other logistical difficulties. This may result
in shortage of spare parts and servicing capabilities at
their garages, again impacting service standards for
insurance companies’ customers.
• Commercial passenger carrying vehicles may see
lower demand from commuters if fears around the
spread of the virus persist, leading to low usage. There
is a possibility of vehicle owners considering their
own damage insurance as a luxury and retaining only
third-party insurance. Even multiple-year third-party
insurance may see drop-offs despite being compulsory.
• In India, many old models of vehicles are still on
the roads. These, unused for 60–90 days, may see Commercial property may not see too many fire claims,
maintenance issues and problems when they get out but they may be hit by the 30-day non-occupation clause.
on the road. There is a possibility of an increase in This clause is likely to become a source of dispute in
incidents and, therefore, increase in claims. Insurers terms of whether this absence should be overlooked by
have to be alert to these developments and may insurer or not.
re-evaluate the continuation of cover certificates in While the vast majority of homes in India are under or
consultation with the regulator. uninsured, for those which are insured and vacated due
to the lockdown as people have moved elsewhere, the
Property insurance: Protecting property, both commercial 30-day non-occupation clause for voiding of claims in a
and residential, is one of the prime objectives of this type normal home insurance may come into force in case of
of insurance, and many other covers are also linked to claims.
this. In India, we normally see people taking a standard In case of fire claims from residential properties,
fire and special perils (SFSP) policy which covers natural evacuation during the lockdown may be a problem as
disasters like fire, earthquake and flood, etc. However, hotels and other places may be non-operational, leading
pandemic covers have to be taken separately (which very to issues in policies where that is covered. Disputes on
few customer opt for) and business interruption is also depreciation and reconstruction value vs market value of
normally triggered by risk of damage to property only. property can also increase in troubled times.

Burglary insurance: There is likely to be a rise in demand Business interruption insurance: Most businesses have
for unoccupied commercial property insurance. Moreover, been interrupted due to the pandemic, while only property
the 30-day non-occupation clause may cause disputes: damage triggers business interruption (BI) and advance
loss of profit (ALOP), and hence, disputes and debates
over interpretations are expected.
“Under any of the following circumstances the
insurance ceases to attach as regards the property This entire period will serve as a learning period for the
affected unless the Insured, before the occurrence insurance and reinsurance community and a complete
of any loss or damage, obtains the sanction of the revamp of business interruption packages with suitable
Company signified by endorsement upon the policy protections against non-physical damage will need to be
by or on behalf of the Company :- innovated – not necessarily for the pandemic but for a host
of other issues which can create interruption and loss of
b) If the building insured or containing the insured
profits separate from the SFSP policies. However, robust
property becomes unoccupied and so remains for
reinsurance support is required for these.
a period of more than 30 days (Not applicable for
Dwellings).”14
Personal accident insurance: Low claims are expected
due to lack of activity and movement, and also lower
renewal of policies. This is a category where penetration is
However, in view of the current COVID-19 situation, the clearly very low and insurance companies would do well to
general insurance industry has agreed and decided to concentrate and try to increase business here as it is not
provide a one-time relaxation to all policyholders whose dependent on underlying economic activity.
property was unoccupied on or after 25 March 2020
until 3 May 2020. Properties of such policyholders shall
Marine cargo insurance: Only essential items are being
be deemed to be covered subject to the policy being in
transported under the lockdown. Normally, marine cargo
force. All other terms and conditions of the policy remain
insurance for fleets operates as a master policy and each
unaltered.
trip triggers a policy – so with much less cargo movement
This entire section of Insurance should be relooked at by road, rail or air, the entire marine insurance industry
and clauses redefined and modernized for contemporary should see a temporary downturn. However, accidents
circumstances. Locks and Security equipment have are less likely to happen and therefore, lower claims are
improved, and surveillance equipment revolutionized. expected. Chances of overloading of vehicles persist as
However, policy wordings are unchanged for decades. fewer vehicles may ply because of a lower number of
drivers. Hence, insurers have to be alert about misuse.
Professional indemnity: Liability for non-completion
of duties on time may be seen and therefore, the force Agricultural insurance: Over the last few years,
majeure clause can become a bone of contention. agricultural insurance has seen significant traction after
Given that insurance penetration in India is low, with this segment was opened up by the Government. It
the rise of the service economy, India should have far now accounts for 20% of the entire industry, but while a
more professional services covered through insurance significant component, it is a seasonal one.
for liability. Liability insurance is currently more likely to The kharif season is next, and hence, if normal business
be taken by large corporations, and hence, retailisation resumes by that time, there will be minimal impact. If
of that is necessary for both insurance penetration logistical constraints and issues continue, then the entire
and development of professional services with global agriculture sector, though underinsured, may see an
standards. impact. Agriculture in India is labour intensive, and hence
in case of reverse migration of daily wage labourers, there
may be challenges with harvesting and logistics. However,
disputes may arise, and multiple losses due to wastage of
crops on account of transportation cannot be ruled out.
14 http://www.gicouncil.in/gi-council-initiatives/continuity-of-policies/

Impact on the life insurance industry
The life insurance industry normally deals with pure risk term policies, investment-linked policies, and savings policies
with guaranteed/semi guaranteed long-term returns. There will be impact across the board, but the reasons will be
different for each category.
Term insurance: With any crisis, there is a rush to increase The study by the IAI has modelled the escalation of deaths
one’s cover. Pure life covers should see renewed interest, in the country. The range of deaths modelled as on 30
and since that is largely an online market, it should see a June from the lockdown cease case to the worst case
boost in demand. However, with people’s cash position scenario is from 20,346 to 37,587, with 11,604 as the
being unstable, there may be reluctance to take a higher best estimate.15 This would definitely put stress on the
cover. life insurance claims, both in terms of dispensation and
amount.
Also, higher covers bring in medical tests, which people
will be reluctant to do. Hence, a temporary slump in sales
Timing: Sales of life insurance have been hit at a time
activity is anticipated.
when they are most remunerative – the year end in March.
Long-term savings insurance: Long-term guarantees Since the highest share of policies is still sold face to
will look attractive, but insurers will face constraints in face, either by agents or by bancassurance executives,
continuing to marketing these products as interest rates social distancing norms and further apprehensions are an
plummet. obstacle which the industry has to conquer in the coming
months.
Moreover, people may also start valuing liquidity and
hence, there could be stress on long-term pension Simple digital solutions to buy and sell may not bridge
products. Commutation may go up, and the overall the gap, as the consultative sales process is iterative
propensity for these long term products may decline. and complex. Many illustrations have to be offered to a
customer normally, and the in-person interaction would
Investment-linked insurance: Consumer confidence in have to be substituted by an equally powerful digital
the stock market will be badly hit and hence, only a few process which simulates social proximity and helps the
savvy customers who believe in buying at the bottom will seller to gain the trust of the buyer.
start new policies now. Existing customers would be well The buyer-seller trust deficit has to be bridged now, and
advised to stay put and not try to redeem prematurely as insurers have to understand the behavioural economics of
the SIP rupee cost averaging is going to help them. this and also the transaction EQ which finally results
Overall, the heightened interest in insurance will be difficult in a complex long-term financial decision that goes
to convert to actual sales, unless the industry moves to beyond life.
online fulfilment in a big way, with analytics-led customer
segmentation and selective medical underwriting.
15 IAI report. Retrieved from http://www.actuariesindia.org/downloads/Analysis%20by%20IAI%20Pandemic%20Research%20Group.pdf

Cyber security in insurance
Background
The COVID-19 outbreak has had an immediate effect on organisations, changing the ways their employees work and
making them vulnerable to new cyber risks.
Many organisations and employees need to rethink their ways of working in light of considerable operational and
financial challenges. Without appropriate measures, the risk of cyber security attacks could increase fundamentally.
As organisations become more technology dependent than ever, both the likelihood and impact of cyberattacks are
increasing and cyber security is being neglected. Moreover, the nature of cyberthreats is changing, as attackers exploit
uncertainty, unprecedented situations, and rapid IT and organisational change.
What immediate business impact could organisations face as a result of COVID-19?
Maintaining business operations will be Rapid shift to remote working and need for
prioritised in a culture of crisis technology
Priorities will shift as many organisations prepare for, The shift to remote working at both scale and pace
or experience, significant financial and operational is likely to cause significant impact, changing both IT
challenges. Due to budget cuts, IT and cyber security may infrastructure requirements and the attack surface. This
end up being deprioritised, or at least their future may will cause significant pressure on security teams, who
become uncertain and hiring may be frozen. As a result, may be refocused to support general IT operations, or to
planned security and IT improvement programmes could rapidly modify processes and technologies to adapt to the
be affected and important activities could be delayed, changing risks.
including those that make organisations more resilient to
As organisations move away from their physical premises,
cyberthreats.
and become increasingly reliant on remote access
technology, any disruption caused by cyber security
Absence of workforce and attacks or IT outages will have a significantly greater
decline in efficiency operational impact. Furthermore, the usual manual or
physical workarounds used to overcome these issues may
As COVID-19’s impact on society increases and infection be unavailable.
rates rise, a higher share of the workforce is likely to be
absent, especially as infections peak. The remaining
workforce is likely to be less effective due to an increase in Greater dependence on online digital platforms
pressure and concerns about the situation. for sales, renewal and servicing of policies
Insurance companies will depend on their online digital
Psychological stress and panic platforms for new business, renewal and servicing of
polices. Hence, going forward, it would be imperative for
Many employees are experiencing psychological stress
organisations to ensure robust security and resilience for
due to lower engagement. The current crisis also poses
such digital platforms.
the risk of many job profiles becoming redundant, resulting
in rogue and disgruntled employees and increasing the risk
of insider threats.

How could the COVID-19 crisis impact an organisation’s cyber security risk?
Exponential rise in
cyberattacks
Since the emergence of COVID-19 in December 2019, requesting customers to share their OTP and credit/debit
there has been a significant rise in COVID-19 themed card details.
cyberattacks on organisations. A major increase has been
In some of cases, there is evidence of the involvement of
observed in newly registered COVID-related domains.
nation-state actors. While the world is struggling to tackle
Cybercriminals are using these domains to run social
the COVID-19 outbreak, attackers are busy targeting
engineering campaigns (phishing, spear phishing, etc.)
victims.
to distribute malware, including Trojans and ransomware.
Domain registration per day reached a peak of more than Reliance on remote access systems may make
700 domains in the month of February.16 organisations more vulnerable if a distributed denial
of service (DDoS) attacks was launched. Maintaining
Cybercriminals are exploiting the current situation to lure
reliable remote access systems will become critical to
users to open attachments or click on malicious links.
business operations as employees work remotely. Remote
For example, fraudsters are pretending to be officers of
access systems may be targeted by attackers with denial
insurance companies and reaching out to customers to
of service (DoS) attacks, seeking to disrupt business
offer them an extension on the payment of insurance
operations or to extort money.
premiums. Using this modus operandi, fraudsters are
16 R
ecorded Future flash report. (2020). Capitalizing on coronavirus panic, threat actors target victims worldwide. Retrieved from https://
www.recordedfuture.com/coronavirus-panic-exploit/

Shift to remote working and prioritising business operations will bring
immediate cyber security risks
Insurance is a resource-intensive sector. Given the inherent • A lockdown situation on such a massive scale was
nature of the business, human intervention is required never anticipated and hence, at the time of actual
right from underwriting to policy maintenance and claims implementation, WFH arrangements were exposed on
management. There is also a dependence on brokers, the technology and capacity front.
third parties (TPAs, valuators, etc.) and technology service
• Most of the staff use desktop computers in offices and
providers.
branches. Enabling WFH was a major challenge for
Last-minute arrangements to accommodate the business insurance companies. Some of them allowed employees
need of accessing various critical systems from home is to use their personal desktops and laptops. Some
taking precedence over information security, and this is organisations shipped desktops to the residences of
exposing critical systems and information to the outside employees.
world.
• Many organisations do not have officially approved
Initially, the spread of COVID-19 had not affected India collaboration tools. Employees of such organisations are
significantly and most businesses were working as using freely available collaboration tools for conducting
usual. However, conditions rapidly deteriorated and India remote meetings. These tools were found to have
registered a sudden surge in the number of COVID-19 serious flaws and vulnerabilities, which could pose
cases. As a control measure, the Government of India and major security and privacy risks to organisations as well
state governments imposed a nationwide lockdown. This their employees.
sudden change in the situation has forced businesses to
• Dependence on remote access systems may make
trigger their business continuity strategies in the form of
organisations more vulnerable if a DOS/ DDOS attack
WFH arrangements. While making such arrangements,
were launched.
most insurance companies are facing various risks and
challenges: • Employees have limited familiarity with technologies
used to enable WFH arrangements and are thus are
• In most of the business continuity plans, a pandemic
more susceptible to social engineering attacks.
outbreak was one of the people outage scenarios which
was never tested as a part of BCP testing activities.
Disruption in network and cyber security

operations
Organisations may not effectively detect cyberattacks They may also not be able to effectively respond to and
as security teams might be short-staffed or repurposed recover from cyber security attacks as key employees
to support other activities, leaving security alerts un- from security, IT suppliers, and the wider business may
investigated. be unavailable to support decision-making and response
efforts.

How insurance companies can mitigate these risks
Under the current situation, organisations should take three key actions:
01 Secure newly implemented remote working practices.
02 Ensure the continuity of critical security functions.
03 Counter opportunistic threats that may be looking to take advantage of the situation.
Secure newly implemented remote working practices
• Ensure remote access systems are configured and patched securely.
• Prevent use of unauthorised applications (e.g. file sharing, video conferencing and collaboration tools) and enforce use
of business-approved secured solutions.
• Ensure on-premise controls still apply on systems (laptops, mobiles, etc.) when these systems are not connected to
an organisation’s internal network.
• Monitor usage of remote access systems and emails for any abnormal log-ins.
• Ensure appropriate controls to detect and prevent DOS attacks on remote access systems.
• Review tactical actions and retrospectively implement key security controls which may have been overlooked.
Ensure the continuity of critical security functions
• Identify and monitor critical cyber security activities to ensure continuity.
• Implement appropriate controls on internet-facing applications and services.
• Review access provided to privileged users and monitor their activities.
• Implement robust cyber incident monitoring, detection and respond capabilities.
• Implement remote asset management and tacking tools.

Counter opportunistic threats that may be looking to take advantage of the situation
• Conduct regular cyber security awareness campaigns for employees and customers.
• Provide specific guidance to employees and customers while dealing with email requests for personal or financial
information or requests to transfer money.
• Implement appropriate technical controls to mitigate risk of phishing attacks.
How insurance companies offering cyber insurance should prepare themselves
Insurance companies offering cyber insurance policies should be prepared to deal with the current crisis situation as
there is a higher possibility of cyber incidents and claims being reported by their customers.
Proactive measures Post-claim measures

Companies need to take proactive steps to minimise the Insurance companies have to review the risk posture after
impact of cyber claims. Some of those measures could every incident and recalibrate:
include:
• Run simulations for handling unforeseen risks.
• Run cyber security awareness campaigns for
policyholders on a regular basis. • Participate in global knowledge forums (as cyber is
essentially a global risk).
• Provide incident-response services to minimise the
impact of cyber incidents so as to minimise the damage • Collaborate with each other for a risk database and
and therefore claim severity. sharing of information.
• Empanel cyber forensic professionals to investigate

cyber incidents.
Fresh considerations for underwriting

Insurance companies should consider various factors
while underwriting new policies or providing renewal
quotes for existing policyholders:
• Assess possibility of cyberattacks due to WFH
arrangements.
• Conduct more stringent checks on the cyber security

posture, covering the prevention, detection and
response mechanism.
• Assess the cyber protection of vendors and other cyber

partners with whom there are exchanges of information.

Key considerations for operations
There has been a surge in queries related to claims, product features and servicing since the COVID-19 crisis, and
insurance companies are addressing them without adequate workforce in their offices. This has resulted in most
insurers trying to deal with multiple queries using innovative measures such as chatbots and proactive audio and video
messages.
Cost of operations
While digital and paperless modes of operations are supposed to save costs in the long term, there could be a short-
term surge in costs for insurers due to a sudden surge in digital operations.
However, more than 15 insurance companies have already set up back offices which are located at a significant distance
from their places of business and have transitioned to remote operations. The technology to operate remotely exists,
but the increase in the sheer scale of operations and the complexity of enabling remote working for the workforce could
prove to be costly in the first few months of the crisis. Once the conditions stabilise, remote operations are expected to
reduce costs steadily.
However, if the current situation stabilises soon, it may not be possible for insurers to reverse their decision and quickly
return to earlier modes of operations. They are likely to selectively continue working from home and stick to digital
modes of operation in new normal.
Expenditure in the following areas could lead to an increase in costs:
• adequate IT support – laptops, modems, bandwidth and security
• cost of change – different standard operating procedures (SOPs), adjusting time and therefore response time
• compliance with various regulations
• managing difficult field tasks like conducting medical tests and surveying
• any cost of reversal.
Most insurers would look to adopt innovative ideas to manage their functions remotely. Most insurance companies
may see a significant drop in travelling and rental costs as WFH becomes widespread and fungibility of skills would be
available across the industry. We may never see a revert of the earlier common operations across the industry.

Sales and distribution
The COVID-19 crisis has posed significant challenges to business as usual. But it also presents the insurance industry
with many opportunities to reimagine its business operations. The most critical of such opportunities would be to
constantly access, convert, engage and serve customers. Some imperatives shaping up in the area of customer service
are:
Conventional distribution to go fully digital Rejig operating models and engagement
Insurance workers are finding it difficult to approach As the insurance sector continues settling claims
potential customers and sell them products/services. despite the lockdown, servicing and constant customer
While non-life insurance is likely to be more adversely communication are posing challenges. The old operating
hit in the short term, there are strong indications for structure needs a rejig and the sector should push for a
life insurance to be affected as well, given the inherent digital approach to stay in constant touch with customers
complexity in product propositions and long gestation to serve them in difficult times and make sure that they
required for acquiring customers. There is an immediate can depend on insurers for financial protection. With
need to simplify propositions and fully adopt digital empowering guidance by the regulator and innovative
methods in business-to-business-consumer (B2B2C) mechanisms such as sandbox and customer campaigns,
channels in both life and non-life insurance businesses. constant communication shall not be a hindrance
anymore. The insurance community needs to consider the
ongoing crisis as an opportunity to get closer to and be
Accelerate digital do it yourself (DIY)
relevant for its customers.
The COVID-19 crisis has significantly enabled consumers
across segments to adopt digital methods of transactions.
Social distancing has resulted in more people adopting
digital services, even if they were reluctant to do so earlier.
The time spent on social media during the lockdown is
increasing as more people are connecting with each other
digitally. While the direct-to-customer digital approach
has always been a part of insurers’ agenda, it never took
off fully given the business as usual (BAU) priorities. As
insurers increase their direct-to-consumer (D2C) approach
by going digital, there are key questions to be answered
around the choice of target customers, relevant product
propositions, tailored communication and revamped
operations and technology.

In an industry which is still largely dependent on face-to- and a wet signature. Also, policy delivery should be
face interactions, the impact of the lockdown would be facilitated through electronic means, thereby completely
significant for all insurers in the short term. dematerialising policy documents.
However, it is also expected that the COVID-19 outbreak Underwriting limits may have to be relooked at
would generate more awareness around the basic need considering that people could be temporarily reluctant
for insurance. Every insurer could see growth both in to go for medical tests post the COVID-19 crisis. Hence,
persistency/retention and new business for health, life, surrogate tools have to be used for ascertaining health
accident and critical illness insurance for at least the next conditions as well as risk processes to eliminate fraud and
two years. misrepresentation.
A shift in the sector’s business model is also expected. Reservations about digitisation are likely to subside once
Most insurance companies have given out handheld insurers adopt digitisation on a larger scale. However,
devices with a sales application that provides illustrations adoption of and engagement with digital tools will need
on the fly for life insurance and all kinds of need analysis active effort, or else they will become less effective and
for other types of insurance as well. However, such a productivity will suffer in the short and medium term. Use
method presupposes close interaction between the agent of behavioural economic tools and strategies will help
and the customer. That may change when customers insurers in the further adoption of digital methods.
become more distant and move to other methods such
The main challenge will be to mimic human processes
as company websites, web aggregator comparisons,
through technology so that the trust on both consultative
online broker sites with tele advice or distant advice from
processes and transparent information easily digestible
the agents while going through an analysis of their needs
by buyers is maintained. The focus on trust building and
through a shared app.
smooth transactions will be paramount.
Creativity to tap into the new mindset as well as the need
to increase business will bring about new modes of sales.
Remote assistance, chatbots, digital usage of image and
voice for underwriting and identification of sales and post-
sales services are expected to thrive.
Regulatory support will be required to convert all
processes to 100% digital without requiring paper

Key considerations for
customer service
While the COVID-19 outbreak poses • developing a transparent communication
challenges for health insurers, it also gives process for all customers to intimate
them an opportunity to come out stronger them about any changes in policies and
and re-establish their purpose, value and operating procedures
contribution to the society. Customer service
• establishing hotlines, dedicated websites,
has always been a key pillar on which the
recorded messages or other methods of
effectiveness, trustworthiness and goodwill
communication with healthcare providers,
of a health insurer depend significantly.
hospital associations, employer/
Indian insurers should consider performing purchasers, clients, customers, vendors
targeted activities to protect community and suppliers
interest and build more trust in the society.
• automating the first level of customer
Some of the activities that might help attain a
service through bots to manage the
superior customer experience include:
problem of temporarily reduced workforce.
• immediately offering to enrol more people
Health services providers are at the forefront
under health schemes to cover COVID-19
of battling COVID-19 as the pandemic
• offering more coverage and fast-track continues to spread worldwide. It has already
services to those who are occupationally started impacting businesses. in the country,
more exposed to the threat of COVID-19 and an increasing number of COVID-19
cases would mean a surge in health claims
• relaxing out-of-network, network and
due to the widespread nature of the disease.
preferred provider restrictions for
hospitalisation The share of stand-alone health insurers
in health insurance premium went up from
• extending claim filing periods
21% in FY17–18 to 24% in FY18–19, and
• easing out preauthorisation and health insurance has been the fastest
certification rules growing segment in the sector. Though
• deferring rate increases, premium a large proportion of the country remains
payments, renewals and cancellations underinsured, the situation is vastly different
from what it was ten years ago.
• waiving co-payment obligations

Claims processing
COVID-19 crisis has changed the way business operations are going to be conducted. The crisis has reiterated the
importance of businesses being future-ready so that they can continue to be functional without any interruption even
during complete lockdowns, thus minimising their dependencies on physical infrastructure – a trend that is prevalent in
the insurance sector.
A complete switch to digital operations via robust IT platforms accessible to all stakeholders looks inevitable.
A very important aspect of insurance claims processing is the handling of paper, which largely originates from hospitals
and mortuaries.
Paperwork in insurance business related to underwriting and claim processing should be replaced with complete
digitisation, with all processing methods with authentication available through the internet. This would therefore:
• prevent the spread of infections like COVID-19 as digitisation ensures nil physical contact
• prevent delays/issues in physical paper transmission from the client to the intermediary to the insurance company, as
well as storage and retrieval
• improve the transparency of actions taken while underwriting and claim adjudication
• allow seamless exchange of information between the client, intermediary, insurance companies and various
departments within insurance companies
• allow 24x7 servicing by designated employees through the comfort of their homes on internet/web apps
• lessen administrative costs towards building and maintaining physical infrastructure like offices.
As they offer non-tangible products/services, insurance companies have the advantage of conducting their business of
underwriting and claim adjudication virtually with minimum or no physical infrastructure, except for service delivery at
hospitals and/or garages, etc.

Workforce considerations
Immediate/short term Mid term
Impact on compensation: Like most other sectors, Enhanced push for digital: Operation channels which
businesses in the insurance sector will also go through were looked at as additional requirements before
the difficulties of managing cash flows in the short term the COVID-19 crisis may become a necessity for
and will need to deliberate on the quantum of incentives/ organisations. Automation and digitisation will become a
bonuses/increments are to be rolled out, or whether they core part of all internal and external processes, and will
will be deferred. require adoption by the current workforce. Apart from
technological changes, the way employees interact and
Employee engagement and productivity: There will be
engage with clients would also need to change. This would
significant uncertainties related to job security among
require employees to adopt a digital-first mindset.
the workforce, leading to lower morale and engagement
levels. This may have a direct impact on the productivity Need for workforce balancing and upskilling: In the short
of the workforce. Organisations would need to design and medium term, there may be a change in the product
creative ways to keep their workforce engaged within mix, leading to some product verticals being sparsely
budgetary constraints. Activation and renewals would be staffed while others being overstaffed. It will be important
even more strongly focused upon as critical metrics for the for insurance organisations to ensure that the workforce is
frontline sales forces of organisations. deployed appropriately across verticals and doing this will
require significant investment in upskilling the workforce,
owing to their specialised skill sets. Upskilling the
workforce should become a key priority for organisations.
Converting a larger proportion of fixed costs to variable:
Organisations in the insurance sector have significantly
deep-rooted organisational structures to drive greater
coverage and penetration and post the COVID-19 crisis,
they will need to look for ways to reduce their fixed cost
structures. This may lead to a culture change where the
focus will be on outcome-based pay and possible faster
adoption of a gig economy across the employee chain.
This will require clear goals, transparent practices, tracking
and culture change.

Regulatory actions and
dispensations17
Most of the regulatory actions taken by the regulator to address the COVID-19 crisis have revolved around ensuring
intermediate relief to the insurance companies from reporting deadlines and complete policyholder protection. This is the
first time in the last two decades that service standards have been prescribed so specifically, and risk management and
monitoring have been accorded the highest priority.
Most of these measures have been suitably adopted by the industry as there has been a rapid improvement in the
digitalisation and upgrade of technology infrastructure by nearly all companies in the sector over the last decade. Risk
management and vigilance over customer queries and services have also been accorded top priority in the last few
years. The following factors are responsible for the spontaneous roll-out of changes:
1. F
ocus by the regulator on customer services and grievances: The Integrated Grievance Management System (IGMS)
instituted by the regulator makes sure that all grievances registered by customers across all the channels are visible
to the regulator in real time and are addressed quickly to avoid delay in servicing. This has become a principal area of
focus for insurer grievance cells.
2. E
mphasis on public disclosures: The public disclosure standards in India are among the highest in the world,
considering that most companies are owned closely by two shareholders. The amount and degree of data disclosed
automatically enforces a higher focus on all the parameters and areas like cost ratio, claim settlement rate and
persistency/retention are focused on more stringently.
3. L
isting of largest companies on stock exchanges: This has brought in higher scrutiny in the sector and a large number
of private equity (PE) investments naturally usher in a higher focus on technology, efficiency, customer service and
costs.
4. R
isk management focus: The regulator has introduced several risk management measures based on best practices
around the world, including focusing on cyber risk management as this sector deals with a large amount of personal
data.
Overall, the sector has measured up well and further examination and strengthening of regulations on innovations, risks,
investments and costs cannot be ruled out.
The following regulatory measures have already been announced by the regulator in the wake of the
COVID-19 crisis.18
A. Safety measures:
1. Insurance, being a critical requirement of the policies and such other activities. In all the operating
population, has been exempted from the lock down. offices, extreme care needs to be taken by all
However, insurance companies and other regulated concerned to maintain prescribed hygiene, social
entities are advised to operate their offices with distancing etc.
absolutely necessary staff so as to maintain essential
2. To the extent possible, work from home may be
insurance services including claims settlement,
adopted by facilitating the same for the staff of insurers,
authorisation for hospitalisation, renewal of insurance
intermediaries and agents.
17 https://www.irdai.gov.in/ADMINCMS/cms/whatsNew_Layout.aspx?page=PageNo4081&flag=1
18 https://www.irdai.gov.in/ADMINCMS/cms/whatsNew_Layout.aspx?page=PageNo4081&flag=1

B. Communication to key stakeholders
3. Insurers shall prominently display on their website 4. Insurers shall also display the contact number of the
a dedicated helpline number for policyholders and officer who can be approached, if the concerns of any
another helpline number for other stakeholders of the policyholders and other stakeholders are not
including agents and intermediaries. Adequate resolved through the dedicated help line numbers.
arrangements may be made to service all the
5. Insurers may also display FAQs for COVID-19 claims on
policyholders and other stakeholders satisfactorily
their websites.
through these helplines.
C. Monitoring of the situation

6. Insurers shall put in place a Business Continuity 8. The Risk Management Committee, with the support
Plan (BCP) which inter alia deals with processes, of all the key management personnel, shall evaluate
transactions, reporting and customer services to all risks including strategic, operational, insurance,
be handled in a seamless manner to take care of liquidity, credit, reputational, market, foreign
the present situation. A copy of the same may be exchange, reduction in new business, reduction in
submitted to the Authority. renewal business, asset liability mismatch, reduction
in yield, capital erosion, claims in the wake of present
7. Insurers shall set up a Crisis Management Committee,
situation and shall devise necessary mitigation
comprising of key personnel to monitor the current
measures. Any severe impact on the operations or
situation on real time basis and to take appropriate
capital requirements or solvency margin shall be
timely decisions on:
promptly communicated to the Authority.
a. Issues pertaining to safety of staff, policyholders,
9. Cyber risks and data security: Due to enhanced
intermediaries and agents;
remote working, it is possible that there could be an
b. Assessing new challenges that may emerge on a increase in the number of cyber-attacks on personal
day-to-day basis and measures to mitigate them; computer networks. Therefore, insurers need to
and take precautionary measures to address such cyber
c. A
dopting necessary measures to minimize business risks and to mitigate such risks as soon as they are
disruption. identified. Insurers shall also educate their staff, through
emails and other modes, of possible cyber risks and
Further, the Crisis Management Committee should provide the associated safeguards to be taken by the staff while
regular inputs to the Risk Management Committee of the working from home.
insurer.
D. Products
10. Insurers are strongly encouraged to devise Authority is committed to process such product
appropriate insurance products that would provide approval applications on a fast track mode.
protection from risks arising out of Covd-19. The

E. Policy Servicing and Claims:
11. Insurers shall make special efforts to enable the 14. Though the normal response time for policyholder
policyholders to pay premium using digital methods by complaint redressal is 15 days, due to the prevailing
educating them through SMS, emails etc. lockdown situation, an additional 21 days is allowed
in respect of all complaints which are received
12. C
laims arising on account of Covid-19 should be
on or after 15th March 2020 and up to 30th April
processed expeditiously. Insurers are encouraged to
2020. However, this additional response time is not
adopt simplified / expedited claim procedures for
applicable to complaints pertaining Covid-19 for which
such cases. In addition, other claims should also be
the extant timelines will continue to apply.
processed within the prescribed period by making
special efforts. 15. In case insurers have issued travel insurance policies
which were/are valid between 22nd March, 2020 and
13. W
herever email addresses of policyholders are
30th April 2020, an option may be provided to the
available, policy documents may be issued
policyholders to defer the date of travel without any
through email within the prescribed period. SMS
additional charge.
may also be used to confirm to the policyholders
about issue of policy documents. The insurers are 16. Insurance companies have been asked to dispose of
encouraged to capture the email and phone number hospital claims, both at Admission and at Discharge,
of the prospective customers for intimation of the with utmost urgency and definitely within 2 hours
commencement of the policy and for further policy being intimated.
servicing. As a special case, an additional period
of 30 days is allowed for insurers for dispatch of
documents for policies issued between 15th March
and 30th April 2020.
F. Relaxations
Health Insurance to include all claims reported under quarantine period shall be settled in accordance to the
corona virus and shall be handled as per the following applicable terms and conditions of policy contract and
norms. the extant regulatory framework.
i) W
here hospitalization is covered in a product, insurers iii) A
ll the claims reported under COVID 19 shall be
shall ensure that the cases related to Corona virus thoroughly reviewed by the claims review committee
disease (COVID-19) shall be expeditiously handled. before repudiating the claims.
ii) T
he costs of admissible medical expenses during the
course of treatment including the treatment during
G. Other
1. B
i-monthly report to be sent to the regulator on all of 2. The insurers should keep their respective Boards
the aspects and steps taken. Doesn’t need to include informed of the actions taken by them in dealing with
claims data situations arising out of Covid-19.

Staying relevant – the importance of
taking proactive measures
While reduced cash flows due to the financial impact of contemplate purchasing them. Insurers can approach
COVID-19 will deter insurance companies from investing the regulator and ask for quick approvals of relevant
significantly, there are some areas where they could product additions using the regulatory sandbox
consider investing. concept.
• Analysing the available data in conjunction with • Companies are exploring new ways of continuing
healthcare companies and medico-legal experts, and their operations amidst the COVID-19 crisis. The large
trying to understand the estimated insured loss on number of insurance company employees working
all front due to COVID-19. It is possible that insights remotely will open up avenues for exploring how
gained from such a process may help in reducing risk companies work in the new normal, redefine their real
exposure as well as finding new opportunities and estate strategies and decide how the teams work in the
strategies for succeeding in the near future. future. This can quicken all transactions and potentially
reduce costs.
• Insurance companies can reach out to their existing
customers proactively through continuous digital • General and health insurers have for long wanted a
campaigns and make them aware of the COVID-19 stronger connect and control over the provider network
crisis to stop it from spreading further. Customers – garages for automobile insurance and hospitals for
usually do not use mobile applications designed by health insurance.
insurance companies frequently as the relationship is
- The current situation is ideal for insurers to move to
transactional. Companies can design campaigns on
integrated service offerings, with central accounting
COVID-19 and provide their customers with relevant
and scheduling spare parts of automobiles through a
information to maintain relationships and reach.
blockchain network between garages, manufacturers
• The regulator has put in place several conditions and insurers. Spare parts unutilised at a certain
regarding the promptness in settling claims related to location can be redistributed and customers will get
COVID-19. Insurers must adhere to those regulations faster service. This will derive greater benefit from
and also ensure that the entire chain – from hospitals the digitisation efforts and be beneficial for insurers
and caregivers to third-party administrators (TPAs) and in times to come.
call centres – act fairly and quickly on the claims related
- Similarly, for all health insurance requirements, a
to COVID-19. Claims related to COVID-19 getting
direct integration of hospital billing and diagnostic
rejected should also be properly reviewed to avoid
systems with insurers and TPAs is the way forward.
customer grievances.
This is the ideal time for such a shift when the
• Life insurers also have an opportunity to come up receptivity of the healthcare ecosystem will be at
with innovative riders/add-ons based on single its highest as contactless transactions become the
conditions on the base policies taken by the customers. norm.
Customers may find such riders useful at this time and

• With the shift to Industry 4.0 likely to be accelerated
(mostly Internet of things [IoT] and artificial
intelligence [AI] dependent), there will be new risks
to manage and insure. The nature and degree of
risks may change in manufacturing setups and
insurers will need to develop newer skills and newer
toolkits to be smart insurers. Upskilling employees
and modernisation of tools and analytics models
would require investments.
• Credit life insurance is popular among banks and
this may come under some short-term stress but
will see longer-term complexity with many roles
and paying capabilities shifting from one set of
employees to another. Also, an employee who
earns a larger variable pay needs to be financially
underwritten differently.
• More organisations are expected to opt for cyber
insurance as they switch to remote working.
Resilience in the current situation is going beyond
successful crisis management and capitalising on
arising opportunities.
Opportunities for insurers to emerge stronger from the COVID-19 crisis
To be resilient in the current situation, insurance companies would have to go beyond successful crisis management and
capitalise on arising opportunities. They can focus on the following areas to emerge stronger from the COVID-19 crisis.
Business Customer’s moment of truth

• Allocate capacity to review overall product portfolio mix • Become a true partner for retail and small and medium
and compare with client needs (protection from future enterprise (SME) customers by supporting them in their
pandemics, environmental changes, etc.) in the new existential needs (clarification of doubts, provision of
normal. health services, syndication of SME working capital
needs through bancassurance partners, etc.) and prove
• Use innovation capabilities to reposition the business
to be truly customer centric.
in the light of the COVID-19 pandemic and beyond,
and prioritise digital innovation projects which were • Strengthen customer loyalty by capitalising on
so far lagging, but with human-oriented technology minimised risks like motor and accidents, and offering
in mind and behavioural economics-based customer more value.
proposition.
• Concentrate on future risk prevention through
• Evaluate strategic merger and acquisition (M&A) ecosystem partnerships and thereby providing value to
options in the wake of the economic slowdown to grow clients.
sustainably post the COVID-19 crisis.

Partners Employees’ moment of truth
• Use free capacity to support agents and sales partners • Show employee centricity by deploying free time for
in previously deprioritised initiatives as well as in employee upskilling and personal development and
digitisation efforts. assisting them in their personal projects to help them
rise individually.
• Establish oneself as a protective shield for agents and
partners along the value chain in situations of turmoil. • Advance compulsory employee objectives such as
compliance-related surveys, training sessions and
personal deliverables.
• Use free capacity of employees to involve them in
contributing towards society in a broader way.
Source: PwC analysis

Trends ahead
• Frequency of pandemics: As per PwC’s COVID-19 proactively announcing complimentary insurance

CFO Pulse Survey, a significant increase is anticipated coverage for all their employees by partnering with
in the number of companies that perform scenario insurers. Similarly, the Government of India has
planning and financial modelling for potential impacts announced that doctors, paramedics, healthcare
as they seek to estimate the effect of the outbreak.19 workers and others providing their services to tackle
We are seeing models being revised to incorporate the COVID-19 outbreak will be provided insurance
the economic impact of past pandemics, including coverage.20
SARS and MERS in the 2000s, as well as outbreaks in
• Amended disclosures: The COVID-19 crisis has given
1968 and 1918. The revisions underpin concerns that
insurance companies an opportunity to review and
COVID-19 may signal a future in which pandemics are
revise how their policies and disclosures are worded.
more frequent. Some companies are also coordinating
As per PwC’s COVID-19 CFO Pulse Survey, CFOs said
closely with strategic vendors and business partners to
they were considering disclosures on the impact of the
share information and enhance their models.
pandemic on risk profile, macroeconomic and industry
• Scenario-specific products: Insurance products which factors, and liquidity. Further, CFOs in the health
are tailored for pandemics will see traction. Companies industry were more likely than average to consider
need to look through this dimension of product disclosures related to the impact on risk assessment
building. This is an area which may see a significant (58%) and to environment, social and governance
growth as most employers can opt for such a coverage reporting (23%).21
in the future. There have been instances of employers
In the next six months, which of the following COVID-related disclosures are you considering?
43% 47% 40% 27%
Impact on risk Macroeconomic and Liquidity Guidance

assessment/risk profile industry factors disclosures adjustments
15% 15% 13% 0%
Impact on Environment, social and Difficult to assess Not

controls governance reporting currently applicable
19 https://www.pwc.com/us/en/library/covid-19/pwc-covid-19-cfo-pulse-survey.html
20 https://bfsi.economictimes.indiatimes.com/news/insurance/fm-announces-rs-50-lakh-insurance-cover-for-covid-19-frontline-warriors/74831023
21 https://www.pwc.com/us/en/library/covid-19/pwc-covid-19-cfo-pulse-survey.html

Conclusion
Organisations and economies worldwide are discussing • Will we see more gender diversity in the workforce in
a neo normal situation that is expected to emerge post the insurance sector with WFH becoming widespread?
the COVID-19 crisis. For the insurance industry, the post Would companies hire more part-time experts?
COVID-19 period will not just be about the split between
• Will insurance penetration increase among people due
WFH and office or about the digital conversion of certain
to this crisis?
industry processes. The industry is a fundamental part
of the financial infrastructure and all other industries are • The industry has already taken steps to address risks
supported by it. Hence, broader questions need to be related to products, people and business infrastructure,
asked, the answers debated, and the exact nature of how but are there risks that have not yet been anticipated?
the COVID-19 crisis and its aftermath could affect the Are there possibilities of any surprise risks for the
industry as well as help the penetration of insurance in industry?
India should be discussed. • Insurance companies deal with massive volumes of
Changes in insurance policies, field practices or overall data, be it on premise or on cloud, and data backup is a
industry norms have to be brought to the table by industry regulatory directive. Are insurers geared up to back up
associations and councils. the mega data that emerges out of the numerous data
points being captured beyond basic insurance needs?
The following neo normal questions should be
considered and debated by the insurance industry: • Are vendors and service providers of insurers showing
the same levels of resilience as the much higher funded
• When the restrictions ease, would insurance companies
insurance carriers? What risks may emerge from their
go back to working like before? Or would there be
service breakdowns in the future?
changes in their way of working, remote working, pay
structures, project dynamics and use of technology? • Will insurance companies start considering pandemics,
environmental changes and associated risks as part of
• What would the actual productivity of employees be like
their operational risks from now on?
during a prolonged lockdown and, as a corollary, for
work from home? • With more employees working remotely and increased
digital operations, will operational costs really reduce?
• Would insurance companies move towards becoming
100% digital in their operations? Would companies • How can insurance companies ensure that their
digitalise the whole process of data input to output of employees and distributors are effectively and
policy to settlement of claims? adequately upskilled?
• Would company culture require digital upskilling and a • How should insurers work with the government and
changed mindset to utilise digital resources effectively? local authorities to fulfil their social agenda?
• What will happen to cost structures? Major costs • Will insurance companies emerge from this as more
for an insurance company reside in premises and trusted or less trusted?
people, other than technology. Would there be a major
rebalancing of this cost structure?

About PwC
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Contact us
Joydeep Roy Abhijit Mukhopadhyay
Global Leader – Insurance Digital Assets, Global Insurance Advisory Leader
and Leader, Insurance – India abhijit.mukhopadhyay@pwc.com
joydeep.k.roy@pwc.com PwC US
PwC India
Amit Roy Carlos Ignacio Montalvo Rebuelta

Director, Insurance Partner and Regulatory Insurance Leader, EMEA
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PwC India PwC Spain
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Partner, Management Consulting – Partner, Strategy&
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Partner - Transaction Services Director, Strategy&
E-mail: vaidison.krishnamurty@in.pwc.com dominik.dreyer@strategyand.de.pwc.com
PwC India PwC GmbH
Deepa Gupta Shalabh Singhal

Manager, Financial Risk and Regulation Associate Director, Healthcare
Deepa.Gupta@pwc.com shalabh.singhal@pwc.com
PwC India PwC India
Sandeep Kumar Tapas Sanyal

Associate Director, Technology Consulting Director, Government Reforms and Infrastructure
(Data and Analytics) Development
sandeep.kr@pwc.com PwC India tapas.sanyal@pwc.com
PwC India
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Manager, Assurance Associate Director, Deals
parth.khandelwal@pwc.com amrita.shenoy@pwc.com
PwC India PwC India
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Senior Analyst, Insurance Associate Director, Technology Consulting
tapan.mandavkar@pwc.com ayon.r.ray@pwc.com
PwC India PwC India
Aniket Likhite
Director, Cyber Security
aniket.likhite@pwc.com
PwC India
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June 2020

Impact on the health insurance industry............................................................................................................10

Impact on the general insurance industry..........................................................................................................14

Impact on the life insurance industry.................................................................................................................17

Cyber security in insurance................................................................................................................................18

Key considerations for operations.....................................................................................................................23

Sales and distribution.........................................................................................................................................24

Key considerations for customer service...........................................................................................................26

Regulatory actions and dispensation.................................................................................................................29

Staying relevant – the importance of taking proactive measures......................................................................32

2 PwC COVID-19: Impact on the Indian insurance industry

3 PwC COVID-19: Impact on the Indian insurance industry

Overall Consumer markets EUR Financial

Government/public TMT IM&A Health

Source: PwC’s COVID-19 CFO Pulse Survey

81% 60% 43% 83% 53% 49% 37%

Implementing Deferring or Changing Facilities/ Operations Workforce IT

33% 22% 5% 28% 16% 11% 3%

Adjusting Changing M&A No financial R&D Digital Customer Cyber security

Source: PwC’s COVID-19 CFO Pulse Survey

5 PwC COVID-19: Impact on the Indian insurance industry

6 PwC COVID-19: Impact on the Indian insurance industry

COVID-19 cases in top 7 countries vs India, China and Sweden

7 PwC COVID-19: Impact on the Indian insurance industry

Closer look at COVID-19 cases in India vs other key geographies

US 1,790,191 17,672,567 10.13% 104,383 5.83% 44,758 2.50%

Spain 514,849 930,013 55.36% 29,314 5.69% 206,555 40.12%

Russia 405,843 10,643,124 3.81% 4,693 1.16% 171,883 42.35%

UK 276,156 4,285,738 6.44% 38,571 13.97% 1,190 0.43%

Italy 239,479 4,063,843 5.89% 27,127 11.33% 150,376 62.79%

France 232,997 3,878,739 6.01% 33,415 14.34% 157,505 67.60%

India 190,622 3,837,207 4.97% 5,408 2.84% 91,855 48.19%

France 189,009 1,384,633 13.65% 28,805 15.24% 68,473 36.23%

Sweden 37,542 238,800 15.72% 4,395 11.71% 4,971 13.24%

8 PwC COVID-19: Impact on the Indian insurance industry

Six actions to consider

Business continuity plan Capital and cash

9 PwC COVID-19: Impact on the Indian insurance industry

1. Claim payout and liquidity

10 PwC COVID-19: Impact on the Indian insurance industry

7 IAI report. Retrieved from http://www.actuariesindia.org/downloads/Analysis%20by%20IAI%20Pandemic%20Research%20Group.pdf

11 PwC COVID-19: Impact on the Indian insurance industry

12 PwC COVID-19: Impact on the Indian insurance industry

13 PwC COVID-19: Impact on the Indian insurance industry

14 PwC COVID-19: Impact on the Indian insurance industry

15 PwC COVID-19: Impact on the Indian insurance industry

16 PwC COVID-19: Impact on the Indian insurance industry

15 IAI report. Retrieved from http://www.actuariesindia.org/downloads/Analysis%20by%20IAI%20Pandemic%20Research%20Group.pdf

17 PwC COVID-19: Impact on the Indian insurance industry

What immediate business impact could organisations face as a result of COVID-19?

18 PwC COVID-19: Impact on the Indian insurance industry

19 PwC COVID-19: Impact on the Indian insurance industry

Disruption in network and cyber security

20 PwC COVID-19: Impact on the Indian insurance industry

01 Secure newly implemented remote working practices.

02 Ensure the continuity of critical security functions.

Secure newly implemented remote working practices

• Ensure remote access systems are configured and patched securely.

Ensure the continuity of critical security functions