VIG reports strong H1 2025 results, profit and GWP growth

The latest article from Citron Insurance - a primer on how the Life Insurance industry is structured in Canada.

Running a business comes with risk, and Property and Casualty insurance is what helps keep those risks from becoming disasters. It covers everything from damaged property to liability claims. In this blog, we cover the essentials of P&C coverage every business owner should know.

India’s life insurance sector reported an increase in new business premiums (NBPs) for September 2025, according to the latest figures from the Life Insurance Council. https://hubs.la/Q03Ncr4X0

Montenegro, Insurance Supervision Agency of Montenegro: Montenegro Non-Life Insurers Show Resilience in Stress Test Amid Potential Premium Reductions The Insurance Supervision Agency of Montenegro has conducted a stress test on Montenegrin non-life insurance companies, focusing on the impact of a decrease in the price of mandatory vehicle owner liability insurance on their financial stability. The test results indicate that these companies possess satisfactory resilience and capital stability under hypothetical scenarios of a 5%, 10%, and 15% reduction in insurance premiums. Although all scenarios resulted in decreased profitability, reflected in lower gross and net business results, return on equity (ROE), and return on assets (ROA), as well as a moderate reduction in technical reserves and liquidity, the capital adequacy of insurers remained stable and above the legally required minimums. The analysis of gross combined ratios for vehicle liability insurance suggests that a price drop would significantly impact profitability, with the average gross combined ratio increasing from 88% to 95%, 100%, and 106% across the three stress test scenarios. The findings confirm that the Montenegrin non-life insurance market currently demonstrates resilience to market disruptions in the vehicle liability insurance segment, maintaining the stability of technical reserves and the sector's overall solvency. Source: https://lnkd.in/eJA-2mVB

Malaysia’s life insurance market is expected to expand by 7.5% in 2025, supported by steady demand for protection-based and savings-linked products. https://lnkd.in/gJrP46ET

Malaysia’s life insurance market is expected to expand by 7.5% in 2025, supported by steady demand for protection-based and savings-linked products. https://lnkd.in/gEFxbrM2

Legacy tech has quickly become a competitive liability in the insurance landscape. This isn't unique to the industry, but it's especially acute here. After all, insurance is over 200 years old. The way products have been built and sold over the last several decades made sense for that era. But those same systems simply can't deliver the speed, flexibility, or quality that consumers now expect as baseline. Here's the problem: everything else got easier. Searching, finding, buying—it all feels more personal and immediate, whether you're ordering food or booking travel. Insurance isn't as simple to deliver as retail, but that doesn't matter to consumers. The expectation is set. Buying coverage should be easy. The experience should feel fulfilling, not like a chore you're forced to endure. To deliver that, you need to think end-to-end. You need a platform built for seamless digital experiences from the ground up—starting with core functions, designed for scale, then expanding to new features. Legacy systems can't do that. They weren't designed to. But I believe the real barrier isn’t technical. It’s strategic. Most carriers know they have technology debt. They talk about modernization. But they're trying to transform while still running on the infrastructure that's holding them back. It's a conundrum: migrating legacy tech to meet new consumer standards is slow and expensive. And by the time you finish? Consumer behavior has already evolved past what you just built. The carriers that will win aren't the ones trying to retrofit old systems. They're the ones building for where the puck is going—dedicating resources to a future state, even if it means running dual operations for a while. Yes, it's costly. Yes, it requires sustaining your current business while building the next one. But without a clear strategy for where consumer needs are headed, companies risk becoming less relevant in a rapidly changing market. What it takes culturally: Seasoned radicals. People who understand how things have been done, but stay curious about how they can be better. People with the grit to find a new way, even when the old way is still generating revenue. Because legacy tech isn't just a system problem. It's a belief problem. And the companies willing to build for the future—rather than just maintain the past—are the ones that will lead the next era of insurance.

Most insurance brokers know what their clients want. The best ones know why they need it—even before the client does. ---------------------------------------------------------------------------------------- I am reading the book ‘The Challenger Sale’ by Matthew Dixon and Brent Adamson which has given me some deep insights into insurance selling. The authors discuss ‘Core Performers’ who get the job done and the ‘High Performers’ who deliver exceptional results. So what separates the wheat from the chaff? It’s not charisma, product knowledge, or even responsiveness that separates core performers from high performers – it is the ability to challenge assumptions and lead clients to new insights. Here is what the research shows: 1. In transactional sales - like standard motor or medical insurance - the performance gap between average and top brokers is narrow. Efficiency wins in the large volume low ticket size sale. A top down approach will get results. 2. In solution selling like Professional Indemnity, Property, Marine or Construction insurance the difference is massive. Solutions have to be tailored for specific circumstances, client expectation is high with minimal margin for error. High performers don't just quote and win. They diagnose, educate and reshape the client's understanding of risk. They help clients understand exposure, connect business goals to protection strategies and guide them to where they need to go. So if you’re in a sales role in a Commercial Insurance context, you have to; 1. Deliver insight into how to compete in their market 2. Challenge assumptions 3. Assess and navigate alternatives 4. Lead the customer to your unique strengths 

Co-operators is reshaping life insurance to meet Canadians where they are. Paul Gobeil, VP of Individual Insurance and Wealth Management, shares how Co-operators is closing coverage gaps through trusted advice, flexible products, and a dual-channel distribution strategy. https://hubs.la/Q03PJhv00

Lets get right to the heart of how term life insurance vs whole life (permanent) insurance actually behaves in the real world. Let’s break it down with actual industry data and actuarial logic 👇 💀 Term Life Insurance — What % Never Pays Out Industry consensus (North America): Between 95% and 98% of all term life policies never pay a death benefit. Why? 1. The client outlives the term. Most term policies are 10, 20, or 30 years. If the insured survives the term, the policy expires with no payout. → This accounts for about 85–90% of non-payouts. 2. The client cancels or lapses the policy early. Due to cost, life changes, or failure to pay premiums. → This is roughly another 5–10%. 3. Few claims occur within the term window. Mortality at working ages is very low, so insurers expect very few death claims. 🔹 Result: Only 1–5% of term policies ever result in a claim payout. (Sources: LIMRA Life Persistency Studies, SOA lapse research, and NAIC insurer claim ratios.) 🧱 Whole Life (Permanent Insurance) — What % Pays Out Virtually all (over 99%) permanent life policies will pay a claim as long as premiums are maintained. The only exceptions are early-year lapses (clients surrender or cancel the policy), which are about 10–15% in the first few years. After that, persistency is extremely high: 10-year persistency: ~90% 20-year persistency: ~95% Death claim payout: ~85–90% of all issued policies eventually pay a death benefit. (Source: Society of Actuaries, Individual Life Insurance Experience Studies.) ⚖️ Summary Comparison Metric Term Life Insurance Whole Life (Permanent) % that pay a death benefit 1–5% 85–95% Common reason for no payout Outlived the term, lapse, non-renewal due to high cost Early surrender or lapse Renewal/Conversion costs Increases dramatically with age; few renew Premium stays level for life Long-term persistency 30–40% after 20 years 85–95% after 20 years Typical client experience “Cheap protection for a time” “Guaranteed legacy and asset value” 💬 Bottom Line Most term insurance policies are designed never to pay out, because: People buy it when they’re young and healthy (low mortality), They often drop or outlive it, Renewal rates after the initial term can jump 10–20x, making continuation impractical. By contrast, whole life and other permanent policies are engineered to pay out, and usually do — which is why they cost more upfront but deliver guaranteed value over time. Message me to get the right ✅️ protection. I have a team of 900+ licensed agents across the USA, Canada and Puerto Rico ready to serve you right ✅️ https://lnkd.in/gB9yyWvm #lifeinsurance #financialprotection #estateplanning Azy R. Annie Cuillerier