Protecting the small business market

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It is not only individuals who need protection; SMEs are vulnerable, too. Steve Casey outlines a lucrative source of business.

Relevant life insurance is tax-efficient for the employee as HMRC usually views the premiums as an allowable business expense for the employer and does not view it as a benefit-in-kind for the employee.

Therefore, the employee does not have to pay income tax or national insurance on the premiums – as they would if the business simply paid for a personal policy. This can be a significant saving on the cost of life insurance for a higher or additional rate taxpayer.

In addition, any pay-out is tax efficient for the beneficiaries, as they are paid free of income tax and, usually, inheritance tax liability as the policy must be written in trust. Neither does any pay-out count towards the employee’s lifetime pension allowance as it is a ‘non-registered’ scheme.

Finally, the employer can also claim tax relief on the premiums as long as the local inspector of taxes is happy that the premiums are ‘wholly and exclusively for the purpose of trade’ as part of the employee’s remuneration and, as the benefits are written into trust on behalf of the employee, they are not viewed or taxed as business assets.

Features and benefits of relevant life insurance include:

  • Single life cover that pays out if the insured dies or is diagnosed with a terminal illness;
  • A sum assured that is level or can increase in line with the Retail Price Index (RPI) up to a maximum of 10% each year;
  • The policy is written in a discretionary (split) trust from the outset, so the benefits are paid to the insured’s beneficiaries free of income tax and IHT;
  • It is available for employees aged between 17 and 74 years (maximum age on entry is 71 years).

When you are advising your clients, trusts should always be considered as part of any life insurance arrangement. This is even more important for your business clients.

In the case of relevant life insurance, it is vital to demonstrate that the benefits are intended for the employee’s family and not the business in order for the policy to be eligible for tax relief.

This can be done using a trust. It can also ensure that any benefit is paid to the beneficiaries without delay (without going through probate), and in the most tax-efficient way.

The policy owner must write the cover into trust at the same time as they apply for the cover.  They must be a trustee together with the person covered; it may also be beneficial to appoint a third trustee.

The arrival of auto-enrolment and the introduction of the Small Business, Enterprise and Employment bill has opened up a huge opportunity for advisers.

As part of a holistic approach while you are discussing their business requirements you have the opportunity to talk about whether they have protection as it is the next logical step in meeting the needs of your clients.

Almost all of those who have business protection bought it following guidance from a trusted professional adviser, so it makes sense to highlight the potential cost of losing a key person to a client’s business.

Steve Casey is head of marketing & propositions at Ageas Protect

The case for cover: a tale of two football fans

Matthew Harding, the former vice-chairman of Chelsea Football Club and one of its major benefactors, made provision to ensure his business interests were protected. His plans meant the company continued when he died in a helicopter crash returning from a match in 1996.

He made his fortune in the insurance industry and orchestrated a management buyout of a company with John Coldman and Grahame Chilton in 1988 and changed the name to The Benfield Group. In his will, his business partners were beneficiaries. 

That was an example of good financial planning, but not everyone does make provision and without business protection things can get very messy. Take the case of the former Chelsea honorary vice-president and lifelong fan, Phillip Carter, who died in May 2007, coincidently in another helicopter crash while returning from a UEFA Champions league match.

In 1992, he founded Carter & Carter, a training and support services empire. In 1998, the company was worth more than £500m and employed 500 people. 
Following his death, the company’s shares were suspended in October due to the uncertainty of its financial position.

In early March 2008, Carter & Carter entered into administration after it failed to reach agreement with its banks over a financial restructuring. It also meant the £100m in shares he left in his estate became worthless.

These are examples of large firms. Research into smaller businesses showed that most businesses could cope for only three months before the absence of a key person started to bite; by six months it hurts.

Just over one-third of businesses had any business continuity or succession plans where loss of key people is addressed, those that did tended to be larger businesses with plans focused on IT and operations. Most of those who had bought cover made the purchase after receiving guidance from a trusted adviser. This highlights that there is huge potential in this market.

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