Advisers Need to Realize Retirees’ Spending Needs Change Over Time

A new EBRI issue brief says there are four major things retirees focus on at any given time, but spending during retirement is even more nuanced than it might appear.


In a new issue brief, “Older Americans’ Spending Profiles: One Size Does Not Fit All,” the Employee Benefit Research Institute (EBRI) categorizes four major areas that retirees tend to focus on at any given time.

There are those who do not make any major changes to their spending. This category covers the majority of people, called “typical” spenders. The next category is “home” spenders, who spend 60% or more of their money each year on housing. “Health” spenders in retirement are those who spend 20% or more on out-of-pocket expenses in retirement, and “discretionary” spenders are those who spend 25% or more of their money each year on entertainment, gifts or contributions.

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Interestingly, the report also notes that the median wealth of typical spenders increases with age, which leads to the question: How could that be possible, when people are spending money in retirement and so many worry about outliving their retirement? The answer is that this is true for those who have done a fairly good job of saving for retirement, and the findings are corroborated by a similar study by the Society of Actuaries, Lori Lucas, president and chief executive officer of EBRI, tells PLANADVISER.

“The primary goal of many people in retirement is to preserve or grow their assets, even if they don’t have a tremendous amount of wealth,” Lucas says. “They are concerned about running out of money and unexpected expenses, especially health care expenses. They are also worried about the possibility of having to go into assisted living, which can cost hundreds of thousands of dollars, and not having the resources to pay for it. They want to have the dry powder to be able to pay for it. Behavioral economists have found that many retirees believe there is nothing they can buy that is more satisfying than having this nest egg.”

To a lesser degree, but certainly another factor, is the fact that retirees also want to leave an inheritance to their children and/or grandchildren, Lucas says, especially if they are living at home with their children and their children are taking care of them.

Besides the four main areas that EBRI found retirees focus on at any given time, Lucas says the main finding that retirement plan advisers should take from the issue brief is that “one size doesn’t fit all in retirement.”

“Of course, we know that,” she continues, “but we dug deep into the varied ways in which people are spending their money in retirement, and for very different and important reasons—and these are likely to change over the course of retirement.”

Thus, it is important for advisers working with retirees to find out what they are spending their money on—and why—and how that might change as their personal situation develops, Lucas says. “This may inform the adviser on what product they should recommend,” she says. Perhaps, for those focused on health and long-term care, an annuity might be an appropriate and useful suggestion, she says.

Those focused on their home might be carrying untenable amounts of debt, and “that will affect every aspect of their retirement,” she says.

Even for those discretionary spenders in retirement, who are more likely to be receiving a pension and Social Security, more likely to have savings than other groups and are more likely to be a couple and in good health—there could be a reversal of their good fortune, and advisers need to be ready to help guide them through other phases of their retirement, she says.

“Very different rationales require different advice,” Lucas says. “The key takeaway from this research is that retirement plan industry executives and advisers need to understand a great deal more about retirees than just these four categories. They really need to understand the motivation for retirees’ spending, and, in order to do so, they need to ask a lot of questions and to understand that individuals might come to an adviser not thinking about how their retirement could change over time. Advisers need to help people understand that retirement is a process and their goals might change as they age.”

The research also shows as that people age from 55 to 85, their spending gradually decreases, with the average starting around $50,000 and ending at $40,000. The proportion spent on housing, food, clothing, health care, transportation, entertainment and gifts and contributions, however, generally remains the same. At age 55, people spend an average of 9% of their income on health care, and that rises to 13% by age 85. While transportation takes up 15% of expenses for those who are 55, that lowers to 10% by age 85.

Diversity of S&P 500 Boards Continues to Improve

All S&P 500 boards have at least one woman for the first time, according to a study by Spencer Stuart.

S&P 500 boards appointed 413 new independent directors in the 2020 proxy year, according to a new study by Spencer Stuart. Of that figure, 59% of new appointees were women and minority men, tying the 2019 record for the year with the most diverse new independent directors.

The “2020 U.S. Spencer Stuart Board Index” found that companies are listening to calls from shareholders and other stakeholders for increased diversity in their boardrooms, including in the areas of gender, age, race, ethnicity and professional background.

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Recently, Nasdaq issued a proposal to the Securities and Exchange Commission (SEC) to require companies listed on the exchange to disclose the diversity on their boards.

Spencer Stuart says that while a majority of new directors are women and minority men, changes to overall board composition are happening slowly, partly due to persistently low boardroom turnover. New directors represent only 8% of all S&P 500 directors, consistent with prior years.

“Board composition is being scrutinized as never before, as investors and other stakeholders press boards to ensure director qualifications align with company strategy and increase the diversity of perspectives around the board table,” says Julie Hembrock Daum, who leads Spencer Stuart’s North American Board Practice. “Boards that embrace regular change are in the best position to have the skills and expertise for the company’s forward-looking challenges, opportunities and strategies.”

This year’s index also found that all boards have at least one woman for the first time since Spencer Stuart began tracking this data in 1998.

In this year’s incoming class of S&P 500 directors, 47% are women, the highest percentage in Spencer Stuart’s 22 years of tracking this data.

Overall, women made up 28% of all S&P 500 directors in 2020, up from 26% last year.

However, representation of minority directors did not change significantly this year. Twenty-two percent of new S&P 500 directors are minorities—defined as African American/Black, Hispanic/Latino or Asian—down from 23% last year.

Minority women represent 10% of the incoming class, consistent with last year, and minority men represent 12% of the new directors, a slight decrease from 13% last year.

Of the top S&P 200 companies, minorities represent 20% of all directors, up from 19% last year.

Despite the small downward tick in minority representation, 24% of S&P 500 companies report being committed to recruiting from a diverse slate of candidates for new directors.

The lion’s share, 64%, of new board members are outside the ranks of chief executive officer, chairman, vice chairman, president and chief operating officer (COO). The most common titles are chief financial officer (CFO) or other financial executives (27%) or divisional or subsidiary heads or top executives of functional units (23%).

Women and minority men tend to have different backgrounds than the traditional director. Only 17% of this group are current or former CEOs, compared with 46% of other directors. Just 5% of the non-minority men in the incoming class are current or former line or functional leaders, compared with 23% of the women and minority directors.

Just under one-third (32%) of new women or minority men directors are first-timers, versus 18% of non-minority directors.

Spencer Stuart says one reason retention remains high is that board compensation is on the rise. The average total pay for non-employee directors of S&P 500 companies, excluding independent chairs, is about $308,000. The four sectors with the highest average director compensation are health care, technology, communications services and energy.

Seventy percent of S&P 500 companies have mandatory retirement policies for their directors. However, only 16% of the independent directors on boards with age caps are within three years of mandatory retirement.

Independent directors average 63 years of age, which means that many of them can remain on the boards they serve for years to come, Spencer Stuart says.

“Looking ahead to next year, it will be difficult for boards to make meaningful progress in improving diversity unless they embrace more frequent turnover,” Daum says. “It should be noted that year over year, we find that companies with new independent directors and more significant diversity in the boardroom benefit from a business performance standpoint as well.”

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