I purchased an ICICI Prudential policy in 2016, with its term running until 2026.
Auto-debit was enabled when the policy was sold. In subsequent years, premiums were automatically taken from my account—even when that money had been kept for credit-card payments and other commitments. Those payments bounced, creating penalties and stress.
When I asked to stop auto-debit, I was told it was not possible. When I enquired about closing the policy because I needed money, I felt that the staff treated me as though my visit itself was unnecessary.
Then, just before maturity, I became visible
Something changed in 2026—just one year before the old policy was due to mature.
Suddenly, a representative contacted me and said my old policy offered low returns. My immediate thought was:
If the policy offered poor returns, why was it sold to me in 2016? Why did this concern arise only in 2026, one year before maturity?
The solution presented to me was not simply to help me access my money. To close the old policy, I was asked to purchase another policy with a fresh 10-year commitment—from 2026 until 2036.
Because I urgently needed the funds, I accepted. This is what concerns me most: when I asked for help, I felt unwanted. But when my situation created an opportunity to sell another policy, I received attention.
The auto-debit experience repeated itself
This time, I clearly stated that I did not want auto-debit. Yet, while attempting renewal, the screen showed “Auto Debit: Enabled.”

The page offered only “Add Auto Debit” and “Replace Auto Debit.” There was no clearly visible “Disable Auto Debit” button.

It took me almost two days to discover that I had to press the selected option itself to change the setting.

Why should enabling or replacing auto-debit be prominent while disabling it is something the customer must discover?
Customers need empathy, not another sales target
Auto-debit is useful only when it is knowingly chosen and easy to cancel. Consent should not be hidden behind a tick, confusing wording or an interface designed mainly to protect premium collection.
Banks and insurers must remember that customers are managing electricity bills, card payments, medical expenses, school fees and family emergencies. An automatic debit can disrupt all of them.
A customer should not become important only when there is another product to sell.
Real customer service is demonstrated when a person wants to cancel, surrender, question or refuse—not merely when they agree to remain financially committed for another ten years.
This article records my personal experience and perception as a customer. I welcome ICICI Prudential’s clarification regarding the policy replacement, auto-debit consent and cancellation process.


