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We are accelerating our transformation to be CLOSER to the needs of our customers and bring them even MORE INNOVATIVE solutions.

We create BOLD services by working directly with our partners. We have forged increasingly close relationships with our partners since the founding of our company, teaming with them to explore new geographies, new approaches to business and new technologies. This unique approach to our business and the strength of our partnership-based model enable us to pursue the ambitious, future-facing mission we have set for ourselves: make insurance accessible to the LARGEST POSSIBLE NUMBER of people.

Our commitment to playing a USEFUL role in society figures at the core of our strategy. We have multiplied our initiatives to create a positive impact and we unify individual energies behind collective goals to make sure that the largest possible number of people enjoy access to the benefits of insurance.

 

>> Download BNP Paribas Cardif 2018 Business Report

>> Download BNP Paribas Cardif 2017 Business Report

                                                                                 

 


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Qu’est-ce que la loi Eckert ?

09 May 2019

Qu’est-ce que la loi Eckert ?

La loi Eckert est venue compléter le dispositif législatif existant et concerne les comptes bancaires inactifs et les contrats d’assurance-vie en déshérence (contrats qui ne font pas l’objet d’une demande de versement de prestation ou du capital). Elle a pour objectif de protéger les intérêts des clients en facilitant la recherche de bénéficiaires de contrats d'assurance-vie et en accélérant le règlement des capitaux. Initiée en novembre 2013 par Christian Eckert, secrétaire d’Etat au Budget, elle est entrée en vigueur au 1er janvier 2016.

Quelles sont les principales mesures de cette loi ?


· La revalorisation post-mortem du capital garanti

La loi prévoit une revalorisation du capital garanti, à un taux minimum fixé par décret. Cette revalorisation intervient désormais à compter de la date du décès de l’assuré et jusqu’à la date de réception des pièces nécessaires au règlement ou le cas échéant jusqu’au dépôt du capital à la Caisse des dépôts et Consignations.

· Délai et modalités relatives aux pièces nécessaires au paiement de la prestation

Depuis le 1er janvier 2016, la loi introduit de nouvelles dispositions pour favoriser le règlement rapide des contrats. L’assureur doit demander au bénéficiaire de fournir les pièces nécessaires au règlement dans un délai de 15 jours à compter de la réception de l’avis de décès et de la prise de connaissance des coordonnées du bénéficiaire.

A réception de l’ensemble de ces pièces justificatives, l’assureur dispose d’un délai d’un mois pour effectuer le paiement de la prestation. Dans le cas où l’assureur ne respecte pas ce délai de paiement, la loi prévoit des pénalités de retard.


· L'obligation de consultation annuelle du RNIPP étendue

Depuis 2007, les compagnies d'assurance doivent consulter annuellement les données figurant sur le Registre National d’Identification des Personnes Physiques (RNIPP) afin de s’informer du décès éventuel de leurs assurés. En cas de décès du titulaire du contrat, les assureurs doivent rechercher activement les bénéficiaires du contrat afin de leur verser les capitaux qui leur reviennent.

Désormais, chaque année, ces établissements doivent rendre public un certain nombre d’informations concernant les recherches effectuées au cours de l’année (l’encours des contrats concernés, les sommes versées suite à ces démarches, etc.).

D’autre part, les notaires peuvent, lors d’une succession et dans certaines conditions, demander à l’administration fiscale communication des informations figurant sur le fichier Ficovie, qui recense les contrats d’assurance vie et contrats de capitalisation souscrits. Le patrimoine de leur client décédé peut ainsi être mieux identifié. Ce fichier est mis en place depuis 2016.


· Transfert à la Caisse des Dépôts et Consignations des capitaux en déshérence

A l’issue d’un délai de 10 ans à compter de la date de connaissance du décès du titulaire du contrat ou du terme du contrat, les sommes dues au titre des contrats d’assurance-vie et de capitalisation, doivent être transférées à la Caisse des Dépôts et Consignations (CDC). La Caisse des Dépôts et Consignations est chargée, quant à elle, d’organiser la publication de l’identité des souscripteurs des contrats dont les sommes lui ont été transférées, afin de faciliter la recherche des contrats non réglés et de protéger le droit des épargnants et bénéficiaires.

Dans le cas où ces montants demeurent non réclamés par leurs titulaires ou par leurs ayants droit (bénéficiaires), à l’issue d’un délai de 20 ans à compter de la date de leur dépôt à la CDC, elles sont définitivement acquises à l’État.


· Publication annuelle du bilan prévu par la Loi Eckert

L'arrêté du 24 juin 2016 publié au journal officiel de la République française le 9 juillet 2016 s'inscrit dans la mise en œuvre de la loi « Eckert ». Désormais aux termes de ce texte, les assureurs et les mutuelles ont notamment l'obligation de publier « annuellement sur [leur] site internet (...) ou sur tout support durable dans un délai de 90 jours ouvrables à compter du 1er janvier de chaque année », leur bilan de la mise en œuvre de la loi Eckert.

Pour accéder à notre bilan prévu par la loi Eckert cliquez ici.

 

Bon à savoir :

Au moment de la souscription de vos contrats, il est important d’être rigoureux et précis sur les informations que vous communiquez vous concernant : nom, prénoms, date et lieu de naissance, adresse etc.

Il en est de même pour la rédaction de la clause bénéficiaire. Veillez à être le plus clair et le plus précis possible dans la désignation de vos bénéficiaires afin que l'assureur puisse les retrouver facilement.

Pour en savoir plus, cliquez ici.


 

Cardif Assurance Vie (2018)

                    

Cardif Assurances Risques Divers (2018)

                      

Cardif IARD (2018)

                    

Natio Assurance (2018)

                    

BNP Paribas Cardif (2017)

                    

Download the summary of the SFCR of BNP Paribas Cardif group as at December 31, 2017 in czech 

Download the summary of the SFCR of BNP Paribas Cardif group as at December 31, 2017 in dutch 

Download the summary of the SFCR of BNP Paribas Cardif group as at December 31, 2017 in hungarian 

Download the summary of the SFCR of BNP Paribas Cardif group as at December 31, 2017 in italian 

Download the summary of the SFCR of group BNP Paribas Cardif group as at December 31, 2017 in polish 

Download the summary of the SFCR of group BNP Paribas Cardif group as at December 31, 2017 in slovak 

Download the summary of the SFCR of group BNP Paribas Cardif group as at December 31, 2017 in swedish

 

Cardif Assurance Vie (2017)

                    

Cardif Assurances Risques Divers (2017)

                    

Cardif IARD (2017)

                    

BNP Paribas Cardif (2016)

                    

Cardif Assurance Vie (2016)

                    

Cardif Assurances Risques Divers (2016)

                    


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Preparing for the jobs of tomorrow with General Assembly

11 April 2019

 

More than 50% of jobs are at risk of automation in less than 10 years. The idea of a global skills gap is a growing concern in modern societies. To that end, BNP Paribas Cardif has partnered with General Assembly to prepare the workforce of the future. Renaud Dumora, CEO of BNP Paribas Cardif and Jake Schwartz, Co-founder and Chief Executive Officer of General Assembly, share the first lessons on this partnership, on the occasion of a Forum on “the need for reskilling” they co-organised in Paris.

 

The future of work is at the heart of companies’ strategies. How do you both respond to this ambition?

Jake Schwartz : Today, with the rise of AI and automation, there is a high level of anxiety in society about the future of work and the skills gap. However, there are countless reasons to be optimistic as this new future presents to create new jobs and pathways to economic mobility! This is why we created General Assembly, which core mission is to equip people with skills to pursue the work they love.

Renaud Dumora : No jobs are safe from disruption in the coming years. Therefore, it is essential to provide employees with the necessary skills to embrace progress, rather than fear the future. Putting them first is very important to ensure an organization like BNP Paribas Cardif  has the right skills in 5 to 10 years. This is why we try to anticipate which jobs would change and which would ultimately disappear.

 

What is the objective of this partnership?

J.S: We share the same vision and ambition: put people at the center of the set up. Our objective is to provide clear return on investment for employees and organizations. For this purpose, we anticipate the needs, adapt continuously the trainings to these needs and offer a model based on a strong “learning-by-doing” method, combined with expert instructors. With this approach, we’ve been helping a number of large companies to invest meaningfully in their employee’s skills and their talent pipeline, and we are very proud to be partnering with BNP Paribas Cardif to power their “Skill Up” initiative and to develop the talents they need.

R.D: Our employees are our first asset and we need to help them develop their skills to prepare themselves for the future. It is critical for them to be able to leverage new technologies like machine learning, natural language processing, Internet of Things etc. There is a real demand for learning and development, and this is why we chose General Assembly for a 5-year partnership. From now until 2022, our goal is to train 1000 employees of BNP Paribas Cardif. We open the sessions to BNP Paribas group staff as well as to our distributors partners, in order to develop their talents, and to embrace the transformation we are facing.

 

With this partnership, a joint project has been launched: The Skill Up program. Concretely, how does it work?  

J.S: Our focus is to combine the best components of both graduate and vocational trainings. Concretely, we work with instructors who are leading experts in their field, so people can learn from practitioners with real business knowledge. In the case of BNP Paribas Cardif, all staff do not need to re-skill, but for a large-scale organization, it is also essential to help employees maintain their skillset current, and to help them understand the importance of these changes.  

R.D: The Skill Up program has begun in June 2018 : we have chosen it to be an international program, as we operated in 35 countries. Our teams are being up-skilled or re-skilled on skills such as data science or UX design and with a focus on the customer centricity. This program is dedicated to our employees but it was also important to onboard their managers and even our executive committee, to make them experience the benefits of working with new skills and new mindset in a more agile culture.

To sum up, we first outlined the needs of the organization, and planned the sessions. Then, candidates were invited to write motivational letters and a process has been put in place, with managers, to validate applications. Furthermore, the benefit of this training is that employees can work on real professional projects, including projects co-built with partners.

 

What are the expected results for employees?

J.S: The success of General Assembly is based on starting with the ultimate goals of the companies in mind, and working backwards diligently to achieve them. This is eventually a win-win strategy for both the company and its employees, who benefit from cutting-edge learnings, and are thus more likely to stay.

R.D: Measuring the skills the company needed was a very important first step. The process is really just beginning and I am thrilled by the enthusiasm of our teams! We are focused on allowing our employees to adapt, to develop soft skills and to be committed to lifelong learning within the company.

 

 

 

 

 


Agile and customer-focused, Product Managers are reinventing their profession

11 April 2019

 

Data, artificial intelligence, robotized processes, customer expectations... The world of work is undergoing a profound transformation. To anticipate these changes and turn them into opportunities, BNP Paribas Cardif has implemented a strategic process seeking to identify the jobs of tomorrow and to support employees in their development: Strategic Workforce Planning.

 

"We have already implemented a training programme called "Skill Up'", with our partner General Assembly, focusing on up-skilling and re-skilling. Methods are changing very fast to stay close to customers’ needs in the marketing and product development professions in particular. What we call ‘agile’* methods, which are customer-centric, are at the heart of our Product Management training programme,” adds Nathalie Doré, head of acceleration and digital expertise.

 

“As part of our determination to contribute to the changes in our professions, we want to offer all our employees the possibility to continuously acquire new skills.Technological transformations are having a genuine impact on jobs today, especially, for instance, on Product Managers, who are tasked with designing new products, guaranteeing the best technical and design aspects” explains Sophie Joyat, Human Resources Director. 

 

Olivier Demarine, Marketing Product Manager, and Zoé Cazalet, Analytics Manager, give us their feedback on this training programme.

 

Why did you take part in the Product Management training programme?

 

Olivier Demarine: I work in the BNP Paribas Cardif Marketing department and I’m responsible for designing loan insurance products for our various partners. A year ago, I had the opportunity to contribute to the development of Minalea, a tool for customer advisors in BNP Paribas branches. Product Management training would have helped me in the development of the tool. But now, it will help me imagine other developments and adaptations for our various partners.

 

Zoé Cazalet: I am an Analytics Manager. My role is to acclimatize the company to the challenges of analytics. I identify needs within Compliance and France Customer Service, and I help them improve their operational efficiency thanks to the use of data science. I was going to start a project as part of the Fast Lab (full-time secondment for designing new products in 3 months) as a Product Owner. This is why I have been given the chance to take part in Product Management training. It was good timing!

 

What form does the training take in practice?

 

O.D.: The programme runs over five very dense days. We work in small groups of 3 or 4, made up of people from different departments and countries, on a common topic. In my group, the idea was to produce a clothes try-on application in order to improve customer experience. Between theory and practice, the sessions are rich. The project begins on the first day and ends with the presentation of models of the applications.

 

Z.C.: My group worked on designing a car parking application that could be integrated in Waze. The project is a strand running through the whole week. Of course there’s a theoretical component, covering the roles of product manager, scrum master*, agile coach*, and so on. But the practical side is very important: customer interviews, definition of personae*, competitiveness studies , definition of product features, and so on.

 

What benefits have you drawn from the training?

 

O.D.: A rich catalogue of methodologies, techniques of conceptualization, immersion in digital culture… Having a methodology focused on design, in particular, is really useful to me in order to look at product design projects in a different way. The training completed and validated my culture, allowing me to construct products in a new way.

 

Z.C.: I was going to be Product Owner on a project, as I already had been earlier this year on another project. But I had learned all I knew through “doing”. This training programme enabled me to refine and sort out my ideas. I learned to direct an agile project accurately, using the right tools.

 

Would you recommend other people to take part in this training?

 

O.D.: Yes, I would. I think it would be useful for many people. Even if it’s only for the opportunity to work in another culture, using digital methodologies. Especially as it’s very concrete, and very exciting, and it gets you closer to the field, to the basics: it reminds you that you really do have to put customers at the centre.

 

Z.C.: I would definitely recommend it. And I would encourage all the Product Owners in “season 2’ of the Fast Lab, which will start in March, to do it. On a more general level, it will be useful for everyone launching a project that has to be delivered fast, using agile methods… It’s a training programme that applies to a lot of professions. The trainers are clear, they’re very good teachers. It makes me want to take part in other ones!

 

Does this training inspire another way of working… perhaps a change of profession?

 

O.D.: In terms of tools as much as mindset, it’s a mine of discovery and inspiration, showing you can work in a different way, more agilely, and go quicker. And, you’re right, it has almost made me want to change my function and join the innovation team!

 

Z.C.: I’m still motivated to learn new things and the company is changing… So if there are opportunities to go further in agile methods, count me in!

 

 

*Agile method: Methodology aiming to place the customer’s needs at the centre of the project’s priorities. It is more flexible, and allows excellent interactions and privileged relations between the customer and the project team.

*Scrum master: Manages the information and ensures that the project is understood within the agile team. He or she organizes the team, helping it to identify solutions and avoid various obstacles.

*Agile coach: Trains and advises the various members of the agile team on the good practices to adopt on the project. Coordinates and directs projects and acts as a trainer.

*Personae: Characters invented in order to imagine and represent a target segment as part of a project, particularly during the design phase of a new product or service.


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