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

March 19th, 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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BNP Paribas Cardif sets target of 3.5 billion euros in green investments by end 2020

March, 18th 2019

 

The company is strengthening the socially responsible investment strategy initiated in 2008, taking new measures to support the energy transition and reduce ecological footprints. 

 

A target of 3.5 billion euros in green investments[1] by end 2020

As the energy transition is part of its CSR strategy priorities, BNP Paribas Cardif announced in 2017 a commitment to reaching 2.4 billion euros in green investments by the end of 2020. In just two years the insurer has more than doubled its green investments[2] within the framework of its general funds in its domestic markets (France, Italy, Luxembourg), supporting financing of the energy transition and reduction of ecological footprints.

BNP Paribas Cardif has decided to raise its objective by 1.1 billion euros to reach 3.5 billion euros in green investments by the end of 2020. The insurer will continue to contribute to the development of green bonds which finance projects with high environmental value, and to continue its positive environmental impact investments.

 

Reduced exposure to coal

BNP Paribas Cardif continues to reduce the exposure to coal in the investment portfolios managed directly for the general funds in its domestic markets[3]. This initiative is aligned with the sector policy of the BNP Paribas group, which establishes guidelines in particular governing activities involving coal-fired power generation.

Within the scope of its directly managed activities, BNP Paribas Cardif now no longer finances any power generation businesses whose coal-fired power accounts for over 30% of their total installed power generation capacity.

Application of this sector policy covers investment flows and securities already held directly in the general funds. This is why in 2018 the insurer divested 200 million euros in investments in companies in the coal-fired power generation sector[4].

In addition to these initiatives, BNP Paribas Cardif is pursuing its shareholder engagement to encourage change in practices by issuers. As a major source of financing for the economy and direct holder of shares, BNP Paribas Cardif is strengthening its shareholder engagement policy by integrating new Environmental, Social and Governance criteria (ESG), in particular concerning diversity and human rights. The insurer applies this strategy to all directly held shares within the general funds in its domestic markets.

 

Responsible management of real estate investments 

BNP Paribas Cardif continues to apply more demanding environmental criteria to its real estate holdings in France. The company has committed to a 30% reduction in energy consumption for its 55 office buildings (representing 658,956 square metres) by 2020. BNP Paribas Cardif pursues innovative energy renovation and investment initiatives – such as financing for the Java building in Paris, which operates without air-conditioning, planted surfaces on buildings, wood construction, etc. – in order to reduce greenhouse gas emissions and improve biodiversity.

 

“We believe that insurance companies have an important role to play in supporting the energy transition. As an institutional investor we are pursuing our efforts to fight climate change while combining financial performance and social responsibility,” says Olivier Héreil, BNP Paribas Cardif Deputy Chief Executive Officer, Asset Management.

 

Download the press release


[1] According to sustainable finance specialist Novethic, green investments are considered as socially responsible investments (SRI) and apply to all investments that aim to encourage the energy transition and reduce environmental footprints.

[2] 2.4 billion euros at end 2018

[3] Representing a total of 114.5 billion euros in 2018

[4] Power generation companies for which coal-fired power accounts for at least 30% of their total installed power generation capacity.


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CEO of Latin America

 


 

Education :

Francisco Valenzuela holds a degree in Public Administration from the Universidad de Chile in Santiago.

 

Career:

Francisco Valenzuela joined Cardif in 1997 after eight years in the insurance sector, first with La Interamericana, a subsidiary of AIG, and then with Cigna. From 1997 to 2010, Francisco Valenzuela was CEO in Chile.

In 2010, his responsibilities were extended to all Latin America when he was appointed BNP Paribas Cardif Head of Latin America and tasked with leading the company's development in the region's countries: Argentina, Brazil, Chile, Colombia, Peru and Mexico.

 

Today:

Francisco Valenzuela is Head of Latin America. He has been a member of the Executive Committee of BNP Paribas Cardif since 2013.


Chief Actuary

 

Education :

Vincent Sussfeld is a graduate of the EM Lyon Business School (1995), the Institut d'Etudes Politiques de Paris (1997) and the Ecole Nationale d'Administration (2001 - Mandela graduating cohort).


 

Career: 

He began his career at Allianz France in 2001 as head of CSR, subsequently leading the insurer's transformation and innovation project as part of the property and casualty insurance claims department.

He joined BNP Paribas Cardif in 2007 as head of public affairs. He then became deputy CEO of the SBI Life joint venture in India (2009) and subsequently sales director for international markets (2012). He has been deputy head of Asia alongside Xavier Guilmineau since the beginning of 2015.

He was Head of Asia from July 2015 to January 2019.


 

Today:

Vincent Sussfeld is Chief Actuary. He has been a member of the Executive Committee of BNP Paribas Cardif since July 2015.

 

Chief Financial Officer

 

Education :

Murielle Puron Chambord is a graduate of the Ecole Supérieure de Commerce de Reims business school (NEOMA Business School).

Career:

Having gained Audit experience at Deloitte, she joined the Crédit Lyonnais Group where, over the next 10 years, she occupied a series of accounting and financial posts with the bank and the 'bad bank' structure known as the Consortium de Réalisation.

Murielle Puron Chambord joined the BNP Paribas Group in 2001 as head of the in-house accounting firm for Group subsidiaries BNP Paribas Expertise EIG, and was then appointed Head of Financial Reporting and Consolidation at BNP Paribas Group in 2003.

In 2006, she joined BNP Paribas Cardif as Chief Accountant, moving on to Deputy Chief Financial Officer in 2011 and General Secretary for Corporate Functions in 2013.

Today:

Murielle Puron Chambord has been Chief Financial Officer since 2014, and in January 2016, she was appointed as a member of the company's Executive Committee.

 

Director of Human Resources

 
Sophie Joyat - BNP Paribas Cardif
 

Education :

Sophie Joyat is a graduate of ESSEC and IHEE (Institut des Hautes Etudes de l'Entreprise).

Career: 

Sophie Joyat began her career in 1986 as Business Account Manager at BNP and has spent her entire career with the BNP Paribas Group, mainly with Corporate and Investment Banking.

She was Sectoral Head from 2002-2005 before being named Senior Banking (2005-2010) and then Head of credit management and Managing Director as of 2010.

Today:

Sophie Joyat has been Head of Human Resources of BNP Paribas Cardif since February 2013 and is a member of the Executive Committee since March 2013.

 

 

director of Italy

 

 
Education :

Isabella Fumagalli holds a degree in business from Bocconi University in Milan.

Career:

She joined Cardif in 1999 after one year as a consultant and six years with J.P. Morgan, doing M&A (London) and Asset Management (Milan).

From 1999 to 2002, Isabella Fumagalli was Commercial Director in charge of life insurance products within Cardif Italy. In 2002, she became Managing Director and Chief Executive Officer of Cardif Assicurazioni.

In 2007, she was appointed Head of Southern Europe for BNP Paribas Cardif, covering Italy, Spain, Portugal and Croatia. Her responsibilities were expanded to the larger Central and Southern Europe zone in 2008, adding Austria, Hungary, the Czech Republic, Slovakia, Bulgaria and Romania.

Today:

In 2010, Isabella Fumagalli joined the Executive Committee of BNP Paribas Cardif as Head of Italy. She is responsible for development of all distribution channels and partnerships of BNP Paribas Cardif in this country and for the local cooperation with Ageas.

 

Chief Compliance Officer

 
Pauline de Chatillon, Responsable Conformité et Contrôle
 

 

Education :

She is a former student of the Ecole Normale Supérieure and a graduate of the Institut d'Etudes Politiques in Paris, she is also an actuary.

Career :

General Mining Engineer, Pauline de Chatillon has spent a large part of her career at the ACPR supervisory authority in France  (where, notably, she was Director of the Banking and Insurance Control of Commercial Practices). She also worked abroad: in Spain at AGF (now Allianz), in Brussels at the European Commission, in Frankfurt for EIOPA (the European Insurance Authority), as well as doing a stint in the United Kingdom, where she studied Shakespeare. From 2015, at Ernst & Young, she was responsible for the operational integration of new European regulations, including the IDD insurance distribution directive.

Today :

Pauline de Chatillon is a member of the Executive Committee of BNP Paribas Cardif in charge of Compliance & Control since March 2018.


Chief Risk Officer

 
Bernard Bollet Reddat, Responsable Gestion des Risques
 


Education :

Bernard Bolle Reddat is ESSEC qualified, is a Certified Public Accountant and a Certified Actuary.

 

Career :

Bernard Bolle Reddat started his career in 1984 as an auditor at the insurance arm of Ernst & Young.  He joined Cardif in 1994 as its Accounting Director. He now participates in defining and implementing changes in accounting standards, in various professional organisations. In 2009, he took responsibility of the Solvency II transition programme. He is a member of the steering committee of BNP Paribas Cardif Excellence Chair - ISFA Data Analytics and Models for Insurance.

 

Today :

Bernard Bolle Reddat is a member of the Executive Committee of BNP Paribas Cardif. He has beenHead of Riskat BNP Paribas Cardif since 2015. Since Solvency II came into effect on 1 January 2016, he holds the key function of Risk Management at BNP Paribas Cardif, Cardif Assurance Vie and Cardif Assurances Divers.


Deputy Chief executive Officer, Domestic Markets

 
 
 

Education :

Virginie Korniloff, is a graduate of the Institut National des Télécommunications (INT).

 

Career:

She joined Paribas in 1989 in financial management.
After a period as Head of Mergers & Acquisitions for the insurance sector with Paribas Corporate Finance, she was Corporate Secretary for Corporate and Investment Banking business.
She joined the Investment Solutions business in 2004 as Head of Business Development Europe, becoming a member of the Executive Committee of BNP Paribas Assurance (which became BNP Paribas Cardif in 2011) in June 2006 with responsibility for developing insurance business with the Retail Banking network in France.
Since July 2009, Virginie Korniloff has been responsible for the Retail Banking channel (France and International) and since January 2011, she has been heading BNP Paribas Cardif in France.

 

Today:
Virginie Korniloff is Chief Operating Officer and a member of the Executive Committee of BNP Paribas Cardif. Since the beginning of 2014, Virginie Korniloff has been Head of Domestic Markets (France, Italy, Luxembourg).

 

Deputy Chief Executive Officer, Efficiency, Technology & Operations

 

Education :

Pauline Leclerc-Glorieux is an engineering graduate of the Ecole Polytechnique and the Corps des Mines. She is a member of the French Institute of Actuaries.


 

Career:

She began her career in 1999 at the DRIRE (Regional Department for Industry, Research and the Environment) for the Rhône-Alpes region as Deputy Head of the Industrial Development Division and at the Préfecture for the Rhône-Alpes Region as Project Leader for Economic Development and Regeneration.

In 2002, she joined the French Financial Markets Regulator (Autorité des Marchés Financiers - AMF), where she occupied a succession of posts over a nine-year period before being appointed as Deputy General Secretary with responsibility for the service provider, management and savings department.

Pauline Leclerc-Glorieux joined BNP Paribas Cardif in 2011 as Head of Performance Management, Norms and Controls in the Finance Department, moving on to become Head of Development and Performance Management in 2012 and Head of Management Accounting in 2013.

She was Group Chief Actuary from 2014 to 2018.


 

Today:

Pauline Leclerc-Glorieux is Deputy Chief Operating Officer, Efficiency, Technology & Operations. In 2016, she was appointed as a member of the company's Executive Committee.


Deputy Chief Executif Officer, Asset Management

 
 
 

Education :
Graduate of the ESSEC business school, Olivier Héreil, has a background as a financial analyst and actuary.

 

Career:
Olivier Héreil has contributed to the development of Cardif's asset management activities since 1982. After working as a financial analyst and in financial markets, in 1987 he was given responsability for management of Cardif's mutual fund and insurance portfolios. He was appointed Chief Executive of Cardif Asset Management in 1989; becoming Chairman in 1997, a position he held until 2001.
In 2000, he was named Director of Investments and Asset Management for the Insurance Companies of BNP Paribas Assurance (which became BNP Paribas Cardif in 2011).

 

Today:
Olivier Héreil is Chief Operating Officer, Asset Management, since January 2015. He has been a member of the Executive Committee of the company since September 2010.

He is a member of the French Association of Institutionnal Investors (Af2i). He is a member of the French Society of Financial Analysts (SFAF) and the French Institute of Actuaries (IAF).

He is in charge of the interest rates and derivatives course at the SFAF training center. Besides, he teaches at the Paris-Dauphine and Paris Ouest Nanterre universities.

 

Deputy Chief Operating Officer, Transformation and Development

 
Stanislas Chevalet, Directeur général adjoint, Développement et Transformation

 

 

Education :
Stanislas Chevalet is a graduate of the EM Lyon business school. 
 

Career :
Stanislas Chevalet joined the banking division of Paribas in 1986, subsequently holding a series of positions in financial management before integrating the international banking unit (North America).
During two years at Paribas (1986/1988) he participated to creation and development of the Fondation Rhône Alpes Futur to fund innovative projects source of jobs and influence for the region.In early 1994, he enters the Paribas Affaires Industrielles private equity business as Head of the retailing and leisure industries, overseeing the restructuring of Banque Continentale du Luxembourg.
In 1997, he was named Head of purchasing and in 2005, he was appointed Head of the Group Operational Efficiency unit. In September 2007, Stanislas Chevalet joined the Executive Committee of BNP Paribas Assurance (which became BNP Paribas Cardif in 2011) and was named Head of the Cardif network and relations with external partners.
In 2009, he has been Head of Efficiency Technology and Operations and the Digital & Brokers Channel which included the following countries: Belgium, Luxembourg, the Netherlands and the United Kingdom.

 

Today:
Stanislas Chevalet is Chief Operating Officer and a member of the Executive Committee of BNP Paribas Cardif.
He has been Head of Development and Transformation since March 2014, responsible for the strategy and transformation of the company, the development and support of partners, marketing, distribution and digital.


 

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BNP Paribas Cardif : a learning company that shapes the future of work

 

 

Through its Strategic Workforce Planning (SWP) initiative, now completing its pilot phase, BNP Paribas Cardif is seeking to identify the professions of tomorrow in order to support the growth and development of the company while giving each individual the opportunity to evolve in their profession or learn a new one.

 

Today and even more tomorrow, artificial intelligence allows us, and will allow us more, to automate many document and data processing tasks in all company departments: back offices, front offices and support functions. Roles will be redistributed between people and robots.

 

BNP Paribas Cardif is preparing for this revolution: “In the digital transformation, the insurance sector has not been a leader, but rather a follower”, argues Nathalie Doré, head of acceleration and digital expertise. “But when it comes to human transformations, we are one of the leaders.”

 

BNP Paribas Cardif has made the close link between human beings and innovation one of the pillars of its strategic plan (“a company focused on people and innovation”) by developing a programme dedicated to developing and supporting its employees: the Strategic Workforce Planning. “We even use this name – often shortened to SWP – in French,” explains Nadège Gaspard, who is in charge of the initiative. “Our employees took to using its name very quickly. In a nutshell, it’s a strategic approach that aims to identify the skills we already need and those that we will need in the future and to support our employees so that they can acquire these new skills, which will be useful to the company and recognized on the market.”

 

Preparing the future of work is very much on the agenda in large groups. “We decided to build SWP under the joint sponsorship of Sophie Joyat, Director of Human Resources, and Stanislas Chevalet, the Executive Vice President heading Development and Transformation,” continues Nadège. “It’s neither a brand new HR initiative nor an isolated exercise in projecting business scenarios. It’s actually a combination of the two, on three time scales: here and now, by 2020 and, longer term, by 2025.”

 

There is a double challenge for BNP Paribas Cardif. “On the one hand, we want to provide all our employees with the opportunity of taking advantage of a genuine dynamic of change and development of their employability,” points out Sophie Joyat, Director of Human Resources. “This is key to ensuring our teams’ commitment and it meets a clearly expressed wish for continuous learning. On the other hand, by diagnosing how our professions should evolve and by promoting capacities of agility and adaptability to innovations, we are giving ourselves the means to stay ahead of the field, incorporating these capacities in an intelligent way into our products and services.”

 

Schematically, it is as though the lines corresponding to certain tasks in the job descriptions of tomorrow were erased and new ones created. In practice, “we have developed a methodology that allows us to identify, along with business line experts and HR teams, how current activities are going to evolve as a result of robotisation, the development of artificial intelligence, new regulatory constraints, and so on,” explains Nadège. “We look at what skills are required today and those we will need tomorrow to carry out these new activities. Whenever we spot a gap, we hand over to HR, and they devise and design solutions to close the gap. We have already implemented solutions, particularly in training programmes focusing on up-skilling and re-skilling.”

 

This approach, which has to be applied to all employees, is now completing its pilot phase, which already shows the new energy that this initiative has inspired. Managers and employees who have taken part in the pilot are fully behind it and are convinced of the added value of preparing the future of BNP Paribas Cardif as well as their own futures.

 

“This is completely unlike traditional training programmes, where you go back to your everyday routine as soon as it’s over,” Nathalie Doré explains. “The participants build projects, putting their newly acquired skills into action immediately. And the training programmes deal not only with technical dimensions, but also with resources and new methodologies linked to behavioural and relational skills: lean start-ups, the Agile Method, capacity to work in a multi-disciplinary context, presenting a project, and so on.”

 

Among the solutions implemented to support employees facing an evolution, not to say a transformation, General Assembly, an international specialist in training courses that speed up company transformation programmes, has been chosen, with its constantly evolving catalogue including in particular such topics as UX design, digital marketing, product management, data science and cyber-security – five of the training programmes available as part of the SWP, which some employees have already taken in Europe and in Asia. What is the result? “Six months after the partnership agreement was signed, approximately a hundred employees have been trained, and around a hundred more have taken part in two-day awareness-raising sessions. Not only are the satisfaction rates scores excellent, but the measurement of skills before and after shows the high impact of these courses, and this is true across all functions. The story is just beginning, because our partnership with General Assembly formally commits us to training 1,200 people over five years, so that takes us to 2022. We are starting to act as a learning company,” explains Nathalie Doré.

 

“Transformation also involves top management, with the CEO Academy,” adds Nadège Gaspard. “The leaders of our operational entities have received training and carried out study trips to Shanghai, San Francisco and Israel. And also through technical training courses, such as the one developed with the Ecole Polytechnique to train analytics managers.”

 

Recruitment is also playing an important part. Managers and HR teams are gradually learning to recruit not only specific profiles or expertise, but also skills and the potential to develop.

 

Basically, there is no end to the process of skills transformation, it is a "living being" that will evolve over time according to the company’s needs and technology transformations.