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BNP Paribas Cardif renews partnership with HandiTech Awards

14 November 2019

 

2019 HandiTech Awards will be presented on 18 November to kick off European Disability Employment Week. The awards recognize entrepreneurs who develop technologies to improve the lives of people with disabilities. BNP Paribas Cardif, a global specialist in personal insurance committed to making insurance accessible to the largest possible number of people, will present the award for the best initiative in the healthcare category. BNP Paribas Cardif is sponsoring the HandiTech Awards for the second consecutive year, underscoring the insurer’s longstanding support for innovation that drives a more inclusive world. 

 

Make insurance accessible to the largest possible number of people: a future-facing mission 

The values and strategy of BNP Paribas Cardif are inspired by the insurer’s commitments. BNP Paribas Cardif strives to facilitate access to its products to enable everyone to make their projects become reality. Ten percent of the world’s population is affected by disabilities, representing 650 million people[i]. BNP Paribas Cardif continually enhances its insurance cover and services, reduces the number of exclusions and simplifies the insurance subscription process in order to expand access to insurance for vulnerable members of society who have a disability or suffer from a disease. Thanks to this approach the insurer contributes to greater solidarity in society.

 

Innovation drives inclusion

Technological advances in areas such as artificial intelligence, robotics or digital technologies allow BNP Paribas Cardif to increase the granularity of insurance policies and create new offers that are continually better matched to the needs of its clients, including the most vulnerable among them.

In France, clients enjoy terms that facilitate access to creditor insurance. BNP Paribas Cardif introduced further innovations this year with its Cardif Libertés Emprunteur offer, which now proposes insurance cover and rates adapted to four additional pathologies: Parkinson’s disease, obesity, gestational diabetes and mental health issues related to a life event. Furthermore, in line with its diversity and inclusion policy, BNP Paribas Cardif supports the “Tangata.net” intrapreneurial project. This digital platform lists a broad selection of verified partners, providing access to a large number of leisure activities accessible to people with disabilities and adapted services to facilitate the daily lives of people with disabilities and their caregivers. Tangata.net also aims to accelerate the development of entrepreneurs and partner associations with the Act for Impact social entrepreneurship brand of BNP Paribas.

With a presence in 35 countries and a unique business model based on partnerships, BNP Paribas Cardif carries out numerous initiatives related to disabilities. In Taiwan, the insurer has set up a home visit service to make it easier for policyholders with disabilities to file claims. In Germany, a temporary disability assistance service helps clients in their day-to-day activities (advice, contacts for medical service providers, educational campaigns for drugs and treatments). And in Turkey, the Engelsiz Hayat Değer life insurance policy has been designed for families that have children with disabilities. It includes assistance services (reduced costs for medication, hospitalisation, physical therapy, etc.) in order to ease their lives.

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[i] WHO figures - 2013


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BNP Paribas Cardif has been driving an ongoing transformation in recent years, striving  to be more agile, open and adopt a learning culture. The cardif lab’ helps to speed up this  transformation thanks to a comprehensive approach to acceleration focused on new technologies and new uses.

Cardif lab’ opened its doors in 2014 in France, welcoming employees, distribution and technology partners, start-ups and experts to a space devoted to trials of innovations and prototyping new services, helping shape the world of tomorrow.

As a cornerstone of the company's digital transformation, the cardif lab has welcomed 15,000 visitors over five years, enabling them to discover more than 120 innovations, projects, prototypes and start-ups from all around the world. Among its most striking achievements:

 

A space designed to meet new challenges

To continually adapt to the needs of the company in a changing world, the cardif lab’ is now entering a second phase.

·         A space where ethics are challenged to ensure greater respect thanks to a better understanding of the fundamental challenges linked to new technologies today.

·         A space for joint creation, brainstorming and implementing ideas, where ideas are transformed into pilot projects aligned with business needs.

·         A space focused on a rich ecosystem beyond its walls, especially thanks to a broader international presence.

·         A space that encourages new experiences, where people can project themselves into the world of tomorrow.

 

Support the transformation of society

·         Explore: To discover the future, identify examples of new uses related to insurance and conduct research and development work. This leads to cultural adaptation, conceptualization and open innovation.

·         Make: To shape and construct the innovations of tomorrow. The cardif lab’ comprises experts who apply agile methodologies designed to support rapid production of a Minimum Viable Product (MVP) and thus confirm the technical and economic viability of projects.

·         Grow: Sharing knowledge and spreading the culture of innovation and digital solutions across the company. A thousand employees will receive training in the professions of tomorrow by the end of 2022 through a partnership agreement with General Assembly signed in 2018.

 
 

For any questions regarding Cardif Lab', please send us an email to contact@cardiflab.com.
 



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And what if the end of risk were for tomorrow?

05 November 2019

 

Not on tiptop form? Things will be better tomorrow. In the future, epidemics are treated before they arise, hurricanes avoided before they even start, and cancers cured before they develop. So what is a risk-free life like? 

 

A world under constant watch

Who knows what tomorrow will bring?” our grandparents used to say. Because the future was a blind obstacle course in a maze of risks and opportunities, limiting damage was a daily concern. But that was before. In the 21st century, we are now beginning to know what tomorrow will bring. With big data, artificial intelligence and technomedicine, technology is pushing back the boundaries of human abilities and disconcerting health care and insurance professionals.

By studying health data and information from connected objects, life on Earth is gradually being placed under constant watch. While we have long been able to anticipate flu epidemics by analysing Google searches (“tiredness”, “aching”, etc.), start-ups are now positioning themselves directly in the data + artificial intelligence niche to track the signs of future illnesses. This is the case of Lapetus Solutions, which promises to predict the life expectancy of an individual based on a simple selfie. Chronos, their face recognition technology, analyses biological, genetic and behavioural traits and determines the mortality risk to decide whether or not a candidate is eligible for life insurance. These innovations have direct consequences in the insurance sector: we no longer analyse a client's past via their wealth or background; we focus on their everyday life, or even their future, by analysing the data they produce every day.

 

Lapetus Solutions - Facial Analytics from ATTO MARKETING COMMUNICATIONS on Vimeo.

 

Pay as you risk

Little by little, "behavioural insurance" initiatives are emerging, encouraging incursions into the everyday lives of insureds: in the United States for example, Amazon offers the possibility of connecting home automation solutions (cameras, presence detectors, alarms, etc.) to insurance companies to better protect American homes.

In Italy, BNP Paribas Cardif also launched a home automation-based insurance policy in 2014. Going by the name H@bitat Homebox, this prevention product integrates a home automation box, and smoke, flood and power failure detectors. If a problem occurs, the client receives a text message, email or phone call. As a result, the number of claims has dropped by 20% compared to a conventional product.

Detectors are also finding their way into our cars, to ensure that we drive safely, and rising start-ups such as Otherwise and WeCover offer to calibrate health or car insurance prices (according) to individual habits. The US insurance giant John Hancock will even bring the price down in return for using a smart watch. In France, the Evin Act prohibits insurers from pricing their products based on behavioural data captured by connected objects, but if the situation changes, would policyholders be prepared to share their health records with their insurer? Across the Atlantic, a recent survey by Rock Health suggests they would: 49% of respondents said they would reveal their health data to their insurance company, whereas only 11% would to a tech company. The question remains of how they would react if their insurer partnered up with such a firm.

 

 

While each new privacy-invading innovation undoubtedly brings Big Brother effects to mind, the upside is that people are turning their attention to their health data and the risks they take. How many years' life expectancy will I gain from exercising daily? What are the chances of this trip around the world being a success? With risk assessment being guided, and therefore drastically changed, by a whole new load of information, insurance is progressively becoming a joint production between insurer and policyholder. In the United States, insurance companies such as Liberty Mutual have adopted the Alexa virtual voice assistant to help their clients understand and compare offers, but also to find a local agent. Already at the end of 2017 in France, eight in ten bank and insurance executives said they had conversational agent (voice assistant or chatbot) projects in the pipeline for 2018.

Furthermore, on a reassuring note, access to personal data is an increasingly secure process. And thanks to smart contracts using blockchain technology, data relating to delayed flights or bad weather are automatically cross-checked with the insured's information, and compensation is therefore paid out faster, and with optimal security.

 

A risk-free world is not enough

As you can see, in the future, “prevention is better than cure”. But in this incident-free world, we should not just focus on the “death of death”, but on the end of our worries overall. Researchers in the United States are already tackling the cells responsible for ageing and in France, Dr. Newton Howard and his start-up ni2o are working on a neural implant which repairs failing brain functions. Once we are rid of concerns about death and everyday troubles, won't our existence be rather dreary? And what if, on the contrary, tomorrow's insurance no longer allowed us to endanger our health without caring?

No one wants a bland future: senior citizens would rather have fun than treatment, young people prefer exhilaration to safety, and the others will always choose a real challenge over a battle that is already won. In this context, insurance becomes a coach, helping people to choose their risks. Because precisely mapping threats also means targeting the loopholes without the hazards. After the era of "tech for good", we may see the advent of "tech for bad": thanks to progress, we will finally be able to take the “right” risks... and come out without a scratch.

A risk-management system like this would also restore the balance between different types of policyholders, from the strongest to the most vulnerable. By reducing the risks of the former thanks to data, the sector could generate a margin to better protect the latter. The 90% success rate of the young dietician, who goes out jogging every week, would complete the 10% score of her asthmatic grandfather. Risk and cost sharing would then become the backbone of insurance more than ever before.

It was bound to happen: how could the risk experts ignore predictive technologies? The transformation is taking place, and insurance professionals must now develop the right safeguards to avoid invading their policyholders' privacy. After that, they will be more than ever a daily safety net, enabling people to leap at life's chances, confident of success.

Powered by The Cardif Lab', in partnership with Usbek & Rica.


Future of work: management’s commitment to preparing employees for the professions of tomorrow

30 October 2019

 

All professions today are undergoing change, and insurance is no exception to the trend. The transformation is intense, fast and inexorable, and it calls on employees in the sector to take a breath… and to acquire new skills. To enable this to happen, BNP Paribas Cardif has already begun its own transformation process and it is now offering a number of key training modules to its teams. Renaud Dumora, Chief Executive Officer, explains how the company is preparing for the future of work.

 

How and why were training modules such as Programming, Data Science and UX Design chosen and tested by the BNP Paribas Cardif Executive Committee?

In my view, the most important movement underway in our industry is the one that is bringing us closer to digital technologies. It was very important for me that, given the development of digital-related professions, the Executive Committee know exactly what it is talking about. The UX designer, data scientist and developer will all take on more and more importance. It’s essential to understand these roles, to have discussions with people in these professions, in much the same way that we talk with actuaries or communications professionals.

And as we are launching on a large scale, it was essential to have a good knowledge of the central elements of the training programmes provided for our employees by General Assembly, one of the main training providers we work with.

 

What have you taken from these trainings? 

I attended and fully participated in these trainings. These areas fascinate me, and I followed their developments since the start of my career, which began in statistics. So I may have had more of an appetite for them than other people!

The first thing that surprised me was the format. The Executive Committee was given an accelerated module as a virtual class, because we were dispersed geographically. I was a little reluctant about MOOCs* and distance learning tools, but it gives a group the opportunity of interacting online with a trainer while working over videos and slides. It’s easy to communicate through messaging and your concentrated is maintained. Being part of a virtual class with a real capacity for interaction is something that works. I finished the module with the desire to immerse myself in programming methods!

 

Will all professions be influenced in one way or another by know-how linked to programming, design and the use of data? 

Very clearly, yes. Wherever you are positioned in the value chain of insurance, you are going to be interacting with digital technology. It may be with end customers, or experts, or suppliers. More than that, digital technologies are going to directly disrupt many jobs internally. Take the Legal department, for instance. It’s a department that you’d imagine depends on the culture of books, on printed documents, on accumulated book knowledge… But that’s just a stereotype: in reality, zero paper already exists and there are already robots on the scene.

 

What criteria do managers apply to encourage their teams to take part in these training programmes?

Well, if employees ask their manager if they can take part in one of these trainings, it’s already great news! It means that we’ll have succeeded in creating a desire, of convincing that this necessary change is an opportunity. And let me stress that, because we are a methodical company, with a specific vision on this subject, training will not be offered blindly. It is to make the most of ourselves that we have introduced Strategic Workforce Planning, which is a strategic process that aims to identify the careers of tomorrow and support employees in upskilling. This provides us with a systemic vision that will find the best way of leading our 10,000 colleagues to other careers, to find the best way of pressing ahead with our transformation at a rate that will allow their aspirations to meet the company’s needs.

 

What are the benefits of these training programmes for managers?

Undeniably, the global preparation for the company’s transformation has to find its place at local level. At this level, of course, a manager’s obvious goal is to accomplish his immediate mission but he must also prepare his teams for the future. The training programmes we are putting in place will now enable him to fulfil this aspect of his role. We are going to help managers to move along this path. And we will do this in a sequenced, progressive manner.

 

What would you say is most at stake in these trainings? Having tools that facilitate customer relations? Improving employees’ employability? Business performance?

I think these training programmes address all these issues. Digital technologies help us improve our overall efficiency. Perfect service, customer experience and real time are less a challenge than something obvious. They’re not a luxury, but an absolute necessity. They’re already part of our environment, an intrinsic part of our business model.

 

Do you think that certain areas of our business are more likely to engage in these programmes than others? 

We tend to think that actuaries and information systems and IT professionals would have a more naturally immediate inclination to sign up for these training modules. But, if the enthusiasm of the Executive Committee members during the training sessions they were offered is anything to go by, everybody is onboard!

 

What will make it possible to say that the transformation will be a success?

Of course, we will rely on a range of metrics directly linked to training programmes offered by General Assembly, ranging from a week for upskilling* to three months for reskilling*. These indicators measure the educational added value of the trainings, i.e. a list of skills acquired, degrees of expertise, etc.

But what is most important for the company as a whole is to increase its capacity for development, its capacity to seize new opportunities to train existing teams.

 

*MOOC: Massive Open Online Course.

*Upskilling: development of skills.

*Reskilling: acquisition of new skills.

 

Discover our articles about the future of work :

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

Preparing for the jobs of tomorrow with General Assembly

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


Sainsbury's Bank and Cardif Pinnacle, BNP Paribas’ insurance arm in the UK, announce strategic alliance with new digital pet insurance

29 October 2019

 

Sainsbury’s Bank and Cardif Pinnacle, BNP Paribas‘  insurance arm in the UK, announce today that they have joined forces to relaunch Sainsbury’s Bank’s Pet insurance. The new collaboration is building a comprehensive and digital pet insurance offering to support the needs of Sainsbury's Bank’s pet insurance customers in the UK.

Sainsbury’s Bank will introduce a core suite of products and services designed for Sainsbury’s customers. This offer will cater for the wide-ranging needs of cats and dogs. Supported by BNP Paribas Cardif’s analytics expertise, the shared vision is to create a range of products and services including a fully digitalised customer portal with online claims processing, agile and competitive pricing, 24/7 access to veterinary live chat, video chat, as well as behavioural and nutritional consultations offering dietary and lifestyle advice.

Sainsbury's Bank Pet Insurance customers who are Nectar members will have a guaranteed discount[1] and double Nectar points[2] when they swipe their Nectar card in Sainsbury’s stores, at Sainsbury’s petrol stations and online.

Under the terms of the  agreement, Sainsbury’s Bank and Cardif Pinnacle are committing to a long term mutual relationship.    

Andrew Wigg, CEO of Cardif Pinnacle said: "Today’s announcement reflects BNP Paribas’strategy to build its UK insurance platform, currently focused on Pet and Motor.  We are delighted to be partnering with Sainsburys Bank to provide a digitalised offering to support increasing and diverse customer needs."  

Karen Hogg, Head of Insurance, Sainsbury’s Bank said: “We’re very pleased to partner with Cardif Pinnacle. Our survey of Sainsbury’s shoppers[3] said that 75% would be interested in Sainsbury’s Bank Pet Insurance with lifetime cover added as a new product.  We’ll also offer a guaranteed discount to new Sainsbury’s Bank pet insurance customers who are Nectar members.”

 

Download the press release


[1] The discount is based on information related to you and the transactions you've made with Sainsbury's supermarkets and Sainsbury's Bank using your Nectar card. For more information go to sainsburysbank.co.uk/nectar.

 

[2] Only available to customers buying a new Sainsbury's Bank Pet Insurance policy. You need to tell us your Nectar card number when you apply, and use this card with each Sainsbury's purchase. Double points begin on your policy's cover start date. If you don't tell us your Nectar card number until after your cover start date, double points will begin on the date you tell us. Double points stop when the policy is cancelled or you stop paying premiums. Each Nectar account can only collect points from one car insurance policy. It’s only the base points you collect at Sainsbury’s that are doubled. Bonus points won’t be doubled, nor will any points from Argos, Habitat, Sainsbury’s Bank (including travel money purchases), Sainsbury’s Energy or any other Sainsbury’s service. By the 10th of each month, you'll get a bonus point award equal to the total of your qualifying points during the previous month, up to a maximum of 20,000 points. Sainsbury's Supermarkets Ltd award the points from this offer. No cash alternative is available. We reserve the right to change or cancel this offer without notice.

[3] The Sainsbury’s Bank Customer Panel was made up of 2,598 respondents and is managed by maru/matchbox. The data was generated in July 2017.

 


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