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Cardif Assurance Vie (2018)

                    

Cardif Assurances Risques Divers (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 

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

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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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Qu’est-ce que la loi Eckert ?

12 April 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.


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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.



Business Report 2018

 

 

   >> English version is coming soon.

>> Download BNP Paribas Cardif 2017 Business Report

                                                                                 

 


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BNP Paribas Cardif posts record gross written premiums for 2018 and confirms 2020 objectives

28 March 2019
March 28th 2019

 

BNP Paribas Cardif, the world leader in bancassurance partnerships and creditor insurance[1], had record gross written premiums in 2018 in both the savings and protection insurance segments. The year was marked by the successful launch of Cardif IARD across the BNP Paribas French Retail Banking network. The insurer is successfully moving forward with its digital transformation and continues to deploy its development plan.      BNP Paribas Cardif confirms its trajectory for 2020 while sustaining a focus on having a positive impact on society.

 

Record gross written premiums

 

BNP Paribas Cardif reported record gross written premiums, exceeding the 30 billion euro milestone.

 

·         Gross written premiums for the insurance business of BNP Paribas totalled 31.8 billion euros at year-end 2018, an increase of 9%[2] over 2017. The savings segment reached gross written premiums of 24.7 billion euros, an increase of 10%2 compared with 2017, while the protection insurance segment accounted for 7.1 billion euros (+4%2 compared with the previous year).

 

·         Pre-tax net profit was 1.5 billion euros. Pre-tax net profit was virtually stable at constant scope and exchange rates (-0.3%), integrating the impact of the downturn in financial markets at the end of the year.

 

·         At 31 December 2018, BNP Paribas Cardif had 239 billion euros in assets under management, an increase of 1% compared with 2017.

 

 

Strategic partnerships in multiple sectors

 

BNP Paribas Cardif launched or renewed nearly 120 partnerships around the world in 2018, including several strategic partnerships with major players in a diverse range of industries and countries:

 

·         Retail: BNP Paribas Cardif also expanded its cooperation with HP Tronic, a major player in household appliances, consumer electronics, computers and mobile phones in the Czech Republic and Slovakia.

 

·         Telecommunications: Orange, one of the world’s leading telecoms operators, selected BNP Paribas Cardif to provide insurance cover for the smartphones and tablets of its clients in France.

 

·         Banking: 2018 saw the launch of the joint venture created in Japan between BNP Paribas Cardif and Sumitomo Mitsui Trust Bank, an establishment that is part of the country’s fourth-largest banking group.

 

·         Automobile: In Russia, BNP Paribas Cardif renewed its partnership with RN Bank, a subsidiary of RCI Bank and Services (Renault group).

 

Another major event in 2018 was the launch in May of the new property and casualty insurance offer from Cardif IARD, a joint venture between BNP Paribas Cardif and Matmut. More than 100,000 policies had already been sold by BNP Paribas retail branches at the end of 2018. The objective is to triple sales of property and casualty policies by 2020 and boost the percentage of BNP Paribas retail clients insured from 8% to 12%.

 

BNP Paribas Cardif once again demonstrated its ability to seize development opportunities by signing partnerships with major distribution partners. BNP Paribas Cardif now works with 500 partners[3] in 35 countries and counts the largest number of bancassurance partnerships in the world[4].

 

Building on its experience in creditor insurance, BNP Paribas Cardif is the global leader in this business segment1.

 

Cardif Forward: concrete progress and confirmation of 2020 objectives

 

BNP Paribas Cardif continues to actively deploy its 2017-2020 development plan with actions that remain focused on better satisfying its partners and their clients. These objectives are supported by five pillars:

 

·         Increase profit margins and balance risks,

·         Create new experiences for policyholders and partners,

·         Transform data into value for clients,

·         Increase employee growth and satisfaction,

·         Sustain growth by diversifying business activities.

 

Several initiatives in 2018 contributed to transforming the client experience:

 

  • Successful digital transformation of business relations with financial advisors and insurance brokers in France. In early 2018, BNP Paribas Cardif signed a partnership agreement with software developer Manymore. Since then, financial advisors and insurance brokers have been able to progressively transition to a digitized process for savings and retirement contracts offered by BNP Paribas Cardif. These initiatives were extended to protection insurance in February 2019, when the insurer took another step towards digitization of its creditor insurance policy by introducing online completion of the required medical questionnaire.  The objective of this new process is to enable 90% of policyholders who subscribe Cardif Liberté Emprunteur[5] mortgage insurance to obtain immediate approval directly online. Between now and 2020, BNP Paribas Cardif will have invested 17 million euros in developing its business with financial advisors and insurance brokers.

 

·         Solutions aligned with the lifestyles and needs of clients. In June 2018, BNP Paribas Cardif introduced a new personal protection policy marketed by Sumitomo Mitsui Trust Bank in Japan. The Life Cycle Plan enables individuals to select different types of protection cover to match their needs. The policy is simple and easy to understand, making it possible to add or cancel coverage for specific risks throughout the life of the policyholder. The offer provides a single subscription and claims form to simplify the client experience.     BNP Paribas Cardif is developing numerous similar offers to adapt to the needs of its clients, both in savings (in Italy, the Power YOUnit contract reinvents investment by adapting to the requirements of the client) and in protection (in Colombia, the insurer offers a complete ecosystem covering information, services and training to help policyholders return to the workforce).

 

·         Chatbots to support clients and facilitate their experience. BNP Paribas Cardif teams currently have a dozen different chatbots in development around the world to enhance the client experience. In South Korea, KakaoTalk – the most popular instant messaging application in the country – can be used by clients to ask questions or modify their insurance policy. In France, a virtual advisor specialized in inheritance issues helps beneficiaries of a life insurance policy with formalities and answers their questions.

 

·         Powerful tools to unlock the value in data. BNP Paribas Cardif uses the Domino platform to develop and manage its artificial intelligence algorithms in a single environment that can be accessed from the 35 countries where the insurer is present. Icare, the BNP Paribas Cardif subsidiary specialized in extended warranties and maintenance for motor vehicles, is one of the first entities to leverage this platform with the introduction of a dynamic monitoring model for the complex risks related to its business. Several countries now benefit from this tool, which allows them to automate processes.

 

Active commitments to society

 

As a committed insurer, BNP Paribas Cardif works to make insurance available to the largest possible number of people and have a positive impact through all its activities. These commitments encompass every aspect of society.

 

·         Environment : Socially Responsible Investment (SRI) has been a pillar of BNP Paribas Cardif’s investment strategy for more than a decade. In 2017 the insurer set a target of 2.4 billion euros in green investments by the end of 2020, which it achieved by the end of 2018. BNP Paribas Cardif recently announced that it has raised this objective and is aiming for 3.5 billion euros in green investments by the end of 2020 in order to finance the energy transition and mitigate ecological footprints.

 

·         Business: BNP Paribas Cardif supports businesses of all sizes in a wide range of sectors. In 2018, the company invested in Elior and Neoen within the framework of the Fonds Stratégique de Participations (FSP, Strategic Equity Fund), in the NOVO fund, which finances growth and innovation for small and mid-size businesses. In addition, BNP Paribas Cardif supports a dozen startups via its C. Entrepreneurs fund. What’s more, by proposing private equity unit-linked vehicles in its life insurance and capitalization contracts since 2016, the insurer contributes to the long-term development of unlisted companies. BNP Paribas Cardif recorded nearly 100 million euros in new cash in private equity at 31 December 2018. All these initiatives support the real economy.

 

·         Clients: In 2018 BNP Paribas Cardif simplified and digitized the subscription process for creditor insurance in several countries, including France, Belgium and Japan. In France, by the end of 2018, 150,000 policies for clients of BNP Paribas retail banking branches had already benefited from this innovative process. In Belgium, nearly 80% of creditor insurance policies subscribed via brokers were automated. The client experience was also improved in Japan with the introduction of an online medical questionnaire.

 

·         Employees: The insurer signed a partnership contract last year with General Assembly[6] with a commitment to training 1,000 employees in tomorrow’s in-demand skills by 2022 thanks to the Skill Up programme, designed to enhance their expertise or reskill by learning new competencies. The training kicked off with sessions on data and UX Design[7]. In just a few months, more than 300 people have already been trained. The insurer plans to open these sessions to employees of its partners and the BNP Paribas Group as well.

 

>> An infographic showing 2018 Key figures for BNP Paribas Cardif is available here.

>> Download the press release

 

Appendix

Gross written premiums for the insurance business of BNP Paribas totalled 31.8 billion euros at year-end 2018, an increase of 9%2 over 2017.

Pre-tax net profit was 1.5 billion euros, virtually stable at constant scope and exchange rates (-0.3% compared with 2017). At historical scope and exchange rates, pre-tax net profit declined 20.8%. Results for 2017 were in particular marked by the exceptional impact of a capital gain from the sale of a 4% stake in BNP Paribas Cardif’s Indian subsidiary SBI Life[8].

 

Domestic markets (France, Italy and Luxembourg) for the BNP Paribas Group’s insurance business recorded gross written premiums of 22.0 billion euros in 2018, an increase of 10.3% compared with 2017.

France had gross written premiums of 14.5 billion euros, an increase of 13.6% compared with 2017. Savings gross written premiums were 13.0 billion euros, an increase of 15.3% over 2017. Inflows in unit-linked contracts represented 30% of total inflows (stable vs. 2017). Protection gross written premiums were stable compared with 2017, reaching 1.5 billion euros. The protection segment covers creditor insurance, personal insurance, property and casualty insurance (gross written premiums for Cardif IARD totalled 162 million euros in 2018), as well as extended warranties for motor vehicles (through the Icare Assurance subsidiary, which recorded gross written premiums of 78 million euros, up 4.3% over 2017).

In Italy, gross written premiums were 4.8 billion euros, an increase of 7.8% compared with 2017. Savings gross written premiums in Italy were 4.1 billion euros, up 8% over 2017. Following lower inflows in the general fund in 2017, the Italian subsidiary posted growth of 14% in 2018, driven by the launch of new products. Gross written premiums from protection insurance totalled 731 million euros, an increase of 6.5% compared with 2017. This growth was led by creditor and property and casualty insurance.

In Luxembourg, gross written premiums at Cardif Lux Vie remained stable at 2.7 billion euros, with 64% of inflows in unit-linked contracts. In December 2018 BNP Paribas Cardif finalized the acquisition of the stake held by Ageas (33.33%) in Cardif Lux Vie, announcing the signature of the final agreement on 31 October 2018. BNP Paribas Cardif is the majority shareholder in Cardif Lux Vie with a 66.67% stake. The interest of BGL BNP Paribas in Cardif Lux Vie remains unchanged (33.33%).

 

In international markets (Asia, Latin America and Europe, excluding domestic markets), the insurer recorded aggregate gross written premiums of 9.9 billion euros, an increase of 5.1%2 compared with 2017:

Asia had gross written premiums of 4.9 billion euros in 2018 an increase of 6.5%2 compared with the previous year, reflecting business growth in India (+17% vs. 2017) and Taiwan (+5%2 vs. 2017).

Latin America continued its growth momentum in protection insurance with gross written premiums rising to 1.7 billion euros (+4.2%2 vs. 2017), with particularly strong performance in Brazil, Chile and Mexico.

Europe (excluding domestic markets) and emerging markets recorded a 3.5%2 increase over 2017 with gross written premiums of 3.3 billion euros.

 

 


[1] Source: Finaccord - 2018

[2] At constant exchange rates

[3] Including banks, financial institutions, consumer credit companies, automobile sector businesses, retailers, telecommunications companies, financial advisors and brokers.

[5] Cardif Liberté Emprunteur, a BNP Paribas Cardif creditor insurance policy marketed by financial advisors and brokers.

[6] General Assembly is a pioneer in professional education and career management specialized in tomorrow’s in-demand skills.

[7] UX Design is the process of creating websites or applications that take into account and anticipate user needs.

[8] At Initial public offering of SBI Life on the Bombay Stock Exchange and the National Stock Exchange of India in October 2017.