news - Corporate
Skip to Content

Interview croisée : Comment le covoiturage favorise les rencontres entre collaborateurs de différentes entreprises ?

17 September 2019

 

Afin de proposer une nouvelle solution de transport à tous ses collaborateurs, BNP Paribas Cardif a mis en place depuis 2018, un partenariat avec Klaxit, spécialiste du covoiturage en entreprise. Avec plus de 500 inscriptions, le covoiturage se développe et se fait également entre différentes entreprises. C’est le cas de Melissa Corinthe, Responsable fidélisation client TPE chez Sodexo Pass France et Pascale Desfontaines, Responsable fabrication au service Communication France de BNP Paribas Cardif, qui partagent ensemble leurs trajets. Elles reviennent sur les avantages du covoiturage au quotidien.

 

 

Avant cela, quels étaient vos a priori sur le covoiturage ?

 

Mélissa : Mes seuls a priori concernaient les personnes que j'allais transporter. Je me demandais comment ça allait se passer, surtout que je suis une femme et que je ne conduisais que des hommes dans ma voiture. D'ordinaire, je ne suis pas timide, mais là, j'avoue qu'au début je suis un peu restée sur mes gardes.

 

Pascale : Je n’avais jamais fait de covoiturage. Je trouve que la voiture est un espace cocooning qui offre une certaine liberté. Je ne voulais pas me retrouver tous les matins dans une voiture avec une personne que je ne connaissais pas et me sentir obligée de discuter de sujets qui ne m'intéressent pas forcément. Je pensais que cela serait contraignant et je préférais ne pas covoiturer !

 

Comment s'est passée votre première expérience avec Klaxit ?

 

Mélissa : J'ai cherché des gens qui pouvaient m'emmener, mais finalement je n'ai pas trouvé de conducteurs à côté de chez moi. Je me suis donc proposée en tant que conductrice. Mon premier covoitureur habitait à Joinville, sur mon chemin, et on pouvait faire les trajets du matin et du soir ensemble. C'était aussi sa première fois en covoiturage et ça s'est bien passé toute la semaine. Il était très gentil et nous avons discuté de choses très diverses. Par la suite, j'ai eu une autre bonne expérience avec un deuxième covoitureur.

 

Pascale : Je suis revenue de vacances mi-juillet. Je savais que le tramway était en travaux pour une durée d’un mois. Comment aller au travail sans le tramway ? j’ai tout de suite pensé au covoiturage Klaxit. Le dimanche soir, la veille de ma reprise, j'ai lancé l’application Klaxit sur mon téléphone et  j'ai immédiatement trouvé pour le lendemain matin un covoitureur conducteur, qui passait juste devant chez moi. C'était inespéré ! Évidemment, il a fallu faire les présentations. Nous nous sommes aperçu que nous travaillions dans le même groupe BNP Paribas et le feeling est bien passé. Il m'a ainsi expliqué son métier chez Arval, société spécialisée dans la location de véhicules et moi, le mien à la communication chez BNP Paribas Cardif.

 

Cela a-t-il levé vos craintes sur le covoiturage ?

 

Mélissa : Oui. Nous avons beaucoup discuté et partagé avec les covoitureurs. Au fil des trajets, nous avons bien sympathisé. Le premier, qui était aussi DJ, m'a fait découvrir des musiques et le second m'a donné des jeux vidéo pour mon fils. Ce sont des choses que l'on aurait pu faire entre collègues de travail.

J'ai tellement apprécié ces moments qu'après cette première expérience en covoiturage, je suis partie en vacances et j'ai pris un covoitureur. Si je devais aller travailler en voiture, je crois que je prendrais quelqu'un tous les jours.

 

Pascale : Oui, car finalement, ce n'est pas aussi contraignant que ce que je redoutais. Dans la voiture, il n'y a pas d'obligation : certains jours nous discutons, à d’autres moments, nous écoutons la radio et, parfois, nous sommes dans nos pensées. C'est plus agréable que ce que je pensais. On se laisse un peu porter le temps du trajet et cela me permet de découvrir des endroits de la banlieue parisienne que je ne connais pas.

 

Si vous deviez lister les avantages que cela a représenté pour vous, que diriez-vous ?

 

Mélissa : Il y a bien évidemment un impact au niveau écologique, puisqu'on pollue moins. Et puis, s'il y a moins de voitures sur les routes, il y a moins de bouchons, donc moins de stress aussi. Même si on ne le fait pas forcément pour l'argent, cela représente un avantage financier et il faut bien avouer que les quelques euros gagnés lors du covoiturage sont appréciés au moment de faire le plein de la voiture. Et puis, au niveau humain, ça change du quotidien, ça nous ouvre aux autres.

 

Pascale : C'est un véritable gain de temps. Je ne fais plus des trajets d’une heure, avec des changements entre le tram, le train, etc. Mon covoitureur me récupère devant mon domicile pour m'amener quasiment sur mon lieu de travail en 30 minutes seulement. Du coup, je suis moins fatiguée. En plus, je n'ai pas à supporter la foule, le bruit et, lorsqu'il fait très chaud, je profite même de la climatisation dans la voiture.

 

L'aspect humain revient souvent dans vos réponses. Vos trajets avec Klaxit ont l'air de vous avoir permis de faire des rencontres intéressantes...

 

Mélissa : C'est vrai que dans les transports en commun, on voit plein de gens qui vont travailler au même endroit que nous et on ne se parle pas forcément. En voiture, c'est plus facile de nouer des liens, car nous sommes tous dans le même petit espace et nous pouvons plus facilement discuter. J'ai ainsi pu découvrir les activités de mes covoitureurs qui travaillaient chez BNP Paribas Cardif ou dans une association à la défense.

 

Pascale : Au départ, je pensais que Klaxit était réservé aux collaborateurs du groupe BNP Paribas, mais pas du tout, et j’ai covoituré avec des personnes travaillant chez Vinci et Arval. Cela m'a permis de connaître leur travail. Au départ, nous avons surtout parlé de nos métiers, mais au fur et à mesure des trajets, nous nous sommes mis à aborder des sujets plus personnels. Et finalement, une des personnes de Vinci m'a proposé de participer à un apéritif à la rentrée. Nous sommes à Nanterre, tous dans le même quartier, nous aurions très bien pu nous rencontrer dans le RER et faire le chemin ensemble, mais c'est le covoiturage qui a rendu ces rencontres possibles.


BNP Paribas Cardif introduces Cardif Libertés Emprunteur, a mortgage insurance available to the largest possible number of people

17 September 2019

 

The world leader in creditor insurance[1], BNP Paribas Cardif has innovated and expanded its offering with a new mortgage insurance policy available to the largest possible number of people. Cardif Libertés Emprunteur is flexible, easy to subscribe and also available to vulnerable borrowers, allowing them to serenely pursue property acquisition plans.

 

A simple, flexible product offering insurance cover tailored to client needs 

Mortgage insurance guarantees repayment of a loan in the event of death, disability, work disability and/or loss of employment. If the borrower suffers one of these adverse events the insurer repays the outstanding loan amount, either completely or partially, depending on the terms of the cover subscribed.

Cardif Libertés Emprunteur allows policyholders to adjust the cover of their contract to their specific situation and needs:

-      Policyholders are free to choose the cover matched to their profile, their needs and the requirements of the bank providing the mortgage.

-      They can choose between paying a fixed or variable insurance fee each month to add protection, since fixed-rate fees are one of the new options included in this mortgage insurance offer. 

 

A more fluid digital subscription experience for clients 

Subscription of mortgage insurance is generally done towards the end of the property acquisition process. It is therefore important that taking out this insurance be as simple and rapid as possible to enable people to finalize the acquisition of their property with complete serenity.

The Cardif Libertés Emprunteur Passport enables clients to anticipate their mortgage insurance even before they find a property or obtain a bank loan. The insurance proposal is now valid for 12 months, compared with 4 months previously.

The insurance subscription process is facilitated because it is 100% digital. Future clients simply provide their health data online with complete confidentiality, and finalize their subscription using an electronic signature. In addition, policyholders under the age of 46 who take out a loan up to the new ceiling of 600,000 euros[2] are, depending on their health, simply asked to complete a basic health questionnaire online.

This streamlined digital pathway is designed to enable 90% of clients who choose Cardif Libertés Emprunteur to receive an immediate decision online.

 

Facilitating access to insurance 

Within the framework of its Corporate Social Responsibility (CSR) policy, BNP Paribas Cardif is committed to increasing the positive impact of its products and services, in particular by making insurance available to the largest possible number of people. 

Ten years ago, BNP Paribas Cardif became one of the first insurers in France to facilitate the terms and conditions for obtaining creditor insurance for people suffering from certain pathologies such as asthma, paraplegia or coronary diseases. Taking into account medical advances and improved treatment strategies over the years, BNP Paribas Cardif proposes insurance cover and rate structures that are better adapted to the actual situations of people who suffer from these pathologies.

Cardif Libertés Emprunteur is now offering insurance cover and adjusted rate scales for four additional pathologies:

-      Parkinson’s disease[3],

-      obesity[4],

-      gestational diabetes[5],

-      psychological problems related to a traumatic event (aggression, separation or divorce, spousal violence, terrorist attack, etc.).

 

By proposing insurance terms that are better aligned with the actual situation of clients affected by these pathologies, BNP Paribas Cardif makes it easier for them to become homeowners and realize their plans.

 

The Cardif Libertés Emprunteur is marketed by brokers, financial advisors and on the cardif.fr website.

Download the press release


[1] Source: Finaccord - 2018

[2] Total amount covered by Cardif for one or more properties for the same policyholder

[3] Parkinson’s disease is the second most prevalent neurodegenerative disease in France. Each year 8,000 new cases are diagnosed in France (INSERM/2015). 200,000 people suffer from this pathology in France (source: French Health Ministry / 2015).

[4] 10 million people suffer from obesity in France (AMELI / 2015)

[5] Gestational diabetes affects one out of ten pregnant women in France (CEED Center for Diabetes Studies / 2012)


13th annual market survey of French financial advisors and their clients

12 September 2019

Financial advisors ready to help clients take advantage of opportunities introduced by changes in French legislation 

 

BNP Paribas Cardif has published the results of its 13th annual market survey of French financial advisors and their clients[i]. Conducted in France with KANTAR, one of the world’s leading market research agencies, the 2019 survey by BNP Paribas Cardif focuses on the expectations of financial advisors and their clients following the adoption of France’s “PACTE” law on Business Growth and Transformation[ii]

 

Financial advisors believe that pension savings reforms included in the PACTE legislation will create growth opportunities 

70% of the financial advisors view the PACTE law as a business development opportunity, confident that it will generate client contacts and energize their pension savings activity. 

This perception is accentuated by the significant need for support manifested by clients, who generally have a limited understanding of the measures in the law. Only 10% of the financial advisors’ clients say they are familiar with the main measures in the law. This creates substantial demand for support, since four out of ten clients intend to contact their financial advisor to obtain information and advice regarding this issue. Nine percent of them have already discussed the PACTE law with their financial advisor. Furthermore, 59% of the clients cite tax issues at the top of the list of subjects about which they expect advice from their financial advisor. Pension savings is another priority issue, cited by 31% of the clients, who are counting on their financial advisor to provide them with information.

Financial advisors anticipate changes in the savings behaviour of their clients due to the measures in the PACTE law. Some 54% of them believe the law will have a positive impact on inflows. Over 30% of clients could be motivated to change their savings habits due to the PACTE law: 19% say they are thinking about opening a pension savings plan and 13% say they are considering increasing their contributions to existing plans. The measure cited by clients and prospects as creating the strongest incentives is the possibility of choosing between different exit options at retirement, either an annuity or capital withdrawals with attractive tax benefits. 

These expected shifts in savings behaviour can be attributed to changes anticipated last year following the introduction of France’s new real estate wealth tax (Impôt sur la Fortune Immobilière – IFI). Eighteen months after its introduction, the real estate wealth tax has had a significant impact on decisions to choose either investments in property or financial assets. Over a quarter of financial advisors’ clients have either changed their investment choices or have invested more in financial assets than in property. The impact of this measure is even more marked for higher net worth clients. Forty-two percent of clients with assets in excess of 500,000 euros opted for financial investments rather than property, and 32% of them changed their investment choices.

In this favourable context, 82% of financial advisors are confident in the development outlook for their business. This confidence is reinforced by the fact that their recognition has risen significantly - from 55% in 2018 to 68% in 2019 – and their image capital is trending positively: 33% of their clients have a very good image of financial advisors, compared with 24% in 2018.

 

Growing importance of Socially Responsible Investing (SRI) 

Socially responsible investing is gaining traction in France and offers very significant growth potential[iii]. Awareness of socially responsible investing has increased as well.[iv] In addition to still decisive criteria such as security and yield, over a quarter of financial advisors’ clients consider socially responsible investing as a primary factor when they invest in life insurance vehicles.

However, financial advisors seem to underestimate the importance of the SRI facet of investment choices. Over half of their clients and prospects think that the socially responsible aspect of funds is important, while SRI is viewed as important by only 35% of the financial advisors. SRI has become a criteria that should not be overlooked and has the potential for creating differentiation. In fact, 40% of the financial advisors already offer one or more SRI funds and 27% plan to add SRI investments to their range.

 

Financial advisors and their clients now make extensive use of digital resources 

Financial advisors already call on digital solutions extensively for various aspects of their business. On average they use four digital solutions: 84% of them use online subscription tools, 71% employ digital resources for their advisory services, and 68% resort to aggregators. Although usage is increasing, fewer advisors resort to policy comparison tools (40%). The level of satisfaction among the advisors regarding the digital solutions available to them has increased to 69% from 56% in 2018.

Financial advisors still underestimate the appetite of their clients for digital solutions. They estimate that about half their clients are ready to execute all-digital transactions, whereas the survey results show that 61% of their clients are favourable to all-digital channels. 

“Financial advisors are clearly ready to take advantage of the opportunities created by France’s recently introduced PACTE legislation. They recognize that their clients need their support and have positioned themselves as essential partners able to provide advice and guide changes to their clients’ investment strategies. The financial advisors definitely enjoy solid assets, notably a marked increase in both recognition and image capital during the year. To ensure long-term impact, however, they also need to go further and not underestimate either the digital maturity of their clients or their interest in meaningful investment solutions. These are both fundamental issues that the financial advisors are progressively integrating,” says Pascal Perrier, Director of Financial Advisor Networks – Brokers & Digital Business, BNP Paribas Cardif France.

Download the press release


[i] : Methodology: telephone survey conducted by KANTAR between 13 May and 31 May 2019 covering:

-          a representative sample group of 303 financial advisors (sample group validated as representative using quotas on size of business and region)

-          a sample group of 501 clients and prospects of financial advisors with financial assets of 75,000 euros or more (sample group validated as representative using quotas for gender, age, region and personal savings assets).

[ii] PACTE : Plan d'Action pour la Croissance et la Transformation des Entreprises – Action Plan for Business Growth and Transformation

[iii] Study by BNP Paribas Asset Management / Kantar TNS conducted in December 2018 

[iv] In 2018, 56% of people in France with assets of over €50,000 knew what socially responsible investing was, compared with 47% in 2017 (Study by BNP Paribas Asset Management / Kantar TNS conducted in December 2018 )


Bancassurance : BNP Paribas Cardif and Scotiabank announce Strategic Alliance in Latin America to protect approximately 9 million customers

25 July 2019

 

BNP Paribas Cardif, the insurance unit of BNP Paribas, and Scotiabank, Canada's international bank and a leading financial services provider in the Americas, announce that they have entered into a long-term bancassurance strategic alliance in Latin America.

The 15-year strategic alliance between BNP Paribas Cardif and Scotiabank involves the development of protection and insurance solutions to be distributed to Scotiabank’s growing 9 million customers in Chile, Colombia, Mexico and Peru. Supported by BNP Paribas Cardif’s multichannel and analytics expertise, Scotiabank will offer innovative solutions and create new experiences for its customers in the Pacific Alliance Countries. The respective local agreements will be signed in each country in the following weeks, subject to regulatory approvals as applicable.

 “As a leading bank in the Pacific Alliance, Scotiabank is committed to the region and we are excited to be able to jointly serve our retail customers across the region with world-class protection solutions that enhance the banking and insurance experience,” said Ignacio (Nacho) Deschamps, Group Head, International Banking & Digital Transformation at Scotiabank.

“This regional strategic alliance marks the beginning of a new phase for the insurance business in our main markets in Latin America, offering an integral value proposition for our customers using digital technology,” continued Ignacio (Nacho) Deschamps, “BNP Paribas Cardif is a world leader in bancassurance,  and shares Scotiabank’s   strategic focus on the use of digital technology and analytics. We are thrilled to partner with BNP Paribas Cardif to provide truly customer-centric solutions in our main markets in the Pacific Alliance”, he commented.

We are proud to work with Scotiabank, a leading financial services provider in the Americas, to deliver to its customers expert advice, insights and solutions. We have been operating in Latin America for 20 years with strong positions in many countries. Considering its large scope and length, our strategic alliance with Scotiabank is a milestone of our development in the region”, stated Jean-Bertrand Laroche, Deputy CEO, Head of International Markets, BNP Paribas Cardif.

“Our mission as a company is to make insurance accessible to the largest possible number of people. Today, there is a great opportunity in Latin America since 70% of its people are not protected. With our expertise and Scotiabank´s network reach, this strategic alliance enhances the best in both companies, creating a unique proposal. Scotiabank is the perfect partner for this challenge,” added Francisco Valenzuela, CEO of Latin America, BNP Paribas Cardif.

Download the press release


La culture d’entreprise, nouveau terrain de jeu pour BNP Paribas Cardif

24 May 2019
 

 

Nanterre, 24 Mai 2019

 

De plus en plus d’entreprises utilisent le jeu dans la gestion de leurs ressources humaines. BNP Paribas Cardif s’approprie les codes de la gamification avec la sortie du jeu « Ages of Cardif ».

 

Le jeu a de multiples vertus pour un employeur. « Véritable langage universel, il installe les salariés dans un espace totalement sécurisé où ils peuvent apprendre sans s’ennuyer, expérimenter, tester leurs capacités à résoudre des difficultés, se révéler dans des situations inédites », explique Hélène Michel, Professeur en management de l’innovation et spécialiste en serious game. C’est pour ces raisons que BNP Paribas Cardif a lancé Ages of Cardif. Ce jeu s’inscrit doublement dans le plan de transformation de l’entreprise : il participe à la volonté de BNP Paribas Cardif de développer les nouvelles méthodes de travail, tout en permettant aux collaborateurs de se familiariser avec ce plan de transformation et d’en devenir les premiers acteurs. Brigitte Feist, sponsor du projet, le souligne : « Il s’agissait d’une part de renforcer l’implication de nos collaborateurs et d’accélérer l’intégration des nouveaux arrivants, partout dans le monde. Et d’autre part, de nous affirmer comme « entreprise apprenante » en développant l’agilité et la capacité d’adaptation de nos employés. » BNP Paribas Cardif a choisi le jeu vidéo car les modes de formation classiques paraissaient inadaptés à l’atteinte de ces objectifs.  « Les sessions classiques en présentiel, par exemple, étaient trop descendantes, poursuit Brigitte Feist. Par ailleurs, le jeu nous permettait d’ancrer dans notre démarche des éléments facilitant la mobilisation et les apprentissages, comme l’émotion et les itérations. En outre, c’était une manière d’innover en suivant les évolutions sociétales car aujourd’hui, beaucoup de gens jouent dans leur vie privée. »

Coopération, compétition et vraie cause à défendre

Ages of Cardif est un serious game, né de la personnalisation d’un jeu vidéo existant : Guild’Up. C’est aussi un social game, qui se joue en communauté sur un mode de coopération/compétition. Il se joue par sessions de quelques minutes et est ponctué de challenges et de quizz, visant notamment à faire mieux connaitre l’entreprise, ses fondamentaux, son environnement, sa stratégie. Chaque joueur a des challenges individuels à réaliser, mais aussi des challenges collectifs. A sa première connexion, chaque joueur choisit une guilde à laquelle est adossée une association caritative. Il collecte tout au long de son parcours de jeu et du franchissement de niveaux, des points qui sont convertis ensuite en don pour l’association qu’il soutient.  Le jeu se déploie à travers des saisons successives, ce qui permet de d’approfondir et de faire évoluer les sujets traités en fonction des évolutions de BNP Paribas Cardif. Cette mécanique, développée avec la start-up Eden Quest, est originale. Ages of Cardif se distingue également par la manière dont il est déployé, à rebours des pratiques usuelles dans l’univers professionnel. Tous les collaborateurs de BNP Paribas Cardif peuvent y jouer, sur une base totalement volontaire et en accord avec les nouveaux usages : à tout moment, n’importe où et sur n’importe quel appareil (le poste de travail, mais aussi le smartphone, la tablette… au bureau, comme chez soi). « Nous serons très heureux si de nombreux collègues se connectent à la plate-forme. Mais ce qui nous importe vraiment c’est qu’ils expérimentent les nouvelles façons de travailler et d’apprendre, car c’est pour nous un laboratoire vivant qui va conforter notre dynamique d’innovation », note Brigitte Feist. « Un social game, par la variété et la richesse des interactions entre les gens, fait évoluer l’organisation des entreprises, questionnant leur vision et leurs pratiques et encourageant l’émergence de manières de voir et de faire différentes, confirme Hélène Michel. Ce n’est d’ailleurs pas un hasard si, après les directions de la communication, du marketing et des ressources humaines, les directions de l’innovation s’emparent à leur tour du jeu. »

Le jeu, levier de transformation

S’il est trop tôt pour juger de l’impact d’Ages of Cardif sur BNP Paribas Cardif, les premiers retours des joueurs ont d’ores et déjà fait évoluer la plate-forme. « Nous avions sous-estimé l’animation des communautés de joueurs rassemblés dans nos guildes et nous rectifions ce point, illustre Brigitte Feist. Les remarques que nous collectons sont très utiles car nous sommes dans une logique d’amélioration continue. Pour l’instant, nous apprenons encore, ce qui ne nous empêche pas d’avoir beaucoup d’idées pour la suite ! ». La suite, justement, devrait prendre d’autres formes que ce premier social game. BNP Paribas Cardif entend en effet utiliser à plein le levier de transformation qu’est la gamification. Lors d’un programme de formation d’une année dédié à la culture de service, elle a notamment initié un module entièrement consacré au serious game. Le principe ? Réunir des étudiants de l’école de management de Grenoble et six managers internationaux de BNP Paribas Cardif pour co-construire, en une semaine, trois prototypes de jeux.

 

 


BNP Paribas Cardif achieves gender parity on Board of Directors

23 May 2019

Nanterre, May 23rd 2019

 

Following the appointment of Véronique Riches-Flores as a member of the Board of Directors, BNP Paribas Cardif, the world leader in bancassurance partnerships and creditor insurance[1], now has a board with equal representation of women and men, as does the insurer’s Executive Committee. This balanced makeup of BNP Paribas Cardif’s governance bodies reflects a commitment to bringing together recognized experts from richly diverse professional backgrounds while promoting gender diversity. 

 

Véronique Riches-Flores, 58, began her career as an economist with the international division of the French economic research center OFCE. In 1990 she became Chief Financial Economist with the finance department of CEPME (now the Bpifrance state investment bank). In 1994 she joined Société Générale, first as Chief Economist for the business development department and then Chief Economist for SG Corporate and Investment Banking. Véronique Riches-Flores has been an independent economist since 2012 and is the founder and head of the RichesFlores Research firm. She holds a master’s degree in economics and international finance from the Université de Paris I Panthéon Sorbonne.

 

With seven women and seven men, the Board of Directors of BNP Paribas Cardif counts five independent directors:

·       Elisabeth Gehringer, Certified Actuary

·       Olivier Le Grand, Chairman of the Giacometti Foundation, Treasurer of the GoodPlanet Foundation

·       Véronique Riches-Flores, Economist, Founder and Chairman of RichesFlores Research

·       Marie-Hélène Sartorius, Corporate director

·       Paul Villemagne, Honorary Chairman

 

The Board of Directors also comprises several BNP Paribas executives:

·       Pierre de Villeneuve, Chairman

·       Marguerite Berard, Member of the BNP Paribas Executive Committee, Head of French Retail Banking Networks

·       Véronique Cotten, Head of Strategic Management Control, BNP Paribas Finance Group

·       Jacques d'Estais, Member of the BNP Paribas Executive Committee, Deputy Chief Operating Officer and Head of International Financial Services

·       Renaud Dumora, Member of the BNP Paribas Executive Committee, CEO of BNP Paribas Cardif

·       Aude Gaudin, Chief of Staff, International Financial Services

·       Yves Martrenchar, Member of the BNP Paribas Executive Committee, Head of Group Human Resources

·       Catherine Olivier, Deputy Director, BNP Paribas Group Legal Affairs

·       Jean-François Pfister, Head of Risk Management, BNP Paribas International Financial Services

 

Download the press release

[1] Source: Finaccord - 2018


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.


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.

 

 

 

 

 


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.