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ACTIVITY
REPORT
20 18 ACTIVIT Y R EPOR T
3o YEARS
1
Seeing
the future
in a new light
SUMMARY
PAGES 3 TO 5 PAGES 18 TO 23
Continuous improvement
as a leitmotif PAGES 24 TO 29
our work
Taking a bold attitude PAGES 30 TO 32
Social data
Key financial information
Governance
Management and coordination: The APRIL Group’s Brand and Communications department •
Design: Insign • Writing: Cécile Villard, Insign • Translation: Clayborn Communications •
Photography Credits: Soudan/ALPACA, Grégory Picout, iStock.
APRIL - 114 boulevard Marius Vivier-Merle - 69439 Lyon Cedex 03 - France - French limited company
(SA) - Capital: €16,361,654 - Lyon trade and company register: 377 994 553 - Insurance intermediary
registered with ORIAS - under number 07 019 355 (www.orias.fr)
“THE DRIVING FORCES FUELLING
OUR WORK 30 YEARS AGO
REMAIN THE SAME TODAY:
PUTTING CUSTOMERS FIRST,
SIMPLIFYING A SECTOR SEEN AS
COMPLEX AND INACCESSIBLE,
AND INNOVATING TO MAKE
EDITORIAL INSURANCE EASIER.”
Bruno Rousset
Chairman
of the APRIL Group
20 18 ACTIVIT Y R EPOR T
2
018 was a very special year last June. And the Booster engagement
for the APRIL Group as it survey once again proved this at the end
celebrated turning 30. of 2018. What a proud achievement!
To bring this milestone full
circle we decided to pick out Having worked among the teams since
30 facts from the Group's the very beginning, I've always been truly
wealth of news. 30 meaningful passionate about this business, which
facts to highlight the issues facing us in provides structured solidarity and affects 3
the future and a new chapter which is everyone's daily life. This continued
beginning for the Group following this passion needs to be nurtured and that is
pivotal moment. an inevitable challenge for a Group which
today comprises 3,900 staff members.
This anniversary offers an opportunity to However, I feel sure that it will endure, as we
look further back than the previous year develop empathy for our customers in order
and take stock of these last three decades. to take their new profiles, expectations and
It has been an exciting adventure for us as practices into consideration, as we pursue
we endeavoured to reinvent insurance by an open-minded approach, as we keep
shaking up market conventions, simplifying working to make our solutions easier, and
policies, speeding up refunds and as we draw inspiration from new market
introducing the idea of high quality service, operators such as insurtechs. Life plans can
a hitherto non-existent feature of the not be made without insurance, making our
insurance world. The driving forces fuelling role and responsibilities immense.
our work 30 years ago remain the same
today: putting customers first and centring Thirty years also represents a personal
all our decisions and actions around them, achievement, all the more so as I have
simplifying a sector seen as complex decided to step down. For APRIL, it
and inaccessible, and innovating to make represents a new chapter in its history as
insurance easier. well as an opportunity to reinvent itself
I am also mindful of the beating heart at and to set a new course in an ever-changing
APRIL's core, powered by men and women world. I have every faith in the Group’s
who have always and continue to show such capacity to redefine itself and continue
commitment to the Group as well as its growing, as its considerable assets will
customers and partners. This was something ensure it never ceases to stand out
I clearly felt at APRIL's anniversary event, from the crowd.
“OUR AMBITION IS FOR APRIL
TO BECOME THE INTERFACE OF
CHOICE BETWEEN BANCASSURANCE
INSTITUTIONS AND BROKERS,
BY OFFERING THEM A TAILORED
RANGE OF MULTI-BRAND SOLUTIONS
AND SERVICES, TO FACILITATE
DISTRIBUTION AND ACCESS
TO POLICYHOLDERS.”
INTERVIEW
Emmanuel Morandini
CEO of the APRIL Group
WE ARE OPENING
A NEW CHAPTER
20 18 ACTIVIT Y R EPOR T
IN OUR HISTORY
What were the high points institutions and brokers, by offering them
a tailored range of multi-brand solutions
of 2018 for you? and services, to facilitate distribution
Emmanuel Morandini and access to policyholders. This is a
very important change in the Group's
4
2018 was a symbolic year for the APRIL development strategy and positioning.
Group, as we celebrated turning 30. Finally, the decision taken by APRIL's
The internal event organised in June 2018 founder, Bruno Rousset, to sell his shares
was therefore a celebratory high point for in the Group's capital clearly left its mark
staff members. The imaginative festivities, on the end of 2018. We are beginning
bursting with energy and enthusiasm, a new stage in the Group's history.
highlighted our array of talent while uniting
the teams. And that does not include
What is your perspective
the events which took place outside
of metropolitan France, in La Réunion, on this year's results?
the Caribbean, Asia, Brazil, Canada and
Poland. It was a wonderful illustration of
E.M.
the incredible level of staff engagement, What our results show above all is that
which we have seen in our daily work for APRIL is back in motion. Thanks to
many years. Indeed, the findings of the 2018 everyone's commitment, we can now see
Booster engagement survey have shown our work to develop our priority growth
once again how attached they are to APRIL drivers and refocus our activities on
and how committed they are to its future. added-value business areas bearing fruit.
Another high point of this year was the This has enabled us to consolidate our
change in our wholesale broker model to foundations in brokering, with the latest
a more open, multi-brand one, and the figures showing 11,500 active brokers.
first step in a transformation process which The partnerships which we have developed
today involves mortgage insurance but through our Key Accounts approach with
which we intend to extend to other markets. institutions such as Malakoff Médéric
Our ambition is for APRIL to become the have made APRIL the contact of choice
interface of choice between bancassurance for insurance companies, private health
insurers and provident institutions for both What directions have you
product line extensions and third-party
administration. Our direct sales, particularly
set for APRIL in 2019 and
online, have continued to rise, especially beyond?
those of our subsidiaries specialised in
niche property and casualty insurance (car,
E.M.
motorbike and boat insurance). Finally, We will continue to work on opening up
we have worked hard on expanding our our distribution model, firstly in relation to
expertise internationally, with a particular mortgage insurance, in order to position our
focus on health-personal protection. business as an essential interface between
This was demonstrated by the acquisitions insurers and our partner brokers by offering
of Benecaid in Canada and Elitis Protection a broad range of APRIL, and other brand,
in Belgium. solutions. This development, which won't
All the indicators, whether financial apply to all our markets, lies at the heart of
(turnover, gross margin, profitability) or not our strategy for the coming years.
(satisfaction levels of brokers, corporate We will also continue reorganising and
clients and policyholders) are gradually refocussing on our added-value business
turning green. The year drew to a close with areas, in line with the Group's priority
a turnover verging on one billion euros; a markets: European mortgage insurance,
symbolic figure, even though our efforts local medical cover, international private
need to continue to keep up with the medical insurance, highly technical or peer
competition. group property & casualty niche insurance.
This will mean making decisions and
20 18 ACTIVIT Y R EPOR T
What trends do you think implementing specific action plans for
the future holds in store certain activities.
Finally, we need to make our teams and
for the insurance sector? our organisation more agile in order to keep
E.M. improving our speed and responsiveness
in a regulated and competitive market.
Insurance of the future will be centred
around new technologies and artificial How will CVC Capital Partners
intelligence which if used wisely and in the teaming up with APRIL
right quantities, can work favourably with
the human aspect of insurance. We need to
enable the Group to continue
take advantage of the potential they offer its development? 5
to automate some of the low value-added
tasks, which will gradually transform certain
E.M.
business areas. This applies particularly to The change in shareholding will not impact
policy handling, where we will move from the strategic plan which the APRIL Group
an administrative approach to one involving has set. The stake acquired in APRIL's capital
greater attentiveness to customers and by CVC Capital Partners, one of the top 5
technical advice. The same applies to our biggest private equity funds in the world,
partner brokers, as such developments offers us an opportunity to ask ourselves the
enable them to keep focussing on their key right questions in order to help speed up
strength: giving advice. our development, and give the Group a new
While insurance products are becoming scope, for the benefit of our customers.
mainstream, we will need to set ourselves
apart significantly in terms of customer How do you see APRIL
service. Armed with a firmly customer- in the future?
focussed identity since the very beginning,
APRIL is quite well positioned in this E.M.
respect, however we need to continue
APRIL will be a firmly distribution-based,
building on this.
multi-brand operator and an essential link
Finally, distribution will be a significant issue
in the distribution of financial and insurance
in the coming years. In a brokering market
products. We have high ambitions and the
like ours, it comes down to consolidating
means to achieve them, while remaining
our foundations and our leadership in
true to our values and to the foundations
brokering, while moving towards alternative,
of our unusual character in the world of
complementary distribution modes, within
bancassurance.
a more open ecosystem.
CONTINUOUS IMPROVEMENT
O
AS A LEITMOTIF
HIGHLIGHTS
TOWARDS AN OPEN
ARCHITECTURE BROKER MODEL
Faced with an increasingly insecure brokering “What we offer here is a unique entry point
position, in 2018 APRIL focussed even more where brokers can find all the products and
on this role, offering its partner brokers an services they need to cover their customers'
even broader range of products and even range of mortgage insurance requirements.
20 18 ACTIVIT Y R EPOR T
2
more on-hand support. Its online, multi-brand, As such, we have positioned ourselves as a
mortgage insurance comparison service was favoured, expert partner in this market," points
therefore launched at the end of 2018, with six out Roger Mainguy, Chairman-CEO of the APRIL
products: five designed by APRIL in association Group’s Health-Personal Protection division.
with MNCAP, the PRÉVOIR Group and Axéria
At the beginning of 2019, Generali has joined the
Prévoyance for risk bearing, and most recently,
platform. Other partners are expected to follow.
an AXA Partners product, with the aim of
adopting a transparent, open approach. Following the acquisition of a 54% stake in
The platform enables brokers to go beyond La Centrale de Financement in September 2018,
a reasoning by price and offer a greater service APRIL has expanded its operations to cover the
element, adjusting to changes in regulations whole of the value chain and now offers a high
8 and the market. added-value, comprehensive range combining
access to negotiated rates and a successful
mortgage insurance product.
T
ITS KEY ACCOUNTS
4
CLOSER TIES
Through this new agreement, Malakoff Médéric has expanded
its own range to include two new products designed by APRIL,
one mortgage insurance and the other personal injury insurance,
and benefits from the administration of certain group health
and personal protection ranges, while the APRIL Group uses the
institution to bear risk and make direct payments of medical
expenses through its subsidiary, VIAMEDIS.
20 18 ACTIVIT Y R EPOR T
INTERNATIONAL PRIVATE
MEDICAL INSURANCE
MAKES A DIFFERENCE
LOCALLY 9
The international private medical insurance market its local knowledge of care networks, doctors as well
saw fierce competition in 2018, with the arrival of new as hospitals with a view to offering better guidance
international and local operators. Despite this, APRIL to policyholders about which healthcare professionals
continued its development showing a very substantial offer high quality treatment at affordable prices.
increase in new business. Combining a local presence
and technical expertise, APRIL offers easy access at "Policyholders, particularly those working abroad,
an optimal rate. need to be aware of the costs of their healthcare and
be more mindful in their approach to these expenses.
DUTY OF CARE:
This advisory role we adopt, as a neutral third party in
THE RESPONSIBILITY LIES WITH COMPANIES
the chain, helps us control the end cost to consumers
Companies are held fully and criminally liable for of our insurance policies," explains Isabelle Moins,
the health and safety of expatriate staff, even outside CEO of APRIL International Care France.
their working hours. APRIL can assist companies with
their duty of care, helping them prepare for risk, pick Since 2015, APRIL has therefore managed to present
the most suitable cover and work out the “final” cost its customers with price rises below the rate of
of insurance. medical inflation. Over and above cost containment,
APRIL's ambition is primarily to make access to
COST CONTAINMENT:
healthcare easier for policyholders. This includes
FINDING THE RIGHT BALANCE
providing the EasyClaim application which enables
The international market has seen medical expenses them to locate authorised healthcare providers on
rise between 8% and 10% per year, all the more so a map and either to use e-claiming (sending a photo
in the USA and Singapore, which are well-known for of the medical bill to be refunded within 24h) or to
being expensive. In order to help steer the market have the full costs covered directly in the event of
towards more balanced prices, APRIL has developed hospitalisation.
5
R E I NV E N T IN G
POOLING
STRENGTHS TO
ENVISAGE THE
FUTURE
In November 2018, Auvergne-Rhône-Alpes
INNOVATION
REWARDED!
APRIL FOR ME CARD
HR&M INNOVATION AWARD
6
Running for over three years,
Cluster Assurance was launched, initiated by this service, designed by and for
the French Insurance Federation, ISFA and employees, has supported over
the APRIL Group. It brings together a range 500 APRIL staff members facing
of operators from the insurance world as well challenging personal situations
as their partners. The group agreed on three by offering a single point of
areas of work: improving the sector's appeal, contact as well as personalised,
transforming the insurance profession and anonymous support free of
digitising the market. charge.
7
+ OBJHEY!
2018 CRISALIDE NUMÉRIQUE
APRIL also led the creation of the Mix-R
REGIONAL AWARD
network of entrepreneurs on CSR issues,
(BRITTANY, FRANCE)
20 18 ACTIVIT Y R EPOR T
10
FROM PRODUCT
TO SERVICE
EXPERT
INSIGHTS
Jean-Hubert
Bannwarth Alan Chun
Deputy CEO of APRIL Head Of Assistance
Santé Prévoyance Services at APRIL Asia
Pacific
&
“WE ARE OPENING UP Alistair Dickman
OUR DISTRIBUTION MODEL Group Head of Business
W
20 18 ACTIVIT Y R EPOR T
Development at APRIL Asia
TO BECOME A LEADING Pacific
INTERFACE”
“INTERNATIONALLY, OUR
“ hy open up our distribution model
to brands which were previously
our competitors? So that our UNDERSTANDING OF THE
partner brokers can access an LOCAL NETWORK MAKES
T
additional range of products which meet the
vast majority of their customers' mortgage US MORE COMPETITIVE”
insurance requirements. In addition, we have
Alan Chun 11
decided to offer a strong service dimension,
with regulatory modules, training modules
in the business, and marketing modules on the
GDPR criteria to help them understand and
“ o emphasize its distinctive features,
APRIL has decided to adopt a regional
approach, through a more local, expert
approach their customers more effectively as market perspective.
well as establish a smooth working relationship By working actively with doctors, specialists
with us. In the end, it provides a comprehensive and hospitals in each of the countries where we
ecosystem with products which are either 100% operate, we can develop an effective network
APRIL or 100% managed by APRIL. Brokers can of high-quality partners. This knowledge is what
I
select the products which they feel are the enables us to work together to keep prices
most suitable and perform the best, and which affordable.”
provide the best cover value. This is challenging
for us even internally! Alistair Dickman
12
TAKING A BOLD
ATTITUDE
D
Independence. Determination. Ambition.
20 18 ACTIVIT Y R EPOR T
In this past this involved choosing an
unprecedented model, combining
designing products, distributing and
managing insurance policies and
risk bearing, as well as investing in
unconventional markets — penalised
drivers, high risk motor insurance,
13
mortgage insurance as an alternative
to banks, expatriates and more.
8
HIGHLIGHTS
A national network
162 agencies.
Through this acquisition, the APRIL Group has consolidated
its long-standing position in the mortgage insurance market of
and has built closer ties between mortgage and insurance
brokering, thereby extending its operations in the home loan
value chain. In addition, it can now offer a comprehensive
range of products helping private individuals and professionals
5 billion
9
to optimise the costs related to purchasing property, by
combining the best home loans and the best mortgage loans negotiated
insurance, in France and in the rest of Europe. in 2018.
14
BELGIUM: ELITIS
11
PROTECTION
BOLSTERS
APRIL'S MORTGAGE
INSURANCE RANGE
CANADA: APRIL bought a 49.9% stake in Elitis Protection, a
wholesale broker specialised in mortgage insurance in
WITH BENECAID, Belgium. This has enabled the Group to capitalise on
the many similarities between the Belgian and French
12
APRIL OFFERS A markets, on Elitis Protection's wide-reaching brokering
network as well as its efficient, fully-digital, policy
handling and subscription tool.
COMPREHENSIVE
RANGE OF
PROPERTY &
20 18 ACTIVIT Y R EPOR T
CASUALTY AND MON COUP DE POUCE
EN CAS DE COUP DUR
HEALTH-PERSONAL
PROTECTION
S O U T I E N A D M I N I S T R AT I F E T A S S I S TA N C E D ’ U R G E N C E
FOR ME BY APRIL
PRODUCTS IS EXTENDED
TO BUSINESSES AND
LOCAL AUTHORITIES 15
NEW OPPORTUNITIES
FOR PROFESSIONALS
In 2018, the latest range of APRIL products was released for new clients,
whose cover requirements lie somewhere between ultra-segmentation
and new market typologies.
13
MAKING THINGS EASIER FOR PHARMACISTS BETTER COMPREHENSIVE COVER FOR RETAILERS
The result of a partnership between APRIL Entreprise Modulos Pro offers a range of modular cover tailored
Solutions and Sterling Pharma, the Conseil Santé to suit the particular aspects of each profession,
application sends prescriptions directly to pharmacists, such as delicatessens, bar owners and tobacconists,
making it easier for them to prepare orders for their bakers, hair dressers and florists. A new clientele for
customers. APRIL Partenaires with very specific requirements
related to their businesses (managing stock, catering
PROFESSIONAL PROTECTION INSURANCE equipment, etc.).
GOES DIGITAL
The online protection insurance process is a new digital MORE OPEN TO NEO-PROFESSIONALS
service offered by APRIL Santé Prévoyance. They may be recently retrained artisanal pastry chefs,
It makes medical screening for professional protection translators, dressmakers or wine bar managers.
insurance easier by offering online medical procedures, They may be retailers, freelancers or startups. In 2018,
with an immediate answer in 80% of cases as well as a neo-professionals flooded the market and APRIL has
tailored assessment of the cover price. taken an interest in these new, self-employed and
decidedly-digital customers. In 2019, new products
20 18 ACTIVIT Y R EPOR T
PULSE, AN
14
OPPORTUNITY Available in
TO EXPERIMENT 4 languages
16 (French, English, Spanish
IN-HOUSE and Portuguese).
> 90
communities set up to
facilitate communications
within each company,
project or business area.
700
unique visitors per day
THE APRIL GROUP'S NEW COLLABORATIVE
INTRANET WAS ROLLED OUT FOR ITS on average.
3,900 STAFF MEMBERS IN MARCH 2018.
BR OADEN IN G THE SCOPE OF O U R WO R K
EXPERT
INSIGHTS
Laurence Willems
Director of Innovation and
Strategic Marketing for the
APRIL Group
Roger Mainguy
Chairman-CEO of the
APRIL Group’s Health-
Personal Protection division
“OPEN INNOVATION
IS OUR SPRINGBOARD”
W
“WE ARE STARTING TO
“
20 18 ACTIVIT Y R EPOR T
hat is known as the gig economy
WORK IN PARTNERSHIP in the English-speaking world
took off in France in 2018,
WITH BANKS ON HOME gradually pulling apart the
LOANS” job market. These new entrepreneurs
C
from across the generations, referred to as
“ lose to 200 billion home loans were neo-professionals, face issues related to their
issued in 2018; real estate is a key work and fluctuating income to which current
market for APRIL and what's more it's insurance frameworks, with their annual
undergoing major changes. Legislators premiums and contracts, are not suited.
in France have indeed been trying for over
At APRIL, we immediately associated this 17
ten years to break down the barriers, with
the Hamon Act and then the Bourquin with on-demand insurance. From a budding
amendment. We are delighted about this. entrepreneur with a project every three
Today, we are working on moving up the value months, to a student making ends meet as
chain, for example through La Centrale de a freelancer, they all need insurance to be
Financement, a mortgage provider. tailored to their way of working. That is where
our ability to innovate comes into play, in order
While there are no plans at all to buy any to pre-empt new consumer trends and tailor
property sales networks, it is interesting for our insurance products and distribution modes
APRIL to get closer to the stage in the property to them.
purchase process when buyers need mortgage
insurance. What we are aiming to do is broaden We will set to work on this in 2019; by
our ecosystem, similarly to what we have done continuing, as we always have, to take an open
with the multi-brand mortgage insurance innovation approach; by working in this way
platform. with our own ecosystem, but also by capitalising
on new methodological and technological
Today, we are no longer simply a mortgage approaches used by startups.“
insurance competitor of those banks selling
home loans, but rather a potential partner
aiming to distribute some six billion loans
in 2019. The impact of this figure itself,
representing a significant market share, may
well encourage major banks to see APRIL
differently.“
20 18 ACTIVIT Y R EPOR T
18
AN APPROACH CENTRED
ON AGILITY
F
oreseeing changes in order to
be better prepared. It's about
seeing evolutions in the market
and structural changes as
opportunities to bounce back,
take on new challenges and develop
our customer portfolio. To do so, APRIL
draws on its responsive and agile nature
20 18 ACTIVIT Y R EPOR T
to transform these restrictions into a
positive innovation drive.
HIGHLIGHTS
15 “FOR PERSONAL
MEDICAL COVER,
REGULATIONS:
PLANNING AHEAD
16
MEETING NEEDS TO TAILOR OUR
OUTWEIGHS SERVICES BETTER
20 18 ACTIVIT Y R EPOR T
“
W
e are well aware that the best in Europe also, with the General Data Protection
product is not necessarily the Regulation (GDPR) and the Insurance
cheapest one, but one which Distribution Directive (IDD); further afield in
best meets the needs of each Canada with debates on the Pharmacare plan
customer, at the best price. Our challenge as well as in Asia, and more specifically Thailand,
lies in offering both — an acceptable price where APRIL developed a local medical insurance
20 for customers and an advantageous level of solution for ‘impatriates’, in response to tougher
cover. While the trend seems to be to add an local insurance distribution conditions.
array of services to personal medical insurance All these changes were closely monitored by the
products, we would rather opt for cover APRIL teams and plans drawn up well in advance
which is not overloaded with additional, less to make sure it could offer support to its broker
relevant services and promote those which customers as well as their policyholders, whether
are really valuable to customers, while taking private individuals, professionals or businesses.
into consideration new practices, such as The Group's Extranet, APRIL ON, now offers its
telemedicine," says Pascale Ohnona, Deputy broker-distributors a needs analysis tool to help
Sales Director at APRIL Santé Prévoyance. them remain compliant with the IDD.
17
CANADA: ‘À LA CARTE’ GROUP
INSURANCE WITH HONEYBEE
APRIL has taken advantage of its merger with Benecaid to develop the
Honeybee package and distribution; the digital, ‘à la carte’, group medical
insurance product sold by its new Canadian subsidiary.
With Honeybee, employers and their staff can set their level of medical cover
(services, amount, etc.) and select from additional social benefits paid for by
the company (gym subscriptions, access to services at negotiated rates, etc.).
An effective tool to foster company loyalty which will be extended to include
the APRIL FOR ME card in 2019.
ADJUSTIN G AN D R EADJUSTIN G F OR OUR C U S TO ME R S
WINNING
COMBINATIONS FOR
THE FUTURE WITH
19
INSURTECHS
NEW RISKS
AND NEW
APPLICATIONS
IN PROPERTY
& CASUALTY
In 2018, APRIL continued to
INSURANCE look to these agile, innovative
insurance startups which pave
new experimental and innovative
Agility and innovation lie once ways for the Group for the benefit
again at the heart of the APRIL
20 18 ACTIVIT Y R EPOR T
of its partner brokers and their
teams' work and planning so they policyholders.
can insure new risks every day.
SIMPLIS
E-sport ›F
rom supporting its launch in 2016, the APRIL Group
It's unprecedented! APRIL International Voyage is now helping to develop the leading community
is the first company to offer specific insurance for insurance company dedicated to the self-employed,
e-sports players. Designed by and for the players, which offers a simple, online experience.
it is completely tailored to the needs of the
850,000 amateurs and professionals in France. TESTAMENTO
›T
he French startup specialised in inheritance planning,
Cyber-risks compiles an online register of the last will of customers 21
The APRIL Entreprise teams have taken a preventative who have taken out funeral insurance with APRIL.
approach, based both on identifying and detecting
risks by means of intrusion tests and GDPR audits, ROAD-B-SCORE and in-depth knowledge of customers
and raising staff awareness through training courses ›T
his startup, a subsidiary of Aviomex, uses behavioural
accessible on an online platform. The point of this analysis to allocate scores to young drivers using
approach is to assess any specific risks (viruses, bugs, information gleaned from social networking sites.
hacking) and thereby suggest tailored support to In 2019, the partnership will be entering the POC phase.
business owners in order to reduce their exposure APRIL will analyse Road-b-Score's profiling to offer
to digital risks and their potential impact. certain prospects its AUTOPRIMO car insurance
dedicated to young drivers.
On-demand insurance
Objhey! opens the way to on-demand insurance. ARTUR'IN
This new product enables customers to insure their ›T
his solution to manage communications channels
leisure items (a guitar, a pair of skis, etc.) easily, by helps brokers to optimise their social network feeds.
simply sending a photo via their smartphone and
ASSURDEAL
deciding themselves on the policy's duration and
18
›T
his long-standing partner helps brokers take over
excess conditions.
or transfer brokering portfolios, as well as prepare
for major regulatory changes such as the GDPR.
TILKEE
›T
his solution provides brokers with tools to analyse
how customers perceive their sales documents,
by examining how they read them.
A DJ U ST IN G A N D RE A DJUS T I NG FOR OUR C US TOM ERS
21 “IT’S THE
CUSTOMERS WHO
20
ARE IN COMMAND”
93% satisfaction
With 93% of customers satisfied, the annual survey
conducted among brokers indicates a 2% increase from
the previous year. The findings of the 2018 Préférence
22
APRIL International Care France launched MyHealth
Business, a group medical insurance solution for
businesses (SMEs and MSEs), to cover their expatriate
staff. This solution, which includes cover for medical
expenses, assistance and protection insurance, is
modular and can be tailored to suit each expatriate,
using a simplified subscription process.
ADJUSTIN G AN D R EADJUSTIN G F OR OUR C U S TO ME R S
EXPERT
INSIGHTS
Ivàn Dominguez
CEO of Pont Grup
Stéphanie Dorléans
Head of Customer Loyalty
and Experience at APRIL
Santé Prévoyance
20 18 ACTIVIT Y R EPOR T
CUSTOMER SERVICE”
“CUSTOMERS AT HEART:
“
I
nsurance is an intangible good. Our role
is therefore to prove its worth and to make
STAFF IN ACTION TO
it simpler, by offering our customers services IMPROVE THE CUSTOMER
which exceed their expectations.
EXPERIENCE”
T
At Pont Grup, we have set up a SPOC, a Single
Point of Contact: this offers each of our
customers a single contact point, regardless “ he Customers at Heart programme has
involved rolling out awareness raising
tools for the teams and the means 23
of their policy, the reason they have contacted
us or the channel they used to get in touch of listening attentively to customers,
with Pont Grup. in order to improve the customer journey in
terms of tools, communications and interaction
When someone takes out a policy with Pont with our teams. ‘Voice of the Customer’,
Grup, one of our staff members is assigned which embodies this ambition to be attentive
as their personal assistant throughout the to everyone, connects customer feedback
duration of their contract. They are on hand to the company's different departments.
to help them at every stage, from making Multi-channel, constructive feedback is
payments to making claims, and each time, systematically sent through about any area
despite the fact that we have robots, digital of concern. This can sometimes include major
channels and new technologies, there is always improvement projects, which require specific
a real person there for the most important tools to be developed or transformed, but also
moments.” lots of little improvements, which may not seem
like priorities, but which are, in fact, key.
For example, this system helped us make simple
changes to the content of our letters which were
misunderstood, unclear or deemed ‘cold’, as
well as improve access to our customer services
through a quicker connection which is less prone
to errors for our customers. All these aspects,
corrected in real time, have a real impact as they
mount up on customers’ experience and how
they perceive APRIL.”
ONE AIM:
HIGH QUALITY RELATIONS
F
or 30 years, APRIL has nurtured
a committed, caring vision of its
business and believes that the
current technological and digital
revolution can only be meaningful
if it is planned with and serves the needs
of real people.
PEOPLE-
25
FOCUSED
M A K I NG O UR WO RK P EOPL E-FOC US ED
24
HIGHLIGHTS
23 DIGITAL
AND HUMAN!
Will digital technologies replace humans one day?
The answer is, of course, no. That is a certainty.
Even despite the exponential speed of innovation
IN THE FIELD,
ALONGSIDE
BROKERS
20 18 ACTIVIT Y R EPOR T
NEW TOOLS
FOR BROKERS
In order to reassert the value of brokers among their customers as ‘trusted
third parties’, develop their expertise further and increase their availability,
APRIL decided to set itself the challenge of helping them refocus on their
core business: giving advice.
27
AGILE
Absolutely certain that digitisation and agility are the
key to transformation, the APRIL Group has launched
an internal digital acclimatisation programme: ‘Digital
In Action’, led by the Group's Digital Committee
and the HR Development department. The aim of
this ambitious scheme, designed for all the Group's
staff members in France and abroad, is to bring out
new ideas, raise awareness about the role of digital
technology in transforming organisations and to speed
up skills development to improve staff members' In order to attract future talents, while renewing
employability by means of experiments and experience its recruitment process, APRIL hosted 15 hopefuls
sharing.
20 18 ACTIVIT Y R EPOR T
on its ExperimentAPRIL programme. The aim
is to invite them along to the headquarters so
›T
he Digital & Movin'Days, from 11th to 13th they can experience APRIL from the inside, by
December 2018: three days of conferences, practical spending a day completely immersed, involving
workshops and time for networking, organised in round tables and rewarding discussions between
Lyon and broadcast live in the Group's other French future applicants and managers, right where
entities, in Paris, Tours and Fougères (Brittany), it all happens. The Group has planned more
offering APRIL staff the chance to get to grips with ExperimentAPRIL sessions for 2019.
the digital revolution, understand its impact and
discover what the Group is already doing in terms
of digital innovation.
27
›T
he APRIL Insurance Challenge was organised as
28
part of the Blend Web Mix event in Lyon on 24th
and 25th October 2018: two days in which to set up
a startup company and design an innovative solution
to make insurance for web-entrepreneurs easier.
A MEMORABLE
30TH CELEBRATION!
1,800 staff members attended the evening event
on 22nd June 2018 in Lyon to celebrate the Group
turning 30.
This great anniversary celebration offered an opportunity to bring all the
APRIL teams from mainland France together to look back over the Group's
history, highlighting its big successes and showcasing the array of talented
people who took the plunge and performed on stage that evening.
The Group's 30th anniversary was also celebrated in the four corners
of the world, in La Réunion, the Caribbean, Brazil, Poland, Canada and Asia.
30
M A K I NG O UR WO RK P EOPL E-FOC US ED
BOOSTER:
AT APRIL, STAFF ENGAGEMENT
WE ARE EVEN HIGHER
The success of a company also lies in the
engagement of its teams. The APRIL Group's
Since June, the APRIL Group has been working on positive dynamic has been demonstrated once
the ‘APRIL Well@work’ plan, whose ambition is two- again this year in the findings of the engagement
fold: to meet the company’s regulatory obligations in survey conducted every year with the Group’s
terms of QWL and more broadly to put a social model 3,900 staff members.
in perspective combining well-being, progress and
prevention. The scope of this project, involving the
Legal department, the HR Development department
84.3%
and APRIL University, CSR and the APRIL Foundation,
was in fact defined by the contributions of 100 volunteer
staff members, managers and directors. The idea of
Well@work is to bring the Group’s practices in line
participation, a high rate, with an
20 18 ACTIVIT Y R EPOR T
“
T
his agreement proves that Quality of Working is very significant, up 0.3 from 2017.
Life has an impact on the development of our
organisations, our management modes but also
our social model and our societal commitments. 7.9/10
Furthermore, it strives towards important objectives The team remains an unshakeable
in support of sustainable development: promoting pillar of staff engagement.
APRIL's image as an attractive and responsible
employer, attracting new talent, fostering staff loyalty
and action, motivating staff to work towards collective 7.5/10
results, improving quality of life and industrial relations, The perception of managerial
reducing absenteeism and the associated costs, effectiveness is very high.
preventing professional risks (work-related accident
29
or illness, psycho-social risks). As such, it is central to the
APRIL Group's Corporate Social Responsibility strategy,”
explains Fabienne Ernoult, Executive Officer for CSR
and the APRIL Foundation.
MAKIN G OUR WOR K PEOPL E -F O C U S E D
EXPERT
INSIGHTS
Karim Taalbi
Deputy CEO of APRIL
Claire Fabre Partenaires
Director of APRIL Courtage
&
Véronique Galdin
“UNDERSTANDING Director of HR
Development and the
BROKERS IS A FIRST
20 18 ACTIVIT Y R EPOR T
APRIL University
“
A
taking a clear, informative, useful approach rtificial intelligence, digitisation and the
to reassure them and help them keep working industrialisation of certain processes by
in good faith. robots show that everything is being done
29
Our strength, what sets us apart, is how well we to improve and facilitate human relations,
understand them, and we work hard to maintain so that our staff members have more time to
and develop this every day. By meeting with them devote to addressing customer requirements.
year-round, conducting surveys, listening to what A customer service officer or advisor may have
they have to say. By monitoring developments in to deal with difficult situations and substantial
their business and their issues, with them and for claims. They need to take time to understand
them. the situation, manage their emotions without
going overboard, adopt the right manner
In practice, we have developed relevant tools and adjust their approach accordingly.”
and solutions which are appropriate to the specific
situation of brokers, whether they are setting up Véronique Galdin
“
T
in a new market and looking for training or looking hese technological tools do indeed help
to buy or sell a customer portfolio. us to give value to the role of customer
service, assist staff members and improve
We have gone beyond simply supplying emotional intelligence, in order to keep
products by helping them to develop their offering even more tailored solutions.
business. The creation of our multi-brand The time saved on automated tasks frees up
platform using open architecture is a time to listen better, putting staff at the centre
logical outcome of this; it helps embed of a personalised relation which adds value
and strengthen our supportive position.” for customers.”
SOCIAL
DATA
South
America 12%
35%
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65%
30
31%
69%
AVERAGE AGE
37.6 YEARS
OLD
Employees
47%
53%
AVERAGE LENGTH OF SERVICE
4.8 YEARS
Managers
and directors
KEY FINANCIAL
INFORMATION
2018 ACTIVITY (% OF GROSS MARGIN)
13%
38% 25%
20 18 ACTIVIT Y R EPOR T
62% 87% 75%
31
KEY FIGURES
928 997
861 76 69 78
798 73
766
65
2014 2015 2016 2017 2018 2014 2015 2016 2017 2018
2014 2015 2016 2017 2018 2014 2015 2016 2017 2018
GOVERNANCE
BOARD OF DIRECTORS
32
APRIL-ASSURANCES
ASSURANCESAPRIL
@GROUPEAPRIL