GROUPAMA / 2019 Universal Registration Document

1 OVERVIEW OF THE GROUP Strategy

intelligence is becoming increasingly present in the insurance world. Along with the rapid growth of connectedobjects (objects capable oftransmittinginformationand actingeither accordingto received orders or automatically according to the context, and the challenge is to process a large amount of data at a reasonable cost to improve service to policyholders),new risks are appearing:climate, demographicimbalance,data protection, health, etc. Insurers must prepare for this by identifying their impacts and estimating their potential cost in order to better manage their exposures and identify potential new offerings as businessdevelopment opportunities; a transformation of customers: an ageing population, with ● significant wealth inequalities and pressures on purchasing power, the rise of entrepreneurship with more micro-entrepreneurs, but without strengthening SMEs and mid-caps, and a shrinking agricultural population, and communitiesthat are groupingtogetherbut where the role of the mayor as a local electedrepresentativeseeks to be reaffirmed. The Grouphas a numberof key strengthsand differentiatingfactors that allowit to cope withthis challenging environment: a dense anddynamic institutionalnetwork; ● a presence across all distributionchannelswith one of the most ● extensivenetworksin Franceand a websiterecognisedas one of the mostcomplete; a market-leadingposition on the P&C and health and individual ● protection markets; very strong and complementarybrands,enabling it to addressall ● types of customerbase; an extensive range of insurance and banking products and ● services,enablingit to cover allof our customers’ needs; an internationalnetwork. ● Groupama has built its strategic programme around these key strengths. A GROUP WITH SOLID 1.4.2 STRENGTHS

monitoring, rolling out a platform for creating relationship-based content for better customer contact, and relying on mutual insurance to create a singular, differentiating relationship are all priorities to achieve our ambition of being among the favourite insurers of customers in France and gaining NRI (net recommendation index)points. We also seek to give our brand the power to attract customers, ensure that they have made the right choice with Groupama, and make our employees and elected representatives proud to work with Groupama. This includes increasing brand awareness by bolstering the effectiveness of our actions, increasing the level of attractiveness,quality, and satisfaction at all stages of experience with the brand, mobilising 70,000 employees and elected representatives to reinforce the effectiveness and expansion of actions, having brand financial value, and developing our measurement,monitoring,and managementprocessesto enhance the value of ourbrand. Profitable development Improving technical control across all business lines is a key strategicprioritybased on thefollowingthemes: increasingmarket shares in businessactivitieswith higher added ● value: strengthening our position as leader in the agricultural market, becomingone of the top players in personal protection, and becominga leaderin our areas of recognised expertise; accelerating our development by expanding and strengthening ● our distribution capacity and by combining services with insurance products. To do this, we need an equipped, trained network motivated to sell insurance + services packages, an offering incorporatingservices,and appropriateorganisationand resources; remainingeconomicallyefficient by achievingour contributionsin ● all Group companiesand keepingthe combinedratio at the right level. A culture of efficiency Through efficiency, the Group’s operating costs can be controlled, while offeringgood service quality forcustomers. The efficiency focus breaks down into two majoraction areas: commercialefficiencyby optimisingdistributionnetworks; ● operationalefficiencyto simplify and digitise operatingprocesses ● while improving thenecessary controls. The quest for efficiencycan also be seen in the developmentof our industrial model to make it more efficient, less costly, and more agile: sufficient standardisation of operations and information systems, implementation of interconnection and interoperation capabilities, making white-label management a growth driver, implementing modern technologies to create value, speeding up market introductions and deployments, constructing the Group’s future informationsystem, and improving our collective functioning to benefit project efficiency and harmonisation of processes and configurations.

1.4.3

A STRATEGIC PROJECT BASED

ON FOUR FOCUSES

Highly satisfied customers

Customersatisfactionis at the heart of the Group’s concerns– it is both a mutualist requirement and an economic approach. The strategic plan to increase customer satisfaction continues to be rolled out. Establishinga unique, differentiatingrelationshipwith our customers, based on proactive advising, will allow us to be recognised as a trusted partner who takes their interests into account and is at their side. Offering dialogue and analysis tools to accelerate and strengthen the deployment of personalised

11 Universal Registration Document 2019 - GROUPAMA ASSURANCES MUTUELLES