Yves Palmer

110 employees - €14M budget - €6.7 billion under management on behalf of Malakoff Humanis and Groupama

➢ Management of governance and bodies (Board of Directors – Executive Committee – CSE – … )

➢ Transformation of operational and support activities

➢ Cost control

CSAT 89% and NPS +7 – Strategic plan: personalization of customer relations, optimization of business processes, RPA, ISO 9001 certification, intranet/internet, electronic signature, direct recruitment, elearning, IT and premises security, … – Internal Barometer – Collective agreements: profit-sharing, NAO, professional equality – Savings of €300k/year and 2.5 FTE/year

100 employees - €1.8 billion in delegated turnover - +100 delegates

Health, Provident, and Borrower insurance

➢ Building partnerships with management delegates

➢ Convergence of information systems

➢ Data approach for activity monitoring and integration of technical elements

➢ Rationalization of operations

Partnership framework in place with the main delegates – Gains of €80 million on the suspense account and €10 million on rejections – Innovative data approach with 85% of technical elements integrated in run and operational dashboards/reporting in place – Reduction of 20% in the number of delegates

• 700 employees across multiple sites, including 300 as establishment managers (employee representative relations DP and CHSCT)

• Supplementary Retirement Agirc/Arrco - Collective and individual Provident/Health - Mutual fund

➢ Structuring of the activity (dashboards, prioritization, quality) and recovery of service level

➢ Management of specific projects: clearing suspense accounts, merger of 3 mutual insurance companies (€150 million turnover), team reorganizations (with outsourcing or subcontracting), Lean Management, …

➢ New Provident/Health Information System: requirements, acceptance, deployment, and management

➢ Launch of a new Tego range in Provident/Health as part of the Ministry of Defense's referencing and in partnership with 2 mutual insurance companies

➢ Strengthening the role of managers (team management and activity monitoring) and deploying awareness actions for employees (economic culture, strategy, …)

Routine activities at standard level and clearing of suspense accounts of €100 million in supplementary retirement and €40 million in personal insurance with a profit impact of +€7 million - Merger of Klesia Mutuelle, BRED, and MSG within deadlines while maintaining operational results - Lean: visual management in place and gains of 30% in time/productivity – Simplification of the Death process: 40% fewer documents Deadlines for the new Provident/Health IS met under satisfactory quality conditions Tego: launch within deadlines with +20,000 memberships/year and partner satisfaction Awareness actions: success positively measured through employee surveys