2018

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

Editorial - Bruno Rousset

Interview - Emmanuel Morandini Adjusting and
readjusting for
PAGES 6 TO 11
our customers
Reinventing An approach centred on agility
20 18 ACTIVIT Y R EPOR T

Continuous improvement
as a leitmotif PAGES 24 TO 29

PAGES 12 TO 17 Making our

work people-
Broadening focused
2
the scope of One aim: high quality relations

our work
Taking a bold attitude PAGES 30 TO 32

Social data
Key financial information
Governance

To download the digital version of this activity report,

please go to our website: april.com

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)

SIMPLIFYING A SECTOR SEEN AS
EDITORIAL
Bruno Rousset
Chairman
of the APRIL Group
THIRTY, THE AGE
OF FULFILMENT
2
018 was a very special year
for the APRIL Group as it
celebrated turning 30.
To bring this milestone full
circle we decided to pick out
30 facts from the Group's
wealth of news. 30 meaningful
facts to highlight the issues facing us in
the future and a new chapter which is
beginning for the Group following this
pivotal moment.
This anniversary offers an opportunity to
look further back than the previous year
and take stock of these last three decades.
It has been an exciting adventure for us as
we endeavoured to reinvent insurance by
shaking up market conventions, simplifying
policies, speeding up refunds and
introducing the idea of high quality service,
a hitherto non-existent feature of the
insurance world. The driving forces fuelling
our work 30 years ago remain the same
today: putting customers first and centring
all our decisions and actions around them,
simplifying a sector seen as complex
and inaccessible, and innovating to make
insurance easier.
I am also mindful of the beating heart at
APRIL's core, powered by men and women
who have always and continue to show such
commitment to the Group as well as its
customers and partners. This was something
I clearly felt at APRIL's anniversary event,
“THE DRIVING FORCES FUELLING
OUR WORK 30 YEARS AGO
REMAIN THE SAME TODAY:
PUTTING CUSTOMERS FIRST,
COMPLEX AND INACCESSIBLE,
AND INNOVATING TO MAKE
INSURANCE EASIER.”
20 18 ACTIVIT Y R EPOR T
last June. And the Booster engagement
survey once again proved this at the end
of 2018. What a proud achievement!
Having worked among the teams since
the very beginning, I've always been truly
passionate about this business, which
provides structured solidarity and affects 3
everyone's daily life. This continued
passion needs to be nurtured and that is
an inevitable challenge for a Group which
today comprises 3,900 staff members.
However, I feel sure that it will endure, as we
develop empathy for our customers in order
to take their new profiles, expectations and
practices into consideration, as we pursue
an open-minded approach, as we keep
working to make our solutions easier, and
as we draw inspiration from new market
operators such as insurtechs. Life plans can
not be made without insurance, making our
role and responsibilities immense.
Thirty years also represents a personal
achievement, all the more so as I have
decided to step down. For APRIL, it
represents a new chapter in its history as
well as an opportunity to reinvent itself
and to set a new course in an ever-changing
world. I have every faith in the Group’s
capacity to redefine itself and continue
growing, as its considerable assets will
ensure it never ceases to stand out
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
of 2018 for you?
Emmanuel Morandini
4
2018 was a symbolic year for the APRIL
Group, as we celebrated turning 30.
The internal event organised in June 2018
was therefore a celebratory high point for
staff members. The imaginative festivities,
bursting with energy and enthusiasm,
highlighted our array of talent while uniting
the teams. And that does not include
the events which took place outside
of metropolitan France, in La Réunion,
the Caribbean, Asia, Brazil, Canada and
Poland. It was a wonderful illustration of
the incredible level of staff engagement,
which we have seen in our daily work for
many years. Indeed, the findings of the 2018
Booster engagement survey have shown
once again how attached they are to APRIL
and how committed they are to its future.
Another high point of this year was the
change in our wholesale broker model to
a more open, multi-brand one, and the
first step in a transformation process which
today involves mortgage insurance but
which we intend to extend to other markets.
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. This is a
very important change in the Group's
development strategy and positioning.
Finally, the decision taken by APRIL's
founder, Bruno Rousset, to sell his shares
in the Group's capital clearly left its mark
on the end of 2018. We are beginning
a new stage in the Group's history.
What is your perspective
on this year's results?
E.M.
What our results show above all is that
APRIL is back in motion. Thanks to
everyone's commitment, we can now see
our work to develop our priority growth
drivers and refocus our activities on
added-value business areas bearing fruit.
This has enabled us to consolidate our
foundations in brokering, with the latest
figures showing 11,500 active brokers.
The partnerships which we have developed
through our Key Accounts approach with
institutions such as Malakoff Médéric
have made APRIL the contact of choice
for insurance companies, private health
insurers and provident institutions for both
product line extensions and third-party
administration. Our direct sales, particularly
online, have continued to rise, especially
those of our subsidiaries specialised in
niche property and casualty insurance (car,
motorbike and boat insurance). Finally,
we have worked hard on expanding our
expertise internationally, with a particular
focus on health-personal protection.
This was demonstrated by the acquisitions
of Benecaid in Canada and Elitis Protection
in Belgium.
All the indicators, whether financial
(turnover, gross margin, profitability) or not
(satisfaction levels of brokers, corporate
clients and policyholders) are gradually
turning green. The year drew to a close with
a turnover verging on one billion euros; a
symbolic figure, even though our efforts
need to continue to keep up with the
competition.
What trends do you think
the future holds in store
for the insurance sector?
E.M.
Insurance of the future will be centred
around new technologies and artificial
intelligence which if used wisely and in the
right quantities, can work favourably with
the human aspect of insurance. We need to
take advantage of the potential they offer
to automate some of the low value-added
tasks, which will gradually transform certain
business areas. This applies particularly to
policy handling, where we will move from
an administrative approach to one involving
greater attentiveness to customers and
technical advice. The same applies to our
partner brokers, as such developments
enable them to keep focussing on their key
strength: giving advice.
While insurance products are becoming
mainstream, we will need to set ourselves
apart significantly in terms of customer
service. Armed with a firmly customer-
focussed identity since the very beginning,
APRIL is quite well positioned in this
respect, however we need to continue
building on this.
Finally, distribution will be a significant issue
in the coming years. In a brokering market
like ours, it comes down to consolidating
our foundations and our leadership in
brokering, while moving towards alternative,
complementary distribution modes, within
a more open ecosystem.
What directions have you
set for APRIL in 2019 and
beyond?
E.M.
We will continue to work on opening up
our distribution model, firstly in relation to
mortgage insurance, in order to position our
business as an essential interface between
insurers and our partner brokers by offering
a broad range of APRIL, and other brand,
solutions. This development, which won't
apply to all our markets, lies at the heart of
our strategy for the coming years.
We will also continue reorganising and
refocussing on our added-value business
areas, in line with the Group's priority
markets: European mortgage insurance,
local medical cover, international private
medical insurance, highly technical or peer
group property & casualty niche insurance.
This will mean making decisions and
20 18 ACTIVIT Y R EPOR T
implementing specific action plans for
certain activities.
Finally, we need to make our teams and
our organisation more agile in order to keep
improving our speed and responsiveness
in a regulated and competitive market.
How will CVC Capital Partners
teaming up with APRIL
enable the Group to continue
its development? 5
E.M.
The change in shareholding will not impact
the strategic plan which the APRIL Group
has set. The stake acquired in APRIL's capital
by CVC Capital Partners, one of the top 5
biggest private equity funds in the world,
offers us an opportunity to ask ourselves the
right questions in order to help speed up
our development, and give the Group a new
scope, for the benefit of our customers.
How do you see APRIL
in the future?
E.M.
APRIL will be a firmly distribution-based,
multi-brand operator and an essential link
in the distribution of financial and insurance
products. We have high ambitions and the
means to achieve them, while remaining
true to our values and to the foundations
of our unusual character in the world of
bancassurance.
 CONTINUOUS IMPROVEMENT

O
AS A LEITMOTIF

Enterprising. Bouncing back. Innovating.

ver the course of the last 30

years, so much has changed,
save the Group's values and
APRIL's determination to
reinvent itself. This identity
extends beyond simply the technical
and technological innovations which
have enabled APRIL to stand out and
successfully set new standards for the
20 18 ACTIVIT Y R EPOR T

market in terms of product ranges and

service levels.

The keys to this success?

• Focussing firmly on customers

and being attentive to the market
6
and practices in order to keep
improving, while nurturing close ties
with the field, both in France and
internationally.
• Developing an entrepreneurial culture,
advocated by APRIL's founder since
the very beginning, which has helped
drive action and provide adjustments
to a constantly-changing market.

In 2018, APRIL continued to reinvent

itself by taking a more open, multi-
brand approach, devising a new value
proposition for the benefit of its
customers and partners.
20 18 ACTIVIT Y R EPOR T
7
 1
R E I NV E N T IN G

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,
mortgage insurance comparison service was
therefore launched at the end of 2018, with six
products: five designed by APRIL in association
with MNCAP, the PRÉVOIR Group and Axéria
Prévoyance for risk bearing, and most recently,
an AXA Partners product, with the aim of
adopting a transparent, open approach.
The platform enables brokers to go beyond
a reasoning by price and offer a greater service
element, adjusting to changes in regulations
8 and the market.
As such, we have positioned ourselves as a
favoured, expert partner in this market," points
out Roger Mainguy, Chairman-CEO of the APRIL
Group’s Health-Personal Protection division.
At the beginning of 2019, Generali has joined the
platform. Other partners are expected to follow.
Following the acquisition of a 54% stake in
La Centrale de Financement in September 2018,
APRIL has expanded its operations to cover the
whole of the value chain and now offers a high
added-value, comprehensive range combining
access to negotiated rates and a successful
mortgage insurance product.

APRIL CEMENTS ITS

PARTNERSHIPS WITH

T
ITS KEY ACCOUNTS

12 “ his year, we decided to focus on strengthening and

% developing cross-selling to our existing Key Account
partners. So, we worked on securing our position as the
contact of choice for institutions, by offering them support
and the right tools to help them adjust to the highly restrictive
INCREASE IN
legal changes in their business. Such tools to outsource processes
GROSS MARGIN or digitise subscriptions help them become more agile, more
on Key Account productive and to meet the increasingly exacting standards
partnerships in 2018 expected of customer journeys," explains François Kwasnik,
(from 2017). the APRIL Group's Partnerships and Key Accounts Director.
 3
R E I N VE N T I N G

APRIL AND MALAKOFF

MÉDÉRIC DEVELOP

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
saw fierce competition in 2018, with the arrival of new
international and local operators. Despite this, APRIL
continued its development showing a very substantial
increase in new business. Combining a local presence
and technical expertise, APRIL offers easy access at
an optimal rate.
DUTY OF CARE:
THE RESPONSIBILITY LIES WITH COMPANIES
Companies are held fully and criminally liable for
the health and safety of expatriate staff, even outside
their working hours. APRIL can assist companies with
their duty of care, helping them prepare for risk, pick
the most suitable cover and work out the “final” cost
of insurance.
COST CONTAINMENT:
FINDING THE RIGHT BALANCE
The international market has seen medical expenses
rise between 8% and 10% per year, all the more so
in the USA and Singapore, which are well-known for
being expensive. In order to help steer the market
towards more balanced prices, APRIL has developed
its local knowledge of care networks, doctors as well
as hospitals with a view to offering better guidance
to policyholders about which healthcare professionals
offer high quality treatment at affordable prices.
"Policyholders, particularly those working abroad,
need to be aware of the costs of their healthcare and
be more mindful in their approach to these expenses.
This advisory role we adopt, as a neutral third party in
the chain, helps us control the end cost to consumers
of our insurance policies," explains Isabelle Moins,
CEO of APRIL International Care France.
Since 2015, APRIL has therefore managed to present
its customers with price rises below the rate of
medical inflation. Over and above cost containment,
APRIL's ambition is primarily to make access to
healthcare easier for policyholders. This includes
providing the EasyClaim application which enables
them to locate authorised healthcare providers on
a map and either to use e-claiming (sending a photo
of the medical bill to be refunded within 24h) or to
have the full costs covered directly in the event of
hospitalisation.
5
R E I NV E N T IN G
POOLING
STRENGTHS TO
ENVISAGE THE
FUTURE
In November 2018, Auvergne-Rhône-Alpes
Cluster Assurance was launched, initiated by
the French Insurance Federation, ISFA and
the APRIL Group. It brings together a range
of operators from the insurance world as well
as their partners. The group agreed on three
areas of work: improving the sector's appeal,
transforming the insurance profession and
digitising the market.
+ OBJHEY!
APRIL also led the creation of the Mix-R
network of entrepreneurs on CSR issues,
20 18 ACTIVIT Y R EPOR T
involving Bruno Rousset, the APRIL Group's
Chairman, Emmanuel Mony, CEO of Segex,
Stéphanie Paix, Chair of the Caisse d'Épargne
Rhône-Alpes Management Board, Thierry de
La Tour d'Artaise, Chairman and CEO of the
SEB Group and Régis Chomel de Varagnes,
Senior Manager at Oraveo.
10
FROM PRODUCT
TO SERVICE
€100
APRIL Moto offers A2 licence holders
€100 towards their A licence. An innovative
initiative to make life easier for bikers and
foster their loyalty.
100% digital
APRIL Marine is throwing away the rule
book and introducing self-assessments for
boat insurance. This 100% digital, no-fee
approach makes taking out or changing
policies easier for boat owners who are far
away from their home port.
INNOVATION
REWARDED!
APRIL FOR ME CARD
HR&M INNOVATION AWARD
6
Running for over three years,
this service, designed by and for
employees, has supported over
500 APRIL staff members facing
challenging personal situations
by offering a single point of
contact as well as personalised,
anonymous support free of
charge.
7
2018 CRISALIDE NUMÉRIQUE
REGIONAL AWARD
(BRITTANY, FRANCE)
Awarded in the ‘Digital product’
category for this application
co-designed by APRIL Partenaires
and the Group's Innovation
department, which marks a first
step in on-demand insurance.
40,000 surveys
In 2018, Pont Grup, APRIL's Spanish subsidiary
specialised in two-wheel insurance conducted
over 40,000 satisfaction surveys with its customers
as part of its ‘Customer Experience’ initiative
launched at the end of 2017. A strong step which
aims to assess customer satisfaction in relation
to after-sales services. Following each contact
(sales, complaints, administrative procedures, etc.),
customers are invited to express their level of
satisfaction on a scale of 0 to 10. In the event
of unsatisfactory feedback, a call is made to the
customer to find out why, apologise and try to
improve the situation. "Most customers respond
very positively to this call. They don't expect us
to call them back," explains Ivàn Dominguez,
CEO of Pont Grup.
 R E I N VE N T I N G

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

additional range of products which meet the
vast majority of their customers' mortgage
insurance requirements. In addition, we have
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
approach their customers more effectively as
well as establish a smooth working relationship
with us. In the end, it provides a comprehensive
ecosystem with products which are either 100%
APRIL or 100% managed by APRIL. Brokers can
T
US MORE COMPETITIVE”
Alan Chun 11
“ o emphasize its distinctive features,
APRIL has decided to adopt a regional
approach, through a more local, expert
market perspective.
By working actively with doctors, specialists
and hospitals in each of the countries where we
operate, we can develop an effective network
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

And that is how the APRIL model has changed;

now we are looking to offer a much broader
“ n Asia, companies are offering increasingly
range of support services and this has led us
to rethink our own way of designing products.
In the future, the challenge of this ecosystem
will lie in digitising the distribution networks
to make it fully omnichannel. We're already
working on this.”
poor health cover to their employees.
This makes our health insurance products
more appealing and enables us to stand
out more in such a highly competitive market.
We can set ourselves apart through our services
and our benefits like we did with the EasyClaim
application, which APRIL International Care
customers can use to send their medical
expenses refund requests in just a few clicks.
This helps to address other market challenges
(after pricing), namely the digital revolution
and policyholders' increased mobility.”
 20 18 ACTIVIT Y R EPOR T

12
 TAKING A BOLD
ATTITUDE

D
Independence. Determination. Ambition.

aring to go where our

competitors won't, APRIL
has always been an innovator,
aiming to surprise its
customers but also and above
all to change the face of insurance
by taking an original approach to the
market.

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.

Today, this means extending its role

further in the insurance value chain
and decisively opening up to new
value-creating opportunities in a
wider ecosystem. A genuinely bold
attitude underpinned by a strong
entrepreneurial desire.

This is achieved by being increasingly

agile, changing position, testing,
recognising and rolling out the right
ideas at the right time.
B R OA DE N IN G T H E S CO PE OF OUR WORK

8
HIGHLIGHTS

THE APRIL GROUP LA CENTRALE DE

FINANCEMENT IN FIGURES
BUYS A 54% STAKE
IN LA CENTRALE TOP 3
French home
DE FINANCEMENT loan providers.
20 18 ACTIVIT Y R EPOR T

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

THE PROPERTY MARKET,

CENTRAL TO APRIL'S
GROWTH
At the beginning of 2018, the French mortgage
insurance market was once again shaken up, following
the final ruling of the French Constitutional Council
to increase consumers' rights by making it easier
for them to change mortgage insurance provider.
Completely open to competition, this market has
been estimated by McKinsey to be worth between
€600 million and €1.4 billion, which is now able to
‘change hands’, clearly encouraging the arrival of new
operators, new products and a new pricing structure.
This decision, which encourages the various banking
and insurance providers to take a more innovative
approach, also helps meet customer requirements
better and makes local brokers' advisory role even
more central to the debate.
APRIL is aware of this and has been working more
closely with brokers since 2014 to support their
career development, help with their advisory duty
and offer end customers bespoke services which
make things easier, such as the completely digital
process for taking out mortgage insurance, launched
in 2017.
Building on this, APRIL has also started to work
with a wider real estate ecosystem, for example by
developing a partnership with the property listings
website Logic-Immo to establish its digital presence
and get as close as possible to the property
purchase completion stage.
 10
11
CANADA:
WITH BENECAID,
APRIL OFFERS A
COMPREHENSIVE
RANGE OF
PROPERTY &
CASUALTY AND
HEALTH-PERSONAL
PROTECTION
PRODUCTS
The APRIL Group has continued to expand its long-
standing expertise internationally to help secure
its market positions in one of its priority markets
internationally, as demonstrated by the acquisition
of Benecaid in Canada, in April 2018.
WHO? Benecaid is a management-broker specialised
in group health cover for small businesses.
HOW MUCH? 53 staff members, 22,000 policy holders
and €60 million in premiums.
WHAT? Benecaid was selected for the complementary
nature of its models, business areas and geographic
locations with those of APRIL in Canada (wholesale
property and casualty broker in Quebec and Ontario).
This acquisition has enabled the Group to continue
developing and diversifying its operations in Canada,
over and above property and casualty.
In addition, APRIL and Benecaid share a strong
customer-centric approach and a close relationship
with their networks of independent distributors, by
offering innovative solutions and personalised support.
BR OADEN IN G THE SCOPE OF O U R WO R K
BELGIUM: ELITIS
PROTECTION
BOLSTERS
APRIL'S MORTGAGE
INSURANCE RANGE
APRIL bought a 49.9% stake in Elitis Protection, a
wholesale broker specialised in mortgage insurance in
Belgium. This has enabled the Group to capitalise on
the many similarities between the Belgian and French
12
markets, on Elitis Protection's wide-reaching brokering
network as well as its efficient, fully-digital, policy
handling and subscription tool.
20 18 ACTIVIT Y R EPOR T
MON COUP DE POUCE
EN CAS DE COUP DUR
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
IS EXTENDED
TO BUSINESSES AND
LOCAL AUTHORITIES 15
In 2018, the APRIL Group decided to
offer its APRIL FOR ME card, which
has been in operation for three
years for its own staff, to businesses
and local authorities committed to
improving quality of life at work and
keen to support their staff members
through life's challenges (disability,
divorce, excessive debts as well as
support to find social housing). To date,
40,000 employees have benefited
from it. This comprehensive service is
now available as a white label product.
“In an increasingly competitive and
regulated insurance market, this type
of service package establishes trust
between companies and their staff
members and can be used to attract
and foster loyalty among applicants
and employees," explains Fabienne
Ernoult, Executive Officer for CSR
and the APRIL Foundation.
B R OA DE N IN G T H E S CO PE OF OUR WORK
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.
MAKING THINGS EASIER FOR PHARMACISTS
The result of a partnership between APRIL Entreprise
Solutions and Sterling Pharma, the Conseil Santé
application sends prescriptions directly to pharmacists,
making it easier for them to prepare orders for their
customers.
PROFESSIONAL PROTECTION INSURANCE
GOES DIGITAL
The online protection insurance process is a new digital
service offered by APRIL Santé Prévoyance.
It makes medical screening for professional protection
insurance easier by offering online medical procedures,
with an immediate answer in 80% of cases as well as a
tailored assessment of the cover price.
20 18 ACTIVIT Y R EPOR T
PULSE, AN
14
OPPORTUNITY
TO EXPERIMENT
16
IN-HOUSE
THE APRIL GROUP'S NEW COLLABORATIVE
INTRANET WAS ROLLED OUT FOR ITS
3,900 STAFF MEMBERS IN MARCH 2018.
13
BETTER COMPREHENSIVE COVER FOR RETAILERS
Modulos Pro offers a range of modular cover tailored
to suit the particular aspects of each profession,
such as delicatessens, bar owners and tobacconists,
bakers, hair dressers and florists. A new clientele for
APRIL Partenaires with very specific requirements
related to their businesses (managing stock, catering
equipment, etc.).
MORE OPEN TO NEO-PROFESSIONALS
They may be recently retrained artisanal pastry chefs,
translators, dressmakers or wine bar managers.
They may be retailers, freelancers or startups. In 2018,
neo-professionals flooded the market and APRIL has
taken an interest in these new, self-employed and
decidedly-digital customers. In 2019, new products
will be coming out to address them.
Available in
4 languages
(French, English, Spanish
and Portuguese).
> 90
communities set up to
facilitate communications
within each company,
project or business area.
700
unique visitors per day
on average.

EXPERT
INSIGHTS
Roger Mainguy
Chairman-CEO of the
APRIL Group’s Health-
Personal Protection division
“OPEN INNOVATION
IS OUR SPRINGBOARD”
“WE ARE STARTING TO
“
WORK IN PARTNERSHIP
WITH BANKS ON HOME
LOANS”
C
“ lose to 200 billion home loans were
issued in 2018; real estate is a key
market for APRIL and what's more it's
undergoing major changes. Legislators
in France have indeed been trying for over
ten years to break down the barriers, with
the Hamon Act and then the Bourquin
amendment. We are delighted about this.
Today, we are working on moving up the value
chain, for example through La Centrale de
Financement, a mortgage provider.
While there are no plans at all to buy any
property sales networks, it is interesting for
APRIL to get closer to the stage in the property
purchase process when buyers need mortgage
insurance. What we are aiming to do is broaden
our ecosystem, similarly to what we have done
with the multi-brand mortgage insurance
platform.
Today, we are no longer simply a mortgage
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.“
BR OADEN IN G THE SCOPE OF O U R WO R K
Laurence Willems
Director of Innovation and
Strategic Marketing for the
APRIL Group
W
20 18 ACTIVIT Y R EPOR T
hat is known as the gig economy
in the English-speaking world
took off in France in 2018,
gradually pulling apart the
job market. These new entrepreneurs
from across the generations, referred to as
neo-professionals, face issues related to their
work and fluctuating income to which current
insurance frameworks, with their annual
premiums and contracts, are not suited.
At APRIL, we immediately associated this 17
with on-demand insurance. From a budding
entrepreneur with a project every three
months, to a student making ends meet as
a freelancer, they all need insurance to be
tailored to their way of working. That is where
our ability to innovate comes into play, in order
to pre-empt new consumer trends and tailor
our insurance products and distribution modes
to them.
We will set to work on this in 2019; by
continuing, as we always have, to take an open
innovation approach; by working in this way
with our own ecosystem, but also by capitalising
on new methodological and technological
approaches used by startups.“
 20 18 ACTIVIT Y R EPOR T

18
 AN APPROACH CENTRED
ON AGILITY

Focus. Independence. Trust.

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.

In 2018, the Group therefore decided to

turn the new regulatory situation into a
tool to help strengthen the support it
offers, keep working to make insurance 19

easier and further improve the quality

of advice ultimately offered to its
policyholders.

How have we remained agile for

30 years? Thanks to the curiosity of
the teams, their commitment, their
efforts and their eagerness to see
customer relations in a new light.
Thanks to everyone, both internally
and externally, focussing their attention
on always learning from others and
never standing still.
A DJ U ST IN G A N D RE A DJUS T I NG FOR OUR C US TOM ERS

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

PRICE” In 2018, the APRIL Group faced new regulatory

restrictions in a great many of its markets.
Firstly, in France, with the Bourquin amendment;

“
W
e are well aware that the best
product is not necessarily the
cheapest one, but one which
best meets the needs of each
customer, at the best price. Our challenge
lies in offering both — an acceptable price
20 for customers and an advantageous level of
cover. While the trend seems to be to add an
array of services to personal medical insurance
products, we would rather opt for cover
which is not overloaded with additional, less
relevant services and promote those which
are really valuable to customers, while taking
into consideration new practices, such as
telemedicine," says Pascale Ohnona, Deputy
Sales Director at APRIL Santé Prévoyance.
in Europe also, with the General Data Protection
Regulation (GDPR) and the Insurance
Distribution Directive (IDD); further afield in
Canada with debates on the Pharmacare plan
as well as in Asia, and more specifically Thailand,
where APRIL developed a local medical insurance
solution for ‘impatriates’, in response to tougher
local insurance distribution conditions.
All these changes were closely monitored by the
APRIL teams and plans drawn up well in advance
to make sure it could offer support to its broker
customers as well as their policyholders, whether
private individuals, professionals or businesses.
The Group's Extranet, APRIL ON, now offers its
broker-distributors a needs analysis tool to help
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.

NEW RISKS
AND NEW
APPLICATIONS
IN PROPERTY
& CASUALTY
INSURANCE
Agility and innovation lie once
again at the heart of the APRIL
teams' work and planning so they
can insure new risks every day.
E-sport
It's unprecedented! APRIL International Voyage
is the first company to offer specific insurance for
e-sports players. Designed by and for the players,
it is completely tailored to the needs of the
850,000 amateurs and professionals in France.
Cyber-risks
The APRIL Entreprise teams have taken a preventative
approach, based both on identifying and detecting
risks by means of intrusion tests and GDPR audits,
and raising staff awareness through training courses
accessible on an online platform. The point of this
approach is to assess any specific risks (viruses, bugs,
hacking) and thereby suggest tailored support to
business owners in order to reduce their exposure
to digital risks and their potential impact.
On-demand insurance
Objhey! opens the way to on-demand insurance.
This new product enables customers to insure their
leisure items (a guitar, a pair of skis, etc.) easily, by
simply sending a photo via their smartphone and
deciding themselves on the policy's duration and
18
excess conditions.
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
In 2018, APRIL continued to
look to these agile, innovative
insurance startups which pave
new experimental and innovative
ways for the Group for the benefit
20 18 ACTIVIT Y R EPOR T
of its partner brokers and their
policyholders.
SIMPLIS
›F
 rom supporting its launch in 2016, the APRIL Group
is now helping to develop the leading community
insurance company dedicated to the self-employed,
which offers a simple, online experience.
TESTAMENTO
›T
 he French startup specialised in inheritance planning,
compiles an online register of the last will of customers 21
who have taken out funeral insurance with APRIL.
ROAD-B-SCORE and in-depth knowledge of customers
›T
 his startup, a subsidiary of Aviomex, uses behavioural
analysis to allocate scores to young drivers using
information gleaned from social networking sites.
In 2019, the partnership will be entering the POC phase.
APRIL will analyse Road-b-Score's profiling to offer
certain prospects its AUTOPRIMO car insurance
dedicated to young drivers.
ARTUR'IN
›T
 his solution to manage communications channels
helps brokers to optimise their social network feeds.
ASSURDEAL
›T
 his long-standing partner helps brokers take over
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

ACCESSIBLE survey also show a rise in the customer satisfaction

figures for businesses and policyholders. This survey,
conducted every year since 2011, helps APRIL to
FORMATS TO understand their expectations better and to continue
developing its precious means of hearing their views.

MAKE INSURANCE As part of its Customers at Heart project, APRIL Santé

Prévoyance set up the “Voice of the Customer” function
EASIER in 2018. A means of communicating customer feedback
to the APRIL teams, it covers every communications
channel to consolidate requests, pass on both
positive and negative comments, and work with each
department to come up with solutions.
20 18 ACTIVIT Y R EPOR T

Alongside this, the Group set up a Twitter account

in 2018 to allow customers to voice their opinions,
@_MonAPRIL, with the aim of making communications
smoother and ensuring a quick response to any
requests or questions.

By training, communicating with and informing

brokers and employees as well as customers,
APRIL continues its quest to decipher insurance
and keep making it more accessible and easier.
MYHEALTH
22
With this in mind, throughout the year, the Group
developed company webinars, broadcast its
senior managers' opinions through a series of
brokering podcasts and expressed its point of BUSINESS,
view on april-minds.com, the first ever opinion
blog in the sector.
This open learning process has reached an
THE INTERNATIONAL
international audience. APRIL Brasil Broker
offers a case in point, as the teams filmed a MEDICAL INSURANCE
series of informative videos, the format of which
was highly acclaimed by brokers. Elsewhere,
in Senegal, a road safety awareness raising
SOLUTIONS FOR SMES
campaign was launched by APRIL in association
with the New Road Safety department.
Today, the successful international expansion of
a company, regardless of its size, not only depends
on its business and the economic situation, but
also how it manages staff mobility, and all the more
so as companies are responsible for their staff
members' health and safety abroad at all times.

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.

EXPERT
INSIGHTS
Ivàn Dominguez
CEO of Pont Grup
“AT PONT GRUP,
WE EPITOMISE
CUSTOMER SERVICE”
“
I
nsurance is an intangible good. Our role
is therefore to prove its worth and to make
it simpler, by offering our customers services
which exceed their expectations.
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
of their policy, the reason they have contacted
us or the channel they used to get in touch
with Pont Grup.
When someone takes out a policy with Pont
Grup, one of our staff members is assigned
as their personal assistant throughout the
duration of their contract. They are on hand
to help them at every stage, from making
payments to making claims, and each time,
despite the fact that we have robots, digital
channels and new technologies, there is always
a real person there for the most important
moments.”
ADJUSTIN G AN D R EADJUSTIN G F OR OUR C U S TO ME R S
Stéphanie Dorléans
Head of Customer Loyalty
and Experience at APRIL
Santé Prévoyance
20 18 ACTIVIT Y R EPOR T
“CUSTOMERS AT HEART:
STAFF IN ACTION TO
IMPROVE THE CUSTOMER
EXPERIENCE”
T
“ he Customers at Heart programme has
involved rolling out awareness raising
tools for the teams and the means 23
of listening attentively to customers,
in order to improve the customer journey in
terms of tools, communications and interaction
with our teams. ‘Voice of the Customer’,
which embodies this ambition to be attentive
to everyone, connects customer feedback
to the company's different departments.
Multi-channel, constructive feedback is
systematically sent through about any area
of concern. This can sometimes include major
improvement projects, which require specific
tools to be developed or transformed, but also
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

Care. Commitment. Support.

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.

The Group has therefore improved quality

20 18 ACTIVIT Y R EPOR T

of life at work and developed artificial

intelligence tools to work on relational
intelligence in order to improve customer
relations and how attentive we are to
their needs. It also draws on the incredible
commitment of its staff members and
their eagerness to be enterprising in
24
order to foster agility and a team spirit.

Keen to listen to what our partners

have to say, APRIL has also increased
its contact points with operators in the
market. By using digital technologies and
useful, agile tools, the Group has forged
increasingly closer and stronger ties with
its brokers and supports them in their
daily work, down to helping with their
advisory duty to policyholders.

Ultimately, regardless of the issue,

APRIL's business remains firmly focussed
on people.
MAKING
OUR
WORK
20 18 ACTIVIT Y R EPOR T

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

thanks to artificial intelligence and the continual

emergence of new digital tools.

HOW IS APRIL RESPONDING?

By focussing more than ever on fundamental listening
skills and the level of customer service. This means taking
advantage of chatbots and other technological tools not
to replace the human element but rather to reposition
it at the heart of its added value, moving from ‘policy
handling’ to ‘customer relations’. In a market which has
become multichannel, indeed omnichannel, by finding
26 new ways of managing customer relations in order to
communicate personally with everyone, whenever and
via whichever channel they prefer, while leaving a greater
degree of freedom and scope for offering advice,
developing human relations and empathy.
To nurture the strong ties it has developed
with its brokers since the very beginning,
in 2018 the APRIL Group placed the emphasis
firmly on human relations by organising a
30th anniversary tour to visit 1,045 partner
brokers throughout France. This tour was
organised in addition to the visits and
events held throughout the year to reach
out to distributors, as well as the many tools
developed to support them in their work.

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.

MORE RELEVANT INFORMATION MORE RELEVANT TOOLS

In a world of information overload and highly
complex new regulations, the ‘Kiosque’ on
APRIL ON now brings together in one place the
best information selected by brokers (products,
regulations, legal information, market news, etc.).
A collection of topical guides is available to brokers
to help them conduct their daily affairs, offering
precious guidance for key times in their business
development such as 'setting up a brokering firm'
or ‘buying and selling a brokering portfolio’.
26
MAKIN G OUR WOR K PEOPL E -F O C U S E D

THE GROUP TAKES

AN INNOVATIVE
WHEN THE APRIL APPROACH TO
TEAMS WORK RECRUITMENT WITH
ON BEING MORE ‘EXPERIMENTAPRIL’

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.

›T
 he Digital & Movin'Days, from 11th to 13th
December 2018: three days of conferences, practical
workshops and time for networking, organised in
Lyon and broadcast live in the Group's other French
entities, in Paris, Tours and Fougères (Brittany),
offering APRIL staff the chance to get to grips with
the digital revolution, understand its impact and
discover what the Group is already doing in terms
of digital innovation.
›T
 he APRIL Insurance Challenge was organised as
20 18 ACTIVIT Y R EPOR T
on its ExperimentAPRIL programme. The aim
is to invite them along to the headquarters so
they can experience APRIL from the inside, by
spending a day completely immersed, involving
round tables and rewarding discussions between
future applicants and managers, right where
it all happens. The Group has planned more
ExperimentAPRIL sessions for 2019.
27

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

AT APRIL,
WE ARE
Since June, the APRIL Group has been working on
the ‘APRIL Well@work’ plan, whose ambition is two-
fold: to meet the company’s regulatory obligations in
terms of QWL and more broadly to put a social model
in perspective combining well-being, progress and
prevention. The scope of this project, involving the
Legal department, the HR Development department
BOOSTER:
STAFF ENGAGEMENT
EVEN HIGHER
The success of a company also lies in the
engagement of its teams. The APRIL Group's
positive dynamic has been demonstrated once
again this year in the findings of the engagement
survey conducted every year with the Group’s
3,900 staff members.

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

and harmonise initiatives in three areas:

increase this year of over 50%
1. MY WORKING ENVIRONMENT: this covers working
qualitative verbatim accounts.
practices (physical and mobile), work-life balance,
working together (diversity, non-discrimination,
disability, etc.) and vulnerability.
2. MY PERSONAL DEVELOPMENT: this part promotes
skills and career development, and establishes new
management modes fostering agility, initiatives,
creativity and co-construction.
7/10
engagement for the Group,
28
3. MY HEALTH: this part, led by the APRIL Foundation, up 0.1 from 2017.
offers advice and services related to prevention and
health (particularly focussing on nutrition, physical
activity and stress). 7.8/10
The index of confidence in the Group's future

“
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.

EXPERT
INSIGHTS
Claire Fabre
Director of APRIL Courtage
“UNDERSTANDING
BROKERS IS A FIRST
STEP ON THE WAY TO
SUPPORTING THEM”
“
T
oday, all insurance companies voice their
thoughts on regulations. What we want
to do is to go one step further for brokers,
taking a clear, informative, useful approach
to reassure them and help them keep working
in good faith.
Our strength, what sets us apart, is how well we
understand them, and we work hard to maintain
and develop this every day. By meeting with them
year-round, conducting surveys, listening to what
they have to say. By monitoring developments in
their business and their issues, with them and for
them.
In practice, we have developed relevant tools
and solutions which are appropriate to the specific
situation of brokers, whether they are setting up
in a new market and looking for training or looking
to buy or sell a customer portfolio.
We have gone beyond simply supplying
products by helping them to develop their
business. The creation of our multi-brand
platform using open architecture is a
logical outcome of this; it helps embed
and strengthen our supportive position.”
MAKIN G OUR WOR K PEOPL E -F O C U S E D
Karim Taalbi
Deputy CEO of APRIL
Partenaires
&
Véronique Galdin
Director of HR
Development and the
20 18 ACTIVIT Y R EPOR T
APRIL University
“TECHNOLOGY ALLOWS
US MORE HUMAN RELATIONS”
Karim Taalbi
“
A
rtificial intelligence, digitisation and the
industrialisation of certain processes by
robots show that everything is being done
29
to improve and facilitate human relations,
so that our staff members have more time to
devote to addressing customer requirements.
A customer service officer or advisor may have
to deal with difficult situations and substantial
claims. They need to take time to understand
the situation, manage their emotions without
going overboard, adopt the right manner
and adjust their approach accordingly.”
Véronique Galdin
“
T
hese technological tools do indeed help
us to give value to the role of customer
service, assist staff members and improve
emotional intelligence, in order to keep
offering even more tailored solutions.
The time saved on automated tasks frees up
time to listen better, putting staff at the centre
of a personalised relation which adds value
for customers.”
 SOCIAL
DATA

STAFF PER CONTINENT GENDER

DISTRIBUTION

Asia 3.2% WOMEN | MEN

Africa 2.2%
North
America 4.2%

South
America 12%
35%
20 18 ACTIVIT Y R EPOR T

65%

Europe 78.4% Total Workforce

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)

BY DIVISION BY TYPE OF REVENUE BY GEOGRAPHY

Property & casualty Insurance International

13%
38% 25%

20 18 ACTIVIT Y R EPOR T
62% 87% 75%

Health & personal protection Brokerage France

31
KEY FIGURES

SALES IN €M CURRENT EBIT IN €M

928 997
861 76 69 78
798 73
766
65

2014 2015 2016 2017 2018 2014 2015 2016 2017 2018

EARNINGS PER SHARE IN € RETURN ON EQUITY

1.04 0.98 7.1%

0.90 0.70 6.3%
0.50 6.5% 4.5%
3.3%

2014 2015 2016 2017 2018 2014 2015 2016 2017 2018
 GOVERNANCE
BOARD OF DIRECTORS

BRUNO ANDRÉ BERNARD CHIARA

ROUSSET ARRAGO BELLETANTE CORAZZA
Chairman Board director, Board director, Board director*,
of the APRIL Group Chairman of Axeria iard, Managing director CEO of Women’s Forum
APRIL Mediterranean, of EM Lyon
Axeria Assistance
and Axeria Re
20 18 ACTIVIT Y R EPOR T

DOMINIQUE JEAN-PIERRE RACHAEL STÉPHANE

DRUON ROUSSET HUGHES LOISEL
Board director*, Board director, Board director*, Board director, ­Professor
Chairman Evolem Entrepreneur at ISFA (Institute of
and Founder ­Financial Science and
of Aliath ­Insurance, Lyon, France)

32

PHILIPPE FABIENNE DOMINIQUE JACQUES

MARCEL
Board director*,
Chairman of MG Fil
Conseil
*Independant Board Director
ERNOULT TAKIZAWA TASSI
Board director, Board director*, Board director*,
Executive officer for Company secretary Chairman of the
CSR and The APRIL at bioMérieux Handicap International
Foundation Federation

To stay in contact, go to:

APRIL-ASSURANCES

ASSURANCESAPRIL

@GROUPEAPRIL