1. OPEN CHALLENGES FOR THE
(MUTUAL/COOPERATIVE) INSURANCE SECTOR
Jaime Urcelay
Professor of HR and CSR (CE. Garrigues – Madrid)
Managing partner at TantoQuanto
Madrid, Spain
10-11 October 2011

2. Consolidation and
universalization of the
CSR movement
Changes in management
and business models
Financial crisis and
collapse of trust
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3. Consolidation and
universalization of the
CSR movement

4. Consolidation and
universalization of the OVERVIEW
CSR movement
Paradoxes in the CSR movement.
The CSR is no longer an exclusive approach of social economy
companies. General acceptance of the link between CSR and
business competitiveness and long-term sustainable development
of our world.
Consolidation of CSR good practice in all sectors and company sizes.
Political momentum and stabilization and coordination of CSR
standards and indicators.
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5. Consolidation and
universalization of the OPEN CHALLENGES
CSR movement
The CSR is inherent to mutuality.
Taking care of the mutual / cooperative culture of our business as a
differentiating advantage in the new environment.
To value and develop CSR policies and practices: manage, measure
and communicate ICMIF Report 6 key areas.
Imperative of excellence in management for mutual / cooperative
insurers. Quality / Efficiency operations to meet the first CSR
condition: to be a good company.
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6. Changes in management
and business models

7. Changes in management
and business models
OVERVIEW
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8. Changes in management
2. 1. Digital revolution and the
and business models social networks
“We are in a very, very primary state in digital revolution.
We are overestimating the short term and
underestimating the long-term. The long-term effect is
that the digital revolution will change the governments
and markets completely . The change will be so deep
that we can not even imagine at the moment and this
can happen in 50 years, I do not know when exactly.
Joichi Ito, MIT Media Lab Director, El País 10/07/2011

9. Fuente: “The Future of HR in Europe. Key challenges through 2015”, BCG/EAPM, s/f.
and business models
Changes in management
2. 2. “War for talent”

10. Changes in management 2. 3. Customers and other
and business models
stakeholders in the Era of
Collaboration
Markets are conversations: customer intelligence, interaction,
partnership, networks…
Innovation comes mainly from abroad.
The volatility of the environment requires an ability to adapt
quickly: tailored offers and adapted to customers and
segments, pricing policy, product development, new channels
...
The new value of the brand reputation.

11. Changes in management 2. 4. The new management
and business models
1. Ensure tha the work of management serves a
higher purpose.
2. Fully embed the ideas of community and
citizenship in management systems.
3. Reconstruct management’s philosophical
foundations.
4. Eliminate the pathologies of formal hierarchy.
5. Reduce fear and increase trust..
6. Reinvent the means of control.
7. Redefine the work of leadership..
8. Expand and exploit diversity..
9. Reinvent strategy making as an emergent
process.
10. De-structure and disggregate the organization.
Fuente: Gary Hamel, Moon Shots for Management, HBR, February 2009.

12. Changes in management OPEN CHALLENGES
and business models
Leading from the Culture and shared values.
The human team as a priority.
A new leadership style: open, participatory, distributed…
service focused.
Defining new models of relationships with stakeholders,
integrated CSR approach.
CSR as a platform for innovation.
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13. Financial crisis and
collapse of trust

14. Financial crisis and OVERVIEW
collapse of trust
Gaps and limitations of the current economic and business
model.
A loss of trust in the markets that fully affect the financial
sector and, in some countries, insurances.
The new emerging social values.
Insurance, a key factor for the safety and welfare.
Where are we at CSR, where are we going?
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15. Financial crisis and OPEN CHALLENGES
collapse of trust
Our first responsibility is the human being and its dignity. No
choice.
Review the basics of CSR: ethical sense of economic activity.
What is the purpose of our companies?
Insurance companies: the need for a CSR focused in products,
inserted into the value chain.
The new role of mutual / cooperative insurance.
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16. Consolidation and
universalization of the
CSR movement
Changes in management
and business models
Financial crisis and
collapse of trust
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17. CONCLUSION
The challenge of humanization of the economy makes mutual /
cooperative model a paradigm of an integral culture of
excellence, able to balance economic efficiency and social and
environmental performance.
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18. Thanks!
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