#103 - El Mundo MAPFRE · MAPFRE is transforming itself to continue being the trusted global insurance company. The new 2019-2021 Strategic Plan provides the framework for us to be

Strategic Plan 2019-2021. We are transforming

in order to keep growing

NEW RECRUITMENT PROJECT

THIS IS THE ERA OF THE GENIUSES

WELCOME, SAVIA, THE NEW WAY TO LOOK AFTER YOURSELF

THE WORLD OF MAPFRE | FIRST QUARTER | #103—2019

#103

THE WORLDOF MAPFRE

THE WORLD OF MAPFRE#103 3

P R E S E N T A T I O N

I’m relying on you. GO! You transform MAPFREWith these words Antonio Huertas concludes his contribution to the cover story in this issue of our magazine, in which he outlines the Strategic Plan for 2019-2021. In MAPFRE we continue transforming ourselves to crystallize our vision of being the trusted global insurance company; we tell you all about it here.

It is, without a doubt, the main theme of this issue, but we also tell you how MAPFRE is tackling challenges such as talent and mobility issues, and outline the new job profiles and key factors of the new Recruitment project, which seeks to transform internal mobility and the selection of external talent.

In these new times, looking after yourself no longer means seeking treatment when you fall ill. We welcome Savia, the digital health services platform that enables anyone to take control of their health and manage it from the palm of their hand.

The leading actors in this issue have been in MAPFRE for over 30 years and they talk about spending virtually their whole working life in the MAPFRE Group and how the company’s intense transformation over these years has affected them.

In this edition we also present the Women’s Leadership Network in Spain, Brazil and the United States, and offer you tips on how to be ‘greener’ in the office, initiatives that highlight our commitment to equality and sustainability.

With regard to innovation, you can find out all about the intrapreneurship process that has been ongoing in recent months – welcome to the Era of the Geniuses – and the 27 finalists of the second edition of the Fundación MAPFRE Social Innovation Awards. We transform society by improving people’s lives.

To round off all these topics, we have an analysis by Economic Research of the GIP-MAPFRE indicator and an interview with our provider and client Walmeric. You will also find the special supplement with the speech by our Chairman and CEO at the Annual General Meeting. In addition to an assessment of how the year 2018 went, he offers an overview of our expectations and work plans for the different business units around the world, as well as details of the aspirational goals we are going to pursue over the next three years.

Thanks for reading and remember that we look forward to receiving your comments via our digital edition https://www.elmundodemapfre.com/revista103/ or the Global Intranet.

45% COMMITMENT TO GENDER EQUALITY 2019–2021: AT LEAST 45 PERCENT OF VACANCIES IN POSITIONS OF RESPONSIBILITY WILL BE COVERED BY WOMEN

WE CONTINUE TRANSFORMING OURSELVES TO CRYSTALLIZE OUR VISION OF

BEING THE TRUSTED GLOBAL INSURANCE COMPANY; WE TELL YOU ALL ABOUT IT HERE

4 THE WORLD OF MAPFRE#103

S U M M A R Y

06 COVER STORYTransformation plus digitization equals leadership We are thus transforming to continue being the trusted global insurance company

12 MAPFRE PEOPLESomething is changing in MAPFRE. Want to find out what? We are tackling the challenge of the new internal mobility and attracting external talent

20 TOPICS“Welcome, Savia, the new way to look after yourself ”

STAFFChairman of the Editorial Board Ignacio Baeza

Director Javier Fernández González

Collaborators on this issue were Pablo Fuentes, Joaquín Hernández, Nuria del Olmo, María Jesús Pérez, Sara Torres

Edition Violeta Mateo Román

Published by MAPFRE Corporate Communication

Design and Layout Moonbook

Distributed by Editorial MAPFRE, S.A. Ctra. Pozuelo, 52 28222 Majadahonda, Madrid Tel: 91 581 53 59 [email protected]

Printed by Gráficas Monterreina

Legal Deposit M.1.017-

ISSN 1132-

RATE OUR ARTICLES AT www.elmundodemapfre.com/revista103

WE LOOK FORWARD TO YOUR COMMENTS AT OUR DIGITAL EDITION

#103


S U M M A R Y

26LEADING ACTORSThree decades in MAPFRE Our seven protagonists tell us what it means to them having spent their whole working life in MAPFRE

34 COMMITMENTMAPFRE Women’s Leadership Network

38 KEY ISSUES

Are you “Eco” in the office?

58 PRIZES AND ACCOLADES

60 FOUNDATION27 innovators eager to transform society

FURTHER INFORMATION IN OUR DIGITAL EDITION

44REPORTEconomic Research launchesGIP-MAPFRE, an indicator that gauges insurance potential around the world

49 STAKEHOLDERSInterview with Antonio Fernández, CEO of Walmeric

52 INNOVATION innova, a revolution in the heart of MAPFRE through intrapreneurship


C O V E R S T O R Y

TEXT PABLO FUENTES | ILLUSTRATIONS ISTOCK

MAPFRE is transforming itself to continue being the trusted global insurance company. The new 2019-2021 Strategic Plan provides the

framework for us to be a more agile, efficient, innovative, profitable company. Your participation is key.


C O V E R S T O R Y

Transformation plus digitization equals

LEADERSHIP

“Digitization and transformation are key to our progress. This transformation will be present in everything we do, i.e. it will be transversal, serving as a true accelerator throughout all areas of our company.” This is the basis of MAPFRE’s new Strategic Plan for the period 2019-2021, as our Chairman and CEO, Antonio Huertas, explained in a video posted on the Intranet late 2018 for all of the Group’s employees around the world.

With the motto “We’re transforming for growth and improved profitability”, the new strategic plan is the framework for better prioritizing our objectives and initiatives, and being a more agile, efficient, innovative, profitable company. Earlier this year, via the Intranet we outlined certain details of this new Strategic Plan through a global communication plan, which will continue over the coming months with specific campaigns dedicated to the three strategic pillars and their respective initiatives: Client Orientation (Focus on the Client, Digital Health, Digital Business Plan, SAM 3.0 and Major Cities), Efficiency in

Technical and Operational Management (Global Operational Efficiency Model with Advanced Analytics), and Culture and Talent (Digital Challenge).

Within the framework of the new plan, growth and profitability will remain the focus of our path toward change, relying on the values we all share and which have always characterized MAPFRE: Solvency, Integrity, Vocation for Service, Innovation for Leadership, and Committed Team. The time has now come to advance further in order to

maintain our leadership, which entails being an even more client-focused, competitive, sustainable company.

We are guided along this path to transformation by our Agenda for Change which sets out the top ten priorities of our strategy. The aim is for this agenda to include a profitable growth model that prioritizes the efficient use of capital and the payment of dividends; we are going to implement rigorous cost control plans that offer us competitive, profitable,

STAY TUNED TO THE GLOBAL INTRANET FOR MORE ON THE NEW STRATEGY

GROWTH AND PROFITABILITY REMAIN THE FOCUS

OF OUR PATH TOWARD CHANGE, RELYING ON THE VALUES

WE ALL SHARE AND WHICH HAVE ALWAYS CHARACTERIZED MAPFRE


C O V E R S T O R Y

sustainable business models; we are also committed to acquisitions and divestments that generate value and are aligned with our strategy, as well as strengthening our structure and processes so as to enhance the experience for our clients.

Moreover, we are seeking more agile, integrated corporate governance which combines greater control and increased value contribution, moving toward an open innovation model that offers us competitive advantages as regards our clients, products, services and processes.

Over the next few years we also wish to avail of a global, open, flexible technology, tailored to the needs of our businesses and focused on a planned, efficient working model which enables us to achieve predictable, satisfactory results, with the emphasis on the technical aspects. And

we’re going to commit to a policy that boosts our reputation in all markets and bolsters MAPFRE’s transformational goal.

However, as our Chairman and CEO points out in the opinion piece within this article, in order to successfully tackle this transformation, it is essential that we first ensure the economic sustainability of the business, focusing on technical rigor and know-how, on training and continuous improvement, and, of course, with the client at the center of our activity.

To make this Agenda for Change a reality, we can rely on our most important asset: an international, fully committed team. Over the next few years we are going to continue advancing in order to become an open, flexible multicultural team with profiles tailored to suit our transformational needs.

OUR AGENDA FOR CHANGE

GLOBAL STRATEGIC PLAN 2019-2021WE’RE TRANSFORMING FOR GROWTHAND IMPROVED PROFITABILITY

Profitable growth, efficient use of capital

Agile and integrated governance model

Focus on Open InnovationGlobal, analytical and flexible technology

Open, flexible multicultural team

Planned and efficient work

Sustainability and reputation

Acquisitions and divestments that generate value

Organization and processes focused on the client

Cost reduction


C O V E R S T O R Y

STRATEGIC PILLARSSTRATEGIC PLAN

VOICES: HOW ARE YOU HELPING TRANSFORM MAPFRE?

Over the coming months, specific campaigns will be launched on the Global Intranet for each of the three strategic pillars. As a crucial part of these campaigns, we will be asking you to make a short video explaining how you help transform MAPFRE in your daily work, with regard to client orientation, operational efficiency, or culture and talent.

These videos will be published in a video library on the Global Intranet, where you can leave comments and rate them. The prize for those which receive the most ‘Likes’ for each pillar will be a full Volvo Ocean Race Kit. And the most voted video of the three pillars will receive the “Voices of the Strategic Plan 2019” prize: a tennis racket signed by Rafa Nadal. Stay tuned to the Intranet and have a go at winning!

EXCELLENCE IN TECHNICAL AND OPERATIONAL MANAGEMENTWe are striving to improve our efficiency, adapting our structure to offer an excellent service, with a global, flexible, open technology that enables us to increase our competitiveness.

CLIENT ORIENTATIONWe are a 100 percent client-focused team. We are dedicated to a competitive model, which always puts our clients at the center of everything we do, so as to be able to offer an optimal experience every time they are in touch with MAPFRE. Our aim is to get to know and comprehend our clients, fostering their loyalty; and increase productivity in all our channels, while innovating products, services and experiences for our clients.

CULTURE AND TALENTBoosting the commitment of all those of us who work in MAPFRE, we want to keep adapting to changes with new skills that enable us to successfully tackle future challenges. We keep striving to set the benchmark in sustainability. MAPFRE is a group committed to sustainable development and, in particular, the fight against climate change.


C O V E R S T O R Y

MAPFRE objectives for 2021

The new 2019-2021 Strategic Plan outlines a series of aspirational goals for this three-year period, which MAPFRE presented at its 2019 Annual General Meeting held March 8. As you can see in the graphic, the objectives focus on profitable growth and value creation for our shareholders, on our drive to promote efficiency and innovation, as well as the company’s commitment to sustainability and diversity.

Strategy Communication Plan The success of our road map for the next three years relies on the participation and commitment of each and every one of us. This is why it is so important for everyone within the company to know and fully comprehend the fundamental messages and objectives of our strategy. To this end, since late 2018, we have been deploying a Global Communication Plan to inform the whole organization of the strategic initiatives and the progress being made, as well as to align them with the attainment of our objectives.

The communication plan for this Strategy, whose major elements are outlined below, includes important innovations:

• Strategy Section on the Global Intranet, where the employee is just one click away from a dynamic, highly visual overview of the main contents of the Strategic Plan and all the news about its progress.

• Personalization, in this Strategy Section each person will see the global contents of the Strategic Plan common to all, but can also access strategic information related to their immediate sphere, depending on their particular region, country, corporate area or business unit.

• Communication Kit, with the aim of facilitating top-down communication from managers and team leaders. The Kit includes the contents needed to explain the new Strategic Plan, as well as a guide to messages and recommendations so as to ensure more effective communication with teams.

• Collaborative Community on the Intranet, comprising the Communication and Strategy teams from all over the world, with the aim of working in a coordinated fashion on the deployment of the Communication Plan, taking advantage of synergies and sharing best practices.

Ingresos 30.000 M€o incremento anualdel 5% en primas.

Más valor para elaccionista. ROE

promedio del 10%.

Ratio combinado.Alcanzar un promediodel 96% en No Vida.

Sostenibles.MAPFRE IBERIA será neutra en carbono en

2021.

Inclusión.En 2021 al menos el

3% de la plantillaserán personas

con discapacidad.

Índice de Cultura y Talento sea del 75%

en tres años.

Igualdad.El 45% de las vacantes

en puestos de responsa-bilidad serán cubiertas

por mujeres.

Gestión operativa.Las nuevas capacidades de autoservicio digital aumentarán en más

de 10 millones las tran-sacciones robotizadas.

Negocio digital.Aumentaremos los

ingresos un 41%hasta 2021.

Open Innovation.Aplicar las solucionesde negocio originadas

en el MOI a más de1 millón de clientes.

Aumento rentablenegocio de vida.

Las primas tendrán un crecimiento promedio

del 8%.

Clientes.El 73% negocios con

NPS® superior al pro-medio de nuestros

competidores.



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2021.



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en tres años.



por mujeres.









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en tres años.



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del 8%.



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promedio del 10%.



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en tres años.



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en tres años.



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promedio del 10%.



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promedio del 10%.



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con discapacidad.


en tres años.



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competidores.



promedio del 10%.



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competidores.

Revenue of €30,000 million

or 5% annual growth in premiums.

Expand the life business in a

profitable way.Average life risk premium growth

of 8%.

Combined Ratio,achieve an average of 96% in Non-Life.

Boost digital business

revenues over a three-year period

by 41%.

Sustainable.MAPFRE Iberia will be carbon

neutral by 2021.

Culture and Talent index of 75%.

Equality.45% of vacancies in job positions

of responsibility will be filled by women.

Inclusion.In 2021 at least 3%

of the workforce will be made up of people

with disabilities.

Open Innovation.We will successfully

roll out solutions stemming from MOI

to more than 1 million clients.

Operational management.

More than 10 million automated

transactions.

Clients.73% of business

with NPS superior to our competitors’

average.

More value for the shareholder. Average ROE of 10%.


ANTONIO HUERTAS, CHAIRMAN & CEO OF MAPFRE

WHAT CAN I DO TODAY TO TRANSFORM MAPFRE?The world is moving at great speed and, in MAPFRE, we must move at the same pace. That is why, with the new motto “We’re transforming for growth and improved profitability”, we have reinforced our strategic approach, prioritizing actions and initiatives that will enable us to achieve our main objectives. In the new strategic plan, we maintain our Mission, Vision and Values, while boosting the Agenda for Change in order to prioritize those aspects we need to strengthen or correct.

Maintaining the solid bases of our Group and the values that have always characterized MAPFRE, we are innovating in every aspect that can help us become a better company – more agile, more

advanced and more efficient – without shifting the focus from the two main driving forces behind our activity: the client and business profitability.

For this reason, even before the transformation itself, we have to take care of the economic sustainability of our business, from the perspective of discipline and technical rigor, specialist know-how in those areas of our responsibility, and ongoing training and professional development. But also without forgetting our clients, the true motivating force behind our work, the ones we have to look after, accompany and satisfy at all times.

This transformation process our organization is now embarking on is absolutely necessary if we truly want MAPFRE to fulfill its vision of being the trusted global insurance company. That is why we are changing, doing things differently, with our work always underpinned by our three strategic pillars. We are committed to a competitive model that always places our clients at the center of everything we do, to know them better and earn their loyalty, all of which calls for us to be more creative and explore new opportunities. In addition, we need to foster more efficient operating methods, which enable us to be more rigorous, competitive and technological. And of course, we wish to keep developing in order to adapt to changes and overcome new challenges. We will thus be able to continue setting the benchmark as a highly sustainable, innovative, committed company.

Everything we do at MAPFRE to be the trusted global insurance company would not be possible without the work, enthusiasm and commitment of all those who, like you, form part of this great team, of which I am so proud. This is our main competitive advantage, because we are not just another company – we are MAPFRE. That’s why it is so important for each of us to reflect on how we can help transform MAPFRE, from our own particular role and in our daily work. Thinking of new ways of doing things, or what we should really stop doing. Of how to work in a more agile, efficient, collaborative fashion with our colleagues, of new ideas and solutions that can allow us to be even more accessible for our clients.

The change has already begun; this is the here and now. We have to take a step forward to continue being a global leader. Success depends on everyone’s participation and commitment, and that is why I urge you to ask yourself the following question as soon as you enter the office every day: “What can I do today to transform MAPFRE?”

I’m relying on you. GO! You transform MAPFRE.

Best Regards.

C O V E R S T O R Y


SOMETHING IS CHANGING IN MAPFRE.

WANT TO FIND OUT WHAT?

VISIT OUR DIGITAL EDITION

M A P F R E P E O P L E



TEXT SARA ELENA TORRES HORTAL | IMAGES ISTOCK & HR CORPORATE AREA

People’s attitude when it comes to changing their job, either within or outside

their company, is changing in all respects, whether as regards the sources, tools and formats employed in the search for new kinds of job profiles, or the time

the processes take, which are becoming ever shorter. And it is up to MAPFRE to adapt to this new reality.



“It is a challenge for us, but we are working hard to expedite and facilitate this process, both for MAPFRE employees and for those wishing to join this company.” With these words, Juan Carlos Rondeau, assistant general manager of Talent and Organization, introduces us to the new Recruitment project. Our organization launched it in pilot form in November for the companies in Spain and it is already up and running globally, designed to transform our internal mobility and the selection of external talent. This will mean that we can count on the best talent for the organization and be more sustainable in the medium and long term.

How are we tackling this transformation?In the first place, by placing people at the center of the strategy, because the needs of those contemplating a change are the priority.

As for mobility, we start by changing the very concept, reducing it to one single notion, whether it be local or global.

You are responsible for your own development and, through mobility, MAPFRE is offering one of the leading tools for career advancement. Have you ever considered all

the benefits that mobility has to offer?

• You grow professionally, as you enrich your job history (by engaging with other businesses, projects, tools, etc.) and experience other realities and dynamics that enhance your knowledge, vision and ability to come up with solutions; you learn how to respond better when faced with new situations and people, and you get a broader vision of the company on leaving your comfort zone

• And you also grow personally, because you increase your communication skills and empathy, expand your relationships, and boost your respect and tolerance in the face of new realities

We make things easier for you: with one-stop access to information and vacanciesWe want to take care of every detail of your experience with the new mobility. For this reason, this new system makes things easier for you by establishing one single place where you can do everything: access all job offers, apply for vacancies in your country (Local) and certain vacancies in other countries open to candidates from all the countries (Global).

Available to you in People, this tool – developed using the

WE ARE STRIVING TO OFFER SOMETHING DIFFERENT TO THE PEOPLE WHO WORK AT MAPFRE OR WHO WISH TO JOIN THIS COMPANY



WHAT CAN YOU GAIN FROM WORKING IN ANOTHER COUNTRY?

IT ENRICHES YOU PERSONALLYIt opens your mind, making you more tolerant and respectful as you get to know different cultures and ways of life

YOU IMPROVE IN THE OTHER LANGUAGEYou may even learn a new one!

IT IS A CAREER OPPORTUNITYThat boosts and reinforces your self-esteem, given that it is a huge challenge and the company has put its faith in you

IT INCREASES YOUR CREATIVITYYou leave your comfort zone and have to face new situations which put all your creativity and ingenuity to the test

YOU LEARN HOW TO COPEIn a work environment distinct from that which you are used to with people of other nationalities, forcing you to adapt your behavior to suit the host country

IT IS A GREAT OPPORTUNITY FOR YOUR FAMILYShould they choose to accompany you on this adventure

1 2 4 5 63



SAP SuccessFactors solution – can be reached in two ways:

• From the “Your Opportunities” section, which has been redesigned.

• By clicking on the SuccessFactors icon on the home page and, shortly, from your smartphone too.

The internal candidate: always firstMAPFRE’s quest for the best talent starts within the organization. The selection processes always begin with the employees who have applied for a vacancy, followed by a proactive search among those candidates seeking a transfer (having indicated this in their mobility preferences), always on the basis of the principles of equal opportunity and non-discrimination.

To offer you the best experience and ensure you have all the information, we have redesigned the “Your Opportunities” section, the area within People dedicated to mobility, around the new Recruitment concept.

We have also created the “Path to Mobility” (see page 15), a journey on which you will learn about each of its stages and what you may encounter. This is accompanied by testimonies from peers who share their

experiences, answer any questions you may have, and explain how enriching it can be to make this move and “try out” internal mobility or other international mobility experiences – International Career and Temporary Mobility – whereby MAPFRE seeks employees among its workforce to cover strategic positions in any part of the world. In addition, it places at your disposal direct access to all company vacancies.

Remember that, from Human Resources, we wish to be constantly at your side, making it as easy as possible for you to undertake this adventure.

What can this new tool offer you?• Different filters – whether

by keyword, the level or function of the job position, company or country – to quickly find the offers that most interest you

• Create alerts based on your preferences

• Consult those processes in which you are participating

• See your history of participation in processes

• Save those offers that interest you so you can register for them later

When you first register for a vacancy, you must include your professional

WE HAVE THE CHANCE OF GROWTH WITHOUT FRONTIERS

IN MAPFRE WE NEVER CEASE EVOLVING AND GENERATING QUALITY EMPLOYMENT, IN TERMS OF STABILITY, TRAINING AND DEVELOPMENT



and personal information. It is important to keep this information updated, because no one better than you to explain what professional experience and training you possess, in which projects you have participated, the languages you speak and your mobility preferences, both geographical and functional. This is the information Human Resources will use to assess your application and filter any potential candidates.

As you can see, you have the chance of growth without frontiers, the possibility of professional development within your company and numerous career advancement opportunities.

And we attract the best external Talent worldwide:“We want to be ready for anyone who wants to join MAPFRE in any part of the world by offering them something different,” Juan Carlos explains when we talk about external selection. To do so, MAPFRE has developed a new global employment webpage that is more modern, visual and disruptive. As it is better adjusted to the profiles we need, it will enable us to build a more powerful employer brand.

Accessible from www.mapfre.com, in the section “Your future in MAPFRE”, MAPFRE’s new employment page reaches out to external candidates:

• Our aim: “Something is changing in MAPFRE. Want to join us and find out what?” Everyone has their own reasons for working in one

“WE WANT TO BE READY FOR ANYONE WHO WANTS TO JOIN MAPFRE IN ANY PART OF THE WORLD BY OFFERING THEM SOMETHING DIFFERENT”



company and not in another, at a certain moment of their life. Whether they are working or not, the candidates are open to new opportunities. But what they want is a decisive “why”, a solid reason to choose one company over another.

• The information that our potential candidates may need to confirm their interest in our job positions and identify with our company. Structured in two major sections – We Love U and MAPFRE Life – we present them with the opportunities we offer, how, why, what we are seeking… starting with a game, the Talent Show, which we encourage them to try out.

Recruitment Digitization“When building a solid recruitment strategy, we cannot set aside our digitization efforts, as those companies which invest more in this area end up being the most competitive and advanced,” explains the Talent and Organization Assistant General Manager.

Digitization brings many benefits such as managerial efficiency, continuous improvement, speed in our selection processes – the more agile they are, the more competitive our company is, and the greater its capacity to adapt to changes – a better experience for employees and

RECRUITMENT PLAYS A LEADING ROLE IN THIS PERIOD OF DIGITAL TRANSFORMATION WE ARE GOING THROUGH IN MAPFRE, AND WE MUST STRIVE TO ATTRACT THE VERY BEST PROFESSIONALS.



candidates alike, as well as building a stronger reputation as an employer brand.

Recruitment plays a leading role in this period of digital transformation we are going through in MAPFRE, and we must strive to attract the very best professionals.

Our employer brand as a competitive advantage for attracting and retaining talentIn MAPFRE we never cease evolving and generating quality employment, in terms of stability, training and development. We are now at a time of important, revolutionary changes that are shaping the near future for our company, and call for the development of our current team and the addition of new profiles.

Our dynamism, the intense transformation toward the digital world and the new mentality we are implementing, the innovative projects that make us more competitive, the option of working on global projects with transversal teams, etc. are all competitive advantages our current team experiences – we can boast the greatest “pride of belonging” in our sector – and which enable us to attract the talent we need for a wide range of positions.

Do you know people who could fit in at MAPFRE?At some time you must have thought that someone you know would be well suited for working at MAPFRE and, on some occasion, have maybe even handed in to Human Resources an acquaintance’s résumé. To date, in most cases this happened in a spontaneous fashion; however, given the great importance of attracting the best talent, we wish to facilitate this process.

It is really very straightforward: you simply include the name and email address of the person in the Internal Mobility/Referral section of SuccessFactors, and the platform sends out an email inviting them to register on our employment page and apply for the job offer that most interests them.

In that way, you will not only be collaborating to further that person’s professional development, but will also be demonstrating your commitment to MAPFRE’s growth in a very special way, helping to incorporate the best talent into our organization.

Together, day by day, we can achieve the growth and success of our company.

AT SOME TIME YOU MUST HAVE THOUGHT THAT SOMEONE YOU KNOW WOULD BE WELL SUITED FOR WORKING AT MAPFRE AND, ON SOME OCCASION, HAVE MAYBE EVEN HANDED IN TO HUMAN RESOURCES AN ACQUAINTANCE’S RÉSUMÉ.


T O P I C S

“WELCOME, SAVIA,

the new way to look after

yourself”

From left to right, Pedro Díaz Yuste, manager of Savia, Leticia Iglesias, journalist and presenter at the Savia launch event, and José Manuel Inchausti, CEO of MAPFRE’s IBERIA Territorial Area.


T O P I C S

MAPFRE recently launched a digital health services platform, which enables anyone – whether or not they have health insurance –

to take control of their health.

TEXT JOAQUÍN HERNÁNDEZ | PHOTOGRAPH MAPFRE

The world is changing. Technology is increasingly present in everyone’s life, as we can clearly see every day, all around us, in every sphere of activity. And health is no exception. The revolution has also reached this field. Taking care of yourself no longer means seeking treatment when you fall ill. The concept of health is taking on another meaning. The new way of understanding health is linked to vitality and good habits, but also to the availability and ease of use of medical services. Being healthy means feeling good about yourself and your milieu. Today, people want to have access to health services immediately, wherever they are and whatever the time may be. The idea is to have control of

your health at all times. In this new context, MAPFRE has just launched Savia, a digital health services platform, on the Spanish market.

Once registered on the platform, anyone can start using the health services currently available on Savia. The services on offer will progressively increase and evolve, in line with what the users start demanding and suggesting should be included. It is really easy and intuitive to use. Once on the platform, you can, for example, request a video call. All you need to do is state the reason for the consultation and who it is for, so that the specialist best suited to that specific need can be sought. Then, all that remains is to schedule the date and time.

40% OF DIGITAL USERS WOULD LIKE TO HAVE READY ACCESS TO THEIR MEDICAL HISTORY AND CONTROL THEIR HEALTH Source: Savia

SAVIA PRESENTATION VIDEO IN OUR DIGITAL EDITION


As simple as that. Should you prefer a chat session with a doctor to immediately resolve a doubt you have, that is also an option.

But that is not all Savia has to offer. There are many more possibilities. You can access over 40 medical specialties – which will increase over time – and schedule medical tests, treatments and surgeries, for example. Each person will use Savia whenever they need it. Individuals thus take control of their own health, with prevention playing an important role. Savia therefore also offers the possibility of finding a personal trainer or nutritionist.

Savia has been created to assist those wishing to monitor and manage their health. “We’re creating the largest digital health platform in Spain. Clients and non-clients alike can monitor their health from the palm of their hands and access a comprehensive catalog of services provided at the level of excellence expected of MAPFRE,” explained José Manuel Inchausti, CEO of MAPFRE’s IBERIA Territorial Area during the presentation of Savia.

Any person registered in Savia can incorporate their underage children to the platform. They will also be able to offer medical services as a gift to

other people – a relative, friend, person they live with, etc. All with rigorous control of privacy issues. The privacy of each medical intervention is always guaranteed.

An additional service on offer is the “symptom assessment”, which consists of the user answering a series of questions and then being informed of a possible pathology. This is yet another use of artificial intelligence, although this service – while perhaps one of the most innovative – is no substitute for a diagnosis from a medical professional, but rather is for guidance only.

With Savia you pay for what you use. This is the pay-per-use concept of health services. And, how exactly does this work? Very easy. There are various pay-per-use or subscription payment modalities. Using a simile, it is rather like Spotify. A platform with some free and other fee-based services. Users can pay per service used or subscribe to a plan. For just 10 euros a month, you can sign up to a plan that includes two video consultations and unlimited chat time with a doctor. However, should users not make use of the former, Savia alerts them in advance to ask whether they wish to extend the period or offer them as a gift to someone.

T O P I C S

50% OF CONSULTATIONS WITH A DOCTOR ONLINE ARE RELATED TO SENSITIVE ISSUES

2 MINUTES OR LESS IS THE WAIT TIME FOR A DOCTOR TO REPLY IN AN ONLINE CHAT WHICH USERS BELIEVE IS A VERY GOOD SERVICE Source: Savia


It is very easy to activate or cancel any plan immediately and without any minimum term or cancellation penalties. Users decide what they want to use, for how long and how much to pay, always in the most flexible manner. This is transparency. And transparency is another of the mainstays on which Savia has been designed. This is the first plan that has been launched, but more are in the pipeline.

What will they be like? The user experience will determine what kind of plans people want and also what needs to be changed on this platform, what to expand, what needs improving, what must be enhanced. Why is this? Because it is precisely the users who have been testing this platform ever since building it up began. The whole setup has been created jointly with real users. They are the ones who have been indicating what they liked, what worked, etc. Savia has been built using the test-and-learn philosophy. This involves testing, making mistakes, trying again, getting it right, developing, testing again and moving forward. More than 10,000 users have been trying out the five different projects made available on the market – under other names – before launching Savia. They are the ones who have said what they

wanted and have guided the company regarding the aspects they liked. Co-creation with users is another of the principles underpinning Savia. “We are looking at a new model of engaging with society. Citizens are moving toward a digital, connected world in which they want to be the protagonists. Savia is that solution, as it allows everyone to take control of their health and manage it in a digital, immediate, flexible manner,” declared Pedro Díaz Yuste, manager of Savia, at the public presentation of this new company.

There is a private area on Savia where users can store their full medical history, as well as all the activity registered on this digital platform, with the result that they can easily share all that information with whatever doctor they want, whenever they want. No one, save the users themselves, can access all these details, which are safely stored in the cloud.

Savia is a new concept. It is not insurance, nor is it a smartphone application. It is much more. It is a digital health services platform in constant development, placing technology at the service of individuals. It is a platform that will be progressively adapted to incorporate user suggestions based on their experiences. The user

T O P I C S

35% OF DIGITAL USERS VIEW POSITIVELY BEING ABLE TO CONTACT A DOCTOR ONLINE 24 HOURS A DAY

40% OF THOSE WHO HAVE TRIED SAVIA PREFER AN ONLINE CHAT WITH A DOCTOR AND 28% A VIDEO CALL Source: Savia


experience is one of the core aspects underpinning Savia. Indeed, it is essential that Savia keeps evolving in line with the demands of its users.

Personalizing the customer experience is central to being able to offer what each user really needs and this is why data and, above all, the interpretation of the same, is of such great importance, because big data is precisely what “feeds” this project.

For those who do not have health insurance, Savia hopes to gain half a million users within a period of four years, making private health services more accessible for all; and for those who already have health insurance, it offers additional services that people may need at some point in time, where their policy does not cover that precise need. Savia is therefore complementary to health insurance. It is not a substitute. It means having remote access to health services in the palm of your hand. Why is this? Because anyone with an Internet-connected device can access the Savia services wherever they are, 24 hours a day, seven days a week.

With this project, MAPFRE places itself at the cutting edge of this new health 4.0 concept, aiming to take the lead by launching this digital health

services application and enhancing its health insurance offering with innovative new products and cover options.

Savia clearly falls within MAPFRE’s commitment to innovation and transformation. Healthcare is changing radically, and this means that, as has been the case in other areas of their lives, users have taken control of their own health. And MAPFRE is right there, determined to accompany users in any interaction related to their health and, to do so, has launched Savia. The individual is firmly at the center of every process, free to decide what they want to use and when they want to use it, and paying only for what they use. And MAPFRE employees will be the first to benefit, as they enjoy a 20 percent discount for any pay-per-use medical services they turn to, thanks to the MAPFRE20 discount code.

Savia is the reflection of a corporate strategic initiative, which has been presented here in Spain, but is a model that could be exported to any other country. Because looking after your health is universal and knows no borders. This is a totally innovative service, given that, for the first time, all health-related aspects are comprehensively brought together on one single

T O P I C S

30% OF DIGITAL USERS WITH PRIVATE HEALTH INSURANCE ARE IN FAVOR OF ONLINE CONSULTATIONS Source: Savia


platform to offer users what they need at any given moment, allowing them to be the ones who decide everything.

To develop this project, Savia has not only incorporated major hospital groups, with which it has reached agreements that will enable it to offer users the best, most complete team of specialists, but also startups within the digital health ecosystem. Savia combines the experience of health professionals and the leading-edge innovation of these startups. And MAPFRE has brought them together.

Savia is available on Google Play and the Apple Store for Android and iOS devices, and at www.saludsavia.com

FLEXIBLE SO THAT USERS CAN REGISTER THEIR UNDERAGE CHILDREN WITHIN THEIR PROFILE.

IT IS A PLATFORM IN CONSTANT EXPANSION, WHICH WILL PROGRESSIVELY INCORPORATE NEW SERVICES, EVER ATTENTIVE TO THE LATEST TECHNOLOGICAL POSSIBILITIES AND HEALTH TRENDS.

IMMEDIATE ACCESS TO A MULTITUDE OF HEALTH SERVICES WITH AN INTERFACE FULLY ADAPTED FOR MOBILE DEVICES, WITH THE POSSIBILITY OF ACCESSING VIA OTHER CHANNELS SUCH AS THE WEBSITE OR SOME INITIAL OPTIONS ON THE NEW VIRTUAL ASSISTANTS (AMAZON ALEXA, GOOGLE HOME OR GOOGLE ASSISTANT).

IT PROVIDES PERSONALIZED ADVICE WHEN IT COMES TO CHOOSING THE PROFESSIONAL USERS WISH TO CONTACT, THE ONE THAT BEST MEETS THEIR NEEDS AT ANY GIVEN MOMENT.

IT OFFERS USERS THE FREEDOM TO CHOOSE WHEN, HOW AND WITH WHOM TO TAKE CARE OF THEIR HEALTH, AND POSSESS PRECISE INFORMATION ON HOW MUCH AND IN WHAT THEY ARE INVESTING THEIR MONEY

T O P I C S

CARACTERÍSTICAS DE LA PLATAFORMA


FOLLOW MAPFRE’S ACTIVITIES ON OUR SOCIAL NETWORKS

L E A D I N G A C T O R S

THREE DECADES IN MAPFRE



TEXT MARÍA JESÚS PÉREZ FUENTES | PHOTOGRAPHS MAPFRE | ILLUSTRATION ISTOCK

What Héctor, Norah, Antonio, Marcela, Norelys, Matías and Pedro have in common is that practically their whole working life has been linked

to the MAPFRE Group. Our leading actors in this issue narrate with nostalgia their first few years in the company and what having spent over 30 years

with us means to them.

THREE DECADES

IN MAPFRE




NORAH SALVÁ ASENCIO, SENIOR UNDERWRITER IN THE COMMERCIAL LINES DEPARTMENT AT MAPFRE PRAICO, PUERTO RICO 33 years in MAPFRE

Throughout these years I’ve had the opportunity to learn, grow and perform my work as an underwriter, a field that has kept pace with events taking place in this sector. The most noteworthy event for me in all this time was how we handled things when hurricane María struck in 2017. The company placed all its human and technological resources at the disposal of our insured so as to facilitate the processing of claims. It was truly shocking as, previously, we’d never had a similar experience with natural disasters.

“MY EXPERIENCE IN MY AREA OF WORK IS HIGHLY MOTIVATING, IN A DEPARTMENT WHERE WE ALL WORK TOGETHER AS A TEAM, SUPPORTING EACH OTHER”

NORELYS PIRE MELÉNDEZ, HR MANAGER AT MAPFRE URUGUAY 30 years in MAPFRE

The office is my second home, managing a network of relationships we need to take good care of. I keep one eye on strategic management, and another on the operational side of our daily work. When you’re working on behalf of people, the day is really varied and enjoyable, it’s a real pleasure. In the end, the daily routine is filled with learning and achievements. MAPFRE has always been present, supporting me at different moments of my life, as well as offering me the chance to meet excellent professionals who are even better individuals.

“I’VE ALWAYS BEEN AWARE THAT FOR MAPFRE THEIR PEOPLE ARE IMPORTANT AND THIS IS ONE OF THE MAIN REASONS WHY I’VE SPENT OVER 30 YEARS IN THIS COMPANY”

ANTONIO JESÚS HERRERO MARTÍNEZ, PROMOTER OF THE FIGHT AGAINST FRAUD IN RGM SOUTH. MAPFRE ESPAÑA 32 years in MAPFRE

I face each day as a new personal challenge, coming into work every day with the same enthusiasm as the first day, striving to deal with everything that needs my help. I believe you learn something new every day and, for me, being involved in furthering the success of this great company is a continuous privilege. I’m really proud of the experiences I’ve had here, both professionally and personally speaking. “This company has given me stability, security and, something very important, a veritable school of life, things you can’t learn anywhere else. I’ve held numerous positions and each has always taught me new things, building up a wealth of experience I take advantage of every day.”

“I BELIEVE I’M WHAT HAS ALWAYS BEEN CALLED A MAPFRE PERSON”




Norah has clear memories of her arrival in MAPFRE on April 21, 1986. Shortly after graduating in Business Administration from the University of Puerto Rico, she had the chance to join PRAICO, known at that time as “la escuelita” [the little school]. A goal accomplished, she proudly tells us, “as my objective was to learn and grow professionally.” Héctor and Norelys also point to training and learning as the most decisive factors when it comes to joining MAPFRE in Chile and Venezuela, respectively.

“I started at the age of 18,” Pedro, from MAPFRE MÉXICO, tells us, “it was wonderful that this company gave me that first chance and that’s why it’s like a family for me.” Matías, who will be celebrating 34 years at MAPFRE España next August, recalls how, during his first day in the company, he was overwhelmed by the insecurity-driven fear regarding the tasks he would be asked to fulfill, “and his concern about perhaps not having sufficient capabilities and know-how to perform his work with the maximum guarantees, as would be expected in a major enterprise like MAPFRE.” Antonio, from MAPFRE España, has very similar memories. “I was really enthusiastic on my first day, but also filled with fear, as

insurance has many different facets and, when you don’t know them all, you’re bound to feel insecure. I also remember that the company was like a big family, we practically knew everyone else there.”

With the passing of the years and all those fears long dispelled, our longstanding employees speak to us about the tremendous transformation they have witnessed during this time in their respective jobs and, consequently, within MAPFRE itself. Despite the differences in their functions, they all point to the fact that truly becoming a global Group has been the main challenge the company has faced in these 30 years, and yet this has enabled them to work in a transversal fashion with the rest of their colleagues around the world.

Another significant change has been the increased concern for the employees right across the board, especially the development of health and well-being policies promoted from the Corporate Human Resources Area.

Norah tells us about MAPFRE’s evolution in Puerto Rico. “When I joined the company, known at that time as PRAICO (Puerto Rican American Insurance Company), the marketing approach was really conservative. We didn’t even advertise ourselves, but its

THE DIGITAL TRANSFORMATION AND THE DEVELOPMENT OF NEW DIGITAL TOOLS HAVE BEEN CRUCIAL ASPECTS WHEN IT COMES TO FACILITATING THE DAILY WORK OF ALL OUR LONGSTANDING EMPLOYEES


strength in the marketplace spoke for itself and kept it in a very solid position. That was understandable in the economic environment of the time, and with a traditional client, very different from today.”

“We’ve changed in every respect, except in that essence that characterizes us and sets us apart from all the other companies,” adds Norelys. From MAPFRE’s Human Resources Division in Uruguay, she reflects on the evolution of MAPFRE People. “They’ve changed their competencies, the behaviors required to be successful and to be able to accompany the company at any time, because, otherwise, we couldn’t be the benchmark company we are. MAPFRE has always been visionary, with a clear business strategy that leads it to progressively evolve and innovate, transforming itself to adapt to an increasingly demanding environment.”

As MAPFRE has changed and evolved, so have the lives of our Leading Actors. «I’ve been given the opportunity to develop a career and be promoted, which has been the most important personal event that has happened to me in the company,“ says Pedro. For Antonio , the chance to grow professionally has also been essential, “helping the different areas to perform their tasks

with greater efficiency and better results.”

Marcela speaks of “opportunity”, when she recalls her work during the 1990s. “My greatest challenge was in MAPFRE SOFT which enabled me to travel to Spain, Brazil, Colombia... customizing and commercializing Tronador, and that led to my professional reconversion.”

Throughout these 30 years Norelys has experienced many company milestones and, in the field of Social Responsibility, what stands out are the evolution of Fundación MAPFRE and the Volunteering actions in Uruguay. “On a personal level, over 12 years ago I was invited to form part of the Management Committee at MAPFRE VENEZUELA; I was a member of the Board of Directors and was finally appointed Human Resources Manager at MAPFRE URUGUAY. This speaks volumes for the opportunities and gender equality, and how important people management is for this organization.”

“The current technical work,” explains Matías, processor, “is nothing like that of 1985. The technical means have been updated and we can now tackle the current challenges of personal injury claims processing with the maximum guarantees. As for how the


THE EMPLOYEE EXPERIENCE STANDS OUT AS ONE OF THE MAIN REASONS FOR HAVING STAYED SO LONG IN THE COMPANY



employees are treated, the excellent spirit of labor and social protection the company embodies – and which I’ve perceived from the moment I joined this company – remains unchanged.”

Undoubtedly, the digital transformation and the development of new digital tools have been crucial aspects when it comes to facilitating the daily work of all our longstanding employees, whether in the areas of planning, processing, communication, or people management, among others.

For me, the most important milestone was the creation of a general database”, declares Norelys, which has enabled us to consolidate the information on all our employees and manage different HR processes. Then there is the Corporate Directory, Performance Evaluation, eCampus, the Global Intranet, which makes it easier for us to share knowledge among employees and reinforce the collaborative culture... without a doubt, management technology has made transformation feasible.”

For his part, Pedro believes that the website has expanded the role of the producer in the quote and issuance process of some insurance lines, while creating a new type of client, «those who find technology offers the right way to do business. This

MATÍAS PÉREZ LÓPEZ, MAPFRE BENEFITS PROCESSOR, RGM SOUTH, JAÉN, MAPFRE ESPAÑA 34 years in MAPFRE

Every day in MAPFRE is different; while the challenges we face on a daily basis are similar, they all have their own connotations that make them different. There’s no time to get bored. That’s what makes this job so attractive and inspiring. Our company is highly dynamic, which means that, when it comes to the technical side of our work, things are totally different from what it was like in 1985. My greatest aspiration is to keep doing my work with the aid of the facilities the company places at my disposal, so as to be able to continue guaranteeing the maximum quality.

“MAPFRE HAS GIVEN ME PERSONAL SECURITY, PRIDE OF BELONGING, A SENSE OF RESPONSIBILITY, FULL COMMITMENT TO A JOB WELL DONE AND THE OVERRIDING GOAL OF ALWAYS CHOOSING THE BEST OPTION”

PEDRO VILLAFRANCA MARTÍNEZ, PROVIDERS MANAGER. MAPFRE MÉXICO 30 years in MAPFRE

An important aspect for me throughout these years has been the constant personal growth I’ve experienced in MAPFRE, having the chance to take the reins of various areas within the company. I started out as an analyst in the Administration area and I’m currently in charge of Providers Management.As a wish for the next few years, I hope MAPFRE can consolidate its position as the number one in Mexico.

“MAPFRE’S VALUES AND PRINCIPLES HAVE MADE ME A VERY HAPPY, COMMITTED PERSON OVER THESE 30 YEARS.”


is therefore a new challenge and we must facilitate the technological means in order to capture them.”

“In the beginning we worked with display terminals and a mainframe computer,” Héctor recalls, «with fanfold paper for report printouts and preprinted paper for printing policies, payment notices, etc. which we aligned by holding up to the light from a window. And that famous beeper or pager, where you received alerts if some critical process crashed». «Previously, planning was drafted in a Word document outlining actions, initiatives and indicators. Measurements were pretty much done manually. We now have a corporate tool with standardized concepts, which speeds up the loading and viewing of information. This can then be shared with others instantly», adds Marcela. Those methods, now obsolete, give us some idea of the numerous changes our Leading Actors have experienced over the decades.

30 years is time enough to live through many situations and experiences, and, in particular, Norah will forever remember the events surrounding hurricane Maríain 2017, the worst natural disaster ever to hit Puerto Rico. “It was a learning experience that served as a trial run in order to enhance our strategy


MARCELA ALEJANDRA MOLINA, STRATEGIC PLANNING SUPERVISOR IN THE FINANCE AND RESOURCES DIVISION AT MAPFRE ARGENTINA 38 years in MAPFRE

One day is never the same as another: monitoring the planning involves permanent interaction with all areas of the company, identifying causes and effects so as to collaborate in the implementation of the Strategy. The biggest change I’ve seen over the years is at the technological level and in the field of communications. Everyone is closer together, able to exchange ideas, suggestions, know-how... with the biggest problem being the time difference; everything else is instantaneous, a call, WhatsApp... it’s fabulous.

“I’D LIKE TO SEE MAPFRE CONSOLIDATED AS A 100 PERCENT CLIENT-FOCUSED COMPANY. THIS IS A HIGHLY AMBITIOUS, IMPACTFUL PROCESS WE’VE BEEN DEVELOPING FOR SOME TIME”

HÉCTOR MOLINA BIONDI, HEAD OF CORPORATE SOLUTIONS (TRONWEB) AT MAPFRE CHILE 33 and a half years in MAPFRE

My daily routine revolves around emails, coordination meetings, requests from users, analyses... The key element in these three decades has been the technological changes that have placed the client at the center of our business. Immediacy is key. It’s no longer enough to possess IT skills; you also need to be able to diagnose the client’s needs and find the best solution.In all this time in MAPFRE I’ve known really good people and, on the work front, the job stability is appreciated; that peace of mind leads to better performance.

“AS A WISH FOR THE NEXT FEW YEARS, I’D LIKE TO SEE WIDESPREAD INTRODUCTION OF TELEWORKING”



for dealing with future catastrophes.”

Despite the nostalgia evident when talking about those early years in our company, all seven are of the opinion that MAPFRE’s past presents tremendous opportunities for the future, and with that immense experience behind them, they analyze the current situation of our company and the challenges MAPFRE is facing in order to keep growing. “There is no doubt that the digital transformation is key,” declares Héctor, , “as those who don’t go down this road will be left behind, and also growth with profitability.” “Above all, adapting to the dizzying pace of technological advances that directly impact on the insurance business, as well as the objectives of the new Strategic Plan, regaining the trust of our clients and sales force in the auto insurance line…” addsMarcela.

After more than thirty years in the same company, the time inevitably comes for taking stock of what MAPFRE has afforded them on a personal level. They all coincide on how well they have been treated throughout all these years, expressing how grateful they are for the concern for their well-being and labor stability, the Employee Experience (scholarships, leave, development opportunities,

training, etc.) and, in the case of Héctor, even for his partner, whom he met working in MAPFRE.

“It’s also important that the company keeps presenting us with new challenges,” adds Marcela, “and encourages us to continue learning,” Norah goes on, “because MAPFRE’s prime component is its workforce, the individuals, all aligned with its Mission, Vision and Values. Undoubtedly, it’s a Great Place to Work». “I’ve been fortunate enough to meet magnificent colleagues,” Antonio concludes, “who, in the end, become a part of your life, as though they were your family. I’m very proud of the experiences I’ve had, both personally and professionally. I believe I’m what has always been called a MAPFRE Person”.

And for those who wonder why someone decides to stay in the same company for so many years, Norelys has the answer: «“Because every day I learn, innovate, grow and feel I can contribute to the organization and the community, because I can be myself, because it’s a company of opportunities which, without a doubt, I would once again choose as my first job option.”.

THROUGHOUT THESE 30 YEARS THEY HAVE FELT SUPPORTED BY MAPFRE IN VARIOUS ASPECTS OF THEIR LIFE

MAPFRE PROVIDES THEM WITH PERSONAL GROWTH, NEW CHALLENGES AND PROFESSIONAL OPPORTUNITIES


C O M M I T M E N T

MAPFRE WOMEN’S LEADERSHIP

NETWORK


C O M M I T M E N T

Within the framework of its commitment to gender equality, MAPFRE has a Diversity and Equal Opportunities Policy, which is based on respect for the individuality of its personnel, acknowledgment of their heterogeneity and the elimination of any exclusionary or discriminatory conduct.

This corporate policy has given rise to various initiatives, such as the Women’s Leadership Networks in Spain, Brazil and the United States, whose overriding objective is to strive for the effective equality of women and men in all areas and at every level of the company.

In Spain, coinciding with the celebration of International Women’s Day, MAPFRE presented the Women’s Leadership Network, “to create a space for dialog and action for

all of us, men and women alike,” stresses Elena Sanz, MAPFRE’s Human Resources general manager. With this project, the company wishes to identify and develop talent on a gender-neutral basis, given that “gender equality is not just a question of

justice, but is also key to the competitiveness of companies and the social development of countries,” Elena Sanz adds.

Among other activities, the Women’s Leadership Network in Spain is going to promote dialog on leadership topics, in order to discuss the role of women in relevant fields such as health, the third sector, the insurance industry or public service, with the participation of eminent individuals from the business, economic and social spheres. In addition, in-house women’s workshops and encounters are being promoted

“WE WISH TO CREATE A SPACE FOR DIALOG AND ACTION FOR ALL OF US, MEN AND WOMEN ALIKE” Elena Sanz, MAPFRE’s Human Resources general manager

TEXT PABLO FUENTES | PHOTOGRAPHS MAPFRE | ILLUSTRATION ISTOCK

Its mission is to promote initiatives that foster equal opportunities for women and men in all areas and at every level of the company.

VIDEO IN OUR DIGITAL EDITION


C O M M I T M E N T

in order to identify key points that favor their professional promotion.

Other noteworthy initiatives of the project in Spain include a Women’s Leadership Development Program, the promotion of STEAM – acronym for Science, Technology, Engineering, Art and Math – professions among girls, and an active presence in forums.

In Brazil, the company has created a diversity council, through which actions and policies are being promoted to ensure that men and women have access to the same opportunities for professional and personal development. For example, mentoring and coaching programs have been run for women in middle management posts, as well as surveys to identify women for managerial positions, measures to achieve work-life balance and specific communication campaigns. MAPFRE BRASIL has been recognized as the 10th best major enterprise for women in the country.

For its part, in MAPFRE USA, the Women’s Leadership Network promotes a personal and professional development program for women in the company, through workshops, volunteering projects, internal networking and training activities. The network’s members participated recently in seminars on work-life balance, leadership and volunteerism in Massachusetts and Arizona, as well as in a leadership skills program.

Together with these women’s leadership projects in different countries, MAPFRE also promotes shared responsibility with measures for the reconciliation of work and private life – including measures to offer more flexible

work schedules that facilitate a work-life balance – and training and professional development for all employees.

The company also contributes to gender equality through its corporate volunteering and social projects targeting women and girls at risk of social exclusion.

“GENDER EQUALITY IS NOT JUST A QUESTION OF JUSTICE, BUT IS ALSO KEY TO THE COMPETITIVENESS OF COMPANIES AND THE SOCIAL DEVELOPMENT OF COUNTRIES” Elena Sanz, MAPFRE’s Human Resources general manager

IN MAPFRE USA THE WOMEN’S LEADERSHIP NETWORK PROMOTES A PERSONAL AND PROFESSIONAL DEVELOPMENT PROGRAM FOR WOMEN IN THE COMPANY

IN BRAZIL, THE COMPANY HAS CREATED A DIVERSITY COUNCIL

MAPFRE BRASIL MAPFRE USA


C O M M I T M E N T

MAPFRE’S COMMITMENTS ON EQUALITY ISSUESGender equality is the fifth Sustainable Development Goal (SDG) of the United Nations 2030 Sustainable Development Agenda, which aims to achieve gender equality, as well as empower all women and girls. In this issue of The World of MAPFRE, which coincides with the quarter in which International Women’s Day is celebrated, we outline MAPFRE’s main advances in this area:

ALMOST 41 PERCENT OF THE POSITIONS OF RESPONSIBILITY IN MAPFRE ARE HELD BY WOMEN, EXCEEDING THE GOAL FOR THE 2016-2018 PERIOD, WHICH WAS 40 PERCENT.

59.4 PERCENT OF THE NEW MEMBERS OF THE WORKFORCE ARE WOMEN.

IN MAPFRE 77 WOMEN HOLD SENIOR MANAGEMENT POSITIONS OR ARE ON THE BOARD OF DIRECTORS.

AT ITS 2019 ANNUAL GENERAL MEETING, MAPFRE PUBLICLY ANNOUNCED A NEW COMMITMENT IN THE EQUALITY SPHERE: AT LEAST 45 PERCENT OF VACANCIES IN POSITIONS OF RESPONSIBILITY IN MAPFRE WORLDWIDE WILL BE COVERED BY WOMEN IN 2021.

MAPFRE ESPAÑA

women’s leadership

41%

59.4%

45%


K E Y I S S U E S

TO LEARN MORE VISIT OUR DIGITAL EDITION https://www.mapfre.com/corporate/responsible-business/environmental-commitment/environmental-footprint/

FOR COMMENTS OR QUERIES ABOUT A PARTICULAR SUBJECT, YOU CAN WRITE TO THE GLOBAL ENVIRONMENT MAILBOX [email protected]

ARE YOU “ECO” IN THE OFFICE?


K E Y I S S U E S

You have no doubt heard of the Friday for Future movement that has brought hundreds of thousands of students around the world onto the streets to demand

their governments act now to tackle climate change. Among their demands is the need to curb the emission of greenhouse gases (GHG), responsible for the rising

temperatures on the planet. For some time now, MAPFRE has been adopting measures to mitigate their effects. Indeed, MAPFRE’s Chairman and CEO,

Antonio Huertas, recently announced that our public commitment on GHG emissions neutrality has been brought forward, namely that MAPFRE will be

a carbon neutral company, worldwide, by the year 2030.

But what can you do? In this article we will give you a few small tips to improve your habits as regards water, energy and waste management, your mobility and

consumption habits etc. Keep reading, take heed and share your ideas. All together, we can achieve a great deal.

TEXT MAPFRE | IMAGE ISTOCK

WE SHOW YOU SMALL EVERYDAY GESTURES THAT

CAN HELP IMPROVE OUR PLANET


K E Y I S S U E S

LET’S START WITH WATER, WITHOUT WHICH WE CANNOT LIVE

Water resources are a truly critical issue for the future of our planet, since the availability of drinking water is directly threatened by the consequences of climate change.

Well aware of this reality, MAPFRE is committed to comprehensive, sustainable water management at all its facilities. It has introduced management programs and measures designed to optimize and reduce water consumption without compromising on comfort, while ensuring that the waste water generated at our facilities complies with the quality standards required by current legislation.

Efficiency, technology, design, regulations, consumption control and responsibility are just some of the factors MAPFRE takes into account when it comes to effectively managing its facilities and those activities that require water.

What can you do? USE WATER IN A RESPONSIBLE MANNER AND,

IF YOU DETECT ANY LEAKAGE OR MALFUNCTION, INFORM THE PERSONNEL RESPONSIBLE FOR ITS REPAIR.

DO NOT USE THE TOILETS AND DRAINS AS TRASH CANS.

ENERGY MANAGEMENT

The sustainable use of energy has become one of the greatest challenges facing humanity today.

Promoting and disseminating the principles of a new energy culture – based on responsible energy use and management – is one of the commitments set forth by MAPFRE in its Environmental Policy, which is committed to energy savings and efficiency to drive green growth within a low-carbon economy. This document can be consulted on the Global Intranet.

Innovation, energy efficiency, renewable energy and eco-efficiency, together with the optimization and promotion of best sustainable practices, are just some of the factors that MAPFRE takes into account when identifying and managing its energy-related questions, without detriment to the degree of comfort and quality of the interior of its facilities.

What can you do? AT THE END OF THE WORKDAY USE THE

“SUSPEND” OPTION ON YOUR COMPUTER AND SWITCH THE MONITOR OFF. THIS POWER-SAVING MODE ALLOWS YOU TO RESTART YOUR PC IN A MATTER OF SECONDS. IN ADDITION, REMEMBER TO UNPLUG ANY CHARGERS YOU ARE NOT USING.

REFRAIN FROM ADJUSTING THERMOSTATS WITHIN YOUR REACH AND ENSURE ALL AIR VENTS ARE UNOBSTRUCTED.


K E Y I S S U E S

WASTE MANAGEMENT

One of the most serious problems facing our planet is the generation and inadequate management of waste. MAPFRE has established guidelines for managing the waste produced as a result of its activity in an efficient, optimal manner. These prioritize such aspects as pollution prevention and the optimum use of resources, above and beyond strict compliance with any applicable legislation.

Prevention, reuse, recycling and energy recovery, together with the regulations, responsibility and encouraging good practices, are all factors included in the design and logistics of the waste management systems implemented at MAPFRE. Accomplishing the correct implementation of all these aspects calls for the full participation and involvement of each one of us in this company.

What can you do? COLLABORATE BY DEPOSITING EACH WASTE

ITEM IN THE CORRECT CONTAINER CLEARLY IDENTIFIED FOR THIS PURPOSE. IN THIS WAY YOU WILL FACILITATE ITS SUBSEQUENT PROCESSING AND RECYCLING. ANY DOUBT YOU HAVE SHOULD BE ADDRESSED TO THE ENVIRONMENTAL OFFICER IN YOUR COMPANY OR BUILDING.

GRETA THUNBERG, is a young Swedish activist just 16 years of age who skipped school one day every week to protest the failure to act against climate change. Her endeavor soon drew global attention. Thousands of environmental organizations backed her call and she has been invited to speak at events such as the Climate Change Summit (COP24), held in Poland last December.

On March 15, young people from over 1,000 cities in 89 countries joined the movement Fridays For future. Likewise, the scientific community and environmental organizations have supported this movement. This initiative, still ongoing, can be followed on social media via the hashtags: #ClimateStrike and #FridaysForFuture

“MORE AND MORE PEOPLE ARE AWARE OF THE EMERGENCY SITUATION WE ARE LIVING, OF THE FACT THAT WE ARE GOING THROUGH AN EXISTENTIAL CRISIS THAT HAS NEVER BEEN TREATED AS SUCH”

In 2018, the MAPFRE boat that participated in the Volvo Ocean Race joined the campaign promoted by the United Nations #CleanSeas and, with the slogan “Turn the Tide on Plastic”, the stopovers on the regatta were turned into seven Ocean Summits to raise awareness, foster commitment and present solutions to stop pollution of the oceans by plastic.


K E Y I S S U E S

MANAGING ATMOSPHERIC EMISSIONS

Air pollution resulting from economic development is the leading cause of global warming and the principal threat we face now and will face in the future.

A reduction of greenhouse gas emissions calls for a business management approach that allows for MAPFRE’s resilience to be enhanced in future scenarios.

MAPFRE’s processes for mitigating and adapting to climate change, with actions designed to reduce the Group’s carbon footprint, are outlined within the Strategic Plan for Eco-Efficiency and Climate Change (which is available on the Global Intranet).

What can you do? REFRAIN FROM ADJUSTING THERMOSTATS WITHIN YOUR REACH AND ENSURE ALL AIR VENTS ARE UNOBSTRUCTED.

SOLELY MAKE THOSE TRIPS WHICH ARE STRICTLY NECESSARY, REPLACING THEM WHENEVER POSSIBLE WITH VIDEOCONFERENCING.

DID YOU KNOW THAT…?

sharing a car with two, three or four people means an energy saving of 50, 66 or 75 percent, respectively.

a dripping faucet represents a loss of 30 liters of water a day.

1 liter of oil can eventually contaminate up to 1,000 liters of water.

the pilot lights in standby mode consume up to 15 percent of the power required in operating conditions.

a reduction of one degree centigrade on the thermostat yields savings in energy consumption of up to 10 percent.

by recycling one single plastic bottle we can save the energy needed to keep a light bulb lit for six hours.


K E Y I S S U E S

RESPONSIBLE CONSUMPTION AND GREEN PURCHASING

Responsible consumption and green purchasing are economically viable, as well as socially fairer and more equitable. The inclusion of sustainability criteria in the acquisition of materials, products, services and/or hiring of providers affords MAPFRE a tool it incorporates when assessing economic and technical aspects, and analyzing the environmental impact throughout their life cycle.

In this way we foster competitiveness among enterprises, as well as innovation, encouraging manufacturers and providers to incorporate the best practices available.

What can you do? PRINT OUT ONLY WHEN STRICTLY NECESSARY USING THE TONER-SAVE OPTIONS ON YOUR PRINTER.

SUSTAINABLE MOBILITY

Transport is one of the principal activities related to environmental pollution and climate change, due to the high consumption of fossil fuels and the consequent emission of greenhouse gases into the atmosphere.

The location of work centers and the predominant use of private vehicles do not help when it comes to minimizing the environmental impact of employees commuting to work. For this reason, MAPFRE has launched initiatives designed to achieve more sustainable mobility: the use of collective means of transport, an increase in the shared use of private vehicles, as well as the promotion of environmentally-friendly vehicles.

What can you do? WHENEVER POSSIBLE, USE PUBLIC TRANSPORT. OPTIMIZE THE CAPACITY OF YOUR CAR, KEEP YOUR VEHICLE PROPERLY SERVICED AND DRIVE EFFICIENTLY.

IF YOU ARE GOING TO BUY A NEW CAR, OPT FOR A LOW-EMISSION OR ELECTRIC VEHICLE, GIVEN THE DIRECT CORRELATION BETWEEN FUEL CONSUMPTION, GREENHOUSE GAS EMISSIONS AND, INCREASINGLY, THE ASSOCIATED TAXES.

AND AWAY FROM THE OFFICE?

All the measures related to saving water, waste management, sustainable mobility, etc. are applicable to our personal lives.

In addition, small gestures like taking a cloth bag with us on our daily shopping trip and using glass bottles so as not to generate more plastic ones, or reflecting on our behavior and not buying more clothes or food than we actually need, will also help to mitigate climate change.


R E P O R T

Economic Research launches

GIP-MAPFRE, an indicator that gauges

insurance potential around the world


R E P O R T

MAPFRE’s think tank has presented a new comparative index, as it did for Health recently, this time in order to gauge the insurance potential in the different markets around the planet. Known as GIP-MAPFRE, this indicator is produced using metrics that offer an overview of those markets with the greatest potential in the medium and long term.

How? Based on estimations of the size of the Insurance Protection Gap (IPG), which represents the difference between the insurance coverage that is economically necessary and beneficial to society, and the amount of coverage actually acquired in the various different markets.

This innovative concept is not static, but rather evolves in line with the economic growth and

population of the country in question, and the emergence of any new risks that may modify it.

The seven variables of the index are:

1. Initial insurance gap2. Penetration (insurance premiums/GDP)3. Elasticity of insurance demand to the cycle4. Relative GDP per capita5. Size of population6. Population growth gap7. GDP growth gap

These key factors form the basis of determining the GIP-MAPFRE ranking which, in this first edition, is headed by China, the United States and India. The table on the following page shows the classification obtained using the latest available data, corresponding to 2017, although

TEXT MAPFRE | ILLUSTRATION ISTOCK | PHOTOGRAPHS MAPFRE

The company’s economic analysis unit has designed a specific indicator which is updated annually to gauge the insurance capacity of the different

markets on the planet. It includes an analysis of 96 insurance markets, both developed and emerging markets.

DISCOVER THE ECONOMICS & INSURANCE JOURNAL FROM MAPFRE ECONOMIC RESEARCH


R E P O R T

LIFE: GIP-MAPFRE Ranking (>75th percentile in 96 countries), 2017 Name Position in

the global GIP-MAPFRE ranking

GIP-MAPFRE Position in the global GAI ranking

GAI

Tier 1

China 1 9.4 5 51.4India 2 4.4 2 59.5United States 3 4.3 53 28.2Indonesia 4 1.2 8 48.3

Tier 2

Russia 5 0.9 44 30.1Japan 6 0.8 91 18.4Germany 7 0.8 77 23.8Brazil 8 0.7 63 26.5Turkey 9 0.6 23 35.1Mexico 10 0.6 39 31.4Iran 11 0.5 15 39.9France 12 0.5 80 23.1Saudi Arabia 13 0.5 19 36.9Pakistan 14 0.5 1 59.7Nigeria 15 0.5 3 57.5United Kingdom 16 0.5 86 21.2Italy 17 0.5 70 24.9Egypt 18 0.4 6 50.6South Korea 19 0.4 74 23.9Spain 20 0.3 75 23.9Thailand 21 0.3 38 32.4Philippines 22 0.3 11 42.7Bangladesh 23 0.3 4 56.3Vietnam 24 0.3 7 49.9Poland 25 0.2 56 27.5Source: MAPFRE Economic ResearchTier 1: A subset of Tier 2 whose GIP-MAPFRE puts them above the 95th percentileTier 2: Countries in the ranking whose GIP-MAPFRE puts them in the highest quartile of the list

“THE LACK OF WIDESPREAD INSURANCE MECHANISMS WITHIN A SOCIETY IS A FACTOR THAT MAY LEAD TO LOWER LEVELS OF ECONOMIC EFFICIENCY, AS WELL AS WITH REGARD TO SOCIAL WELFARE.”Ignacio Baeza, vice chairman of MAPFRE

“THE GIP-MAPFRE NOT ONLY IDENTIFIES THOSE FACTORS THAT DICTATE THE DYNAMICS OF THE INSURANCE GAP IN THE MARKETS, BUT ALSO CONSIDERS THE INSURANCE GAP ABSORPTION CAPACITY IN EVERY ONE OF THEM.”

Manuel Aguilera, Economic Research general manager


R E P O R T

Economic Research is set to publish the 2018 ranking in the coming months.

The lack of widespread insurance mechanisms within a society is a factor that may lead to lower levels of economic efficiency, as well as with regard to social welfare,” Ignacio Baeza, vice chairman of MAPFRE, summed up at a recent event in Madrid to publicly present this new indicator. In the words of Manuel Aguilera, Economic Research general manager, the GIP-MAPFRE index “not only identifies those factors that dictate the dynamics of the insurance gap in the markets, but also considers the insurance gap absorption capacity in every one of them.”

Downturn or recession? The crux of the global economic panorama The current context will continue favoring the insurance market, but the slowdown in the major economies and the close of this economic cycle could impact on premium growth in the insurance market.

The latest report 2019 Economic and Industry Outlook by MAPFRE Economic Research – a benchmark analysis for revealing GDP growth forecasts worldwide and in the major regions of the world – suggests that last year perhaps marked a turning point for the global economy and that, in 2019, it will undergo mild, orderly deceleration. It thus underscores the fact that the global economy appears to be coming to the close of a cycle, a process in which the behavior of the U.S. economy is noteworthy. (See the article by Gonzalo de Cadenas via the link in our digital edition).

It scales back its global GDP growth forecasts to 3.3 percent for this year, due to the reduced contribution to global growth from developed markets (below two percent) and a greater contribution from emerging markets (which will increase by 4-5 percent), supported by foreseeably better global financial conditions.

The slowdown symptoms highlighted in this report include the reduced temporary premium in the yield curves of developed countries, the challenges faced by actors in the corporate sector given the state of their financial accounts and balance sheets, high levels of public sector indebtedness in the developed world, exuberance in the overpricing of certain assets, or distortions in global economic governance.

The crux of the matter will be discerning whether we are facing a smooth global change of business cycle which can be handled by current economic policy and which, ultimately, could correct the imbalances created by the procyclical economic policy of the past five years – the first option considered – or whether this is the prelude to the gestation of a new global crisis caused by these very imbalances. Given the absence of signs of serious balance-sheet disequilibrium among these actors, at this time the change is essentially expected to be orderly.

Other features of this global economic slowdown appear to put an increasingly asynchronous, fragile complexion on things, with less intensity in activity and inflation, and less favorable, divergent financial conditions.

In Europe, Spain’s growth will also slow, albeit at a rate of 2.3 percent, fueled by a lower contribution from domestic demand and investment, due to bleaker financial conditions and an adjustment of expectations for the coming years.

In the case of the insurance industry, the expected economic slowdown will translate into growth of global insurance premiums, particularly in the Non-Life and Life Risk segments, given their close correlation to the behavior of the economic cycle.

Global Risks and the Insurance IndustryIn its Outlook report, Economic Research had already identified possible global risk trends in the macroeconomic projections for 2018, such as on the geopolitical front with the growing tensions


R E P O R T

between North Korea and the United States.

In some cases, the latent risks spotted become even more likely in this latest report, which focuses on the hazards for global economic governance arising from the trade war between those countries and their effects on economic activity. The greatest risk detected stems from the pressure institutions may receive due to a political or market-based agenda.

In the case of the insurance industry, it warns that the expected economic slowdown will translate into growth of global insurance premiums, particularly in the Non-Life and Life Risk segments, given their close correlation to the behavior of the economic cycle.

United States, leading role In a recent piece published in the Business supplement of the Spanish newspaper El País, the Economic Research Macroeconomic and Financial Analysis Manager, Gonzalo de Cadenas-Santiago, recalled that, in this new scenario in which the global economic cycle is clearly slowing, the U.S. economy takes on a leading role, magnified by its level of visibility, implications of its commercial strategy, winding

down of the fiscal stimuli, normalization of its monetary policy, and its impact on the financial markets. In his article, entitled “The USA: Will it prevent or cause a recession?”, he anticipates that 2019 will probably be “a year with less intense growth in both economic activity and prices, asynchronous in its cyclical moment and with asymmetric financial conditions between the different economies.” To this prospect, he adds that such a change of cycle will be orderly and will not result in a severe global crisis.

As has already been mentioned, growth could be 3.3 percent in 2019, with developed markets driven to a lesser extent by tailwinds growing at less than two percent, and with an economic upturn in emerging markets of around five percent.

In both cases, he believes that we have arrived at this current situation as a result of procyclical policies that generate imbalances which, if not adequately managed, could give rise to a global recessionary event, although this is not the baseline scenario. De Cadenas-Santiago adds that monetary policy will also be characterized by asymmetry.

2019 WILL PROBABLY BE “A YEAR WITH LESS INTENSE GROWTH IN BOTH ECONOMIC ACTIVITY AND PRICES, ASYNCHRONOUS IN ITS CYCLICAL MOMENT AND WITH ASYMMETRIC FINANCIAL CONDITIONS BETWEEN THE DIFFERENT ECONOMIES”

Gonzalo de Cadenas-Santiago, Economic Research Macroeconomic and Financial Analysis manager


S T A K E H O L D E R S

Antonio Fernández CEO OF WALMERIC

“Thanks to MAPFRE’s innovative spirit, we’ve developed new

technological products for the insurance industry”

TEXT PABLO FUENTES | PHOTOGRAPHS WALMERIC

Walmeric is the leader in creating technology for assisted sales channels and works with us as a digital solutions provider to increase sales,

in addition to being a MAPFRE client. In this interview, its CEO, Antonio Fernández, tells us about his experience.



Could you briefly describe your sector and the role Walmeric plays in it?

The international specialists define our industry as L2RM (Lead to Revenue Management). This concept defines sales management focused on the efficient processing of each lead (user who has shared their data with the company) with a view to increasing revenues from each contact. Walmeric is the leading company in Spain when it comes to offering technology and methodology for processing leads, from their online generation right through to their conversion into sales in the offline channel, facilitating an increase in sales results and optimization of the advertising investment.

Walmeric is continuously innovating, developing new sales management models and solutions for the digital marketing of results, providing added value to the actions undertaken by marketing and sales departments. Created in 2008, it has become the leader and benchmark provider of L2RM services for advertisers, where over 60 percent of their sales require a conversation with clients, for example in sectors such as insurance, telecommunications, training, etc.

In addition, we are currently expanding internationally and are already operational in countries such as Germany, Australia, Brazil, Mexico, etc. Added to the development of new products, this allows us to look to the future with optimism.

What is your mission?

Walmeric is focused on automating sales processes using the most appropriate technology for every sales need.

There exists a gap between digital marketing and assisted sales. Walmeric technology connects them to bring information and results that will make for more efficient sales channels, advertising investment and performance of sales agents in call centers, offices, or directly to their cell phones.

We are focused on developing the ROPO model to its maximum level. ROPO is an acronym for Research Online Purchase Offline or, in other words, searching on the Internet before buying offline. It is a concept coined in order to define what many users do when they turn to the vast amount of information available online to search for products and choose the most appropriate for them, before going to buy them in a physical store. And it is in this integration of online results with those managed offline where Walmeric can offer its technology to MAPFRE.

What is your relationship with MAPFRE?

Our close relations with the MAPFRE Group have materialized on multiple fronts: from being technology providers in the automation of sales processes and the integration of online and offline actions, to taking out insurance policies and also as tenants in your office buildings.

What added value can you bring as a MAPFRE provider?

The business model in the insurance industry calls for conversation between the insurer and its clients, and those interested in purchasing new products. Walmeric provides MAPFRE with the sales management technology that automates processes to obtain the best result from every conversation and, at the same time, enables optimization of the online advertising investment so as to increase the number of leads available for future sales.

How would you define your experience with MAPFRE?

The teams in MAPFRE really drive innovation and, thanks to this spirit of self-improvement and excelling, we have developed new technological products such as online photographic verification to automate and facilitate damage appraisal of vehicles.



In addition, we are also making progress on conversational tagging for all the MAPFRE leads generated by digital initiatives. This technological innovation allows for an analysis of the conversations between clients and agents, so as to detect relevant concepts and feelings that facilitate boosting sales results.

What are the technological trends aimed at winning over new clients?

From my point of view, innovation in digital sales and marketing aims to make use of all available tools to enhance and increase accuracy at every stage of the sales process. For example, in Walmeric we are developing artificial

intelligence tools that, using probabilistic models, allow you to identify the chances of each lead becoming a MAPFRE client. Thanks to these models, MAPFRE is able to use the most appropriate sales agents to close every sale.

Here, Walmeric’s technology quantifies the quality of each visit by an interested party to a MAPFRE website, or the quality of a lead already generated using machine learning and artificial intelligence techniques. This therefore enables us to undertake analyses of the sales activity and decision-making with greater precision, thanks to the use of state-of-the-art tools.

WALMERIC PROVIDES MAPFRE WITH THE SALES MANAGEMENT TECHNOLOGY THAT AUTOMATES PROCESSES TO OBTAIN THE BEST RESULT FROM EVERY CONVERSATION


Innova,A REVOLUTION IN THE HEART OF MAPFRE

THROUGH INTRAPRENEURSHIP

I N N O V A T I O N

TEXT MAPFRE | ILLUSTRATION ALFREDO GARCÍA-ALMONACID



I N N O V A T I O N

In MAPFRE we have been committed to innovation for over 85 years. Solely from this perspective, and thanks to the work of many people committed to the organization, can we comprehend the evolution that has led that small agricultural mutual insurance company to become a major global insurer today. The company has always approached every change as an opportunity and this remains the case in today’s digital environment, in which transformation is an ongoing process.

In an increasingly globalized, competitive world, every company must adopt dynamics that not only guarantee the positive development of its current business, but also its strength in the future. To this end,

it is essential to develop entrepreneurial activity within the organization, with the focus on innovation, so as to contribute to the business model or its reformulation at any given time.

Back in 1985 the researcher Gifford Pinchot coined the term intrapreneurship to define the attitude of “those people who are capable of developing an entrepreneurial spirit, with the support of the company, by means of discovering, assessing and exploiting new business opportunities.” While we are talking about a concept that has been around for many years, it is now, in this current environment with the facilities of the digital era, that it is really taking hold.

Innovation is no longer something exclusive to

Every day, over 35,000 people are constructing MAPFRE in the 45 countries in which the company is present, making it a leading global insurer.

For this reason, who better than the employees themselves to seek solutions for its strategic challenges?

With its firm commitment to innovation in all its facets, the company focuses especially on those ideas born within the organization itself.

In Spain, in addition to the winning team B-Bites, the other finalists were Go Saving and Tinvert

VISIT OUR DIGITAL EDITION TO SEE THE INNOVA VIDEOS


I N N O V A T I O N

one particular area. That is why, in order to ensure that all MAPFRE employees can develop their creative potential in this field and contribute ideas linked to the company’s strategy, we embarked just a few months ago on a project that has surpassed all expectations.

THE ERA OF GENIUSESOctober 9 saw the launch of Innova, MAPFRE’s intrapreneurship program, with this first edition targeting employees of the insurance units and corporate areas located in Spain, Peru and the USA. For six weeks, people working in these countries had the opportunity to form teams and present ideas related to the challenges put forward by the company: small and medium-sized enterprises; auto accidents; and young people and savings.

A group of experts evaluated the 443 ideas submitted by our geniuses (more than 750 brilliant minds divided into teams of two or three people) in order to select those with the greatest potential for development. The quality of the projects made it very difficult to choose nine ideas for the final (three from each participating country). These were the finalist teams:

• RideAdvise, StratageM and RideSafe in the United States

• SAVE COIN, P.E.P.E and MAPFRE Emprende in Peru

• Go Saving, Tinvert and B-bites in Spain.

9 FINALIST IDEAS, 80 PEOPLE IN ACTIONIn the month of January our finalists embarked on their bootcamp experience. In innovation, this concept refers to environments where, by accelerating ideas and with the help of experts, projects can literally be taken to the next level. Inspired by the Design Sprint methodology at Google Ventures, the Innova bootcamps (which were held simultaneously over four days in Madrid, Boston and Lima) followed a work dynamic in which participants were able to develop their value proposition; they designed the business and operational model; they built a prototype; and they validated it with a group of potential clients to gather their impressions. Jim Gow, from the Talent and Development Management area at MAPFRE USA, views this dynamic as a new way of doing things in our company: “We brought these teams together with people from other areas to question the very foundations of their idea and jointly create something greater. We also

Proud of reaching the final, the teams from the United States, Ride Advance and StratageM, and those from Peru, P.E.P.E and MAPFRE Emprende, defended their projects with great verve.


invited potential clients to learn their opinion before embarking on a major investment. These should be the principles, not just of innovation, but of any initiative in MAPFRE.”

Although the participants were subjected to a lot of pressure, they all gave their very best. Belén Fernández-Quevedo, head of innovation at MAPFRE IBERIA, underscores “the chemistry that was in the air and the amount of positive energy emanating from the teams throughout the four days.” Accompanying them in this adventure were both local and corporate experts who, from a critical perspective, added value to each proposition. For Eugenia Villalobos, Strategic Planning manager at MAPFRE PERU and coordinator of the program in that country, “Clients played a decisive role when it came to taking the ideas to the next level. They were so enthusiastic as they left the interviews, asking us when we were going to launch the product!” The teams were also supported by a facilitator and a designer.

THE GRAND FINALAfter each team finished their prototype and prepared the presentation of their propositions with the support of specialist consultants, the big moment arrived: the grand

I N N O V A T I O N

MAPFRE’s Chairman and CEO, Antonio Huertas, with the winners of the first edition of Innova.

INNOVATION WITHOUT LIMITSAs part of the reward for their work, the three winning teams from their respective national finals in the United States, Peru and Spain met up in Madrid. As well as being invited to attend the Annual General Meeting on March 8, they participated in an act of recognition chaired by Antonio Huertas, MAPFRE’s Chairman and CEO, and also attended by other members of the Executive Committee such as Ignacio Baeza, José Manuel Inchausti, Fernando Mata, Francisco Marco or Ángel Dávila and Elena Sanz, as well as representatives of the management team of MAPFRE Open Innovation and executives from MAPFRE ESPAÑA.

At the award ceremony, a representative from each of the teams offered a two-minute presentation to outline their idea. Once again, the winners demonstrated the value they bring to MAPFRE with their

creativity at the service of our strategy. After their interventions, a member of each jury explained what had made them opt for these propositions, deeming them worthy of first place at the Grand Final in their respective countries.

In his intervention, Mr. Huertas stressed how: “MAPFRE is changing to adapt to the new realities in an environment where there are no longer clear boundaries. Innovation has always been present in MAPFRE, but what was missing was a model, affording it a structure. A year ago, at the Annual General Meeting we announced the birth of MAPFRE Open Innovation (MOi). Today it is a reality that has enabled us to advance in both strategic and disruptive innovation. Innovation has no limits, nor has creativity. Each and every one of us in MAPFRE, in our daily work, can contribute something.”


I N N O V A T I O N

CHALLENGE. In order to find answers, we should start by asking the right questions. For this reason, the innovation process in MAPFRE stems from a challenge or an area of opportunity to be discovered, where we will find our client and their problem or need. Once the challenge is defined, we can think about possible solutions, this being the second phase of our innovation process.

IDEA. In this process of generating ideas, it is important to implement methodologies that allow us to take advantage of the full creative potential of our organization and of our stakeholders through co-creation. When an idea appears, we must ensure that it makes sense in today’s marketplace and, to do so, we need to transform it into a concept.

CONCEPT or value proposition, which brings together all the characteristics that make clients choose us over the competition. To validate our value proposition, we will generate a prototype.

PROTOTYPE for our potential client to try out, so that we can decide whether our assumptions are valid or, on the contrary, whether we need to iterate toward another perspective, thereby decreasing the risk of failure. After the first few iterations, we must continue with the validations of our idea by engaging, as well as clients, more members of the organization and creating a MVP.

MINIMUM VIABLE PRODUCT (MVP) with enough features to be sellable, satisfy the initial clients and provide feedback for future development. It is a real product produced with minimal functionality for bringing it to market.

PILOT in a controlled environment. This will allow us to gauge the potential for success directly with clients, by pivoting where necessary (redirecting our proposition) to accelerate and advance in an agile, swift, low-cost fashion. Following the validation of our MVP in the controlled pilot environment, we can then move on to the local deployment phase.

LOCAL DEPLOYMENT where we place the solution in the hands of real clients. Should the previous stage yield good results and our project is of interest to other business units or other countries, we can then move on to the final stage – global deployment.

GLOBAL DEPLOYMENT where we will deploy the product or service in other countries.

THE INNOVATION PROCESS IN MAPFRE

CHALLENGE IDEA CONCEPT PROTOTYPE MVP PILOT LOCAL DEPLOYMENT

GLOBAL DEPLOYMENT


I N N O V A T I O N

final in each country. Each team had to pitch the defense of their proposition (with a limited amount of time and in a clear, yet creative manner) in front of a jury made up of members of MAPFRE’s senior management.

The idea that took the trophy in the United States was RideSafe, a navigation application that will help people to reach their destination in a more effective, safer fashion. In their value proposition, this team opted for safety, committed to reducing the accident rate of our policyholders. During the ceremony at which the winning project was revealed, Jaime Tamayo, CEO of the International Territorial Area, stressed the high level of the three ideas and gave a special mention to the propositions from the other teams, StratageM and RideAdvise.

In Peru, the proposition that came through to win the local final was Save Coin, gamification of savings aimed at millennials. Renzo

Calda, CEO of MAPFRE PERU, congratulated all the participants for their ideas and the great effort made.

Finally, in Spain, the winning idea from the B-bites team also responds to a social demand that many young people have yet to contemplate – savings. The Territorial CEO of MAPFRE IBERIA, José Manuel Inchausti, who handed over the award, reminded everyone that “today’s innovation is the company’s competitiveness tomorrow.”

All the participants in this experience are an example of the internal talent we possess in this organization. Now, in coordination with the company’s business areas, the time has come to convert these projects into reality, in many cases incorporating additional ideas sourced from other teams throughout the process and with the help of the organization as a whole. Today, more than ever, between all of us we are building innovation in MAPFRE.

B-bitesWinning team from Spain

RideSafeWinning team from USA

Save CoinWinning team from Peru


P R I Z E S A N D A C C O L A D E S

SOCIAL MEDIAMAPFRE, THE IBEX 35 COMPANY WITH THE FOURTH GREATEST IMPACT ON SOCIAL MEDIA

MERCO MAPFRE, FIFTH MOST RESPONSIBLE AND WITH BEST CORPORATE GOVERNANCE ACCORDING TO THE MERCO RANKING

We are once again the fifth most responsible company in Spain in the MERCO (Corporate Reputation Business Monitor) Corporate Responsibility and Governance ranking.

Moreover, MAPFRE maintains its leading position as the most highly rated insurance company in this study, which analyzes various aspects of corporate responsibility and governance.

INFLUENTIALS AWARDOUR CONTRIBUTION TO BRAND SPAIN

MAPFRE has been recognized for its contribution to Brand Spain in the Influentials awards, sponsored by the Spanish online news website El Confidencial and the global law firm Herbert Smith Freehills. This award recognizes MAPFRE’s contribution to disseminating Brand Spain all over the world and reflects the pride of its 35,000-plus employees in the 45 countries where the company is present.

SPONSORSHIP POLICYOUR SPONSORSHIP POLICY, ACKNOWLEDGED BY VOCENTO

MAPFRE received the Business Award from the Spanish communication group Vocento in the sponsorship category, for its sponsorship policy on sporting events, linking its brand to the values of sport. These awards recognize companies that have managed to transform themselves and tackle the major challenges they face with determination, values, innovation and responsibility, without losing sight of their clients.

The award was collected by Antonio Huertas. Also attending the event were the Vice Chairman, Ignacio Baeza, and Corporate Business Support Officer, Francisco Marco, among others.

MOST VALUABLEMOST VALUABLE INSURANCE BRAND

MAPFRE is the most valuable Spanish insurance brand in the BrandZ España ranking, drawn up by Kantar Millward Brown and WPP, which lists the 30 most valuable brands in our country. In addition, MAPFRE is 18th in the overall classification, with a value of 868 million dollars.

SPECIAL AWARD FROM THE ROS GROUPANTONIO HUERTAS RECEIVES THE ROS GROUP’S SPECIAL AWARD FOR HIS PROFESSIONAL CAREER

Antonio Huertas picked up the ROS Group National Special Award at the gala of the 12th business awards granted by this Extremadura-based firm. The event brought together over 400 personalities associated with the business world from the region of Extremadura, precisely from where the MAPFRE Chairman and CEO hails.

In this opening quarter of the year, MAPFRE has already received several awards and other accolades.



P R I Z E S A N D A C C O L A D E S

BEST COMPANY TO WORK FOR IN SPAINFor the fourth straight year, Great Place to Work included MAPFRE in its list of the Best Workplaces in Spain, jumping from sixth to first place in the 5,000-plus employee category. We are MAPFRE!

At the GPTW in Spain gala, the Group Chief People Officer, Elena Sanz, stressed that “it is an honor and a great pleasure to receive this award on behalf of the entire MAPFRE team in Spain.”

THE AWARD IS FOR THEM:FUNDACIÓN MAPFRE PAVES THE WAY FOR HEALING CERTAIN SPINAL CORD INJURIES AFTER TWENTY YEARS SUPPORTING MEDICAL RESEARCH

The AEMPS (Spanish Medicines and Health Products Agency) has authorized the treatment of patients with a new drug which has shown promising results in patients in its research phase. The approval to bring this stem cell therapy into general practice comes after 20 years of painstaking research supported by Fundación MAPFRE, and the publication of four clinical trials conducted by Dr. Jesús Vaquero. Undoubtedly a medical milestone.

PERUBEST LIFE INSURANCE COMPANY IN PERU

The prestigious journal World Finance recognized MAPFRE PERU as the Best Life Insurance Company at its 2018 Global Insurance Awards. This award, which acknowledges best practices in the insurance industry each year, analyzes the underwriting and issuance processes, risk management and business performance of each company. Other indicators taken into account are complaint resolution, pricing and the number of new clients..

SUSTAINABILITYMAPFRE, RECOGNIZED IN THE 2019 SUSTAINABILITY YEARBOOK

We are among the 20 Spanish companies included in the Sustainability Yearbook 2019, drawn up by the investment consultancy RobecoSAM. The firms are analyzed as regards their environmental, social and corporate governance criteria.

SOLUNION, BEST CREDIT COMPANYSOLUNION, BEST CREDIT COMPANY IN THE 2018 ADECOSE BAROMETER

For the sixth straight year, the company specializing in credit and surety insurance and trade risk management services has been recognized as the Best Credit Insurance Company in the ADECOSE Barometer. This study is conducted annually by the leading insurance brokers association in Spain.

Ignacio Baeza, Fundación MAPFRE vice chairman, accompanied by Angel Garrido, president of the Community of Madrid; Enrique Ruiz Escudero, Health Secretary; Dr. Jesús Vaquero, neurosurgeon and project researcher; María del Pino, president of the Rafael del Pino Foundation; and four of the patients with spinal cord injuries who received the stem cell therapy in clinical trials..



27 INNOVATORSEAGER

TO TRANSFORM SOCIETY

F U N D A C I Ó NF O U N D A T I O N



More than 230 social innovation projects devised by researchers, entrepreneurs, scientists and students from universities and business schools in 26 countries have already signed up for the second edition of the Fundación MAPFRE Social Innovation Awards.

The candidates have presented innovative solutions, with huge potential for social transformation and a global impact, and a common goal: to improve health, safety and sustainable mobility, three aspects that are essential for social progress.

The Jury for the Fundación MAPFRE Social Innovation Awards recently selected the 27 most innovative ideas. These projects

are from 11 countries: Argentina, Brazil, Chile, Colombia, Denmark, Spain, Guatemala, Luxembourg, Mexico, Portugal and the United Kingdom, and will be competing in three semifinals to be held in June in Mexico City and São Paulo, and in Madrid in July. The final will then be held on October 10 in Madrid.

Launched by Fundación MAPFRE at the end of last year in collaboration with IE University, this initiative aims to promote creativity, entrepreneurship and

leadership as tools to achieve a fairer world, as well as to promote values such as sustainability, integration and equal opportunity.

F O U N D A T I O N

TEXT NURIA DEL OLMO | PHOTOGRAPHY MÁXIMO GARCÍA

Fundación MAPFRE continues this year fully committed to innovation, creativity and entrepreneurship so as to achieve a fairer world.

The second edition of the Fundación MAPFRE Social Innovation Awards gets off to a flying start with the goal of identifying great projects capable of enhancing

the lives of people right around the globe.

COLLABORATIVE ECONOMY

Generating innovative ideas collaboratively and proposing alternatives for their successful implementation, thanks to the exchange of specialist know-how and the mutual support of innovators all over the world, is the Innova network’s objective.

This is a private community of social innovators made up of the semifinalists who participated in the first edition of these awards, set up recently as one of Fundación MAPFRE’s most significant initiatives this year.

The 27 who classified for this edition will also form part of this network, in which most of its members have been actively involved since its creation. This opens up a wide range of opportunities for entrepreneurship through cooperation, thus helping to transfer this know-how to society at large.


F O U N D A T I O N

Nine projects to improve health and boost healthy lifestyle habits These are the nine projects within the e-Health (improving health) category: Arrhythmia (Spain), a bracelet to monitor and detect cardiac arrhythmias, and help prevent a stroke; Fallskip (Spain), a simple application that, in little more than two minutes, calculates the risk of someone suffering a fall; Walk with path (Denmark), a portable device that can be fitted to the shoes of people with neurodegenerative diseases to provide them with visual cues; Burn to give (Chile), a platform that converts the calories a person burns while exercising into solidarity calories, which can then serve to feed a malnourished child; Ecglove (Mexico), a glove that swiftly informs a physician on the heart of a person in a critical condition and thus greatly reduces the time needed to attend the patient; and Kitsmile (Colombia), a project designed to rehabilitate children with cerebral palsy by means of a modular chair, apart from offering personalized advice on healthy eating and physical activity for these children and their families.

Three projects from Brazil also classified: Especialmente Educando, a keyboard that facilitates the use of computers and mobile devices for people with limited movement or a lack of fine motor coordination; Neurobots, a rehabilitation system for people who have suffered a stroke, by fitting an exoskeleton device to the paralyzed hand that uses sensors in the brain to facilitate moving the hand; and Savelivez, a platform that helps automate the process of getting blood donors as they are needed to blood banks and hospitals.

Nine solutions to encourage social protection and access to the insurance culture In the InsurTech category, we have nine technological

ideas: Cubelizer: (Spain), a permanent monitoring service for the elderly that alerts an assistant in the event of them suffering an accident or falling sick; Green Urban Data (Spain), software that informs us on the environmental status of our cities and facilitates decision-making and prioritizing climate change strategies; Ibisa (Luxembourg), a platform that promotes inclusive insurance for the protection of farmers’ crops all over the world; Kimmo (Mexico), an application that allows drivers to purchase auto insurance adapted to suit the way they use their vehicle; Mecubro.com (Argentina), a platform that offers the possibility of immediately taking out personalized temporary insurance online; and Mibkclub (Colombia), an initiative that seeks to improve the quality of life and well-being of families with scant resources by offering them access to savings and insurance.

In Brazil, the semifinalists in this category are: 88Insurtech, a digital platform based on blockchain technology for security-related and assistance services, facilitating swift connections between insurance brokers and clients; Manejebem, a social network for small farmers that provides remote technical assistance and thus assists sustainable rural development; and Psyalive, a platform that offers the possibility of consultations with a psychologist from anywhere in the world, thanks to a video call.

Nine projects to reduce accident rates and rationalize traffic flows

THE 27 BEST IN THE HEALTH, SUSTAINABLE MOBILITY, ROAD SAFETY AND INSURANCE CATEGORIES WILL COMPETE IN THE SEMIFINALS


F O U N D A T I O N

Those who classified in the sustainable mobility and road safety category are: Mobilized Construction (UK), a sensor that is installed in vehicles with the aim of analyzing road conditions in real time; Navilens (Spain), a pioneering system that enables people with visual disabilities to get their bearings wherever they are, thanks to markers placed in different locations which can be read by their cell phone; Pavnext (Portugal), a device installed in the pavement material, capable of automatically reducing the speed of vehicles; Caminito de la escuela

(México), a web platform that provides

information about the degree of danger

in the vicinity of schools, thanks to public

collaboration; Shutoff App (Guatemala), a mobile application which, among other

features, on detecting speeds over 20

kilometers an hour, locks the smartphone,

thereby avoiding distractions at the

wheel; and Wheels Social (Colombia), a

digital platform to encourage the use of

car-sharing, taxi services or bicycle rides,

interacting solely with acquaintances

within your network of trust.

The competition opensfor the registrationof projects.

Launch phase:1. 2.Pre-selection phase ofsemifinalist projects:

The participating projects areassessed and the 27 semifinalistschosen (3 in each categoryand in each region).

3. Preparation phase for the semi-final:

Online mentoring is provided to the finalists.

4. Semi-final phase:

7. Red Innova NetworkFundación MAPFRE:

Finalists and winners will formpart of this network of networksin order to continue maintainingtheir relationships.

.

6. Grand Final and closing phase:

3 winners (one per category)

They willreceive

Semi-finalevents are

held in eachof the

3 regions:

BrazilSão Paulo13 June 2019

LATAM(except Brazil)Mexico city6 June 2019

EuropeMadrid4 July 2019

27semifinalists

in totalMaximum of

3 semifinalistsin each of the3 categories.3 per region

9 finalistsin total

3 categories in 3 regiones

Good luck to everybody

Until 31 January 2019February/March 2019

5. Preparation phase for the final:

Finalists receive face-to-face coaching during a day-long eventin Madrid with support from coaches and experts.

October 2019

June/July 2019

Madrid, 10 October 2019

The finalists will present their proposal before anexpert panel in Madrid convenedby Fundación MAPFRE and IE.

to move theirproject forward.

€30,000


F O U N D A T I O N

In Brazil, the three semifinalists in this category are: Carona a pé, a system that organizes groups of children living near each other so that families and teachers can accompanying them to and from school; Milênio Bus, a platform that informs users in real time whether a public transport bus is full and facilitates the online payment of tickets; and Venuxx, another collaborative digital platform exclusively for women, serving their transportation needs, whether as drivers or passenger, so as to enhance their safety.

Mentoring, coaching and visibility to investors The 27 semifinalists will benefit from different promotion channels for their projects, which will help publicize their endeavors. To this end, they will be receiving support, guidance and assistance to communicate and develop their propositions in the most effective manner through mentoring for semifinalists and coaching for finalists. They will also have access to a public relations plan to enhance the visibility of their projects to potential investors and funders.

The competition opensfor the registrationof projects.

Launch phase:1. 2.Pre-selection phase ofsemifinalist projects:

The participating projects areassessed and the 27 semifinalistschosen (3 in each categoryand in each region).

3. Preparation phase for the semi-final:

Online mentoring is provided to the finalists.

4. Semi-final phase:

7. Red Innova NetworkFundación MAPFRE:

Finalists and winners will formpart of this network of networksin order to continue maintainingtheir relationships.

.

6. Grand Final and closing phase:

3 winners (one per category)

They willreceive

Semi-finalevents are

held in eachof the

3 regions:

BrazilSão Paulo13 June 2019

LATAM(except Brazil)Mexico city6 June 2019

EuropeMadrid4 July 2019

27semifinalists

in totalMaximum of

3 semifinalistsin each of the3 categories.3 per region

9 finalistsin total

3 categories in 3 regiones

Good luck to everybody

Until 31 January 2019February/March 2019

5. Preparation phase for the final:

Finalists receive face-to-face coaching during a day-long eventin Madrid with support from coaches and experts.

October 2019

June/July 2019

Madrid, 10 October 2019

The finalists will present their proposal before anexpert panel in Madrid convenedby Fundación MAPFRE and IE.

to move theirproject forward.

€30,000


F O U N D A T I O N

GROWTH AND INTERNATIONAL EXPANSION. VIEWS OF THE FIRST EDITION’S WINNERSTwo Spanish projects, MJN-SERAS, the first medical device able to predict an epileptic seizure, and Scoobic, the sustainable delivery vehicle that decontaminates the air and helps save lives, and the Mexican Comunidad 4UNO financial inclusion platform, designed to improve the quality of life of domestic workers, were the winners of the first edition of the Fundación MAPFRE Social Innovation Awards, held in October 2018. Ever since then, the three entrepreneurs have taken advantage of every opportunity that has arisen to grow further. Not only have they achieved greater international recognition, but they have also obtained more funding to grow their resources and client base, and expand into more countries.

FROM GERONA TO UNITED STATESSalva Gutiérrez, David Blazquez and Xavi Raurich, creators of MJN Neuroserveis, are celebrating big time. Their device has successfully passed several clinical tests and has managed to qualify for inclusion in SME Instrument, a competition promoted by the European Commission which offers subventions to disruptive innovation projects and is deemed highly demanding, given the requirements it lays down. “This is a very important step which undoubtedly endorses our efforts and enables us to move forward with renewed vigor,” Salva Gutiérrez, 45, admits on referring to this source of funding, definitely one of the best openings for a startup to be able to grow. The funding obtained, which amounts to 1.8 million euros, will enable this small Catalan company – whose origin can be traced to the epilepsy suffered by the daughter of one of its founders – to carry out more clinical trials, both inside and outside Spain. The objective is twofold. Firstly, to convince the medical community of the

usefulness of this earpiece, capable of reading brain data through the auditory canal and sending an alert to a smartphone so as to avoid an epileptic seizure; and, secondly, to obtain the necessary authorization in order to be sold, something that is expected shortly. “There are already distributors in Germany, the United Kingdom and Holland who are interested in this device, which will be sold at a price of 1,750 euros. Before we know it, this product will have reached many corners of the world, helping improve the quality of life of those suffering from this condition,” he adds. The United States and Latin America are also in our sights for expansion. In the USA, thanks to a hospital there which is helping them to expedite the legal requirements and thus be able to operate by the end of this year; and, in South America, with a direct entry into the market in Panama, Argentina, Colombia and Chile. Since the company started out, it has participated in more than 100 events, between contests, investment pitches and presentations. As a result, they have managed to obtain 3.3 million in funding, 700,000 of which correspond to private investors, mainly Ship2B, a Catalan entity which supports projects with a great social impact. In addition, MJN participated at the 2019 Mobile World Congress and received the Great Catalan Innovator award.


F O U N D A T I O N

500 VEHICLES FOR MADRID THAT WILL SAVE LIVES

José María Gómez, co-founder and CEO of Passion Motorbike Factory has not stopped for a single second since he won our Foundation’s prize. He has no doubt that this recognition has afforded them “great visibility and reputation, and brought them closer to their clients.” At the end of last year, the Andalusian company signed a commercial alliance with a Chinese automaker to build the vehicle parts in that country and, subsequently, they will be assembled in Seville. It has also sealed a deal with a Portuguese company to produce the bodywork. The goal is to manufacture 1,000 Scoobics by the end of this year, 80 percent of which are destined for a major distribution company, whose name they prefer not to reveal at this time. Other clients include the public postal service, Correos, and the delivery company, Seur, who have long been interested in this project and are currently running pilot tests to adapt the vehicle to their business needs. “We are working to develop tailor-made vehicles. The needs of each client are different and this will oblige us to customize the design,” according to the chief executive of this company, which has

revolutionized the urban mobility world with a sustainable means of transport, whose price will be around 12,500 euros. The vehicle not only aims to put an end to traffic jams and urban pollution, but will also help save lives thanks to the development of a free mobile app financed entirely with the 30,000 euros prize money from the Fundación MAPFRE award. This app is designed to locate people suffering a heart attack and save their lives with a defibrillator. But production is not everything. In addition, the project aims to promote health and road safety, something that has proved possible thanks to an agreement reached with the National Logistics Organization (UNO) to develop a safe driving course to be taken by all delivery vehicle drivers, who will also be taught how to use the defibrillator. The goal is for a total of 500 Scoobics to be operating on the streets of Madrid by January 2020.

CREDIT, SAVINGS AND HEALTHCARE FOR DOMESTIC WORKERS2,000 domestic workers in 25 Mexican cities already enjoy basic health insurance, savings insurance and access to credit to deal with contingencies and improve the condition of their homes. All for a monthly charge of less than five dollars, which is what it costs to sign up to this system which makes it easy for

them and their families to access these kinds of financial and protection services. These can all be managed via an app that has been developed over several years. This is an overview of Comunidad 4 Uno, a Mexican startup made up of 11 people, which recently opened a second round of investment to consolidate the Mexican market, publicize the project in other countries, particularly in Colombia and Peru, and thus be able to benefit more mothers in this region, who account for 70 percent of its clients and whose salary barely reaches 300 euros. Among its short-term objectives is the launch of two new products on its platform, in this case aiming to provide microloans to low-income workers, such as those who work in the construction sector and barely have access to a social security system, encourage them to save, especially to meet basic needs such as health, and offer financial education, key to enabling them to make appropriate decisions in keeping with their resources, as well as their family and personal circumstances.

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publi 2 Premios Innovación Social 190x255.pdf 1 17/1/19 12:58AF_Prensa 190x255mm_C. Documentación.pdf 1 8/4/19 16:12AF_Prensa 190x255mm_C. Documentación.pdf 1 8/4/19 16:12

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