Affinity compliance, a key lever for securing your business model and preserving your reputation in a monitored environment
Against a backdrop of tightening regulations on affinity insurance (increasing number of ACPR inspections, tightening of information and advice obligations, refocusing on customer interests), an energy company offering insurance products to complement its contracts was subject to a regulatory audit initiated by its partners (broker and insurer), which highlighted structural compliance gaps.
In concrete termsThe aim is to bring the distribution of the energy company's affinity insurance products into line with market requirements, by securing the entire distribution system and clarifying the roles of the various players involved, while preserving the company's ability to market these products in a competitive market.
Support in place
Our teams have put in place a three-pronged approach, combining diagnosis, operational management and organizational overhaul:
- Critical reading of audit report submitted by partners
- Identification of compliance deviations and corrective actions to be taken
- Structuring the action plan and managing its deployment in business teams
- Mapping the roles and responsibilities of stakeholders (internal, broker, insurer)
- Recommendations for upgrading distribution and validation circuits
- Support for the implementation of organizational adjustments
- Definition of the roadmap for the creation of a dedicated compliance unit
- Drafting of guidelines, process sheets and monitoring tools
- Support for recruitment and structuring of the function
The results
And tomorrow?
The dynamic that has been set in motion goes beyond simply responding to the audit. It is the beginning of a cultural change: that of an organization that integrates compliance as a strategic lever. The compliance unit, now in place, is in the process of being consolidated, and we are continuing to work alongside the customer to secure the final milestones and anchor the new practices for the long term.
