Bureau February 2026

13.04.2026

Koen HERMANS, Head of Employees Relations at AXA Group, opened the session, which focused on two key aspects of the Group’s strategy: 
 

  • The levers for managing the Group’s reputation, a key asset to be safeguarded, 
  • The Group’s risk management strategy, which is of paramount importance to AXA. 

     

Presentation of the AXA Group’s Reputation Management Principles

Ziad Gebran, Head of Media Relations, Reputation and Communications for Individual Shareholders and Employees at the AXA Group, emphasises that the reputation of the AXA Group is a strategic asset that engages all its stakeholders, including employees, senior management and social partners. Any event likely to damage the perception of the Group constitutes a reputational risk, with potential impacts on societal commitments, financial performance, commercial activity and team engagement, notably through employees’ expression on social media.


In the insurance sector, reputation is a regulated risk that is closely monitored by supervisory authorities. At AXA, its management is overseen by the Group Risk Management function and is based on structured reporting and the continuous detection of early warning signals.


This approach combines both a defensive dimension and a proactive strategy. Beyond managing sensitive situations, AXA seeks to strengthen trust over the long term by promoting its identity, its brand, the quality of its products and services, as well as its societal and environmental commitments, supported by patronage and philanthropic initiatives.
In a context characterised by misinformation, polarisation of opinions and audience fragmentation, AXA relies on an internal network of correspondents and regular exchanges to anticipate reputational risks. As Pascale Rauline highlighted, controlled communication and heightened vigilance—particularly on social media—are essential to preserve this key asset of the Group.

 

Presentation of the AXA Group’s comprehensive approach to risk management

Françoise Gilles, Chief Risk Officer of AXA Group, notes that risk lies at the very heart of the insurer’s business and is a structuring component of the AXA Group’s strategy. The Risk function is not confined to a control role; its primary objective is to support business development and protect the company, based on a clear principle: seizing strategic opportunities while keeping threats under control. Strategic thinking is underpinned by an analysis of major societal trends and under‑addressed protection needs. 

Two key challenges stand out: the retirement gap, exacerbated by ageing populations and pressure on public finances, and climate risks, in respect of which AXA has chosen to remain fully engaged, unlike some market players. Added to these are the energy transition and cyber risks.
Guided by a customer‑centric perspective, the Risk function identifies the areas in which AXA can make a tangible impact. This ambition is supported by strong assets: long‑standing technical expertise, data drawn from more than fifty countries, a global distribution network and a high level of solvency (with a ratio above 220%).
To illustrate this approach, Françoise Gilles compares AXA to an experienced mountaineer: ambitious, clear‑sighted and methodical. The Group does not shy away from complex challenges, but tackles them with preparation and discipline, in contrast to uncontrolled risk‑taking.
This philosophy translates into rigorous risk selection. Technical risks—such as longevity, natural catastrophes and transition risks—are actively sought, as they address customer needs and support sustainable profitability. Non‑compliance, regulatory and operational risks must be avoided or strictly managed, while financial risks aim to capture the liquidity premium enabled by the long‑term investment horizon of the insurance model.
Finally, this strategy is built on three pillars: optimising reinsurance to support growth, enhancing the liquidity premium through targeted investments in private debt, and product innovation, made possible by the Group’s international diversity and internal risk‑pooling mechanisms, as illustrated by the example of AXA Italy in addressing climate risks.

 

Presentation of the roadmap of the EWC Secretary 

Pascale Rauline, secretary of the AXA EWC, has presented the Roadmap of the Secretary :

  • Continue to follow up the action plans of the various entities regarding support for employees aged over 50
  • Work on risk prevention in relation to employees’ health and safety, building in particular on previous work on preventing customers abuse.
  • Support the transformation linked to artificial intelligence, focusing on five key areas

 

Find here the notes from the Secretariat: