A 100% online Advanced master’s degree that will turn you into a true leader for insurance companies, being able to successfully face all the challenges of the sector” 

Why Study at TECH?

TECH is the world's largest 100% online business school. It is an elite business school, with a model based on the highest academic standards. A world-class center for intensive managerial skills education.   

TECH is a university at the forefront of technology, and puts all its resources at the student's disposal to help them achieve entrepreneurial success”

At TECH Global University

Innovation

The university offers an online learning model that balances the latest educational technology with the most rigorous teaching methods. A unique method with the highest international recognition that will provide students with the keys to develop in a rapidly-evolving world, where innovation must be every entrepreneur’s focus.

"Microsoft Europe Success Story", for integrating the innovative, interactive multi-video system. 

The Highest Standards

Admissions criteria at TECH are not economic. Students don't need to make a large investment to study at this university. However, in order to obtain a qualification from TECH, the student's intelligence and ability will be tested to their limits. The institution's academic standards are exceptionally high...  

95% of TECH students successfully complete their studies.

Networking

Professionals from countries all over the world attend TECH, allowing students to establish a large network of contacts that may prove useful to them in the future.  

100,000+ executives prepared each year, 200+ different nationalities.

Empowerment

Students will grow hand in hand with the best companies and highly regarded and influential professionals. TECH has developed strategic partnerships and a valuable network of contacts with major economic players in 7 continents.  

500+ collaborative agreements with leading companies.

Talent

This program is a unique initiative to allow students to showcase their talent in the business world. An opportunity that will allow them to voice their concerns and share their business vision. 

After completing this program, TECH helps students show the world their talent. 

Multicultural Context

While studying at TECH, students will enjoy a unique experience. Study in a multicultural context. In a program with a global vision, through which students can learn about the operating methods in different parts of the world, and gather the latest information that best adapts to their business idea. 

TECH students represent more than 200 different nationalities.  

Learn with the best

In the classroom, TECH’s teaching staff discuss how they have achieved success in their companies, working in a real, lively, and dynamic context. Teachers who are fully committed to offering a quality specialization that will allow students to advance in their career and stand out in the business world. 

Teachers representing 20 different nationalities. 

TECH strives for excellence and, to this end, boasts a series of characteristics that make this university unique:   

Analysis

TECH explores the student’s critical side, their ability to question things, their problem-solving skills, as well as their interpersonal skills.  

Academic Excellence

TECH offers students the best online learning methodology. The university combines the Relearning methodology (the most internationally recognized postgraduate learning methodology) with Harvard Business School case studies. A complex balance of traditional and state-of-the-art methods, within the most demanding academic framework.   

TECH is the world’s largest online university. It currently boasts a portfolio of more than 10,000 university postgraduate programs. And in today's new economy, volume + technology = a ground-breaking price. This way, TECH ensures that studying is not as expensive for students as it would be at another university.   

At TECH, you will have access to the most rigorous and up-to-date case analyses in academia” 

This university program is designed by experts in Senior Management in the Insurance Industry, who will provide students with a solid understanding of insurance companies management. To this end, the program will include disruptive modules dedicated to the legal aspects of insurance and risk. The study plan will also address the preparation of a crisis plan so that graduates can anticipate problems that may arise during the course of their work. In addition, the syllabus will rigorously analyze aspects such as the Governance System, the ORSA Process and the Internal Risk and Solvency Assessment. 

TECH employs a 100% online methodology, with which you will be more than capable of designing highly innovative projects in the insurance Industry” 

Syllabus

The Advanced master’s degree in Senior Management in the Insurance Industry TECH Global University is an intensive program that prepares students to face challenges and business decisions internationally. Its content is designed to promote the development of managerial skills that enable more rigorous decision-making in uncertain environments.   

Throughout 3,600 hours of study, students will analyze a multitude of practical cases through individual work, achieving high quality learning that can be applied to their daily practice. It is, therefore, an authentic immersion in real business situations.    

This program deals in depth with the main areas of the the insurance industry and is designed for managers to understand business management from a strategic, international and innovative perspective.   

A plan designed for students, focused on their professional improvement and preparing them to achieve excellence in the field of insurance company management. A program that understands your needs and those of your company through innovative content based on the latest trends, and supported by the best educational methodology and an exceptional faculty, which will provide you with the competencies to solve critical situations in a creative and efficient way. 

This program is developed over 2 years and is divided into 20 modules: 

Module 1 Leadership, Ethics and Social Responsibility in Companies
Module 2 Strategic Managementand Executive Management  
Module 3 People and Talent Management
Module 4 Economic and Financial Management
Module 5 Operations and Logistics Management 
Module 6 Information Systems Management 
Module 7 Commercial Management, Strategic Marketing and Corporate Communications 
Module 8 Market Research, Advertising and Commercial Management
Module 9 Innovation and Project Management
Module 10 Executive  Management 
Module 11 Insurance as a Regulated Activity at the International Level
Module 12 Legal Aspects of Insurance. International Context
Module 13 Insurance and Risk 
Module 14 Insurance Distribution
Module 15 Regulatory Compliance and International Corporate Governance 
Module 16 Composition of the Economic Balance Sheet under Solvency II Regulations
Module 17 Solvency II: the Prudent Management of the Insurance Activity 
Module 18 Conduct Risk and Supervision in the Insurance Industry
Module 19 Taxation in the Insurance Industry. Direct Taxes
Module 20 Taxation in the Insurance Industry. Indirect Taxes

Where, When and How is it Taught?

TECH offers the possibility of developing this Advanced master’s degree in Senior Management in the Insurance Industry completely online. During the 2 years of the program, students will be able to access all the contents in this program at any time, which will allow them to manage their own study time. 

Module 1. Leadership, Ethics and Social Responsibility in Companies

1.1.Globalization and Governance

1.1.1.Governance and Corporate Governance
1.1.2.The Fundamentals of Corporate Governance in Companies
1.1.3.The Role of the Board of Directors in the Corporate Governance Framework

1.2.Leadership

1.2.1.Leadership A Conceptual Approach
1.2.2.Leadership in Companies
1.2.3.The Importance of Leaders in Business Management

1.3.Cross Cultural Management

1.3.1.Cross Cultural Management Concept
1.3.2.Contributions to Knowledge of National Cultures
1.3.3.Diversity Management

1.4.Management and Leadership Development

1.4.1.Concept of Management Development
1.4.2.Concept of Leadership
1.4.3.Leadership Theories
1.4.4.Leadership Styles
1.4.5.Intelligence in Leadership
1.4.6.The Challenges of Today's Leader

1.5.Business Ethics

1.5.1.Ethics and Morality
1.5.2.Business Ethics
1.5.3.Leadership and Ethics in Companies

1.6.Sustainability

1.6.1.Sustainability and Sustainable Development
1.6.2.The 2030 Agenda
1.6.3.Sustainable Companies

1.7.Corporate Social Responsibility

1.7.1.International Dimensions of Corporate Social Responsibility
1.7.2.Implementing Corporate Social Responsibility
1.7.3.The Impact and Measurement of Corporate Social Responsibility

1.8.Responsible Management Systems and Tools

1.8.1.CSR: Corporate Social Responsibility
1.8.2.Essential Aspects for Implementing a Responsible Management Strategy
1.8.3.Steps for the Implementation of a Corporate Social Responsibility Management System
1.8.4.CSR Tools and Standards

1.9.Multinationals and Human Rights

1.9.1.Globalization, Multinational Companies and Human Rights
1.9.2.Multinational Companies vs.International Law
1.9.3.Legal Instruments for Multinationals in the Area of Human Rights

1.10.Legal Environment and Corporate Governance

1.10.1.International Rules on Importation and Exportation
1.10.2.Intellectual and Industrial Property
1.10.3.International Labor Law

Module 2. Strategic Management and Executive Management 

2.1.Organizational Analysis and Design

2.1.1.Conceptual Framework
2.1.2.Key Elements in Organizational Design
2.1.3.Basic Organizational Models
2.1.4.Organizational Design: Typologies

2.2.Corporate Strategy

2.2.1.Competitive Corporate Strategy
2.2.2.Types of Growth Strategies
2.2.3.Conceptual Framework

2.3.Strategic Planning and Strategy Formulation

2.3.1.Conceptual Framework
2.3.2.Elements of Strategic Planning
2.3.3.Strategy Formulation: Strategic Planning Process

2.4.Strategic Thinking

2.4.1.The Company as a System
2.4.2.Organization Concept
2.5.Financial Diagnosis

2.5.1.Concept of Financial Diagnosis

2.5.2.Stages of Financial Diagnosis
2.5.3.Assessment Methods for Financial Diagnosis

2.6.Planning and Strategy

2.6.1.The Plan from a Strategy
2.6.2.Strategic Positioning
2.6.3.Strategy in Companies

2.7.Strategy Models and Patterns

2.7.1.Conceptual Framework
2.7.2.Strategic Models
2.7.3.Strategic Patterns: The Five P’s of Strategy

2.8.Competitive Strategy

2.8.1.The Competitive Advantage
2.8.2.Choosing a Competitive Strategy
2.8.3.Strategies Based on the Strategic Clock Model
2.8.4.Types of Strategies According to the Industrial Sector Life Cycle

2.9.Strategic Management

2.9.1.The Concept of Strategy
2.9.2.The Process of Strategic Management
2.9.3.Approaches in Strategic Management

2.10.Strategy Implementation

2.10.1.Indicator Systems and Process Approach
2.10.2.Strategic Map
2.10.3.Strategic Alignment

2.11.Executive Management

2.11.1.Conceptual Framework of Executive Management
2.11.2.Executive Management The Role of the Board of Directors and Corporate Management Tools

2.12.Strategic Communication

2.12.1.Interpersonal Communication
2.12.2.Communication Skills and Influence
2.12.3.Internal Communication
2.12.4.Barriers to Business Communication

Module 3. People and Talent Management 

3.1.Organizational Behavior

3.1.1.Organizational Behavior Conceptual Framework
3.1.2.Main Factors of Organizational Behavior

3.2.People in Organizations

3.2.1.Quality of Work Life and Psychological Well-Being
3.2.2.Work Teams and Meeting Management
3.2.3.Coaching and Team Management
3.2.4.Managing Equality and Diversity

3.3.Strategic People Management

3.3.1.Strategic Human Resources Management
3.3.2.Strategic People Management

3.4.Evolution of Resources An Integrated Vision

3.4.1.The Importance of HR
3.4.2.A New Environment for People Management and Leadership
3.4.3.Strategic HR Management

3.5.Selection, Group Dynamics and HR Recruitment

3.5.1.Approach to Recruitment and Selection
3.5.2.Recruitment.
3.5.3.The Selection Process

3.6.Human Resources Management by Competencies

3.6.1.Analysis of the Potential
3.6.2.Remuneration Policy
3.6.3.Career/Succession Planning

3.7.Performance Evaluation and Compliance Management

3.7.1.Performance Management
3.7.2.Performance Management: Objectives and Process

3.8.Training Management

3.8.1.Learning Theories
3.8.2.Talent Detection and Retention
3.8.3.Gamification and Talent Management
3.8.4.Training and Professional Obsolescence

3.9.Talent Management

3.9.1.Keys for Positive Management
3.9.2.Conceptual Origin of Talent and its Implication in the Company
3.9.3.Map of Talent in the Organization
3.9.4.Cost and Added Value

3.10.Innovation in Talent and People Management

3.10.1.Strategic Talent Management Models
3.10.2.Identification, Training and Development of Talent
3.10.3.Loyalty and Retention
3.10.4.Proactivity and Innovation

3.11.Motivation

3.11.1.The Nature of Motivation
3.11.2.Expectations Theory
3.11.3.Needs Theory
3.11.4.Motivation and Financial Compensation

3.12.Employer Branding

3.12.1.Employer Branding in HR
3.12.2.Personal Branding for HR Professionals

3.13.Developing High Performance Teams

3.13.1.High Performance Teams: Self-Managed Teams
3.13.2.Methodologies for the Management of High Performance Self-Managed Teams

3.14.Management Skills Development

3.14.1.What are Manager Competencies?
3.14.2.Elements of Competencies
3.14.3.Knowledge
3.14.4.Management Skills
3.14.5.Attitudes and Values in Managers
3.14.6.Managerial Skills

3.15.Time Management

3.15.1.Benefits
3.15.2.What Can be the Causes of Poor Time Management?
3.15.3.Time
3.15.4.Time Illusions
3.15.5.Attention and Memory
3.15.6.State of Mind
3.15.7.Time Management
3.15.8.Being Proactive
3.15.9.Be Clear About the Objective
3.15.10. Order
3.15.11. Planning

3.16.Change Management

3.16.1.Change Management
3.16.2.Type of Change Management Processes
3.16.3.Stages or Phases in the Change Management Process

3.17.Negotiation and Conflict Management

3.17.1 Negotiation
3.17.2 Conflicts Management
3.17.3 Crisis Management

3.18.Executive Communication

3.18.1.Internal and External Communication in the Corporate Environment
3.18.2.Communication Departments
3.18.3.The Person in Charge of Communication of the Company The Profile of the Dircom

3.19.Human Resources Management and PRL Teams

3.19.1.Management of Human Resources and Teams
3.19.2.Prevention of Occupational Hazards

3.20.Productivity, Attraction, Retention and Activation of Talent

3.20.1.Productivity
3.20.2.Talent Attraction and Retention Levers

3.21.Monetary Compensation Vs.Non-Cash

3.21.1.Monetary Compensation Vs. Non-Cash
3.21.2.Wage Band Models
3.21.3.Non-cash Compensation Models
3.21.4.Working Model
3.21.5.Corporate Community
3.21.6.Company Image
3.21.7.Emotional Salary

3.22.Innovation in Talent and People Management II

3.22.1.Innovation in Organizations
3.22.2.New Challenges in the Human Resources Department
3.22.3.Innovation Management
3.22.4.Tools for Innovation

3.23.Knowledge and Talent Management

3.23.1.Knowledge and Talent Management
3.23.2.Knowledge Management Implementation

3.24.Transforming Human Resources in the Digital Era

3.24.1.The Socioeconomic Context
3.24.2.New Forms of Corporate Organization
3.24.3.New Methodologies

Module 4.  Economic and Financial Management 

4.1.Economic Environment

4.1.1.Macroeconomic Environment and the National Financial System
4.1.2.Financial Institutions
4.1.3.Financial Markets
4.1.4.Financial Assets
4.1.5.Other Financial Sector Entities

4.2.Company Financing

4.2.1.Sources of Financing
4.2.2.Types of Financing Costs

4.3.Executive Accounting

4.3.1.Basic Concepts
4.3.2.The Company’s Assets
4.3.3.The Company’s Liabilities
4.3.4.The Company’s Net Worth
4.3.5.The Income Statement

4.4.From General Accounting to Cost Accounting

4.4.1.Elements of Cost Calculation
4.4.2.Expenses in General Accounting and Cost Accounting
4.4.3.Costs Classification

4.5.Information Systems and Business Intelligence

4.5.1.Fundamentals and Classification
4.5.2.Cost Allocation Phases and Methods
4.5.3.Choice of Cost Center and Impact

4.6.Budget and Management Control

4.6.1.The Budget Model
4.6.2.The Capital Budget
4.6.3.The Operating Budget
4.6.5.Treasury Budget
4.6.6.Budget Monitoring

4.7.Treasury Management

4.7.1.Accounting Working Capital andNecessary Working Capital
4.7.2.Calculation of Operating Requirements of Funds
4.7.3.Credit Management

4.8.Corporate Tax Responsibility

4.8.1.Basic Tax Concepts
4.8.2.Corporate Income Tax
4.8.3.Value Added Tax
4.8.4.Other Taxes Related to Commercial with the Mercantile Activity
4.8.5.The Company as a Facilitator of the Work of the of the State

4.9.Systems of Control of Enterprises

4.9.1.Analysis of Financial Statements
4.9.2.The Company's Balance Sheet
4.9.3.The Profit and Loss Statement
4.9.4.The Statement of Cash Flows
4.9.5.Ratio Analysis

4.10.Financial Management

4.10.1.The Company's Financial Decisions
4.10.2.Financial Department
4.10.3.Cash Surpluses
4.10.4.Risks Associated with Financial Management
4.10.5.Financial Administration Risk Management

4.11.Financial Planning

4.11.1.Definition of Financial Planning
4.11.2.Actions to be Taken in Financial Planning
4.11.3.Creation and Establishment of the Business Strategy
4.11.4.The Cash Flow Table
4.11.5.The Working Capital Table

4.12.Corporate Financial Strategy

4.12.1.Corporate Strategy and Sources of Financing
4.12.2.Financial Products for Corporate Financing

4.13.Macroeconomic Context

4.13.1.Macroeconomic Context
4.13.2.Relevant Economic Indicators
4.13.3.Mechanisms for Monitoring of Macroeconomic Magnitudes
4.13.4.Economic Cycles

4.14.Strategic Financing

4.14.1.Self-Financing
4.14.2.Increase in Equity
4.14.3.Hybrid Resources
4.14.4.Financing Through Intermediaries

4.15.Money and Capital Markets

4.15.1.The Money Market
4.15.2.The Fixed Income Market
4.15.3.The Equity Market
4.15.4.The Foreign Exchange Market
4.15.5.The Derivatives Market

4.16.Financial Analysis and Planning

4.16.1.Analysis of the Balance Sheet
4.16.2.Analysis of the Income Statement
4.16.3.Profitability Analysis
4.17.Analysis and Resolution of Cases/Problems
4.17.1.Financial Information on Industria de Diseño y Textil, S.A. (INDITEX)

Module 5. Operations and Logistics Management 

5.1.Operations Direction and Management

5.1.1.The Role of Operations
5.1.2.The Impact of Operations on the Management of Companies.
5.1.3.Introduction to Operations Strategy
5.1.4.Operations Management

5.2.Industrial Organization and Logistics

5.2.1.Industrial Organization Department
5.2.2.Logistics Department

5.3.Structure and Types of Production (MTS, MTO, ATO, ETO, etc)

5.3.1.Production System
5.3.2.Production Strategy
5.3.3.Inventory Management System
5.3.4.Production Indicators

5.4.Structure and Types of Procurement

5.4.1.Function of Procurement
5.4.2.Procurement Management
5.4.3.Types of Purchases
5.4.4.Efficient Purchasing Management of a Company
5.4.5.Stages of the Purchase Decision Process

5.5.Economic Control of Purchasing

5.5.1.Economic Influence of Purchases
5.5.2.Cost Centers
5.5.3.Budget
5.5.4.Budgeting vs. Actual Expenditure
5.5.5.Budgetary Control Tools

5.6.Warehouse Operations Control

5.6.1.Inventory Control
5.6.2.Location Systems
5.6.3.Stock Management Techniques
5.6.4.Storage Systems

5.7.Strategic Purchasing Management

5.7.1.Business Strategy
5.7.2.Strategic Planning
5.7.3.Purchasing Strategies

5.8.Typologies of the Supply Chain (SCM)

5.8.1.Supply Chain
5.8.2.Benefits of Supply Chain Management
5.8.3.Logistical Management in the Supply Chain

5.9.Supply Chain Management

5.9.1.The Concept of Management of the Supply Chain (SCM)
5.9.2.Supply Chain Costs and Efficiency
5.9.3.Demand Patterns
5.9.4.Operations Strategy and Change

5.10.Interactions Between the SCM and All Other Departments

5.10.1.Interaction of the Supply Chain
5.10.2.Interaction of the Supply Chain. Integration by Parts
5.10.3.Supply Chain Integration Problems
5.10.4.Supply Chain

5.11.Logistics Costs

5.11.1.Logistics Costs
5.11.2.Problems with Logistics Costs
5.11.3.Optimizing Logistic Costs

5.12.Profitability and Efficiency of Logistics Chains: KPIS

5.12.1.Logistics Chain
5.12.2.Profitability and Efficiency of the Logistics Chain
5.12.3.Indicators of Profitability and Efficiency of the Supply Chain

5.13.Process Management

5.13.1.Process Management
5.13.2.Process-Based Approach: Process Mapping
5.13.3.Improvements in Process Management

5.14.Distribution and Transportation and Logistics

5.14.1.Distribution in the Supply Chain
5.14.2.Transportation Logistics
5.14.3.Geographic Information Systems as a Support to Logistics

5.15.Logistics and Customers

5.15.1.Demand Analysis
5.15.2.Demand and Sales Forecast
5.15.3.Sales and Operations Planning
5.15.4.Participatory Planning, Forecasting and and Replenishment Planning (CPFR)

5.16.International Logistics

5.16.1.Export and Import Processes
5.16.2.Customs
5.16.3.Methods and Means of International Payment
5.16.4.International Logistics Platforms

5.17.Outsourcing of Operations

5.17.1.Operations Management and Outsourcing
5.17.2.Outsourcing Implementation in Logistics Environments

5.18.Competitiveness in Operations

5.18.1.Operations Management
5.18.2.Operational Competitiveness
5.18.3.Operations Strategy and Competitive Advantages

5.19.Quality Management

5.19.1.Internal and External Customers
5.19.2.Quality Costs
5.19.3.Ongoing Improvement and the Deming Philosophy

Module 6. Information Systems Management

6.1.Technological Environment

6.1.1.Technology and Globalization
6.1.2.Economic Environment and Technology
6.1.3.Technological Environment and its Impact on Companies

6.2.Information Systems and Technologies in the Enterprise

6.2.1.The Evolution of the IT Model
6.2.2.Organization and IT Departments
6.2.3.Information Technology and Economic Environment

6.3.Corporate Strategy and Technology Strategy

6.3.1.Creating Value for Customers and Shareholders
6.3.2.Strategic IS/IT Decisions
6.3.3.Corporate Strategy Vs. Technology and Digital Strategy

6.4.Information Systems Management

6.4.1.Corporate Governance of Technology and Information Systems
6.4.2.Management of Information Systems in Companies
6.4.3.Expert Managers in Information Systems: Roles and Functions

6.5.Information Technology Strategic Planning

6.5.1.Information Systems and Corporate Strategy
6.5.2.Strategic Planning of Information Systems
6.5.3.Phases of Information Systems Strategic Planning

6.6.Information Systems for Decision-Making

6.6.1.Business Intelligence
6.6.2.Data Warehouse
6.6.3.BSC or Balanced Scorecard

6.7.Exploring the Information

6.7.1.SQL: Relational Databases. Basic Concepts
6.7.2.Networks and Communications
6.7.3.Operational System: Standardized Data Models
6.7.4.Strategic System: OLAP, Multidimensional Model and Graphical Dashboards
6.7.5. Strategic DB Analysis and Report Composition

6.8.Enterprise Business Intelligence

6.8.1.The World of Data
6.8.2.Relevant Concepts
6.8.3.Main Characteristics
6.8.4.Solutions in Today's Market
6.8.5.Overall Architecture of a BI Solution
6.8.6.Cybersecurity in BI and Data Science

6.9.New Business Concept

6.9.1.Why BI
6.9.2.Obtaining Information
6.9.3.BI in the Different Departments of the Company
6.9.4.Reasons to Invest in BI

6.10.BI Tools and Solutions

6.10.1.How to Choose the Best Tool?
6.10.2.Microsoft Power BI, MicroStrategy and Tableau
6.10.3.SAP BI, SAS BI and Qlikview
6.10.4.Prometheus

6.11.BI Project Planning and Management

6.11.1.First Steps to Define a BI Project
6.11.2.BI Solution for the Company
6.11.3.Requirements and Objectives

6.12.Corporate Management Applications

6.12.1.Information Systems and Corporate Management
6.12.2.Applications for Corporate Management
6.12.3.Enterprise Resource Planning or ERP Systems

6.13.Digital Transformation

6.13.1.Conceptual Framework of Digital Transformation
6.13.2.Digital Transformation; Key Elements, Benefits and Drawbacks
6.13.3.Digital Transformation in Companies

6.14.Technology and Trends

6.14.1.Main Trends in the Field of Technology that are Changing Business Models
6.14.2.Analysis of the Main Emerging Technologies

6.15.IT Outsourcing

6.15.1.Conceptual Framework of Outsourcing
6.15.2.IT Outsourcing and its Impact on the Business
6.15.3.Keys to Implement Corporate IT Outsourcing Projects

Module 7. Commercial Management, Strategic Marketing and Corporate Communication

7.1.Commercial Management

7.1.1.Conceptual Framework of Commercial Management
7.1.2.Business Strategy and Planning
7.1.3.The Role of Sales Managers

7.2.Marketing

7.2.1.The Concept of Marketing
7.2.2.Basic Elements of Marketing
7.2.3.Marketing Activities of the Company

7.3.Strategic Marketing Management

7.3.1.The Concept of Strategic Marketing
7.3.2.Concept of Strategic Marketing Planning
7.3.3.Stages in the Process of Strategic Marketing Planning

7.4.Digital Marketing and E-Commerce

7.4.1.Digital Marketing and E-Commerce Objectives
7.4.2.Digital Marketing and Media Used
7.4.3.E-Commerce General Context
7.4.4.Categories of E-Commerce
7.4.5.Advantages and Disadvantages of E-Commerce Versus Traditional Commerce.

7.5.Managing Digital Business

7.5.1.Competitive Strategy in the Face of the Growing Digitalization of the Media
7.5.2.Design and Creation of a Digital Marketing Plan
7.5.3.ROI Analysis in a Digital Marketing Plan

7.6.Digital Marketing to Reinforce the Brand

7.6.1.Online Strategies to Improve Your Brand's Reputation
7.6.2.Branded Content and Storytelling

7.7.Digital Marketing Strategy

7.7.1.Defining the Digital Marketing Strategy
7.7.2.Digital Marketing Strategy Tools

7.8.Digital Marketing to Attract and Retain Customers

7.8.1.Loyalty and Engagement Strategies Through the Internet
7.8.2.Visitor Relationship Management
7.8.3.Hypersegmentation

7.9.Managing Digital Campaigns

7.9.1.What is a Digital Advertising Campaign?
7.9.2.Steps to Launch an Online Marketing Campaign
7.9.3.Mistakes in Digital Advertising Campaigns

7.10.Online Marketing Plan

7.10.1.What is an Online Marketing Plan?
7.10.2.Steps to Create an Online Marketing Plan
7.10.3.Advantages of Having an Online Marketing Plan

7.11.Blended Marketing

7.11.1.What is Blended Marketing?
7.11.2.Differences Between Online and Offline Marketing
7.11.3.Aspects to be Taken into Account in the Blended Marketing Strategy
7.11.4.Characteristics of a Blended Marketing Strategy
7.11.5.Recommendations in Blended Marketing
7.11.6.Benefits of Blended Marketing

7.12.Sales Strategy

7.12.1.Sales Strategy
7.12.2.Sales Methods

7.13.Corporate Communication

7.13.1.Concept
7.13.2.The Importance of Communication in the Organization
7.13.3.Type of Communication in the Organization
7.13.4.Functions of Communication in the Organization
7.13.5.Elements of Communication
7.13.6.Communication Problems
7.13.7.Communication Scenarios

7.14.Corporate Communication Strategy

7.14.1.Motivational Programs, Social Action, Participation and Training with HR
7.14.2.Internal Communication Tools and Supports
7.14.3.Internal Communication Plan

7.15.Digital Communication and Reputation

7.15.1.Online Reputation
7.15.2.How to Measure Digital Reputation?
7.15.3.Online Reputation Tools
7.15.4.Online Reputation Report
7.15.5.Online Branding

Module 8. Market Research, Advertising and Commercial Management

8.1.Market Research

8.1.1.Marketing Research: Historical Origin
8.1.2.Analysis and Evolution of the Conceptual Framework of Marketing Research
8.1.3.Key Elements and Value Contribution of Market Research

8.2.Quantitative Research Methods and Techniques

8.2.1.Sample Size
8.2.2.Sampling
8.2.3.Types of Quantitative Techniques

8.3.Qualitative Research Methods and Techniques

8.3.1.Types of Qualitative Research
8.3.2.Qualitative Research Techniques

8.4.Market Segmentation

8.4.1.Market Segmentation Concept
8.4.2.Utility and Segmentation Requirements
8.4.3.Consumer Market Segmentation
8.4.4.Industrial Market Segmentation
8.4.5.Segmentation Strategies
8.4.6.Segmentation Based on Marketing - Mix Criteria
8.4.7.Market Segmentation Methodology

8.5.Research Project Management

8.5.1.Market Research as a Process
8.5.2.Planning Stages in Market Research
8.5.3.Stages of Market Research Implementation
8.5.4.Managing a Research Project

8.6.International Market Research

8.6.1.International Market Research
8.6.2.International Market Research Process
8.6.3.The Importance of Secondary Sources in International Market Research

8.7.Feasibility Studies

8.7.1.Concept and Usefulness
8.7.2.Outline of a Feasibility Study
8.7.3.Development of a Feasibility Study

8.8.Publicity

8.8.1.Historical Background of Advertising
8.8.2.Conceptual Framework of Advertising; Principles, Concept of Briefing and Positioning
8.8.3.Advertising Agencies, Media Agencies and Advertising Professionals
8.8.4.Importance of Advertising in Business
8.8.5.Advertising Trends and Challenges

8.9.Developing the Marketing Plan

8.9.1.Marketing Plan Concept
8.9.2.Situation Analysis and Diagnosis
8.9.3.Strategic Marketing Decisions
8.9.4.Operational Marketing Decisions

8.10.Promotion and Merchandising Strategies

8.10.1.Integrated Marketing Communication
8.10.2.Advertising Communication Plan
8.10.3.Merchandising as a Communication Technique

8.11.Media Planning

8.11.1.Origin and Evolution of Media Planning
8.11.2.Media
8.11.3.Media Plan

8.12.Fundamentals of Commercial Management

8.12.1.The Role of Commercial Management
8.12.2.Systems of Analysis of the Company/Market Commercial Competitive Situation
8.12.3.Commercial Planning Systems of the Company
8.12.4.Main Competitive Strategies

8.13.Commercial Negotiation

8.13.1.Commercial Negotiation
8.13.2.Psychological Issues in Negotiation
8.13.3.Main Negotiation Methods
8.13.4.The Negotiation Process

8.14.Decision-Making in Commercial Management

8.14.1.Commercial Strategy and Competitive Strategy
8.14.2.Decision Making Models
8.14.3.Decision-Making Analytics and Tools
8.14.4.Human Behavior in Decision Making

8.15.Leadership and Management of the Sales Network

8.15.1.Sales Management Sales Management
8.15.2.Networks Serving Commercial Activity
8.15.3.Salesperson Recruitment and Training Policies
8.15.4.Remuneration Systems for Own and External Commercial Networks
8.15.5.Management of the Commercial Process Control and Assistance to the Work of the Sales Representatives Based on the Information.

8.16.Implementing the Commercial Function

8.16.1.Recruitment of Own Sales Representatives and Sales Agents
8.16.2.Controlling Commercial Activity
8.16.3.The Code of Ethics of Sales Personnel
8.16.4.Compliance with Legislation
8.16.5.Generally Accepted Standards of Business Conduct

8.17.Key Account Management

8.17.1.Concept of Key Account Management
8.17.2.The Key Account Manager
8.17.3.Key Account Management Strategy

8.18.Financial and Budgetary Management

8.18.1.The Break-Even Point
8.18.2.The Sales Budget Control of Management and of the Annual Sales Plan
8.18.3.Financial Impact of Strategic Sales Decisions
8.18.4.Cycle Management, Turnover, Profitability and Liquidity
8.18.5.Income Statement

Module 9. Innovation and Project Management

9.1.Innovation

9.1.1.Introduction to Innovation
9.1.2.Innovation in the Entrepreneurial Ecosystem
9.1.3.Instruments and Tools for the Business Innovation Process

9.2.Innovation Strategy

9.2.1.Strategic Intelligence and Innovation
9.2.2.Innovation from Strategy

9.3.Project Management for Startups

9.3.1.Startup Concept
9.3.2.Lean Startup Philosophy
9.3.3.Stages of Startup Development
9.3.4.The Role of a Project Manager in a Startup

9.4.Business Model Design and Validation

9.4.1.Conceptual Framework of a Business Model
9.4.2.Business Model Design and Validation

9.5.Project Management

9.5.1.Project Management: Identification of Opportunities to Develop Corporate Innovation Projects
9.5.2.Main stages or Phases in the Direction and Management of Innovation Projects

9.6.Project Change Management: Training Management

9.6.1.Concept of Change Management
9.6.2.The Change Management Process
9.6.3.Change Implementation

9.7.Project Communication Management

9.7.1.Project Communications Management
9.7.2.Key Concepts for Project Communications Management
9.7.3.Emerging Trends
9.7.4.Adaptations to Equipment
9.7.5.Planning Communications Management
9.7.6.Manage Communications
9.7.7.Monitoring Communications

9.8.Traditional and Innovative Methodologies

9.8.1.Innovative Methodologies
9.8.2.Basic Principles of Scrum
9.8.3.Differences between the Main Aspects of Scrum and Traditional Methodologies

9.9.Creation of a Startup

9.9.1.Creation of a Startup
9.9.2.Organization and Culture
9.9.3.Top Ten Reasons Why Startups Fail
9.9.4.Legal Aspects

9.10.Project Risk Management Planning

9.10.1.Risk Planning
9.10.2.Elements for Creating a Risk Management Plan
9.10.3.Tools for Creating a Risk Management Plan
9.10.4.Content of the Risk Management Plan

Module 10. Executive Management

10.1.General Management

10.1.1.The Concept of General Management
10.1.2.The General Manager's Action
10.1.3.The CEO and their Responsibilities
10.1.4.Transforming the Work of Management

10.2.Manager Functions: Organizational Culture and Approaches

10.2.1.Manager Functions: Organizational Culture and Approaches

10.3.Operations Management

10.3.1.The Importance of Management
10.3.2.Value Chain
10.3.3.Quality Management

10.4.Public Speaking and Spokesperson Education

10.4.1.Interpersonal Communication
10.4.2.Communication Skills and Influence
10.4.3.Communication Barriers

10.5.Personal and Organizational Communications Tools

10.5.1.Interpersonal Communication
10.5.2.Interpersonal Communication Tools
10.5.3.Communication in the Organization
10.5.4.Tools in the Organization

10.6.Communication in Crisis Situations

10.6.1.Crisis
10.6.2.Phases of the Crisis
10.6.3.Messages: Contents and Moments

10.7.Preparation of a Crisis Plan

10.7.1.Analysis of Possible Problems
10.7.2.Planning
10.7.3.Adequacy of Personnel

10.8.Emotional Intelligence

10.8.1.Emotional Intelligence and Communication
10.8.2.Assertiveness, Empathy, and Active Listening
10.8.3.Self-Esteem and Emotional Communication

10.9.Personal Branding

10.9.1.Strategies to Develop Personal Branding
10.9.2.Personal Branding Laws
10.9.3.Tools for Creating Personal Brands

10.10. Leadership and Team Management

10.10.1. Leadership and Leadership Styles
10.10.2. Leader Capabilities and Challenges
10.10.3. Managing Change Processes
10.10.4. Managing Multicultural Teams

Module 11. Insurance as a Regulated Activity at the International Level

11.1.Implementation Regime of Community Insurers in Other Countries within the European Union: Home Member State, Host Member State

11.1.1.Freedom to Provide Services
11.1.2.Right of Establishment
11.1.3.Subscription Agency

11.2.Obligations of Insurance Entities

11.2.1.Permanent Representation in the Host State
11.2.2.Customer Service
11.2.3.Customer Advocacy Service

11.3.Role of the Supervisory Body of the Home State

11.3.1.Supervisory Function
11.3.2.Sanctioning Function
11.3.3.Control Function

11.4.Role of the Supervisory Body of the Host State

11.4.1.Supervisory Function
11.4.2.Sanctioning Function
11.4.3.Control Function

11.5.Regime of Third Country Insurance Entities in the European Union

11.5.1.Permanent Establishment
11.5.2.Freedom to Provide Services
11.5.3.Subscription Agency

11.6.Regime for the Operation of Community Insurers in Third Countries

11.6.1.Permanent Establishment
11.6.2.Freedom to Provide Services
11.6.3.Subscription Agency

11.7.Special Auto Insurance Regime

11.7.1.Obligations of the Host State
11.7.2.Representation
11.7.3.Claims Management

11.8.Ofesauto and Equivalent Bodies in Third Countries

11.8.1.Organization
11.8.2.Skills
11.8.3.Operation

11.9.Insurance Contracts and Jurisdiction Clauses

11.9.1. Jurisdiction
11.9.2.Competition
11.9.3. Conflict Standards

11.10. Conflict Resolution Systems

11.10.1. Mediation
11.10.2. Arbitration
11.10.3. Collaboration Agreements

Module 12. Legal Aspects of Insurance International Context

12.1.The Insurance Contract. Particularities

12.1.1.Object of the Contract, Onerousness and Randomness
12.1.2.Parties to the Contract and Other Intervening Parties
12.1.3.Onerousness, Consensuality and Successive Tract

12.2.The Branches of Insurance

12.2.2.International Definition Criteria
12.2.3.Life Insurance Branches
12.2.4.Non-Life Insurance Branches

12.3.The Insurance Regulatory Framework: Europe, America and Asia-Pacific

12.3.1.IAIS Principles and Standards
12.3.2.Overview of Regulatory Developments: Quantitative and Qualitative Requirements
12.3.2.Changes in Governance Requirements

12.4.International Legislation on the Control of Insurance Activity

12.4.1.International Supervisory and Control Bodies
12.4.2.Supervisory Authorities: Competencies and Coordination in a Global Environment
12.4.3.Key Regulatory Aspects in the Field of Supervision and Oversight

12.5.Protection of Personal Data

12.5.1.Models of Privacy Regulation: Europe, America and Asia-Pacific
12.5.2.Global Impact of the European Data Protection Regulation
12.5.3.Physical Environment and Digital Environment

12.6.Prevention of Money Laundering and Terrorist Financing

12.6.1.Money Laundering and Terrorist Financing Legislation
12.6.2.Recommendations of the Financial Action Task Force (FATF/FATF)
12.6.3.High Risk Countries

12.7.Fraud Prevention

12.7.1.Fraud Typology Concept
12.7.2.Elements of Fraud Management Systems
12.7.3.Sectorial Regulation regarding to Fraud

12.8.Developments and Perspectives on New Risks and Sustainability: Ethics and Responsibility in the Insurance Business

12.8.1.From CSR to ESG
12.8.2.New Paradigms in Sustainability and Risk
12.8.3.Evolution of Regulatory Requirements at the International Level

12.9.Cyber-Resilience, Governance and Security of ICTs

12.9.1.Security of Networks and Information Systems: Regulatory Developments
12.9.2.The Impact of Insurers on Cyber Resilience Levels
12.9.3.Cybersecurity Governance Framework

12.10. Consumer Protection. Transparency and Disclosure Obligations

12.10.1. United Nations Guidelines for Consumer Protection
12.10.2. Transparency and Disclosure Obligations: Regulatory Developments
12.10.3. E-commerce and Distance Selling

Module 13. Insurance and Risk

13.1. Risk and Its Role in the Insurance Business

13.1.1. Risk Contextualization
13.1.2. Risk in the Insurance Business
13.1.3. Conduct in the Event of Risk

13.2. The Insurable Risk

13.2.1. Conditions for a Risk to Be Insurable
13.2.2. Risk Classification
13.2.3. Selection and Surveillance of Risks

13.3. Risk Distribution between Insurers

13.3.1. Risk Sharing
13.3.2. Reinsurance
13.3.3. Co-Insurance

13.4. The Insurance Business

13.4.1. Insurance Business Cycle
13.4.2. Elements of the Insurance Business
13.4.3. Profit or Profit Margin in the Insurance Business

13.5. The Insurance Industry and the Control of Its Business

13.5.1. Economic and Social Function of Insurance
13.5.2. Control of the Insurance Business
13.5.3. Objectives of Control

13.6. Evolution of Solvency Regulations

13.6.1. Concept of Solvency Importance in the Insurance Sector
13.6.2. Evolution of Community Regulations
13.6.3. Solvency Regulations in Third Countries

13.7. Solvency II and Risk

13.7.1. Quantitative Risk Assessment
13.7.2. Qualitative Risk Assessment
13.7.3. Information and Transparency to the Market

13.8. Risk Management as a Key Element in Insurance Entities

13.8.1. Risk Management Systems
13.8.2. Risk Management Process
13.8.3. Risk Management in the Insurance Business. Relevance

13.9. Risk Management and Its Role in Digital Transformation

13.9.1. Digital Transformation. Contextualization
13.9.2. Digital Transformation in the Insurance Business
13.9.3. Digital Transformation and Risk Management

13.10. Emerging Risks in the Insurance Business

13.10.1. Cyber Risks
13.10.2. ESG Risks
13.10.3. Other Emerging Risks

Module 14. Insurance Distribution

14.1.Insurance Sector Analysis: Figures

14.1.1.The Global Insurance Market
14.1.2.The Insurance Business
14.1.3.Insurance Supervision

14.2.Regulation of the Distribution Activity

14.2.1.Regulation at the Global Level
14.2.2.Regulation in Different International Jurisdictions
14.2.3.Supervisory Institutions

14.3.Distribution Activity

14.3.1.What Is Distribution?
14.3.2.What Is Not Distribution?
14.3.3.Distribution at the International Level

14.4.Types of Distributors

14.4.1.Distributors in the EU
14.4.2.Distributors outside the EU
14.4.3.Special Mention of OBS (Insurance Banking Operators)

14.5.Requirements for Access to the Distribution Activity, Obligations and Administrative Record

14.5.1.Requirements for Access to the Distribution Activity
14.5.2.Applicable Obligations
14.5.3.Administrative Registration

14.6.Information to Be Provided to the Customer and Product Governance

14.6.1.General Customer Information Duties
14.6.2.Specific Information Duties: Sustainability Criteria and Greenwashing
14.6.3.Duty to Prevent Conflicts of Interest

14.7.Consumer Protection

14.7.1.Legal Framework for the Defense of Financial Consumers
14.7.2.Global Action Plans
14.7.3.Action Plans in Different International Jurisdictions

14.8.Cross-Border Activity

14.8.1.Activity within the EU in the Right of Establishment
14.8.2.Activity within the EU in Freedom to Provide Services
14.8.3.Activity outside the EU

14.9.Distributor Training

14.9.1.Requirements
14.9.2.Training Objectives
14.9.3.Training at the International Level

14.10. Supervision of Distributors

14.10.1. Supervisory Authorities
14.10.2. Types of Supervision
14.10.3. Administrative Control

Module 15. Regulatory Compliance and International Corporate Governance

15.1.Regulatory Compliance

15.1.1.Compliance with Legislation
15.1.2.Origins and Evolution of Regulatory Compliance
15.1.3.The Future of Regulatory Compliance

15.2.Compliance and Corporate Governance

15.2.1.Corporate Governance
15.2.2.OECD and G20 Corporate Governance Principles
15.2.3.The Responsibility of Boards of Directors

15.3.International Compliance Standards

15.3.1.International Standardization Activity
15.3.2.ISO 19600 and ISO 37001
15.3.3.The High Level Structure of Management Systems

15.4.The Function of Compliance in Organizations

15.4.1.The Function, Its Necessity and the Relationship with Other Areas
15.4.2.Benefits and Problems
15.4.3.Outsourcing of the Function

15.5.The Figure of the Compliance Officer

15.5.1.The Compliance Officer in the Company's Organizational Structure
15.5.2.Independence, Impartiality and Determination of Functions
15.5.3.The responsibility of the compliance officer

15.6.Compliance Matters (I) Prevention of Money Laundering

15.6.1.Criminal Liability of Legal Persons. International Perspective
15.6.2.Anti-Corruption Policies OCDE Best Practice Guidelines
15.6.3.Prevention of Money Laundering

15.7.Compliance Matters (II) Information Security

15.7.1.Information Security
15.7.2.BYOD Model vs. Enterprise Control of the Use of Technology Resources
15.7.3.Information Society

15.8.Compliance Matters (III) Intellectual Property

15.8.1.Privacy and Data Protection
15.8.2.Protection of Trade Secrets

15.9.Standards and Service Level Agreements

15.9.1.Standards and Standardization Organizations
15.9.2.Implementation and Benefits of Standards
15.9.3.Service Level Agreements (SLAs)

15.10. Regulatory Compliance in Regulated Sectors

15.10.1. Regulated Sector and International Approach
15.10.2. Financial Sector
15.10.3. Insurance Sector

Module 16. Composition of the Economic Balance Sheet under the Solvency Rules II

16.1.Solvency II

16.1.1.Solvency II Definition Process
16.1.2.Comparison of Solvency I vs Solvency II
16.1.3.Scope of Application
16.1.4.Solvency II Structuring
16.1.5.Solvency II Transition Measures
16.1.6.Solvency II Regulatory Review

16.2.Economic Balance Sheet: Assets

16.2.1.Valuation of Assets (NIIF13)
16.2.2.Intangible Assets
16.2.3.Finance and Operating Leases
16.2.4.Material Assets
16.2.5.Inversions
16.2.6.Matching Adjustment and Replicating Portfolio

16.3.Economic Balance Sheet: Liabilities

16.3.1.Technical Provisions Separation by LOB
16.3.2.Calculation of Liabilities: as a Whole vs. Best Estimate
16.3.3.Calculation of the Present Value of Provisions

16.4.Economic Balance Sheet: Net Assets

16.4.1.Valuation of Net Worth: Basic Shareholders' Equity
16.4.2.Valuation of Net Worth: Supplementary Shareholders' Equity
16.4.3.Quality of Shareholders' Equity Tier Worth
16.4.4.Solvency II Minimum Capital Requirement (MCR)
16.4.5.Risk Map. Standard Formula vs. Internal/Partial Model

16.5.Life Underwriting Risk

16.5.1.Underwriting Risk in Life Insurance
16.5.2.Underwriting Risk in Death Insurance
16.5.3.Underwriting Risk in Health Insurance ( Life Techniques)

16.6.Market Risk

16.6.1.Market Risk
16.6.2.Interest Rate Risk
16.6.3.Equity Risk
16.6.4.Real Estate Risk
16.6.5.Spread Risk
16.6.6.Concentration Risk
16.6.7.Currency Risk

16.7.Non-Life Underwriting Risk

16.7.1.Non-Life Underwriting Risk: Premium and Reserve; Casualty and Catastrophe
16.7.2.Underwriting Risk in Health Insurance (Non-Life Techniques)
16.7.3.USP: Own Parameters

16.8.Operational Risk, Credit Risk and BSCR Calculation

16.8.1.Operational Risk
16.8.2.Methods for Calculating Operational Risk
16.8.3.Introduction to Credit Risk
16.8.4.Methods for Calculating Operational Risk
16.8.5.Global Risk Aggregation Matrix BSCR

16.9.Intergroup SCR: Financial Situation

16.9.1.Participating Entity
16.9.2.Related Entity
16.9.3.Groups Subject to Supervision
16.9.4.Consolidation Methods and Calculation of Group Solvency

16.10. New Standards: IFRS 17

16.10.1. Niif 17
16.10.2. BBA Method
16.10.3. VFA Method
16.10.4. PAA Method
16.10.5. Transition

Module 17. Solvency II: Private Management of the Insurance Business

17.1.Governance and Risk Management System

17.1.1.Competence and Honorability
17.1.2.Conflict of Interest
17.1.3.Risk Management System

17.2.Internal Risk and Solvency Assessment (ORSA)

17.2.1.ORSA Process
17.2.2.Significant Risks: Tension Test and Scenario Analysis
17.2.3.Description and Contents of the ORSA Report

17.3.Risk Appetite and Tolerance

17.3.1.Considerations for Determining Risk Appetite
17.3.2.Methodology
17.3.3.Frames of Reference

17.4.Internal Control and Internal Audit

17.4.1.Internal Control System
17.4.2.Internal Audit Function
17.4.3.Risk Map

17.5.Actuarial Function

17.5.1.Organizational Structure
17.5.2.Lines of Defense
17.5.3.Scope of the Actuarial Function

17.6.Financial Position and Solvency Report

17.6.1.Governance System
17.6.2.Risk Profile
17.6.3.Valuation for Solvency and Capital Management Purposes

17.7.Periodic Supervisory Report

17.7.1.Scope
17.7.2.Objectives
17.7.3.Risks Expected in the Future

17.8.Reporting Models Quantitative - Quarterly

17.8.1.Information Required for Monitoring
17.8.2.Taxonomy
17.8.3.Periodicity

17.9.Reporting Models Quantitative - Annual

17.9.1.Information Required for Monitoring
17.9.2.Taxonomy
17.9.3.Periodicity

17.10. Internal Models Other Considerations

17.10.1. Internal Models
17.10.2. Captive Companies
17.10.3. Review of EU Insurance Rules.

Module 18. Conduct Risk and Supervision in the Insurance Industry

18.1.General Principles of Conduct and General Obligations of Information

18.1.1.General Principles and Duties of Information
18.1.2.Information to be Provided by an Insurance Company
18.1.3.Information to be Provided by an Insurance Intermediary

18.2.Information Regulations and Rules of Conduct

18.2.1.Regulations Applicable to the Marketing of Financial Instruments
18.2.2.Community Regulations on Information and Rules of Conduct
18.2.3.International Standards, Approach and Examples

18.3.Information Prior to Contracting

18.3.1.Types of Sales
18.3.2.Non-Life Insurance
18.3.3.Life Insurance

18.4.Information Prior to Contracting Insurance-Based Investment Products

18.4.1.Insurance-Based Investment Products
18.4.2.Information on Insurance-Based Investment Products
18.4.3.Types of Sales

18.5.Modalities of Transmission of Information

18.5.1.General Requirements
18.5.2.Distance Marketing
18.5.3.Special Requirements Applicable to Insurance-Based Investment Products

18.6.Advertising in Insurance Transactions

18.6.1.General Principles and Reservation of Denomination
18.6.2.Advertising of Insurance Entities
18.6.3.Advertising of Insurance Brokers

18.7.Conflicts of Interest in Insurance Distribution

18.7.1.Detection of Conflict of Interest
18.7.2.Policies in Terms of Conflicts of Interest
18.7.3.Procedures for Action

18.8.Remuneration and Incentives

18.8.1.General Principle
18.8.2.Concept of Remuneration
18.8.3.Remuneration and Incentives in the Case of Insurance-Based Investment Products

18.9.Joint Selling with Non-Insurance Products

18.9.1.Practice of Combined and Linked Sales: Information Duties
18.9.2.Combined Sales
18.9.3.Related Sales

18.10. Product Life Cycle and Governance

18.10.1. Insurance Product Designer
18.10.2. Governance Requirements Applicable to Designers. Product Life Cycle
18.10.3. Governance Requirements Applicable to Distributors of Non-Designer Products

Module 19. Taxation in the Insurance Industry Direct Taxes  

19.1.Direct Taxation

19.1.1.Taxes Comprising Direct Taxation
19.1.2.Direct Taxation as Sustainable Value Creation (ESG)
19.1.3.General and Specific Regulations for Direct Taxation

19.2.Taxation of Insurance Entities

19.2.1.Taxation of Insurance Entities Key Concepts
19.2.2.Specialties for Insurance Entities
19.2.3.Declaration in a Tax Consolidation Group with a Dominant Insurance Entity

19.3.Accounting: Accounting Plan for Insurance Entities/IFS

19.3.1.Sectorial Adaptation
19.3.2.Financial Statements and Premium Volume
19.3.3.Reflection in the Corporate Income Tax Liquidation

19.4.Corporate Income Tax I - International Taxation

19.4.1.Adjustments to the Taxable Base: Technical Provisions
19.4.2.Offsetting of Tax Losses: Tax Group
19.4.3.Capitalization Reserve

19.5.Corporate Income Tax II - International Taxation

19.5.1.Determination of the Gross Tax Payable
19.5.2.Deductions and Allowances
19.5.3.Limits on Deductions and Offsets

19.6.Form 200 and 220 and Equivalents in Other Jurisdictions

19.6.1.Model Specialties
19.6.2.Annexes and Supplementary Declarations
19.6.3.Deadlines and Filing

19.7.Investments in EIGs

19.7.1.Relationship with the Insurance Industry
19.7.2.Related Tax Consultations
19.7.3.Return and Specific Aspects to be Considered

19.8.Other Direct Taxation

19.8.1.Special Features of the Fractioned Payments of the IS
19.8.2.Corporate Restructuring
19.8.3.Reference Value for Other Direct Taxes

19.9.Reporting: Relationship with Direct Taxation

19.9.1.SII
19.9.2.Country by Country Report
19.9.3.DAC6

19.10. IS Inspections Key Aspects

19.10.1. Key Aspects in IS Inspections
19.10.2. Related Transactions
19.10.3. Direct Taxation in the World New Developments in Fiscal Year 2023

Module 20. Taxation. Indirect Taxes

20.1.Community Regulations Origin of Exemptions

20.1.1.Value Added Tax in The European Union
20.1.2.Directive 2006/112/EU
20.1.3.Impact of Exemptions

20.2.Limitations on the Indirect Tax Deduction by Country

20.2.1.Indirect Tax as a Cost
20.2.2.Pro-Rata and Differentiated Sectors
20.2.3.Minimum Deduction

20.3.European Economic Interest Groupings (EIGs)

20.3.1.The EEIG
20.3.2.EEIGs in the Insurance Sector
20.3.3.VAT Exemption and Its Evolution in the Community Environment

20.4.Branching in the Insurance Industry

20.4.1.Subsidiary vs. Branch
20.4.2.Parent - Branch Operations
20.4.3.Practical Risks

20.5.Special Regime for the Group of Entities (REGE)

20.5.1.REGE
20.5.2.REGE in the Insurance Sector
20.5.3.SRGE vs. EEIG (European Economic Interest Grouping)

20.6.Leasing and Insurance

20.6.1.Judgment of the TJUE BGŻ Leasing-Subject C-224/11
20.6.2.Leasing as a Contract of a Complex Nature
20.6.3.Insurance Formulas in Leasing

20.7.Self-Insurance

20.7.1.Elements of Insurance
20.7.2.Approximation to the Concept of Self-Insurance
20.7.3.Self-Insurance and Leasing

20.8.International Claims Management

20.8.1.Management as Part of Mediation
20.8.2.Evolution in Its Treatment for VAT Purposes
20.8.3.Cross-Border Claims and Correspondents

20.9.Contact Center, External Collaborators and Mediators

20.9.1.Contact Center, External Collaborators and Mediators Functions
20.9.2.Evolution in Its Treatment for Taxes Purposes
20.9.3.Practical Risks

20.10. Insurance Premium Tax (IPS) in Europe

20.10.1. The IPS in Europe Concept
20.10.2. Connecting Points in Terms of Location Rules
20.10.3. Tax Rates in Europe

The innovative didactic resources of this Advanced master’s degree will allow you to delve into a more visual and agile way in the Legal Aspects of Insurance”