Increased competition for deadlines in 2025 and 2026. This predicts Mathieu Limouzin, consultant at the actuarial company Actélior: “The market represents a great potential, as half of the territorial agents today do not have maintenance coverage and 10% in health.”
Primarily invested by mutual actors, small and local, or larger as DTM and Intériale, the market can actually be turned upside down, although it remains difficult to measure. However, the associate director of the Adiceo firm specializing in social protection, Bruno de la Porte, believes that it is first and foremost the obligation imposed on agents to comply with a supplementary social security contract that could disrupt the situation. “In this case, the technical and financial balances may develop with more competition, trimmed margins and an obligation for the historical mutual societies to change their model,” he assures. But this topic is not yet on the table in the territorial area.
Not the same ethics, not the same limitations
An employer’s participation, especially if it exceeds the monthly limit of 7 euros for maintenance insurance and 15 euros for health, retained in the draft decree, is likely to trigger new memberships and move the lines. “Competition between mutual companies playing in the same lane is one thing, but the issue is also insurance companies that have neither the same ethics nor the same limitations and could present themselves in the market without measuring the risks to be properly covered. ” Muriel Gibert, Vice-President of the Intériale Group, responsible for the FPT (territorial public service). This is especially the case with maintenance insurance, where the risks of civil servants are very specific, linked to statutory risks.
Chairman of MNT, Didier Bée also points out the risk of underpricing in offers from new participants, a phenomenon already observed during the implementation of optional employer participation (following Decree No 2011-1474 of 8 November 2011), which resulted in ii significant adjustments in the following years. “Territorial decision-makers have understood that there is a need for quality partners, with an absolute need to secure contracts. They have matured in relation to the first participation agreements (note: agreements) signed”, believes Muriel Gibert.
Experts are more cautious. Mathieu Limouzin thus notes that despite the disappointments of certain previous contracts, more and more local authorities are turning to the management centers to carry out tendering procedures to sign a participation agreement. “The big issue is the handling of the contracts, which in the current state is not sufficient, while the amounts involved can quickly become significant,” notes Bruno de la Porte.
The participation agreements always concern one third of the local authorities, the second system is labeling (a contract is labeled by the state and can be selected individually by an agent). It is now difficult to know in what proportion the territorial employers who have not yet participated will place themselves between the two. “Switching from individual contracts to participation agreements changes the members’ management perspective, but we know how to do it. Deeply rooted in the local area, we position ourselves as a trusted third party to best advise local communities, explain to them what a participation agreement is. Once the tenders have been launched, the best one must win! », Sums up Muriel Gibert.
On the other hand, the management of agreements is not in the DNA of small local joint actors, which will have to face a real revolution if the use of participation agreements accelerates. “Dealing with employers, responding to tenders complicates the process and requires a different organization,” says Mathieu Limouzin.
In connection with increased competition, mutual companies also focus on their services. “Supporting local authorities remains an important differentiating factor for us: local authorities, which already make PSC one of their key HR management tools, know very well that the support capacity in offering roll-out, risk management and prevention and return to action is very important for the success of their system, ”notes Didier Bée.
Preventive medicine is also on the rise. “But for medium-sized mutual companies, it is a cost that is difficult to measure. Some players are therefore considering marketing them in addition to the basic offers, ”says Mathieu Limouzin.