Josep Santacreu earned a medical degree from the Autonomous University of Barcelona and completed a PhD in Business Administration and Management at the Polytechnic University of Catalonia. He became CEO of Previasa in 1997, guiding the company through its acquisition by the German group DKV. He has long prioritized social responsibility, culminating in a published work on the topic.
D KV has made Corporate Social Responsibility a defining characteristic. Why does this matter? Why now?
DKV has fostered CSR for many years and is recognized as a leading force in this area. The journey began over two decades ago, as DKV Spain entered a new era. It started with an internal shift: aligning a family-run, hierarchical culture with a modern direction, then gradually expanding to engage external stakeholders. The dialogue broadened to reflect the interests of diverse groups beyond the company itself.
Yet at times the line between promotion and CSR can blur. How are they different?
DK V approaches this by examining stakeholders from within and aiming to generate sustained value for all. This marks a fundamental shift in business thinking over the past 30 years. In earlier lectures, the company was seen primarily as a value generator, responsible for taxes, payroll, and delivering tangible benefits to customers. The perspective evolved, and the organization now positions itself as a responsible entity answering to shareholders, employees, suppliers, customers, and society at large. A modern enterprise acts as a responsible business model that serves multiple interests.
What is the toughest part of balancing these interests?
Sometimes conflicts arise, and leadership must strike a mix that yields the greatest overall value. A pressing concern is the long term. The question is whether today’s actions align with the future identity the company aspires to. A clear example is climate action. The shared goal is to reach zero CO2 emissions, but the question remains: what level of reduction is feasible now, and what steps are being taken today to reach the long-term objective? Initiatives must be coherent with the long-run plan.
Do customers see value in CSR?
Customers are increasingly noticing, and the impact is clear in attracting and retaining talent. In the end, having the right people on board matters most. Talented individuals want to work for firms that share their values and goals.
And will CSR endure during a crisis?
It will be reinforced. People choose a company not only for its social stance but also for how it treats its staff—flexibility, compromise, and remote work are important. New generations place high value on these aspects. Customers and consumers increasingly expect transparency and rigorous reporting, yet many firms still fall short in explaining what they actually do.
How is CSR measured?
Many annual reports merely declare environmental commitments without detailing how emissions are neutralized. Clear, verifiable data are essential, as vague statements erode consumer trust. For instance, delays in supplier payments reveal a lack of practical integrity in reporting. Clarity matters to the public.
Could this be one of the main obstacles?
Yes. There is a need for greater public access to meaningful information. Metrics exist in parts but are far from comprehensive. Specific disclosures are required so the public can evaluate real progress, such as the gender wage gap, the measures taken to address it, and year-over-year improvements. Ambiguous pledges do little to move the dial; transparency must be robust and verifiable.
What does DKV stand for in environmental action?
By 2030, DKV has committed to becoming the leading climate-positive insurer in the country, building on a neutral stance since 2007. The plan includes compensating emissions since 1932 and expanding environmental protections through solutions that align with the broader mission. A target to plant a million trees by 2030 exists, and collaboration with Ship2B supports startups and research on climate impacts, with environmental considerations integrated into risk assessment for insurance products.
Is this philosophy reflected in the products offered?
Yes. The company introduced an eco-funeral product, signaling a commitment to sustainable practices across its portfolio. With around 600,000 customers affected by death-related services, the firm acknowledges a global environmental challenge. The United Nations has even requested information about eco-funeral initiatives, highlighting their relevance on a global scale.
How did the pandemic affect the industry?
The period brought both difficulty and opportunity. The company swiftly reaffirmed preparedness, extending teleconsulting and ensuring continuity in services even when facing unprecedented circumstances. Health value rose in public perception, contributing to sector growth over three years. While inflation and geopolitical tensions pose new pressures, the firm remains positioned for continued expansion, predicting robust performance despite market volatility.
Why does DKV continue to grow faster than the market?
Foundational work paid off. Five strategic growth initiatives were in place before the crisis, and the team executed them with discipline during lockdowns. Proactive outreach, including welfare calls to vulnerable customers, reinforced trust and helped explain digital tools. The result: stronger partner and client appreciation and a resilient growth trajectory.
Will the digital tools persist after the crisis?
Pre-pandemic digital usage barely registered. Today, digital support accounts for a meaningful share of client assistance. Providers are compensated equally whether services are delivered virtually or in person. The experience has reduced fear among clinicians and shown that online care can be a practical option.
What results are anticipated for the current year?
The firm has maintained steady growth, posting 793 million in premiums for 2021, an 8% rise from the previous year, with a net result of 45 million versus 42 million in 2020. The year ahead looks positive, though market downturns and changing medical pricing will shape outcomes. If inflation persists, premium adjustments may be necessary, but there is optimism about finding viable solutions.
Are there plans for acquisitions?
The Ergo group, DKV’s parent, is exploring expansion in select markets, including the region. While discussions are ongoing, any acquisition would need to match the company’s scale in health and end-of-life services, and options remain relatively limited in this space.