As an insurer our input is largely financial. However, we could not operate without our human capital, people. Feedback from our customers and over 200 years of insurance experience enable us to provide optimal service and products.
1.9 Bn €
3.2 Bn €
of insurance experience
Adequate and well integrated risk management; implementation Partial Internal Model on track
of which 42% is female
Annual investment of
7.9 M €
in training and development
Our ‘Closer to the customer’ strategy aims to create value for our customers by offering convenient and sustainable solutions that help them manage uncertainty. With our strong brands we deliver tailored, customer-focused products and services through multiple distribution channels in the right way and at the right time.
We create value for our customers by offering convenient and sustainable solutions that help them manage uncertainty.
Excel in fulfilling
Excel in fulfilling customer needs:
Our strategy also focuses on getting closer to customers by leveraging our broad distribution network, our strong brand recognition and diverse product offering.
Excel with our business partners in multi-channel distribution.
By optimising our use of technology we better understand our customers and, based on the insights gained, we proactively develop products that meet their needs.
Risk and capital management
Risk and capital management:
A strong solvency position is essential, particularly for Solvency II. To this end, more of our business is becoming fee-driven and we are shifting to lower risk, less volatile products and capital-light life insurance products such as defined contribution pension schemes. Cost reduction and operational excellence remain priorities.
Asset and liability management
Asset and liability management:
The move to a fee-driven business model relies on effectively evaluating risk-return ratios under Solvency II and managing our own and third-party assets. Our asset management business has vital experience in these areas, which are a critical contributors for profitability.
Analytics and innovation
Analytics and innovation:
Data-driven decision-making is crucial for successfully meeting customer needs. Innovation helps us fulfil those needs and enhance our multi-channel distribution. We look for good, innovative ideas in the market and implement them in our organisation.
Alliances and partnerships
Alliances and partnerships:
Critical scale in our core markets is necessary to operate efficiently and provide high service levels to our customers and distribution partners. Where we don’t yet have critical scale we use our distribution networks and partner with others to offer customers complementary products and services. Examples are our distribution partnership with CZ for health insurance products, and our partnership with Voogd & Voogd for retail general insurance products.
It is essential that we attract talent and develop, empower and retain our employees. Our people are our strength. Strong workforce planning ensures our employees’ competencies are aligned with our strategy.
Values and way of working
Values and way of working:
We take a sustainable and responsible approach to doing business. We have become more agile and innovative and reduced the complexity of our operations. Our commercial activities are integrated into our insurance and banking businesses, functions such as brand and marketing are centralised and IT is integrated into each business segment to improve time-to-market and facilitate better cooperation.
In addition to our own financial results and capital position, Delta Lloyds business leads to satisfied customers, responsible investments and engaged employees, among many others. We structure these outputs along three pillars: capital, performance and customers.
Solvency II ratio
172 M €
Net capital generation
dividend per share
IFRS net result
231 M €
589 M €
*Group life IFA
GWP 3.7 Bn €
3.8 Bn €
Delta Lloyd -13 (2015: -18)
71 Bn €
100% ESG responsible
Delta Lloyd’s impact goes beyond profit and the dividend we pay to shareholders. We add value to society and to all our stakeholders through our services, community engagement, responsible investment practices ad by being a good employer.
To create value for our customers we provide products and services that are comprehensive, secure, cost-efficient, useful and help them manage financial uncertainty. Read more
We share a responsibility with our employees to ensure they have the right skills and abilities for their roles or to move into new jobs. Read more
An engaged workforce that works with enjoyment and confidence contributes positively to customer satisfaction.
We base our investment decisions on environmental, social and governance (ESG) factors. We believe this mitigates downside risks, brings healthier profits and enables us to facilitate the transition towards a more sustainable society. Read more
Delta Lloyd Foundation
Delta Lloyd Foundation is committed to combating poverty in five cities where Delta Lloyd has offices. By 2020, 11,625 households with ongoing debt problems will be able to properly administer their spending, have sufficient knowledge and understanding of financial matters, generate their own income and manage their outgoings.
Tax follows the business
A coherent and responsible taxation policy is an important part of our responsibility as a financial organisation. Read more