Our strategy

We will focus on those markets or products where we have the necessary size, capability and brilliant customer service to generate superior shareholder returns.


Cách chơi bóng đáWe will focus on the UK, Ireland and Canada where we have leading market positions and significant potential. We will invest for growth in these markets, where we have a right to win via scale, capability, brand or a unique proposition for customers. International businesses in Europe and Asia will be managed for long-term shareholder value. We will build on the good work our teams are doing to grow and optimise their businesses, but where we cannot meet our strategic objectives we will be decisive and withdraw capital.


We have fantastic franchises and exceptional long-term relationships with customers and distributors, but these strengths must be translated into superior financial performance for our shareholders. As customer expectations and preferences change, delivering profitable growth will require us to transform customer experiences and provide excellent value for money. We have strong foundations, particularly in the UK where our TNPS and digital metrics are amongst the best in the industry. We must build on these foundations and go further in efficiency and performance management to ensure we are top quartile in both value and profitability.?

Financial strength

Cách chơi bóng đáFinancial strength, resilience and sustainability will be a critical underpin for our strategy. We have maintained capital strength, built central liquidity and made good progress in reducing debt leverage in recent years. In conjunction with actions to focus the portfolio, our financial flexibility will increase. This will enable us to further strengthen our financial position and will give us options to invest in our businesses and provide returns to shareholders.


Our targets are:

  • Solvency II return on equity: 12% by 2022
  • Cash inflows to centre: £8.5-9.0 billion 2019-2022
  • Operating capital generation: c£7.5 billion 2019-2022 net of interest and centre costs
  • Cost reduction: £300 million net savings from core markets by 2022
  • Debt leverage: <30% SII debt leverage – likely to exceed £1.5bn debt reduction target by end of 2022