Our new five-year strategy will sharpen Lloyd’s financial edge and maximise our unique capital advantage, in order to advance and protect Lloyd’s position as the pre-eminent global marketplace for insurance risk.
The risk landscape demands that a storied institution such as Lloyd’s raises the bar and fulfils its purpose of bringing together the world’s leading risk takers to advance global progress.
Our strategy has four drivers: leading underwriting performance; efficient and flexible marketplace; maximised capital advantage and a Lloyd’s to be proud of.
The strategy is ambitious but executable. It does not rely on moon shots or magic words. It depends on clarity, cohesion and consistent delivery.
We have a new purpose designed to create alignment and clarity on the Corporation’s future role.
Our new strategy is designed to sharpen our financial edge and meet our vision to be the pre-eminent global marketplace for insurance risk.
Underpinning this ambition are four strategic drivers.
Sustainable profitability through the cycle remains the primary measure of success. We will promote expertise and underwriting discipline, while remaining bold in embracing emerging risks.
Sustainable profitability through the cycle remains the primary measure of success. We will promote expertise and underwriting discipline, while remaining bold in embracing emerging risks.
We will reduce friction, lower costs and create predictable, risk-based oversight so that capital and talent can move at pace.
We will reduce friction, lower costs and create predictable, risk-based oversight so that capital and talent can move at pace.
Our unique structure allows more insurance risk to be taken per unit of capital than elsewhere. We will protect and advance that advantage to increase returns for the same level of risk.
Our unique structure allows more insurance risk to be taken per unit of capital than elsewhere. We will protect and advance that advantage to increase returns for the same level of risk.
Focus, innovation and talent are not soft ambitions. They are competitive necessities. We will invest where we increase return or relevance, and we will stop doing what does not.
Focus, innovation and talent are not soft ambitions. They are competitive necessities. We will invest where we increase return or relevance, and we will stop doing what does not.
By 2031, Lloyd’s will:
