The board has determined Gjensidige’s group strategy for the coming years. The group strategy guides the business strategies of each business segment.
The Board has also adopted targets to ensure that Gjensidige meets its obligations to the Company’s stakeholders. The board has adopted both sustainability targets and financial targets.
In order to support these targets, the management has adopted operational targets.
In order to ensure competitiveness, and to succeed with long term value creation, we will have to balance customer orientation with efficient operations. Both must be based on an analytical approach through the entire value chain, and key girders to succeed are a strong brand, technology/ infrastructure that underpins flexibility, and relevant competencies and culture. Sustainable choices and solutions are a fundamental precondition for long term value creation.
Key elements of our strategic platform, that you can read more about in our Annual report:
- Customer orientation
- Efficient operations
- Analytics-driven business processes
- Brand platform
- Technology platform
- Leadership, expertise and culture
- Corporate social responsibility/sustainability
Strategy towards 2025
We expect that the business model and the market players will be broadly the same in the period up until 2025. Gjensidige has different positions and preconditions for further growth and development in the segments. We will implement best practices across segments where natural and expedient. Profitability will be prioritised over growth.
Key elements of our strategy towards 2025, that you can read more about in our Annual report:
- A problem-solver for customers
- Improvement and development agendas
- Segment strategies
- Capital strategy
- Structural growth
Read more about goals and strategy in our annual report 2020.