The cooperative model is under pressure as individualisation increases. We are therefore aiming to deepen our relationship with customers by offering greater support at significant life moments related to ‘passing on and remembrance’.

High customer satisfaction remains one of our top priorities. By actively working towards a consistent service standard, we ensure that customers, bereaved families, guests and partner businesses all experience the same high level of quality. This is what DELA stands for.

We are also enhancing our preferred position by further optimising our services. This includes the development of new products and services that align with our core activities. For example, we continue to explore practical ways to support customers when they lose a loved one. Additionally, we are assessing the feasibility of developing (new) insurance packages that cater to the specific needs of different target groups.

Collaboration within the industry remains another spearhead. DELA is an active member of various industry associations connected to our core activities. By proactively sharing knowledge and expertise, we contribute to upholding quality standards across the industry.

We aim to achieve healthy growth in both of our core activities. At the same time, we recognise increasing competition in both sectors, along with a declining willingness to purchase insurance in general. As a result, we are focusing specifically on a net growth in policyholders. For our funeral business, we aim to increase the number of funerals and cremations we provide.

In Belgium, we are expanding our funeral business by growing our network, both through acquisitions and by strengthening our presence in regions where we are already active. By explicitly linking the DELA name to our subsidiary funeral brands through dual branding, we continue to enhance our reputation and brand recognition.

In Germany, we are learning from the existing structures in the Netherlands and Belgium as an insurer. The integration of German quality standards such as Bipro certification enables us to further expand our position in the broker segment. We are also preparing to develop the direct-to-consumer sales channel.

In the Netherlands, we are further strengthening our established market position, including via local and regional market development plans. We are also closely monitoring new developments, such as resomation and the growing demand for natural burials. Our goal is to help more people arrange a personal farewell, and we are committed to increasing awareness among younger generations about our products and services.

The distinctiveness and social engagement of our brand are becoming increasingly important. In Belgium and the Netherlands, we continue to launch and develop corporate campaigns to support the DELA brand and reputation. These campaigns appear on television, radio and social media, where we present ourselves not only as a trusted funeral insurer but also as a dedicated funeral service provider. We also continue to highlight the strength and quality of our cooperative model through (social) media, events, sponsorships and the DELA Fund.

Our employees interact daily with our customers, bereaved families and guests, and in doing so make the difference. Good employment practices are therefore of critical importance. Specific action plans address challenges related to employee satisfaction, absenteeism, staff turnover and labour market shortages. We also focus on personal development opportunities and continuously promote our core values of engagement, integrity and entrepreneurship. The ultimate objective is to enhance employee satisfaction.

We value a workforce that reflects society, where everyone has equal opportunities and feels safe to be themselves. DELA is actively developing a plan to promote diversity, equality and inclusion, which is set to be finalised in 2025.

As an organisation, we strive for continuous improvement and are committed to building a sustainable and adaptable company. Learning and collaboration are central to this approach. The current European regulations, which apply to all countries in which we operate, help us professionalise our processes and accelerate progress. This includes projects such as DORA and sanctions legislation. Market developments are evolving rapidly and digitisation is now a permanent factor. In 2025, we will build on the foundations laid in 2024 with respect to CSRD compliance.

The ‘Business in Control’ programme, aimed at enhancing operational and compliance risk management, will continue and be fully integrated into our daily operations in 2025, ensuring that critical business processes remain well-managed. Furthermore, our products and services require a solid digital foundation that supports personal choices while remaining efficient and flexible. Across the group, we are developing a digital strategy and IT roadmap that will be rolled out in each country. Examples of strategic IT programmes include the digital transition programme in the Netherlands and Digital Finance, which focuses on replacing financial applications. Generic IT services and administrative systems are being implemented across all three countries wherever possible. Here too, optimising the customer experience remains a key focus.

We are also furthering our sustainability efforts by implementing and expanding the climate transition plan, with additional activities to reduce Scope 3 CO₂ emissions. Across the group, we are continuing to develop and implement our sustainable resource consumption plan.

A firm financial foundation is essential for the continuity of the cooperative. Our policyholders should be able to look to the future with as much confidence as possible, supported by an inflation-proof funeral insurance policy at the lowest possible premium. Careful asset management plays a key role in this. The year 2025 began with significant turmoil in the financial markets, and we expect this uncertainty to persist for the time being. In these turbulent conditions, we continue to adhere to our carefully constructed investment policy, which is focused on the very long term. By broadly diversifying our investments, we aim to absorb market fluctuations as effectively as possible and focus on minimising risks. We closely monitor developments in the markets and, when necessary, implement measures that always take into account long-term sustainable value creation.

In addition, we continue to carefully manage costs, especially given the current inflation levels. Synergies are achieved by optimising learning across the group and enhancing collaboration.

We would like to conclude by thanking our employees, suppliers and partners for their dedication and express our confidence that together we can provide meaningful farewells and financial peace of mind for customers, members, bereaved families and guests. We look to the future with confidence.