We are confident – and realistic – about the future. We continue to build on what we have achieved so far and make choices to remain relevant in the coming decades as well. We are guided on this path by our trusted compass: our cooperative identity, acting in accordance with our core values, balanced by our consideration of multiple perspectives, and aimed at providing valuable products and services. Our new mission, 'Well-being around a final farewell', guides our choices and how we continue to strengthen our role as a cooperative. We translate this mission into specific actions within our core activities so we can create tangible value for our members, customers, and bereaved families. And we will explore in what other ways we can serve our members, customers, and those around them as well.

In 2026, we will take our first steps towards implementing our new strategic course as we pool our strengths across national borders more than ever before. With two clearly defined business units – Insurance Services and Funeral Services – we will boost cohesion, the sharing of knowledge, and scope for taking action within the organisation.

For our insurance business, we are working on an attractive, future-proof portfolio of insurance products that are accessible to everyone. In Belgium, we are preparing to introduce a new insurance product that gives bereaved families financial peace of mind and support for their other concerns when someone dies. In our funeral services, we are committed to the further development and launch of services that meet the needs of members and customers. This includes expanding services such as 'Ode to Life' and grave maintenance and broadening our efforts for grief support (also online), also for young people.

We want to stay close to our members and customers and keep their trust, which is why we invest in clear communication, a recognisable position in the market, and a warm, hospitable approach to our provision of services. In our funeral activities, that means extra emphasis on hospitality: catering for people's needs and going the extra mile.

Our employees play a central role in this endeavour. They form the heart of our organisation. We provide room for development, responsibility, and initiative so they can do their job with professionalism and commitment. In 2026, we developed a vision for the skills that we need for the future, both in leadership and within the organisation as a whole.
We will continue to use programmes like VUIST and the Funerals Academy to strengthen our skills and consistent quality.

We are also investing in technology and process improvement so that we can adapt to changes more quickly and keep developing our services. We are working on a modular application landscape that supports flexibility and resilience.

In addition, sustainability remains an important part of our course. We are taking further steps to reduce our ecological footprint and are investing in employee vitality and long-term employability. Initiatives such as the new scheduling policy and improved resource planning promote a healthy work-life balance and help us offer bereaved families the personal support that they need at the right time.

Finally, we are careful with our resources as we safeguard our financial basis. That helps us keep our services accessible while continuing to invest in quality, innovation, and the future of our cooperative.

Our members, customers, policyholders, and bereaved families are at the heart of everything we do. Together with partners and funeral directors, we support them and their loved ones in every stage around a final farewell. It is through our continuous investment in people, processes, products, and services that we are able to promote people's well-being around a final farewell and deliver on our cooperative mission. Our employees, suppliers, and partners make all the difference in that area every day, and we are very grateful to them for their hard work and commitment.