The latest update from VIG, who are looking ahead to next year – and beyond;
Following the previously announced outlook upgrade for the full year 2025, Vienna Insurance Group (VIG) is now sharing its plans for the next three years. As part of the new strategic Group programme, evolve28, five quantitative targets were defined that set the guidelines for the next three years.
These targets focus on the consistent expansion of the Group’s market leadership in Central and Eastern Europe, a significant increase in premiums and profit, and on the local strategies of the Group’s 50 companies. Based on the outstanding Q1–Q3 Group result before taxes of EUR 873 million (a year-on-year increase of more than 30%), VIG increased the range for the 2025 profit before taxes to EUR 1.10 billion to EUR 1.15 billion in November.
This result also creates the foundation for the financial targets for the next three years.
Overview of the 2028 targets (without taking into account the planned acquisition of NÜRNBERGER Beteiligungs-AG):
+ Gross written premiums: at least EUR 20.0 billion (+23% compared to 2025 forecast)
+ Profit before taxes: at least EUR 1.5 billion (+30% compared to 2025 forecast) + Net combined ratio: maximum 91% + Operating return on equity: at least 17%
+ Solvency ratio: 150% to 200%
Hartwig Löger, CEO of Vienna Insurance Group, on the ambitious KPIs:
“Our planning provides a very clear picture of the growth trajectory we will pursue over the next three years, and this will be further increased once the regulatory approvals for the Nürnberger acquisition have been obtained. We are driving forward the expansion of our market leadership and plan to significantly grow our premiums and profit while remaining true to our principle of local entrepreneurship. We chose evolve28 as the name for the strategy because it represents a strategic approach that focuses on continuous development rather than changing everything at once. We build on proven success factors and adapt our business model flexibly and resiliently to the dynamic environment.”
In contrast to most multinational companies, VIG does not consider itself as a centrally controlled corporation, but rather as a Group that relies on strong self-responsibility of its local companies. This positioning will be consolidated by the strategy programme planned for the next three years. With its evolve28 strategy, VIG does not impose a corporate strategy, but forms a framework with four strategic elements within which the local companies can align themselves individually.
The following four elements form the framework of evolve28:
+ Values & Principles
+ Country Portfolio & Company Strategies
+ Group Programmes
+ CO³ (Communication, Collaboration, Cooperation)
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