Vienna Insurance Group lays out evolve28, a three-year plan that sharpens its expansion track in central and eastern Europe and pins down new financial targets through 2028.
The move comes after VIG lifted its 2025 outlook on the back of a strong 9M 2025 print: €873 mn in group profit before taxes, more than 30% higher than the prior year.
With that momentum, the company nudged its 2025 profit range to €1.1-1.15 bn.
By 2028, VIG wants gross written premiums of at least €20 bn, a jump of about 23% over its 2025 forecast, and profit before taxes of no less than €1.5 bn, roughly 30% above where management expects to land next year.
The net combined ratio should sit at or below 91%, and operating return on equity at 17% or more. The group keeps its solvency target broad, between 150% and 200%.
These numbers exclude the proposed purchase of Nürnberger Beteiligungs-AG, which could push the trajectory even higher once clearances arrive.
Evolve28 hangs on four pillars: values and principles, country-level strategies, group programmes, and what VIG calls CO³, push for tighter communication, collaboration, and cooperation.
The following four elements form the framework of evolve28:
- Values & Principles
- Country Portfolio & Company Strategies
- Group Programmes
- CO³ (Communication, Collaboration, Cooperation)
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.
Hartwig Löger, VIG Chief executive
“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,” Hartwig Löger says.
The values portion lays out how the group wants to posture itself in the insurance market, using five stated anchors: plurality, entrepreneurship, responsibility, excellence, and passion.
It reads a bit aspirational, though subsidiaries say it helps tie local autonomy back into group expectations.
About 50 VIG insurance companies feed their own strategies into the plan. They’re targeting customer growth, stronger distribution, broader product sets, cleaner internal processes, and a sharper focus on people and culture.
Five group programmes run alongside: sustainability, capital management, banking cooperation, AI, and health. Each sits with a managing board sponsor and pulls in expertise from local firms.
According to Beinsure, AI and health have drawn the loudest internal interest because both link directly to underwriting efficiency and long-term demand trends.
CO³, the fourth piece, aims to stitch the businesses together more tightly, something VIG has tried in earlier cycles with mixed results.
The company says this time the coordination piece will arrive with clearer accountability and cross-market teams.
Chief executive Hartwig Löger says the plan shows VIG’s growth path for the next three years, and once the Nürnberger deal gains regulatory approval, the slope gets steeper. He pushes the message that VIG wants more premium, more profit, and more market leadership while sticking with its decentralised model.
We think the tension between local entrepreneurship and group-scale ambitions will define how evolve28 lands in practice.
