What are Mission Vision & Core Values of Old Mutual Ltd. Company?

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How does Old Mutual Ltd. guide long‑term trust and growth?

Mission and vision anchor capital allocation, risk appetite and culture across Old Mutual Ltd., a pan‑African insurer and asset manager with roots from 1845. In 2024 it served over 13 million customers and managed R1.2–R1.3 trillion in assets under administration.

These statements steer product design, inclusion, solvency and responsible investing while shaping digital distribution and bancassurance choices. Explore strategic forces in Old Mutual Ltd. Porter's Five Forces Analysis.

Old Mutual mission focuses on enabling financial wellbeing and resilience across Africa through advice-led insurance, savings, investments and credit solutions, serving mass to corporate clients with broad multi-channel distribution.

Customer-centric focus

Products and advice designed to improve everyday financial resilience for individuals and businesses.

Pan-African reach

Market presence strongest in South Africa, expanding in SADC, East and West Africa.

Integrated distribution

Multi-channel delivery via advisers, agency, digital and bancassurance partnerships.

Broad product set

Includes protection, savings, investments, P&C, corporate benefits and credit offerings.

Social impact & inclusion

Emphasis on financial inclusion—funeral, credit-life and mass-market solutions reach millions.

Capital strength

Solvency coverage historically robust; SCR cover ratio around 170–200% in 2023–2024.

The mission underpins a strategic vision to grow assets and policy counts—over 10 million active risk policies by 2024 and corporate savings administration above R300bn—while maintaining trusted brand values and adviser-led ecosystems; see Owners & Shareholders of Old Mutual Ltd.

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Old Mutual vision focuses on becoming Africa’s leading trusted partner for protection and wealth creation, driving long‑term prosperity through digital scale, advice excellence and outcomes‑based investing across markets.

Customer‑first focus

Prioritises customer outcomes like persistency and retirement adequacy, targeting measurable improvements in long‑term savings.

Continental leadership

Aims for top regional positions rather than global disruption, leveraging scale in South Africa and growing African footprints.

Outcomes‑based investing

Shifts emphasis to investment solutions that deliver retirement replacement ratios and sustained prosperity over time.

Digital engagement

Scaling digital channels to improve advice reach and customer retention; digital sales grew materially across the sector by 2024.

Trust & protection

Focuses on life, health and corporate benefits where Old Mutual holds top‑3 positions in key markets, underpinning reliability.

Measured ambition

Vision is aspirational yet realistic, tied to KPIs such as claims paid, persistency rates and market share across Africa.

The official vision is to be customers’ first choice to sustain, grow and protect prosperity; it aligns with Old Mutual mission and core values, emphasises corporate values like trust and customer centricity, and connects to strategic vision metrics—see Revenue Streams & Business Model of Old Mutual Ltd.

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Old Mutual core values guide behaviour across markets and shape its customer-centric strategy. These principles support the company’s mission and strategic vision while underpinning governance, risk management and customer outcomes.

Champion the customer — prioritise needs and outcomes through simplified products and proactive service. The strength to do what’s right — uphold ethics, prudent risk and compliance across operations. Learn and grow — invest in continuous skills development, data and product iteration. Pull together — collaborate across business lines to deliver integrated financial solutions.

Champion the customer

Prioritise customer needs with simplified products and proactive communications; examples include instant pay‑out funeral cover and ongoing NPS tracking in retail advice.

The strength to do what’s right

Maintain ethics, conservative reserving and robust compliance frameworks; practices include strong SCR cover, responsible lending standards and whistleblowing programs.

Learn and grow

Commit to continuous improvement via adviser upskilling, data/analytics academies and product changes informed by lapse and claims analytics.

Pull together

Drive cross‑line collaboration through integrated bundles, bancassurance partnerships and a unified customer view to increase cross‑sell and retention.

Read how these values influence Old Mutual mission and Old Mutual vision and shape strategic decisions, governance and product design; see industry context in Competitors Landscape of Old Mutual Ltd.

Values — Champion the customer: prioritise needs and outcomes; manifestations include simplified products (instant pay‑out funeral cover), NPS tracking and proactive claims communication; differentiator: long heritage and trust in payout reliability; in 2024, claims payments ran into tens of billions of rand across life and short‑term lines.

Values — The strength to do what’s right: ethics, prudent risk and compliance; examples include conservative reserving, strong SCR cover and responsible lending standards; whistleblowing and conduct training operate across markets.

Values — Learn and grow: continuous improvement and skills development; examples include adviser upskilling for regulatory compliance, data/analytics academies and product iteration based on lapse analytics.

Values — Pull together: collaboration across business lines; examples include integrated solutions bundling risk, savings and lending, bancassurance partnerships and a unified customer view to cross‑serve, creating a cohesive identity versus siloed competitors.

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Mission and vision guide strategic choices by directing capital allocation, product design and market entry to deliver long‑term customer and shareholder value. They shape culture, risk appetite and performance metrics used across Old Mutual Ltd.'s businesses.

Old Mutual mission, vision & values — at a glance

The group’s purpose is centred on helping customers build financial resilience and enabling mutually positive futures.

• Mission: Deliver inclusive financial solutions that protect, invest and enable customers to thrive.
• Vision: Be the first choice for customers across Africa and to create long‑term, sustainable value.
• Core values: Customer focus, integrity, stewardship, inclusion and excellence.
• Strategic focus: Mass market protection, digital distribution, ESG‑aligned investing and regional expansion.

Customer outcomes

Prioritises simplicity, affordability and speed of service to improve persistency and NPS.

Product strategy

Focus on mass‑market protection and micro‑insurance to raise financial inclusion and everyday resilience.

Market expansion

Regional growth through agency, partnerships and digital onboarding in key markets such as Kenya and Ghana.

Capital & investments

ESG integration and impact investing in renewables and affordable housing to align returns with purpose.

Performance metrics

Uses NPS, persistency, VNB margins and Group RoEV to measure strategic alignment and shareholder value.

Leadership tone

Executives emphasise customer outcomes and inclusive growth in reporting and capital allocation decisions.

Read how these statements shape strategy and next steps in Core Improvements to Company's Mission and Vision — explore practical changes and metrics to 2025 mapping: Brief History of Old Mutual Ltd.

Influence

Strategy linkages:

• Product development: Expansion of mass‑market protection and micro‑insurance supports the mission of everyday resilience; R30bn in annual risk claims and maturities paid highlights tangible impact.
• Market expansion: Growth in East and West Africa via agency and partnerships aligns with the vision to be first choice regionally; new digital onboarding in Kenya and Ghana shortened policy issuance to minutes, improving conversion and lapse rates.
• Investments and stewardship: ESG integration in asset management and infrastructure investments (renewables, affordable housing) reflect mutually positive futures; in 2024 Old Mutual Alternative Investments surpassed R60bn in impact‑aligned assets.
• Metrics: Improvement in customer NPS, persistency ratios in Retail Mass, and rising value of new business (VNB) margins in 2023–2024 show alignment. Group RoEV in mid‑teens and SCR >170% support sustainable growth.

Leadership tone: Executives consistently emphasize customer outcomes and inclusive growth in annual reports and results presentations, underlining purpose‑led decision making in pricing, underwriting, and capital deployment.

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Four targeted improvements can tighten Old Mutual mission and vision to drive measurable impact and competitive digital leadership across Africa. Each change focuses on clarity, digital ambition, sustainability, and stakeholder accountability with concrete targets and metrics.

Clarify mission with measurable outcomes

Refine the Old Mutual mission to include explicit KPIs such as a targeted 20% increase in retirement replacement ratios for clients by 2028, onboarding 2 million first-time insurance customers by 2030, and improving claims turnaround to pay 90% of eligible claims within 48 hours.

Elevate digital leadership and embedded finance

Augment Old Mutual vision to state explicit leadership in digital access and embedded finance across Africa, targeting 30% of sales via digital channels by 2026 and integration partnerships with fintechs in at least 10 markets.

Set specific sustainability and inclusion targets

Commit Old Mutual corporate values to measurable ESG goals such as aligning 50% of AUM to net‑zero pathways by 2030 and financing 100,000 SMEs across operating markets by 2030 to demonstrate climate and inclusion progress.

Improve transparency and stakeholder accountability

Publish annual scorecards linking Old Mutual mission, Old Mutual vision and Old Mutual core values to outcomes (customer, climate, financial) with third‑party assurance and clear governance of incentives tied to ESG and customer metrics.

Improvements

• Clarity and measurability: sharpen mission phrasing with explicit outcome metrics such as replacement ratios, first‑time customers onboarded, and percent of claims paid within 48 hours.
• Digital ambition: make the strategic vision explicitly about leadership in digital access and embedded finance across Africa, reflecting peers that link technology and behavioral economics to outcomes.
• Sustainability specificity: add concrete climate and inclusion targets like percent of AUM aligned to net‑zero pathways by 2030 and number of SMEs financed.

For a concise reference to Old Mutual mission statement and values explained see Mission, Vision & Core Values of Old Mutual Ltd.

Implementation of Mission and Vision in Corporate Strategy requires translating high‑level purpose into measurable goals, governance and customer‑facing processes. Effective execution links incentives, systems and communications to ensure consistent delivery across products and geographies.

Old Mutual mission, vision & core values

Clear statements guide strategy, culture and stakeholder reporting across the group.

• Mission: deliver financial security and sustainable returns to customers, shareholders and communities.
• Vision: be a trusted, client‑centric financial services group leading in emerging markets.
• Core values: integrity, care for clients, excellence, accountability and innovation.
• Purpose: to create enduring financial resilience and positive social impact.

Customer outcomes

Prioritises fair customer treatment, measurable by NPS, claims turnaround and persistency.

ESG and sustainability

Targets green infrastructure investments via OMAI and integrates ESG into asset allocation and reporting.

Leadership alignment

Purpose and corporate values embedded in scorecards, risk dashboards and incentive structures to balance growth with customer outcomes.

Transparency and reporting

Regular reporting includes metrics such as NPS, VNB and claims turnaround to evidence delivery against the Old Mutual mission and strategic vision.

Implementation

• Initiatives: Mobile‑first onboarding for funeral and credit‑life; AI‑assisted underwriting; instant claims for micro‑products; retirement default strategies to improve member outcomes; green infrastructure investments via OMAI; financial education programs reaching millions of consumers annually.
• Leadership reinforcement: Purpose and values embedded in scorecards, conduct risk dashboards, and incentive design balancing growth with customer outcomes and persistency.
• Communication: Mission and values featured in adviser training, branch materials, and digital channels; reporting on claims turnaround times, NPS, and VNB in results updates to evidence delivery.
• Systems and governance: Group risk appetite linked to customer fairness metrics; product approval committees include Treating Customers Fairly (TCF) checks; ESG policy guides asset allocation; remuneration includes customer and conduct KPIs to ensure day‑to‑day alignment.

Key facts (2024–2025): Old Mutual reported group embedded value and new business value metrics in FY2024 with VNB growth cited in investor updates; digital channels now account for a growing share of new customer acquisitions, and OMAI has allocated increasing capital to green infrastructure projects. For more on strategic direction see Growth Strategy of Old Mutual Ltd.