Our Strategic Objectives

WHY THIS MATTERS

The existing in-force books are the core source of cash and are at the heart of our investment case.

HOW WE DELIVER

A centralised governance oversight and corporate management team ensure robust and consistent governance across the group. Operating autonomy is delivered to the divisions to ensure we benefit from our strong divisional management teams. In the UK Chesnara adopts an outsourced business model. Core operations are not outsourced in Sweden or the Netherlands because it would not suit the business models in those territories.

TRACK RECORD

The profitability of our existing business remains at the heart of our business model. We have delivered positive Cash Generation of £37m for the six months ended 30 June 2025.

WHY THIS MATTERS

Acquisitions maintain the scale and effectiveness of the operating model. In addition, they create a source of value enhancement and sustain the cash generation potential of the Group.

HOW WE DELIVER

Identify potential deals through an effective network of advisers and industry associates.

We work co-operatively with regulators and assess deals by applying well established criteria which consider the impact on cash generation and economic value under best estimate and stressed scenarios.

The financial benefits are viewed in the context of the impact the deal will have on the enlarged Group’s risk profile.

Transaction risk is minimised through stringent risk-based due diligence procedures and the senior management team’s acquisition experience and track record.

We fund deals with debt, equity or cash depending on the size and cash flows of each deal.

TRACK RECORD

Chesnara has made fifteen acquisitions since the company was established in 2004; seven in the UK, one in Sweden and seven in the Netherlands. Most recently, the Group completed the acquisition of HSBC Life (UK) Limited in January 2026.

The acquisitions have made a significant contribution to the Group’s Cash Generation thereby funding our dividend strategy. Importantly, no deals have resulted in any form of detrimental customer outcomes and customers benefit from the financial stability the Chesnara Group offers.​​

WHY THIS MATTERS

New business profits are a growing part of the Chesnara financial model and cash generation, complementing the value and growth that is delivered by our ongoing program of acquisitions.

HOW WE DELIVER

Movestic primarily focuses on unit-linked pensions and savings business, distributed through IFAs, and targets a realistic share of our target market of between 6-10%. Scildon sells protection products, individual savings and group pensions contracts via a broker-led distribution model, and targets a market share of 6-10%. For both businesses, we believe that to achieve higher volumes would require a pricing strategy that may compromise the keen focus on ensuring the business we write is profitable.

New business revenue has also recently become a strategic priority for the UK, where sustained positive outcomes can be achieved for customers whilst at the same time delivering an increasingly profitable financial return. Following the acquisition of HSBC Life (UK) Limited in 2026, Chesnara Life aims to build on this successful foundation by driving growth from its existing market share. According to the ABI, HSBC Life (UK) Limited sold 30% of the unit linked onshore investment bonds to the UK Adviser marketplace in 2025.

TRACK RECORD

Movestic reported New Business Contribution for the six months ended 30 June 2025 of £1m.

Scildon reported New Business Contribution for the six months ended 30 June 2025 of £3m.

CA reported New Business Contribution for the six months ended 30 June 2025 of £1m.