The AGM will be held in a hybrid form. Shareholders can attend and vote during the meeting in person or virtually, or they can exercise their voting rights by providing an electronic proxy with voting instructions in advance. Details on how to register, participate and vote can be found in the convocation letter published today. The meeting will take place at NN Group’s office at Prinses Beatrixlaan 35, The Hague, the Netherlands, and there will also be a live webcast on NN Group's website.

Full details of all agenda items are included in the meeting documents published today on the NN Group website. The materials include the 2025 Annual Report of NN Group as published on 5 March 2026.

Nationale-Nederlanden Bank’s annual report is available for download here. 

At NN, we are committed to contribute to the well‑being of people in our communities. In line with this ambition, the NN Social Innovation Startup Award returns for its third edition on 11 June during the Hello Tomorrow Summit in Amsterdam. Early‑stage startups will pitch tech‑enabled solutions that improve mental, physical or financial well‑being, particularly for people whose well‑being is under pressure. The award is part of our collaboration with Rubio Impact Ventures, to support emerging ‘people‑tech’ startups across NN markets in Europe.  

The winning startup receives a €100,000 grant from NN's Social Innovation Fund and access to mentors, investors and the mission-driven networks of both NN and Rubio. Finalists also gain visibility and support to scale their impact. 

We encourage startups that use technology to improve people's mental, physical or financial well‑being to apply. Applications are open until 14 April 2026 on www.socialinnovationaward.com. 

For more background on NN Group contribution to communities see here.

Together with this report, NN Group published a Solvency and Financial Condition Report and a Total Tax Contribution Report.

NN Group’s 2025 Annual Report is available for download at Annual Report 2025 

For our OHRA customers, fully automatic claims resolution can be as simple as taking a photo of damage to their home or vehicle, or a screenshot of a vet’s invoice. After answering basic online questions, they can receive a decision in minutes. If something is unclear, customers can still speak to a claims processor, because AI at NN is always backed up with a human-in-the-loop. 

This innovation is part of NN’s Future Ready programme, aimed at improving customer experience, increasing efficiency and driving profitable growth. For customers, the benefits are clear: quick, transparent and fair insurance decisions. 

More information about our digital transformation be found here: NN Digital Hub

Today, NN Group announces that its Supervisory Board intends to reappoint Annemiek van Melick as member of the Executive Board of NN Group and to designate her again as Chief Financial Officer (CFO) and vice-chair of the Executive Board for a term of four years.

The current term of appointment of Annemiek van Melick ends at the close of the annual general meeting (AGM) of NN Group to be held on 21 May 2026. The reappointment will be effective after notification to the General Meeting at the 2026 AGM. Annemiek van Melick was appointed CFO and vice-chair of the Executive Board as of 1 July 2022.

David Cole, chair of the NN Group Supervisory Board: ‘We are pleased to reappoint Annemiek for another term. Under her financial leadership, NN Group has made good progress on the execution of its strategy while reporting a strong commercial and financial performance and maintaining a robust capital position. This has created a solid foundation for growth and sustainable long-term value creation for our stakeholders.’

Changes to the composition of the Supervisory Board

The current terms of appointment of David Cole and Pauline van der Meer Mohr as members of the Supervisory Board of NN Group also end at the close of the 2026 AGM. The Supervisory Board has decided to nominate David Cole for reappointment as member of the Supervisory Board for another two years. If reappointed, the Supervisory Board intends to reappoint him as its chair and as member of the Nomination, Remuneration and Governance Committee. Furthermore, the Supervisory Board has decided to nominate Pauline van der Meer Mohr for reappointment as member of the Supervisory Board for another four years. If reappointed, the Supervisory Board intends to reappoint her as its vice-chair,  chair of the Nomination, Remuneration and Governance Committee and member of the Audit Committee.

Additionally, the Supervisory Board has decided to nominate Irine Gaasbeek for appointment as new member of the Supervisory Board for a term of four years. The proposal for appointment has been approved by the Dutch Central Bank. Irine Gaasbeek (Dutch, 1971) has extensive executive experience and in-depth expertise in digital transformations, data and artificial intelligence, having worked at Accenture in various leadership roles. If appointed, she will join the Supervisory Board’s Risk Committee.

The current term of Robert Jenkins, member of the Supervisory Board since 2016, will also end as of the close of the 2026 AGM. He has indicated he will not be available for reappointment.

Further information will be included in the convocation for the 2026 AGM, which will be available from 8 April 2026 at www.nn-group.com.

• Operating capital generation increased 9% to EUR 2.1 billion, exceeding the 2025 target of EUR 1.9 billion, reflecting continued strong business performance.
• Free cash flow grew 7%, slightly ahead of the 2025 target of EUR 1.6 billion, with the contribution from business segments increasingly diversified.
• NN Group Solvency II ratio increased to 220%, benefiting from favourable market conditions and continued strong net capital build.
• Operating result rose 17% to EUR 3,002 million; net result of EUR 1,188 million.

Accelerating dividend growth and stepping up the annual buyback 

• Based on strong business performance, cash, and capital levels, NN Group enhances its capital return by an additional EUR 100 million beyond the progressive dividend policy, splitting this evenly between the dividend and the annual share buyback.
• Consequently, the total dividend per share for 2025 is up 13% to EUR 3.88 per share and annual share buyback programme is increased by EUR 50 million to EUR 350 million. 

Excellent and continued commercial momentum

• Future Ready programme well on track to reach EUR 200 million benefits in 2027; further extension of data literacy programme for employees to understand, analyse, and use data effectively.
• Value of new business (VNB) of Insurance Europe increased 16%, reflecting higher sales and a favourable product mix.
• VNB of Japan Life increased 25% following the introduction of a new long-term savings product in March.
• Gross written premiums for Netherlands Non-life up 6%, surpassing EUR 4 billion for the first time, driven by premium increases and volume growth. The combined ratio was 92.9%, within the 91%-93% guidance range.
• Netherlands Life saw assets under management of the defined contribution pension business grow by 9% to EUR 43 billion, benefitting from high net inflows and markets.

Statement of David Knibbe, CEO 

‘Today, we are presenting a very strong set of results for 2025, reflecting continued positive business performance and strategy execution despite ongoing geopolitical volatility. We exceeded our targets for 2025 and are well on track to achieve the 2028 goals outlined at our Capital Markets Day in May 2025. 

In Europe, we reported continued growth across the region, most notably in Poland, Greece, Romania and Slovakia. Netherlands Non-life increased gross written premiums by 6%, reaching the EUR 4 billion mark for the first time. Our business in Japan also showed a strong commercial performance, driven by the successful launch of a long-term savings product for business owners. Our Netherlands Life business benefitted from strong net inflows of EUR 2.6 billion and favourable market movements in defined contribution pension products, and continued to capture opportunities arising from the changing Dutch pension market. 

Our Future Ready programme, which is focused on further improving the customer experience, and driving operational efficiencies and profitable growth, is well on track towards our goal of generating EUR 200 million annual benefits as of 2027. At the end of 2025, we had 236 AI use cases in production, including a system that enables us to approve and pay out various car insurance claims within minutes. 

Operating capital generation (OCG), our key performance indicator, increased 9% to EUR 2.1 billion. Combined with positive market developments, this contributed to a further strengthening of our capital position, with a Solvency II ratio of 220%. The strong business performance, cash, and capital levels enable us to step up our annual share buyback programme to EUR 350 million, and propose a 13% higher full-year dividend compared to 2024. We continued to deliver on our strategic objectives focused on our customers, people, and our contribution to society. 

Customer satisfaction scores further improved, with eight of our nine international markets scoring above the market average. In the Netherlands, we maintained our number one position in broker satisfaction, reflecting our proven strategy to work closely with this key partner group. We also saw a further improvement in employee satisfaction. In support of a sustainable economy, we increased investments in climate solutions, reaching a total of EUR 14 billion by the end of 2025. Since 2022, our community investment programme has supported more than one million people. 

Looking ahead, these results provide us with a strong foundation for future growth, which enables us to continue to create sustainable long-term value for our stakeholders. We would like to thank our customers and shareholders for their trust, and our colleagues for their ongoing commitment.’

Collaborative process, collective progress 

Participants emphasised the value of seeing how other institutions approach impact integration and how these perspectives can strengthen the sector’s collective progress. The working group included representatives from PGGM, Achmea and ASR as well as NN.  

According to Leon van Riet, NN Group CEO Netherlands Life & Pensions, who was in the board of the working group: ‘This handbook shows the impact we can make when organisations come together with a shared purpose. By combining our experience with that of our peers, we help strengthen the financial sector’s ability to support real-world change. Collaborative initiatives like this reinforce our belief that long-term value is built not only through what we invest in, but through how we work together.’ 

NN Group’s role 

NN Group Responsible Investment Strategist Bruno Besek says the handbook is expected to be a living document, regularly updated and expanded upon. ‘We now have a source of practical examples for any investor that wants to integrate impact into investment process. By sharing our methods openly, we aim to support greater transparency and accelerate progress for all,’ he says. For NN Group, involvement in this initiative builds on our commitment to responsible investing and contributing to a more sustainable economy. ‘This handbook shows that integrating impact can start at any step in the investment process, connecting what we invest in with the health of the systems our portfolios depend on,’ says Bruno. 

The handbook is now available via the DNB website: New handbook helps investors integrate impact into their decisions | De Nederlandsche Bank. 

More details on NN Group’s investment principles and approach to responsible investment can be found here: NN Group - Responsible investment

The note is primarily intended to assist the sell side analyst community covering NN Group, and may be useful for their analysis. The note is available on the Financial Results page of the Investors section on NN Group’s website.

NN Group will publish its 2H25 results on 12 February 2026.

In January 2024, NN Group agreed a settlement with interest groups Consumentenclaim, Woekerpolis.nl, Woekerpolisproces, Wakkerpolis, and Consumentenbond, regarding unit-linked insurance products sold in the Netherlands by Nationale-Nederlanden, including Delta Lloyd and ABN AMRO Levensverzekering. This settlement was subject to a 90% acceptance rate of affiliated policyholders that have received an individual proposal for compensation. As the 90% acceptance rate is reached, the settlement is now final.

All legal proceedings initiated by the aforementioned interest groups will be discontinued and no new legal proceedings may be initiated by these interest groups and their affiliated parties, upon completion of the execution of the settlement. 

The settlement costs are covered by a previously announced provision of approximately EUR 360 million recognised in the fourth quarter of 2023. This includes EUR 60 million for hardship cases and customers unaffiliated with one of the interest groups who have not previously received compensation. 

For more information about the settlement, please visit our website: www.nn.nl/schikkingsovereenkomst

• Operating capital generation (OCG) increased 6% to EUR 1,020 million, reflecting continued strong business performance, mainly supported by 10% growth of Insurance Europe and 15% growth of Netherlands Non-life
• Solvency II ratio of NN Group increased to 208%, or 205% on a pro-forma^1,2 basis, from 194% at the end of 2024, benefiting from favourable market conditions, strong organic capital generation and a new longevity reinsurance agreement
• Free cash flow (FCF) of EUR 863 million in the first half of 2025, on track to achieve EUR 1.6 billion target for 2025
• Continued delivery on attractive and compounding capital return to shareholders, with a 2025 interim dividend of EUR 1.38 per ordinary share, up 8% compared with the 2024 interim dividend
• Operating result increased to EUR 1,443 million from EUR 1,329 million in the first half of 2024; net result of EUR 391 million

Strong commercial performance in growth segments

• 11% increase of value of new business (VNB) for Insurance Europe, reflecting higher sales across most channels and products as well as a favourable product mix
• VNB of Japan Life increased 25% following the recent introduction of a new long-term savings product
• Total VNB was broadly stable due to lower defined benefit pension sales in the Netherlands
• Assets under management of the defined contribution pension business remained stable at EUR 39 billion, as EUR 1.2 billion net inflows offset market impacts in the first half of 2025
• Netherlands Non-life showed 6% gross written premiums growth driven by premium increases and volume growth. The combined ratio for the first half year was 91.2%, at the lower end of the 91%-93% guidance range
• Number 1 ranking in Dutch broker satisfaction

Statement of David Knibbe, CEO

‘The strong results we report today show that, amid a globally volatile first half year of 2025, we continue to deliver on our strategy. With these results, we are creating a foundation for future growth, as announced during our Capital Markets Day on 27 May 2025. Operating capital generation increased 6% to EUR 1,020 million in the first half of 2025, compared with EUR 959 million in the first half of 2024, driven by higher OCG from Netherlands Life and continued business growth of Insurance Europe as well as Netherlands Non-life, partially offset by Banking due to lower interest margins, Japan and the segment Other. Our capital position increased with a Solvency II ratio of 208%, or 205% on a pro-forma^1,2 basis, from 194% at the end of 2024, reflecting favourable market conditions, strong organic capital generation and a new longevity reinsurance agreement.

We saw continued strong commercial results, across markets. Value of new business in Europe and Japan increased with respectively 11% and 25%, highlighting the strength of our diverse businesses and customer dedication. Customer satisfaction continued its positive trajectory, particularly in international markets. We rank overall number 1 in Dutch broker satisfaction. Improved distribution and higher demand drove stronger sales across Europe, notably in Greece, Poland, and Slovakia. NN Japan recorded significant sales growth due to launch of a long-term savings product. In the Netherlands, the Non-life activities achieved a combined ratio of 91.2%. Our pension administrator AZL achieved a major milestone by transitioning the first pension fund to its new platform consistent with the new Dutch pension legislation. We expect more customers to follow soon.

To enhance our digital presence and operational efficiency, while maintaining a strong emphasis on customer experience and growth, targets were introduced. We launched our Future Ready programme, designed to transform NN Group by emphasising AI, standardisation, automation, and re-use. This transformation aims to improve customer experiences, drive growth, and generate approximately EUR 200 million in annual benefits by 2027. Early adoption of AI provided a foundation for measurable outcomes. We are making significant progress towards our goal of generating 50% of new sales from digital leads in Insurance Europe by 2028, having reached 40% in the first half of 2025, up from 36% in 2024. Furthermore, we currently have 191 AI use cases in production compared with 148 cases at the end of 2024, with all business units reporting strong progress.

Our focus remains firmly on our customers, people and our contribution to society. In addition to maintaining net-zero targets across investments, own operations, and insurance underwriting, we reinforced our dedication to supporting a more sustainable economy and society by publishing our new Biodiversity Plan in January and updating both our Climate Action Plan and Active Ownership Report in April. Total investments in climate solutions increased to EUR 14.3 billion as of 30 June 2025. We are also pleased to note that our employee engagement scores remain high.

In line with our attractive dividend policy, we will pay an interim dividend of EUR 1.38 per share.’

From spend-based to supplier-specific emissions reporting 

We currently use a spend-based method to report on purchased goods and services emissions. However, in future we aim to use supplier-specific emissions, so we can more effectively monitor individual business partners’ emission reduction progress. A number of our suppliers are, or will be, subject to the Corporate Sustainability Reporting Directive (CSRD) or voluntarily disclose their sustainability data. We will start gathering actual GHG emissions data from those suppliers who are ready to provide them.  

Responsible Procurement and Supplier Engagement  

In 2024, we developed a responsible procurement approach to support reducing emissions related to purchased goods and services. We started with implementation for the Dutch business units and staff departments and will roll out to our international business units in 2025 and 2026. One key element of this approach is our Supplier ESG Engagement Programme, also launched in 2024. As we rely on our suppliers to help us reduce the emissions associated with the products and services we purchase, monitoring their climate ambition and net-zero progress, especially when the impact is material, is vital. 

Following our suppliers’ net-zero journey 

The programme helps us assess and score where suppliers are on their net-zero journey and looks at targets, transition plans and emissions reporting. We aim to engage at least 35% of the NN Group supplier base (based on spend) by the end of 2025. We engage with existing suppliers who do not meet our standards to encourage them to increase their efforts to achieve net zero. For new suppliers, at the moment of contracting, we may suggest improvement plans such as measuring and reporting emissions and setting a net-zero target. Progress on these improvement items will then be evaluated when contracts come up for renewal. 

Contributing to change in the real economy 

Although restricting our business relationships to only low carbon emitting suppliers would result in a swifter decarbonisation of our own supply chain, this does not help reach net zero in the real economy. We prefer to engage rather than terminate contracts and work together with high emitters on decarbonisation to help contribute to change. That said, we still develop clear minimum requirements and timelines and may decide to not extend contracts if there is not sufficient progress.  

You can read more about our climate activities and ambitions for all areas of our business in our latest Climate Action Plan and on our website.  

NN Non-life’s Sustainable Repair Policy defines the scope and objectives of sustainable repair, as well as identifying the related material impacts, risks and opportunities. Michel van Leuven, Project Lead Sustainable Repair: ‘We aim to bring sustainable repair to the doorstep of our customers and to continue to increase the percentage of retail property repairs carried out by our sustainable repair network. In this way we can make a real-world impact, both on the lives of our customers and on the circular economy.’

Sustainable repair network

We aim to further develop our sustainable repair network in the Netherlands and upgrade the quality of the circular techniques it uses. The aim is to not only support the reduction of waste through the repair and reuse of products but also to promote the use of renewable resources and sustainable practices. We also want to include additional sustainable measurements such as CO₂ avoidance, and metrics related to the different stages of the circular economy once we have access to relevant data and calculation methods. In 2024, for example, we engaged the Impact Institute to conduct a life-cycle assessment for countertops and kitchen cabinets, comparing repair with replacement. These types of studies provide valuable input for how we implement our strategy.

Spot repair and electronics recovery

Spot repair is one approach we have adopted in our repair and recovery process. It is often associated with vehicle repair but can also be used for property. It basically means carrying out the repair where the damage occurs. We regard it as a key activity, contributing to CO₂ avoidance. We also collaborate with companies that repair electronic devices to avoid replacement where possible. These partners form part of our sustainable repair network. Our guiding principle is that if damage to a mobile electronic device cannot be repaired, the client is offered a refurbished device. If the client does not want this, they can opt for a cash settlement.

Making sustainable repair the norm

Our sustainable repair network is accessible to all business lines and used most actively across our retail portfolio. We are also investing in internal and external communication to raise awareness about the network among colleagues and customers and to encourage them to use it. And as our claims process becomes increasingly digital in nature, sustainable repair is also becoming the standard in our Straight Through Processing (STP) claim handling.

You can read more about our climate activities and ambitions for all areas of our business in our latest Climate Action Plan and on our website. 

The note is primarily intended to assist the sell side analyst community covering NN Group, and may be useful for their analysis. The note is available on the Financial Results page of the Investors section on NN Group’s website.

NN Group will publish its 1H25 results on 8 August 2025.

Social impact is the main driver of NN Group’s community investment programme and according to Jeroen Koks, who works in the Community Investment (CI) team and is himself a volunteer, there is nothing like volunteering to bring it alive. ‘It is the best way to engage colleagues in community investment,’ he says. ‘They really become part of the impact we have on society.’

Company-wide
In 2024, there were over 7,000 participations in our company-wide volunteering programme (some colleagues took part more than once). The programme has been running since 2014 and this year the number of volunteer hours over the year reached an all-time high of 42,049.

‘During NN Volunteer week, we spread the word across the organisation with flyers and online campaigns, about how great it is to get involved. And it’s not just great for our communities. It really gives me a sense of pride and connectedness to our values.’ 

Battling loneliness 
Colleagues can sign up either as individuals or as part of a team. Last year, in the Netherlands, team participation was more popular than ever, with 1,300 colleagues signing up with their team. Activities ranged from walking, gardening and playing games with the elderly, who often battle loneliness, to giving children in poverty a birthday like never before. NN Group Management Board members also rallied round, packing 500 of some 6,000 gifts and birthday boxes for children.

Social connection is an important theme for community investment, says Jeroen: ‘I visit 98-year-old Mientje regularly, taking her out in her wheelchair for a breath of fresh air. Connecting multiple times really deepens the connection.’

NN Charity Run 
Perhaps the biggest event in the volunteering year is the NN Charity Run. This year over 1,000 enthusiastic colleagues ran over 20,000 km, raising EUR 122,530 for local charities to spend on making a positive impact in our communities. Those who ran in Belgium for example, supported Pinocchio, a non-profit organisation helping children suffering from serious burns as well as their families. In Romania, employees ran for the Association Inima Copiilor, which supports the expansion of the cardiac surgery department at the Marie Curie Hospital in Bucharest, improving the chance of survival for children with heart disease. 

In 2024, during NN Volunteer week, we contributed to the financial, physical and mental well-being of 8,827 people in our communities.

New ambitious financial targets for 2028

• Operating capital generation (OCG) target of EUR 2.2 billion in 2028, versus the EUR 1.9 billion target for 2025
• Free cash flow (FCF) target of above EUR 1.8 billion in 2028, versus the EUR 1.6 billion target for 2025
• New OCG and FCF targets represent a Compound Annual Growth Rate (CAGR) per share of 7-8%, driven by Insurance Europe, Netherlands Non-life and Japan

Continuing roadmap for society at large

• Above market average customer satisfaction and top 3 broker satisfaction in the Netherlands by 2028
• Above market average employee satisfaction and ≥40% women in senior management by 2028
• EUR 13 billion investments in climate solutions and 45% reduction of GHG emissions of corporate investments by 2030
• Supporting well-being of 2.5 million people by 2028

Accelerating digital transformation

• Future Ready programme to support IT simplification, digital and frictionless customer journeys, and profitable growth
• Investment of EUR ~450 million for 2024-2027 period; annual benefits gradually building up to EUR ~200 million by 2027
• New business transformation targets, including goal to achieve 300 data & AI use cases by 2028

Strong capital position and continuing attractive capital returns

• Resilient balance sheet and strong capital position; pro-forma Group Solvency II ratio stable at 195%¹ by end-April 2025
• Committed to capital return policy; progressive dividend per share and annual share buyback of at least EUR 300 million

Statement of David Knibbe, CEO

‘Today, we are announcing ambitious new plans for the future, building on our proven track record of consistent strategy execution and business growth. We expect to achieve operating capital generation (OCG) of EUR 2.2 billion by 2028, from EUR 1.9 billion targeted in 2025. We also set a new free cash flow target (FCF) of above EUR 1.8 billion by 2028, up from EUR 1.6 billion for 2025. The new OCG and FCF targets represent a Compound Annual Growth Rate (CAGR) per share of 7-8% versus the 2025 targets. 

The growth will be driven by increased contributions from our European businesses, Netherlands Non-life and Japan. In our European businesses, where we have leading positions in the protection and pension markets, we see continued strong growth due to high customer demand, our unique distribution network, and GDP growth above the EU average. For Netherlands Non-Life we expect growth to continue, while we expect our Japanese business to show a gradual recovery positively impacted by growth of the long-term savings market for SMEs. Together with NN Bank, these businesses are expected to make up over 55% of Group OCG by 2028, further enhancing our business diversification and improving our future growth prospects. Supported by strong new business and renewals in the past few years, as well as higher interest rates, we expect a slower paced run-off of our Dutch Life & Pension books whilst our number one position in the Defined Contribution pension market will enable us to grow our fee income. 

Our strategy remains focused on customers, colleagues and society. We are committed to achieving customer and employee satisfaction scores that beat the competition, and we are introducing a new target to enhance broker satisfaction in the Netherlands. Our commitment to society remains unchanged, as reflected by our continued focus to reduce greenhouse gas emissions and contribute to the well-being of our communities. To support our strategic ambitions in a rapidly evolving market, we have launched the Future Ready programme. This initiative carries an investment of around EUR 450 million until 2027, of which a large part was already absorbed in capital in 2024. It aims to accelerate our digital transformation by simplifying our IT infrastructure and by expanding the use of artificial intelligence. By doing so, we will further improve customer experiences, drive growth, and gradually build up around EUR 200 million in annual benefits by 2027. 

With our talented colleagues, our robust business model, and resilient balance sheet, we are confident we will deliver on our 2028 targets, enabling us to continue to create sustainable long-term value for our stakeholders.’  

The Capital Markets Day is scheduled to begin at 09:00 CET. The morning session will be available for viewing through a live webcast on the NN Group website, while the afternoon session will include interactive break-out sessions that require physical attendance. The presentations are also available for download from the NN Group website. 
_______________________ 
_{1 As per 1 January 2026, EUR 237 million of grandfathered Tier 1 capital will no longer qualify for Solvency II purposes, which is reflected in our pro-forma Solvency II ratio at the end of April 2025}
 

‘The world is changing fast, and one skill set is no longer good for life. To stay successful in the AI-impacted financial sector, we continue to invest in the relevant skills for colleagues.’ 
Hiske Hoekstra, Head of Learning and Talent Development 

There will be two tracks to the employee curriculum. The first will give employees new skills around data and AI that could make them eligible for different work. ‘The world is changing fast, and one skill set is no longer good for life. To stay successful in the AI-impacted financial sector, we continue to invest in the relevant skills for colleagues. Data is everyone’s business.’ The second, the Fundamentals track, will be mandatory except for those who are already data/AI experts, empowering the entire workforce to increase its own, and the organisation’s, efficiency, functionality and impact.

A common language 
An important part of the DLP is to create a common language around data. Collaboration starts with mutual understanding, and the programme enables this by creating a common, Group-wide vocabulary. ‘Our businesses know where the challenges are, and our tech people know what solutions we have in our toolbox. When both talk the same language, there will be fewer roadblocks to change.’ This will not only speed up how we optimise our processes, but also how we act on insights.

ChatGPT 
One part of the programme that is particularly useful is an internal ChatGPT programme which is already used by over 7,000 colleagues to test generative AI. Safe, controlled and fully GDPR-compliant, it is allowing colleagues to use their new tech know-how to test their ideas before our experts take them to the next level. ‘And the great thing is, because this technology is so cool, everyone is keen to get on board.’ 

Guido Bosch joins NN from international bank ING, where he started his career in 1996 and held various senior leadership positions. Most recently, he was Head of Daily Banking at ING Netherlands, where he was responsible for transforming the retail banking business by optimising the distribution model and enhancing the customer experience. Prior to this role, he held leadership positions at ING’s online banking franchise, ING Direct.  

Tjeerd Bosklopper, CEO Netherlands Non-life, Banking & Technology: ‘With the appointment of Guido, we are welcoming a leader with extensive experience in retail banking, digital transformations, and a strong focus on the customer. This will further support NN Bank’s growth as a digital retail bank.’

‘We are committed to further expanding our investments in climate solutions.' 
Marieke van Kamp, Head of Private Markets

Catalysing the transition 
NN Group also collaborated with an asset manager to initiate an investment fund for climate solutions, which aims to finance infrastructure assets providing solutions to the challenges of climate change. The fund focuses on European projects in the sectors of wind, solar, hydro, public transport, EV charging, batteries and energy management solutions in its aim to catalyse the transition to a resilient, low-carbon economy.

Energy and efficiency efforts in the Netherlands 
In the Netherlands we participate in the Dutch Climate Action Fund, which targets investments in projects and companies that aim to support the reduction of carbon emissions. The fund may invest in energy efficiency, e-mobility, energy storage and hydrogen, as well as renewable energy generation. Meanwhile, our Positive Impact Programmatic Venture (PIPV) invests in Dutch sustainable and affordable residential real estate with the intention of adding energy-efficient buildings to the sector, while also helping address the lack of good, affordable rental housing. PIPV targets a reduction of 80% of landlord-controlled greenhouse gas emissions, procuring 100% renewable electricity by 2030 and net-zero operational emissions by 2035.

Green bonds to finance environmental projects 
We also invest in green bonds, their proceeds being used for environmental projects. One such bond is the Dutch government’s second green bond, which focuses particularly on climate adaptation and water, with ‘blue’ expenditures earmarked to protect the country from flooding, mitigate the impact of climate change and ensure supplies of freshwater. This investment aligns closely with our ambition to help mitigate water risk.

Since the publication of the Annual Report 2024, we have updated our target for climate solutions investments to EUR 13 billion by 2030, subject to market environment and constraints. Read more about our climate solutions work here.