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Strategic pillars overview

Sanlam’s vision and strategic intent is pursued through a strategy focussed on four pillars.

Here we explain the underlying aspects of each strategic pillar in more detail. The performance detail per pillar is available in the Strategic review 2017.

Sanlam’s strategy has remained largely unchanged since 2003, with some refinements applied during the Board’s review process this year.

Our strategic intent of sustainable value creation for all key stakeholders remains firmly in place, underpinned by Sanlam’s vision to:

  • Lead in client-centric wealth creation, management and protection in South Africa.
  • Be a leading Pan-African financial services group with a meaningful presence in India and Malaysia.
  • Play a niche role in wealth and investment management in specific developed markets.

Whereas our strategy was previously focused on five pillars, we have changed the emphasis to be on four separate pillars, with transformation becoming a theme across all four pillars. More explicit reference is also made to client-centricity, resilience and innovation. These amendments do not imply new focus areas, but embeds current practice and Sanlam’s philosophy towards sustainability more firmly into the strategy statement:

Profitable top-line growth through a culture of client-centricity

Extracting value through innovation and improved efficiencies

Enhancing Sanlam’s resilience and earnings growth through diversification

Responsible capital allocation and management

Continuous transformation is central to Sanlam’s ability to adapt to a changing world and underpins all of the strategic pillars.

The ability to continuously transform to remain relevant in a changing world is a key enabler and underpins all aspects of our strategy.

We define transformation broadly to include economic transformation to reduce wealth inequality, transforming our employees to reflect the demographic profile of our client base and societies where we operate, transforming our distribution channels and operations in line with technological and regulatory developments, and, most importantly, transforming everything we do in line with the changing needs and preferences of our clients.

Sanlam’s strategy is not unique. Our ability to consistently execute on the strategy in a sustainable manner has proven to be a key differentiator. It has been a driver of success in the past and forms the foundation for Sanlam’s sustainable performance over the long term as measured by RoGEV. We have consistently outperformed our RoGEV hurdle rate over the long term.



The strategic review by the Group Chief Executive provides an overview of our strategic progress in 2017 and outlines specific focus areas for 2018.

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