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In brief

Foreword

Foreword

The cover of this annual report features a work of art by Joana Schneider that can be admired at our recently renovated DELA Maaslanden crematorium in Nieuwkuijk. The work is made of recycled rope from the fishing industry, a material with a long history that, through bundling, knotting, and coiling, is given new form and relevance.

That idea resonates with DELA. For nearly 90 years now, we have been building on a solid basis: our cooperative heart. For nearly 90 years now, we have continued to change and adapt in the knowledge that we play an important role in society by making a thoughtful, dignified, and colourful funeral possible for everyone. Because we want to stand strong as a modern cooperative that is relevant to its members in 90 years from now as well. Funerals will be different, depending on what people want at that time. Just like the recycled rope that retains its essence but in a new form, we continue to reshape the future on the basis of our trusted values.

Review

The past five years were devoted to strengthening and developing our cooperative. We expanded our services and consolidated our position through the integration of Yarden and the addition of several local funeral companies. We continued to grow internationally as well, which increased our scale of operations and enabled us to reach more people.

This course was maintained in 2025. We closed another strong financial year and passed the one million mark for the number of people we insure in Belgium. In total, we now insure 5.6 million people and provide more than 54,000 funerals and 52,000 cremations a year. Member and customer satisfaction remains high, and our reputation strong, which underlines the trust in our organisation.

Challenges of today and tomorrow

The market is changing at a rapid pace. In all the countries where we operate, we see changing customer needs and societal trends that place demands on our products and services: more personalisation, greater transparency, and affordability. These changes have an impact on our costs, our scale, and our employees.

Employee satisfaction remained the same in the past year after a previous decline. We can still compete with the top of the labour market, and we continue to invest in a healthy, safe, inclusive, and pleasant working environment where colleagues feel seen, heard, and supported. Only then can they remain relevant to members, policyholders, bereaved families, guests, fellow funeral directors, and our partners/suppliers.

Continuous development

We continue to develop our products and services to meet people's needs. Our funeral services offer increasing room for personal touches and ultimate hospitality, ample catering options, and a wider range of ways for people to be together.

We are also taking definite steps towards sustainability, such as via green locations, electric cremators, more conscious use of resources, and choices that contribute to responsible business operations and good employment practices.

We are aware the people see funeral insurance as more than just a product. It is a promise to their loved ones that everything is all set for the future. That is why we continue to improve our insurance solutions with accessible products that are tailored to different stages of life and changing circumstances – with affordability remaining a key driver.

New strategic course

In 2025, we rounded off an important phase: the development of our new strategic course. We remain focused on funeral insurance and funeral services as our core business, but our new mission of 'Well-being around a final farewell' broadens our approach. We ask ourselves: what can we do to improve people's well-being before, during, and after a funeral? That goes beyond providing a dignified final farewell. It means everything that people need in the period before, during, and after someone dies – out of humaneness, understanding, and solidarity.

We as a cooperative do that because we know we all stand stronger when we stand together. Since our very beginning, solidarity and mutual commitment have always been at the heart of how we work. The new strategic course strengthens that foundation while giving us room to expand our activities in ways that improve people's well-being in the period before, during, and after someone dies. That calls for collaboration and trust between colleagues as well as with our members, customers, partners, and fellow funeral directors.

Just like the work of art on the cover, we continue to adapt to a changing world by building on a strong core. We as a cooperative have long-term obligations, and we want people to be able to count on us in 90 years from now as well. That calls for developing and moving in the same direction together – so that we at DELA stay relevant to everyone who trusts in us.

Eindhoven, 22 April 2026

Also on behalf of the Executive Board
Sandra Schellekens, CEO
Godelieve van Velsen, CFRO




This is an English translation of the original Dutch text. In case of any conflict between this translation and the original text, the latter will prevail.

Key figures

Key figures

Financial

  2025 2024 2023 2022 2021
           
Revenue          
x €1,000          
Revenue from insurance business 774,505 743,941 712,701 669,011 592,472
Revenue from funeral business 428,366 417,536 383,684 365,121 317,723
Other revenue 16,546 714 757 39 3,236
Gross revenue 1,219,416 1,162,191 1,097,142 1,034,171 913,431
           
Distribution of investment income          
x €1,000          
Net investment result 516,404 554,500 336,648 -841,467 646,420
Less: for future insurance claims* -220,581 -204,959 -189,851 -178,841 -160,094
Remaining for financial position** 295,823 349,541 146,797 -1,020,308 486,326
           
Profit share          
x €1,000          
Profit share 264,798 281,247 249,224 43,654 5,940
           
Balance sheet          
x €1 million          
Total assets** 10,791 10,274 9,453 9,005 9,680
Value of investments 10,236 9,698 8,842 8,470 9,080
Technical provision** 9,154 8,590 8,021 7,532 7,172
Equity** 1,230 1,146 1,009 1,061 1,782
... as percentage of technical provision 13% 13% 13% 14% 25%
           
Insured capital          
x €1 million          
Insured capital 83,510 79,773 78,605 72,970 68,678
           
Coverage ratio          
Average coverage ratio*** 198% 217% 251% 195% 129%
           
Solvency          
Solvency II ratio 213% 200% 208% 226% 236%

Non financial

  2025 2024 2023 2022 2021
           
Reputation          
StakeholderWatch pulse          
Netherlands 74 74 72 66 63
Belgium 71 67 63 - -
Group 73 71 68 66 63
           
Members          
Number 3,984,063 3,955,481 3,311,447 3,223,641 3,179,843
           
Customer satisfaction          
NPS          
Insurance 55 54 53 53 53
Funeral services 77 77 76 76 77
Group 64 64 62 63 64
           
Funerals          
Number          
Netherlands 41,723 43,155 41,028 39,800 36,168
Belgium 12,776 12,993 12,679 12,764 11,995
Total 54,499 56,148 53,707 52,564 48,163
           
Cremations          
Number at own crematoriums          
Netherlands 44,927 44,827 43,083 42,955 32,747
Belgium 7,094 7,140 7,194 7,301 7,661
Total 52,021 51,967 50,277 50,256 40,408
           
Insured persons          
Number at year-end          
Netherlands 4,261,896 4,277,150 4,296,572 4,295,361 4,287,483
Belgium 1,003,296 977,541 947,996 928,029 908,822
Germany 341,202 321,551 294,373 266,072 103,786
Total 5,606,394 5,576,242 5,538,941 5,489,462 5,300,091
           
Employee satisfaction          
eNPS          
Netherlands 29 27 36 44 51
Belgium 39 54 53 53 54
Germany 10 10 8 - -
Group 30 30 38 45 52
           
Employees          
FTEs, year-end          
Netherlands 1,935 1,806 1,746 1,606 1,735
Belgium 456 438 434 430 416
Germany 55 54 45 38 28
Total 2,445 2,298 2,225 2,074 2,179
           
Carbon emissions*          
x 1 metric tonne          
Scope 1 8,726 9,828 10,495 - 13,544
Scope 2 412 370 711 - 2,263
Total Scope 1 and 2 9,139 10,198 11,206 - 15,807