劳合社主席约翰·纳尔逊（John Nelson）于5月11日公布了劳合社市场历史上第一个长期战略——劳合社2025年战略。此战略专注于劳合社在新兴市场的增长，以及强有力的监管，认为这两项是劳合社未来13年发展的关键所在。英国首相戴维·卡梅伦出席了在劳合社总部交易大厅举行的战略启动仪式，并充分肯定这一致力于使劳合社成为全球首要特殊险直保及再保中心的战略。
劳合社“2025年远景规划”旨在推动劳合社市场作为国际特殊险业务中枢的国际化扩张，并巩固它作为英国公司中坚力量的地位。卡梅伦对此愿景表示赞同。卡梅伦高度赞扬劳合社对英国经济的贡献，同时认为劳合社市场不是全球金融危机的肇因。他对交易大厅里满堂听众说：“劳合社从事的不是投机，而是保护。”
纳尔逊简要阐述了未来13年的规划，强调这一规划不会改变市场的整体结构，但将努力扩大在新兴市场的发展。2025年远景规划明确指出劳合社市场仍将是一个首席定价，其他公司跟随的市场，市场提供集中服务，由中央基金提供保障，仍然延续面对面交易的形式。纳尔逊指出劳合社市场对这一长期战略已经表现出“高度共识”，而且“劳合社市场的客户”-经纪人 “非常支持” 2025年远景规划。纳尔逊表示，怡安将总部迁至英国，“充分表明[经纪人]十分信任我们的战略”。
劳合社网络、资本金和雇员队伍的国际化扩张，是纳尔逊主席去年十月上任以来一直强调的重点。纳尔逊表示，他预计新兴市场保费收入的增长率将高于或与GDP增长率持平，而美国等成熟市场的保费增长率也将GDP增长率相匹配。东南亚、中国、东欧和拉丁美洲（特别是墨西哥）被列为业务增长的目标领域。
在提到凯林和中国再保险集团之间新近建立的伙伴关系时，纳尔逊指出将“审慎稳妥”地鼓励新兴市场的资本进入劳合社。“不要指望迅速扩张，”纳尔逊警告说，并强调鼓励新资金通过像凯林与中再合作的形式进入劳合社市场，而不是作为新的独立辛迪加。
关于在新加坡和中国以外建立更多的海外中枢，纳尔逊说劳合社将“保持开放的心态”。他说，“如果机会合适，我们就会建立更多的海外中枢。”但他同时指出，建立海外中枢的目的是把全球的特殊险业务这一劳合社的立身之本转到伦敦总部。
关于调控，首相卡梅伦说，他听到市场中有关于过度监管的担忧，并指出金融服务监管必须是“适当的，有时甚至是很强的，但必须始终是合理的”。纳尔逊赞同这种观点，表示劳合社主张“强有力的金融监管，以及审慎而合理的规则” 。他指出“监管已经变得日益棘手和昂贵”，“我们可能已经阻碍了我们增长所需要的直接投资进入劳合社市场”。
（来源：英国《保险人快讯》2012年5月11日报道）
原文报道：
Prime Minister lends support to Lloyd's long-term strategy
Lloyd's chairman John Nelson unveiled his market's first ever long-term strategy today (11 May), focusing on growth in emerging markets and the need for strong regulation as key imperatives for the next 13 years.
Prime Minister David Cameron attended the launch, held in the underwriting room at 1 Lime Street, lending his support to a strategy that aims to make the Lloyd's market the primary global centre for specialist (re)insurance.
Lloyd's "Vision 2025" seeks to champion the international expansion of the Lloyd's market as a hub for international specialty business while cementing it as a cornerstone of UK plc - an aspiration endorsed by Cameron.
Cameron praised the contribution of Lloyd's to the UK economy, while acknowledging that the market did not contribute to the global financial crisis. "What Lloyd's does is not speculation, it's protection," he told the packed underwriting room.
Nelson outlined a vision for the next 13 years - quipping that the timeframe was chosen as "2020 was too soon and 2025 was the next round number" - that would not change the overall structure of the market, but would strive for expansion in emerging markets.
Vision 2025 was clear that the Lloyd's market will continue to be a subscription market with central services, supported by the Central Fund and trading face-to-face.
Nelson noted that there had been a "remarkable degree of consensus" in the market on the long-term strategy for Lloyd's, adding that the brokers - "our customers" - had been "extremely supportive" of Vision 2025.
Nelson said that Aon's re-domicile to the UK was a "true demonstration of the confidence [the brokers have] in our strategy".
International expansion of the Lloyd's franchise, capital base and employees is a drum that Nelson has been banging since taking the Chairman post in October.
Nelson said that he expected premium income growth to match, or outstrip GDP growth in emerging markets and continue to match GDP growth in more established territories such as the US.
South East Asia, China, Eastern Europe and Latin America - in particular Mexico - were highlighted as target areas for business growth.
Citing the recent partnership between Catlin and China Re, Nelson said that the task of encouraging emerging markets capital into Lloyd's would be undertaken "carefully and steadily".
"Don't expect rapid expansion," Nelson warned, adding that new capital would be encouraged via partnerships like the Catlin/China Re deal, rather than as stand-alone new syndicates.
On establishing more overseas hubs to complement Singapore and China, Nelson said that Lloyd's would "keep an open mind".
"If the opportunity is right to open a new hub, then we will do so," he said.
However, the aim is to divert specialty business - the lifeblood of the Lloyd's market - to the London hub, he said.
On regulation, Prime Minister Cameron said that he was listening to the market's concerns about excessive regulation, adding that financial services regulation had to be "proper, sometimes strong, always appropriate".
Nelson echoed this sentiment, stating that Lloyd's called for "tough financial regulation, but also rules that are prudential and proportionate".
"Regulation has become difficult to handle and extremely costly," he said. "We are in danger of deterring the inward direct investment that we require for growth."
(From The Insurance Insider, 11 May 2012)
