Our multi-year strategy
A deliberate strategy with clear objectives that will deliver measurable impact for our members
A strategy that sets direction
In 2025, the IFoA Board and executive, working closely with Council, delivered on the one-year bridging strategy. This allowed us to deepen our understanding of Council’s vision through meaningful engagement, enabling us to chart a course for the future that aligns with that vision.
March 2026 saw the official launch of the IFoA’s strategy for 2026–2029. It recognises the essential role we have to play in shaping the future of the actuarial profession.
As we, our members, and our profession seek to influence how society approaches current and future challenges with a strong commitment to the public interest, we need a strategy that is bold, clear, decisive and forward-looking.
We know that the environment in which actuaries work is changing at pace. Advances in technology, shifts in public expectations, and the increasing importance of long-term thinking in areas like sustainability and risk, mean the profession must evolve to remain effective, relevant and trusted.
To that end, our strategy for 2026-2029 clearly outlines the IFoA’s vision, purpose, objectives and enablers for the three years that lie ahead.
OUR MISSION AND FUTURE SELF
Our vision
To be the leading global professional body qualifying, supporting, and championing actuaries, serving the public interest, and advancing actuarial science.
WHY WE EXIST
Our purpose
To be the voice of actuaries, and to support, develop and be the voice of our members.
Our objectives
Over the next three years, we will deliver a strategy focused on:
OBJECTIVE 1
Learning and assessment excellence
Developing a forward-looking curriculum and inclusive assessment model supporting a lifelong learning experience that equips actuaries, wherever they are, for the future.
OBJECTIVE 2
Valued member and volunteer experience
Enhancing the ways we support, promote, and collaborate with our members and volunteers globally throughout their careers.
OBJECTIVE 3
Amplifying voice and influence
Strengthening global actuarial influence on public policy through elevated thought leadership, enhanced regulatory engagement and professional standards, and a reinforced reputation as a trusted profession.
OBJECTIVE 4
Securing organisational sustainability
Modernising systems and ways of working to be more agile, efficient, and future-proofed, while also considering the use of new technologies.
Our strategic enablers are:
- Digital transformation
- Member and volunteer activism
- Brand enhancement
- Strengthened capabilities, culture and behaviours.
Achieving our ambitions
To ensure we achieve the goals laid out in our strategy, we will develop annual business plans and supporting success measures, which will be reviewed quarterly and reported on annually.
Our strategy is more than a list of goals. It is a series of actions that will have meaningful impact on our members. At the same time, it gives us clear focus and deliberate direction of travel, while ensuring we can be flexible and agile.
We have established frameworks for monitoring progress, reviewing outcomes, and adjusting direction as needed, to create an approach that will ensure transparency, accountability, and agility over the next three years, and give us solid achievements and impacts on which we can continue to build.
Our full strategy document is available online.
