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Legal & General

Insurance, pensions, and asset management provider

Overview

Legal & General is a major financial services group offering insurance, pensions, savings, and investment management across the UK, US, Europe, and Asia. Its products include institutional retirement solutions, life insurance, retail retirement products, and asset and property investments, with LGIM managing more than £1.1 trillion in assets and directing capital into real estate, private markets, and infrastructure with ESG and net-zero goals. The company differentiates itself by integrating a wide range of financial services under one roof and operating a large asset-management arm focused on sustainable investing and inclusive capitalism. Its goal is to provide steady income to shareholders while growing value through responsible capital allocation that supports housing, clean energy, and urban regeneration.

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About Legal & General

Simplify's Rating
Why Legal & General is rated
B
Rated A on Competitive Edge
Rated B on Growth Potential
Rated C on Differentiation

Industries

Financial ServicesReal Estate

Company Size

5,001-10,000

Company Stage

N/A

Total Funding

N/A

Headquarters

London, United Kingdom

Founded

1836

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Simplify's take

What believers are saying

  • 2026 half-year core operating profit rose 7%, and EPS increased 11%.
  • L&G wrote or held exclusive on £5.7 billion global PRT by July 2026.
  • ETF assets surpassed $30 billion, while index assets reached $900 billion in 2026.

What critics are saying

  • September 2026 cut 1,000 jobs, showing complexity still drags execution and morale.
  • UK pension market competition forced price discipline; margin compression can hit retirement profits fast.
  • If annuity and PRT volumes slow, L&G loses the cash engine funding dividends and buybacks.

What makes Legal & General unique

  • L&G dominates UK pension risk transfer, completing UBS's £1.7bn buy-in on 13 October 2026.
  • António Simões built three-core-business structure, linking retirement, asset management, and retail capital generation.
  • LGIM runs £1.2 trillion assets, giving L&G scale competitors cannot replicate quickly.

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Benefits

  • Health Insurance
  • Life Insurance
  • Healthcare Plan
  • Pension
  • Pension Contribution
  • Competitive family leave
  • Electric car scheme
  • Annual bonus plan
  • Share schemes
  • Discounts
  • Office spaces
  • 25 days holiday

Company News

Yahoo Finance
Oct 28th, 2026
AM Best affirms Legal & General's "a" rating with stable outlook after $825M 2025 profit

AM Best has affirmed the credit ratings of Legal & General Group Plc (L&G) and its rated subsidiaries, with a stable outlook. The holding company keeps a Long-Term Issuer Credit Rating of "a" (Excellent). Its subsidiaries, Legal and General Assurance Society Limited and Legal & General Reinsurance Company No. 2 Limited, hold a Financial Strength Rating of A+ (Superior) and Long-Term ratings of "aa-" (Superior). AM Best cited L&G's very strong balance sheet, strong operating performance, favourable business profile, and appropriate risk management. Net profit rose to £616 million in 2025 from £195 million in 2024, and core operating profits grew across all divisions in the first half of 2026. L&G leads the UK market in pension risk transfer, protection, and asset management. After selling its US operations to Meiji Yasuda Life Insurance Company, it retains an 80% economic interest in US pension risk transfer business through reinsurance.

National Parks England
Oct 22nd, 2026
Guest Blog: What future do we want for our National Parks?

Guest Blog: What future do National Parks England want for its National Parks? Guest blog - Robson peisley, Member, South Downs National Park Authority. At last week's Blue Earth Summit, I was part of a panel calling for a wilder future for its National Parks. In my keynote I asked the following question; what future are National Parks England asking for its National Parks? Underpinning that is the question of what a National Park is, means and should be to National Parks England as individuals. Particularly when National Parks England think of Protected Landscapes in the UK, they are vastly different to the wildernesses people may associate with National Parks like Kruger, Yellowstone, or the Serengeti. Because at the heart of its Protected Landscapes, its National Parks, National Landscapes, and National Trails, are people and the complex web of interactions and relationships they have with place, heritage, culture, nature, geology, access and more. They are places where people live, people work, and people farm. This relationship with the landscape is a beautiful thing, and designating it is a recognition of natural beauty, history, and its story as a nation. "how do we pick what matters most in a landscape designated for such a breadth of reasons?" But rural Britain is changing, and in a time where so many pressures are placed on the British countryside, from house building and renewable energy production, to farming and nature recovery, how do National Parks England pick what matters most in a landscape designated for such a breadth of reasons? For me, the more important question is do National Parks England has to pick? Its National Parks are changing; in modern Britain National Parks England is not just caring for beautiful places, National Parks England is hubs of innovation building resilience at landscape scale. In fact, the breadth of what National Parks England need to work across is its biggest strength - by working across different issues its solutions can be more effective. An example of this is planning, one of its strongest tools as National Park Authorities. Through the right planning decisions and policies, National Parks England can make sure that the right properties are built in the right ways in the right places. National Parks England can make sure that any new homes prioritise energy efficiency and affordability, supporting net zero ambitions and supporting young people to own homes in the places they grew up. National Parks England could put in more ambitious biodiversity net gain requirements and prioritisation of brownfield sites, unlocking nature recovery alongside minimising greenbelt loses. It could be planning policies to ensure new buildings are sympathetic to landscape character, or ensuring that spaces are created for local infrastructure, community hubs, and independent businesses. One tool can tackle more than just the issue it is designed to deal with, if National Parks England think outside the box with ambition and proactivity. "business as usual is not working." National Parks England is facing a climate and nature crisis, and business as usual is not working. To tackle these challenges, National Parks England need to be innovative, entrepreneurial, and convene partners across the spectrum of society. The response from the audience at Blue Summit reinforced this for me. There is already an appetite from businesses and other partners to work with National Parks to find solutions to the challenges National Parks England face, and its role is to be ambitious about what those partnerships can achieve and to create the conditions for them to thrive. This is where National Parks England need to see ourselves as innovation hubs for creating resilience at landscape scale and shift the narrative surrounding this to the public. One example I highlighted was its work at the South Downs National Park Authority, where National Parks England recently launched its Woodland Carbon Code project with Legal & General. This project is one of the UK's largest woodland creation projects, and merges public funding with private finance to deliver 500 hectares of new woodland. Through convening the partnership and delivery model National Parks England can provide a stable income for farmers and landowners, meaningful carbon offset, and increase woodland cover in the right places for nature recovery and long-term climate resilience. The scale, scope, and breadth of this project is only possible due to its work as a National Park Authority in unlocking private green finance and convening the partnership model. With the changing climate National Parks England must also recognise the impact this has on its farmers and other rural enterprises. Asking them to diversify is not just a business and ecological viability exercise, but challenging the heritage and cultural identity which has shaped their ways of living for generations. However, if National Parks England work with, listen to, and empower rural communities a breadth of new opportunities can arise. "National Parks can and should be bringing people together and ensuring people's voices are heard." More broadly, communities across its landscapes are key to the future of National Parks and the wider family of Protected Landscapes. Grassroots projects, whether they be for climate action, health and wellbeing, nature recovery, food production, or something entirely different bring people together. People connect, they take ownership of their local area, and become empowered to protect it. Nature and landscapes have so much potential to bring people together, and National Parks England know that they are so positive for its health and wellbeing. National Parks can and should be bringing people together and ensuring that people's voices are heard. So what future did I ask for its National Parks? I asked for a future where National Parks become the blueprint of how to build resilient, diverse landscapes where people, climate, and nature all thrive alongside each other. I asked for a future where National Parks are thriving places, places where everyone feels welcome, and places where you can feel the difference. But most importantly, and underpinning all of that, a place where people feel heard and listened to. Robson is a Member of the South Downs National Park Authority, a Youth Ambassador for National Parks and a conservation scientist specialising in landscape management, rewilding, species reintroductions, and human-wildlife dynamics, with a particular focus on how relationships between people and nature influence environmental recovery. 22 October 2026

Ecofin Agency
Oct 16th, 2026
Legal & General backs $60M guaranteed green bond for Côte d'Ivoire cashew waste plants

Legal & General is the sole investor in a $60 million green bond issued by Singapore-based Valency International to fund cashew waste processing in Côte d'Ivoire. The bond, arranged by HSBC, is fully guaranteed by Green Guarantee Company and will be listed on the Vienna Stock Exchange. Proceeds will fund part of Valency's $150 million programme to turn cashew shells into industrial chemicals, renewable fuels, fertilisers, and electricity. Financing for the remaining $90 million has not been disclosed. The facilities would process about 90,000 tons of shell residues a year and add five megawatts of power capacity. Climate Bonds Initiative, which certified the bond on October 15, 2026, estimates they could avoid 880,000 tons of carbon dioxide equivalent over 20 years. In 2025, Valency secured a €37 million guaranteed loan for its cashew processing operations.

Customer Experience Magazine
Oct 16th, 2026
Sky UK, Bupa, Legal & General, and London Luton Airport show the EX-CX link at the UK Customer Experience Awards 2026.

Sky UK, Bupa, Legal & General, and London Luton Airport show the EX-CX link at the UK Customer Experience Awards 2026. At the UK Customer Experience Awards (UK CXAs) 2026 in London, four of the night's winners showed that great customer experience starts with the people who deliver it. Employee experience has become central to how leading organisations think about CX. At the UK CXAs 2026, that link was hard to miss. The winners ranged from a field-based workforce at Sky UK and a culture-change programme at Bupa to colleague-led improvement at Legal & General. There was also a deeply personal team win at London Luton Airport. CXM caught up with them on the night. Sky UK: engaging a field-based workforce wins Best Employee Experience. Sky UK took home Best Employee Experience, a win the team said they were "super proud" of. Its challenge will be familiar to many large organisations. Much of Sky's workforce is field-based and remote, which makes it harder to keep people connected and engaged. The team credited the win to "the stuff we do for our people to make a difference". That means finding different ways to engage with colleagues and work alongside them, and building "a really inclusive place". For organisations with dispersed teams, the lesson is that engagement has to be designed in rather than left to chance. Bupa: using Learning and Development to change culture. Bupa won Best Learning and Development for a project that Adam Holmes has worked on for about two years. He was joined on the night by his colleague Anna Wilcox. The project goes beyond training. Adam described it as "changing the climate, changing the culture and changing the mindsets" behind how Bupa approaches customer experience. Learning and development, in other words, is being used as a lever for cultural change. Adam was quick to share the credit, pointing to "long-term focus" and the work of "countless" people. Everyone involved, he said, "deserves a good pat on the back". Legal & General: employee voice drives its CX improvements. For Legal & General, the Best Employee-Driven CX win rested on giving employees a voice. Paul Smith, Head of Operations, said the organisation's CX improvements were led by its people. "It was what our employees asked for and what they said," he explained. Listening to colleagues shaped how the business drove customer experience, and its results improved. His verdict was simple: "The results speak for themselves." London Luton Airport: A CX Team of the Year win dedicated to a colleague. CX Team of the Year (Over 1,000 Employees) is not strictly an employee experience category. Even so, London Luton Airport's win was one of the night's clearest reminders of how much colleague relationships matter. It was an emotional moment for the team, who dedicated the award to their colleague, who passed away in March. "This is for her," they said, adding that every presentation went perfectly "because she was in the room with CXM". Speaking of how proud they were of everyone at the airport, the team showed that strong CX teams are built on genuine connection, shared purpose, and colleagues who care about one another. What do these UK Customer Experience Awards 2026 winners have in common? Across all four winners, the message that customer experience is delivered by people shone through. The organisations getting it right (and winning awards as a result) are investing in the growth of their teams, listening to what they have to say, and building real connection between colleagues. Congratulations to Sky UK, Bupa, Legal & General, and London Luton Airport, and to all of this year's winners!

The Daily Brit
Oct 13th, 2026
City Centre South reaches major milestone as first tower begins to rise.

City Centre South reaches major milestone as first tower begins to rise. A major milestone has been reached at Coventry's transformational City Centre South regeneration project developed by The Hill Group, with the first tower now rising from the ground following the completion of demolition and extensive groundworks across the site. Richard Parker, Mayor of the West Midlands, Councillor George Duggins, Leader of Coventry Council and Councillor Lynnette Kelly, Coventry City Council's Cabinet Member for Jobs, Regeneration and Climate Change, joined Andy Hill OBE, Founder and Chief Executive of The Hill Group, and Regional Director, Stuart Bale, alongside Paul Loader, Director of Delivery & Aftercare at Legal & General, to celebrate the progress being made. The start of construction marks a significant step forward for one of the UK's most ambitious city centre regeneration projects, paving the way for the transformation of Coventry city centre over the coming years. Richard Parker, Mayor of the West Midlands, said: "City Centre South is exactly the sort of ambitious regeneration project that will help drive growth, create jobs and deliver the homes its region needs. Seeing the tower rise is a clear sign that progress is being made and this long-awaited development is becoming a reality. "Importantly, this first building includes 200 affordable homes, making it easier to get good quality housing right in the middle of Coventry. And with the skills hub recently opened on site, we are helping to train and offer job opportunities to local people too." Under an agreement with Legal & General, Hill is delivering the affordable homes in this first phase of the regeneration, comprising 145 homes for social rent and 55 for Shared Ownership. These new homes will help to address local housing need while providing high-quality homes for people and families in Coventry. Andy Hill OBE, Founder and Group Chief Executive of The Hill Group, said: "Seeing the first tower emerge from the ground is an incredibly exciting moment for everyone involved in the project at City Centre South. After years of planning, preparation, and with demolition and groundworks now complete, local people can now start to see tangible progress being made on site and the vision for this part of Coventry becoming a reality." The milestone follows significant demolition works, enabling and infrastructure works across the site, allowing construction of the first residential building to progress at pace. Paul Loader, Director of Delivery & Aftercare at Legal & General, said: "This is an important milestone for us and a visible sign of the progress being made. Through our partnership with Hill, we're proud to be delivering the first 200 affordable homes here, helping more people access high-quality housing while supporting the wider regeneration of Coventry city centre. Through our role in delivering these affordable homes, we are pleased to support a partnership that is focused on meeting local housing need, contributing to affordable housing targets and bringing forward energy-efficient homes that will benefit Coventry for the long term." City Centre South is transforming a large section of Coventry city centre, delivering up to 1,575 new homes, alongside vibrant public spaces, shops, restaurants, cafés and commercial opportunities. The first phase of the regeneration will provide 991 new homes, 8,000 square metres of commercial space and 17,000 square metres of public open space. As construction accelerates, the development is also creating employment and training opportunities for local people through a range of initiatives including The Skills Centre, which was recently launched to help local residents gain the qualifications needed to access careers in construction. Councillor Lynnette Kelly, Cabinet Member for Jobs, Regeneration and Climate Change at Coventry City Council, said: "This is a landmark moment for Coventry. Over the last few months the City Centre South site has been transformed, and people can see it taking shape before their eyes. This development will bring lasting benefits for generations to come. And of course, it will also enable us to make some improvements to the market, which we know is really important to local people and the traders." Naeem Akhtar, cabinet member for housing and communities, said, "The first tower rising from the ground represents much more than construction progress; it marks the delivery of much-needed affordable homes for local people, demonstrating our commitment to creating a city centre where people from all backgrounds can live, work and thrive."

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