We have been made aware of potentially fraudulent activity in relation to DLG bonds where members of the public have been contacted and asked to invest in our bonds. We never contact people to sell bonds. If you are contacted by anyone asking you to invest in our bonds we encourage you to report this to Action Fraud, the UK’s national fraud and cyber reporting centre. If you have any further questions or concerns then please email our Investor Relations team.   

Our Governance

Direct Line Insurance Group plc and its subsidiaries (the "Group") are committed to following and maintaining high standards of corporate governance to ensure we do the right thing by our shareholders, employees, customers and other stakeholders alike, the right way.

We follow a set of principles developed to ensure our business strategies deliver value to our shareholders and other stakeholders and aim to comply with the UK Corporate Governance Code 2018 (the "Code") issued by the Financial Reporting Council ("FRC") applied to the financial year ended 31 December 2020. Direct Line Insurance Group plc complied with all the provisions of the Code throughought the financial year.

This section explains how the Group is managed and run, through the Board, the Board Committees and our Group Policies.

For additional information, please see our Governance report.

The Board

The Board of Directors consists of the Chair, seven independent Non-Executive Directors, one of whom is the Senior Independent Director, and two Executive Directors.

The Board is the principal decision-making forum for the Company and has overall responsibility for leading and controlling the Group. The Board approves the strategy across the Group and is accountable to shareholders for financial and operational performance. It has adopted a formal schedule of matters reserved for the Board which is reviewed annually. The Board believes that it has the appropriate balance of skills, experience, independence and knowledge of the Group to enable it to discharge its duties effectively in accordance with the Code.

Roles of the Chair, Chief Executive Officer and Senior Independent Director

The Chair is responsible for setting the Board’s agenda and ensuring that adequate time is available for discussion of all agenda items, in particular strategic issues. The Chair should also promote a culture of openness and debate by facilitating the effective contribution of Non-Executive Directors ("NED") in particular and ensuring constructive relations between Executive Directors and NEDs.

The Chair is responsible for ensuring that the Directors receive accurate, timely and clear information. The Chair should ensure effective communication with shareholders. Outside the Boardroom, the Chair is involved closely in the high level affairs of Direct Line Group. The Chair receives support from the control and support functions, as required.

The Chief Executive Officer ("CEO") is responsible and accountable for making recommendations to the Board in relation to the overall strategy and direction of Direct Line Group, strategic alliances and strategic partnerships; the delivery of the strategic and operational plans of Direct Line Group; and maintaining the highest standards of business conduct within Direct Line Group as a whole. 

The Senior Independent Director ("SID") is an Independent NED who provides a sounding board for the Chair and serves as an intermediary for the other Directors when necessary. The SID is available to shareholders, should they have concerns, or where contact through the normal channels of Chair, CEO or other Executive Directors has failed to resolve issues or in circumstances when contact through such channels would be inappropriate. Led by the SID, the Independent NEDs meet without the Chair present at least annually to appraise the Chair’s performance and on such other occasions as are deemed appropriate.

Board Committees

The Board delegates matters to Board Committees. Clearly defined terms of reference and written limits support these delegations. As envisaged by the Code, the Board has established Audit, Remuneration, Nomination and Board Risk Committees. In addition, the Board has established a Corporate Social Responsibility Committee, an Investment Committee and a Disclosure Committee.

Board Committees


2021 initiatives

Transparent disclosure

We pride ourselves on transparency, recognising the value in providing data to help stakeholders understand our approach to ESG matters. This year we increased our engagement with ESG ratings agencies to improve the information we present to external audiences.

Climate executive steering group

With an increased focus on climate-related activity, the Group established a Climate Executive Steering Group to oversee the Group’s initiatives. Updates are given by the Chair of the Steering Group to the Sustainability Committee.




Our 2020 tax contribution

The Group has arrangements in place intended to ensure it is compliant with all applicable tax laws and regulations and that we meet our responsibilities both as a contributor of corporate taxes and as a collector of taxes on behalf of HMRC. For 2020, our total tax contribution was £888.0 million which included the Group’s direct and indirect taxation.


The audit function is overseen by an independent committee of the board of directors, which meets market standards.



Fees £m


Audit fees



Audit-related assurance services



Non-audit services 0.6 21%

Total fees for audit and other services



Audit-related assurance services were in respect of the Group’s Solvency II reporting and the review of the Half Year Report 2020 and non-audit services primarily related to assurance activities on IT projects in relation to the development of new systems where Deloitte was chosen to provide the non-audit services because of its expertise and insight in this area.

Articles of Association

The current articles of association of the Company were adopted by special resolution on 14 May 2020.

Download the Articles

Download the Sustainability Report here

Investment portfolio

Our Investment Management team have implemented a number of changes and targets (designed to help mitigate climate change) into the corporate fixed income portfolios this year. The directly held investment property portfolio has targets to reduce carbon emissions, energy, water and waste, supported through related targets for increased tenant engagement and green lease clauses.

Data privacy

During the year, we have streamlined our processes to bring additional clarity to our already strong privacy control environment including specific monitoring of ethical considerations as part of our privacy impact assessments. Training was provided to all employees, with additional training rolled out for new joiners and apprentices working in customer-facing roles to embed the importance of data privacy from the outset.

See the policy here

Sustainability within the supply chain

This year, as we have been building our sustainability programme, we are engaging with our largest emitting suppliers to establish where they are in their Net Zero journey and encouraging them to work towards achieving our aims.

Management training

Building on our track record for providing training to all our people managers on mental health awareness, we have focused this year on equipping our managers with the tools to take a coaching approach to managing their teams, reinforcing the behaviours that underpin business agility. In addition, in light of our decision to adopt long-term, mixed model working, we’ve been preparing managers to help them and their teams adjust to this new paradigm.