At the recent LMA and Lloyd’s Underwriting Talent Summit, senior leaders explored how progressive policies and creative talent strategies are transforming the insurance industry. From global mobility to enhanced parental leave and returner programmes, the discussion highlighted practical steps organisations can take to build inclusive and adaptable workplaces.
International secondments
One standout example came from Beazley, which introduced enhanced parental leave for all employees. While generous parental leave and pay is a positive step, it creates operational challenges for the business. In one area of underwriting, Beazley’s solution to this challenge was blending parental leave with formal international secondments.
Secondments allow underwriters to step into roles temporarily, ensuring books of business remain in capable hands while colleagues take extended time out. This approach helps the employees taking the leave feel confident their portfolios are managed effectively, while giving secondees invaluable experiences to develop. Opening the secondments up internationally provides secondees with exposure to other regions and markets, allowing them to broaden their professional horizons.
Of course, global mobility isn’t without complexity and cost. Visa requirements, legal considerations and logistical hurdles demand careful planning. But the benefits – from talent development and retention to cultural exchange – outweigh the challenges. As one panellist noted, these initiatives demonstrate a genuine commitment to putting people first.
Returner programmes
Markel shared its experience with the Insurance Cross-Company Returners Programme, which connects organisations with professionals returning after a career break. The barrier for these individuals isn’t capability, but rather access and confidence. While traditional recruitment processes often overlook this talent pool, implementing formal returner programmes gives organisations access to a rich, experienced talent pool that may otherwise remain untapped.
These programmes provide structured support, including coaching to ease the transition back into the workplace. Since starting the programme in 2024, Markel has permanently hired three female underwriters through the scheme, strengthening its female talent pipeline and enriching the team’s diversity of thought.
The success of these programmes is built on proactive investment and commitment. Managers must commit time and resources, and organisations need to challenge biases that arise when running returner programmes alongside traditional recruitment, said one panellist.
Enhanced parental leave
MS Amlin tackled another critical issue: the imbalance between those taking parental leave. Across many organisations, limited paternity leave often means women carry the greater share of caring responsibilities. Recognising this, MS Amlin refreshed its family policies by offering six months of fully paid parental leave (both maternity and paternity) from day one, as well as five days paid leave to support colleagues juggling caring responsibilities.
This flexibility acknowledges the realities of modern family life and gives all parents the opportunity to play an active role in caregiving. The panel emphasised that organisations also need to build a culture where employees feel encouraged and supported to take leave. Senior leaders and proactive coaching play a vital role in normalising these choices.
Key takeaways for organisations
Although these policies demand both financial and time investment, the panellists agreed they deliver lasting returns by fostering a resilient, high-performing workforce. To attract top talent and build the pipeline of female underwriting leaders, organisations must champion bold, inclusive strategies that set the tone for meaningful change.
