How Insurance is Building a Culture Where Everyone Can Thrive
Donna Scully
What strikes me most about our sector is the genuine heart behind it. You can feel it in the way people talk about their workplaces; supportive, open, and built on shared values we shaped together. That sense of co‑creation gives people a voice. It says, ‘this is who we are, and we stand by it’.
Leaders play a huge role. When senior, visible, and influential people speak openly about removing barriers and speeding up inclusion across insurance and financial services, it sends a powerful message. And when senior women sit on panels in male‑dominated spaces, showing what’s possible, it proves this isn’t a tick‑box exercise, it’s real intent to move the dial.
What I’m always proud to see is the investment in people. Development that runs right through an organisation. Career pathways, leadership programmes, apprenticeships, they all open doors for people from every background. That’s how inclusion becomes real: by giving everyone a fair shot to grow.
Where Can Insurance Go Further
No one is ever “done” with DEI. It’s a journey of learning and listening. We have strong foundations, but greater transparency and proper data on gender, ethnicity, progression and pay would help us greatly. I would love to see us widen the lens to social mobility, neurodiversity and those facing more than one barrier. It would be helpful if we were honest about what’s working and what isn’t. To do that we would all need to agree that it is for the greater good and sharing this isn’t a weakness - it’s courage.
What Good Looks Like Today
Across the industry, the things I see that work are:
- ongoing education and real conversations
- structured pathways like mentoring and sponsorship
- partnerships that bring fresh thinking
- and a real focus on wellbeing and psychological safety
Employee groups are another huge strength. When they’ve proper purpose, sponsorship and resources, they can become the heart of cultural change, influencing policy, supporting peers, and keeping us honest.
Avoiding the Pitfalls
The biggest mistake we can make is treating DEI as a standalone project. When it’s not woven into culture and leadership, it fades. But when we embed it in how we work, supported by open conversations, good data and strong employee voice, it becomes self‑sustaining.
A Positive Path Forward
There’s so much to be proud of already; a sector with heart, leaders who care, and a strong commitment to talent and opportunity. By sharing more openly, widening our focus and continuing to invest in people and partnerships, we can set an even stronger benchmark.
John and I have always known our business had to be one where people felt welcome and able to be themselves. It’s not written on the walls, instead it is clear in how people interact. I think if the industry really wants to bid for the top talent and keep people engaged, then we need more focus on inclusion becoming core to company culture.
