The feel of an organisation might not be discernible on a website or summed up in a catchy slogan, but it is something that is tangible and important. Previously, the dominant idea was that a professional environment was created and energised by one or two individuals at the top of a company, a strong leader who defined the culture and set the standards. Increasingly, in line with in-depth conversations about company culture, there is a greater interest in the voices of those who make up an organisation, alongside those in senior leadership; an appreciation that everyone has a role to play in creating a positive culture. The shift in employee motivations to a more balanced working life, one that considers individuals as their whole selves and there being less of a division between a work-self and home-self, has also been widely documented in recent years. These new mindsets have combined to impact how individuals engage with their companies through employee resources groups and networks, specialising in subjects that not too long ago would have been deemed inappropriate for a workplace.
We have seen the power of these groups as valuable resources to bring colleagues together around shared experiences, offering a support network and a sense of belonging. They have also played a key role in educating colleagues on topics relating to their theme, through events addressing issues like the menopause and neurodiversity. ERGs and networks have also provided a window into employees’ viewpoints through surveys, giving insights into areas that require greater focus to ensure that the working environment reflects the needs and values of those in it. These strengths have created a strong foundation from which to develop the use of employee-led groups as agents of culture change.
However, there remains a question of how these groups can work more deeply in an organisation to ensure that the needs of colleagues are being heard and reflected in policy-making and business priorities. Therefore, ISC Group is excited to bring together its new ERG Committee in 2025 which collects voices from across the insurance and reinsurance industries. With participants from organisations of varying sizes and business lines, the group will explore the commonalities in their experiences and determine how to move forward collectively. By fostering collaboration and sharing experiences, there is the potential for employee-led groups to offer a more meaningful platform to influence workplace policies and practices, playing a crucial role in addressing systemic barriers, driving innovation, and helping organisations adapt.
Many employee-led groups struggle with a variety of complex challenges that impede their ability to be a substantive voice for internal change. After years of celebrating, educating and providing support, with many colleagues running these groups alongside their daily roles, maintaining momentum is challenging. Balancing inclusivity with clear governance can also be a hurdle, particularly when navigating diverse perspectives. Additionally, securing sustained engagement across all organisational levels and sticking to a clear core message as viewpoints and goals develop adds complication.
Focused on our mission to bridge the seniority gap across the global re/insurance industry, ISC Group is committed to amplifying the impact of these groups through innovative strategies and the newly formed ISC ERG Committee is bringing together representatives, many of who are chairs and co-chairs of their organisations’ gender-focused employee-led groups, to foster collaboration and share best practice.
Trailblazer leaders like, Suparna Dar of Assured Guarantee, who established a thriving women’s network with 150 members; Gillie Fairbrother, who oversees ERG governance across Davies Group; and Sydonie Williams of Beazley, co-chair of a global network of 400 members. Joining them are Barbara Rizzi of Arch, who co-leads a 720-member Women & Allies network, and Laura Wright of Zurich, who steers the Gender Inclusion Network with over 1,000 members and a decade-long history of championing gender equity. It is our hope that the outcomes of this committee will form the basis of learning and best practice that can be shared across industry to create lasting culture change.
At ISC Group, we’ve seen glimpses of how ERGs can drive meaningful change. Through the stories and experiences shared by our global membership of over 100 corporate partners and 11000 members, it’s clear that these groups have the potential to foster collaboration across hierarchies, challenge the status quo, and enable tangible progress in tackling workforce disparities. The hurdles faced by ERGs are opportunities to refine and innovate and we are dedicated to transforming them into impactful action. By bridging the gap between aspiration and action, these groups are uniquely positioned to shape company culture, one conversation and one policy at a time.
