UKGI diversity efforts under scrutiny

The UK general insurance industry has placed increasing emphasis on inclusive and ethical cultures, but it is not yet effectively distinguishing intentional diversity and inclusion from performative action.

Ajay Mistry, co-chair of The Insurance Cultural Awareness Network, notes that the industry is getting better at recognizing the difference between intentional D&I work and performative activity, but this distinction is not yet fully embedded.

Mistry believes that more firms now understand that inclusion cannot simply be about statements, awareness days, or visible campaigns, but must be backed up by practical action that changes people’s experience at work.

This includes looking seriously at recruitment, progression, leadership accountability, data, culture, mentoring, sponsorship, and access to opportunity.

However, the sector still needs to improve in moving from good intent to measurable outcomes, particularly around senior representation, socioeconomic background, ethnicity, gender, disability, regional access, and intersectionality.

Jo Browning, chief people officer at Markel International, agrees that the distinction between intentional action and performative activity ultimately comes down to consistency, accountability, and impact.

Browning notes that the industry has moved beyond seeing D&I as a series of standalone initiatives and is now a central thread through culture, talent strategy, and long-term business performance.

There is also greater scrutiny, with employees, clients, and wider stakeholders quicker to recognize when activity is superficial, creating a healthy pressure to demonstrate substance over signaling.

At Markel, for example, the company has introduced initiatives such as the “count me in” data collection campaign to build a clearer picture of its people and identify where barriers exist.

Browning raises a concern about whether the industry is selecting talent fairly and without unconscious bias, particularly in entry-level recruitment.

She notes that many firms say they want to recruit diverse talent, but entry-level recruitment often rewards people who already understand the system, making it more difficult for those from lower socio-economic backgrounds to compete.

Julie Adams-Moore, chief financial officer at Dual UK, believes that the UK general insurance market is moving in the right direction on diversity and inclusion, but still sits somewhere between well-intentioned effort and fully embedded impact.

Adams-Moore notes that there is now a stronger focus on data, targets, and practical action, whether that’s improving hiring pipelines, investing in flexible working, or developing more inclusive policies around life events such as parental leave.

However, there is still a clear gap between activity and outcome, with representation improving but progress at senior levels remaining slower.

Sonia Habib, co-chief executive and commercial director at Kovrilo, agrees that the UK sector is getting better at telling meaningful inclusion from performative action, though the gap between intent and impact is wide.

Habib notes that progress has come in measurement, with more firms moving past awareness campaigns towards tracking outcomes and talent and progression initiatives creating the accountability that’s needed.

Geoff Godwin, chief operations officer at HDI UK & Ireland, believes that the market is making progress, but there is still more to do, with the difference lying in whether D&I is treated as a business-critical discipline or as a reputational exercise.

Godwin notes that intentional action is measurable, embedded, and sustained, and that inclusion must become part of everyday leadership, with managers equipped to create fair, open, and psychologically safe environments.

Inclusion is not just a moral imperative, but also a business one, as it can help create better-performing businesses and improve decision-making through client-focused broking and other initiatives.

The industry continues to evolve its approach to diversity and inclusion, and it is clear that there is still much work to be done to ensure that intentional D&I is embedded and sustained, ultimately leading to a more sustainable finance model.