At Covéa, our people strategy has never been about programmes for the sake of programmes. It is about creating the right environment for people to do their best work, grow their confidence, feel supported when life is difficult, and understand the part they play in delivering our strategy and good outcomes for customers and brokers.
I have always believed that culture is not what you say on a page, it is what people experience every day. It is the conversation with a manager when someone needs flexibility. It is the confidence to apply for a role that might once have felt out of reach. It is the support after a difficult customer call. It is the space our community networks create for people to share, learn and challenge thinking. Those moments matter, because they shape how people feel about working here.
Creating the conditions for people to thrive
Our approach starts with inclusion. Not as a separate activity, but as the foundation for everything else. If people do not feel they belong, if they do not feel listened to, or if they feel there are barriers in their way, then we are not getting the best from them and they are not getting the best from us.
That is why we have focused on practical, visible support: improving recruitment and assessment so great talent is not missed; building flexibility that works for real lives; supporting colleagues through different life stages; and giving our employee-led networks the backing and space to shape the culture from within. The best ideas often come from the people closest to the experience, and my role is to help create the conditions where those ideas can grow.
Growth has to feel possible
Development is a big part of this. We want people to see a future here, whether that is through apprenticeships, leadership development, internal mobility, mentoring, coaching or simply a manager taking the time to say, "you could do this." Building skills is important, but building self-belief is just as important.
We have invested in routes that open doors at different levels of the business, from early careers through to senior leadership. That matters because talent does not always follow a straight line. Some people need confidence, some need opportunity, some need flexibility, and some need someone to remove a barrier they should never have had to face in the first place.
Empowerment is not just permission
For me, empowerment is not just telling people they are allowed to act. It is making sure they have the trust, tools, confidence and support to do it well. It is backing colleagues who want to improve things, giving teams the freedom to shape solutions, and recognising that people who feel trusted are more likely to take ownership, speak up and make change happen.
We have seen that through our community networks, through our work on vulnerable customers, through apprenticeship routes, through inclusive recruitment and through the everyday efforts of colleagues who look for better ways to support each other and our customers. None of this works if it is imposed from the top. It works because people care, because they are close to the issues, and because they are given the time and backing to make a difference.
Engaged colleagues create better customer outcomes
There is a very clear link between how our people feel and the experience our customers receive. When colleagues feel supported, they have more energy, empathy and confidence. When managers know how to have open conversations, teams are better able to deal with difficult situations. When people feel valued and trusted, they are more likely to go the extra mile, not because they have been told to, but because they want to.
That matters in insurance. Customers often come to us at some of the most difficult moments in their lives. They need clarity, care and practical help. Our brokers need consistency, expertise and strong relationships. Engaged colleagues are also how our strategy actually gets delivered — plans and ambitions only become real through the decisions and actions our people take every day. We can only deliver that if our people feel able to bring their best selves to work and if they know the business is behind them.
Culture is built every day
I am proud of the progress we have made, but I am also very aware that culture is never "done". It needs constant attention. It needs honest feedback. It needs leaders who listen, managers who know their people, and colleagues who feel they can challenge, contribute and grow.
Our ambition is simple: we want Covéa to be a place where people feel they belong, where they are supported to develop, and where they can see the impact they have on our strategy, our customers, our brokers and each other. Because when people feel genuinely supported and empowered, they do brilliant things. And that is good for our people, good for our culture, and good for everyone who depends on us.
