Briefing: The one thing corporates can do to positively impact DEI in 2026

As the insurance industry continues to evolve in an increasingly complex social and political environment, diversity, equity and inclusion (DEI) remain critical to the sector’s resilience and innovation.

For many organisations, 2025 has been about laying foundations around DEI strategies, broadening awareness and setting goals. But as the market approaches 2026, the question is no longer “why DEI?” but “what will we do differently to accelerate progress?”

So, what can insurance organisations do to positively impact DEI in 2026? I asked industry leaders to share their biggest tips.

• Move from intention to consistent, visible action

Consistency matters. In 2026, corporates will be judged less on what they say and more on how they show up day to day – from recruitment and retention, to how leaders model inclusive behaviours.

For Janine Heath, head of talent management and inclusion at CNA Hardy, it is “paramount” for firms to remain true to their culture of inclusion.

She said: “By consistently reviewing the impact of our initiatives and aligning our practices with our values, we can ensure our efforts genuinely support a more inclusive workplace.”

• Address the issues that matter most to your people

This means understanding your own workforce and aligning organisational efforts with what will genuinely make a difference for employees, not simply replicating initiatives from elsewhere.

Felix Wong, thought leadership lead at the Insurance Cultural Awareness Network, noted that there is no single DEI blueprint. He continued: “The key is to keep addressing the specific inclusion issues that matter most to your people, focusing on your organisation’s unique needs rather than generic goals.

“It’s also vital to continue supporting your employee resource groups (ERGs) – especially at a time when many may be feeling deflated or fatigued – to sustain their momentum and impact.”

• Rethink your recruitment strategy

Lauren Tyrer, DEI talent acquisition partner at Munich Re, emphasised the need to make inclusive hiring the norm, not the exception.

She explained: “Rethink where and how you source talent. Partner with specialist organisations, such as Ican, and affinity networks to reach candidates who may not come through traditional pipelines.

“This approach expands access, brings in diverse perspectives and helps foster innovation that reflects the real world.

“Further to this, make inclusive hiring the default, not the exception. It is important to equip hiring managers with bias interrupter training, inclusive interview best practice and diverse panels as standard for all roles, not just for senior [positions].

“When inclusion is embedded into every stage of [the] recruitment process, it becomes culture, not compliance.”

Embedding these practices turns hiring into a genuine driver of cultural change, ensuring diverse talent not only enters the pipeline, but thrives.

• Recognise and invest in overlooked talent pools

For Michaela Gibson, co-founder at The Insurance Families Network, 2026 should be the year of returnships, encouraging both men and women to come back to the insurance sector after “parental leave breaks, elderly age caring breaks and long-term absence”.

She said: “We encourage all companies to view returners as an invaluable source of diverse talent and experience. [Returners are] especially valuable for small to medium-sized organisations.”

Career returners bring skills, perspectives and loyalty. Supporting them can fill critical skills gaps while diversifying leadership pipelines.

• Unlock the power of employee led networks

ERGs act as a bridge between leadership and lived experience. In 2026, the challenge for corporates is not just to acknowledge these groups, but to equip them with the resources, visibility and sponsorship they need to thrive.

Louisa Erwin, group head of diversity, equity and inclusion at BMS Group, believes ERGs are underleveraged.

She explained: “ERGs and other staff led networks are one of the most powerful tools for driving meaningful DEI change within corporates.

“When organisations visibly support and invest in these groups, it signals a genuine commitment to inclusion, helping [to] attract diverse talent, retain existing employees and shape inclusive behaviours from the inside out.

“ERGs play a vital role in raising awareness, shaping inclusive behaviours and informing leadership – often bridging the gap between lived experience and organisational strategy.”

• Build a realistic, strategic plan the firm can follow

Ken Kittoe, head of inclusion and diversity at Axa XL, stressed that DEI progress requires clear direction. He noted: “It’s important to create a real strategic direction that all colleagues can resonate with. At Axa XL, [this] is our Authentic You strategy, which focuses on providing the tools and resources for [everyone] to be able to thrive as their authentic selves.

“When you have a clear strategic plan, it’s easier to align colleague driven efforts. For example, helping business resource groups to create 12-month strategic plans which align to the central inclusion strategy.

“If you recognise that you are lacking in female representation in your senior roles, why not work with your gender balance group to run activities that plug historical skill gaps, like public speaking, leadership skills, personal brand, etc.

“This way, various stakeholders can work together for one common goal – a diverse workforce at all levels and a culture of belonging.”

When ERG activities and leadership priorities align to a central inclusion strategy, organisations can ensure their collective efforts deliver sustainable progress.

• Shift from access to acceleration

Carolyn Blunt, managing director of talent solutions at Sedgwick, suggested that “2026 must be the year we shift from mentoring to sponsorship”.

She continued: “Leaders must actively champion their diverse talent, opening doors to the rooms where real decisions happen. We need to stop mistaking burnout for dedication and start designing leadership roles around measurable impact, not face time.

“True inclusion isn’t just about offering a seat at the table – it’s about ensuring every voice is heard, respected and valued.

“That’s why we’ve launched a comprehensive year-long qualification programme for women in the industry, alongside a targeted range of wider initiatives developed through our colleague resource groups. Diverse talent deserves more than access – it deserves acceleration.”

• Lead with trust, transparency and visible allyship

Katherine Conway, head of inclusion at Aon, emphasised that in 2026, leaders must be “visible and vocal allies at cultural celebrations and conversations”.

She added: “At a time when the external and political environment can feel challenging, inclusive behaviours and a safe, supportive workplace are more important than ever.

“When leaders show up as visible and vocal allies at cultural celebrations and conversations, it sends a powerful message that different backgrounds and perspectives are genuinely valued.”

As the Insurance Cultural Awareness Network’s June 2025 Role Models book shows, diverse talent is already present and correct in the insurance market – in underwriting, broking, claims, operations, leadership and beyond.

But DEI progress will not come from one-off gestures. It comes from embedding DEI into business models – trusting your people, investing in your networks and giving diverse talent not just a seat at the table, but the tools to lead.

If there is one thing corporates can do to positively impact DEI in 2026, it is this – pick one meaningful action, resource it properly and deliver it consistently.

Done well, this won’t just transform careers – it will transform culture and with it, the future of the insurance industry.