Leaders at the front
Any important initiative needs support from our leaders. Leaders define the change imperative for diversity and inclusion, set the tone for what is important, and make the business case. They set the example for others to follow and behave in ways that reflect and reinforce an inclusive and meritocratic environment.
Each individual has ownership
Change starts with new insights. To become a more inclusive culture, we examine how our views shape mindset and behaviours - both conscious and unconscious. We understand the positive link between an inclusive culture, improved employee engagement, innovation, and ultimately better business results.
Diversity & Inclusion influences how we work across the business
Our culture is the foundation of how things get done. D&I is integral to our culture and as such, employee policies, procedures and systems will reflect this commitment. As a meritocracy, Chubb strives to recruit, develop and retain the best talent.
We make decisions through data insights
Examining our workforce demographics provides a necessary benchmark. Establishing qualitative and quantitative measures allows us to assess progress, hold ourselves accountable and continuously improve. This includes sharing outcomes and driving accountability with the same discipline and rigor as we approach any problem solving.
Clarity in the message
Communication and messaging reinforces our commitment. We aim to have leaders articulate the desired culture clearly, consistently and repeatedly. We plan to showcase successes, stories, best practices, accomplishments, and insights across communication channels.
|Gender Pay Gap 2021|
|Chubb Services UK Limited||Chubb European Group SE UK Branch||Chubb Services UK Limited and Chubb European Group SE UK Branch consolidated|
|Hourly Pay Gap||Mean||33.9%||31.0%||30.3%|
|% of men : women in Upper hourly pay quartile||76% : 24%||75% : 25%||76% : 24%|
|Upper Middle quartile||68%: 32%||67% : 33%||67% : 33%|
|Lower Middle quartile||54% : 46%||55% : 45%||55% : 45%|
|Lower quartile||43% : 57%||45% : 55%||45% : 55%|
|12 Month Bonus Gap||Mean||68.8%||60.4%||61%|
|% of employees receiving bonus |
(% men : women)
|67.1% : 70.0%||90.3 % : 90.8 %||92.7% : 92.3%|