Markel puts engagement at the core of its resilience strategy

From well-being to upskilling, Markel says resilience starts with investing in people.

Resilience at Markel is more than a corporate buzzword; it’s a defining principle embedded across the organisation. “When we think about the environment companies are operating in today, having a resilient organisation is critical. And that really means for us a company's ability to deal with disruptions, in a way that you still make progress in that dynamic environment,” said Sue Davies (pictured), executive vice president and chief human resources officer for Markel.

Markel has demonstrated this resilience in action while sharpening its focus on core specialty businesses and improving its US operations. “We've worked hard to simplify the way we do business and make it easier for our customers to do business with us. Organisational resilience has really been critical in all of that,” Davies told Intelligent Insurer. 

At the heart of this approach is a combination of robust risk management, strong leadership, an adaptive workforce, effective communication and a culture that encourages innovation and learning from mistakes.

Human resources is a key driver in embedding this resilient culture. “The human resource team are partnering with our business leadership to build resilience. Building a capable and adaptable workforce is a key element of that, and making sure our workforce has the tools and the resources to navigate change and uncertainty,” Davies explained.

“Resilient organisations are going to be those ones that continuously evolve.”

This includes attracting and retaining top talent, developing leaders and fostering transparent two-way communication so employees can feel more engaged with their work. “We want to help employees really understand their business impact through transparent dialogue and two-way communication. We try to continue fostering that resilient culture, helping employees cope with the pressures of change in the organisation.

“We want to have a real sense of community within the organisation. Our employee value proposition talks about playing your part in something special.”

Markel emphasises a shared set of values such as decisiveness, flexibility, respect for authority and a disdain for bureaucracy. Inclusion programmes, employee networks and concrete career opportunities further reinforce a sense of community and belonging. 

“Development programmes are key in making sure we encourage strong employee engagement. Our current retention is better than industry benchmarks and industry standards,” Davies stated.

Learning and development are central to Markel’s talent strategy, and the company invests heavily in both technical and leadership training, ensuring employees can adapt to changing business needs. 

“We have a Learning Hub, which is a one-stop shop for employee learning and development. We have a Skills for Excellence set of programmes, which are curated resources to empower employee development and critical skills for the current environment.” 

The company’s intranet has also been upgraded to ensure staff are aware of development opportunities and how to access them.

Markel encourages employees to understand their business impact. “A key value in the Markel style is encouraging employees to look for better ways to do things and to challenge management. We hold frequent town hall meetings, with Q&A sessions and video follow-ups for key topics, to encourage transparency and two-way communication and make sure our employees really understand their impact.” Open-door policies, site visits from senior leaders and tech updates are all designed to strengthen employee engagement and connection to the company’s mission.

Employee well-being and flexibility are integral to resilience. “We offer flexible work options, hybrid and remote working. In the US, employees have the option to work virtually two days a week then remotely for two weeks of the year. We’re also enhancing leave policies to ensure a suitable work-life blend.” 

Well-being programmes cover mental, physical, financial and social dimensions. New courses on a growth mindset, mindfulness and resiliency have been added. Markel also offers subscriptions to Headspace, an award-winning app that provides tools and resources to improve happiness and decrease stress, which is made available to employees and up to five friends or family members. 

Recognition also plays a role in reinforcing a positive culture. “We introduced a new online peer-to-peer impact recognition programme, which had 28,000 recognition moments in its first year. It has helped grow the company's culture of recognition and gratitude.”

These initiatives have delivered measurable results. “Employee feedback shows overall employee satisfaction is high. At our headquarters in Richmond, Virginia, we've been recognised as a top employer for the past three years, and as the number one mega company workplace in both 2023 and 2025. Our retention and employee satisfaction results exceed industry benchmarks and trends.”

The combination of flexible policies, development opportunities, transparent communication and recognition has created a workforce that is engaged, motivated and ready to adapt.

For Davies, the broader lesson is clear – resilience is an enabler of growth. “Resilient organisations are going to be those that continuously evolve, and we should think about change as a catalyst for transformation and improvement. 

“If you can build that robust and resilient organisational culture, that is what is critical to business success.”

At Markel, resilience is not just a strategic imperative but a human one, ensuring employees are supported, empowered and able to reach their full potential amid an unpredictable world. In a world of AI, geopolitical uncertainty and extreme weather, Davies views resilience as essential not just to survive, but to thrive.

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