As a global insurance company, Chubb is committed to creating value for our broad range of stakeholders: employees, customers, brokers and agents, shareholders, partners and local communities. We invest in a sustainable future for all at many levels and in many ways:
Chubb Chairman and CEO Evan Greenberg discusses the core values that drive the company.
As a global insurance company, we’re not only in the business of managing risk for our customers, we’re also committed to effective risk management in our own day-to-day business operations.
Chubb’s disciplined Enterprise Risk Management (ERM) practices provide a proactive approach to identifying, assessing, and mitigating risk that ensures we reach our business objectives, maintain sufficient financial strength over the long term to pay policyholder claims, and simultaneously build and sustain shareholder value.
We take your privacy and data security seriously at Chubb; the protection of personal and corporate information is a top priority. Our multi-faceted approach to information security includes administrative, technical, and physical safeguards. From state of the art information security technology (encryption, firewalls, intrusion detection and prevention systems, patch management and identity management systems), to extensive data protection training for employees, your data is safe with Chubb.
Strong corporate governance and shareholder rights are core values of Chubb. Our commitment to these principles is reflected on fundamental levels ranging from our organization documents to policies, procedures, employee trainings and standards of conduct ingrained throughout our company. Chubb’s Board sets high standards for the company's employees, officers, and directors and corporate governance is an important part of who we are and how we conduct ourselves every day. Nowhere is this clearer than in our Code of Conduct.
Our Board has adopted a Code of Conduct, addressing, among other things, conflicts of interest, corporate opportunities, confidentiality, fair dealing, protection and proper use of Company assets, compliance with laws and regulations (including insider trading laws) and reporting illegal or unethical behavior
Chubb recognizes that each employee is accountable for his or her actions, and that we must hold ourselves to exacting standards. The Chubb Code of Conduct reaffirms the company’s shared commitment to ethical behavior throughout the organization. It is applicable to all directors, officers and employees and guides our staff in their day-to-day activities by clearly defining the company’s expectations for ethical conduct.
Insurance is personal and it's personal to us, too.
We are a culture of individuals passionately committed to our respective crafts. With underwriting at our core, each of us contributes to providing the best insurance coverage and service to our clients. Working together, we are one Chubb. Our highly collaborative, inclusive nature helps us drive better business outcomes through diversity of thought. We approach problems with a can-do attitude and are committed to developing deep relationships — all while moving quickly to meet client needs.
As a global insurance company with operations in 54 countries and territories, Chubb’s deep local presence, and understanding of local cultures and the unique demographic, economic and social characteristics in different communities, countries and regions, is a defining strength. So too is Chubb’s culture, which is built upon the shared values, experiences and priorities and the diversity of our people.
Beyond our balance sheet, our people are our most valuable asset.
Diversity and inclusion are integral to Chubb’s culture. These values fundamentally inform who we are and how we approach our business. Chubb is committed to learning from and building upon past efforts and continuing on the path forward with a thoughtful, practical and deliberate approach to achieving the goal of being a truly diverse and inclusive meritocracy.
Chubb is also harnessing the power of diverse ways of thinking, backgrounds and perspectives. Business Roundtables and Regional Inclusion Councils — sponsored by some of Chubb’s most senior executives — promote dynamic networking across businesses and engage hundreds of employees in constructive dialogue to make the company better on all levels. These circles of support focus on employee onboarding, development and retention and help us build stronger relationships with, and gain deeper insights into, our diverse customer and distribution partner communities.
In addition, we remain attuned to demographic shifts within our workforce to implement employee policies, procedures and systems that reflect this commitment. To ensure our progress, we depend on our culture of leadership accountability. We expect all leaders to set the tone for what is important, and to behave in ways that reflect and reinforce a respectful, inclusive and meritocratic environment.
Some highlights from our work to foster diversity and inclusion:
Learning and professional development are central to the Chubb culture, and we are committed to ensuring that all employees have the opportunity to evolve professionally and reach their full potential. Indeed, Chubb’s ability to deliver outstanding business results rests on the caliber of its talent and the efforts of employees – at all levels of the organization.
Chubb has made substantial investments in providing the critical experiences, resources, tools and opportunities for employees to succeed – whether it’s on the job, through personal interaction and involvement, or via online and classroom learning. We understand this is essential to developing the next generation of insurance professionals.
As a global company, our geographical, product and distribution diversification provides unprecedented opportunity for those who want to take advantage of a multitude of career path options.
The Chubb Way
At Chubb, we expect our employees to own and drive their development by availing themselves of the structured and unstructured learning we offer. In turn, Chubb makes the commitment to provide a robust technical and leadership development environment and to internal sourcing of talent to fill open positions where appropriate.
Managers and leaders are expected to devote time and attention to developing the talent on their teams. Effective managers know their people – what motivates them, what they aspire to, what they are good at, and what they are challenged by – and find opportunities to help them develop their craft and evolve professionally.