External pressures such as artificial intelligence (AI), climate change, and evolving customer expectations are placing unprecedented demands on the reinsurance sector. At the same time, internal challenges compound the strain: a significant portion of the workforce is approaching retirement age, while the inflow of younger professionals remains alarmingly low. Data indicates that only 4% of millennials are interested in pursuing careers in insurance, and younger generations often change jobs every two to three years, limiting the accumulation of deep expertise.
Moreover, talent gaps are widening in key functions like underwriting and claims. These roles are particularly vulnerable, as experienced professionals exit the workforce, leaving behind a vacuum of institutional knowledge and operational expertise.
The role of education in bridging the gap
Swiss Re has placed education at the heart of its strategy to address this imbalance. Its educational institute draws from more than 160 years of experience in the sector to transform data, research, and practical knowledge into targeted training for industry professionals. Initially exclusive to clients, the institute’s programmes are now open to a broader audience, including governments, educational institutions, and consultancies, reflecting the industry’s collective need for upskilling.
The learning approach combines core technical skills in underwriting and claims with the soft and strategic capabilities required to thrive in a changing landscape. The focus is not just on knowing a method, but on applying it across business functions in a holistic, connected way. Underwriters, for example, are encouraged to think beyond the technical, incorporating data, market insight and behavioural understanding into their decision-making.
Strategic reskilling: from one-off initiative to organisational culture
Swiss Re emphasises that upskilling cannot be treated as a one-off initiative. It must be a continuous, strategic priority, embedded within company culture. The organisation advocates for “capability activation”, an approach that combines learning core skills with fostering a mindset of lifelong learning.
Notably, Swiss Re leverages its outgoing workforce not as a loss, but as a resource, encouraging retiring professionals to act as mentors and trainers. This method helps to preserve institutional knowledge while preparing the next generation to step into complex roles.
The company’s training formats are diverse and practical, including scenario-based simulations, AI prompt workshops, and self-paced onboarding courses. These programmes are designed not only to build skill but to drive engagement, particularly among younger employees who value growth, mental health support, and purpose-led work.
Meeting the expectations of a new generation
Today’s emerging talent expects more than a job, they seek purpose, flexibility, and wellbeing. Companies unable to provide these fundamentals risk losing relevance in the eyes of a changing workforce. Swiss Re has recognised this shift and responded by designing learning experiences that meet both the intellectual and emotional needs of younger professionals.
The results are promising, employees are significantly more likely to stay with employers who invest in their development. As such, the alignment between education, employee expectations, and organisational resilience becomes increasingly vital.
To ensure the resilience of the reinsurance sector, companies must invest in building a workforce that is both technically proficient and strategically agile. Swiss Re demonstrates that by prioritising upskilling, creating inclusive learning cultures, and sharing knowledge broadly, the sector can navigate disruption and thrive.
Ultimately, education, especially when paired with cross-sector collaboration, offers one of the most powerful tools to bridge talent gaps, close protection shortfalls, and future-proof the reinsurance industry
