Talent, leadership, and culture are inseparable. Talent provides the capability. Culture provides a shared mindset. Leadership provides alignment and accountability. In parallel with operational excellence, they are the three forces that make business strategy human-centered and real.
RGA’s Human Resources team achieved measurable results in 2025 across HR priorities, positioning the organization for sustainable growth and long-term success.
Talent: Building a stronger workforce
RGA made significant progress in strategic focus areas for talent, hiring 13% more total hires than the prior year and achieving a 30% internal mobility rate. We also beat our time-to-fill goal by 10%, expanded our strategic campus recruiting focus, and modernized talent processes to onboard contingent staff around the globe.
Our refreshed Performance and Rewards philosophy, streamlined resources, and user tools for each step of the goal-setting and performance evaluation process strengthened the connection between employee development, impact, and rewards. RGA completed its year‑end performance review under a bonus plan with clear reward differentiation, enabled by HR technology enhancements and updated systems. Through our enhanced employer brand, we shared the story about what makes RGA such a special place to build a career.
Culture: Making mindsets actionable
We approach culture with intentional design, meaningful measurement, and ongoing optimization. Our culture of care is composed of our global values, client-centric approach to business, commitment to employee wellbeing, and a collective Winning Mindset – the attitudes and approaches that drive strategic success.
RGA’s redesigned Employee Engagement Survey achieved a record 92% participation rate, with 88% of employees reporting pride in working for RGA. We made recognition a cornerstone of our workplace culture by celebrating the exceptional work happening across our global organization. This resulted in a 5% increase in peer-to-peer recognition, with more than 96% of active employees receiving recognition. We also achieved a record-high 20% employee participation in eight Global Employee Resource Groups, which connect employees with colleagues to build community, enhance the RGA experience, and foster professional growth.
RGA launched an Employee Stock Purchase Plan, reaching more than 80% of employees globally and achieving a 35% participation rate among eligible employees – more than 10% above the average first-year benchmark.
We introduced a leader wellbeing toolkit, a practical, leader-focused resource that equips people leaders to recognize and address energy and wellbeing challenges through effective conversations, role modeling, and tangible action while supporting sustainable performance and employee experience. Lastly, we sponsored the Dive In Festival, a global insurance‑industry initiative focused on advancing inclusion.
Our employer brand captures the distinctive RGA experience – the intersection of professional excellence, personal growth, and purposeful work that makes RGA a destination for those who seek more than a job, but a place to make their mark.
We are strengthening our leadership pipeline by integrating feedback, performance management, and coaching into leader development. This commitment to continuous growth is the foundation of a strong and agile leadership culture that will sustain long-term excellence.
As the pace of technological change continues to accelerate, we are developing AI tools to support employees through key career moments with learning, goal-setting, and mentorship recommendations.
Leadership: Empowering people leaders
RGA strengthened leadership capabilities in 2025 by embedding the Winning Mindset across all leadership development initiatives, creating a consistent foundation for how leaders grow and inspire others.
Engagement survey results showed a one-point increase in leadership effectiveness, now at 86. Through a new survey analysis, RGA examined the common behaviors of top-performing leaders. Accordingly, RGA leaders created refreshed leader expectations, which will be rolled out globally in 2026 with a focus on coaching and developing employees, modeling culture, and inspiring and sustaining energy.
Throughout 2025, we successfully delivered a comprehensive portfolio of leadership programs designed for leaders at every level, from entry-level development to senior executives, and will continue to elevate leadership effectiveness by modernizing our leadership architecture and enabling leadership programs that empower our people leaders. At the same time, we will sharpen expectations around coaching and developing talent, modeling culture, and inspiring energy. RGA ended the year well positioned to prepare and empower the next generation of leaders.
Operational Excellence: Delivering excellence through innovation
A commitment to operational excellence continued to drive RGA’s people strategy through targeted investment in HR technology and data capabilities. In 2025, enhancements to core systems improved efficiency, strengthened security, and delivered deeper insight across the employee lifecycle.
We streamlined new‑hire e‑learning and refined hiring processes to create a more consistent candidate experience. Mobility saw modernization through the Work Away From Home (WAFH) Program. Moving to a Workday-delivered solution enhanced the overall experience and bolstered program compliance and risk discipline. The streamlined process reduced manual effort, improved decision consistency, and increased transparency for employees and leadership.
A scaled delivery model for high‑volume HR transactions drove meaningful efficiency gains in 2025, with more than 12,000 tickets resolved and 15,000 HR system transactions (nearly five per minute). Continued system enhancements – including dashboards, security upgrades, vendor integrations, and expanded analytics – further strengthened data integrity and enabled data‑driven decision‑making in support of RGA’s long‑term growth and global teams.