Human Capital Management

We owe our success to our extraordinary talent. Our future success requires that we continue to attract, develop and retain top talent and maintain our unique culture – a culture that embodies our foundational values of honesty, integrity and accountability and is built on four components: putting the Place first, long-term thinking, collaboration and a commitment to everyone else’s success. Our approach to human capital management starts with our innovative talent acquisition strategies, which are designed to help us attract the best people from a broad pool of talent. When an employee joins Travelers, we seek to provide them with opportunities that foster personal and professional growth and an inclusive environment in which our employees feel valued and engaged, allowing them to maximize their potential. And throughout their careers with us, we seek to provide our employees with comprehensive benefits and equitable and competitive compensation plans.

Board Oversight

Our Board takes an active role in overseeing our human capital management strategy, including our initiatives to shape our workforce and workplace to drive business performance and ensure that we are well positioned for the future. Our Chief Human Resources Officer – a member of our Management and Operating Committees – and other senior executives regularly present to the Board on these matters, including on the progress the company has made over time. Additionally, consistent with its charter, the Nominating and Governance Committee meets with the company’s CEO to review and discuss succession matters at least annually. The Nominating and Governance Committee of the Board also meets regularly with senior management, including our Chief Diversity & Inclusion Officer, to review and discuss our strategies to encourage diversity and inclusion within our company. In addition, pursuant to its charter, the Compensation Committee of the Board, which is advised by an independent compensation consultant, reviews and approves the company’s general compensation philosophy and objectives. The Compensation Committee also meets with senior management on a regular basis to discuss the company’s practices designed to help ensure equitable pay across the organization.

At Travelers, our culture is the foundation of our business and has driven our success for decades. And as stewards of a thriving 160-year-old business, we have a responsibility to pass on our unique culture to the next generation of Travelers employees stronger than ever. We’ve identified at least four components of our culture – the essential elements that make us who we are and power all that we do.

• Putting the Place First. When we come to work focused on satisfying our mission of creating shareholder value and fulfilling our purpose of taking care of our customers,  communities and each other, we achieve an outcome that is greater than the sum of its parts.
• Long-Term Thinking. As much as we’re focused on our results for the next quarter, we manage for success over the next quarter century.
• Collaboration. True collaboration allows us to take risks, challenge assumptions and – ultimately – make our best business decisions.
• Commitment to Everyone Else’s Success. It’s powerful to walk in the door each morning and know that more than 30,000 colleagues are rooting for you.

By maintaining and strengthening our foundational cultural values with the same long-term perspective that we bring to everything we do, we will continue to leverage the expertise developed over years of experience while, at the same time, capitalizing on the fresh ideas of new talent. In short, we recognize that preserving our culture is mission critical to maintaining our competitive advantages and delivering shareholder value over time.

More than ever before, employees want and expect a workplace that aligns with their needs, wants and values. When employees feel supported and engaged, they in turn drive better business results and shareholder value. Therefore, we strive to deliver an employee experience that engages our teams and strengthens our organization.

Our employee experience program centers on gaining understanding of what drives performance and supports business priorities. We review external market data and conduct internal focus groups and surveys to drive deeper understanding across business groups and teams. This evolving program helps us understand why employees leave and, more importantly, what encourages them to stay and grow their careers with Travelers. Our CEO and senior leaders across the organization review the recommendations that are designed to improve our processes and ultimately shape and refine our culture.

Our average tenure and voluntary turnover rates demonstrate the power of our culture and the attachment our employees have to the organization. The average tenure at Travelers is 11 years, and over 20 years for the company’s approximately 700 most senior leaders. In a competitive labor market, our two-year average global voluntary turnover rate is consistent with our turnover rate prior to the pandemic. During the so-called Great Resignation, we, like other companies, have had an elevated level of attrition, but since the Great Resignation started, we have hired more people than we have lost. In other words, on a net basis, people are choosing Travelers. Importantly, while our recent level of attrition is above our pre-pandemic average, our recent and more elevated attrition is still lower than our peer group’s pre-pandemic average.

Tenure & Turnover

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We are confident that our employee experience and inclusion efforts will continue to have a strong impact – by shaping a workforce and workplace that drives exceptional business performance.

Our commitment to learning and development is rooted in our belief that for us to be successful, we must provide our employees with the skills and capabilities to enable them to be successful. Our learning experience platform (LXP) is a centralized hub for all learning resources at the company, where content is both curated and aggregated on a regular basis for a personalized learning experience. This platform houses videos, articles and courses – both Travelers-created resources and content from third-party providers. It provides an immersive and customized experience to meet our employees’ learning needs. Employees can use the platform to assess their skills, rate and comment on courses and lessons, and learn from subject matter experts across Travelers. During 2022, more than 90% of Travelers employees engaged with the platform and accessed more than 1.4 million learning resources, including articles, videos and courses. On average, Travelers employees logged in to the learning platform every six days.

Because we believe that the best learners are the best leaders, we offer a variety of programs, experiences and tools that support our managers in their leadership journey. All Travelers managers receive a monthly Leader’s Digest email, which provides information and tools to improve the employee experience at Travelers, helping our managers and their teams succeed.

We offer a number of learning programs to help develop our leaders at Travelers: Leadership Principles, Coaching for Performance Excellence, Leading World-Class Teams and The Leadership Challenge^®.

• Leadership Principles is a program designed for leaders in the first few months of their roles and helps them build the capabilities necessary to lead their teams and drive desired business outcomes.
• Coaching for Performance Excellence provides leaders with an understanding of the principles of good coaching in the day-to-day leadership of individuals on their teams.
• Leading World-Class Teams helps those who lead people or projects learn how to more effectively facilitate and engage teams.
• The Leadership Challenge equips leaders, through five key leadership practices, to increase engagement and inclusion, lead change, drive innovation, tie business goals to a greater purpose and coach teams to higher levels of performance.

As part of our commitment to fostering a more inclusive workplace, employees are expected to complete the Conscious Inclusion Virtual Workshop. This program explores biases and their impact in the workplace and how we can change our behaviors to be more intentionally inclusive in our day-to-day interactions.

We encourage and support employee development through our Educational Assistance Program. Through the program, Travelers helps eligible employees – salaried employees who work at least 20 hours per week – pay for eligible education classes and professional designation and certification programs, including for Chartered Property Casualty Underwriter (CPCU), Associate in Risk Management (ARM) and Associate in Claims (AIC). In 2022, more than 450 employees received educational reimbursement. To reinforce the importance of underwriting as a core discipline, Travelers recognizes employees who successfully pass all eight CPCU exams and earn the professional designation by paying for eligible employees to attend their conferment ceremony, which is held each year for new CPCU graduates.

Additionally, Travelers offers various career mentorship and development programs for both entry-level and experienced professionals. For example, our multiyear Leadership Development Programs provide entry-level employees with an opportunity to progress through a steady career path in a specific discipline such as Actuarial, Business Insights & Analytics, Data Science, Finance, Human Resources, Operations or Technology. Participants complete assignments and rotations designed to help them build upon their technical, strategic thinking and leadership skills and strengthen their business acumen. These programs also include mentorship and networking opportunities, including with senior leaders, as well as speaker forums designed to keep participants up to date on industry trends and company initiatives.

In addition, our one- to two-year Development Programs – in Underwriting, Investments and Product Management – provide the foundational knowledge and technical skills necessary for success at Travelers and include on-the-job training, classroom instruction, self-study materials and independent work in an assigned business area. Like our Leadership Development Programs, these programs provide mentorship opportunities and exposure to Travelers leaders. Participants in both our Leadership Development Programs and Development Programs are invited to compete in the company’s annual hackathon-style Innovation Jam. These programs have been a part of our talent strategy for many years. Many participants have gone on to hold senior roles at Travelers.

Leadership Development Programs

Development Programs

In addition, we monitor the development of talented employees to support them in developing the skills necessary to advance their careers and help them expand their relationships to facilitate their success.

Our performance management strategy is designed to develop the company’s talent and equip employees with the skills and resources necessary to ensure the company’s continued success. Through our annual performance management process, managers assist their direct reports with setting and monitoring goals, developing a plan to achieve those goals, evaluating progress against those goals and discussing opportunities for improvement throughout the year. Managers are expected to complete a mid-year and year-end progress update for each of their direct reports. This includes a meaningful conversation with each employee to discuss what went well and what can be improved.

We also conduct a comprehensive annual talent review, which includes succession planning, to identify and prepare talented employees for future leadership positions. Each line of business identifies talented employees and succession candidates for targeted development and advancement opportunities with individualized action plans. This talent review process culminates with the CEO and his direct reports meeting to review succession plans for key positions. In addition, the CEO meets with the Board’s Nominating and Governance Committee and the full Board of Directors to discuss succession-related matters at least once a year.

Travelers is focused on building a pipeline of talent to position the company for future success and is committed to hiring and developing a diverse and sustainable workforce across race, color, religion, gender, gender identity, age, national origin, disability, veteran status, marital status, genetic information and sexual orientation. Our recruiting efforts are designed to help us attract and retain top talent from a broad pool of candidates and continue to increase diversity in our hiring.

To maintain our competitive advantages, we increasingly need industry-agnostic talent. Historically, running an insurance company required actuaries, underwriters and finance professionals, among others; in addition to those types of professionals, we now also need roboticists, data scientists, artificial intelligence experts and behavioral scientists. This compels us to continually reimagine our talent acquisition strategies. In an effort to ensure Travelers' long-term talent advantage, we recruit candidates with emerging skills from outside the insurance industry, in addition to candidates with traditional insurance skill sets and backgrounds. We deploy talent acquisition strategies, including advanced sourcing tools, employment branding advertising, social channels and diverse slate requirements, to help us create a pipeline of strong candidates.

We are focused on inspiring the next generation of insurance professionals and actively encourage students and graduates to explore career opportunities in the insurance industry and, in particular, at Travelers. To help us attract new talent to the industry, we have long-standing affiliations and partnerships with a number of organizations that share that mission, including InVEST and Gamma Iota Sigma. In addition, our signature career pipeline program, Travelers EDGE^®, provides a unique, holistic approach to education for underrepresented students. Through partnerships with colleges, universities and community-based organizations, Travelers EDGE increases access to higher education and provides students with opportunities to excel. We also have strategic partnerships with Girls Who Code and AnitaB.org to help us mentor and attract the next generation of women in technology.

To learn more about our efforts to bolster our diverse talent pipeline, see the Diversity & Inclusion section of this site.

Our compensation and benefits programs are designed to attract, motivate and retain high-performing employees and to help employees be healthy and productive in all aspects of their lives. Our long-standing pay-for-performance philosophy differentiates awards based on individual and company performance, regardless of gender, race or any other protected classification. In addition, our comprehensive, flexible benefit options are designed to meet the physical, mental and financial needs of employees and their families.

Compensation

Paying our employees equitably is the foundation of our performance-based culture. Our equitable pay statement outlines our approach. Our compensation processes and controls are designed with the goal of ensuring that we compensate our employees without influence from bias. With the assistance of independent, outside experts, we annually review our compensation practices to help ensure equitable pay across the company. Based in part on these measures, we believe that we pay our employees equitably, regardless of gender, race or any other protected classification.

Our minimum hourly wage in the United States is $18. As calculated and reported in our Proxy Statement, in 2022, excluding our Chairman and CEO, the median annual total compensation of all our employees was approximately $109,000. The median annual total compensation of our full-time U.S. employees who worked for Travelers for the entire year was $117,000, putting us in the top quartile for employee pay in the S&P 500.

Travelers’ compensation mix includes base salary, performance-based cash awards and equity grants. The mix of these rewards varies depending on the employee’s role at the company.

• Many employees receive most of their total rewards in the form of base salary and medical and retirement benefits. Travelers pays a higher percentage of health care costs for employees with lower salaries.
• Variable compensation (annual bonus and equity) becomes a larger portion of the total rewards mix for employees at higher levels in the organization. Furthermore, the senior-most executives, who are responsible for the development and execution of our strategic and financial plans, have the largest portion of their compensation tied to performance-based incentives.

Health & Wellness

Because our employees are our most valuable asset, we are committed to helping them be healthy and productive in all aspects of their lives. We know that when employees and their families are well – physically, emotionally, mentally and financially – they can be more fully engaged both personally and professionally. That’s why we offer comprehensive, flexible benefit options that, for our U.S. employees, include medical, dental, vision and prescription drug coverage; health savings; and flexible spending accounts.

In the United States, our medical plans cover more than 52,000 individuals, including employees, their children and their spouses/domestic partners. In 2022, we paid nearly $225 million in medical-related costs on behalf of our U.S. employees and their dependents. In our international operations, we provide medical coverage that supplements government-provided plans to our 2,200 employees and their families, subsidizing between 86% and 100% of total employee health benefit costs.

Employees and their eligible family members, including spouses, domestic partners and children, are generally eligible for coverage from the first day of employment. To keep rates affordable, Travelers subsidizes premiums on its health care plans through a cost-sharing model. We subsidize health benefits more heavily for less-compensated employees than for higher-paid employees, such as the company’s named executive officers. Accordingly, our higher-paid employees pay a significantly higher percentage of the cost of their health benefits as compared with our lower-paid employees.

We have a forward-thinking approach to our benefits plan design. We deliver new, innovative ways to support employee health and well-being, including financial incentives for some employees to choose high-quality, low-cost providers and safeguards for the use of opioids to help ensure that doctors, pharmacists and patients work closely together on treatment plans for pain management.

Our wellness program provides easy-to-use tools and resources that empower employees with the information and support they need to achieve their wellness goals. Our offerings for U.S. employees include, but are not limited to, the following:

• Caregiving Support from Wellthy is a program that helps employees navigate the challenges faced as caregivers for children, aging family members, or loved ones with special needs or who are chronically ill.
• Our myWellness platform is a mobile-friendly, easy-to-use application that serves as a repository of wellness tools and resources to help employees achieve their physical, mental and wellness goals. Using the platform, employees can set physical and mental wellness goals, track healthy habits, find top-rated doctors in their area, review information about a new diagnosis or treatment, challenge friends to health competitions and more.
• Life Balance, our employee assistance program, provides employees with access to professional in-person, digital and text-based counseling services; life coaching; personalized mentoring; and support resources for daily life needs. All Life Balance services are free, confidential and available 24/7 to employees and their household family members.
• Included Health is a free service for employees and dependents enrolled in a Travelers medical plan that matches members with top-ranked doctors, helps employees obtain second opinions from leading specialists and assists in navigating the health care system. Beginning in 2023, Included Health introduced LGBTQ+ and Black-led care teams to provide inclusive advocacy and care coordination in an effort to ensure that community members feel safe and supported and are able to get the care they need.
• In recognition that every path to parenthood is unique, Maven provides holistic and personalized fertility and family-building support. This resource is available to employees and their family members enrolled in a Travelers medical plan.
• MSK Direct is a free service for Travelers employees and their family members facing a cancer diagnosis. It provides guided access to expert cancer treatment and care at Memorial Sloan Kettering Cancer Center facilities.
• Our diabetes management program is a no-cost service that combines the latest technology with real-time support, facilitating the handling of diabetes for employees and their adult family members enrolled in a Travelers medical plan.
• Wellness champions in more than 50 local offices help cultivate a culture of wellness at Travelers by leveraging employees’ interests and ideas to implement healthy initiatives at local offices.

We also offer:

• Fitness center discounts for employees.
• On-site chiropractors and physical therapists for employees at our Hartford campus.
• Free on-site wellness screenings at our Hartford and St. Paul campuses.
• On-site counseling services for employees at our Hartford campus.
• Free seasonal flu shots for employees through on-site clinics and various retail pharmacies.
• Mobile mammography for eligible employees in certain locations.
• Free tobacco cessation programs for employees and family members enrolled in Travelers medical plans.
• Weight management programs with personalized coaching support, resources to help employees make positive changes and digital tools for users to track progress over time.
• Health insurance benefits for transitioning employees and family members to cover professional counseling, hormone therapy and, if clinically appropriate, gender reassignment surgery.

Additionally, recognizing that working parents and caregivers face unique challenges, our Working Parents & Caregiver Resource Group is a forum where Travelers parents and caregivers can come together to share tips, exchange resources and offer support to colleagues in similar situations. 

Health & Wellness

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For more information on how we have protected the safety and health of our employees, see the Safety & Health section of this website.

Savings & Retirement

Our 401(k) Savings Plan provides employees with a vehicle to save for their retirement and the opportunity to receive a company match on those contributions. Employees can contribute from 1% to 75% (in whole percentage increments) of their eligible pay as pre-tax 401(k) or after-tax Roth 401(k) contributions, up to the maximum allowed under IRS limits. Travelers annually matches employee 401(k) contributions dollar for dollar, up to 5% of eligible pay. In 2022, the company matched contributions up to $7,000. Employees become 100% vested in company matching contributions after three years of service. Currently, 97% of our employees participate in the Travelers 401(k) Savings Plan. Outside of the United States, we provide defined contribution retirement plans for more than 2,000 employees, with an average company contribution rate of over 8%.

Travelers recognizes that the high cost of education and the obligation of repaying student loans prevent many people from saving for their retirement. The Travelers Paying It Forward Savings Program, our innovative retirement savings benefit, addresses this issue for employees facing student loan debt. When an eligible employee makes a payment toward their student loans, Travelers makes an annual contribution of that amount into that employee’s 401(k) Savings Plan account, dollar for dollar up to the first 5% of eligible pay, to a maximum of $7,000. For the year ending on December 31, 2022, Travelers spent $1.5 million to match student loan payments for more than 650 employees who had enrolled in this benefit. Since the program began in 2020, we’ve contributed nearly $6.5 million to the financial security of these employees.

Travelers also assists employees with meeting their retirement needs through the Travelers Pension Plan, an active defined benefit pension plan. Travelers pays the full cost of the employee’s plan benefits; we do not require employees to contribute personally. The plan determines the benefits under a cash balance formula, which provides pay and interest credits to a hypothetical account maintained for the employee with an annual pension credit of approximately 4% of the employee’s pay. In 2022, nearly $623 million went to providing our employees with security in their retirement through pension payments and credits and 401(k) matching contributions.

We also support our employees’ financial success through financial planning services. Thousands of our employees have taken advantage of this offering. Among other things, we offer our U.S. employees:

• A financial wellness assessment that allows employees to get a financial wellness score and personalized checklist to help meet their financial goals.
• Online and text-based retirement planning services, including complimentary consultations and workshops to assist in savings and retirement planning.

Financial Security

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*Based on the median of the annual total compensation of full-time employees (other than the CEO) in the United States as reported in our 2022 Proxy Statement.

Work-Life

Additional benefits we offer our U.S. employees include:

• Life insurance.
• Short-term and long-term disability coverages.
• Paid time off, starting at 20 days per year, up to a maximum of 30 days per year based on years of service, plus the ability to purchase up to six additional days per year.
• Paid parental and adoption leave.
• Child care discounts.
• A corporate discount program.
• Paid time off for volunteering.