A Message from Lord Pickles and Lord Blunkett, followed by Gallagher's best practice article

The ability to listen and learn from one another has always been vital in parliament, in business and in most aspects of daily life. But at this particular moment in time, as national and global events continue to reiterate, it is uncommonly crucial that we forge new channels of communication and reinforce existing ones. The following article from Gallagher is an attempt to do just that. We would welcome your thoughts on this or any other Parliamentary Review article.

Blunkett signature Rt Hon The Lord David Blunkett
Pickles signature Rt Hon The Lord Eric Pickles

Highlighting best practice
Michael Rea, chief executive
of Gallagher’s UK retail
Having celebrated its 90th anniversary last year, Gallagher
is one of the most established insurance brokerages, risk
management and employee benefits consultancies in the
world. Across a network serving 150 countries, the company employs
more than 26,000 people and generated a revenue of $4.6 billion in
2017. Gallagher is one of the largest insurance brokers in the world
and has been named as one of the world’s most ethical companies
for the past seven consecutive years. Yet, despite being a global
financial services powerhouse, there remains an entrepreneurial
family feel to the business today – nowhere more so than here in
the UK. Chief executive of Gallagher’s UK retail business, Michael
Rea, elaborates on the collective importance of the company’s
successes, activities and ethics, brought together under an umbrella
of values known within the company as The Gallagher Way.
Ethics and culture remain at the heart of how we do business in each of our 50
branches across the UK. Our reputation as a community broker has grown from strength
to strength in the UK thanks to our blend of specialist sector expertise and local presence.
Today, we have a team of almost 5,000 colleagues who are all focused on delivering the
best service possible to more than 750,000 UK customers – ranging from individuals and
sole traders to FTSE 250 corporates.
Our international success has enabled us to invest massively into our UK operations
and establish a real presence, starting in the London market and branching out – from
Aberdeen to Exeter, Belfast to Ipswich. Our UK growth over the past five years has
been monumental. In 2013, we employed under 1,000 people across the country.
That number is now far closer to 5,000. Central to this development has been our
community-focused approach. We want to give back to the communities we serve, and
have started a project for our 90th anniversary year in keeping with this commitment
– a corporate challenge to perform 90,000 hours of volunteering globally.
An acquisitive organisation
As a part of our growth, we have, over the past five years, acquired businesses and
incorporated them into the Gallagher family. That continues here in the UK as well as
globally. We are looking for broking and underwriting firms that want to fulfil their
own growth and service aspirations while looking to provide an ethical and financially
stable home for their colleagues and customers.
It’s important to us that the businesses we acquire are the right fit for our team, both
culturally and commercially. We then work together to integrate these new partners
into our existing branch network while allowing them to retain their autonomy.
The Gallagher Way
Across our offices we focus on a set of values covering trust, integrity, teamwork,
inclusivity and above all respect. This extends across all colleagues, partners and clients.
In 1984, prior to Gallagher’s public listing in the US, our then-chairman wrote down
»Chief executive of Gallagher
UK’s retail business: Michael
»Established in 1927
»Based in London
»Services: Global financial
services powerhouse,
historically specialised as an
insurance brokerage
»No. of employees: Over
»Generated a revenue of $4.6
billion in 2017
the values he wanted to underpin the
behaviour of everyone in the business.
This became known as The Gallagher
Way and it still serves as our cultural
philosophy today. Every office across
the world still has The Gallagher Way
values written on the wall somewhere
in the building. It covers behaviours and
expectations when it comes to not only
how we do business with our clients and
partners, but how we treat one another
as colleagues and teammates.
Thirty-four years on, nothing has
changed. We continually test ourselves
against The Gallagher Way and ensure
that it comprises an integral part of our
global strategy. When it comes to growth,
be it organic or acquired, we ensure that
we only move forward if our direction is in
line with these values. We, for instance,
only partner with or acquire businesses
if their culture mirrors our own. The
Gallagher Way is a compass for everything
we do, be that employing a new
individual or acquiring a new business.
The best people possible
At Gallagher, we make it a priority to
have the best people with the best
possible sector knowledge and expertise
to ensure the customer always benefits
from doing business with us. This does
not simply cover external recruitment;
we are also looking at the future. This
means focusing on graduates, interns
and apprenticeships; investing in the
appropriate professional qualifications;
and promoting internal next-generation
leadership programmes.
It’s about employing the right people
while maintaining our culture and values.
We want to stay relevant and innovate
for our customers, while ensuring that
we keep everything in line with The
Gallagher Way. Expertise spanning the
specific needs of sole traders and small
businesses to large multinationals is
entirely necessary for what we do: the
ability to prepare the best solution for
any unique risk situation is something
we strive to deliver consistently for our
clients – whoever they are and wherever
they are.
We also want our colleagues to look
at things from the customer’s point of
view. It’s important that what we do
takes away the worry or uncertainty
surrounding risk management or
insurance programmes for our clients.
That means always reflecting and
responding to our clients’ needs and
having the right advice, guidance and
expertise to deliver thatfocus.
Evolving through diversity
We are committed to living by our
values to provide a strong home with
a respectful and inclusive culture for
every single Gallagher colleague. We
want to continue to grow ethically and
represent our clients’ best interests. One
of our ongoing aspirations is to have
greater diversity in our own business
and within the insurance sector.
We face an industry-wide challenge
to bring people into the sector who
might not normally consider insurance
as a career. In the same way that
different groups of people are starting
to gravitate more towards industries
with a STEM focus, we are working to
encourage more women and people
from different socio-economic and
ethnic backgrounds to join the sector.
Continuing to innovate for
our clients
We are always looking at ways to
innovate and meet the needs of our
clients. That means remaining relevant
and accessible to them all through
our investment in specialist talent, but
equally in digital innovation. Today, we
are exploring AI and robotics through
our teams in India, who are continually
monitoring advancement in every
technological field.
We will then look to apply relevant
digital innovations when it makes
sense to do so to improve how we
operate as a business. Whatever we do,
and however we do it, one thing will
remain constant: our commitment to
helping individuals and organisations
to manage any risk, any size, anywhere
in the world, to deliver the best
possible outcome for our customers –
TheGallagher Way.
One of Gallagher’s 50+
offices across the UK
At Gallagher,
we make it a
priority to have
the best people
with the best
possible sector
knowledge and

This article was sponsored by Gallagher. The Parliamentary Review is wholly funded by the representatives who write for it. The publication in which this article originally appeared contained the following foreword from The Rt Hon Theresa May MP.

The Rt Hon Theresa May MP's Foreword For The Parliamentary Review

By The Rt Hon Theresa May MP

This foreword from the then Prime Minister appeared in the 2018/19 Parliamentary Review.

British politics provides ample material for analysis in the pages of The Parliamentary Review. For Her Majesty’s Government, our task in the year ahead is clear: to achieve the best Brexit deal for Britain and to carry on our work to build a more prosperous and united country – one that truly works for everyone. 

The right Brexit deal will not be sufficient on its own to secure a more prosperous future for Britain. We also need to ensure that our economy is ready for what tomorrow will bring. Our Modern Industrial Strategy is our plan to do that. It means Government stepping up to secure the foundations of our productivity: providing an education system that delivers the skills our economy needs, improving school standards and transforming technical education; delivering infrastructure for growth; ensuring people have the homes they need in the places they want to live. It is all about taking action for the long-term that will pay dividends in the future.

But it also goes beyond that. Government, the private sector and academia working together as strategic partners achieve far more than we could separately. That is why we have set an ambitious goal of lifting UK public and private research and development investment to 2.4 per cent of GDP by 2027. It is why we are developing four Grand Challenges, the big drivers of social and economic change in the world today: harnessing artificial intelligence and the data revolution; leading in changes to the future of mobility; meeting the challenges of our ageing society; and driving ahead the revolution in clean growth. By focusing our efforts on making the most of these areas of enormous potential, we can develop new exports, grow new industries and create more good jobs in every part of our country.

Years of hard work and sacrifice from the British people have got our deficit down by over three quarters. We are building on this success by taking a balanced approach to public spending. We are continuing to deal with our debts, so that our economy can remain strong and we can protect people’s jobs, and at the same time we are investing in vital public services, like our NHS. We have set out plans to increase NHS funding annually by an average by 3.4 percent in real terms: that is £394 million a week more. In return, the NHS will produce a ten-year plan, led by doctors and nurses, to eliminate waste and improve patient care.

I believe that Britain can look to the future with confidence. We are leaving the EU and setting a new course for prosperity as a global trading nation. We have a Modern Industrial Strategy that is strengthening the foundations of our economy and helping us to seize the opportunities of the future. We are investing in the public services we all rely on and helping them to grow and improve. Building on our country’s great strengths – our world-class universities and researchers, our excellent services sector, our cutting edge manufacturers, our vibrant creative industries, our dedicated public servants – we can look towards a new decade that is ripe with possibility. The government I lead is doing all it can to make that brighter future a reality for everyone in our country. 

British politics provides ample material for analysis in the pages of The Parliamentary Review 
The Rt Hon Theresa May MP
Prime Minister