Category: insights

The Employment Rights Bill is currently progressing through Parliament. 5 ways employers can plan ahead and prepare for the progressive changes.

Today’s employees increasingly expect flexibility, support and inclusivity.

Legislation is currently progressing through Parliament to reflect this shift in expectations. But adapting to these new norms is not just about legal compliance, it’s about redefining workplace practices with what people value.

Fairness and flexibility are at the core of The Employment Rights Bill. It signals a dramatic shift towards greater protection for workers through improved job security and flexible working arrangements.

The Bill is poised to reframe employment law to align with evolving societal attitudes towards previously unprotected workers, grief, gender equality, shared parental responsibility and work-life balance.

Around 1.2 million unprotected agency workers, 4.8 million working mothers and the UK’s 1.4 million sandwich carers with responsibilities for elderly parents and young children stand to benefit greatly from the new legislation.

Employment tribunal claims and costs rising

From April 2023- 24 the number of employment tribunal claims rose from 86,000 to 97,000 with an average unfair dismissal award of £13,749.

However, the highest payout in an unfair dismissal claim was £179,124 and £995,128 in a sex discrimination case – with the associated legal fees on top.

The average legal costs for an unfair dismissal case in the UK for employers can range from around £7,500 for a simple case to £40,000 plus for a high complexity case, highlighting the need to have the reassurance of a legal expenses policy in place.

At the end of March 2025, the open caseload was 45,000 claims, a staggering increase of 32% on last year which indicates that employees are becoming more aware of their rights and increasingly willing to challenge perceived injustices.

With unfair dismissal claims accounting for 22% of the total caseload, this backlog is expected to increase at an unprecedented rate when the proposed day one right to claim unfair dismissal comes into effect.

Could your clients cover the legal costs of an employee dismissal or discrimination claim?

Forewarned is forearmed

5 key changes clients should prepare for

To avoid potential costly and lengthy employment disputes, employers should start laying the groundwork now – by reviewing their procedures and policies in preparation for the anticipated changes.

1. Leave enhancements for carers

Measures designed to support employees with caring responsibilities during key life stages are a key focus of the Bill. 

Changes are proposed to improve the accessibility of paternity, bereavement, unpaid parental and neonatal care leave.

For both paternity and parental leave, the service requirement will be eliminated, allowing employees to take two weeks of paternity leave within the first year after their child’s birth or adoption. The Bill will further permit paternity leave to be taken after taking shared parental leave.

For unpaid parental leave, all employees can take up to 18 weeks of unpaid parental leave per child until their 18^th birthday with a cap of four weeks per year.

Employees with babies admitted to neonatal care within the first 28 days of life who need a minimum of seven days in hospital will have the legal right to up to 12 weeks of paid leave from day one of employment – as well as their standard paternity and maternity leave.

Pregnant employees and those returning from family leave must be offered suitable, alternative roles in redundancy situations.

The legislation also establishes a day one right to time off to grieve the loss of a loved one, permitting a minimum of at least one week of paid leave. Bereavement leave must be taken within 56 days of the individual’s death.

These complex changes demand a thorough review of all HR policies and practices – if in any doubt, employers should engage with legal specialists who can ensure company contracts at all levels align with legislative changes.

2. Day one unfair dismissal protection

Currently, employees need to have at least two years’ continuous service to bring most unfair dismissal claims. Under the new proposals, some protections will apply from the first day of employment, particularly where dismissals relate to working hours and flexibility.

The length of the statutory probationary period is expected to be increased to nine months and the scope of reasons for unfair dismissal is also likely to be extended.

This means employers will need to proceed with caution when terminating employment – contracts terms and dismissal processes should be watertight.

3. Right to request flexible working from day one

The Bill proposes that employees can make a request flexible working terms from day one of employment – replacing the existing 26-week qualifying period. 

Employees will be entitled to two requests per year, and employers must respond to the request within two months rather than three – but can still refuse on 8 statutory business grounds.

Employers should therefore start to document what forms of flexible working arrangements suit the organisation and formalise legitimate business grounds for refusal.

4. Zero hours contracts abolished

The insecurity of zero-hours arrangements which has plagued retail, hospitality, construction and logistics will be a thing of the past under the new Bill. These contracts will be replaced by guaranteed hours contracts creating more security and financial stability for workers in industries that rely heavily on temporary, casual, freelance or unpredictable work patterns. 

Additionally, the Bill places a strong emphasis on safeguarding the rights of workers in these precarious or non-standard employment relationships with day one protection against unfair dismissal – giving them the same rights as their employed colleagues.

Employers should use the Bill as an opportunity to review and reissue all employee contracts – and create new contracts for workers who have previously had none.

5. And end to fire and re-hire

The Employment Rights Bill will put a stop to “fire and rehire” practices, making it unfair to dismiss an employee if the plan is to re-engage them on new, less favourable terms.

Redundancy and recruitment policies need to be reviewed to reflect this amendment to avoid being exposed to a potentially costly and time-consuming employment dispute.

 Key changes in brief

• Day One protection from unfair dismissal
• More consistent working hours and fair conditions for all workers – employed and contracted
• Immediate access to request flexible working 
• Additional support for carers and parents 

Key action points

• Update employment contracts, HR policies and employee handbooks to reflect new rights 
• Review recruitment, probation and dismissal procedures

• Prepare for flexible working conditions
• Consider the additional costs and obligations arising from guaranteed hours and carer leave 

• Equip HR and management teams with training and tools to implement the new legal framework 
• Consider legal expenses insurance to protect yourself from potential employment disputes

Stat Sources

Menopause claims triple in two years, tribunal statistics show | theHRD

https://www.mfmac.com/insights/employment/the-annual-employment-tribunal-award-statistics-have-been-published-for-20232024

https://bsc.croneri.co.uk/whats-new/latest-tribunal-statistics-released

AM Best A rating may be the end goal, but we still have a strong financial story to tell.

What landlords need to know about the evolving rental risk landscape

After years of consultation, debate and delay, the Renters Reform Bill is inching closer to becoming law – a move set to reshape and shake up the private rental sector in England.

While the Bill’s intentions to create a fairer rental market have been welcomed by tenants, for landlords and letting agents, the changes mark a significant shift in operational, financial and reputational risk.

What’s changing?

The Bill proposes sweeping reforms, including:

• The abolition of Section 21 ‘no-fault’ evictions – replacing them with more structured grounds for possession under an updated Section 8 framework.
• Doubling notice periods for rent increase to two months.
• The introduction of a Decent Homes Standard in the private rented sector.
• A new digital Property Portal to increase landlord accountability and compliance visibility.
• Greater rights for tenants to keep pets. Landlords will be required not to unreasonably withhold consent
• A strengthened Ombudsman scheme to handle disputes more efficiently.
• Changes to tenancy structure, with assured shorthold tenancies replaced by periodic tenancies.

Although the government has stated that Section 21 will not be abolished until court reforms are in place, landlords should be preparing now for the inevitable legal and procedural shifts.

6 key risks for landlords

1. Longer dispute resolution timelines

Without Section 21, regaining possession could become a more protracted and litigious process. This heightens the risk of extended void periods, arrears and legal costs, particularly for landlords with tenants in breach or who need properties back for sale or family use.

2. Compliance and regulatory exposure

The Property Portal will create a central register of landlords and their legal compliance. This transparency could increase the risk of penalties for administrative oversights or non-compliance – especially for those managing multiple properties or relying on outdated systems.

3. Insurance considerations

With longer tenancies, rent arrears and the potential for harder-to-resolve disputes, property owner liability, legal expenses insurance and rent guarantee protection will become more important – but possibly more complex to secure.

4. Legal expenses protection and Rent Guarantee protection: a growing necessity

As eviction cases shift from a straightforward Section 21 process to a potentially contested Section 8 route, the importance of legal expenses protection is magnified. Policies typically cover solicitor’s fees, court costs and legal representation, which can otherwise escalate quickly in contentious possession proceedings. Whilst Rent Guarantee protection can also provide a landlord with piece of mind that their rent arrears will be paid where the tenant is refusing to pay whilst they are seeking possession of the property.

Landlords should check whether their current insurance includes legal cover – and if so, under what conditions. Policies should ideally be aligned with the updated grounds for possession and flexible enough to support newer types of dispute resolution, such as engagement with the Private Rented Sector Ombudsman.

Working with an insurance broker who understands the rental market and the changing legal framework is also advisable to ensure adequate and up-to-date protection.

5. Increased financial pressures

Landlords may face increased costs associated with meeting new Decent Homes Standards, including energy efficiency upgrades or structural repairs. For those with tighter margins or portfolios of older properties, this could affect profitability.

6. Reputational risk and tenant relations

A more empowered tenant population – backed by an Ombudsman and open records – means landlords must carefully manage communication and service levels to avoid reputational damage. Professionalism will become increasingly important in maintaining tenant satisfaction and minimising complaints.

Preparing for a new era of letting

While the Bill is still making its way through Parliament and some timelines remain uncertain, proactive landlords and agents should:

• Review possession procedures and stay up to date with the evolving Section 8 grounds.
• Undertake compliance checks on all properties, particularly with regard to minimum standards and documentation.
• Evaluate risk transfer strategies, including updating insurance policies for rent guarantee, legal protection and property owner liability.
• Consider professionalising operations, either through letting agents or portfolio management services to ensure preparedness and resilience.

The Renters Reform Bill represents a fundamental shift in the landlord-tenant relationship – and with it comes a rebalancing of risks.

While the reforms may lead to a more stable and transparent rental sector in the long term, landlords must act now to mitigate the transitional risks and protect their investments.

Proactive, informed management – and the right insurance coverage, including legal expenses and rent guarantee protection – will be key to navigating the change – and minimising landlord risk exposure.

How cyberattacks are reshaping business risk

From boardrooms to boiler rooms and beyond, cyber criminals are now a mainstream threat. How can insurers and brokers educate and evolve to ensure that clients are properly protected from this new wave of digi-crime?

Cyber-attacks have become one of the most significant operational risks facing businesses today. Once confined to the concerns of IT departments, cybersecurity has now risen to the top of corporate risk registers, with incidents ranging from ransomware to data breaches having the power to shut down operations, destroy customer trust and invite costly legal claims.

A shifting risk landscape

According to the UK Government’s 2024 Cyber Security Breaches Survey, 70% of medium-sized businesses and 74% of large businesses reported experiencing a cyber breach or attack in the past 12 months.

The frequency, severity and financial fallout of these attacks is rising, with ransom demands reaching seven-figure sums and the regulatory penalties for data loss becoming ever more punitive.

What’s more, the scope of risk is broadening. Supply chain vulnerabilities, remote working practices and the growth of AI-driven attacks are exposing new weaknesses in corporate defences. Even businesses with strong IT hygiene are finding themselves liable through third-party failures – or at the mercy sophisticated and relentless cyber gangs.

Just ask M&S who faced over a month without online operations or invaluable customer insights gained from Sparks. The cyber-attack will hit their profits by around £300m – that’s a third of its profit – a sum that will only partly be covered by any insurance pay-out.

Warning: check the small print

There is a widespread misconception that commercial liability policies include cyber cover. Most don’t. Ours doesn’t. We leave cyber protection to the cyber specialists while we focus on protecting other sector specific risks.

But that doesn’t mean that cyber-crime isn’t on our radar.

All commercial insurers still need to be aware of the complex and emerging implications of cyber-attacks and the far-reaching impact on business protection and potential lawsuits.

Although cyber is a niche policy area, it is a growing one that is reshaping the insurance sector and bringing business interruption coverage into the spotlight.

Businesses without a dedicated cyber policy could find themselves dangerously underinsured or entangled in complex disputes over policy response – and payout. Or lack of it.

Blurring the lines between liability and cyber

As digital threats increasingly impact areas traditionally covered under other lines – such as professional indemnity, directors’ and officers’ (D&O) liability and general commercial liability – the lines are blurring.

For example, if a ransomware attack leads to a failure to deliver contracted services, the business may face litigation for breach of contract or negligence – triggering PI or general liability claims. Similarly, directors may be held accountable for failures in cyber governance or risk oversight, putting D&O policies under pressure.

This convergence presents challenges for brokers and underwriters alike. Clarity around exclusions limits and how different policies interact in the event of a cyber-related claim is now more critical than ever before.

Implications for brokers

For brokers and MGAs, the evolving threat landscape presents an opportunity to adopt a more consultative role. Cyber requires a deep understanding of a client’s digital operations, supply chains, regulatory exposure and risk tolerance.

Where clients wrongly assume their general liability or PI policy will respond to cyber claims, brokers must provide education – and where appropriate guide them towards solutions that close the gap.

Fighting fraud

The convergence of cyber risk and online fraud with broader liability exposure will continue to accelerate. With generative AI enabling more sophisticated phishing and fraud attempts, insurers must remain agile and alert.

For the insurance industry, this represents an opportunity: to lead with expertise, drive resilience and help clients navigate the increasingly complex cyber threatscape and how it impacts on all aspects of business liability.

The message is clear: check your policy wording. Read the small print. Examine the exclusions. Study the T&Cs. Ask your insurer. Double check with your broker. It could be time well spent so your business isn’t exposed to cybercrime underinsurance.

AM Best, Solvency and Financial Condition Reports

BIBA 2025 is in sight. The stand is ready. The merchandise has arrived. The literature is printed. The drinks and snacks ordered. The goody bags are packed. We’re ready to embrace ‘A New Era.’

In our graduate era

Mentoring and training are essential to attracting new talent to the insurance industry. Graduate Training Programme has enjoyed tremendous success including Joe Hignett who was promoted to Underwriter in August 2024 – the quickest promotion in Irwell’s 30-year history!

Our Graduate Training Programme sends a clear message to those interested in a career in finance – we believe in you, we see your potential and we will support your ambitions. We want you to be part of Irwell’s journey for the long haul.

This belief turns a job into a rewarding career.

But we couldn’t do it without support from the ABI, MGAA, CII and BIBA.

All these institutions provide first-class training, resources and networking opportunities to create the next generation of insurance experts who will shape and shake up our sector.

Attending events such as BIBA gives a true appreciation of the vast and varied opportunities in the insurance sector. It allows the next generation to be connected, curious and committed to creating the next era of broking, underwriting, claims, risk and compliance.

Yes, the BIBA goody bags are great but the connections, insights and industry stalwarts you will meet are even better!

What does this ‘new era’ mean to our two new underwriting graduates Annie Chapman and Cameron Price who are attending BIBA 2025 for the first time?

We find out what they hope to get out of this prestigious event (apart from the BIBA goody bags!) with 3 quick questions:

1. What do you plan to ask brokers at the Biba Conference 2025?
2. What highlights will you be telling them about Irwell?
3. The theme for the conference this year is A NEW ERA. What do you hope this new era looks like?

Annie Chapman

1. I’d be interested to find out if they have seen any interesting trends or gaps in cover emerging in the market. At Irwell, we are all about innovation and providing specialist cover that may not be readily available for some higher risk or niche sectors.

• I’ll be sharing our plans to grow the business through new products. For example, we have just launched Officers’ Legal Protection which provides legal expenses for serving officers and their families.

3. I hope this new era brings better use of insightful data so we can focus on understanding risks and supporting clients with the right products. Improved automation will hopefully speed up decision-making and reduce admin!

Cameron Price

1. I’m really interested to find out how brokers see advancements in technology and AI impacting their brokerage and the wider insurance sector in the future.

• This year AM Best revised its outlook from stable to positive for our Long-Term Issuer Credit Rating. Our next focus is working towards getting an AM Best rating A in the near future. I think that’s worth shouting about!

• In the new era I would like to see the industry embracing digital innovation in order to serve customers in a more personalised and efficient way. I also hope it brings a stronger collaboration across sectors – where insurers, coverholders, brokers, tech firms and regulators work together to build resilience for the insurance sector – and make it more appealing to people who may not have ever considered a career in insurance.

It takes all sorts to build a successful business. It takes all sorts to work in liability and legal expenses. Risk takers and innovators, creative minds and financial brains, extroverts and introverts. Pragmatists and idealists. Thinkers and doers. Neurodiverse and neurotypical.

Neurodiversity refers to the different ways the brain can learn, process and interpret information.

This can translate into excellent problem-solving skills and logical reasoning to high levels of innovative thinking, creativity and attention to detail. Neurodiverse individuals are also known to be empathetic, loyal and dedicated employees who are driven by truth and integrity.

Don’t these qualities sound like the ideal candidate for a role in your insurance business?

We think so.

Around 1 in 7 people (more than 15% of UK population) are neurodivergent which means that there is a huge talent pool of people with many of the prerequisite skills for a career in financial services.

It’s no secret that the insurance sector has difficulty attracting new young talent and retaining qualified and highly experienced professionals.

Neurodivergent talent may be a solution to solve the talent shortage while simultaneously shifting the sector’s culture to be more inclusive, forward-thinking and attentive to the needs of all employees.

Dispelling the misconceptions

With the implementation of the FCA’s Consumer Duty and the stricter regime required by ESG reforms, intersectionality can no longer be tolerated by an industry committed to improving outcomes for employees and customers.

Diversity, inclusion and equity are no longer a ‘nice to have’ but a regulatory issue that is pivotal to the success of the insurance sector.

Such regulatory changes not only necessitate upgrading systems, processes, comms and data but also a shake-up of corporate cultures. Businesses need to embrace and support neurodiversity, not hide behind the stigma and misguided stereotypes. This is not only morally right, but it also represents a pragmatic approach for successful business outcomes.

It’s time to reframe the conversation to shine the spotlight on the positives of neurodiversity, not the challenges.

Vive la difference in the insurance industry

The multidisciplinary and regulated nature of insurance offers endless opportunities to unleash qualities and skills where neurodiverse individuals can excel.

Neurodiversity covers a wide umbrella of conditions, including Autism Spectrum Disorder (ASD), Dyslexia, Dyspraxia, Attention Deficit Hyperactivity Disorder (ADHD) and Dyscalculia. It’s common for someone with one of these conditions to also have another – and each condition can present in different ways in different people or gender. But their traits and talents can be channelled into a long and successful career in insurance.

Actuaries or underwriters need creative problem-solving capabilities and analytical thinking. Risk management positions and roles such as data analysts, financial analysts and accounting are also roles where neurodivergent people with ASD can flourish.

People with ADHD are often imaginative idea generators who think creatively. They also tend to have excellent observational skills, are enthusiastic and energetic making them suited to hands-on customer service or sales and marketing positions that take them away from their desk.

Go all inclusive

Many ND individuals go to great lengths to hide their conditions in order ‘fit in’ and be regarded as neurotypical. Instead, businesses need to embrace the benefits of a neuro-inclusive workplace. 

Opening up the conversation will improve working lives for those with neurodiversity, and our industry will be able to attract and retain neurodiverse individuals with the vast and varied talents they contribute. This means creating a safe space where diverse voices feel empowered to bring their true selves to work.

On Neurodiversity Celebration Week, Irwell recognises the value that our neurodiverse employees bring to clients, coverholders and colleagues. Embracing their talents in problem-solving, financial analysis and risk recognition presents a real commercial opportunity.

Our perfect blend of divergent and non-divergent, neurodivergent and neurotypical individuals means that we have an inclusive and high-performing team whose talents complement the diverse facets of working in legal expenses and liability.

We are proud of our all-inclusive workplace which embraces all ages, nationalities, genders and even football team loyalties – which can be a challenge for a business based in Manchester!

The Government appears to have done a complete U-turn on workers’ “right to switch off outside work hours” as Ministers are expected to axe the policy in the coming weeks.

With 1 in 3 adults experiencing high or extreme levels of workplace stress last year, what does this means for employers trying to balance personnel wellbeing and profits?

The policy was central to Sir Keir Starmer’s manifesto promise of a “New Deal for Working People” aimed at strengthening employment rights.

By allowing workers the right to ignore work-related emails and calls outside office hours, the policy promised to ensure that “working from home does not become homes turning into 24/7 offices”.

The policy, inspired by working models employed in Ireland and Belgium, would have ensured that employees also had the right to refuse to take on extra work at the weekends – without repercussions or reprimand.

But not anymore. It appears that workers may soon be at their employer’s beck and call 24/7 to burn the candle at both ends.

“Responsible employers will recognise the risks involved in overworking and overwhelming their staff” explains Billi Cobley, our Senior Class Underwriter.

“The fact is that people need to rest and recharge in order to work efficiently and effectively. Forcing people to be available out of hours could have a significant impact on employee burnout and mental health. The consequences of stress and anxiety, absenteeism and presenteeism could result in disruptive workplace disputes and costly claims.”

The policy U turn appears to be the result of the Budget which placed an additional financial burden on employers in the form of the national insurance contributions hike on top of minimum wage increases.

Ministers are said to be making the change in a bid to boost business confidence and put money back in people’s pockets. But at what cost?

Juggling productivity, profits and presenteeism caused by burnout.

The Annual Burnout Report 2025 conducted by YouGov found that that 1 in 3 (34%) adults experienced high or extreme levels of pressure or stress – either ‘always’ or ‘often’ last year. Meanwhile, 9 in 10 (91%) experienced high pressure or stress at some point during 2024.[1]

Some of the reasons cited for this stress pandemic included having to regularly work unpaid overtime, taking on additional hours due to the increased cost of living, increased workload and fears of redundancy or job security.

Today, there is a pressing need for employers to embrace workplace policies and cultures that support employees’ mental health. However, ACAS reported that between September 2021 and May 2022, the words ‘stress’, ‘mental health’ and ‘depression’ appeared in more than 12,000 early conciliation or employment tribunal cases.[2]

The prevalence of stress and burnout in employment-related disputes is a real concern for HR and business owners. Employment legal protection can offer businesses some peace of mind and help reduce the financial burden in the event of a tribunal brought about by such issues.

It remains to be seen if the Governments’ policy U-turn backfires with a downturn in employee health and wellbeing and an upturn in costly employment tribunals.

March 2025

---

[1] https://mentalhealth-uk.org/blog/burnout-report-2025-reveals-generational-divide-in-levels-of-stress-and-work-absence/#:~:text=The%20survey%20of%204%2C418%20UK,with%2035%25%20the%20previous%20year.

[2] https://www.acas.org.uk/call-for-evidence-for-new-mental-health-and-wellbeing-plan-acas-response

The theme for International Women’s Day 2025 is “Accelerate Action” – a call to recognise and advance the strategies, resources and initiatives driving progress for women worldwide.

Today we celebrate Irwell’s Risk and Compliance Officer, Juliana Basso’s professional and personal achievements on International Women’s Day.

Juliana, born in Sao Paulo, Brazil moved to the UK in the summer of 2017. She graduated with a degree in Law and worked as a Solicitor in Brazil before joining Irwell. She has extensive experience in litigation involving disputes with large companies and government entities – in both English and Portuguese!

On International Women’s Day Juliana shares her journey from Brazil to Prestwich, the differences for working women in Brazil and UK and how she juggles being a working mum to her 4-year-old son.

Who has been your strongest influences in life that led you on your career path?

The biggest influences in my life and career have been my family. My dad passed away when I was very young, and seeing my mum handle all the bureaucracy and solicitors really stuck with me. She always taught me the importance of hard work and perseverance.

What do you most appreciate in your work environment?

I am a big fan of Irwell, and I believe what makes Irwell special are the people. I’ve found a group of talented and supportive colleagues which makes it a great place to work. Additionally, the company offers fantastic opportunities for us to study and perfect our skills which is something I truly appreciate.

Biggest differences in opportunities for working women in Brazil and the UK?

I’ve noticed big differences in opportunities for working women between Brazil and the UK.

In Brazil there is a larger gender equality gap. Based on my own experience, women have to work harder to prove themselves and achieve recognition, especially Afro-Brazilian women who face extra barriers.

In the UK, the professional environment feels more balanced, with better support for women’s career advancement. Both countries are making progress in gender equality, but there’s still work to do.

How would colleagues describe you?

I would say funny, determined, and feisty…not necessarily in this order!

What are you most proud of professionally?

I know I still have a long way to go, but I’m really proud of every small win. Restarting my career in a new country has been both challenging and rewarding. I’ve had to adapt my skills and figure out a new professional landscape. Despite the obstacles, I’m proud of what I’ve built and proud of this version of myself.

And personally?

I believe career and personal life go hand in hand and I’m very proud of my little family and every single friendship I’ve built. They are the reason I keep moving forward.

What has been the biggest challenge for you to get where you are today?

The biggest challenge has been me! I sometimes have the feeling that I am not good enough, strong enough, skilled enough and overcoming that mindset has been a significant hurdle.

What’s the best career advice you’ve been given?

“Work hard and ask.” This is why you’ll always see me asking questions, sharing my opinions and trying to understand how things work. There’s no better way to learn than embracing the fact that we don’t know everything, being open to experiencing the new and unknown and then working very hard to consolidate that knowledge. It’s 99% perspiration and 1% inspiration!

What career advice would you give to your son?

Don’t see your career as a straight path. Each step is like adding a brick to your career wall. Sometimes, you might feel off track, but taking on new challenges and filling skill gaps makes you stronger.

Don’t compare yourself to others or focus on job titles. Just keep building your career and trust yourself in every single step. It’s not about the finish line but the journey that makes you unstoppable!

Dream job growing up?

I really wanted to be a scientist and work in Antarctica. I probably didn’t consider back then that I love summer and would be a miserable soul over there! 

What was your first job?

I was an intern at ABN AMRO Bank in the legal team when I was 18 years old. In Brazil, we can work while attending university, so I used to work full-time and go to uni in the evenings… those were long days.

Have you ever felt discriminated against in any place of work because of your gender or nationality?

 Of course I have, it is not easy to be a woman with a voice! I never had any problem to stand up for myself and others, so these challenges have shaped me into a more resilient and empathetic person. 

How do you switch off from work?

I am not going to lie; a glass of wine helps me to unwind!

Which woman do you most admire and why?

I am lucky to have always been surrounded by incredible women, but the woman I admire most is my mum. She’s incredibly brave, loving and resilient. Even though she never had a career, she made sure all 4 of her children could graduate and chase our dreams. Her support and determination inspire me and make me grateful for everything she’s done for us.

What advice would you give your younger self?

I have so much advice I’d love to give, but I believe life is a curve and the more we experience, the more we learn.

Here’s something that might be useful for anyone trying to find themselves; stop worrying so much about what others think of you. Embrace your unique journey and be proud of your identity. Finding your own path isn’t always tidy and there’s nothing wrong with being different. Also, your career can be something you enjoy, but it doesn’t have to be everything in your life.

What advice would you give young women looking to work in male dominated sectors?

Don’t be afraid to embrace the journey and take every opportunity you can. Build strong professional relationships with colleagues.  Remember that your expertise and dedication are your greatest assets, so work hard, stay informed, and be curious.  Being a woman and having a different perspective can be a big strength.

3 tips to working mums about managing the work-life balance

I think we need to rocognise that work and family are two inseparable parts of life and that they can complement each other.

1. Accept that you can’t control everything: Maintain an optimistic view and understand that unexpected events will happen. Instead of getting frustrated, see these moments as part of the process. Flexibility and adaptability are key.
2. Wherever you are, be there: Give yourself permission to keep your mind and body in the same place. If you are working, focus on your tasks and work hard without feeling guilty. When it’s time to be with your family, spend real, quality time with them.
3. Have an open dialogue: Communicate openly with your family and colleagues about your needs and challenges. Don’t hesitate to ask for help when needed.

3 things that make you angry

Injustice, bad traffic and finding an empty treat drawer.

3 things that make you smile

Thinking of my family, a beautiful sunset and when one of my favourite songs plays on the radio.

#IWD2025 #AccelerateAction

Everyone, everywhere can build on IWD’s achievements in forging positive change for women and girls worldwide. Everybody can Accelerate Action by embracing diversity of gender, race, age, equality in education and breaking the glass ceiling.

Today is all about the resilience and achievements of women worldwide and push for a future where equal opportunities are a reality for all.

From zip-wires and weddings to cookery classes, cat cafes and goat yoga. Is it time to diversify to thrive?

John Cowell, our Senior Class Underwriter looks at the risks and rewards of diversifying safely, compliantly and profitably.

The UK has one of the most dynamic, diverse and creative hospitality sectors in the world. The Great British pub is an institution that unites communities and our thriving music scene is revered globally. Our hotels and restaurants are critically acclaimed internationally and our nightclubs and festivals attract kudos and visitors from all over the world.

But for a sector that exists to bring people together, the last few years have done it’s best to keep us apart. From Covid closures, squeezed profit-margins, soaring supply costs and staff shortages, the fallout has forced many hospitality businesses into finding alternative revenue streams to supplement their income and boost their bottom line.

Diversifying a hospitality business can be exciting and potentially profitable. But having risk management strategies in place that align with any new business venture or added-value pursuits is crucial.

Great expectations

The hospitality industry is no longer just about providing comfy beds and a tasty full-English or being able to mix a memorable Mimosa and prepare pasta that will get you a 5-star Tripadvisor review.

Businesses are branching out in creative ways – think hotels turning into adventure hubs with zip-wires and rock climbing, restaurants popping up in unexpected places like rooftops or canal barges and remote rural inns offering everything from goat yoga to digital detox retreats. The trend for glamping in yurts and converted shepherd huts or double decker buses seems set to grow in popularity as people seek authentic and alternative ‘experiences’.

While these new ventures can add significant appeal to new demographics and attract previously unchartered cohorts, they also bring a mix of emerging liability risks that need careful risk mitigation and revised insurance cover.

Liability risks for diversified hospitality businesses

While hospitality continues to face many challenges, its bounce-back resilience has also highlighted the sectors capacity for survival through innovation.

This adaptability offers a positive blueprint for the future and confidence that many will diversify and emerge stronger than before.

By proactively addressing liability risks, businesses can enjoy sustainable growth while protecting their assets, reputation, and guests.

1. Public Liability

Expanding into new services means new interactions with customers and new procedures for staff, raising the potential for accidents and injuries.

Whether it’s a guest slipping out of a hot tub, a customer suffering an allergic reaction at a wedding event or an injury sustained during an outdoor goat yoga retreat (yes really!), hospitality businesses must review their liability insurance to ensure that they are covered for the new and unexpected.

2. Employee safety

With diversification often comes a need for additional staff, sometimes with specialised skills. Businesses introducing high-risk activities such as zip-lining, kayaking or wellness treatments must ensure proper training and certifications for their employees. Without adequate employer’s liability coverage, businesses risk costly claims from workplace injuries or disputes.

3. Food and beverage liability

Many leisure and hospitality businesses expand into catering, specialty menus or alcohol service. This can introduce risks such as foodborne illnesses, allergic reactions, or intoxication-related incidents. Businesses must ensure they comply with food safety regulations, provide clear allergen information and train staff on responsible alcohol service to mitigate these risks.

4. Cybersecurity and data protection risks

As hospitality businesses diversify, many incorporate online booking systems, guest data collection and loyalty or reward programmes. A data breach exposing guest details or payment information can lead to legal action and reputational damage. Investing in cybersecurity measures, regular compliance checks and cyber liability insurance is essential to protect against digital threats.

5. Property and equipment damage

New business activities often require additional equipment or modifications to existing premises. Whether installing spa facilities, setting up temporary event spaces or investing in high-end kitchen appliances, businesses need to ensure they have appropriate insurance in place.

6. Regulatory and compliance challenges

Diversification may require businesses to comply with additional regulations, such as health and safety standards, environmental laws or alcohol or temporary event notice (TEN) licensing. Failing to meet these requirements can result in fines, lawsuits or forced closures. Regular compliance audits and legal consultations can help diversified hospitality businesses stay on top of their legal, moral and HSE obligations.

7. Know your fire safety and footfall limits

Understanding the maximum occupancy of your new, diversified premises is critical in terms of fire safety and evacuation planning. Businesses can introduce relatively low-cost, yet effective solutions to improve their security preparedness. Having valid electrical inspection certificates and making sure there is adequate provision of first aid and firefighting equipment is a good starting point.

Further measures include regular staff training and completion of a security plan to formalise best practice protocols, such as evacuation plans or lifesaving skills that can be administered whilst waiting for emergency services.

Mitigating liability risks in a diversified hospitality business

To safeguard against liability risks, hospitality businesses should:

• Conduct thorough risk assessments before launching new services.
• Ensure adequate insurance coverage for public liability, employer’s liability, cyber liability and property damage.
• Implement rigorous staff training to reduce the risk of accidents, data breaches and service-related liabilities.
• Regularly review compliance requirements for food safety, employment laws and health and safety standards.
• Have clear contracts and waivers for high-risk activities to protect against legal disputes.

Forewarned is forearmed

For many diversified businesses, the first time they find out if they are non-compliant with health and safety legislation or that they are underinsured is when it’s too late – following an accident, a claim or an enforcement visit.

Before embarking on any new business venture, it is important that business owners seek advice from specialists to ensure that best practice risk management procedures and the right insurance are in place.

Irwell’s liability products include SafeCheck, a health and safety review which is tailored to the unique risk exposures of each business. Following the assessment, businesses will receive a detailed report about what they are doing well – and highlight where there is room for improvement. This useful report also includes practical guidance on how to minimise business risk and achieve H&S compliance.

At Irwell, we believe that prevention is always better than cure.

Diversification can pay dividends

By proactively addressing liability risks, businesses can enjoy sustainable growth while protecting their assets, reputation, staff and guests.

While not every insurer will welcome zip-wires, goats and cats into their policy wording, your broker should be able to find one who will. You certainly shouldn’t open your diversified doors without the right insurance in place.