Career & Learning GPS: turning career ambitions into action at SCOR. November 4, 2026 Career development looks different for every employee. Some want to deepen their expertise, or broaden their experience through new projects, others want to explore a completely different function. What many employees have in common is a simple question: What comes next, and how do I get there? To help answer that question, SCOR has launched the Career & Learning GPS, a new experience designed to help employees explore career possibilities, understand the skills required for different roles, and identify learning pathways that support their ambitions. Making career possibilities more visible. One of the biggest challenges employees face is not always knowing what opportunities exist beyond their current role. The Career & Learning GPS helps address that by bringing together information on jobs, skills, competencies, and learning resources in one place. Employees can explore roles across the organization, understand the capabilities needed for those positions, and identify the steps that could help them move closer to their goals. As Group Chief Corporate Officer Claire Le Gall-Robinson explained during the launch session, employees need visibility into career options, confidence in their skills, and guidance to make informed decisions about their development. The Career & Learning GPS was created to support exactly that. What does that look like in practice? Imagine an employee working in Finance who is interested in becoming an Underwriter. The Career & Learning GPS can help make that transition more tangible. Imagine, for example, that you work in Finance and are curious about Underwriting. Career GPS can help you explore what that possibility could involve, see the competencies associated with the role and identify areas you may want to develop. Next, the tool highlights development opportunities and learning resources that can help bridge any skill gaps. Rather than searching across multiple platforms, employees can access relevant learning content linked directly to the competencies they want to develop. The platform also serves as a starting point for conversations with managers, mentors, and colleagues. Employees can use the information they discover to discuss career aspirations, identify development opportunities, and explore ways to gain exposure to new areas of the business. In short, the tool does not decide a career path for employees. Instead, it provides greater visibility and practical guidance so they can make informed decisions about their next steps. Supporting learning and mobility. The Career & Learning GPS is built on the belief that careers are rarely linear. During the launch session, several SCOR employees shared examples of careers that have evolved across different functions, countries, and responsibilities. Their experiences highlighted an important message: development is not only about promotions. It can also mean broadening expertise, learning new skills, taking part in projects, or exploring a completely different direction. To support those journeys, the Career & Learning GPS connects employees with curated learning pathways, skills development opportunities, and resources that encourage continuous growth. A tool for employees, managers, and career conversations. While employees remain in the driver's seat of their careers, development is not something they do alone. Managers play an important role in helping employees explore possibilities, discuss aspirations, and identify opportunities to grow. The Career & Learning GPS provides a shared reference point for those conversations, making it easier to discuss future roles, skills development, and potential career moves. As several speakers emphasized during the launch, successful career development is built on shared responsibility: employees own their career journey, managers support and enable growth, and the organization provides the tools, visibility, and opportunities that make development possible. Navigating what's next. There is no single definition of a successful career, and there is no single path to get there. The Career & Learning GPS is designed to help employees better understand their options, discover opportunities across SCOR, and take concrete steps toward their professional goals. Whether someone wants to deepen expertise in their current field, or explore a completely new direction, the Career & Learning GPS provides the visibility, learning resources, and support to help them navigate the journey. You can find more SCOR Voices "Career Compass" articles here.

SIRC 2026: AI will 'go all the way' to autonomous underwriting, Scor's Thierry Léger predicts. Scor CEO Thierry Léger effectively signalled the end for many human underwriting roles as he explained how AI will transform the market in an address at this year's Singapore International Reinsurance Conference. "I think AI is exciting... I never thought I would see something so transformative for our industry," he said on Monday. "We all know that are at very much at the beginning of this in our industry. It's very clear that this is an opportunity for us. It's an opportunity on the business side, but it's also an opportunity to transform the way we do reinsurance, our business models." He added that InsuranceAsia News should clearly not put barriers in its development, but "we have to put in place clear guardrails to support the development of AI in our companies" as "we are very much entering - and have probably entered already - a world in which InsuranceAsia News has a hybrid workforce". Léger said he was "convinced" that InsuranceAsia News should handle AI agents in the same way that InsuranceAsia News handle a human employee. "We have to find a way to register every agent that is doing work, and certainly at Scor we have no intention that any agent that is not properly registered is doing work for our company," he added. He said there will be a need for enabling oversight, adding that Scor has four levels of governance, with level three when AI is able to do all of the work of an underwriter, and can compose a quote to an underwriter. Crucially, however, the human underwriter is making the ultimate call and sending the offer to the client. Level four, he added, is AI making all the decisions itself and sending the offer to the client autonomously. "In my view that's a big step," he said. "InsuranceAsia News want that step, from three to four, to be controlled. InsuranceAsia News is not trying to block anything, InsuranceAsia News just want to know which agent is actually allowed... to bind externally. "Of course this will have a massive impact on its workforce. Everyone will have to embrace AI, and I think that's exciting. "For leaders, however, that's going to be quite challenging." "It would in theory be possible to do [level four]. I'm pretty sure that at some point this will go all the way to level four: autonomous sending out of offers." Thierry Léger, Scor He suggested that the (re)insurance industry leadership really has no idea what the real differences will be in terms of managing humans and managing AI agents. "We know that human beings have their strengths and weaknesses, but the agents we don't know yet what their strengths and weaknesses are," Léger said. He alluded to the fact that, at present, AI can be considered less than 100% reliable, as given a dataset five times, the AI model would give five "slightly different answers". He also said that AI will not necessarily remember how it arrived at the answers, so that if the result is wrong, you cannot question it in the same manner that one could a human being. As such, there is a need for clear protocol within the market to ensure that AI agents can log how they reached their decisions. Léger told delegates that Scor uses AI a great deal at present, especially for contract management, and has also recently developed a pilot for augmented underwriting, which is able to ingest all the data, look at accumulations, and make some commercial decisions around pricing. "It's a very complete set of capabilities," he added. "It would in theory be possible to do [level four]. I'm pretty sure that at some point this will go all the way to level four: autonomous sending out of offers. "But right now, we have stopped it at level three, and we want to learn from it and deploy it to many more lines of business." Partner Content * BlackRock | Rethink the rules: how TAA and ETFs are reshaping portfolio construction BlackRock's Daniel Caderas and MSCI's Raman Aylur Subramanian explain why tactical asset allocation (TAA) and exchange-traded funds (ETF) have become essential as global markets fragment and static allocations lose their reliability. * BlackRock | Infrastructure comes of age for insurers Are insurers capturing full value from the asset class? BlackRock shares its perspective. * Beazley | Navigating geopolitical risks at sea Maritime shipping faces growing geopolitical threats - missiles, drones, GPS interference, and cyber sabotage - requiring better intelligence, crew welfare, and resilience measures. * Zurich | Why resilience will define the winners of Asia's clean energy transition Planning for future conditions from the outset can improve operational reliability, reduce potential disruption and protect long-term asset value.