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Actuarial
Grant Thornton Bermuda offers a broad range of actuarial services spanning life insurance, non-life insurance, and health insurance. Offering actuarial expertise and integrated services across the evolving data analytics and modelling universe, Grant Thornton’s team of experts and strong international network can provide a range of solutions tailored to your actuarial requirements.
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Business Risk Services
Grant Thornton can help your organisation successfully manage risk, while embracing innovation and harnessing the right technology to deliver effective customer centric solutions tailored to your specific needs.
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Consulting
The Grant Thornton FS Consulting team have a wealth of experience across a wide range of issues. From banks to insurance companies, the FS Consulting team have branched into all areas of Financial Services. Our FS Consulting team can help you with an array of issues, and guide you through the journey.
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Corporate Finance
Grant Thornton’s Corporate Finance team has built up a vast range of experience providing a range of transaction, valuation, deal advisory and restructuring services to clients for the past two decades.
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Data Analytics
Grant Thornton has the expertise required to ensure you succeed in your analytics proposition. We combine excellent technical skills in data analytics and machine learning, with a deep understanding of your business and the insurance industry.
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Digital Risk
Grant Thornton provides a range of solutions to the digital risk issues facing organisations today. Our highly-qualified and experienced security experts can assist by advising you on your specific requirements, giving you peace of mind that your cyber risks are minimised.
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Digital Transformation
Our Digital Transformation team works closely with business leaders to develop and deliver digital strategies and operating models (enterprise-wide, specific functions or shared services) providing new or enhanced capabilities, while driving efficiency.
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FinTech
Grant Thornton’s cross-functional, dynamic team of specialists can help with your FinTech needs. Whether in supporting existing market participants looking to innovate in products and services, or new entrants seeking to upscale their FinTech businesses within the complex financial services environment, we have the solution for you.
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Forensic Accounting
Organisations may undergo some type of dispute or internal investigation during their lifetime. Our Forensic Accounting team can seek evidence that can make the difference between finding the truth or being left in the dark.
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Objectives and Key Results (OKRs)
Objectives and Key Results (OKRs) is a goal setting framework that helps teams, individuals and organisations set and track measurable goals. At Grant Thornton we understand the highly competitive and increasingly demanding environment in which your organisation operates, along with constant pressures to grow and innovate.
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People and Change Consulting
Grant Thornton engages with clients to effectively build and implement the learning, development and career progression frameworks necessary to attract and retain first-rate talent in today’s dynamic workplace.
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Prudential Risk
Our Prudential Risk Advisory Team of specialists engages with clients on a broad range of issues within the financial services sector, developing and implementing tailored strategies to manage and mitigate many types of financial risk.
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Quantitative Risk Services
Our Quantitative Risk team comprises more than 20 specialists educated to postgraduate level in relevant disciplines including Mathematics, Statistics, Engineering, Computer Science and Econometrics.
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Sustainability Desk
Grant Thornton’s team of experts provides a wide range of sustainability solutions, combining our knowledge of sustainability with our deep experience in providing professional services.

As employees set out to complete this process, organisations will also consider their direction within what is still very much an uncertain operating environment.
As a result of the current economic environment, organisations may assess where ‘non-critical expenditure’ can be cut within their business – often Learning and Development expenditure is among the first on the agenda when it comes to such cuts. While deciding to cut back on their L&D priorities, there may be short-term cash benefits, but it is important for organisations to consider the potential long-term implications these cuts may have.
Recent research by Microsoft in its ‘Work Trend Index Report’ found that over three quarters of employees surveyed indicated that they would remain at their company longer if they could benefit more from learning and development support, with 68% of leaders reiterating the importance of growth and development opportunities for retention.
The connection between development and retention is clear, and organisations operating in a difficult labour and economic environment might want to assess how continued investment, rather than pulling back on employee L&D can positively impact retention, engagement, and business growth in the long-term. With the hiring costs soaring, it is much smarter to retain good employees rather than look for new ones!
So, what should organisations consider when aiming to complement their employee learning and development strategy with overall business growth objectives?
Firstly, consider the learning culture that exists within the organisation. Last year, Mercedes-Benz committed to investing €1.3 billion in the learning and development of its staff by 2030, a clear signal towards the growing recognition of the importance of creating supportive environments for the development of today’s workforce. At an organisational level, there needs to be appropriate and effective structures, processes, and technology in place that are all aligned to encourage learning.
Secondly, it is important for organisations to position learning and development as an important strategic factor when considering business growth. Last year, almost three quarters of leaders reported that learning and development has moved more into the spotlight to get a seat at the ‘executive table’ in their organisation. In line with this, we see more and more companies creating Chief Learning Officer positions in their organisations to reflect its growing strategic importance.
Finally, identify where the skills and capability gaps are at each level of the organisation, and how an investment in learning and development can be better suited to help fill those gaps. This encourages a greater focus to be placed on developing rather than buying in talent from the labour market.
I believe the case is clear that L&D is no longer a ‘nice to have’, it’s a necessity for success, engagement, and retention for today’s workforce. It makes good business sense as well.