International Women’s Day (IWD) is a global opportunity to recognise and celebrate the social, economic, cultural and political achievements of women, while also reflecting on the progress that still needs to be made institutionally. Despite meaningful progress being made in recent decades, achieving true gender equity continues to require intentional, reliable and consistent effort across all sectors.
This year’s theme for IWD is ‘Give to Gain’, highlighting the impact of action with intent and reciprocity and support. The theme encourages everyone who is in a position to do so to share industry knowledge and give time, access and opportunity that not only opens doors for other women but also creates stronger more inclusive workplaces.
At Optio, we asked some of our female colleagues what this year’s theme means to them and how they see it reflected in their work and experiences.
Q&A:
What does this year’s IWD theme mean to you personally, and how does it show up in your day-to-day work or life?
Fay Little, HR officer - Give to gain could be a personal mantra for me. Being in the people part of any business means balancing business and employee expectations. I’m a firm believer in investing time to get things right and helping others improve their skills and knowledge, even when busy. In the long run, that time is an investment for everyone, which fits nicely alongside this year’s theme.
Joanna Eilts, head of legal - This year’s theme resonates with me because creating genuine space for others benefits everyone. It’s about giving women a real seat at the table and recognising the unseen challenges many have faced. In my day-to-day work, this means being mindful of whose voices are heard and how potential is recognised. When we get this right, we gain talented professionals whose abilities may not previously have been fully used.
Carrie-Ann Hallet, head of insurer partnerships - To me, Give to Gain is a reminder that career development is enabled by access, exposure and opportunity. With hybrid working, many organic learning moments have reduced. That’s why “giving” access is so important. Giving someone access to a meeting, contact or network can be transformational. When we share our time and access, we accelerate others’ development and strengthen our teams and leadership capability.
Zemfira Knott , director at Northcourt & ESG chair - Give to Gain is about recognising progress is a team effort. Sharing knowledge openly strengthens outcomes for everyone. I find satisfaction in mentoring, opening doors and sharing experience through programmes such as Women in Nuclear UK and at Cambridge Judge Business School. Managing an MGA is built on collaboration, which is key to long-term success.
Insiyah Davenport, chief risk officer - For me, the theme is about being intentional. Progress happens when we notice who is being heard and act on it. In my work, that means ensuring different perspectives are genuinely welcomed and challenging assumptions. Outside work, it is about modelling fairness so the next generation sees equality as normal.
Can you share an example of a moment when you’ve seen positive change aligned with this year’s theme—either at work or elsewhere?
Eilts - I’ve seen brilliant women thrive in environments where they didn’t feel pressure to “fit in.” Often, all it took was someone giving them an opportunity or backing them to do things in their own way. The impact was clear for both the individual and the wider team.
Knott - Supporting women through leadership programmes has shown me how creating safe spaces leads to stronger voices, greater confidence and better workplaces. In male-dominated sectors, generosity of time makes a real difference, building trust and long-term relationships.
Hallet - I’ve seen the impact of Give to Gain through mentorship. Leaders who prioritise coaching or create space for someone to step into a new opportunity make a lasting difference. The gift of time is powerful. When someone feels supported and stretched, it creates a ripple effect and is more likely to be paid forward.
What is one practical action (big or small) that individuals or organisations can take to better live out this year’s IWD theme?
Knott – Be intentional about mentorship and actively advocate for others when they are not in the room. Share knowledge openly. Start small: one introduction, one conversation or one opportunity can have a ripple effect.
Eilts - Actively give voice and seek out different perspectives. Inclusion isn’t a zero-sum game. When we give trust and opportunity, we gain stronger teams and better decisions.
Davenport - Be deliberate about opportunity. In risk and insurance, careers are shaped by exposure. Look carefully at how stretch assignments are allocated and widen the field. Progress has come from leaders choosing to sponsor talent, not just mentor it. Advocating for someone who is not in the room remains one of the most powerful actions we can take.
Little - Remember everyone’s input is important and we have a bigger impact together. Offer support informally or through mentoring, apprenticeships and internships. Remove stigma around who can be an apprentice or mentor. We all have experiences and strengths to share.
What barriers still exist that make progress on this theme challenging, and how do you think they can be addressed?
Davenport - Unconscious bias remains a persistent barrier, particularly in technical environments. It shows up in subtle assumptions about who is ready or credible. Caring responsibilities can also create perception gaps. Addressing this requires measuring outcomes, reviewing promotion data and holding leadership accountable. Flexibility must be normalised across genders. Cultural change accelerates when leaders challenge their own assumptions.
Little - Barriers often come from pace and pressure. It’s easy to focus on your own work, but there is always time to invest in others. We’re all on the same team, so whatever we give in support, we gain as a whole.
Looking ahead, what would success on this year’s IWD theme look like to you in 5–10 years’ time?
Davenport - In five to ten years, success would mean balanced leadership is simply expected and embedded. I would like to see more women in senior underwriting, risk and executive roles, with pay equity transparent and routinely reviewed. Progression should be based on capability and contribution. The next phase is making change sustainable and self-reinforcing so equality is a standard.
Hallet – In ten years’ time, success would look like a culture where giving access and time is instinctive rather than intentional. I’d hope it becomes a habit rather than a specific initiative or action. This would mean more diverse leadership pipelines, resulting from people at all levels having been consistently given exposure to opportunities that broaden their experience and confidence.