Pramerica Life Insurance has built a workplace where ethics aren’t confined to mission statements but drive daily operations. The company has succeeded where many fail: translating corporate values into concrete behaviours that influence decisions, shape interactions and determine consequences.
“Consistent and clear communication is our foundation,” says Sharad Sharma, chief human resources officer, Pramerica Life Insurance. This clarity begins with senior leadership and cascades to the farthest reaches of the organisation. Whether stationed at a sales desk in a remote location or working from corporate headquarters, every employee receives actionable guidance on the Pramerica way of working.
One distinctive practice is the annual physical gathering of the sales leadership team in Gurgaon at the start of each financial year. Unlike typical corporate events, these sessions foster genuine dialogue. Regional heads and team leaders—who serve as cultural ambassadors across the company’s network—engage directly with senior executives to address issues of talent, retention and ethical conduct.
“Consistent and clear communication is our foundation. This clarity begins with senior leadership and cascades to the farthest reaches of the organisation.”
Sharad Sharma, chief human resources officer, Pramerica Life Insurance
The company operates with extraordinary clarity about behavioural expectations. “Values are not optional,” asserts Sharma, emphasising that the organisation maintains zero tolerance for ethical lapses. “Consequences are immediate and clear,” he says, highlighting a culture where misconduct meets swift action—and integrity receives visible recognition. Through peer-to-peer and supervisor-driven recognition programmes, the company elevates those who exemplify its core values. In this ecosystem, recognition transcends mere performance metrics to celebrate character.
Dialogue over dictation
Pramerica’s approach to values-based culture relies on continuous conversation rather than scripted communications. CEO town halls occur quarterly, immediately following board meetings, functioning as transparent platforms to communicate strategic direction and progress. Sharma himself hosts “Friday Boosters”—informal yet purposeful virtual check-ins with randomly selected employees across locations. These sessions serve as cultural pulse checks, offering staff a safe space to voice concerns, suggest improvements and understand expected behaviours.
Among the company’s most effective cultural tools is “Apki Awaaz” (Your Voice)—a travelling leadership initiative bringing executives face-to-face with employees throughout the organisation. What distinguishes this programme is not merely the listening but the commitment to closing feedback loops within 48 hours. Whether addressing a productivity suggestion or a process challenge, employees witness prompt action or receive transparent explanations.
This rapid feedback-response cycle conveys that employee input genuinely matters, fostering deeper emotional investment in the company’s journey. The practice transforms engagement from an annual survey event to a lived, weekly experience.
Another innovative touchpoint is “Book Nook”—an informal forum where the CEO engages with employees through stories and shared learning. These interactions embed ethics and aspirations into collective narratives, transforming values from corporate policy into a way of life.
Co-created belonging
The sense of community at Pramerica isn’t engineered through top-down policies—it’s collectively developed. Central to this philosophy is “Sparkle”, a cross-functional engagement committee including employees from both field and corporate teams. “Unlike most corporate-driven engagement programmes, Sparkle is owned by the people,” says Sharma. Each zone or region drives its own engagement agenda, with corporate HR providing framework rather than control. This approach empowers local teams, nurtures regional identity and ensures every initiative resonates at the grassroots level.
New employees, often most vulnerable to cultural disconnect, receive support through comprehensive buddy programmes at both field and head office levels. These buddies function as cultural translators, helping newcomers navigate not only operations but also unspoken codes of conduct and team dynamics. This human-centred onboarding accelerates belonging from day one.
With nearly 70-80 per cent of Pramerica’s workforce in sales roles, the company invests substantially in training that extends beyond product knowledge and sales techniques to embed values and cultural expectations into its sales force. Induction, shadowing and on-the-job training help employees grasp the distinct “Pramerica way” of conducting business.
Gender inclusion in action
The company has implemented substantive measures to advance gender inclusion. The “She Shines” mentorship platform connects women employees with senior leaders, including the CEO, facilitating honest conversations about growth, challenges and aspirations. “Since its launch in March 2024, over 150 women employees have benefitted from this initiative. These aren’t token interactions—they’re platforms for vulnerability, guidance and empowerment,” Sharma notes with evident pride.
Complementing this is the “She Strong” and “She Savvy” programme clusters, designed to support women’s physical and financial wellbeing. These initiatives form part of a coherent strategy enabling women to lead, thrive and shape the company’s future. The emphasis rests not merely on policy but on people: creating an environment where women feel recognised, heard and supported.
What truly distinguishes Pramerica’s culture is not simply having a values framework but incorporating feedback mechanisms to refine and sustain it. The company analyses employee surveys, actively solicits feedback and uses data to iterate on its practices. It’s less about celebration and more about calibration.
From leadership town halls and two-way digital platforms to field-level buddy systems and employee-led engagement, Pramerica’s culture-building represents a masterclass in values-as-action. Ethics aren’t mandated—they’re experienced. Belonging isn’t engineered—it’s co-created. Recognition isn’t transactional—it’s transformational.
As Sharma succinctly puts it, “We mean ethical working. We mean a workplace that is built on mutual respect and value-driven conduct.” Perhaps what most sets Pramerica apart is creating a culture where what gets rewarded isn’t just performance but the manner in which it is achieved.