Assurant

See which workplaces made this year's list.

Employees say:"Leaders at Assurant encourage and empower employees, fostering a sense of belonging and value. Managers and senior leaders are approachable and open to innovation, making employees proud of their contributions. The pride I have knowing that I add value, I'm respected and a part of a team is amazing. #assurantproud"

Best Large Workplaces in Financial Services and Insurance

Almost $20 trillion in revenue—and a record-breaking $1.87 trillion in profits. Introducing the 2025 Fortune 500, the definitive list of the biggest companies in America.

Fortune 500

The 300 companies on this year’s list brought in over $12.6 trillion in revenue for the latest 12 months, with the median revenue figure at $22 billion.

America's Most Innovative Companies

The Fortune 500, in its 70th year in 2024, ranks the biggest U.S. companies by revenue.

The 200 companies on this list are transforming industries from the inside out.

The 300 companies on this list are transforming industries from the inside out.

Fortune partnered with Great Place to Work to analyze survey feedback representing nearly 100,000 U.S. employees.

GPTW New York 2023-Assurant, Inc._1205926-4

Employees say: 
 
"Assurant's values of common decency, common sense, uncommon thinking, and uncommon results are demonstrated through how the company makes decisions about pay, benefits, policies, practices, and so on. For example, senior leadership has monthly meetings to talk about what's happening at the company. All employees can attend globally, and senior leadership will respond to every and any question asked by employees."

35 Best Large Workplaces in New York

The Fortune 500, in its 69th year in 2023, ranks the biggest U.S. companies by revenue.

This year’s Fortune 500 marks the 68th running of the list.

This year’s Fortune 500 marks the 67th running of the list.

The New York-headquartered insurer offers a wide range of products, including extended service protection on electronic devices and appliances, homeowners and flood insurance, renters insurance, and pre-funded funeral insurance. Over the past 10 years, it has produced an average return to shareholders of some 16% per year.

This year's Fortune 500 marks the 66th running of the list.

F500-2020_315_Assurant

New York City insurance provider Assurant covers homeowners, renters, vehicle-owners, travelers, and even seniors who seek to pre-arrange funeral and final expenses.

This year's Fortune 500 marks the 65th running of the list.

This year's Fortune 500 marks the 64th running of the list.

This year's Fortune 500 marks the 63rd running of the list.

This year's Fortune 500 marks the 62nd running of the list.

This year's Fortune 500 marks the 61st running of the list. Wal-Mart claims the top spot again. See who made the list.

Wal-Mart stayed on top as its sales crept closer to half-a-trillion dollars. Apple moved into the top five. And UnitedHealth Group continued its steady climb. 

Best Workplaces In New York

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Best Workplaces In Financial Services And Insurance

Founded in 1892, Assurant provides protection services to connected devices, homes, and automobiles around the world, and operates in two segments: global lifestyle and global housing. Formerly known as Fortis, Assurant services over 325 million customers around the globe.

Q2 2025

Q1 2025

Q4 2024

Assurant (AIZ): Company Profile, Stock Price, News, Rankings

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Assurant | Fortune

Assurant (AIZ): Company Profile, Stock Price, News, Rankings | Fortune

Fortune Editors

Fortune 500 Power Moves: Which executives gained and lost power this week, Aug. 9-15, 2025

/2025/08/15/fortune-500-power-moves-aug-9-15/

[ MUSIC ] Owen when you became CEO of Insurance few years ago the first thing you set out to do was to change the company and I'm just wondering what was the key thing that you identified that you said It's time to reinvent this 120 year old company. The discussion I had with the board as part of becoming CEO was how do we think about the future and we are proud hundred and 20 year old company. But if you looked at the stock performance, other than the first few years after our IPO in 2004, we had been average best performer. And so what I talked about with the board is if we want to outperform We cannot stand still. So I laid out a real simple agenda which the board embraced which was around we need to pick the businesses that we want to be in that we can win at. We have a right to win. And we need to operate differently. So I had good alignment with my board from the day I took the job. How hard was it to get the board comfortable with this idea and also your employees? With the board. You know, I had the advantage of I knew the company well I've been around a long time and it was a discussion with here's what we need to do. And you know it took a little bit of time to get them comfortable. But things like the bold moves like exiting our health business selling our employee benefits business by the way. Those were the first two companies that built it. What is now Assurant. With employees is much bigger challenge and all you can do is communicate, be transparent, be honest, be direct and communicate. What was the first thing that you needed to do after you left the okay from the board? We had a history as a holding company effectively before I became CEO of not really doing things that company wide level. We immediately changed that. We started doing worldwide employee meetings, I started communicating with employees globally, I put in place something called Askelon, any employee can write me on anything and I'll respond personally. Did you respond to all of the queries? I still do. You still do. Why was this so important, of getting the employees Engaged We have 15, 000 employees, what I do matters but what really matters is what the 9000 people on the front line do when they engage with consumers. And every one of them every day is making decisions, the more they understand about what we're trying to do, the more they feel That they're part of a company they can believe in and trust. I heard you did special gestures too. You were very approachable, very visible. And I heard you had this rule, never eat lunch alone. Which was every day with somebody in the company. How important are little things like that? I always try to engage with people, you need to be external. I just wrote a piece from some forums I was at recently for our Internet around, I don't care what your job is, go and talk to somebody you don't normally talk to. I'm very approachable, and they see that I'm acting with integrity. We're doing what we say, we actually do it. Very important. How did you know that you were on the right track? You don't know right away because it takes time for results to happen where I started to feel it is when I would go talk with employees and I heard back excitement about the future where we were going. Which in the past, people felt very proud about the piece they worked in. But there wasn't that kind of feeling about Assurant. What did you find with the key in terms of pulling that off so that people were willing to try new things and experiment more rather then going back to the old way of doing things. As the world You don't have as long to adapt. So it was pushing speed and urgency was probably the biggest change. We created something called the fondness exercise, so before you could criticize the idea, you had to articulate what was good about it. So people know they can't just start explaining why well, we tried it before didn't work. They actually have to articulate the fondness, that was a big change. And then how do you as CEO Cope with when things don't work out even though it was a good idea, but it didn't pan out. I have no problem with something doesn't work. If we are honest about it, we are upfront about it. And then if it doesn't work, we'll stop it quickly. Better to try something and have it not work where I get upset is people hide the truth. They don't tell you it's not working. They tried it maybe time will fix it. There's no harm in trying something didn't work, but then need to quickly move on if it didn't work and learn from it. What would you say was the most important leadership lesson you've learned through this whole transformation process at a [ UNKNOWN ] My biggest regrets are probably it took me too long to make this decision or too long to get organization x I would urge speed. It's almost better to be partially right and then improve as opposed to wait to try to get to a really good answer. [ BLANK_AUDIO ]

Assurant CEO Leadership Tip For Change: Speedy Action

Leadership

Alan Colberg tells how he transformed the century-old insurance company.

[ MUSIC ] Alan, let's start by talking about the business of Assurant. What exactly does your business do? So, what Assurant fundamentally does is the consumer is buying something expensive. So, for example, they're buying a house, they're renting an apartment, their buying a car, they're buying a cell phone They need to get value out of that ownership, they need it to work, they need to get the full value they expect and what we do is we protect around the reputational risk of if you lose it or breaks. But increasingly, we're providing services around the ownership and enable you to really get value out of owning these devices and items. So your services sound sort of like tech support. You repair, you troubleshoot. You make sure those expensive items that people buy are constantly working. Your phone, your car, your thermostat. How is this different from services like AppleCare, for example? Well, they're similar. So we're actually partnered with AppleCare on a variety of things. Where, for example, here in the US, if you go to the store in Apple, and buy AppleCare Plus Apple is providing the mechanical breakdown and we're providing the traditional insurance elements. Outside of the US we're providing, with Apple, much more than that. What we're providing the mechanical breakdown, for example in Japan, working with Apple. So the more the people buy let's say this tech devices the more they turn to you for support and I guess with all these trends for the connected home, Yeah. The connected car, that's gonna mean more business for your company, right? Yeah, one of our big growth areas last couple of years in our connective living businesses is what we call premium tax support. Which is the consumer typical consumer. You have a ring camera you have a nest thermostat you have an Alexa you have a router from Comcast and you have your cell phone from T Mobile. You can't get it all to work, what do you do? Or you call and we actually troubleshoot it and get that The consumer up and running. Well, you just came out with your latest earnings, another quarter of better than expected earnings, revenues and even assurance Doc, despite all the market sell offs that we've seen recently is still up 24 % so far in 2019, what do you have to do to keep up this pace of growth? Well, I think the positive is we have very strong momentum. So we've had our investor day earlier this year. We said over the next few years we expect we can grow EPS on average 12 % a year driven by earnings growth. The primary driver double digit earnings growth. So we have better than market growth, we're winning more clients. So we're gaining more subscribers, for example in mobile we're up to 48 million subscribers who have our service That would have been 30 million a couple years ago. Well, your whole business depends on consumer confidence and their confidence to spend more money. And as you know, there are now all these new fears about trade tensions with China and worries that all of that could slow down. Our economy, I mean, to what extent do you think all of these headlines could make consumers more cautious about opening up their wallets? So clearly, if you're a consumer, you read all of this, it's pretty scary. Now for us fortunately, we're largely an install based business. So we have 100 million, subscribers between our auto and our mobile business. What tends to happen in a downturn The persistency on our products goes up cuz, the consumer can afford even less to have it not work and, not be there when needed. So, we tend to keep our relationships longer with the consumer. And, most of our revenue and, profit come from things that have already been sold. So, we're pretty Insulated as assurance from the trends but certainly as a consumer, it's pretty scary. Well as you plan for assurance for the rest of this year and going into 2020 how are you preparing for a changing economy possibly. For us, it's more about thinking longer term. Consumers are always gonna buy things or rent them. And they are going to have problems with them. That is our business. So, we just need to be adaptive to what consumers are buying or renting. How they are buying or renting them. So, we are always trying to look ahead to those evolutions. The warranty group which we purchased last year. The reason we purchased that company was to give us clear market leadership around the auto. And you think about all the trends in auto the connected car, electric vehicles, ride sharing, autonomous vehicles As the clear market leader around service contracts, we can invest to be the winner no matter how that evolves. What are you most hopeful about for the year ahead? What I get excited about is when we do something new and innovative that helps us in the market. So I'm excited about all the experience. We have pilots, particularly around the connected apartment or their connected home Where nobody's really figured out how that might work. We have many, many pilots going in many regions of the world. I'm excited when those work. I'm also excited if they don't work, cuz you learn and you then can evolve it and move it on. But I I just look at this disruption we have, the change in everything for the consumer. It creates lots of opportunity if you're willing to evolve and transform your company. [ BLANK_AUDIO ]

Assurant CEO Sees Double Digit Earnings Growth for Insurer

Tech

Tech support, not just insurance, on things like mobile devices bring in big bucks.

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Assurant in Fortune Rankings

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