A global training and development programme launched by XL Capital for 27 of its brightest young professionals wound up last week but not before four of the participants ran The Royal Gazette through what they had gained from taking part in the intensive two and a half week session.

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The training programme, which XL launched on October 7, gave the hand-picked group (each identified as having "high performance potential") of young professionals (each in their mid to late 20s) access to senior management in the company as well as opportunities to network with peers from across the XL group.

Kicking off the initiative was none other than CEO Brian O'Hara who said the aim of the programme was to eventually "inculcate" a common business culture across the group.

In addition, each member of XL's executive management board (EMB) led sessions for the group.

The participation of senior management was cited by the participants interviewed as one of the best features in the programme.

Although the group was made up of XL professionals from across the group - including Bermuda and offices in Europe, the US and Latin America - Bermuda was said to be the obvious choice to hold the programme. In an earlier interview with The Royal Gazette Mr. O'Hara said it was felt that the Island was the most appropriate place as it is the company's global headquarters.

Yu Li, who has worked for XL for nearly three years now, said he found the most value from learning about XL's core values: "That made me comfortable with the company's corporate culture and with working for XL Capital".

Dr. Li, a vice-president of research with XL Weather and Energy, said the programme was also valuable in that it gave him a broader sense of the business XL is in.

"Each of us is working in a very specialised area but now I have an expanded knowledge of XL's products. I can now recommend products to clients that are outside of my area."

Kavan Tucker, who only started with XL four days before the programme started, said the programme was an invaluable experience because of the participation of the EMB and senior managers, which meant he got to have "good interaction with very knowledgeable people".

Although the group were pulled away from their day-to-day job responsibilities while taking part in the programme, it wasn't a walk in the park either with participants saying it wasn't uncommon to spend 11 to 12 hours a day at XL House.

And some were in contact, as much as possible, with their offices and even helping to troubleshoot problems from Bermuda.

Dr. Li said: "I stayed in touch with my unit and was working on a business problem."

But Sarah Carr, who is based in the Bermuda office, said managers had been supportive of their participation, and everyone was freed up as much as possible from their normal responsibilities to focus on the programme: "There has been so much enthusiasm for the project and what it represents," she said.

Rhett Hewitt said of the experience that "apart from being fantastic" the most important aspect was the opportunity to build relationships.

"Of the 27 participants, I didn't know a single one. But I feel that socially and professionally we will stay in touch during our XL careers, at the very least."

Indeed the group was divided into four groups that will each be completing assigned projects together over the next few months.

Ms Carr said she thought the programme underscored the value XL put on diverse approaches to business: "I got a feel for what XL is looking for in its people and the diversity in staff. Of the 27 participants, there were very different approaches, some were chatty, some were quiet. At the executive level, we saw that they were coming from very different backgrounds."

She added: "The experience showed me what the company stood for and felt strongly about - they don't want us to be cookie cutters."

The programme that just concluded was phase one of a larger training and development programme being launched to eventually reach all staff.

The need to formally organise this kind of programme followed the company's rapid expansion in recent years with Mr. O'Hara saying the company had seen exponential growth in the last five years, on the back of several large acquisitions."As we have grown from less than 200 employees five years ago to a global organisation of approximately 3,200 employees, so have the demands on management.

This measure will prepare our people to successfully meet the global demands of our company and the industry today and well into the future." He added that the programme was designed with this now larger organisation in mind, and to bring some commonality to an organisation that now operates in 30 countries around the world."This to establish a common culture and common business values," Mr. O'Hara said.