Human talent

Human talent

We understand that people are the core of our strategy

We recognize that people are at the center of our organization, the identity and culture, and attempting to leverage their development and their relationship to the environment.

Accordingly, we intend to enable people, based on flexibility and diversity, to fully develop their being and their potential to generate value for the company, for their stakeholders, and for society as a whole.

When we speak of human talent, we are referring to the people and their relationship to the environment, where the interaction of their skills, traits, principles, knowledge, experiences, attitudes, character, and initiatives are the skills that enable them to learn and develop in different contexts.

We understand that people whole beings, in a state of continuous development, with the ability to adapt and transform themselves and transform their environment.

“A human being is that person who can always be different”.

Training and development

People, with their talents, ideas, and behaviors, enable the company to endure over time, achieve its objectives, and contribute to society.

For our teams, we want people who question themselves, who have dialogues, and know their environment; free and autonomous human beings who are in constant development and evolution; people who go beyond their role as employees and who, based on the tools we make available to them, can raise their level of awareness to become responsible citizens.

This is why we provide forums for training and development, based on a set of competencies that leverage our purpose of creating sustainable profits and harmonious growth. Listening, conversing, emotional understanding, self-knowledge, and research are some of the competencies we are constantly trying to develop in Grupo SURA.

Inspiring leadership

We believe in a leadership that promotes open dialogues and constant listening because these are the only way to build trust-based relationships.

This leadership starts by recognizing, valuing, and understanding others and their environment, based on their diversity of thoughts, behaviors, and situations. We understand that only by understanding others as a whole we are able to drive and inspire personal and team development, increase cooperation, consistency, and trust, the trust that is based on a shared purpose.

Because we are a company with a regional reach, that promotes the ability to exert influence, dialogue, and leadership, we have a prospective and strategic of the environment and contribute to the harmonious development of the territories where we operate.

We want the best talent for our team

Work with us!

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We promote the well-being of our employees

To protect the physical, emotional, mental, and financial health of our employees, we implemented policies that contribute to each individual’s development and well-being, and we promote healthy, sustainable lifestyles that go beyond the work, family, and social spheres. 

See our occupational health and safety policy

Cultural diversity

In the SURA Business Group we have different policies, procedures and means for the prevention and attention of cases of discrimination and harassment.

The company has the Code of Conduct for SURA, SURAMERICANA and SURA AM. This Code provides various statements about cultural diversity and fair treatment, and prohibits discrimination based on sex, race, nationality, religious belief, or political affiliation.

As a multi-Latin group, we have a cultural diversity in our employees and with it the opportunity to strengthen organizational practices.

99% of the company’s employees are of Latin American origin and the main nationalities are 69.1% Colombians, 11.39% Mexicans, 7.74% Chileans, 2.6% Peruvians, 2.09% Argentines and 2.04 Salvadorans and their percentage of participation in the administrative levels is 56.8% , 12.5%, 9.3%, 3.15%, 4.9% and 2.6% respectively.

See our Inclusion and Diversity Policy

Climate and organizational commitment

In 2021 we carried out the measurement of organizational commitment in which 5 statements were evaluated transversally in the SURA Business Group, obtaining a result of 95.07 and with a coverage of 48% of employees.

Some numbers about our employees

65.3%

Mujeres en la fuerza laboral

49.6%

Mujeres en posiciones gerenciales

5,279

Número de contrataciones

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Compensation

Our compensation system includes fixed payments and other incentives reflected as follows in the organizational structure.

Level

Average women’s annual salary in dollars

Average men’s annual salary in dollars

Average women’s annual salary in COP

Average men’s annual salary in COP

Executive level $ 116,729 $ 153,986 $ 436,927,153 $ 576,383,457
Executive level (includes other incentives) $ 173,124 $ 224,397 $ 648,018,713 $ 839,938,167
Managerial level $ 31,749 $ 37,540 $ 118,839,364 $140,515,599
Management level (includes other incentives) $ 36,093 $ 45,031 $ 135,099,347 $ 168,555,086
Non-managerial levels $ 12,750 $ 15,077 $ 47,724,398 $ 56,434,568

The average annual compensation for employees, not including the president, is USD 51,971 or COP 194,532,130
Verification of compensation data (see page 100)

 

Annual compensation for top executives

Fixed: 60%
Variable: 40%

Variable compensation is part of the total compensation of the CEO and the Executive Committee. It is made up of short-term and long-term incentives, both tied to financial performance indicators and sustainability metrics. As of 2021, our sustainability goals have greater relevance in the evaluation in order to carry out a comprehensive review of compliance with the Company’s strategy.

In Grupo SURA, this compensation is paid as follows: 60% in cash and 40% in shares. For values generated in shares, a clause applies in which they are not made effective in the event of dismissal of the employee for issues related to fraud or fraudulent action.

Level Long-term Incentive Short-term Incentive
Financial Long-term ROE

Short-term ROE

Relative financial metrics  

Average measurement indicators of sustainability and Sustainable Finance

Performance period 3 years 1 year
Time allowed for the CEO’s variable compensation 5 years

0

Multiple of the base salary paid in shares to the CEO 10.6
Multiple of the base salary paid in shares to members of the executive committee 5.4

See more

Find more information in the 2021 Annual Report