Human talent
- We understand that people are the core of our strategy
- Training and development
- Inspiring leadership
- We want the best talent for our team
- We promote the well-being of our employees
- Diversity, Equity and Inclusion
- Employee well-being
- Some numbers about our employees
- Compensation
- Find more information in the 2023 Annual Report
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.
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.
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.
Diversity, Equity and Inclusion
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 cultural diversity in our employees and with it the opportunity to strengthen organizational practices.
99.9% of the company’s employees are of Latin American origin, with the main nationalities being 78.85% Colombian, 5.86% Mexican, 6.01% Chilean, 2.22% Peruvian, 1.19% Salvadoran, and 1.57% Panamanian.
See our Inclusion and Diversity Policy
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Gender balance in board leadership Grupo SURA 10.2% |
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Percentage of women total promotions Grupo SURA 100% |
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New hires occupied by women at Grupo SURA 62% |
Data as of December 31, 2023
Compensation
Grupo SURA has a competitive compensation policy aimed at attracting and retaining top talent, within the framework of the "Total Compensation" concept. This approach seeks to balance fixed remunerations, benefits, and short and long-term incentives for its employees, ensuring alignment with the company's strategy.
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 | ROE pathway |
ROE pathway |
| Relative financial metrics |
Average measurement of indicators associated with economic capital, human capital, social capital, and sustainability indicators, including natural capital management. |
|
| Performance period | 3 years | 1 year |
| Time allowed for the CEO’s variable compensation | 5 years |
0 |
| Multiple of the annual base salary paid in shares to the CEO | 3.02 | |
| Multiple of the annual base salary paid in shares to members of the executive committee | 2.8 | |
Wage gap
Equal pay is guaranteed for the same level of position regardless of the gender of the person who occupies the level and position.
We have an increased salary policy in an equitable and transparent system for salary allocation.
Working conditions and benefits are the same for all employees regardless of level or gender. There is no wage discrimination.
32.92% Global mean (average) raw gender pay gap Grupo SURA This gap is because women occupy positions in the company that receive lower salaries. Therefore, this figure shows vertical segregation (women are concentrated in lower-level positions, while men are concentrated in higher-level positions).
When analyzing the gap by position level, it is concluded that the gap is impacted by the number of male or female occupants at the levels and its historical evolution demonstrates the changes in the gender composition at each level.
Action plan to close gender pay gap
- *Training on gender equality and unconscious bias
Provide training to employees and pay decision makers (leaders) on gender equality and unconscious bias. This helps raise awareness of gender biases and stereotypes that can influence salary and promotion decisions and foster a culture of equality and fairness.
- * Review criteria in selection processes to mitigate gender biases, especially at manager and higher levels that may suggest a glass ceiling for women.