
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
- Cultural diversity
- Climate and organizational commitment
- Some numbers about our employees
- Compensation
- Find more information in the 2021 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.
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
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 |
Gender pay ratio (female to male) |
Executive level | $ 116,729 | $ 153,986 | $ 436,927,153 | $ 576,383,457 | 0.76 |
Executive level (includes other incentives) | $ 173,124 | $ 224,397 | $ 648,018,713 | $ 839,938,167 | 0.77 |
Management level | $ 31,749 | $ 37,540 | $ 118,839,364 | $140,515,599 | 0.86 |
Management level (includes other incentives) | $ 36,093 | $ 45,031 | $ 135,099,347 | $ 168,555,086 | 0.80 |
Non-management levels | $ 12,750 | $ 15,077 | $ 47,724,398 | $ 56,434,568 | 0.85 |
The average (mean) annual compensation for employees, not including the president, is USD 51,971 or COP 194,532,130.
The overall gender pay gap is 0.73
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 |