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 2024 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 78.39% colombian, 6.64% mexican, 6.16% Chilean, 2.56% peruvian, 1.62% brazilian and 1.44% panamanian.
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See our Inclusion and Diversity Policy
Some numbers about our employees
65.9%
56%
5,086
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%
It is composed of short-term and long-term incentives, both linked to financial performance indicators and sustainability metrics. As of 2021, our sustainability objectives have greater relevance in the evaluation to perform 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 the values generated in shares, a clause applies in which they do not become effective in case of dismissal of the employee for issues related to fraud or fraudulent behavior.
This variable compensation is part of the total compensation of the CEO, Executive Committee and managers, the latter represent 9% of Grupo SURA’s employees excluding Senior Management.
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.
During 2024, we made progress in reducing pay gaps through detailed analyses, improved evaluation criteria, and compensation adjustments. The overall pay gap was reduced at all levels: in base salary, the gap in Senior Management decreased from 31.3% to 19.88%, in Middle Management from 16.8% to 13.17%, and there was progress in Junior Management and non-management 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.