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!

Register and check our vacancies

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

Sexual harassment prevention and attention

We are an organization committed to actively promoting respect for human rights in developing its business, portfolio, and value chain.

Therefore, the corporate philosophy and promotes the construction of new ways to respect and repair human rights.

Learn more about our policy here

Occupational Health and Safety

The companies of the SURA business group have occupational health and safety systems that seek to generate safe and healthy work environments and promote the well-being of employees.
The companies have policies, annual work plans, procedures and participation mechanisms for employees.

Total number of lost workdays due to injuries, accidents, fatalities or illness: 3,553
Severity rate (million hours lost due to injuries): 0.028

The company has support groups such as

Copasst: is responsible for promoting and monitoring compliance with occupational health and safety standards. Similarly, it is a mechanism for employee participation and communication between employees and employer.

Labor Coexistence Committee (CCL): made up of employees in order to promote healthy labor relations and prevent situations of workplace harassment and in the event of any situation of harassment, the CCL receives it through the mechanisms provided in each company and the managed through the procedures that are held within it.

Emergency Committee: it is responsible for coordinating at a strategic level the execution of the activities that must be carried out for the comprehensive management of emergencies, mitigating the consequences on people, facilities and equipment.

Labor flexibility

Flexible hours: as a response to diversity and the challenges posed by our environment, we allow our employees who are not responsible for assistance or customer service to work flexible hours so they may find balance in all the spheres of their lives.

Time bank: we have implemented different strategies, such as working four addition hours a week to leave Friday afternoons free, having a free afternoon off on people’s birthdays, and have a short workday on Fridays.

Tele-work: at Grupo Empresarial SURA we promote teleworking and working from home.

Part-time working options: mainly in health care positions.

Protection of maternity and paternity

Lactation rooms: in our facilities we have lactation rooms with adequate conditions for the extraction and storage of breast milk, to later transport it home and dispose of it to feed the baby, in the temporary absence of the mother.

Protection for breast-feeding: after the end of maternity leave, our employees have a staggered return to the workplace and have the benefit of working part-time remote work for up to two months.

Extended parental leave: in addition to the legal licenses for the main caregiver and the second caregiver, the Company grants 3 paid working days in the event of the birth or adoption of children, (both for the main caregiver and for the secondary caregiver) and has the benefit of extralegal vacations (between 15 and 40 days per year depending on seniority) that can be used as an extension of the license.

Childcare facilities or contributions: in Colombia, Grupo SURA has agreements with private institutions for childcare. In countries such as Chile, the Company directly pays the nursery/nursery expenses for children of employees under 2 years of age in accordance with internal policies. 

Education

We invest in the talent of our employees at all levels, enabling programs and activities that allow them to better understand themselves, develop skills and strengthen work teams.

Average hours of training per employee: 40
Average investment in training per employee is $573,693 COP.
Over the past year, we have invested $17,698,894,132 COP in training and development programs.

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

See more

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

See more

Find more information in the 2021 Annual Report

Ver informe