- 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
- 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.
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.
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.
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.
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.
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 maternity leave expires, the employee can have half a day working from home for up to two months.
Extended parental leave: our employees (the main caregiver and the non-main caregiver) have the benefit of 3 days of paid leave after the birth of their child.
Childcare facilities or contributions: in Chile, there is a benefit in which Sura directly pays the nursery/nursery expenses for employee’s children under 2 years of age.
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.
Some numbers about our employees
Our compensation system includes fixed payments and other incentives reflected as follows in the organizational structure.
Annual compensation for top executives
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|
|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||
|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|