Leadership is a commitment that transcends formal hierarchies. Each leader, whether in a formal or informal role, acts as a facilitator of knowledge and adaptation, which are essential elements for moving together toward our strategic objectives. That is why we foster individual and collective leadership and define a leadership style that supports our vision as a Financial Group.

Attracting and selecting the best talent is the starting point of our human capital strategy. We manage this through structured processes that combine merit criteria, competencies, and diversity, with differentiated initiatives across each company in the Business Group.

In 2025, 19.3% of vacancies were filled with internal talent, reflecting our commitment to mobility and career development within our companies.

At Grupo Empresarial SURA, we incorporate artificial intelligence tools into our selection processes to streamline candidate pre-screening and enhance the candidate experience.

At Grupo SURA, we develop our own applied knowledge that differentiates us as an investment manager. That is why we foster a mindset open to continuous learning: we identify and close knowledge gaps, and enhance the expertise that sets us apart.

Each person plays an active and direct role in their development process, taking responsibility for their own growth, generating and transferring knowledge, and connecting with others.

To support this, 100% of our employees have access to training and competency development programs, ensuring equal opportunity and promoting a culture of continuous learning. In 2025, we invested more than USD 5.4 million in training and development across the entire Business Group.

Grupo SURA manages total compensation under criteria of internal equity, external competitiveness, and alignment with performance, as part of its sustainable talent management approach. Compensation at Grupo SURA is positioned 8% above general market benchmarks, reinforcing the Group's ability to attract and retain the talent required to execute its strategy.

Total compensation components

Strategic Achievement Incentive System

The variable compensation system covers 100% of employees and is structured around predefined indicators linked to financial performance, trust, sustainability, and financed emissions reduction, all directly tied to the Group's strategic objectives.

A minimum ROE threshold (current year ROE ≥ prior year ROE) serves as the entry condition for any bonus payment. The target bonus is paid upon achievement of predefined indicators and is expressed as a multiple of monthly salary, depending on job level.

Since 2021, sustainability objectives have gained greater weight in the overall evaluation, reflecting the Group's commitment to long-term sustainable value creation.

Long-term incentives and share ownership

For the President, VPs, and managers, 40% of variable compensation is paid in restricted shares vesting after 3 years. Shares do not vest in the event of dismissal for fraud or fraudulent behavior (clawback provision).

Accumulated equity ownership as a multiple of annual base salary:

Additionally, we are advancing in the design and implementation of the Employee as Shareholder project, aligning compensation and incentive schemes with long-term value creation.

Non-salary benefits and perks

We manage compensation through a comprehensive approach that goes beyond salary, combining monetary remuneration with non-salary benefits and perks focused on the well-being, health, and quality of life of our people. 100 % of our employees with a direct employment relationship have life insurance. In addition, we offer non-salary benefits that include, among others:

These benefits are offered in accordance with the labor conditions of each subsidiary and country, as part of our value proposition for people throughout Grupo Empresarial SURA.

Learn more about our benefits →

Pay equity

We guarantee equal pay for the same job level, regardless of the gender of the person holding it, through a salary policy based on a fair and transparent allocation system.

Additionally, we systematically monitor the average gender and category pay gap. This gap is influenced by the composition of each level, the number of men and women occupying it, and its historical trend, so we analyze it by company and category to guide our action plans. These include training on gender equality and unconscious bias, as well as a review of selection process criteria. The detail by level and company, along with the results, can be found in the annex of the 2025 Indicators Annex.

Our variable compensation was verified by an external party, and its opinion can be consulted in the 2025 Annual Report.

At Grupo Empresarial SURA, we have policies, procedures, and channels for the prevention and handling of discrimination and harassment cases. Our Code of Conduct prohibits discrimination on the basis of sex, race, nationality, religious beliefs, or political affiliation.

As a multi-Latin group, we have a diverse workforce distributed across nine countries in the region. At the close of 2025, the majority of our employees work in Colombia (73.1 %), Mexico (11.4 %), and Chile (8.6 %), with presence also in Peru, Brazil, Panama, the Dominican Republic, Uruguay, and the United States. This cultural diversity represents an opportunity to strengthen our organizational practices.

DEI in Talent Management at the Business Group:

Diversity, equity, and inclusion are cross-cutting criteria in our talent selection, development, and promotion processes. Each company has its own DEI policies and practices, aligned with a common Group framework.

Learn more about diversity and inclusion management at our companies:

We care for the physical, social, mental, and financial health of our employees through policies and programs that go beyond the workplace.

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Our wellness pillars: