Diversity, equity, and inclusion

Sampo Group works to maintain an open corporate culture and to counter any form of discrimination.

Sampo Group’s organisation and business activities should reflect the customers and markets in which the Group operates. At Sampo Group, it is believed that companies performing well in diversity, equity, and inclusion also tend to be more innovative and profitable.

Approach

The Group level guidance document regarding DEI is the Sampo Group Code of Conduct, which is reviewed annually and approved by the Board of Directors of Sampo plc. In addition, each Group company has adopted supplementary policies and guidelines for their own purposes.

Sampo Group focuses on creating an inclusive culture, building a diverse workforce for the future, and enhancing the company’s reputation internally and externally. At Sampo Group, all employees must be treated fairly and equally. Discrimination, bullying, harassment, or any other type of abusive behaviour is prohibited. Discriminatory practices regarding recruitment, job assignment, training and development, promotion, remuneration and other benefits, or general conduct in the workplace are not tolerated. At the group level, DEI is measured, for example, by age and gender distribution. In addition, the Group companies have company-specific measures and targets in place.

Sampo Group aims to listen to its stakeholders, such as employees and customers, and wants to act on their feedback, as well as bring in external expertise when needed. Sampo Group is working to regularly review its policies and practices in line with its ambitions to be an inclusive employer.

Goals and ambitions

Sampo Group seeks diversity and inclusion among employees and management.

Company-level information

Governance

If has a DEI maturity model created by If’s Head of DEI together with the Diversity Board (a steering group comprising senior leaders). The model represents four stages of maturity: Global compliance, Developing, Proficient, and Strategic. The model sets the direction towards systematically implementing DEI into every aspect of the business through internal governance, compliance, work climate, and leadership, and actively working on behavioural change. In addition, the model has four focus areas: Systems and metrics, strengthening a data-driven approach; Talent, leadership, and culture, providing support and tools to integrate diversity and inclusion into everyday processes; Employer value proposition and communication, ensuring inclusive communication; and Management, tying diversity and inclusion to performance and rewards.

Goals and ambitions  

If has set the following goals to guide its DEI work.

  • Reach an outstanding perceived sense of inclusion, defined as at least 85 per cent of employees agreeing or strongly agreeing with the statements related to inclusion in the autumn employee survey HeartBeat.

  • Have equal binary gender representation, meaning that the ratio of men/women should be 50/50 (+/- 5 percentage points), for both employees and leaders.

  • Increase diversity in management teams (i.e. Business Management Group (BMG) or the level below BMG) by 30 per cent by 2026 (baseline 2022), defined as selected under-represented groups, including people of colour and non-binary gender.

Governance

Topdanmark’s HR department is responsible for the company’s diversity policy, the human rights policy, and the Code of Conduct. These policies are approved annually by the Board of Directors.

Goals and ambitions

Topdanmark has set the following goals to guide its DEI work.

  • At least two of each gender among the AGM-elected members of the Board of Directors.

  • Maximum 60 per cent of one gender at management levels 1 and 2.

  • Maximum 60 per cent of one gender (on average) at all levels of management.

  • Maximum 60 per cent of one gender in the succession planning for levels 1 and 2.

Governance

Hastings has a diversity and inclusion strategy with three focus areas: creating an inclusive culture, building a diverse workforce for the future, and enhancing the company’s reputation internally and externally. Hastings’ approach involves listening to its employees and acting on their feedback, as well as bringing in external expertise when needed.

Diversity and inclusion are positively promoted within Hastings’ customer and employee policies and processes, and the company is working to regularly review its policies and practices in line with its ambitions to be an inclusive employer. Hastings’ Inclusion Council works across the business to promote new ideas and best practices, focusing on eight core areas: gender balance, ethnicity and culture, sexual orientation (LGBTQ+), religion and belief, disability (visible and invisible), age, social mobility, and careers and family-friendliness. The Inclusion Council is a voluntary employee network group that advocates for change and pushes boundaries. Each member is responsible for leading in a specific area of diversity that they are passionate about, supported by aligned Executive Committee sponsors to achieve goals.

Goals and ambitions  

Hastings has set the following goals to guide its DEI work.

  • Focus on ethnic minority leadership and disability in 2024.

  • Achieve Disability Confident Accreditation to be able to attract, hire, and retain talent who have either visible or non-visible disabilities.

  • Participate in the 30% Club and Women in Data Network, providing external mentoring and network events for women.

  • Maintain the company’s support of the advancement of women in senior roles in the financial services sector by being an ongoing signatory of the Women in Finance Charter.

  • Benchmark Hastings against other leading employers by participating in the Inclusive Top 50 UK Employers survey.

Related information:

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