Empowering working environment

Employees are the most important resource for ensuring that the Sampo Group’s customers receive the best service in every situation. Dedicated employees create results by delivering first-class customer experiences daily. For this reason, investing in personnel practices and an empowering work environment not only reflects Sampo Group’s values but also makes good business sense.

Employees and their contributions are also Sampo Group’s most important source of competitive advantage. Insurance products can be copied, but copying the company culture and the attitude, competence, and engagement of great employees is much harder.

Engaged and motivated workforce lays the ground for value creation. Employee engagement depends on the company’s ability to create an empowering work environment and on the employees’ motivation to contribute to the company’s goals. It is important to attract and retain talent, as a lack of competent employees can pose a business risk for Sampo Group.

Approach

The Sampo Group Code of Conduct, together with company-specific policies, addresses the relationship that Sampo Group aims to uphold with its employees. The Group aims to offer a work environment that supports the commitment of all employees to the company and its operations.

At Sampo Group, employee engagement is measured by employee turnover and employee engagement surveys. When possible, the Group companies compare turnover rates to industry averages within their operating countries, to evaluate the level of the turnover rates. Employee engagement surveys are conducted at company level instead of group level to ensure the suitability of the surveys for each Group company and its individual needs and characteristics.

Goals and ambitions

Sampo Group aims to retain employee turnover at a healthy level. This means that the employee turnover should present more opportunities than hindrances. Each individual Group company has a target for employee engagement.

Company-level information

Governance

The One If strategy framework, containing four main strategic foundations, Customer, Risk, People and Culture, and Sustainability, clearly emphasises the people and culture-related topics on the company agenda. Within the People and Culture strategic foundation, the ambition is to have the most engaged people, and the following three building blocks are set as focus areas: Strengthening the One If culture, Building great leadership, and Securing people and skills for the future.

If has an HR Policy that states that the company should offer a respectful and nurturing work environment where all employees have the right to good leadership and adequate competence development. Other central governing documents include If’s Ethics Policy, the Diversity and Inclusion CEO Instruction, and the Leader in If Business Instruction. The Ethics Policy states that all employees must treat each other with respect, trust, and compassion, and actively work against all kinds of discrimination, harassment, and bullying. The Diversity and Inclusion CEO Instruction describes the ambition level and the actions If is adopting to promote a workplace where diversity matters and employees feel safe, included, and stimulated. The Leader in If Business Instruction clarifies the expectations and responsibilities for all leaders.

If’s HR supports leaders and management in all people processes, and the Head of HR is responsible for both the Nordic and the Baltic HR operations. The Nordic HR is organised as five centralised functions: HR Business Partners, Employment Relations and HR Compliance, People Strategy and Culture, Systems and Operations, and Compensation and Benefits. The Baltic HR organisation encompasses all these functions and is organised by country.

Goals and ambitions

If ’s goals are to have employee turnover below 12 per cent and eNPS (employee Net Promoter Score) at 50 or above.

Governance

Topdanmark has an internal well-being policy that sets the framework for all initiatives within employee health and well-being. In addition, Topdanmark has an internal health policy with the purpose of promoting health, well-being, and job satisfaction for all employees. The Chief HR Officer is responsible for the implementation of the internal policies and the concrete initiatives related to them.

Topdanmark values close dialogue between the Executive Board and employees regarding work-related subjects. This is made possible through several committees and associations, such as the Cooperation Committee and the Well-being Committee, both with employee representatives. In addition, these committees were founded to oversee the well-being of employees. The Well-being Committee, for example, meets four times a year, and sets overall targets and makes decision on various initiatives.

Goals and ambitions

Topdanmark’s goals are to maintain employee turnover at industry level or below, and employee engagement at a minimum of 79 points until 2025.

Governance

Hastings has a 4Cs (colleagues, customers, company, community) cultural framework, which it looks to continuously strengthen alongside developing its workforce of diverse skills, perspectives, and backgrounds. In addition, Hastings has a Colleague relations policy statement that applies to all employees at all levels across the group. This policy is underpinned by the following principles:

  • Diversity, inclusion, and equal opportunity for all
  • Regular and effective communication
  • Respect, dignity, honesty, and transparency
  • Physical and mental health, safety, and well-being
  • Fair and competitive remuneration and reward
  • Learning, development, and achievement of potential


Goals and ambitions

Hastings’ goal is to secure full-year employee engagement at 72 per cent.

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