Stakeholder engagement

Stakeholder engagement and dialogue help Sampo Group to proactively consider the needs and wishes of its stakeholders.

Sampo Group considers stakeholder engagement and dialogue to be a valuable source of information. The different stakeholders are experts in their own fields and can offer knowledge and expertise for the purposes of the company. When relevant, Sampo Group can in turn offer its time and expertise to support the stakeholders.

By focusing on stakeholder engagement and dialogue, Sampo Group can mitigate potential risks, including uncertainty and dissatisfaction of its key stakeholder groups. Stakeholder engagement can help Sampo Group foster its reputation, trust, and buy-in for its key initiatives.  


Sampo Group’s primary stakeholder groups are investors, customers, employees, suppliers and other business partners, and local communities. Each primary stakeholder group has several subcategories.  

Sampo Group engages with its stakeholders on multiple topics, such as loss prevention, risk management, environment, climate change, health, and safety. In addition, Sampo Group aims to ensure that stakeholder engagement activities positively contribute the UN SDGs. The intention is to engage in activities and dialogue that are best aligned with the purposes of Sampo Group and its stakeholders. Sampo Group seeks to ensure meaningful engagement with stakeholders, for example, by identifying relevant stakeholders, ensuring continuous and regular communication, and providing multiple forums for dialogue.

Goals and ambitions

The purpose of stakeholder engagement is to build trust between Sampo Group and its stakeholders and to seek common benefits.

Stakeholder engagement and dialogue
Sampo Group

Stakeholder group Forum for dialogue and frequency of discussions Examples of discussion topics

Investors: current and potential shareholders and debt investors

  • Annual General Meeting (AGM) (annual)
  • Capital Markets Day (CMD) (annual or less frequent)
  • Roadshows (quarterly)
  • Seminars (quarterly)
  • Virtual and face-to-face meetings (weekly)


  • Financial performance
  • Strategy and Group structure
  • Regulatory development
  • Climate targets
  • Executive remuneration
  • Sustainability in general
  • Regular customer contact points, e.g., website, chat, contact centre (24/7 or daily)
  • Customer feedback channels (24/7)
  • Customer satisfaction surveys (24/7 or daily)
  • Virtual and face-to-face meetings (daily)
  • Consumer ombudsman (daily)
  • Events (varying)
  • Company publications, e.g., magazines (varying) 
  • Products and services 
  • Loss prevention and claims handling
  • Sustainability in general
  • Market situation in general
  • Responsible business practices
  • Employee engagement surveys (bi-annual)
  • Performance appraisals and dialogue with leaders (varying)
  • Work environment committees (varying)
  • Meetings with union and employee representatives (varying)
  • Employee representation and consultation forums (varying)
  • Employee roadshows (on a needs basis)
  • Social events (varying)
  • Financial performance
  • Non-discrimination
  • Diversity and inclusion
  • Change in Group structure
  • Personnel surveys
  • Performance and development plans
  • Sustainable workplace

Suppliers and other business partners, e.g. analysts and rating agencies

  • Virtual and face-to-face meetings (daily)
  • Events (varying)
  • Company publications, e.g. magazines (varying)
  • Financial performance
  • Supply chain management, e.g. targets, performance
  • Change in Group structure
  • Future plans
  • Products and services
Local communities, e.g. regulators, supervisors, industry associations, educational institutions, NGOs, general public, and the media
  • Virtual and face-to-face meetings (weekly)
  • Events (varying)
  • Company publications, e.g. magazines (varying)
  • Financial performance
  • Regulatory development
  • Sustainability in general
  • Climate change
  • Responsible investment


Company-level information

The strategic foundation of If’s sustainability work is built on three commitments: Commitment to customers, Commitment to employees, and Commitment to society. In the context of stakeholder engagement, If’s commitment to society means that it engages in collaborative projects that advance the UN SDGs; contributes its expertise in risk management to building a more resilient society; and supports the transformation to a low-carbon society by partnering with other stakeholders. The company also takes part in public debate on relevant topics, such as climate change, traffic safety, and health, and conducts continual dialogue with policymakers.

Topdanmark has three strategic sustainability themes: Health and well-being in everyday life, Green transformation, and Responsible foundation. In the context of stakeholder engagement, this means that Topdanmark engages in collaborative projects that advance the three themes. The company also links its activities to the UN SDGs and the UN Global Compact principles.

The overall objective of Topdanmark’s stakeholder engagement work is to contribute to a more sustainable society. The company aims to do that by participating in relevant projects and partnerships. In addition, Topdanmark takes part in working groups of the industry association, Insurance & Pension Denmark, to share knowledge and experiences regarding loss prevention, education, health and safety, and risk management, among other things.

Hastings’ ESG strategy is based on four key focus areas: Operating responsibly, Valuing colleagues and customers, Supporting communities, and Reducing environmental impact. The company works with a variety of internal and external stakeholders to support and progress the four areas. In addition, Hastings aims to ensure that stakeholder engagement activities positively contribute the UN SDGs.