Diversity, equity, and inclusion

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 (DEI) tend to be more innovative and profitable. Therefore, Sampo Group seeks diversity among its employees and management and builds a diverse workforce and workplace for the future. At Sampo Group, it is also important that all employees feel included and can be themselves at work.

Governance

The Sampo 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. According to the Code of Conduct, 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. In addition to the Group’s Code of Conduct, each Group company has supplementary policies, guidelines, frameworks, and processes for their own purposes (e.g. related to employees, customers).

At Sampo Group, DEI topics are advanced, among others, through internal employee communities (e.g. Hastings’ Inclusion Council, If’s Employee Resource Groups Women@If and Queer@If), DEI leaders (e.g. If’s Head of DEI), trainings, initiatives, events, setting company-specific DEI targets, and promoting DEI in recruitment and the leadership pipeline. For example, If has a DEI maturity model that sets the direction towards systematically implementing DEI into every aspect of the business. 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. At Hastings, DEI work is aligned across three strategic pillars: creating an inclusive culture, building a diverse workforce, and enhancing the company’s reputation.

Sampo Group listens to its stakeholders, such as employees and customers, and wants to act on their feedback, as well as bring in external DEI expertise when needed. Sampo Group regularly reviews its policies and practices to align with its DEI goals and ambitions.

Goals and ambitions

At the group level, DEI is measured, for example, by pay gap, age and gender distribution and there is a diversity target for the Board of Directors. In addition, the Group companies have company-specific measures and targets in place.

Sampo Group has the following externally disclosed DEI targets:

Sampo Group

• Women and men shall both be represented by at least 40 per cent of the members of the Board.

If

• To 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.
• To have equal binary gender representation, meaning that the ratio of men/women should be 50/50 (+/- 5 percentage points), for both employees and leaders.
• To 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.
• To have pay gaps less than +5/-5 per cent on equal jobs and jobs of equal value.

Hastings

• To have an inclusive culture where employees feel they can belong and be their authentic self.
• To provide everyone at Hastings an equal opportunity to succeed regardless of background.
• To support the advancement of women in the financial services sector by being an ongoing signatory of the Women in Finance Charter.
• To have inclusive leaders, who build collaborative teams and inspire them to perform at their best.
• To ensure that employees recognise the inclusive culture at Hastings through the work the company does, and from Hastings’ external recognition and accreditations.