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Diversity, Equity, and Inclusion

Sampo Group is committed to creating a non-discriminatory, open, and agreeable working environment where everyone is treated fairly and equally. Discrimination on the grounds of age, disability, ethnic origin, family commitments (including pregnancy), gender, gender identity, political attitude, employees’ representative activities, religion, sensitive medical conditions, sexual orientation, social background, or other personal characteristics is prohibited. In addition, discriminatory practices regarding recruitment, job assignment, training and development, promotion, remuneration and other benefits, or general conduct in the workplace, are not tolerated.  

The group-level guidance document regarding diversity and equality is the Sampo Group Code of Conduct.

In Sampo Group, diversity and inclusion are measured, for example, by age distribution and gender distribution. The gender distribution of all employees in Sampo Group is on a good level, with the share of women and men being close to fifty-fifty, but there are more men in managerial positions. In addition, the age distribution within the Group has historically been well distributed.

Binary gender distribution of all employees (FTE)

  31 Dec. 2021 31 Dec. 2020 31 Dec. 2019
  Men Women Men Women Men Women
If 46.5% 53.5% 46.4% 53.6% 46.1% 53.9%
Topdanmark 58.0% 42.0% 58.2% 41.8% 56.9% 43.1%
Hastings 51.7% 48.3% 50.7% 49.3% - -
Mandatum 51.5% 48.5% 50.4% 49.6% 49.4% 50.6%
Sampo plc 46.7% 53.3% 46.4% 53.6% 43.8% 56.3%
Sampo Group 50.0% 50.0% 49.8% 50.2% 48.8% 51.2%


Number of men and women in the workforce (FTE)

  31 Dec. 2021 31 Dec. 2020 31 Dec. 2019*
Women 6,674 6,621 5,082
Men 6,665 6,557 4,845

* Excluding Hastings

Binary gender distribution of managers (all levels) (FTE)

  31 Dec. 2021 31 Dec. 2020 31 Dec. 2019
  Men Women Men Women Men Women
If 51.6% 48.4% 53.0% 47.0% 52.4% 47.6%
Topdanmark 59.7% 40.3% 58.7% 41.3% 59.6%  40.4%
Hastings 58.5% 41.5% 57.0% 43.0% - -
Mandatum 67.8% 32.2% 61.0% 39.0% 62.1% 37.9%
Sampo plc 72.7% 27.3% 69.2% 30.8% 57.1% 42.9%
Sampo Group 55.6% 44.4% 55.4% 44.6% 54.6% 45.4%


Number of women and men managers (FTE)

  31 Dec. 2021 31 Dec. 2020 31 Dec. 2019*
Women 774 738 543
Men 969 917 654

* Excluding Hastings

Age distribution of employees (FTE) 

  31 Dec. 2021

31 Dec. 2020

31 Dec. 2019

  < 30
> 50
< 30
> 50
< 30
> 50
If 16.7% 55.9% 27.3% 17.5% 55.0% 27.6% 19.5% 53.4% 27,1%
Topdanmark 14.3% 51.9% 33.8% 15.4% 50.9% 33.7% 14.5% 54.2% 31,3%
Hastings 35.7% 51.6% 12.7% 46.9% 41.9% 11.1% - - -
Mandatum 18.5% 56.2% 25.3% 17.2% 58.2% 24.6% 16.6% 58.8% 24,5%
Sampo plc 13.3% 44.4% 42.2% 15.9% 52.2% 31.9% 17.2% 46.9% 35,9%
Sampo Group 20.7% 54.2% 25.1% 23.7% 51.4% 24.9% 18.1% 53.8% 28,0%



Diversity, equity, and inclusion are key focus areas for If. If has a diversity and inclusion manager working as part of HR and reporting to a Diversity Board. The Diversity Board is a steering group comprising senior leaders who support the work and ensure access to leadership teams across the organisation. The Diversity Board and the diversity and inclusion manager have created a maturity model that drives If’s work on diversity, equity, and inclusion.

The model has four stages of maturity: Global compliance, Developing, Proficient, and Strategic. The model dictates building from the ground up, with an initial focus on internal governance, compliance, work climate, 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 avoidance of unconscious bias; and Management, tying diversity and inclusion to performance and rewards.

Goals and ambitions

If’s ambition is to create diverse teams and an inclusive workplace where employees feel they can be their authentic selves, be part of a greater purpose, and feel that they belong and that they are welcomed, seen, and appreciated for who they are and for their contribution to If’s purpose.

If has set the following goals to guide the 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 employee survey HealthBeat.
  • Increase diversity in management teams by 30 per cent by 2026, defined as selected underrepresented groups, including people of colour and non-binary gender.
  • Have equal binary gender representation, meaning that the ratio of men/women should be 50/50 (+/- 5 percentage points), for both employees and leaders.


Topdanmark’s Board of Directors approves the company’s Diversity Policy and goals related to diversity and equality annually. A particular focus area of Topdanmark’s Diversity Policy is women in management. Topdanmark wants the executive team to be represented by the best-qualified candidates, but at the same time, a fair gender distribution is wanted.

Topdanmark ensures ongoing dialogue with the divisional and service area directors on how to retain and develop talented women in leadership. The Board of Directors is also annually informed of the development of gender distribution.


Hastings has a diversity and inclusion strategy, and the company’s diversity and inclusion focus areas include gender balance, ethnicity and culture, sexual orientation and gender identity, religion and belief, disability, age, social mobility, and careers and family responsibilities.

The Inclusion council, a voluntary employee network group, pushes boundaries and advocates for change at Hastings. Each member has a lead role for a specific strand of diversity they are passionate about, and they are supported by aligned Executive Committee sponsors to achieve their goals. To equip the council for their role and to invest in their development, Hastings has worked with an external inclusion expert to run a series of development sessions covering a range of important topics such as microaggressions and de-escalations, co-creating inclusion in the work, and recognising privilege.

Listening to employees and acting on their feedback is key to maintaining the inclusive culture. Following on from the listening sessions the company held on race discrimination in 2021, Hastings shared a comprehensive action plan with short-, medium-, and long-term actions.

Goals and ambitions

Hastings has goals as part of its diversity and inclusion strategy. In line with its strategy, the company has committed to:

  • Participate in the 30% club external mentoring programme.
  • Support the advancement of women into senior roles in the financial services sector as a signatory of the Women in Finance Charter.
  • Be recognised in the Inclusive Top 50 UK employers list.
  • Be dedicated to attracting and retaining the best talent in the industry through a number of graduate schemes and internships.
  • Monitor inclusive practices within the recruitment process.


Diversity and inclusion are included in the core value set of Mandatum and enjoy buy-in from the company’s management. The aim is to ensure that the company’s policies and processes do not discriminate and that these themes are emphasised in actions. Diversity and inclusion issues are, for example, included in the Mandatum Way guide and in manager training. HR is responsible for diversity and inclusion strategy and actions.

Mandatum strives to promote diversity and inclusion among all employee groups. By tapping into employees’ different backgrounds, know-how, and capabilities, Mandatum also aims to create a more innovative, fair, and caring work environment. At Mandatum, diverse teams are seen as more creative and generate more innovation and better customer orientation by reflecting the diversity of the markets.

Mandatum wants to offer equal opportunities for everyone. When recruiting, training, and promoting, the company strives for clear and objective criteria so that decisions are always based on merit and not influenced by bias. Everyone employed by Mandatum is also encouraged to develop and build on their strengths, to enable employees to develop to their full potential.

An important part of inclusion is Mandatum Experience, a three-day inclusive programme where new hires meet Mandatum people and management.

More information in Sampo Group’s Sustainability Report.

Updated 13 May 2022