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Empowering Working Environment

An engaged, committed, and motivated workforce lays the ground for value creation.

Employee engagement depends on the company’s ability to create an empowering working 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 the Group companies.

In Sampo Group, employee engagement is measured by employee turnover and employee engagement surveys. Turnover is calculated and reported on both group level and company level. 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.

In Sampo Group, the employee turnover rates are at a reasonable level. Employees have typically enjoyed working in the Group companies, and periods of employment have been long. There are, however, business areas in which the turnover is higher, mainly due to the nature of the business or the situation in the labour market.

As at December 31, 2021, the number of Sampo Group employees (full time equivalent, FTE) was 13,340 (13,178).

Number of employees (FTE), 31 Dec. 2021 If Top-danmark Hastings Mandatum  Sampo Total % of total
Sweden 2,340 - - - 4 2,344 17.6%
Denmark 574 2,372 - - - 2,946 22.1%
Estonia 386 - - 29 - 414 3.1%
Finland 1,721 - - 558 41 2,320 17.4%
France 6 - - - - 6 0.0%
Latvia 429 - - 15 - 443 3.3%
Lithuania 149 - - 34 - 183 1.4%
Netherlands 5 - - - - 5 0.0%
Norway 1,549 - - - - 1,549 11.6%
United States - - 1 - - 1 0.0%
United Kingdom 6 - 2,961 - - 2,967 22.2%
Germany 5 - - - - 5 0.0%
Luxembourg - 2 - 3 - 5 0.0%
Gibraltar - - 33 - - 33 0.2%
Spain 118 - - - - 118 0.9%
Total 7,287 2,374 2,995 638 45 13,340 100%
% of total 54.6% 17.8% 22.5% 4.8% 0.3% 100.0%  


Number of employees (FTE) by company, Sampo Group 31 Dec. 2021 31 Dec. 2020 31 Dec. 2019
If 7,287 7,120 6,295
Topdanmark 2,374 2,456 2,366
Hastings 2,995 2,965 -
Mandatum 638 568 573
Sampo plc 45 69 64
Sampo Group 13,340 13,178 9,927


Number of employees (FTE) by country, Sampo Group 31 Dec. 2021 31 Dec. 2020 31 Dec. 2019
United Kingdom 2,967 2,943 6
Denmark 2,946 3,031 2,958
Sweden 2,344 2,302 2,274
Finland 2,320 2,249 2,313
Norway 1,549 1,507 1,376
Latvia 443 401 392
Estonia 414 394 394
Lithuania 183 189 191
Other countries* 173 162 22
Sampo Group 13,340 13,178 9,927

* Includes Spain, Gibraltar, France, Germany, Luxembourg, the Netherlands, and the United States. 

Employee turnover by company, Sampo Group 2021  2020 2019 
If 11.0 10.1 11.6
Topdanmark 16.7 11.0 12.6
Hastings 29.2 - -
Mandatum 10.6 8.1 11.3
Sampo plc 1.6 4.5 14.1
Sampo Group  16.1 10.1  11.9


Employee turnover by country, Sampo Group 2021 2020* 2019*
United Kingdom 29.4 - -
Denmark 16.3 11.9 13.1
Sweden 12.5 12.1 16.6
Finland 9.8 7.1 11.4
Norway 9.7 10.7 15.4
Latvia 9.7 9.2 8.0
Estonia 8.8 6.2 7.5
Lithuania 8.5 8.8 10.9
Other countries 21.1 22.3 6.9

* Excluding Hastings


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, and states that the most important job of a leader is to build trust and engagement and to develop the If culture, as well as to support If in creating the most caring insurance company.

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, System and Operations, and Compensation and Benefits. The Baltic HR organisation encompasses all of these functions and is organised in country-wise units.


Close dialogue between the Executive Board and the employees is important to Topdanmark. This is made possible, for example, through the Cooperation Committee with employee representatives. The committee’s task is to take on and discuss work-related and organisational issues and to find solutions to any problems.

As a part of Topdanmark’s Cooperation Committee, the company has a Well-Being Committee, a sub-committee, which aims to ensure that it actively addresses well-being and that the employees know of the options available if they are not thriving. The Well-Being Committee meets four times a year.

The Chief People Officer is responsible for the implementation of the HR policy and concrete initiatives.


Hastings’ business performance and the delivery of the right experience to its customers depend on the ability to attract, develop, and retain talented individuals at all levels. Building and developing a workforce of diverse skills, perspectives, and backgrounds enables Hastings to continue to deliver its strategic goals.

Skilled and engaged employees are critical to the delivery of every element of Hastings’ strategy. The company is committed to supporting employees to realise their potential through developing skills and capability, building a diverse and inclusive business with access to an extensive well-being programme, and enabling employees to be their best self at work. 


Mandatum’s corporate culture, values, and way of working are described in the Mandatum Way guide. The guide describes the relationship that Mandatum wants to uphold with its employees. Mandatum ensures the effective implementation of the guide by giving it to all new employees as a part of onboarding.

Mandatum’s HR is led by the Senior Vice President (SVP) HR, and the team includes specialists in the areas of Talent attraction and employer branding, Onboarding and HR administration, Remuneration, and Performance management and well-being. In addition, Mandatum has HR partners who support the whole organisation in personnel-related matters.

The cornerstone of Mandatum’s success is systematic development of personnel practices. When employees adjust well to the company, they contribute more, build better relationships with colleagues, and stay longer. The company strives persistently to develop practices to increase the personnel’s work satisfaction. The employees’ voice is heard through formal tools, such as engagement surveys, but most importantly in everyday life. 

More information in Sampo Group’s Sustainability Report.

Updated 10 May 2022