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Personnel

P&C insurance is Sampo Group's largest business area and in 2010 it employed approximately 92 per cent of the personnel, while life insurance had 7 per cent of the work force. Less than one per cent worked for the parent company, Sampo plc.

The average number of Sampo Group's employees in 2010 amounted to 6,914 (7,311). In geographical terms Finland had 31 per cent of the personnel, Sweden 27 per cent and Norway 22 per cent. The share of Baltic countries, Russia, Denmark and other countries was 20 per cent.

As HR activities and needs vary significantly between the two business areas, the developments in 2010 are described separately for both of them.

P&C insurance

In 2010 emphasis was continuously put on creating a competence based culture focused on the customer and idea creation.

During the last few years, a constant theme in If P&C has been to strengthen the competence of its employees and to increase employee engagement and commitment. To accelerate this work even more during 2010 If P&C launched a strategic theme called ‘Skills and Initiatives'. The aim of the initiative is to forcefully influence the culture of the company to even more emphasize competence building, innovation and customer focus, the pillars of the company's value creation.

To kick start the initiative, 'Skills and Initiatives' was the theme for If's annual top management conference involving If's 170 most senior leaders. In interactive workshops led by the Head of P&C insurance, and several other management team members various aspects of competence and innovation culture were discussed and action plans were formulated.

Several major initiatives have also been launched to support ‘Skills and Initiatives':

1. Launching the ‘Business Initiatives' process widely across If

For several years, parts of the If organization have run a structured and very ambitious process for involving all employees in idea creation and innovation. The process is called ‘Business Initiatives'. As a part of the ‘Skills and Initiatives' theme, it has been decided to launch this process widely across the whole company. The launch has been started, and within a few years most If employees will be covered.

2. Training program for senior managers

Recognizing the importance of undivided top management support to achieve success in ‘Skills and Initiatives', If has created a management training program for the 100 most senior leaders. The training program is a mandatory 2 -week course hosted by a renowned business school in which the leaders will discuss value building dynamics in a world dominated by intangible assets. The first group of leaders began the course in the latter part of 2010.

3. Increasing focus on ‘Skills and Initiatives' in all leader development activities.

Increased emphasis on competence building, innovation and customer focus are also being introduced into the other leadership development activities offered by the in house competence centre - If Academy.

4. Leadership evaluation

To support the efforts on boosting ‘Skills and Initiatives', If has also performed two companywide ‘bottom up' leader evaluation processes with good results.

5. Digital learning

To further strengthen ‘Skills and Initiatives' in light of If's geographical diversification, investments have increasingly been made to IT based learning. This involves eLearning, eTests, eSeminars and solutions for sharing knowledge.

Life insurance

Building Mandatum Life's working culture and focusing on cooperation, customer skills and high quality leadership were the main areas for Mandatum Life's HR policy in 2010.

Mandatum Life restructured its service development and customer service units to better serve the clients and the strategy of the company. Restructuring was done in an open way to demonstrate the culture of transparency and cooperation and to promote career opportunities within the company. All employees were invited to contribute to the company culture building and defining the Mandatum Life leadership qualities in a one-day workshop.

Four new employee development programs were launched targeted at building the core business and leadership skills. The programs continue during 2011, aiming to ensure the development of skills and talent necessary for the company's future.

In ‘Great Place to Work' employee satisfaction survey the trust index indicating employee satisfaction rate improved from 70 per cent in 2009 to 73 per cent in 2010. In the latest survey 81 per cent of the employees stated that the company is a great place to work for.

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