Sustainable business

Sustainable employer


Having a talented, qualified and healthy workforce is key for a.s.r. in achieving its business objectives. That is why a.s.r. is committed to attracting, retaining and inspiring the best people, offering them extensive scope for training and development, and facilitating a sound work/life balance.

a.s.r. aspires to be a sustainable employer by:

  • recruiting, developing and retaining the best people;
  • creating an environment of objective and transparent leadership, allowing responsibility to be given and taken;
  • ensuring a focus on trust, so that engagement and performance go hand in hand;
  • investing in the empowerment and sustainable mobility of people, both within and outside the organization.

Sustainable employability

Sustainable employability involves ensuring that employees can continue to participate as long and as fully as possible in the labour market while retaining their vitality. An important precondition is that they are highly motivated and have the right skills and training. a.s.r. contributes to this by offering them oppertunties to develop themselves and improve their labour market prospects, both at a.s.r. and elsewhere. All a.s.r. employees are entitled to support for increasing their sustainable employability; they can ask to receive career counselling and choose from a wide range of workshops and courses. In 2017, 266 employees received sustainable employment counselling and 182 availed themselves of mobility services (redundancy programmes).

Diversity and inclusivity

a.s.r. is committed to an inclusive culture. For the company’s success it is important that employees are competent, but also that they are sufficiently different from one another. Difference in views, cultures, knowledge and experiences contribute to realising a.s.r.’s objectives and are used and deployed positively in innovative solutions for our customers.

a.s.r. uses the following definition of diversity: A balanced composition of the workforce, based on age, gender, cultural or social origin, competencies, views and working styles.


In early 2017, a.s.r. replaced the employee engagement survey for measuring employee satisfaction with the
Denison organisational success survey, which measures the success of an organisation in several dimensions and
hence gives a broader picture than engagement alone. The results are more comparable to the global benchmark
of large organisations, which use the Denison organisational success survey.

Over two thirds of a.s.r. employees (69%) took part in this scan. As this was a new research method, the results
could not be directly compared to those of previous employee engagement surveys. However, it is clear that
a.s.r. achieved a high score for engagement in 2017 compared to other companies. In ‘commitment’
(a co-determining factor for engagement in which vision, core values and and behaviour, knowledge development
and empowerment are included), a.s.r. attained a place in the highest scoring 30% of the global benchmark using
the new methodology.

The overall results show that employees characterise a.s.r. as a learning organisation. They also show that they
want more clarity about the strategic direction the company is moving in. Translating customer requirements into
concrete solutions is also sometimes experienced as difficult. ‘The a.s.r. story’ focuses on several of these issues.
The results of the scan differed for each business line. Each MT discussed the results for each business line and
devised a follow-up.

Works Council

The Works Council of a.s.r. represents employees' interests and consults with the CEO on matters affecting the company. The starting point is a focus on the shared interest of the company. The Works Council represents the interests of everyone at a.s.r. and weighs up both the interest of the company and that of the employees.

The structure, procedures and the position of the members of the employee representation bodies at a.s.r. have been documented in writing and this information can be consulted by all employees.

The Works Council and its subcommittees have an advisory role in significant commercial and organizational issues, including restructuring (merging or splitting of departments or business lines), acquisitions and integrations.

With regard to staff policy issues (e.g. performance appraisals, pensions and working conditions), the Works Council has a right of consent in many cases. This applies to policy concerning appraisals, working conditions, pensions, appointments, etc. In addition, the Works Council can exercise its statutory right to speak. This gives the Works Council the opportunity to voice its views on significant proposed board decisions before and during AGMs.

Frequency of meetings and composition
The members of the Works Council are elected for a period of three years. The Works Council meets 12 times a year and consults formally with the Executive Board six times a year. Twice a year, the state of affairs in the company is discussed in the presence of two members of the Supervisory Board. The topics that are addressed in any event are the company's financial performance and its strategic plans. A meeting at which the Works Council, Executive Board and Supervisory Board are all represented is held at least twice a year. These meetings are attended by the Chairman of the Supervisory Board and another member of the Supervisory Board, the Chair and Vice-Chair of the Works Council, the CEO and the Director of Human Resources.