PEOPLE AND ORGANIZATION
2020
MAPFRE PEOPLE AND ORGANIZATION 2020
2
INTRODUCTION
Elena Sanz Isla Group Chief People Officer President of the Corporate Sustainability Committee
LEADING OUR TEAM TO A DIGITAL FUTUREThe year 2020 was a challenging period for people management. It was a year in which MAPFRE's values, culture and social commitment have been felt more than ever among everyone who is part of this great company, day in and day out, across all the countries we operate in. The management of the pandemic has taken up a large part of our time, but even so, we continued with our strategy execution, which is built around two main objectives ‐ to enhance people's commitment to MAPFRE’s values, and to develop people with technical, global and transformational capacities. When the global confinement began in March 2020 in all the countries where MAPFRE is present, we set ourselves three priorities that have remained constant throughout: protecting our employees and collaborators, attending to our clients and ensuring the future of our business, and helping society wherever we can and wherever the need is greatest. People management became totally virtual and remote working became a reality. We fully support this new way of working through e‐learning and training delivered via our Corporate University and sharing knowledge on the eureka knowledge management platform. We support people with information on new work habits, health and hygiene advice and psychological support programs. We support transformation with content on collaborative tools and work time management. And we walked side by side with our leaders and their teams as they embarked on different ways of working, where fluid communication among people was more critical than ever. In each country, we have managed, and continue to manage, the various lockdowns and staggered returns to the offices, taking into account the situation of the pandemic in each country and the regulatory requirements set down by governments. This is a coordinated, global action plan, implemented locally, which has been made possible thanks to two fundamental elements: our company's level of digital transformation, with ongoing transversal projects such as the Digital Challenge, among others, and the enormous commitment of the tens of thousands of professionals who call MAPFRE home. Over the course of 2020, we continued with our strategic plan, supporting the strategic lines defined for the 2019‐2021 triennium. The continuous development of talent, transformation, the constant drive for diversity and the personalization of the employee experience are all key components of this strategy, as evidenced by the content of this report. We have continued to push all the global projects defined, with the aim of empowering people’s growth, boosting their employability and supporting the business so that it can count on having the right knowledge and talent it needs to prosper. This is the second People and Organization report that has been published, which details the main projects, achievements and lines of work in people management worldwide. Everything within these pages is a clear reflection of MAPFRE's commitment to its employees, to developing the skills and knowledge of our people, to continually adapting to the new digital world and to market‐driven transformations and society. And it is also, above all else, a reflection of our unwavering commitment to a diverse and global team. InMAPFREmoreUnitedThanEver
MAPFRE PEOPLE AND ORGANIZATION 2020
3
INTRODUCTION ............................................................................................................................... 2 1. MAPFRE WORLDWIDE ........................................................................................................ 4 2. THE CONTINUING TALENT CHALLENGE ..................................................................................... 10 3. DIVERSITY AND INCLUSION ........................................................................................................ 19 4. TRANSFORMATION AND ORGANIZATION .................................................................................. 32
4.1. DIGITAL CHALLENGE ........................................................................................................... 32 4.3. REMUNERATION AND RECOGNITION. ................................................................................ 35
5. TOWARD PERSONALIZING THE EMPLOYEE EXPERIENCE........................................................... 39 6. COVID‐19 .................................................................................................................................... 52 7. WE ARE COMMITTED ................................................................................................................. 62 8. RECOGNITION AND AWARDS ..................................................................................................... 68
MAPFRE PEOPLE AND ORGANIZATION 2020
4
1. MAPFRE WORLDWIDE
MAPFRE PEOPLE AND ORGANIZATION 2020
5
Spain 11,332 employees
Brazil 5,232 employees
United States of America 2,365 employees
Mexico 1,685 employees
Peru 1,499 employees
Turkey 1,134 employees
Argentina 1,099 employees
Dominican Republic 1,097 employees
Colombia 906 employees
Italy 881 employees
Puerto Rico 582 employees
Germany 554 employees
Rest of the Americas 2,763 employees
Rest of Europe 1,621 employees
Asia 980 employees
TOTAL 33,730 employees
MAPFRE PEOPLE AND ORGANIZATION 2020
6
WHO ARE WE?
Workforce by gender
Workforce by gender and organizational distribution
2020
Workforce by gender and job position
Total workforce by job position
+
Women
Men
Men Women
521
1.904
8.762
7.395
1.164
2.347
8.157
3.480
MAPFRE PEOPLE AND ORGANIZATION 2020
7
Workforce by contract type 2020
Total workforce by contract type 2020
Workforce by generations
Average age by gender 2020
Average length of service in the MAPFRE GROUP
Workforce by nationality
Number of nationalities per organizational distribution 2020
Average age MAPFRE Group
Workforce by number of years in company
Average employment tenure by gender 2020
32.949
781
Men Women
Women
Men
Women
Men
42,140,2
89
66
3326 26 26
MAPFREGRUPO
INTERNACIONAL IBERIA AREASCORPORATIVAS
LATAM REASEGURO
MAPFRE PEOPLE AND ORGANIZATION 2020
8
Workforce turnover
Total turnover by gender and overall MAPFRE GROUP
Unwanted turnover by gender and overall MAPFRE GROUP
Reasons for workforce turnover 2020
o Reason for new hire
o Reason for departure
MAPFRE PEOPLE AND ORGANIZATION 2020
9
2 THE ONGOING TALENT CHALLENGE
We have the best talent at our disposal. Our workforce is
continually being transformed to adapt to a changing
environment. The challenge is to identify, develop and
locate talent where the business needs it. To do this, we
have a global project rolled out that allows us to quickly
connect business needs with employee knowledge and
experience, no matter where they are in the world.
Knowledge and the constant updating of our expertise are
the key to anticipating our clients' needs.
MAPFRE is committed to internal development and
promotion, but it is always open to taking fresh talent on
board that will bring its team new digital‐oriented skills and
capabilities.
MAPFRE has made a public commitment to its employees.
It wants them to enjoy the best possible employee
experience, and the optimum tool to achieve this is internal
development and growth.
Elvira Vega García
Human Resources Manager – Coordination of
Strategic and Challenger Countries and the
Asistencia Business Unit
MAPFRE PEOPLE AND ORGANIZATION 2020
10
2. THE CONTINUING TALENT CHALLENGE
The identification and continuous development of talent are fundamental pillars for
strategic growth, leading the company to establish the following objectives to continue
promoting the employability of the people who work at MAPFRE.
Objectives
To identify short‐, medium‐ and long‐term profile needs.
To establish internal talent processes for mobility and employee development;
To establish development plans and career plans for all employees.
EMPLOYEE PROFESSIONAL PROFILE
In total, 53.9 percent of employees have curated their professional profile, indicating
their level of experience, training and knowledge and mobility preferences.
FUNCTIONAL AND GEOGRAPHIC MOBILITY
In 2020, 4,360 employees had opportunities for functional mobility, of which 45 involved
relocation, with 15 countries welcoming seconded employees and employees from 19
countries relocating overseas.
A total of 37 percent of selection processes were covered by internal mobility.
2018 2019 2020
Mobility 12.11% 14.91% 13.66%
Culture and Talent Index (Public Commitment. 2020–2021 Strategic Plan)
The Culture and Talent Index features an internal indicator that measures progress in the
degree of engagement and development of people working at MAPFRE.
Culture: We measure employee turnover, length of service and satisfaction through
the Employee Satisfaction Index.
Talent: We measure internal mobility, development and career plans and the
coverage of leadership positions through internal promotion.
The result in 2020 was 84.1 percent, compared to 80.8 percent in 2019.
MAPFRE PEOPLE AND ORGANIZATION 2020
11
(*) Countries: Spain, Brazil, USA, Germany, Italy, Turkey, Peru, Mexico, Puerto Rico, MAPFRE RE and Corporate Areas
MAPFRE GLOBAL TALENT NETWORK: OUR GLOBAL TALENT PROJECT
For the past four years, MAPFRE has had in place an internal talent identification and
development program called MAPFRE Global Talent Network.
Each identified person has an individual development plan.
4,991 employees have been identified globally on the MAPFRE Global Talent
Network, 4,022 of whom have been assigned to the various strategic talent pools.
4,779 individual development plans have been established with 6,888 development
actions.
DEVELOPMENT PLANS AND CAREER PLANS
4,779 employees have individual development plans in place that are based on their
performance evaluation.
5,240 employees are included globally in career plans:
Sales Representatives Career Plan: 2,226 employees
Supervisors Career Plan: 650 employees
Actuary Career Plan
Auditor Plans
Culture 2019 2020
Employee Satisfaction Index 68.1 72.8
Turnover: 15.4% 9.1%
Length of service: 12.9
years
13.63
years
Talent 2019 2020
Mobility 14.7% 12.7%
Career and
Development Plans
42.7% 46.2%
Internal Promotion 79.8% 91.0%
UNWANTED TURNOVER OF EMPLOYEES IN THE MAPFRE
GLOBAL TALENT NETWORK PROGRAM
2019 2020
Goal 5.4% 2.9%
Result 2.9% 1.9%
MAPFRE PEOPLE AND ORGANIZATION 2020
12
Other career plans:
SUCCESSION PLANS
Ensuring management succession is critical for all companies. That's why MAPFRE's
succession plans for senior management in 22 countries are identified continuously.
TECHNICAL MANAGERS PLAN
In order to ensure the coverage of a core profile in MAPFRE's business structure, a plan
has been activated to respond to the company's future needs for Technical Directors at
a global level, involving an international career plan for the development of future
management profiles.
In our industry, technical knowledge of the business is critical. We move in a complex
environment where agility and the right response are key to reaching our clients. We
want our employees and managers to always be able to give the best response.
To do this, the company has a plan specifically aimed at employees of the technical
insurance function, which seeks to offer this group options for development through
training and international mobility plans. This plan prepares employees to take on the
role of technical director wherever the company needs it. The plan is supplemented by a
specific local talent development program, which begins from the junior levels of the
technical function and better prepares them to become sound insurance professionals.
This plan will affect 10,473 employees globally.
EXTERNAL RECRUITMENT PLAN
A Digital Profile capture campaign involving the following activities:
o A "MAPFRE: the employer you never knew you wanted" campaign on
social networks to attract profiles in: Digital Marketing, SEM, SEO and
performance, Cybersecurity, Innovation, Data Scientist & BI, UX Designer,
CX, CRM and Digital Developers and Data Architects, Data Engineering &
Big Data.
o A site has been set up on which 602 leads from these profiles have been
collected together.
48,574 candidates interested in working with us have registered on the "Working
for MAPFRE" site.
Through the referral system, employees have nominated 942 candidates.
On our LinkedIn page, we have increased from 282,708 followers to 401,024.
1,908 processes were published in 2020 on www.jobs.mapfre.com.
MAPFRE PEOPLE AND ORGANIZATION 2020
13
SELECTION
SPEED OF FILLING A VACANCY
Days taken to fill a vacancy.
2018 2019 2020
Goal 45 days 42 days 41 days
Result 45 days 39 days 37 days
GLOBAL LEARNING MODEL
A Global Training Model with a shared system and technology.
A common learning strategy based on delivering value to the business:
o linking all training actions in the world to specific strategic objectives;
o contributing to the professional growth and versatility of our employees;
o focusing on employees having the best learning experience.
A shared dissemination channel: The MAPFRE Corporate University, which has
17 technical knowledge schools, 9 classrooms and an InnoLAB.
Self‐learning as a lever for employee self‐development.
TRAINING FIGURES
Economic comparison for 2018–2019–2020
2018 2019 2020
Investment in training €15.46M €18.41M €7.14M
Average investment per employee €437 €536 €208
Total training hours 1,467,368 1,518,411 966,335
Training hours per employee 41.5 44.2 28.6
Total attendance at training actions 318,847 351,033 370,577
% of workforce trained 100% 100% 100%
Training attendance by job position level and gender:
2019 2020
MEN WOMEN MEN WOMEN
SENIOR MANAGEMENT
8,075 4,334 8,940 4,910
MIDDLE MANAGERS
23,642 20,320 26,595 19,907
ADVISORS 86,372 95,519 92,283 106,222
ASSOCIATES 37,846 74,925 35,514 76,206
TOTAL 155,935 195,098 163,332 207,245
MAPFRE PEOPLE AND ORGANIZATION 2020
14
Training in 2020 was marked by the COVID‐19 pandemic, and the company quickly
adapted its learning strategy so that training could be fully virtual during this period.
MAIN LEARNING LEVERS IN 2020
Strong commitment to technical knowledge
In 2020, 92 global development programs, 83 technical/sales programs and 9 transversal
programs were carried out, involving a total of 115, 526 registered participants. At
MAPFRE, 86.78 percent of training is of a technical nature.
The situation caused by the pandemic required all training plans to be altered, replacing face‐to‐face programs with digital itineraries, with significant input from the heads of each area. The new itineraries created consist of webinar sessions and online capsules. Insurance School
Within the Insurance School, a digital itinerary has been defined for each of the
Classrooms corresponding to MAPFRE's different business lines: Automobile, Business
and Life.
CLASSROOM/SCHOOL COURSES NUMBER OF
PARTICIPANTS
NUMBER OF
COUNTRIES
Business Room 3 webinars and 2
online capsules
450+ 27
Automobile Room 3 webinars and 1
online capsule
320+ 27
Life Room 4 webinars and 1
online capsule
250+ 20
Operations School
Training content was designed to feed into the training paths of some specific groups,
such as claims managers. Thus, the program on the Global Salvage Management Model
was developed and the program on the Operational Provider Model has also been
designed.
The Contact Center Internal Operating Management Model online program has also been
designed for managers of all call centers around the world, targeting more than 130
people.
MAPFRE PEOPLE AND ORGANIZATION 2020
15
Actuarial School
A training cycle with actuarial content sessions was rolled out. All of them were in the
form of webinars, aimed at more than 300 actuaries worldwide, in line with their
specialization. A total of 10 webinars were held, 7 in Spanish and 3 in English.
Digital Business Room
A new edition of the global online comparison engine program has been developed and
online itineraries on Digital Marketing and the Client's Digital Experience have continued.
Sales and Business Development School
CLASSROOM/SCHOOL COURSES NUMBER OF
PARTICIPANTS
NUMBER OF COUNTRIES
Sales Room Remote webinar on sales techniques
+25 7
Clients Room Webinar and online course on Value Proposition and Client Experience
+300 27
Technology and Processes School
Within the Global Technology and Processes Program, various training courses have been
developed on the following subjects: Technology Solutions, Introduction to TRON, CRM,
Pricing Calculators, Mobility Framework, Enterprise Architecture, Integration
Architecture, Infrastructure, Introduction to the Cloud. In addition, digital content is
being developed on Self‐Service and Big Data, Enterprise Architecture, Business API and
MAR (MAPFRE Architecture).
Finance School
Training courses have been developed within the basic accounting itinerary, training for
the RE21 tool and for the SAP financial tool.
Human Resources School
Features a global online program that develops the technical skills and knowledge of all
the Human Resources teams.
Audit School
Two programs were held virtually for technology auditors and another for auditors of
companies in Spain and Portugal
Language School
Language learning platforms have been set up for all employees across the world and, in
addition, the MAPFRE English Virtual Week was held, a virtual event spanning a whole
MAPFRE PEOPLE AND ORGANIZATION 2020
16
week involving different activities in English, adapted to different language levels for
employees of MAPFRE companies in Spain.
Digital Technical Knowledge Room
A catalog of digital skills content was made available to employees, encompassing key
digital technical knowledge, digital tools and agile methodologies.
MAPFRE Leader training program
MAPFRE PEOPLE AND ORGANIZATION 2020
17
MAPFRE has developed a leadership training program that works on the six
characteristics of a MAPFRE leader. This program is being rolled out in all countries
through training and communication courses.
At the Leadership School, 6 webinars were organized, delivered in two languages,
Spanish and English, and covered Leading Remotely and Three Tips for Leaders: Method,
Attitude and Passion, Leading in the New Reality" and How to see this Crisis as an
Opportunity.
Self‐learning
At MAPFRE, we ensure that employees are always concerned about learning and sharing
their knowledge, helping them achieve their full potential and constantly keeping up‐to‐
date in order to meet the challenges facing the company.
In May 2020, the #ImAlwaysLearningwithMAPFRE initiative was launched to enhance the passion for learning through the MAPFRE Corporate University's SELF‐LEARNING catalog and recommended external platforms. Employees were invited to share their learning experience through a video or written
testimony.
In 2020, more than 80,000 self‐enrollments were registered for technical and transversal programs and self‐learning has increased by 77.78 percent with respect to 2019. Mentoring
Mentoring programs are development activities consisting of collaborative learning
between two people: a mentor and a mentee. The former collaborates in the latter's
learning to achieve specific goals (developing certain skills, acquiring specialist
knowledge, or achieving particular defined objectives).
Traditional mentoring
The internal mentor and mentee program continue to be deployed globally. This
development lever puts the focus on contributing to:
Enhancing our culture, organizational knowledge and business skills, Training in the use of digital tools.
Inverse mentoring
This type of mentoring reverses the previous roles in that a junior employee, more
familiar with the new technologies or with skills required in today's market, facilitates the
learning of the more senior person.
In 2020, several mentoring programs were developed, some of which are still ongoing:
273 in traditional mentoring format and 127 as inverse mentoring.
MAPFRE PEOPLE AND ORGANIZATION 2020
18
3 DIVERSITY AND INCLUSION
Diversity is an ally in our transformation process and gives MAPFRE a
competitive advantage because of the significant opportunities and
benefits it offers the company and because of our unwavering
commitment to society.
Diversity management and the development of inclusive and diverse
workplaces that promote equality of opportunity, a culture of respect
and merit‐based talent development are more than just a reflection of
MAPFRE's values of integrity, commitment and vocation for service;
they also deliver a competitive advantage as a company because of
the positive impact on our capacity to innovate, to offer a better
service and to adapt to the different environments in which we
operate. This ultimately enriches the value proposition to clients,
employees and society at large on a global scale.
This is why MAPFRE supports policies that actively promote diversity
and inclusion, as a faithful reflection of its values and sense of social
justice. We know that they are also indispensable to our
competitiveness as a company and act as a lever for long‐term
sustainable growth.
Eva Piera Rojo
Group Chief External Relations and
Communication Officer
MAPFRE PEOPLE AND ORGANIZATION 2020
19
3. DIVERSITY AND INCLUSION
MAPFRE has a global Diversity and Equal Opportunities Policy based on respect for each
individual, on the recognition of their diversity and on eliminating any form of
discriminatory conduct.
UN WOMEN
In 2020, MAPFRE adopted the Women's
Empowerment Principles established by UN Women,
the UN organization dedicated to promoting gender
equality and women's empowerment.
The Women's Empowerment Principles, developed
by the United Nations Global Compact, are as follows:
Principle 1: To establish high‐level corporate leadership for gender equality.
Principle 2: To treat all women and men fairly at work: respecting and supporting
human rights and avoiding discrimination.
Principle 3: To ensure the health, well‐being and safety of all workers, regardless
of gender.
Principle 4: To promote women's education, training and professional
development.
Principle 5: To implement enterprise development, supply chain and marketing
practices that empower women.
Principle 6: To promote equality through community initiatives and advocacy.
Principle 7: To measure and report publicly on progress toward achieving gender
equality.
MAPFRE is locally committed in:
Turkey
Brazil
Spain
Uruguay
MAPFRE PEOPLE AND ORGANIZATION 2020
20
MAPFRE joined the Diversity Charter in 2020 as a sign of its
commitment to inclusion and equality. It is an initiative promoted
by the Fundación Diversidad in Spain, the objective of which is to
promote diversity management, an instrument of cultural
transformation that, according to the Foundation, favors inclusive workplaces, promotes
social progress and enhances economic competitiveness.
2020 MAPFRE DIVERSITY MAP
GENDER DIVERSITY
To consolidate a workplace that makes the most of the
female talent available throughout the organization.
To identify any potential gender gaps that may occur.
To increase the number of women in senior management.
MAPFRE PEOPLE AND ORGANIZATION 2020
21
These data do not include Banco do Brasil or MAPFRE Salud ARS in the Dominican Republic as these companies do not fall within the scope of the BSC.
% OF WOMEN IN SENIOR MANAGEMENT POSITIONS.
Percentage of new hires % management vacancies
MAPFRE PEOPLE AND ORGANIZATION 2020
22
WOMEN'S LEADERSHIP NETWORK
MAPFRE has Women's Leadership Networks in Spain,
Brazil, USA, Mexico and Turkey that aim to promote
initiatives that help achieve equality in the company, and
in particular, increase the presence of women in
underrepresented positions of responsibility.
In 2020, a new edition of Conversations on Leadership
was held. This is an initiative led by the MAPFRE Women's
Leadership Network in Spain, aimed at discussing the role
of women in different areas of the company and in society
in general. The forum was moderated by Ignacio Baeza,
MAPFRE’s Vice Chairman, and was attended by three prominent executives: María
Dolores Dancausa, Managing Director of Bankinter; Helena Herrero, Chairwoman and
CEO of HP for Spain and Portugal; and Marieta Jiménez, Regional Vice President for
Europe, Biopharma at the Merck Group.
GENDER EQUALITY AND TRANSPARENCY
In 2020, an action plan model was designed to be rolled out in countries to improve
equality and transparency as well as to eliminate the pay gap, paying particular attention
to the following factors to structure the actions to be carried out:
Career break (maternity)
Low access to STEM careers (Science, Technology, Engineering and Mathematics)
Co‐responsibility in domestic tasks
Cultural and social factors
For the year 2021 ahead, the measurement methodology has evolved, deepening the
evaluation of the roles performed, allowing for more detailed analysis between clusters
of similar job positions and allowing more action plans to be undertaken
TARGET GENDER EQUALITY
As a partner of the Spanish Network of the UN Global Compact, MAPFRE has joined the
Target Gender Equality accelerator program, a global movement to accelerate action
related to SDG 5 Gender equality. Joining this global initiative gives us the opportunity to
enhance the implementation of the Women's Empowerment Principles and strengthen
its contribution to objective 5.5 of the fifth Sustainable Development Goal, which
demands equal representation, participation and leadership for women in business
worldwide.
MAPFRE PEOPLE AND ORGANIZATION 2020
23
MAPFRE's Chairman and CEO took part in the Target Gender Equality round table at the
UN Global Compact Leaders Summit, where over 170 global companies shared their
success strategies and best practices for accelerating gender equality in businesses.
CLOSINGAP. WOMEN FOR A HEALTHY ECONOMY.
MAPFRE takes part in ClosinGap, Women for a Healthy Economy, which is a
platform created in Spain and comprising 12 companies (Merck, MAPFRE,
Vodafone, Repsol, Meliá Hotels Internacional, L'Oréal España, Mahou San
Miguel y Solán de Cabras, BMW, Inditex, PwC and Bankia). The group
analyzes the economic impact on society of women not having the same
opportunities as men. The cohort issues twice‐yearly reports examining the
gaps in the areas of health, pensions, the digital environment, reconciliation, leisure,
tourism, consumption, mobility, employment and salary or rural environment.
The 12 companies that make up ClosinGap have shared around 300 best practices that
have been compiled in a kit that has been made available to companies, public authorities
and citizens as a new working tool to help rollout actions aimed at closing gender gaps
across the economy and society. It is particularly geared toward the business sector, as
many of these actions can be replicated in companies of various kinds.
In addition, MAPFRE has taken part in a cross‐mentoring initiative among the 12
companies, in which two MAPFRE mentors provide mentoring to two mentors from other
companies, and conversely two MAPFRE mentees receive mentoring from two mentors
from other companies.
COMMUNICATION CAMPAIGNS: WOMEN'S DAY AND DAY AGAINST GENDER
VIOLENCE
WOMEN IN STEAM CAREERS
In 2020, the company celebrated
International Women's Day on March 8, by
giving women working at MAPFRE the
chance to share their experiences, and
specifically five women in STEAM careers
(Science, Technology, Engineering, Arts and
Mathematics), these being areas
traditionally dominated by men. The reason most frequently given by young women for
not choosing to go into a STEAM career is the lack of female role models in these areas.
MAPFRE PEOPLE AND ORGANIZATION 2020
24
PAY GAP
In line with best practices in remuneration and diversity, and also in response to local
regulatory requirements, a methodology for calculating the pay gap has been defined
since 2018 and applied to act accurately with specific plans. The methodology, verified
by the consultant Ernst & Young (EY), calculates two types of pay gap: the gender pay gap
and the equal pay gap.
The gross gap is calculated as follows:
However, the adjusted gap is the most precise measure, enabling detail to be obtained
from homogeneous comparable groups. MAPFRE takes into account three factors that
have a direct impact on remuneration (job position level, job family and seniority) to
calculate the equal pay gap. These three factors create comparison groups or clusters
with which people with the same criteria are grouped for comparison. The formula for
calculating this type of gap is:
Clusters are established locally based on these factors. If a pay gap is determined when
these calculations are made, an action plan is established.
Attached is a breakdown of the adjusted gap in fixed remuneration in the main MAPFRE
Group countries:
COUNTRY EQUAL PAY GAP
Spain 5.66
Brazil 5.14
Peru ‐4.93
Turkey ‐1.90
Italy ‐1.37
Germany ‐3.47
MAPFRE PEOPLE AND ORGANIZATION 2020
25
The overall adjusted pay gap for fixed remuneration, considering 92 percent of the
workforce is 3.18 percent.
GENERATIONAL DIVERSITY
Our objective in terms of generational diversity is to consolidate a
workplace that makes the most of all the talent available throughout the
organization, regardless of age.
GLOBAL AVERAGE AGE
AVERAGE AGE OF THE WORKFORCE
(*) SPAIN, includes all employees of companies in Spain.
47,88
35,78
40,22
35,29
36,81
39,19
44,75
33,70
44,84
34,78
35,43
36,2046,31
34,74 42,53
35,03
36,12
37,69
S P A I N ( * ) B R A Z I L NOR T H AME R I C A L A T AM NOR TH L A T AM S OU TH EU R A S I A
AVERAGE AGE2020
MEN WOMEN Average age
40.2 42.1
MAPFRE PEOPLE AND ORGANIZATION 2020
26
AGEING Project
The AGEING PROJECT was launched in 2020 in Spain with the following objective:
To consolidate a workplace that makes the most of all the talent available throughout
the organization, regardless of age.
To promote a workplace for people of a certain age, bearing in mind the challenges
posed in terms of the organization, profiles, professional development, flexible
working models, social protection, health and well‐being, raising awareness, etc., as
well as to reduce any barriers to making the most of senior talent.
To create a pro‐aging culture: To encourage people from different generations to
collaborate so that everyone can contribute and enrich each other's work with their
different perspectives.
MAPFRE assumes responsibility for offering tools and a workplace
that enable all employees to remain competitive throughout their
working lives.
The Ageing Project comprises the following phases:
A quantitative and qualitative diagnosis of the generational structure of the MAPFRE
workforce in Spain, through the analysis of demographic and organizational
information of employees, interviews, focus groups and surveys.
Designing a master plan with measures aimed at senior talent in the fields of
professional development, employee experience, social protection, job flexibility,
health and well‐being.
Implementation of the master plan
Synthesis of the methodological model developed to carry out such a diagnosis, which
allows the project to be replicated in other countries.
67
2.772
6.034
5053
1.222
73
2.184
7.644
6601
2.080
140
4.956
13.678
11.654
3.302
V E T E R A N S( U P T O 1 9 5 5 )
B A B Y B O OM E R S( F R OM 1 9 5 6 T O 1 9 6 7 )
G E N E R A T I O N X( F R OM 1 9 6 8 T O 1 9 8 1 )
G E N E R A T I O N Y( F R OM 1 9 8 2 T O 1 9 9 3 )
G E N E R A T I O N Z( F R OM 1 9 9 4 O N )
5 GENERATIONSMEN WOMEN Total
MAPFRE PEOPLE AND ORGANIZATION 2020
27
At the close of 2020, the following steps had already been taken:
Identification of the generational structure of the workforce, via a quantitative
analysis of MAPFRE's workforce in Spain.
Eight focus group meetings, in which around 100 more senior employees
participated.
The conducting of a survey aimed at colleagues born
before 1970, in which they were asked about issues related
to professional development, well‐being, preparation for
retirement and intergenerational coexistence.
This information will be used to design initiatives directed at this most senior of employee
groups.
FUNCTIONAL DIVERSITY
Objectives:
To consolidate a workplace that is conducive to integrating people
with disabilities into the organization.
To remove barriers identified for the integration of people with
disabilities.
To increase the number of people with disabilities at the company.
To improve quality of life for people with disabilities, employees and relatives.
Data
PEOPLE WITH DISABILITIES
48,8%51,2%
MAPFRE PEOPLE AND ORGANIZATION 2020
28
(*) There is no requirement in the USA to declare a disability. Excluding data related to Banco do Brasil and
MAPFRE Salud ARS.
Corporate Disability Program.
MAPFRE has a Corporate Disability Program implemented worldwide, through which it
designs, develops and implements various actions geared toward people with a disability,
with the following objectives:
To foster a culture that is sensitive to disability so as to facilitate its acceptance.
To contribute to the integration of people with a disability in the workforce.
To improve the quality of life for people with disabilities in the workforce and their
relatives.
To develop products and services targeted at people with a disability.
Overall, the following disability training and awareness‐raising activities were carried out
in 2020:
235 employees were trained in 2020 through the e‐learning disability course
(7,907 employees since 2014).
38 volunteering activities involving disabled people
121awareness‐increasing talks and activities.
83 89
9
27 48 74
17
3
111
78
20 30 42 7
1
9 6
308
194
167
337
57
90
145
26
9
I B E R I A B R A Z I L N O R T H A M E R I C A L A T A M N O R T H L A T A M S O U T H E U R A S I A C O R P . A R E A S R E I N S U R A N C E
NO. OF EMPLOYEES WITH A DISABIL ITY
MEN WOMEN Not Disclosed Total
MAPFRE PEOPLE AND ORGANIZATION 2020
29
International Day of People with Disabilities
MAPFRE once again took part in the International Day of People with Disabilities with a
global communication campaign.
Family Program
The Family Program is a work orientation program aimed at disabled family
members of MAPFRE employees in Spain, where people work toward boosting
their employment opportunities. In 2020, 56 people availed of the program.
Also in 2020, we also expanded the scope of the program to cater for children
of employees with disabilities at an early age, so as to carve out a
comprehensive path for them to contribute to their overall development, and
during the year, three young people availed of the opportunity.
CULTURAL DIVERSITY
Objective:
To consolidate a workplace that encourages multiculturalism,
eradicating cultural barriers that hinder communication and
interaction among employees.
To raise employees' awareness of the different cultures and customs of the countries
in which the company operates.
Travel website
MAPFRE, through the Traveling with You website informs and supports employees when
they are traveling.
The website offers useful content and advice on safety and health, the destination
country and special information for work trips. Employees register the details of their trip
in advance so they have the support of a human team that will help them if they have any
problems during the trip.
MAPFRE PEOPLE AND ORGANIZATION 2020
30
International Mother Language Day
With operations worldwide and employees of 84 nationalities,
MAPFRE celebrated International Mother Language Day on
February 21, encouraging all employees to share their identity on
Twitter through their native language using the hashtag
#ThinkOfAWord. This was a way to celebrate our diversity and share our commitment to
the UN Sustainable Development Goals, which include promoting linguistic diversity.
SEXUAL ORIENTATION DIVERSITY
Objective:
To establish a workplace that encourages diversity in terms of sexual orientation.
To eradicate barriers and obstacles that may arise in relation to sexual orientation
diversity.
MAPFRE signed up to the United Nations Standards of Conduct for Business
in relation to LGBTI equality.
These Standards of Conduct are based on the Guiding Principles
on Business and Human Rights and the Global Compact.
By adopting these Standards of Conduct, MAPFRE has taken a
step further in its commitment to human rights, the Sustainable
Development Goals (SDG 10 Reduced Inequalities), diversity and equal opportunities, this
time in relation to sexual orientation.
This commitment to human rights is reflected in MAPFRE's Institutional, Business and
Organizational Principles and, expressly, in its Code of Ethics and Conduct and prevailing
Corporate Social Responsibility Policy.
MAPFRE PEOPLE AND ORGANIZATION 2020
31
4 TRANSFORMATION AND ORGANIZATION
Juan Carlos Rondeau Group Head of Organization and Talent
MAPFRE is transforming itself with the aim of responding in an agile, flexible and proactive
way to the new needs of society in general and of our clients in particular. We are aware
that making this change requires everyone's commitment, but we know that we can rely
on the talent and diversity of everyone who is a part of MAPFRE.
In this environment that demands flexibility and agility, dynamic structures are of
particular importance, in that large organization like MAPFRE seek to become more
dynamic and to simplify the different parts of the organization, in line with the weight and
dynamism of its operational models and Business Models so as to generate solutions and
value propositions as quickly as possible.
The company is becoming more agile in order to respond quickly to client needs, with a
focus on rapid implementation of solutions and products, encouraging the creation of
autonomous, project‐specific teams, reducing hierarchy and coordinating the
organization's knowledge and expertise in a proactive manner.
We are boosting the flexibility of the company's structure in order to adapt to the
adjustments in the Business Models and Operating Models, developing the required new
skills and focusing on the activities of most value to the client, while reducing those of
lower value by supporting the implementation of operational efficiency measures.
The COVID‐19 pandemic has driven transformation by internalizing and consolidating that
ability to act swiftly in all production processes and in adapting the structure to the
organization's needs.
Meanwhile, throughout the course of 2020, MAPFRE continued along the path started in
previous years with the Digital Challenge, learning and building on the achievements so
far and taking a step further in developing new collaborative skills and tools. As such, the
company will be more efficient and agile in its day‐to‐day operations, making the most of
the time available, sharing more knowledge and significantly adapting processes to
employee requirements.
In addition, there has been a change in the work model thanks to the hybrid model for
organizing the different work modes (in‐person, remote and teleworking), with digital
disconnection criteria in place to ensure a work‐life balance and with performance and
productivity indicators. This model will help employees to organize themselves in the best
way possible, reconciling three main areas: their personal life, their career goals and the
needs of the teams they belong to, maintaining safety, well‐being and client quality of
service levels.
MAPFRE PEOPLE AND ORGANIZATION 2020
32
4. TRANSFORMATION AND ORGANIZATION
4.1. DIGITAL CHALLENGE
THE SUCCESSFUL PROCESS OF DIGITAL TRANSFORMATION
The purpose of Digital Challenge I (2018–2019) was to manage the change that MAPFRE
needed to adapt to the new requirements of the market and of society in general. It has
allowed the organization to manage the necessary changes to adapt to the new digital
requirements, adding flexibility and agility to the workplace, with tools that allow for
collaborative work and knowledge sharing, as well as digital profile development and new
forms of leadership.
The Digital Challenge has proven to be a key part of this transformation since it enabled
the company to successfully prepare for working from home during the pandemic by
developing new ways to work in digital and collaborative environments.
The rationale of Digital Challenge I was based on four interconnected aspects of the
company's working arrangements that led to the following achievements:
A flexible working environment o 57.3 percent of the workforce benefit from flexible working hours o More than 20,000 employees working in open, collaborative spaces o Over 26,000 employees using Office 365 tools o Capacity for remote working extended to more than 90 percent of the
workforce
Collaborative working and knowledge management o Over 1,250 knowledge items contributed to Eureka, a shared space made
available in order to connect all employees and pool shared knowledge. o Over 1,100 experts identified o 310 communities on the Global Intranet in which 10,815 employees
collaborate
Culture in a digital world o A global digital training program on digital culture and behavior used by more
than 98 percent of employees. These behaviors and habits are now present in
our day‐to‐day operations and we are evaluated in terms of them. o A global digital skills learning program
MAPFRE PEOPLE AND ORGANIZATION 2020
33
New forms of remuneration and recognition
o Over 80 percent of the workforce are evaluated using the new multi‐
source feedback assessment model (implemented globally, associated
with MAPFRE behaviors and habits).
o 19,916 employees are affiliated to recognition plans
DIGITAL CHALLENGE II 2020–2021
In 2020, Digital Challenge evolved to continue managing the change that MAPFRE
requires in order to adapt to new social and business needs, by learning new skills,
developing more dynamic and flexible structures and personalizing the employee
experience.
Digital Challenge II will allow the company to increase productivity, agility and
commitment, giving it new skills, working on the productivity scenarios offered by
collaborative tools, on managing our capacity and on flexible structures, versatile job
positions and project management. And, vitally, MAPFRE will be adapting processes to
the needs of employees through the development of employee experience, so you can
MAPFRE PEOPLE AND ORGANIZATION 2020
34
get the most out of your time and increase the scope of your opportunities in the
organization.
DYNAMIC STRUCTURES
The objective of this program is to manage capacity and enhance the structure with a
view to optimally supporting the business, with the ultimate aim being to improve
productivity and organizational and project agility.
Every organization seeks to be more dynamic, in an environment that demands flexibility
and agility, reducing decision‐making times. In this regard, the transformation must be
accompanied by new forms of work that facilitate agility.
The objective is to enhance the structure to facilitate collaborative work, both from the
point of view of project management and process management.
DIGITAL WORKPLACE
Digital Workplace is much more than a tool rollout project ‐ it is a change in working
habits that brings together tools and ways of working. This process is accompanied by a
Change Management strategy that can be used to communicate with employees and to
give them the skills they need at their level.
MAPFRE PEOPLE AND ORGANIZATION 2020
35
Digital Workplace productivity scenarios
In 2020, more than 26,000 employees in the organization worked with the Teams Office
365 tool and over 28,000 employees with Office 365 mail. In addition, globally there is a
productivity indicator dashboard that monitors the Digital Workplace transformation.
Personalization of the employee experience
The goal is to analyze every employee life cycle touchpoint in the company, enhancing
current personnel management processes to the highest level of customization to
optimize the employee's experience.
Ensuring a good employee experience is key to engagement, so a global standard
listening model has been defined and a system for measuring and analyzing the
experience employed has been put in place that gives us three perspectives: their level
of satisfaction and commitment, their own experience as an employee and their
assessment of people management.
4.3. REMUNERATION AND RECOGNITION
Compensation policy
This policy contains and guarantees the principles of equality and non‐discrimination and
establishes adequate remuneration according to role/job position, based on the merit,
technical knowledge, professional skills and performance of each person. The company
designs its remuneration policy with the following principles:
Transparency: it is understood by all stakeholders.
MAPFRE PEOPLE AND ORGANIZATION 2020
36
A competitive and flexible structure and can be adapted to different groups and
market circumstances.
The compensation policy also promotes appropriate and efficient risk management by
discouraging both the acceptance of risks that exceed the company's tolerance limits and
conflicts of interest.
In this way, the policy acts to motivate and satisfy, enabling objectives to be met and the
strategy to be achieved within the framework of the company's long‐term interests. It
gives specific treatment to the remuneration of the company's management groups, and
those with special impact on the entity's risk profile.
The remuneration components included in the policy are fixed remuneration, variable
remuneration/incentives, recognition programs, social benefits and supplements.
Variable remuneration in its different modalities — annual compensation for objectives,
medium‐ and long‐term Incentives, commissions and bonuses — is of particular
importance.
In 2020, 28,804 people were working within annual variable remuneration systems,
representing 85 percent of the global workforce.
To maintain the company in the best position in the markets in which it operates, 23
countries participate annually in local salary surveys to measure their competitiveness in
their geographical and business area.
For the first time, in 2020, MAPFRE rolled out a compensation software from one of the
international benchmark consultants in nine countries: Spain, the United States, Brazil,
Turkey, Germany, Italy, Peru, Puerto Rico and Mexico. This compensation software will
be used to accelerate participation in market salary studies to make remuneration
decisions based on the best comparative understanding with the local market, as well as
to design and manage salary structures. Broadly speaking, the platform enables you to:
Quickly compare job positions and employees with the market.
Integrate and tap into salary studies.
Design and manage salary structures.
Analyze internal and external remuneration information using pre‐defined and
flexible reports.
Evaluation
MAPFRE has established the global job appraisal system using the MERCER methodology,
which enables the contribution of each job position to the organization's value chain to
be analyzed.
MAPFRE PEOPLE AND ORGANIZATION 2020
37
During 2020, six Group countries incorporated this methodology with the unified
management platform, which represented a rollout level of 82.97 percent of MAPFRE’s
workforce worldwide: Spain, the United States, Brazil, Peru, Turkey, Puerto Rico,
Portugal, Venezuela, Ecuador, Nicaragua, Honduras, El Salvador, Guatemala, Panama,
Philippines, Mexico, Uruguay, Dominican Republic, Paraguay, Chile and Malta. The
remaining countries will be phased in over the course of 2021.
This system:
o Allows local salary schemes to be designed with global consistency, and facilitates
international mobility.
o Defines criteria for fair remuneration models by function and performance,
avoiding discrimination due to other factors.
Per‐project bonuses
Currently, 355 people are assigned with this type of bonus, several of them linked to
platform integration projects and new digital systems, to drive the company's
transformation with elements that represent direct compensation.
This has meant implementing new collaborative working methodologies in 10 countries,
in environments where regular activity is combined with projects that are
transformational for both participants and the company itself.
Recognition plan
In 2020, 19,916 employees from 25 countries participated in recognition programs.
The recognition programs are an element of the remuneration structure that formally
recognize employees' contribution to the implementation of the strategy, and reward
any contributions made to quality, dissemination of the MAPFRE culture and values, and
innovation.
All of this is rewarded with personal communications—posted on the internal website—
and attendance at conferences, courses and recognition events with managers or
experts, motivating and satisfying people, and improving their commitment.
MAPFRE PEOPLE AND ORGANIZATION 2020
38
5 TOWARD PERSONALIZING THE EMPLOYEE
EXPERIENCE
This past year's events posed an unprecedented challenge to
managing the Employee Experience, requiring modification
of our initial forecasts to ensure that the most immediate
needs generated by the pandemic were met.
At the same time however, this situation provided the
company with a great opportunity to enhance the remote
working model, to make remote service delivery to
employees more innovative and to expand the employee
listening model through a transactional eNPS®, which is to be
rolled out in 2021.
In addition, MAPFRE made progress in the planned
transformation lines in key areas such as knowledge
management, performance evaluation and recognition
models, promoting the role of women, our intergenerational
value proposition, the deployment of personal productivity
tools within the Office 365 environment, enhancing the
functionality of the People app and including new required
competences in employee profiles.
For the year ahead, we are already working on extremely
exciting projects, including improving on‐boarding, reviewing
the technical career and new project‐based work formulas to
generate a more agile and transversal organization.
Rocío Aragonés Fernández
Head of Human Resources, MAPFRE Iberia
MAPFRE PEOPLE AND ORGANIZATION 2020
39
5. TOWARD PERSONALIZING THE EMPLOYEE
EXPERIENCE
EMPLOYEE EXPERIENCE MANAGEMENT MODEL.
The MAPFRE employee experience management model covers the design of an Employee
Journey, identifying the different touchpoints of employee interaction with the company
from before employees join the company until the time they leave.
"WE CAN ONLY GIVE THE BEST OF OURSELVES WHEN WE'RE GIVEN THE BEST EXPERIENCE."
In 2020, the MAPFRE Employee Experience Continuous Listening and Measurement
model was fully implemented, which can be used to monitor employees' experiences and
make decisions that positively impact their daily work based on qualitative and
quantitative data.
MAPFRE PEOPLE AND ORGANIZATION 2020
40
This model is set up as a new Human Resources process and takes into account these
three moments:
Measuring recommendation, satisfaction and engagement
Recommending the company: Relational eNPS®: this measures the likelihood of employees recommending MAPFRE as a company to work for. In 2020, this was measured in 13 countries. Of the total workforce measured, 98 percent are in countries that have a very good or excellent Employee Net Promoter Score.
Level‐1 and level‐2 root causes: the main reasons why an employee recommends MAPFRE to a lesser or greater extent as a company to work for. The following stand out as reasons for a higher recommendation:
The conditions and benefits that MAPFRE
offers us: The culture and business vision:
• Stability
• Work‐life balance
• The implementation of the
company's values on a day‐to‐day
basis.
• The ability to grow professionally.
Direct report recommendation index: Leader Index. This measures the likelihood
of employees recommending their direct reports good people to work for. In 2020, on a recommendation scale from 0 to 10, 61 percent of employees gave a score of 9 or 10.
Engagement: Employee Satisfaction Index: this measures employee satisfaction by scoring the following 10 aspects: knowledge of objectives; pride in one's work; recognition of one's work; contribution to the company; receiving quality feedback; development opportunities; collaboration; working tools; taking care of people; pride in corporate footprint.
MAPFRE PEOPLE AND ORGANIZATION 2020
41
In 2020, the engagement rate was 73, which corresponds to the percentage of employees who scored the 10 variables analyzed with an average score of 8, 9 or 10.
Employee journey
The MAPFRE Employee Journey consists of 18 moments of truth measured through:
Focus groups with groups of employees that make up a representative sample of
the workforce and focus groups with groups of employees that make up a sample
of specific groups (e.g. young people, senior profiles, strategic profiles,
expatriates, new hires, those who have been recently promoted, etc.). The latter
groups will work on moments of truth when they may need a different experience
than the whole employee group
Transactional eNPS® questionnaires. This measurement is made through short
questionnaires that are managed with the Qualtrics tool implemented this year at
MAPFRE.
Human Resources management quality
The Perceived Quality Index is obtained via an assessment survey that is sent to all
MAPFRE employees around the world and assesses the quality of service offered to
employees by the Human Resources departments and the ability of our people
management to change and adapt to the needs of the company and its employees. In
2020, the perceived quality index was 7.9 out of 10.
Thanks to the information obtained from these measurements, MAPFRE can optimize its
resources by prioritizing improvement actions focused on the aspects that correlate more
strongly with employee satisfaction and therefore productivity.
People app MAPFRE has a communication channel with employees called People app, which:
ELEMENTS THAT IMPACT EMPLOYEE COMMITMENT:
Knowledge of objectives
Sense of pride in the work completed
Recognition for the work done
Contribution to the company
Receiving high‐quality feedback
Development opportunities
Collaboration
Work tools
Caring for people
Sense of pride in social footprint
MAPFRE PEOPLE AND ORGANIZATION 2020
42
Makes it easy to access the most in‐demand content at any time of day via
cellphone.
Optimizes processes, in that employees can carry out certain procedures and
make inquiries through the app and gain quick and easy access to documentation.
Reduces time spent on some management and administration processes to make
life easier.
The People app has been implemented in four countries and is
used daily by 9,478 employees. To date, 1,055 content items
have been published on it.
FLEXIBILITY AND WORK‐LIFE BALANCE
DIGITAL DISCONNECTION
MAPFRE PEOPLE AND ORGANIZATION 2020
43
As part of its digital transformation, MAPFRE has moved toward more flexible work
organization models that enhance proximity to clients while improving talent uptake and
retention as well as promoting a work‐life balance. However, this new work organization
and the possibility of always being connected can blur the boundaries of working time
and can sometimes cause work‐specific issues to interfere with people's ability to enjoy
their free time. For this reason, MAPFRE has approved the Digital Disconnection Policy
for MAPFRE Employees, through which a culture of respect for others' personal time is
established. The policy expressly recognizes the right of employees to disconnect from
work and communication tools provided by the company outside the working day by
establishing express measures to enshrinee that right. Such measures regulate schedules
in which communications should not be sent or expected to be responded to unless there
are exceptional justified circumstances, as well as guidelines for planning and holding
meetings. In order to ensure its proper implementation and to promote a culture
conducive to rest, the policy is supplemented by a Change Management Plan in addition
to training resources related to disconnection and rest, reasonable use of technology and
awareness‐raising in respect of personal rest time.
Work‐life balance measures No. of
employees
benefiting
Flexible working hours 19,324
MAPFRE PEOPLE AND ORGANIZATION 2020
44
Part‐time work arrangements 2,381
Shorter workdays 753
Remote working contracts 1,316
Paid and unpaid leave
Parental leave
Maternity leave
13,224
654
822
Sabbaticals for study/family purposes 35
Employee reintegration program following a protracted
leave of absence
159
HEALTH AND WELL‐BEING
ABSENTEEISM
WORK‐RELATED ACCIDENT FREQUENCY RATE: this represents the number of
work‐related accidents resulting in leave per 100,000 workers.
Globally, the work‐related accident frequency rate was 322.51 work‐related accidents
resulting in leave per 100,000 workers, (352.48 for men and 297.66 for women).
(*) SPAIN includes all employees of companies in Spain. Includes data related to COVID‐19
OCCUPATIONAL ILLNESS FREQUENCY RATE: This represents the number of
occupational illnesses resulting in leave for every 100,000 workers.
In 2020, the occupational illness frequency rate was 8.72 occupational illnesses resulting
in leave per 100,000 workers, (12.82 for men and 5.32 for women).
261,00
239,01
321,03
1879,93
1138,59
658,44
213,87
139,39
524,06
2363,94
682,23
358,94
236,90
176,09
448,43
2133,79
900,23
498,47
S P A I N ( * ) B R A Z I L NOR T H AME R I C A L A T AM NOR TH L A T AM S OU TH EU R A S I A
ABSENTEEISMWORK‐RELATED ACCIDENT FREQUENCY RATE
MEN WOMEN Total
MAPFRE PEOPLE AND ORGANIZATION 2020
45
(*) SPAIN includes all employees of companies in Spain Includes data related to COVID‐19
EMPLOYMENT ABSENTEEISM RATE: this represents the number of days lost due
to work‐related accidents and occupational illnesses for every hundred days
worked.
The employment absenteeism rate in 2020 was 0.05 days lost due to work‐related
accidents and occupational illnesses for every 100 days worked, (0.06 for men and 0.04
for women).
(*) SPAIN includes all employees of companies in Spain Includes data related to COVID‐19
MORTALITY RATE DUE TO WORK‐RELATED ACCIDENTS.
The number of deaths in 2020 resulting from a work‐related accident for every 1,000,000
hours worked was zero.
MORTALITY RATE DUE TO OCCUPATIONAL ILLNESS.
The number of deaths in 2020 resulting from an occupational illness for every 1,000,000
hours worked was zero.
0,00
0,00
0,00
126,02
0,00
0,00
0,00
0,00
0,00
0,00
38,02
0,00
0,00
0,00
0,00
59,44
19,70
0,00
S P A I N ( * ) B R A Z I L NOR T H AME R I C A L A T AM NOR TH L A T AM S OU TH EU R A S I A
ABSENTEEISMOCCUPATIONAL ILLNESS FREQUENCY RATE
MEN WOMEN Total0,06
0,00
0,01
0,16
0,09
0,06
0,04
0,01
0,02
0,01
0,10
0,04
0,05
0,01
0,02
0,08
0,09
0,05
S P A I N ( * ) B R A Z I L NOR T H AME R I C A L A T AM NOR TH L A T AM S OU TH EU R A S I A
ABSENTEEISMEMPLOYMENT ABSENTEEISM RATE
MEN WOMEN Total
MAPFRE PEOPLE AND ORGANIZATION 2020
46
HEALTH AND WELL‐BEING
MAPFRE has a healthy company model in place based on the
guidelines issued by international organizations, such as the
World Health Organization. This model contributes to
Sustainable Development Goal 3: Health and Well‐being, of
the United Nations Agenda 2030 for Sustainable
Development, which aims to ensure a healthy life and well‐
being for all.
This model focuses on the individual, both at and away from work, from a physical and a
mental perspective, and takes into account the following elements: workplace, mental
well‐being, health promotion, food and physical exercise and personal environment.
WORKPLACE Objectives:
To integrate occupational risk prevention into all the company's activities and decisions,
at all levels of the organization, and achieve a safe and healthy workplace.
The following actions were carried out in 2020:
1,557 occupational risk assessments and 2,011 psychosocial risk assessments.
12.5 percent of employees had company medical checkups.
77.7 percent of employees received training and information about the risks
associated with their job positions, with a total of 30,704 hours of training
imparted.
World Day for Safety and Health at Work
The World Day for Safety and Health at Work in 2020 centered on
addressing the outbreak of infectious diseases at work, focusing
particularly on the current COVID‐19 pandemic, as MAPFRE's priority
since the beginning of this health crisis has been to safeguard its
workers' health.
HEALTH PROMOTION
Throughout the year, MAPFRE leads numerous global health awareness campaigns. In
2020, globally, the breast cancer campaign, the male health awareness campaign and the
diabetes prevention and information campaign were carried out
In 2020:
MAPFRE PEOPLE AND ORGANIZATION 2020
47
228 health awareness campaigns were carried out.
Medical advice was provided to 39,609 employees and 904 family members.
Think Pink breast cancer information and prevention campaign
Global diabetes campaign
Content of particular interest was addressed in this campaign in 2020, including types of
diabetes and their causes, symptoms, prevention, diagnosis and treatment, diet and
sport, as well as recommended measures against COVID‐19 for diabetic patients
Global men's health awareness campaign
On November 19, on International Men's Day, a global
men's health awareness campaign was run aiming to:
Inform people and raise awareness of the most
significant men's health issues.
Spread the message that health is everyone's business, regardless of gender.
Consolidate a movement within MAPFRE in favor of this cause.
MAPFRE PEOPLE AND ORGANIZATION 2020
48
MAPFRE has signed up to the following World Health Days:
i) World No Tobacco Day ii) World Marrow Donor Day
iv) World Stroke Day, October 29 iv) World Aids Day, December 1
PHYSICAL ACTIVITY AND DIET
Objectives:
To promote healthy eating and physical activity.
In 2020, 55 local physical activity and food information campaigns were
conducted.
MENTAL WELL‐BEING
Objectives:
To improve employee health and well‐being. In 2020, 1,250 employees took the online stress management course, with a total
of 1,252 hours of training imparted.
A total of 19,778 psychological examinations were carried out for employees and 3,777 for family members.
MAPFRE PEOPLE AND ORGANIZATION 2020
49
PERSONAL ENVIRONMENT Objective:
To improve the aspects of employees' personal environment that have an impact
on their well‐being and, consequently, on society. 61 activities related to retirement and the family were carried out.
The following table summarizes the most relevant activities that have been carried out
in the different countries in the field of health and well‐being (workplace, health
promotion, physical activity and food, mental well‐being, personal environment):
SPAIN E‐learning training on COVID‐19 prevention measures.
19,403 medical checkups for employees.
421 psychological assessments for employees.
Nutritional coaching workshops.
Employee assistance program.
BRAZIL Yellow September campaign: podcast on suicide
prevention.
1,578 medical checkups for employees.
6,214 psychological assessments for employees.
COLOMBIA 50 workplace risk evaluations.
Virtual campaigns on healthy eating habits and physical
exercise.
UNITED STATES Health campaigns: anxiety, depression, stress control,
physical fitness, resilience, nutrition, sleep, self‐care,
eyesight, smoking, summertime security.
Employee assistance program: 24/7 checkups available.
Online classes about retirement planning, ergonomics and
wealth planning.
MEXICO Online nutrition consultations and healthy eating plans.
Facebook group created for all employees with a focus on
health and diet.
Poster series on nutrition with tips, advice and meal
suggestions, aimed at boosting healthy eating options.
MAPFRE PEOPLE AND ORGANIZATION 2020
50
Online yoga and exercise classes held on the company’s
Facebook page – “MAPFRE Total Health and Well‐being”.
OTHER
COUNTRIES Germany: Telephone helpline to support managing work‐
life balance and advising on special regulations in place for
employees caring for elderly dependents during the
COVID‐19 crisis.
Chile: “Between Us”, a telephone‐based psychological
orientation program for employees and families.
Guatemala: In‐person COVID‐19 chats (at the outset of the
pandemic) and online information (during the pandemic),
and COVID‐19 information webinars for the return to
work, phase I.
MAPFRE PEOPLE AND ORGANIZATION 2020
51
6 COVID‐19
The global COVID‐19 pandemic profoundly impacted everyday life, imposing changes in habits and behaviors on our routine and how we interact with each other. #InMAPFREmoreUnitedThanEver, we are tackling this challenging, sensitive and complex time caused by COVID‐19 together, where the responsibility, respect and solidarity of each party plays a fundamental role. MAPFRE is a socially‐engaged company with a humanistic outlook on business. As such, the central theme connecting the measures taken and communicated since the outbreak of COVID‐19 has been one of caring for employees and their families as well as for clients and providers, so as to ensure business continuity. These decisions were positively valued by collaborators, both through their participation and the results of the 2020 eNPS®. Social distancing required changes in the way we worked on multiple levels, namely the acceleration of mobile working and, as a result, changes were made to processes, team dynamics and leaders' visions of how to manage people in a hybrid (in‐person/virtual) management model. In that context, the Digital Challenge project, through its different initiatives, prepared the company to face the current scenario and swiftly respond to people and business. The company developed the appropriate skills and tools to adapt to this new scenario. It created new working environments, more collaborative than ever before, acquired new digital skills and knowledge, new ways to evaluate, remunerate and recognize, implemented digital workplace plans and flexible and dynamic structures, and carried out actions focused on the experience of collaborators. None of this would have been possible without the #WeAreMAPFRE people. The company is grateful and thankful for their generosity and empathy toward others, their resilience in the face of difficulties, their adaptation to change and their positive energy, among other virtues, which are unparalleled qualities that will see us through the prevailing situation. We must continue to take care of ourselves, respecting the respective health and safety protocols, in order to be well and to care for others.
Francisco Labourt
Human Resources Manager, MAPFRE Brazil
MAPFRE PEOPLE AND ORGANIZATION 2020
52
6. COVID‐19
#InMAPFREmoreUnitedThanEver
FIRST AND FOREMOST, HEALTH AND PROTECTION
From the outset, MAPFRE was aware of the impact that COVID‐19 could generate, and
under the governance of the Corporate Crisis Committee, it quickly deployed its
contingency plans, making the health of employees its top priority.
Proof that MAPFRE adopted best practices in the fight against COVID is that more than
350 MAPFRE facilities in Spain have obtained the MAPFRE Safe Spaces AENOR
Certification, which guarantees the correct application of all health, technical,
organizational, labor and security measures beyond the current legality in order to
protect our employees, clients and providers.
Health, accident prevention and occupational procedures and protocols:
Occupational Health Action Protocol to ensure the best preventive and protective
measures against COVID‐19 for workers who are returning to work.
Occupational Risk Prevention Action Protocol to be taken into consideration when
business is back to normal in MAPFRE work centers.
The first of the measures resulting from these protocols and which was implemented
expeditiously in all countries was teleworking and reducing the density of occupation in
all buildings, with the aim of preventing infection.
At the same time, and in order to reduce the risk of transmission, measures were
identified and implemented for the most vulnerable groups, information on the disease
and its symptoms was disseminated and prophylaxis measures were introduced, as well
as other measures such as the travel ban.
ACTIONS AIMED AT REDUCING THE RISK OF TRANSMISSION
Preventive remote work for people with previous health conditions or vulnerable
situations.
Implementation of prophylactic and social distancing measures.
Increase in the distance between employees through remote working or
increasing distance between zones.
Providing information regarding the disease and symptoms and following the
instructions of the country's health authorities.
Awareness campaigns regarding hygiene practices, such as hand washing posters
Review of cleaning protocols for communal services, meeting rooms and
restrooms.
MAPFRE PEOPLE AND ORGANIZATION 2020
53
ACTIONS TO SUPPORT AFFECTED EMPLOYEES PRIOR TO LOCKDOWN
Prioritizing teleworking for particularly sensitive personnel.
Management of medical queries, uncertainty, fear of infection, through different
channels.
Action protocol in the event of infection: case concept, close contact, casual
contact, information and multi‐channel monitoring (email, telephone).
Establishing quarantines, preventive or mandatory.
Informing employees about the procedure: face‐to‐face talks.
ACTIONS TO SUPPORT EMPLOYEES AND THEIR FAMILIES DURING LOCKDOWN
Medical advice.
Psychological counseling.
Health information through different channels.
Employee Assistance Program (#EAP) – for psycho‐emotional well‐being.
Intellectual/social well‐being programs with the help of constant communication
through different channels.
Physical well‐being, fitness and healthy food programs.
Financial well‐being through payroll continuity.
Local actions
Countries have also implemented the health measures indicated by their local
governments and the medical services have continuously followed up on infected or
symptomatic employees.
SOME LOCAL ACTIONS
Creating mailboxes and healthcare platforms.
Consultations or chats with doctors and specialists in Venezuela, Turkey, Brazil,
the United States, Panama or Mexico.
RehaAktiv helplines in Germany.
Information from institutions that provide psychological service, such as Mexico,
Argentina and Puerto Rico.
Virtual talks/meetings with employees to find out, first‐hand, how they and their
families are, what they feel, how they can be helped, how to work remotely and
use the tools available, etc., from the Human Resources teams, with examples
such as the Philippines, Argentina, Honduras, Chile, Malta and Turkey. As for
CEOs, such as Brazil, Spain, Panama (Share a coffee with your CEO), the Dominican
Republic (A cup of coffee with the CEO), El Salvador, Puerto Rico and Malta. Or
sending personal emails to employees from the CEO, such as in Malta and
Portugal.
MAPFRE PEOPLE AND ORGANIZATION 2020
54
We quickly rolled out our contingency plans with the ultimate goal of
ensuring the health of our employees
NEW WAYS OF WORKING
The development of the Digital Challenge initiative and the work that had been done
within this initiative allowed everything to be ready in a few days so that employees could
work from home and drastically reduce the occupancy density in all buildings, thus
preventing infection while maintaining service to clients.
With the rollout of the collaborative working model and collaborative tools such as Skype
and Teams, among others, it was possible to keep up to date and stay informed,
coordinated and connected.
Up to 90 percent of the global workforce has been teleworking since the outset of the
pandemic.
ACTIONS TO SUPPORT REMOTE WORKING
A basic guide was provided for people who are working remotely for the first time,
so that direct reports can share it with their collaborators.
A website was set up with all the reference information regarding the Office365
collaborative work tool.
A series of guidelines was defined on how to lead remotely, as a reminder of the
behaviors our leaders must display in their relationships with their teams and in
organization and monitoring of work and compliance with objectives.
Teams were informed on the coordination of short‐term tasks and objectives.
After the first few months of lockdown, it was time to reflect on the lessons learned
during this period and guidelines were provided so work could be done on those things
that could be improved in our day‐to‐day work.
Up to 90 percent of the global workforce has been teleworking since
the outset of the pandemic
FLEXIBLE LABOR RELATIONS
In the area of labor relations, each country established a special system to facilitate
reconciliation in the development of working hours with the personal and family needs
of employees. Every effort was made to be flexible in the context of what was a
complicated situation for everyone, where the individual responsibility of each employee
MAPFRE PEOPLE AND ORGANIZATION 2020
55
in the management of their own work came to the fore. In addition, and depending on
the capacity of each team, employees supported each other by performing duties in
other departments with higher workloads in these circumstances.
FLEXIBLE WORKING AND WORK‐LIFE BALANCE
Flexibility in the development of the working day to facilitate a work‐life balance
for employees.
Freedom of organization by the employee in lie with their needs.
Creation of specific time slots and leave to meet crisis‐related needs.
Specific initiatives taken with managers to promote the use of flexibility in teams.
Initiatives to identify areas that may be overloaded and areas that may have talent
available to lend support where needed.
EMPLOYEE LEGAL REPRESENTATIVES
Dialog, information and continuous negotiation with workers' labor
representatives.
Establishing new communication channels and new ways of working using
technology that speeds up the relationship.
Recognition and satisfaction by unions of the work carried out by the company.
In recent months we have analyzed and implemented the regulations and action
stipulated by governments in labor matters.
Adapted and reduced working hours.
Application of regulatory requirements for physical presence scenarios in the
workplace.
Freeze on terminations.
Maintenance of contracts.
Labor and organizational measures resulting from the declaration of exceptional
situations in different countries and due to lockdown circumstances
Application of labor regulations and Occupational Risk Prevention for teleworking
situations.
Employees have been able to organize the performance of their duties
in accordance with their personal and family needs.
MAPFRE PEOPLE AND ORGANIZATION 2020
56
COMMUNICATION WITH EMPLOYEES: CLOSER THAN EVER
From the outset, a great effort was made to ensure that employees were informed of the
actions and measures taken by the company and to make the necessary
recommendations in each of the phases.
Initially the communication focused on reporting on actions related to health,
teleworking and business continuity and then started to include content on day‐to‐day
work issues for the company and employees.
In recent months, almost 100 pieces of content have been posted on our Intranet,
including daily news, infographics, videos and articles. A site titled "More united than
ever" was also created, where all COVID‐19 information was published. In addition, more
than 60 pieces of content have been distributed via our People app to the more than
8,000 employees who have this application at their disposal in Spain and which has also
been implemented in Brazil, Turkey and Mexico over the past few months.
#askMAPFRE
In order to stay as close as possible to employees and to be able to resolve their queries
directly and transparently, in addition to the individual questions, the Chairman and CEO
of MAPFRE and the Group Chief People Officer established fortnightly communication
sessions for employees, answering questions from employees around the world about
how the company was addressing the coronavirus crisis, the immense work being done
by the Group's teams and people, as well as the challenges we faced as a company,
society and individuals. Some countries also did the same locally.
In recent months, nearly 100 content items have been published on
our Intranet, including daily news reports, infographics, videos and
articles
SOCIAL BEOFRE ANYTHING ELSE
Significant action was taken to support employees and their families, with psychological
counseling available to more than 80 percent of employees worldwide. Social and family‐
oriented activities were also encouraged in each of the countries.
In Spain, for example, MeGUSTA, MAPFRE's employee leisure, culture and sports website,
was promoted as a common meeting point and a space to be shared among all employees
and numerous interest groups were created. Through these groups, daily challenges were
posted for employees, who were encouraged by a Community Manager. In the United
MAPFRE PEOPLE AND ORGANIZATION 2020
57
States, a channel called Oasis was created in Teams to share information and collaborate
during the health crisis.
ACTIONS TO FACILITATE LOCKDOWN AT HOME FOR EMPLOYEES AND THEIR
FAMILY MEMBERS
Tips, entertainment options, psychological help, etc.
Sites with information, guides and advice for employees.
Psychological help for employees and their dependents.
A phrase was defined in the early moments of the crisis ‐ In MAPFRE, more united than
ever – and it has since become the motto that reflects the shared feeling of the
employees when they were suddenly separated physically and isolated from each other,
and which has revealed an even stronger sense of unity that what we had always
perceived at MAPFRE.
That phrase has been present in all communication materials and has accompanied our
workforce over the last number of difficult months as being the best way to express the
individual commitment and the response of the company and employees to the
enormous challenge that this health crisis has posed to everyone.
It is this commitment that has also encouraged MAPFRE volunteers around the world to
bring hope and comfort to the most vulnerable, through a series of online actions
focusing mainly on older people, children and young people at risk of social exclusion,
children in hospitals and people with disabilities.
MAIN ACTIONS
Financial support for food banks.
Telephone support for elderly people who live alone.
Sending of virtual letters of encouragement to the elderly who are in homes,
hospitalized children and their families.
Volunteering aimed at people with disabilities that promotes the social inclusion
of people with intellectual disabilities. Volunteers exchange correspondence with
them, at least twice a month.
Volunteering for young people at risk of social exclusion: assistance in accessing
the labor market, CV preparation, interview practice, cover letters, career‐related
information etc.
Volunteering for children at risk of exclusion, virtual workshops for children
(crafts, dance classes, cookie and cupcake workshops and tutoring etc.).
Volunteering aimed at the over 65s to help them learn how to use new
technologies (FaceTime, WhatsApp, Houseparty, Skype etc.) so they can stay in
touch with family and friends during lockdown, thereby reducing the digital divide
between the elderly and the rest of society.
MAPFRE PEOPLE AND ORGANIZATION 2020
58
"In MAPFRE, more united than ever" reflects the sense of unity that we
had always enjoyed at MAPFRE, and which has been reinforced during
the pandemic.
OTHER INITIATIVES FROM PEOPLE AND ORGANIZATION
TRAINING
Updating of the global self‐learning catalog.
Technical‐sales content reinforcement.
Redesigning of in‐person programs to webinar format ‐ all physical activities are
becoming digital itineraries via capsule, video and/or webinar.
Global policy reinforcement: sustainability, cybersecurity.
Strengthening and continuity of financial certifications.
Launching and strengthening of digital skills.
Designing the online MAPFRE Leader program
Knowledge management reinforcement: webinar with 8 countries and knowledge
references.
Global #IamLearningAtHomewithMAPFRE initiative to empower employee
learning through virtual content and online programs.
MEASURES TO BETTR RECOGNIZE TALENT
The opportunity to boost people's knowledge, skills and experience.
An extra boost to energize internal talent pools and orient development toward
MAPFRE's dynamic needs.
The identification of profiles and groups to support business activity from areas
experiencing a slump to areas that are overloaded (Talent Marketplace).
INTERNATIONAL MOBILITY MONITORING MEASURES
MAPFRE cares about the well‐being of its expatriates in the world and their
families, as well as those assigned to temporary projects overseas to prevent
them from feeling isolated or neglected in this situation.
For those who have opted for repatriation to their home countries on the
recommendation of the embassies (the minority), the company has helped them
to travel securely.
MAPFRE follows up with those who have chosen to stay in their destinations (the
majority), especially with those who are alone.
STRUCTURAL SUPPORT ORGANIZATIONAL MEASURES
Compilation of country experiences in balancing resources generated rapidly to
enable support between areas.
MAPFRE PEOPLE AND ORGANIZATION 2020
59
Progress has been made in identifying best practices, which have been
incorporated into a guide that helps trigger the process of meeting the extra
needs generated with resource support from other areas.
There are numerous success stories, mainly of temporary retraining of general‐
profile employees who go on to support other functions.
BALANCING KEY RESOURCES IN THIS CRISIS
Supporting the MAPFRE IT Service Desk.
Support and loyalty for older clients.
Expansion of benefits (Life and burial lines).
CHANGE MANAGEMENT
In order to support local human resources areas and to be aligned in crisis management
and employee communication, a kit with guidelines and practical materials on adapting
to the health threat posed by the COVID‐19 virus was sent to all countries on a weekly
basis.
COVID‐19 KIT OBJECTIVES
To anticipate the needs of countries in adapting to the situation created by the
COVID‐19 pandemic by providing Human Resources teams with guidelines and
practical materials.
To guarantee a coordinated and aligned human resources management
throughout the company, in view of this unprecedented situation and impacting
different countries in different ways.
Sharing human resources management best practices among countries by taking
advantage of the decline in the impact of the pandemic on the various
geographies.
MAIN COVID‐19 KIT CONTENTS
Risk prevention and support for psycho‐emotional health.
Contingency plans and crisis committees.
Practical cybersecurity information.
Company reputation.
Work management and emotional management for leaders.
Training resources on tools and guidelines for teleworking and digital skills.
Communication models for local adaptation.
Best practices in virtual volunteering.
Other content related to employee development.
MAPFRE PEOPLE AND ORGANIZATION 2020
60
In the framework of the return to MAPFRE work centers, employees have taken tests to
detect COVID‐19: 15,112 in Spain, 2,284 in Brazil and 913 in the USA. The percentage of
employees infected with COVID‐19 was 6.2 percent.
MAPFRE PEOPLE AND ORGANIZATION 2020
61
7 WE ARE COMMITTED
Jose Luis Jimenez‐Guajardo
Group Chief Investment Officer
People are the main asset of any company. Their values
condition their actions and constitute the foundation of every
business project. At MAPFRE, the value of our people’s
commitment is an intangible that allows us all to give our best
without the need for anyone to ask us to do so. This is
undoubtedly one of our company's main competitive
advantages and in a difficult year like 2020, with the pandemic
and cyberattacks, it has become evident in all areas, both
professionally and personally.
Volunteering with Fundación MAPFRE is a clear example of the
commitment of all our colleagues to the ultimate purpose of
helping those most in need. On one occasion, Antonio Huertas
told us: "Donating is good, but not enough; you have to
commit to action, to getting involved with small things." More
than 50 years ago, MAPFRE included in its statutes, at an
Annual General Meeting, its commitment to Corporate Social
Responsibility. It is therefore no surprise that in 2020, MAPFRE
was selected as one of the best corporate purpose companies
in the world, in terms of responding to COVID‐19 and social
unrest and inequalities (Test of Corporate Purpose) – a clear
testament to one of the most important trends in the world of
socially responsible investment.
MAPFRE PEOPLE AND ORGANIZATION 2020
62
7. COMMITTED
VOLUNTEERING
One of the most recognizable characteristics of MAPFRE's commitment to society is that
we are people who take care of people. This way of understanding our activity reaches
the most vulnerable groups through the Corporate Volunteering program, which is
integrated into the Human Resources and Sustainability strategy and is aligned with the
17 Sustainable Development Goals of the 2030 Agenda. Our Corporate Volunteering
Committee drives and oversees our activities in this area.
We are MAPFRE People, ready to help and we are the soul of the company. We are
#PlayingOurPart through vocation of service, one of the values that best defines us.
Identifying the role of MAPFRE and the impact that the development, promotion and
implementation of Corporate Volunteering has on society is a challenge for the company
and a challenge to value the transformative impact generated by the actions that are
developed in all the countries where we operate.
That is why during 2020 we worked on the design of our own methodology, which will
help us measure the social impact of our corporate volunteering actions and their
contribution to the SDG goals. The methodology will be integrated into the volunteering
website and will facilitate us knowing the impact of MAPFRE's Corporate Volunteering on
each of the SDG goals.
Our Global Corporate Volunteering Program, which we execute through Fundación
MAPFRE, establishes the basic lines for the development of corporate volunteering in the
countries. These lines of action are nutrition, health, education, environment, emergency
assistance and Share Solidarity and the objectives of same are:
• To contribute to improving the well‐being of disadvantaged people and society
in general.
• To boost MAPFRE's relations with the communities in which it operates,
presenting itself, and acting, as a collaborator in the social welfare system.
• To reinforce MAPFRE's internal values and strengthen a participatory culture.
• To facilitate employees and their families in participating in voluntary actions as
a way to develop a culture that is sensitive to social needs and respects diversity
and people in need.
• To promote among the participants the acquisition of skills that re transferable
to other areas of their personal and professional lives, such as problem solving,
MAPFRE PEOPLE AND ORGANIZATION 2020
63
initiative, communication, negotiation, teamwork, leadership, interpersonal
relationships, flexibility, capacity to empathize, to transmit optimism and learning.
During 2020, more than 4,750 volunteers, including employees and their families,
participated in more than 950 activities around the world related to education, nutrition,
health, emergency assistance, among others, directly impacting more than 150,000
people. More than 12 percent of the global workforce have enjoyed a volunteer
experience.
Every year, MAPFRE organizes the MAPFRE Volunteering Day with a global activity. In
2020, the global activity selected was United Against Hunger, which contributes directly
to SDG 2 ‐ Zero Hunger. A total of 730 volunteers from 23 countries participated in 138
nutrition‐themed activities. Through this voluntary action, more than 15,000 people
benefited by providing them with more than 13 tons of food.
In Spain, we hold AENOR certification for the management of our volunteering program.
MAPFRE PEOPLE AND ORGANIZATION 2020
64
Global data of unique volunteers (employees and family members), and by small
solidarity countries separately.
(*) All MAPFRE companies in Spain are included
Together, We Do More
Employees particiapte in other social projects such as the "Solidarity Euro" program in
Spain and the "Together We Give" initiative in the United States. This initiative offers
employees the opportunity to donate one euro/dollar per month from their paycheck to
a non‐profit project of their choice, with the commitment that, for every euro/dollar
donated, MAPFRE donates another.
In Spain, since its launch in 2017, Solidarity Euro has raised more than
479,000 euros. In 2017, this money benefited the Debra Piel de
Mariposa Association and the Society of Saint Vincent de Paul. In 2018,
funds went to the Fundación Cris and ASION, both of which are
involved in the fight against childhood cancer. During 2020, employees contributed their
solidarity euro to the Bobath Foundation, an organization that takes care of children and
young people who suffer from cerebral palsy and the Spanish Rett Syndrome Association,
which treats a disorder in the neurological development of children that mainly affects
girls, and hinders their psychomotor skills, their mental and social development and their
communication skills. Together we raised 132,380 euros over the course of 2020, thanks
to the more than 5,500 employees who have been part of the initiative since its inception.
Every year, employees choose to which associations they want the amount collected to
be donated. Currently, almost 50 percent of the workforce collaborates each month with
1.020
182
981
659
826
305
3.973
267
0 67 113
302
40
7891.287
182
1.048
772 1.128
345
4.762
S P A I N ( * ) A ND P O R TUGA L
B R A Z I L NOR T H AME R I C A
L A T AM NOR TH L A T AM S OU TH EU R A S I A TO T A L
UNIQUE VOLUNTEERS
EMPLOYEES FAMILY MEMBERS TOTAL
MAPFRE PEOPLE AND ORGANIZATION 2020
65
this project, which makes a great difference to society, helping those who need it most.
The projects selected by employees for 2021 are The Purple Warrior Association and the
Ana Carolina Díez Mahou Foundation.
Organizations benefiting from Euro Solidario
P
MAPFRE PEOPLE AND ORGANIZATION 2020
66
In the United States, the projects that benefited from this
initiative in 2020 were Shine Initiative and Sejourner, with each
organization receiving more than 16,400 dollars each. During the
year, more than 800 employees participated in this program and MAPFRE matched the
amount donated by the employees, taking the total to more than 32,800 euros. The
project chosen by our employees in the United States for 2021 is Feeding America, an
organization that aims to alleviate the effects of hunger in the country.
One euro never produced so much! Together, We Do More!
MAPFRE PEOPLE AND ORGANIZATION 2020
67
8 RECOGNITION AND AWARDS
Transparency in our people management policies
and the way in which they are put into practice at
MAPFRE makes it possible to publicize what
MAPFRE is like as an employer and to be
recognized in numerous countries through
certifications and awards.
This recognition imbues our people with a high
degree of pride and a real sense of belonging, and
they also act as a stimulus to continue progressing
in making MAPFRE the best place to work.
Being a benchmark employer pushes us ever
harder to improve, day in and day out, and all of us
who are part of this company share a responsibility
to continue contributing, through our talent and
commitment, to ensuring that it continues to be
an excellent place to work.
Anastasia de las Peñas Quintana Group Head of Employee Experience
MAPFRE PEOPLE AND ORGANIZATION 2020
68
8. RECOGNITION AND AWARDS
MAPFRE has been certified as Top Employer 2020 in Spain for our excellent people
management practices.
MAPFRE has been recognized in Mexico by Great Place to Work as the Best Place
to Work© for the 13th year in a row.
The magazine MERCA 2.0 recognized MAPFRE in Mexico as a 10/10 Company for
the benefits it offers to its employees.
In the Dominican Republic, MAPFRE has been recognized as one of the Best
Companies to Work For by Mercado magazine.
MAPFRE in Spain holds 10th position in the MERCO Talent ranking and once again
leads the insurance sector, while in Peru and Argentina it remained as one of the
100 top‐rated companies.
Change management actions for the implementation of the new evaluation
model in Spain received two awards ‐ the Best Internal Communication Strategy
award from the Observatory of Internal Communication and the Special Prize
2020 in the 6th International Institute for Change Management awards (IMM‐
Hucmi).
In 2020, MAPFRE in Spain was awarded AENOR certification for the management
of its Volunteering program.
HEALTH AND WELL‐BEING
The Corporate Health 2020 award, recognizing Verti Germany as a company that
is particularly committed to the health of its employees.
MAPFRE in Spain was recognized with the second My Company is Healthy award,
in the Healthy Nutrition category. These awards recognize the application of
related actions, habits and behaviors in the workplace, their impact on the
workforce and teams and the results produced.
MAPFRE IBERIA achieved second place in the company ranking of the MEPS2, a
seal of Excellence in Accident Prevention, Health, Safety and Well‐being.
DIVERSITY
MAPFRE PEOPLE AND ORGANIZATION 2020
69
During 2020, the Department of Labor and Social Welfare, through its certifying
body ANCE, ratified the certification with Gold in the Standard of Equality and Non‐
Discrimination NMX‐025 granted to MAPFRE in Mexico, making it the only insurer
in the country with the highest degree of compliance in this standard.
In addition, MAPFRE in Mexico was recognized for the second year running as one
of the best companies for young professionals in the Employers For Youth study
The Sociedad Uruguaya de Gestión de Personas (Uruguayan People Management
Society) recognized MAPFRE Uruguay with the Inclusive Company Seal ‐ Uruguay
Valora (Uruguay Values) as one of the public and private organizations that best
demonstrates concrete and specific actions in the field of inclusion of people with
disabilities.
MAPFRE S.A. holds the prestigious Equality in Business designation, awarded by
the Spanish Ministry of Health, Social Services and Equality, after extensive
evaluation of all equality measurements and the MAPFRE Insurance Group in
Spain maintains its certification as a Family‐friendly Company.
Top Related