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Human Resources
Having a talented, qualified and vital workforce is key for a.s.r. in achieving its business objectives. a.s.r. is committed to attracting, retaining and inspiring the most suitable employees, by offering ample training and development opportunities and facilitating a sound work/life balance.
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OHS Program Show Every year a.s.r. receives an annual absenteeism report from the health and safety service with in-depth analyses and trends, plus advice. This advice forms the basis for the themes on which a.s.r. focusses. Every quarter a.s.r. receives from HumanCapitalCare a report on the causes of absenteeism, because a.s.r. is as an employer not allowed to register this data. This gives a.s.r. insight into work-related absenteeism. Trends and risks are discussed at least every quarter in a Social Medical Team (HR advisor, Vitality and Absence Specialist, company doctor and senior management), but more frequently if necessary.
a.s.r. does not have an independent external verification of its health, safety and welfare systems itself, but our occupational health and safety service Human Capital Care has an ISO 9001 and ISO 27001 certification. Under the Working Conditions Act, a.s.r. is obliged to have its Risk Inventory and Evaluation checked by a certified health and safety service.a.s.r. has also an Industrial Accidents Guideline (Richtlijn bedrijfsongevallen) and every year HT receives an overview of the accidents that have occurred from the Services staff department.
a.s.r. has a Vitality & Absenteeism team that supports the business in preventing and supervising absenteeism. These specialists can always be reached for managers and employees to think along. Through the health and safety service there is free access to the company doctor and, for example, a company social worker or confidential counselor can be deployed. If necessary, external guidance is used, such as psychological help or a labor expert. The Vitality and Absenteeism specialists are also prevention officers, just like the security coordinators and housing coordinators. The prevention staff implement the action plan based on the RI&E and are periodically trained. Documented in the Working Conditions Policy (Arbobeleid) and Sickness Absenteeism Regulations (Ziekteverzuimreglement).
Employees have access to the Vitality Platform In Motion (In Beweging) and the a.s.r. Academy where they have access to various workshops, e-learning and training courses in the field of physical and mental health. It is mandatory to do the workplace check and information about how to set up your workplace ergonomically. -
OHS Policy Show a.s.r. is committed to providing its employees with a safe and healthy work environment and to meeting all standards according to legal requirements. A safe and healthy environment promotes well-being and motivation, reduces absenteeism due to work-related injuries.
In order to map the risks to health, well-being and safety of the organisation, the Human Capital Care occupational health and safety service provides a.s.r. a Risk Inventory and Evaluation (RI&E) analyses. This analyses forms the basis for the Working Conditions Policy Plan (Arbobeleidspan) and prioritises the action plan (Plan van Aanpak). The Works Council is also involved in this. As part of the RI&E, Human Capital Care is conducting a qualitative study with group interviews among approximately 90 a.s.r. employees. In addition, a.s.r. carries out a Periodic Medical Examination (Vitality Scan) once every 3 years. This study was carried out again in 2021 and an action plan was drawn up based on the results. This Vitality Scan is a very extensive questionnaire in which themes such as stress, burnout risk, cardiovascular risk, stressors from work and energy sources from work are asked.
In addition, targets have been formulated for absenteeism due to illness, these are both a.s.r. broadly determined as per business line. The a.s.r. broad targets can be found in the Annual Report 2021. In addition, the business receives monthly insight into the aforementioned absenteeism figures specified per team via the HR Dashboard. Every manager can run the figures of his own department at any time via the absenteeism system.
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Discrimination & Harassment Show Number of incidents of discrimination and harassment reviewed in the last fiscal year: 1 -
Workforce Breakdown: Gender Show Gender Diversity in Board of Management and overall workforce
Description
As of 31 December 2021
Target
Share of women in total workforce
43%
50%
Share of women in all management positions, including junior, middel and senior management
30%
33%
Share of women in junior management positions
37%
33%
Share of women in top management positions
28%
33%
Share of women in management positions in revenue-generating business
37.5%
33%
Share of women in STEM relation positions
23%
33%
Share of women in Supervisory Board
40%
33%
Share of women Executive Board
33%
33%
New women employees
46%
Share of women in total workforce (as % of total workforce) as of 31 December 2021
(# of employees)
Female
Male
Total
Female
Male
Supervisory Board
2
3
5
40%
60%
Executive Board
1
2
3
33%
67%
Senior Management
4
12
16
25%
75%
Total other management
38
130
168
23%
77%
Total junior management
59
99
158
37%
63%
Total other employees
1,563
1,956
3,519
44%
56%
Total
1,667
2,202
3,869
43%
57%
Share of women in all management positions, including junior, middle and top management (as % of total management positions) as of 31 December 2021
(# of employees)
Female
Male
Total
Female
Male
Supervisory Board
2
3
5
40%
60%
Executive Board
1
2
3
33%
67%
Senior Management
4
12
16
25%
75%
Total other management
38
130
168
23%
77%
Total junior management
59
99
158
37%
63%
Total
104
246
350
30%
70%
Share of women in top management functions, i.e. maximum two levels away from the CEO or comparable positions (as % of top management positions) as of 31 December 2021
(# of employees)
Female
Male
Total
Female
Male
Executive Board
1
1
2
50%
50%
Senior Management
4
12
16
25%
75%
Total
5
13
18
28%
72%
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Revenue generating management functions as of 31 December 2021 Show Refer to line management roles in departments such as sales, or that contribute directly to the output of products or services. It excludes support functions such as HR, IT, Legal. May also be referred to as roles that have P&L responsibility.Department (# of employees)
Female
Male
Total
Individual life
1
-
1
Pensions
1
-
1
Funeral
-
1
1
P & C
-
1
1
Disability
-
1
1
Health
1
-
1
Real estate
-
1
1
Asset management
-
1
1
Total
3
5
8
Total percentage37.5%
62.5%
100%
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STEM functions (as of 31 December 2021) Show Science, technology, engineering and mathematics. STEM workers use their knowledge of science, technology, engineering or mathematics in their daily responsibilities. To be classified as a STEM employee, the employee should have a STEM-related qualification and make use of these skills in their operational position. Positions include, but are not limited to, the following: Computer programmer, web developer, statistician, logistician, engineer, physicis and scientist.
Department (# of employees)
Female
Male
Total
Finance and Risk
102
288
390
Group Balance Sheet Management
69
302
371
Asset management
23
69
92
Total
194
659
853
Total percentage23%
77%
100%
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Workforce Breakdown: Race-Ethnicity & Nationality Show Continent
NumberPercentageAfrica
34
0.88
Asia
74
1.91Europe
3,58792.71
North America
170.44Oceania
2
0.05South America
77
1.99Unknown
74
1.91
Total
3,869100 -
Migration background of ASR employees by age, 28 February 2022 (in %) Show Age
Dutch Background
Western background
Not-western backgroundMigration background western/not-westernTotal
Total
82
81018100<35 year76
6172310035-45 year7781523
10045-55 year85
861410055+ year87
84
12100
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Workforce breakdown: Other minorities Show Age groups as of 31 December 2021
(# of employees)
< 30 years
30 - 50 years
> 50 years
Total
Supervisory Board
-
-
5 / 100 %
5
Executive Board
1 / 33%
2 / 67%
3
Senior Management
5 / 31%
11 / 69%
16
Total other management
89 / 53%
79 / 47%
168
Total junior management
5 / 3%
96 / 61%
57 / 36%
158
Total other employees
410 / 12%
1,711 / 49%
1,389 / 40%
3,519
Total
415 / 11%
1,902 / 49%
1,552 / 40%
3,869 / 100%
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Gender Pay Indicators Show Note that the remuneration of the male in the Executive Board exceeds the females in the Executive Board, because the mail is CEO and the females are COO/CTO and CFO.
For Management Level, the numbers for senior members are taken.
If we would take an average of all managers (senior, medior and junior), the average remuneration for women would be € 122,472 and for men € 130,382 per year.Hourly wage ( € )
Female
Male
Senior Management
118
115
Total other management
57
63
Total Junior management
37
38
Weighted average hourly wage
51
54
Total average wage*
122,472
130,382* amounts increased by 1.1633 (holiday allowance + 13th month)
Senior
Other
Junior
Total
Number of FTEs
16
168
158
342
Number of working hours per year: 2080
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Diversity, Equity and Inclusion policy Show Our Diversity, Equity and Inclusion policy has been set up with the ILO (Internation Labour Organization) conventions in mind.
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Training and development inputs Show Description
As of 31 December 2021
% of employees participated in at least one training
64
Average training hours per employee
10.0
Training costs per employee in €
1,255
Description - % employees one or more courses completed in 2020
As of December 2021
Total employees in training (#)
2,457
Female employees in training (within gender)
63
Male employees in training (within gender)
66
Employees in training < 30 years (within age group)
65
Employees in training ≥ 30 and < 50 years (within age group)
67
Employees in training ≥ 50 years (within age group)
60
Senior management (within management level)
100
Higher management (within management level)
89
Lower management (within management level)
97
Other employees
61
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Average hiring costs / FTE Show Description
2021
2020201920182017
Total number of employees hired
650
464480392240Percentage of open positions filled by internal candidates (internal hires)
50%
43%53%53%41%Average hiring costs / FTE
€ 688
€ 1,198€ 1,184€ 937€ 750Description
Number
Percentage
Vacancies filled by women
238
46
Vacancies filled by < 35 year
320
61
Vacancies filled by 35 - 45 year
94
18
Vacancies filled by 45 - 55 year
73
14
Vacancies filled by 55+ year34
7
Senior Management vacancies filled0
0
Higher Management vacancies filled
10
2
Lower Management vacancies filled
15
3
Other vacancies filled
496
95
Definition of vacancies filled internally / externally We look in our recruitment system at the number of vacancies that have been filled from 1 January to 31 December this is the figure in the Annual Report on this figure we received reasonable assurance on from KPMG. However, there is still a few months between filling the vacancy and the actual start date. Because we deliberately do not ask for the gender of the applicant in the application process, we cannot make a gender breakdown. However, because we also have targets for the M/F ratio, we look in our HR system, where we do register data about the gender, at the moment that employees start in a new position. However, this means that the numbers in the HR system from 1 January to 31 December are not equal to the filled vacancies registered in the recruitment system. After all, in December, for example, vacancies are filled by employees who may not start until February. These do count in method A (recruitment system) but not in method B (personnel system starts a new position, where we do have the gender data).
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Employee Turnover Rate Show Description
2021
2020
2019
2018
2017
Total employee turnover rate
9.1%10.0%10.2%12.9%8.1%Voluntary employee turnover rate
3.7%
2.9%3.7%4.9%3.5%Data coverage
100%
100%
100%
100%
100%Description
Percentage
Voluntary employee turnover rate female
3.3
Unvoluntary employee turnover rate female
4.7
Employee turnover rate female
8.0
Voluntary employee turnover rate < 35 year
6.8
Unvoluntary employee turnover rate < 35 year
4.3
Total employee turnover rate < 35 year
11.2
Voluntary employee turnover rate 35 - 45 year
3.8Unvoluntary employee turnover rate 35 - 45 year
4.0
Total employee turnover rate 35 - 45 year
7.8
Voluntary employee turnover rate 45 - 55 year
2.8
Unvoluntary employee turnover rate 45 - 55 year
3.5
Total employee turnover rate 45 - 55 year
6.2
Voluntary employee turnover rate 55+ year
1.8
Unvoluntary employee turnover rate 55+ year
10.0
Total employee turnover rate 55+ year
11.8
Voluntary employee turnover rate Senior Management
0.0
Unvoluntary employee turnover rate Senior Management
6.3
Total employee turnover rate Senior Management
6.3
Voluntary employee turnover rate Higher Management
2.4
Unvoluntary employee turnover rate Higher Management
4.1
Total employee turnover rate Higher Management
6.5
Voluntary employee turnover rate Lower Management
1.9
Unvoluntary employee turnover rate Lower Management10.6
Total employee turnover rate Lower Management
12.5
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Employee Engagement Show Employee engagement
As of 31 December 2021
Description
Target 2021
2021
2020
2019
2018
% of actively engaged employees
85
91
89
77
76
% of total employees fulfilling Denison survey
83
78
74
70
Description
Percentile 2021
Percentile of actively engaged female employees
89
Percentile of actively engaged male employees
92
Percentile of engaged employees of < 35 year
85
Percentile of engaged employees of 35 - 45 year
88
Percentile of engaged employees of 45 - 55 year93
Percentile of engaged employees of 55+ year95
Percentile of engaged employees of Senior Management99
Percentile of engaged employees of Higher Management99
Percentile of engaged employees of Lower Management99
Percentile of engaged other employees89