To ensure skills and competencies are in the right place at the right time, a.s.r. employs 'total workforce management', and in 2024, there was significant focus on employer branding. In recruitment and career progression, the principles of diversity, equity, and inclusion are applied. Talent development is used to develop skills and to promote talent.
Workforce
In 2024, the total workforce decreased by 7.7% to 7,373 FTEs (2023: 7,994). All employees work in the Netherlands. The total workforce has been reduced by the sale of Knab on November 1 2024, and by reductions in line with the integration plan.
The overall employee turnover rate for 2024 at a.s.r. was 12.4%. This is significantly higher than the previous year (2023: 8.9%). Nevertheless, the employee turnover is within the norm and the employee turnover target for 2024 was reached (10%-16%). As in previous years, voluntary turnover accounted for the largest share: as nearly half (49%) of all exits consisted of employees who themselves decided to leave a.s.r. Additionally, 22% of exits took place through the Social Plan, including the ‘90-minute increase in travel time plan’ due to a change of office location. In addition, participation in the early retirement scheme (Regeling voor vervroegde uittreding - RVU) continued to increase during 2024.
a.s.r. aims to fill at least 40% of all vacancies internally to retain knowledge and culture within the company, while providing employees with professional development opportunities. In 2024, 460 out of 900 vacancies were filled internally, equating to 51% (2023: 46%). The integrations of former a.s.r. and Aegon NL business units are having a positive effect on internal labour mobility. Due to the reorganisations of various departments, there were relatively high internal staff movements and increasing internal mobility in 2024.
In 2024, the external labour market remained tight. Through total workforce management, a.s.r. ensures the best solution for every capacity requirement, whether it be for a permanent employee, or a flex worker.
To attract new talent, a.s.r. focused strongly on employer branding and recruitment marketing. A large multimedia campaign was launched in the summer, along with smaller campaigns specifically designed to attract women and IT professionals to work at a.s.r.
In order to retain talent, a.s.r. focused considerable attention during the year on boosting employee loyalty and engagement.
Diversity, equity and inclusion
A diverse, equal, and inclusive working environment is essential for a.s.r. and its employees. This approach leverages diverse qualities and perspectives for better decision-making, enhances understanding of customer needs, and ensures equal treatment of all stakeholders. It also promotes a safe, pleasant, and inclusive workplace. Our goal is to create an environment where mutual understanding, attention, and empathy are central, allowing everyone to be themselves and contribute fully. See section 6.3 for more information on diversity, equity and inclusion.
Equal pay
a.s.r. is committed to ensuring that women and men with similar work receive equal pay. To monitor this, an annual gender pay gap analysis is conducted. In 2024, the analysis shows that the average gross hourly wage of women is 18%1 lower than that of men at a.s.r.
However, this difference is explained by the fact that women are often in lower scales (other work) and men in higher scales and because women are on average employed for a shorter period of time. This gender pay gap over the total population is therefore called the unadjusted gender pay gap, and is not a pure comparison.
Adjusted for the above factors, there is no pay gap on average across a.s.r. The gender pay gap at a.s.r. between women and men for equal work and comparable years of experience is 0%.
See section 6.3 for more information on remuneration and equal pay.
| (in €) | 31 December 2024 | 31 December 2023 | ||||
|---|---|---|---|---|---|---|
| | Female | Male | Ratio1 | Female | Male | Ratio1 |
| Executive Board2 | 400 | 432 | 0.93 | 355 | 381 | 0.93 |
| Management Board | 266 | 360 | 0.74 | 236 | 318 | 0.74 |
| Management | 54 | 63 | 0.86 | 54 | 63 | 0.86 |
| Other employees | 29 | 33 | 0.88 | 27 | 32 | 0.86 |
- 1 Calculated before rounding of figures.
- 2 The figures for the EB and MB include CEO’s compensation.
Talent committee
In 2024, a.s.r. established a Talent Committee, which provides insight into (future) top talents and succession positions at higher and senior management levels. The committee monitors the development of these talents and ensures that they are known to senior management. The aim is to promote more internal talent into management positions.
Communities
In 2024, in addition to the existing employee network for younger employees up to 40 years old, two new communities were established for LGBTQ+ colleagues and colleagues with a bicultural background. Additionally, in 2024, exploration of the need for networks for women, neurodivergent employees, and internationals was explored. The aim of these employee networks is to create connections and contribute to diversity, equity, and inclusion within a.s.r.
Employee development
In a changing environment, continuously developing the talents of every employee is key. Therefore, all a.s.r. employees have access to a wide range of development opportunities in the a.s.r. academy, a.s.r.’s learning platform. Next to knowledge and skills training to keep professional knowledge up to date, employees can also follow courses to develop personal skills that help them to perform better and work on developing required ‘skills of the future’. Examples include digitalisation training, improving communication skills, training about new legislation and other topics affecting employees' work. Additionally, they can receive advice and guidance from a talent advisor.
Employee development programmes
There are specific development programmes for different groups of employees. Current and future top talents can take advantage of the ‘Fast Track’ programme, which allows them to develop more rapidly. There is a mandatory development programme for managers that aims to help them develop and maintain their professional knowledge and skills. Furthermore, a.s.r. offers various courses on sustainability in cooperation with the University of Groningen.
In 2024, 60% of all employees followed training courses (2023: 51%). In total, € 7,5 million was spent on training in 2024 (2023: € 5,6 million).
Trainee programme
a.s.r. runs a general traineeship to attract talented graduates. This programme enables candidates to develop as specialists or to progress to management positions. In 2024, 10 trainees concluded their traineeship and accepted a permanent role within a.s.r. In September 2024, 11 trainees started the traineeship, with 10 of them being new joiners at a.s.r.
- 1Figure is excluding Corins, Robidus and TKP.