The year 2020 has been heavily influenced by a health crisis with major social and economic consequences.
In this context, we have worked from the outset to focus on protecting our staff, customers, mediation network and suppliers, as well as maintaining the business and guaranteeing the quality of service.
All of this has required very significant personal and organisational efforts, as well as adaptation, for all the people who are part of the LABORAL Kutxa Group, a Cooperative Bank that has been banking for more than 60 years under the slogan 'THERE IS ANOTHER WAY', committed to the progress of society and to caring for the environment, a trend that has been reinforced by the crisis caused by COVID-19.
Now, we begin 2021 with enthusiasm, optimism and the conviction that only with a solid and responsible model can we face the challenges that lie ahead.
1. Who we are
Seguros Lagun Aro and Seguros Lagun Aro Vida
The Companies are part of the LABORAL Kutxa Group, a Cooperative Bank with 286 branches in the northern half of Spain.
They are also part of MONDRAGON, the leading Basque business group and the tenth largest in Spain, with operations in more than 150 countries and more than 81,000 jobs in the financial, industrial, distribution and knowledge sectors.
The Companies, which specialise in multi-risk, auto, liability, accident, life and savings products, have been present in the market since 1982 and 1988 respectively.
Respect, trust, participation, commitment and innovation are our values, without losing sight of ethical management, transparency and sustainable development, cross-cutting elements of our management.
Our distribution channels
In an economic, social and technological environment that is increasingly complex and greatly affected by the pandemic, we have closed 2020 with a positive balance, having achieved the objectives set in the main figures.
We keep identifying opportunities to continue creating value for the society in which we operate, hand in hand with our distribution network:
LABORAL Kutxa Channel
Marketing of insurance products through LABORAL Kutxa branches.
Mediation Channel
We have more than 500 brokers who distribute our insurance throughout the country.
Committed to our
stakeholders
Due to the pandemic, our efforts during 2020 focused on protecting and supporting our staff, customers and mediation network, as well as our suppliers.
From the outset, a Coordination and Monitoring Committee was set up to make the necessary decisions and respond to the situation.
A Pandemic Response Procedure has been developed that details the governance model, potential contexts, key affected assets and lines of action.
Throughout the year, various measures have been implemented, focusing on people's health, to deal with the aforementioned situation: teleworking, flexible working hours, security protocols, guides and webinars on well-being, psychological support by telephone, online training, etc.
Likewise, and with the aim of minimising risks, work has been carried out in the area of cybersecurity.
And with regard to business continuity, we have implemented a series of specific actions aimed at customers, brokers and suppliers, in order to minimise the impact of this health crisis.
We belong to
various associations
AMICE
Association of Mutual Insurers and Insurance Cooperatives in Europe.
ICMIF
International Cooperatives and Mutual Insurance Federation.
EURESA
Association of European insurance groups belonging to the social economy.
ICEA
Cooperative Research among Insurance Companies and Pension Funds.
UNESPA
Business Insurance Association.
Seguros Lagun Aro holds the presidency of the Territorial Union of the Basque Country and Navarre.
Ethical and solidarity-based management
In 2020 we passed the renewal of the EThSI (Ethical and Solidarity Based Insurance) mark, a distinction of ethical and solidarity quality granted by the Ethical Finance Observatory (FETS).
It is a European-wide mark whose objectives are to help citizens choose the mutual society, insurance company or brokerage that works in accordance with their values and promotes and encourages ethical and solidarity-based practice within the insurance sector.
The Observatory carries out an in-depth analysis in several areas:
- Responsibility towards the community and the territory.
- Economic responsibility.
- Transparency.
- Environmental responsibility.
- Labour responsibility.
- Corporate structure, governance, democratic operation and ethical investments.
2. Seguros Lagun Aro and
Seguros Lagun Aro Vida
GEOGRAPHICAL BRANCH DISTRIBUTION
- LABORAL Kutxa Branches
- Mediation Offices
Financial strength and soundness
With more than 340,000 customers, 177 million in premiums and 425 million in mathematical
PREMIUMS ISSUED (€ million)**
* Ordinary result of insurance business
**Global ordinary business by insurance companies (Seguros Lagun Aro S.A. and Seguros Lagun Aro Vida S.A.), Caja Laboral Bancassurance and LABORAL Kutxa in the section devoted to insurance.
*** Variations caused by the lower uptake of savings products due to the low interest rate situation in the market.
Structure
Seguros Lagun Aro is incorporated by Seguros Lagun Aro S.A., Seguros Lagun Aro Vida S.A. and Seguros Lagun Aro 2003 AIE.
With headquarters in Bilbao, is composed of the Board of Directors, Management Board and Functional Areas under the General Management.
The Board of Directors establishes the strategy, evaluates and revises the system of governance and approves the policies containing the guidelines governing the organisation's actions.
Main variables
BUSINESS
Data at year-end 2020.
* Ordinary result of insurance business
SERVICES
COLLABORATORS
OUR PEOPLE
3. Focus and management
Strategy and management
In 2019 we carried out the strategic reflection that has led to the preparation of a Strategic Plan for the years 2020-2022, first carried out from an integral perspective in the LABORAL Kutxa Group with the participation of Seguros Lagun Aro.
Without losing sight of all the risks associated with the crisis caused by the pandemic, at present the main business risks continue to be those related to:
- The effect of climate change on the accident rate of multi-risk areas.
- Slowdown in new car registrations due to the uncertainty of diesel and new traffic conditions in large cities.
- Containment of expenses.
- Evolution of financial income in a context of low interest rates.
- Adaptation to the demanding regulatory requirements: GDPR, IFRS9 and IFRS17, among others.
The main challenges that go beyond the current financial year refer to:
- Business strategy: increasing new production in each channel continues to be a priority, without overlooking our risk selection standards.
- Customer experience: we continue to work with the "We'll take care of it" programme, helping us to focus on our customers so that they always have a positive experience.
- Digital transformation: to improve the personalised remote relationship in both the marketing and provision of our services, reducing paper consumption.
- Development of our people: to establish a new development culture, implementing a development model (BIDEAN) that seeks the continuous improvement of professionals in their jobs and in relation to their personal skills based on professional, business and digital competencies.
- Sustainability: we will gradually incorporate ESG (environmental, social and corporate governance) criteria into the Company's strategy and actions, introducing sustainable development commitments in the corporate sphere and investing in products with a sustainability focus.
- Regulatory adaptations: to obtain accounting statements in accordance with IFRS9 and IFRS17.
- Cybersecurity: development of the Information Security Master Plan, which has established initiatives to be implemented over the next two years in the areas of Governance, Security, Surveillance and Resilience.
Stakeholders
We have identified five stakeholders with whom we maintain a responsible relationship in line with our commitments:
- Customers: We continue to work to offer products and services tailored to the needs of our customers. To this end, we intensively monitor the customer experience through ongoing research studies that measure customer satisfaction, as well as other active listening channels.
- Sales channels: through the sales team and specific customer service platforms, we maintain a continuous dialogue with both LABORAL Kutxa and our Mediation Network. We also have a training plan for each channel to ensure the quality of service provided to our customers.
- Our People: our commitment is to provide a stable working environment, promoting the development of people, favouring equality and a work-life balance.
- Business Suppliers: prioritising the efficiency and quality of the services provided by our network of suppliers, we favour collaboration with small and medium-sized local companies, maintaining a relationship that generates mutual value.
- Society: we maintain our commitment to contribute with our activity to the development of our environment, by backing local hiring, collaborating with the University and supporting different NGOs.
- Shareholder: we effectively manage the established strategy, providing LABORAL Kutxa with sustained profitability.
Relevant issues
Our relevant issues that frame our management commitments and priorities continue to be:
- Good Governance
- Financial Strength and Soundness
- Development of Products and Services
- Quality and transparency in relations with customers
- Training and development of talent
- Equality
- Health and Well-being
- Protection of privacy and security of data and operations
- Responsible Supplier Management
- Commitment to the community, sustainability and environment
Dialogue channels
with our stakeholders
CUSTOMERS
- Face-to-face service.
- Contact centres: Laguntel, ATIENDE and Travel Assistance Service.
- Customer Service (SAC).
- Social Networks: Facebook, Twitter, LinkedIn, corporate blog
- www.seguroslagunaro.com
- Online chat
- Customer Voice Programme: after providing a service, we gather the customer's experience to get their opinion first-hand.
- Research: we work with customers in a participative and dynamic way, through innovation workshops, discussion groups, interviews...
- On LABORAL Kutxa's online banking:
- POSTAMAIL: Our customers receive a policy renewal notification via this means.
- POSTANET: Our customers have online access to the correspondence section to view all the communications received.
- DIGITAL CLAIM: Online communication platform in which our customers receive timely and detailed information on the status of their claim.
SOCIETY
- Collaborating with University
- Collaboration with the Basque Center for Applied Mathematics (BCAM)
- Joining the INNOVABIDE Network
- Sustainability report
PEOPLE IN THE COMPANY
- Annual meeting
- LAGUN BERRI: systematic monthly meetings between managers and their teams
- LaguNet (Intranet)
- Equality newsletter
- Meetings with the Works Council
BROKERS
- Broker Service Team
- Bitacora: Extranet
- Training capsules
- Annual Convention
- Online conferences with the members of the Special Club
- Satisfaction Survey (two-yearly)
- Participation in Insurance Week
SUPPLIERS AND COLLABORATORS
- Suppliers network service team
- Allies Convention (two-yearly)
- Professional Portals
Key indicators
The evolution of the key indicators provides an overall outlook on the economic, social and environmental perspectives:
| ECONOMIC PERFORMANCE INDICATORS | 2018 | 2019 | 2020 |
| Insurance Business Result (€M)* | 38.9 | 39.5 | 46.2 |
| Combined Ratio Non-Life Insurance Business | 80.7% | 80.9% | 70.7% |
| Non-Life solvency ratio | 188% | 241% | 201% |
| Life solvency ratio | 289% | 316% | 195% |
| Premiums (€M) | 181 | 179 | 177 |
| PERFORMANCE INDICATORS FOR PEOPLE | 2018 | 2019 | 2020 |
| Training: Training hours / total workforce | 29 | 20 | 26 |
| Training: Trained people / total workforce | 76% | 97.5% | 99% |
| Health and safety - Absenteeism in % | 4.57% | 3.89% | 3.03% |
| ENVIRONMENTAL PERFORMANCE INDICATORS | 2018 | 2019 | 2020 |
| Monthly energy consumption printers kW*h (28.91 kW*h month device) | 202 | 202 | 202 |
| Environmental implications of paper production: Sheets/month | 6,442 | 9,047 | 4,291 |
| Environmental implications of paper production: Trees/month | 0.76 | 1.06 | 0.50 |
| Environmental implications of paper production: Water/month H2O | 2,448 | 3,448 | 1,631 |
| CO2 emissions: Tons of CO2/month | 0.12 | 0.16 | 0.08 |
* Ordinary result of insurance business
Governance, responsibility and integrity
TRANSPARENCY IN MANAGEMENT AND GOOD GOVERNANCE
Seguros Lagun Aro has aligned itself with LABORAL Kutxa's principles of transparency, ethical values, good corporate governance and environmental protection; whose objectives have focused on pursuing total transparency in the field of sustainability.
The aim is for customers to be able to properly understand our commitment to the environment and verify that it is in line with their environmental, social and governance expectations.
The values that continue to make up the philosophy of Seguros Lagun Aro in order to achieve success and serve as a guide for daily conduct in the company are as follows:
- Respect for legality and internal regulations of the organization
- Customer satisfaction
- Professionalism
- Social Commitment
- Creativity
- Participation
and cooperation - Ethical relations
VOLUNTARY ADHERENCE TO SECTORAL SELF-REGULATORY GUIDELINES
Seguros Lagun Aro has adhered to the following selfregulation guidelines promoted by UNESPA, whose recommendations we follow:
- guide to good corporate governance practices
- internal control best practice guide
- guide to good marketing practice
- good practice guide on the processing of policyholder data in policies handled by insurance brokers
- good practice guide for complaint resolution.
Likewise, the company adheres to the Code of Good Practices for Claims Management promoted by ADECOSE.
COMPLIANCE
During 2020 we have continued to carry out the various adaptations of the main regulations, such as:
- The implementation of the impacts of the transposition of the Insurance Distribution Directive, with Royal Decree 3/2020 in the different areas involved.
- The development of internal policies to ensure adequate and efficient control of the entity.
- The review of our Compliance model to ensure that the Company has sufficient control mechanisms to enable effective and proactive management of compliance risks, as well as having a robust and consistent Compliance framework that can mitigate the Company's various risks.
INTERNAL CONTROL
The company's internal control system consists of integrated administrative and accounting processes and procedures as well as their corresponding reporting mechanisms established at the various relevant levels of the company. The internal control system has an independent compliance verification function.
In addition to the control activities carried out in each of the processes, the risk and internal audit area monitors the most significant risks and promotes the implementation of controls in those where their absence has been detected, as well as the improvement of those that are ineffective.
The Internal Audit function performs this task through the execution of the annual audit plan approved by the Audit Committee.
CORRUPTION RISK MANAGEMENT
With regard to the fight against money laundering and the financing of terrorism, we continue to apply the control systems in this area and we have promoted various training courses for our commercial network and internal staff.
CUSTOMER PRIVACY
We have all the necessary resources to protect our customers' data, especially in these pandemic times. We have stepped up security due to the exceptional situation generated by COVID-19, as there has been more intensive use of technological tools for the development of professional work due to teleworking.
This situation has led to an increase in risks and threats, which is why we have carried out awarenessraising activities with all our staff to prevent information leaks and to guarantee at all times the fundamental right to the protection of personal data of the people insured by our Company.
4. Our customers
Customer experience
At Seguros Lagun Aro we have been working for years to ensure that our customers have a positive experience when they need us for any incident. Always from the logic of the customer experience based on the emotions our policyholders experience thanks to us.
With this vision, the "We'll take care of it" initiative was created, which helps us to make our customers the focus.
We have made great strides in this direction, adopting a new claims classification, allowing us to adapt the handling of each case based on the impact it has on our customers.
'Customer's Voice'
programme
In 2020, 88% of our Auto customers and 75% of Home customers who suffered an incident in their vehicle or home were satisfied or very satisfied, rating the handling of their claims with a 7 or above.
88%
Satisfied or very
satisfied customers.
75%
Satisfied or very
satisfied customers.
Source: Customer's voice study.
Customer satisfaction after claim closure. Datalab. 2020.
Research
With the same objective of listening to customers, we had the opportunity to share sessions with several groups of customers to identify, define and analyse the ideology and content of the customer journey map in the event of a 'critical' home claim.
Customer protection
The Company has a Customer Care Service, separate from its commercial and operational services, which attends and resolves its customers' complaints and claims.
Despite the difficulties encountered this year, this Service's activity has remained at the same level as last year, as a result of the various measures taken to lessen the impact of the pandemic on the services provided by the Company.
The results of this Service are:
| 2018 | 2019 | 2020 | |
| Cases open (claims and complaints) | 721 | 696 | 696 |
| % of cases closed estimated or partially estimated | 46% | 50% | 49% |
| Average response time (days) | 10 | 10 | 11 |
| No. of claims presented to the Claims Service of the General Directorate of Insurance and Pension Funds (DGS) | 24 | 30 | 24 |
| % of final reports received from the supervisor (DGS) favourable (totally or partially) to the claimant | 18% | 6% | 17% |
Measures to mitigate the effects of COVID-19 on our customers
This year we have lived through an exceptional situation from both a personal and professional point of view, with hard times and a great deal of uncertainty. For all these reasons, we wanted to stand by our customers by implementing 7 measures to mitigate the effects of the pandemic.
More than 59,000 customers have benefited from the COVID measures
MEASUREMENTS
1. 
Medicine delivery service
Home medicine delivery in the event the person is not able to go out to collect it or they are at risk.
2. 
Payment in instalments and deferred payment
All customers are offered the possibility of paying their insurance premiums in instalments free of charge. In addition, it is possible to defer the payment of the first payment for 30 calendar days from the effective date.
3.
One month's free insurance on renewal
For PRO/SME customers when renewing their Auto, Commercial, Business, CR insurance. In addition, we have repriced premiums on more than 36,000 policies by applying additional discounts.
4. 
Call center
Our Call Centres have been 100% operational even during the most difficult moments of the pandemic.
5. 
Emergency repair service
During lockdown, our emergency repair service did not stop, providing its services to resolve all the urgent needs of our policyholders.
6. 
Unemployment Payment Protection Insurance
In a year in which many people have been forced to take temporary redundancy, we have contacted our customers to speed up their payment protection insurance benefits in order to minimise the difficult situation.
7. 
Our services were very useful during lockdown
Digital home, digital protection, cyber risks (business), legal advice...
Innovation
INNOVATION UNIT AND OPEN BUSINESS
The insurance business is evolving from a people-based business and operational interaction to fundamentally digital operations, business acquisition and hybrid relationship models. As a result, technology is becoming more important.
In this context, the Innovation and Open Business Unit has been created, which aims to be an open model integrating knowledge from outside the organisation in a structured way, in order to develop the future competitive position in an environment that will be more digital, global and changing.
Digital transformation
DIGITAL TRANSFORMATION COMMITTEE
In the 2020-2022 Strategic Plan, the DIGITAL programme is one of the main transformation programmes. For this reason, the Digital Transformation Committee has been created, which pilots and monitors the evolution of the same.
In this context, lines of action have been identified in relation to the digitalisation of the offer and customer relations. Projects and programmes are also being developed that involve the organisation as a whole.
AUTOS ON
We have implemented a calculator as part of LABORAL Kutxa's online banking system, allowing customers to obtain the price of the insurance and issue the car policy in an intuitive and simple way through a completely digital process.
DIGITAL CLAIM
Once phase II of this project has been implemented, LABORAL Kutxa customers can access, from their smartphone and in real time, all the information related to their home, business and auto claims.
They also receive the compensation offer, which they can consult in detail, accept and even receive the payment for or reject.
In the case of auto claims, the expert's report can be viewed on a mobile phone.
The app also sends reminders about appointments with our repair and expert service.
In 2020, more than 18,000 customers accessed their claims via mobile phone.
COLLABORATION AGREEMENTS
We continue collaborating within the framework of the Mondragon Corporation Science and Technology Plan and in collaboration with Mondragon University (MU), in the following projects:
- PREDICTIVE MODELS IN AUTO AND HOME CLAIMS
- CUSTOMISATION OF OFFERS TO CUSTOMERS
- FRAUD DETECTION
VIDEO VERIFICATION
During the state of alert, we carried out close to 100% of video-verifications. This system has allowed us to minimise face-to-face contacts, guaranteeing a safe contracting process.
SURVEYING IN STREAMING
Despite the mobility problems caused by the pandemic, we were able to complete all surveying tasks while maintaining service levels.
This has been possible thanks to video surveying, a system we have been working on since 2019 with very positive results even in the toughest moments of lockdown.
INSTANT PAYMENTS TO CUSTOMERS FOR HOME PRODUCTS
With the aim of generating a positive experience for LABORAL Kutxa customers, we have developed automatic payment, in which they inform us of minor damage that does not require the intervention of our repair service.
NEW DOCUMENT MANAGEMENT SYSTEM
We have implemented a new Document Manager that facilitates the consultation and storage of the documentation associated with our business processes.
It makes it possible for the documentation to be consulted immediately by any authorised user, as well as its integration with the different management tools already in place.
RPA (ROBOTIC PROCESS AUTOMATION)
We continue with the development of different RPAs for the performance of mechanical and repetitive tasks.
We have already freed up a total of 2,492 hours/ year that we allocate to other jobs in which people contribute more value. Over the course of the year, we have implemented 13 processes.
CYBERSECURITY
The most important and noteworthy milestone of the year was the assessment carried out by an external consultant of the entity's security maturity level.
This assessment has led to the drafting of an Information Security Master Plan, in which a series of initiatives have been defined to be implemented over the next two years with the aim of improving the current level of maturity.
As regards the most important security measures implemented, we can highlight the following:
- the implementation of two-factor authentication for all access by employees from outside the office to all systems.
- the masking of database information used for the development of customised business applications.
New products and services
covering special needs
MOTORHOMES AND CAMPER VANS
We have launched a new product aimed at the Motorhomes and Camper Vans segment. This type of vehicle has seen a significant increase in registrations in recent years and due to their use as well as the accessories they carry, they require specific coverage.
ON-SITE REPAIR
In order for the insured person to be able to continue their journey when their vehicle breaks down, we try to repair it on the spot. These repairs are carried out through a workshop-car that allows simple interventions (punctures, batteries...).
NEW WEATHER ALERT SERVICE
We inform our customers of orange or red alerts for wind, storms, snow, rain and extreme temperatures forecast for their postcode 24/48 hours in advance. We also provide the insured person with a series of preventive tips to protect their homes and vehicles.
5. Our Mediation Network
Acknowledging our Brokers
BROKERS FILM FESTIVAL
Simulating the San Sebastian Film Festival, on 20 February at the Aquarium in Donostia, we held our annual convention, which once again aimed to provide a means of close communication with our best brokers.
Without imagining what awaited us a few days later, the main theme of the convention revolved around the importance of developing the capacity for transformation.
TRAINING DAY FOR THE MEMBERS OF OUR SPECIAL CLUB
- Guidelines for teleworking
- Tips for a perfect video call/webinar
- Tips for business continuity
- Cybersecurity
COVID19
Due to the exceptional situation, we established a Proactive Broker Communication and Care Plan, reinforcing contacts with our entire network in order to respond to the needs that arose.
6. Our people
Strategic workforce
planning
We have developed a project that seeks to anticipate and characterise the workforce that the Company will need in the period 2021-2025, both quantitatively and qualitatively. In order to carry out this exercise, we have considered the general market trends, those of the insurance sector in people management and the strategic reflection carried out in 2019.
The result of this analysis and planning work will allow us to implement actions aimed at incorporating new roles, while at the same time preparing the people in the organisation to take on these new roles and for the expected evolution of the positions they currently hold.
Equality
2020 was the last year of the 2nd Plan for the Equality of Women and Men, in which we have developed the following actions:
AWARENESS CAMPAIGN ON 8 MARCH
Through an infographic we propose something to see, something to read and something to contribute to continue contributing together to the challenge of equality.
"WHAT ARE YOU GOING TO DO ON 8 MARCH?"
Competition in which photos of the activities carried out during the day were presented. The prize consisted of two books related to equality.
LIBRARY
With the aim of disseminating and raising awareness, we have acquired several books and films that deal with issues related to inequalities between women and men and we have made them available to everyone by publishing them in the Company's library.
AWARENESS CAMPAIGN ON 25 NOVEMBER
We took part in a talk by Nerea Barjola Ramos, author of the book "Microfísica sexista del poder. El caso Alcásser y la construcción del terror sexual" (Sexist microphysics of power. The Alcásser case and the construction of sexual terror).
OTHER ACTIONS
- We have carried out a gender analysis of the training received.
- A person has been appointed to ensure the use of inclusive communication in the organisation.
- Some lines of action have been outlined that will be included in the next Equality Plan to be carried out in 2021.
Bidean ![]()
We have launched Bidean, a tool for the development of people in the organisation.
It is a model focusing on people and their development, which seeks continuous improvement by promoting adaptability, initiative and the ability to learn constantly, as well as a culture of self-demand, co-responsibility and collaborative work.
Teleworking ![]()
During lockdown, 100% of the Company's staff switched to teleworking practically from day one.
The pilot experience for remote working that we had been previously working on, together with adhoc training, the design of new processes with our suppliers to deal with incidents and the preparation of the technological systems has enabled us to maintain a high level of quality in the activity of the different teams in the organisation.
Work-life balance
The Collective Agreement provides for measures to achieve a work-life balance, as a means of facilitating the staff's difficulties in attending to family needs through leave and/or leaves of absence. They refer to aspects of working hours, paid and unpaid leave, as well as the continuous working day in summer. In 2020, extraordinary measures were adopted in response to the exceptional situation.
Flexible working hours
People who normally work in Central Services are eligible for the flexihours system for starting and finishing work (2 hours of flexibility). In 2020, as a result of the pandemic, start times and lunchtimes have been made even more flexible. It has also been made possible to finish the working day from home in the afternoons.
Training
Most of the training has been carried out in a digital environment: teams, streaming, webinars, etc., reinforcing training in digital tools and cybersecurity.
We have also created a Digital Census to find out people's digital level, so that training can be adapted to different needs.
The analysis conducted for the census covered the following four categories of knowledge: skills, tools, knowledge and cybersecurity.
We have also continued to work on training in skills development, technical updating and languages.
We have made GARATUZ available to everyone; it is a self-management platform where the entire individual training history is recorded as well as the catalogue of possible training courses to be carried out.
| Training | 2018 | 2019 | 2020 |
| Hours of training | 4,753 | 3,737 | 4,330 |
| • Women | 2,609 | 2,568 | 2,464 |
| • Men | 2,144 | 1,170 | 1,866 |
| Hours of training/person | 29 | 20 | 26 |
| Directors | 965 | 620 | 312 |
| Managers | 1,385 | 643 | 858 |
| Technicians | 2,379 | 2,311 | 1,874 |
| Office clerks | 25 | 163 | 1,286 |
Digital ambassadors
We have launched a project to enhance digital knowledge and expertise among the people in the organisation through volunteers to help us achieve the progressive digitalisation of both the Commercial Network and Central Services.
Social dialogue
We have a Statutory Company Agreement that improves on the sectoral agreement in many aspects and which is negotiated with the Workers' Legal Representation. The current agreement came into force in 2018 and ends in 2021.
Basque
We took part in the 2nd edition of EUSKARALDIA. Everyone in the Company has chosen their role, AHOBIZI (they speak in Basque with people who know or understand it) or BELARRIPREST (they understand and invite people to speak to them in Basque), to promote a change in habits in the use of the Basque language both in the workplace and personally.
From 20 November to 4 December (euskararen eguna) the slogan was present in our day-to-day work: GEHIAGO, GEHIAGOAREKIN, GEHIAGOTAN!
Healthy Company
Due to the special circumstances of lockdown, we have implemented different actions to work remotely and protect the health of our people:
- We held video conferences and published guidelines on nutrition, physical exercise, stretching and emotional well-being.
- We set up an emotional care and psychological support service.
- We provided a guide with guidelines for teleworking.
During the second half of the year we implemented teleworking shifts, establishing a safety protocol:
- Daily personal temperature check on arrival at the office.
- Mandatory use of masks and change of masks on arrival and every four hours.
- Hydroalcoholic gel dispensers and disinfectant sprays fitted in communal areas.
- Safe spaces: minimum distance of 2 metres between workstations.
- One-way routes to move around the office.
- Provision of space in the canteen with distance between workstations, protective screens and continuous cleaning.
As a result of all this, there have been no infections in the Company's facilities.
7. Caring for the environment
Carbon footprint
BREAKDOWN OF EMISSIONS BY ORIGIN. CARBON FOOTPRINT*
In 2020 we reduced our CO2 emissions by 82%.
The main reason for this decrease is that we have switched to consuming all electricity from renewable sources.
-82%
* The Basque Government's Klima 2050 calculator was used to obtain it.
Things considered:
For scope 1: consumption of diesel, propane and refrigerant gas emissions.
For scope 2: total electricity consumption.
For Scope 3: emissions from travel during working hours, kilometres travelled by taxi and paper waste management.
Although by the very nature of our business its environmental impact is small, we list the most important actions in 2020:
- We reduced the plastic in our policies: we replaced the plastic sleeve of our policy documents with an FSC and PEFC-certified paper sleeve (made from materials from sustainably managed forests). This means that we save more than 9,000 m2 of plastic every year.
- We maintain our commitment to reusable packaging, having eliminated plastic from our coffees (26,000 coffee cups/year), water bottles (11,000 bottles/year) and food containers (7,200 containers/year).
- We continue to work to reduce paper and toner consumption. After an internal project that led us to reduce printing and copying by more than one million items per year, we have launched a new project that will be launched in 2021 to implement the electronic policy.
- We continue to work on waste management by separating waste into 3 containers (paper, packaging and other waste).
- Paper recycling: we have managed the removal of 1,508 kilos of paper for recycling.
- Sustainable mobility: we are working on a project to promote the use of bicycles as a means of transport to work.
8. Part of the Community
Purchase Management
Given the importance of adequate supply chain management within the framework of responsible action, we carry out purchasing management jointly with LABORAL Kutxa and we prioritise the acquisition of the majority of goods and services in the areas where we are present.
| 2018 | 2019 | 2020 | |
| Purchase volume (Euros) | 9,887,968 | 9,623,698 | 10,230,834 |
| % of domestic purchases, not imported | 97.59% | 98.71% | 93.56% |
Taxes and duties
Seguros Lagun Aro exercises its fiscal obligations in the territories in which it carries out its activity, contributing in this way to the maintenance of public services and the development of society.
| Taxes and duties (in €) | 2018 | 2019 | 2020 |
| Company tax | 1,950,927 | 1,903,944 | 1,781,642 |
| Taxes (Immovable Property Tax, Tax on Economic Activities) | 92,340 | 88,617 | 92,165.41 |
| VAT | 176,963 | 106,201 | 102,878 |
| Total | 2,220,230 | 2,098,762 | 1,976,686 |
Collaborating with University
We have collaboration agreements with the University of Mondragon, the University of Deusto, the University of the Basque Country and the University School of the Bilbao Chamber of Commerce.
We offer internships with the aim of allowing each student to apply and complement the knowledge acquired in their academic training, favouring the development of skills that facilitate their employability and foster their entrepreneurial capacity. The average length of stay in the company is 6 months.
Seguros Lagun Aro, member of Innovabide
In 2019, following an assessment, we were accepted as members of the Innovabide network, a network of companies committed to road safety through advanced management, set up by the Basque Government's Traffic Department.
In 2020 we participated in the conference held on 26 November, sharing experiences and good practices with other companies in the network, all with the aim of making progress in improving road safety management.
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STOP ACCIDENTES: a civic non-profit organisation committed to road safety and the right to life.
The financial contribution is aimed at raising social awareness and supporting victims of traffic accidents.
In 2020 we can highlight the projects "Recíclate para conducir mejor" (Renew to drive better) and "Camina seguro evita el riesgo" (Walk safe, prevent risks).
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- We collaborated in the mentoring programme of the GAZTENPRESA FOUNDATION, a LABORAL Kutxa initiative with the general goal of creating, developing and maintaining small businesses and micro-SMEs. In 2020 the projects developed that get passed the viability phase have generated 256 enterprises, creating 504 jobs.
- We made a monetary donation to GUREAK INKLUSIO FUNDAZIOA. Our donation in 2020 has contributed to the development of three projects:
- Definition of Marketing and Communication: for the promotion of the insertion of people with disabilities in the ordinary work environment.
- Digital whiteboard: purchase and use of a digital whiteboard to carry out active learning designs based on audio-visual formats using the serious game methodology.
- Re-employment training: o train people with disabilities who were working in the hotel and catering sector in industrial activities related to the assembly of cables for the railway sector.
- Bizkaia Blood Donors: 3 times a year they come to our facilities as we have a regular group of donors in the Company.