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Annexes
GRI Index
Statement of use: Saudi Reinsurance Company has reported the information cited in this GRI content index for the period
1 January 2024 to 31 December 2024 with reference to the GRI Standards.
GRI 1 used: GRI 1: Foundation 2021
|
Gri Standard |
Disclosure |
Location/Explanation |
|
| GRI 2: General Disclosures 2021 | 2-1 Organizational details | About Saudi Re | |
| 2-2 Entities included in the organization’s sustainability reporting | About this Report | ||
| 2-3 Reporting period, frequencyand contact point | About this Report | ||
| 2-4 Restatements of information | About this Report | ||
| 2-6 Activities, value chain andother business relationships | About Saudi Re | ||
| 2-7 Employees | Sustainability Performance –Prioritising our People | ||
| 2-9 Governance structure and composition | Corporate Governance | ||
| 2-10 Nomination and selectionof the highest governance body | Corporate Governance | ||
| 2-11 Chair of the highest governance body | Corporate Governance | ||
| 2-12 Role of the highest governance bodyin overseeing the management of impacts | Corporate Governance;Sustainability Strategy | ||
| 2-13 Delegation of responsibilityfor managing impacts | Corporate Governance;Sustainability Strategy | ||
| 2-14 Role of the highest governancebody in sustainability reporting | Corporate Governance;Sustainability Strategy | ||
| 2-15 Conflicts of interest | Sustainability Performance –Corporate Governance;Sustainability Performance –Business Ethics and Compliance | ||
| 2-16 Communication of critical concerns | Corporate Governance | ||
| 2-17 Collective knowledge of thehighest governance body | Corporate Governance | ||
| 2-18 Evaluation of the performanceof the highest governance body | Corporate Governance | ||
| 2-19 Remuneration policies | Corporate Governance | ||
| 2-20 Process to determine remuneration | Corporate Governance | ||
| 2-22 Statement on sustainabledevelopment strategy | Chairman’s Statement | ||
| 2-23 Policy commitments | Sustainability Strategy | ||
| 2-24 Embedding policy commitments | Sustainability Strategy | ||
| 2-25 Processes to remediate negative impacts | Sustainability Strategy | ||
| 2-26 Mechanisms for seeking adviceand raising concerns | Sustainability Performance – Prioritising our People; Sustainability Performance – Business Ethics and Compliance | ||
| 2-27 Compliance with laws and regulations | Sustainability Performance –Business Ethics and Compliance | ||
| 2-28 Membership associations | Sustainability Performance – Sustainable Supply Chain | ||
| 2-29 Approach to stakeholder engagement | Sustainability Strategy –Stakeholder Engagement | ||
| GRI 3: Material Topics 2021 | 3-1 Process to determine material topics | Sustainability Strategy –Material Matters | |
| 3-2 List of material topics | Sustainability Strategy –Material Matters | ||
| 3-3 Management of material topics | Sustainability Strategy;Sustainability Performance | ||
| 1 – Corporate Governance/6 – Ethics and Compliance | |||
| GRI 205: Anti-corruption 2016 | 205-1 Operations assessed for risks relatedto corruption | Sustainability Performance –Business Ethics and Compliance | |
| 205-2 Communication and training aboutanti-corruption policies and procedures | Sustainability Performance –Business Ethics and Compliance | ||
| 205-3 Confirmed incidents of corruptionand actions taken | Sustainability Performance –Business Ethics and Compliance | ||
| SASB FN-IN-270: Transparent Information and Fair Advice for Customers | Value of any monetary lossesas a result of legal proceedings | Sustainability Performance –Business Ethics and Compliance | |
| SASB FN-IN-550: Systemic Risk Management | FN-IN-550a.3 Description of approachto managing capital and liquidity-relatedrisks associated with systemicnon-insurance activities. | Sustainability Performance –Business Ethics and Compliance | |
| 2 – Data Protection and Cybersecurity | |||
| GRI 418: Customer Privacy 2016 | 418-1 Substantiated complaints concerning breaches of customer privacy andlosses of customer data | Sustainability Performance –Our Clients in Focus | |
| 3 – Talent Development | |||
| GRI 401: Employment 2016 | 401-1 New employee hires and employee turnover | Sustainability Performance –Prioritising our People | |
| 401-3 Parental leave | Sustainability Performance –Prioritising our People | ||
| GRI 404: Training and Education 2016 | 404-1 Average hours of training peryear per employee | Sustainability Performance –Prioritising our People | |
| 404-2 Programs for upgrading employee skillsand transition assistance programs | Sustainability Performance –Prioritising our People | ||
| 404-3 Percentage of employees receivingregular performance and careerdevelopment reviews | Sustainability Performance –Prioritising our People | ||
| 4 – Serving the National Strategy / 11 - Innovation and Digitalisation | |||
| GRI 203: Indirect EconomicImpacts 2016 | 203-1 Infrastructure investments and services supported | Sustainability Performance –Our National Contribution | |
| 203-2 Significant indirect economic impacts | Sustainability Performance –Our National Contribution | ||
| 5 – Climate Change and Energy Transition | |||
| GRI 305:Emissions 2016 | 305-1 Direct (Scope 1) GHG emissions | Sustainability Performance –Protecting our Planet | |
| 305-4 GHG emissions intensity | Sustainability Performance –Protecting our Planet | ||
| 7 – Financial Performance | |||
| GRI 201: Economic Performance 2016 | 201-1 Direct economic value generatedand distributed | Financial Statements | |
| 201-2 Financial implications and other risks and opportunities due to climate change | Risk Management | ||
| 8 – Customer Satisfaction | |||
| 3-3 Management of material topics | Sustainability Performance –Our Clients in Focus | ||
| 9 – Diversity and Inclusion | |||
| GRI 405: Diversity and Equal Opportunity 2016 | 405-1 Diversity of governance bodiesand employees | Sustainability Performance –Prioritising our People | |
| GRI 406: Non-discrimination 2016 | 406-1 Incidents of discrimination andcorrective actions taken | Sustainability Performance – Prioritising our People | |
| 10 – Integrating ESG in Insurance / 13 – Access to Insurance / 14 – Sustainable Products and Services | |||
| SASB FN-IN-450: Environmental Risk Exposure | FN-IN-450a.1 Probable Maximum Loss (PML)of insured products from weather-related natural catastrophes | Sustainability Performance – Sustainable Insurance | |
| FN-IN-450a.2 Total amount of monetary losses attributable to insurance payouts from modeled natural catastrophes | Sustainability Performance – Sustainable Insurance | ||
| SASB FN-IN-410: Policies Designed to Incentivize Responsible Behavior | FN-IN-410 b.1 Net premiums written related to renewable energy, energy efficiency, cleaner production, low-carbon technology | Sustainability Performance – Sustainable Insurance | |
| 12 – Investing Responsibly | |||
| 3-3 Management of material topics | Sustainability Performance – Sustainable Insurance | ||
| 15 – Community Investment | |||
| 3-3 Management of material topics | Sustainability Performance – Supporting our Communities | ||
| 16 – Health and Wellbeing | |||
| GRI 403: OccupationalHealth and Safety 2018 | 403-3 Occupational health services | Sustainability Performance – Prioritising our People | |
| 403-6 Promotion of worker health | Sustainability Performance – Prioritising our People | ||
| 17 – Environmental Management | |||
| GRI 301:Materials 2016 | 301-1 Materials used by weight or volume | Sustainability Performance – Protecting our Planet | |
| GRI 303: Waterand Effluents 2018 | 303-5 Water consumption | Sustainability Performance – Protecting our Planet | |
| GRI 306: Waste 2020 | 306-3 Waste generated | Sustainability Performance – Protecting our Planet | |
| 306-4 Waste diverted from disposal | Sustainability Performance – Protecting our Planet | ||
| 18 – Sustainable Procurement | |||
| GRI 204: Procurement Practices 2016 | 204-1 Proportion of spending on local suppliers | Sustainability Performance - Sustainable Supply Chain | |