Tasnee 2023 Sustainability Report

SUSTAINABLE
VISION IN ACTION
SUSTAINABILITY REPORT 2023

The Custodian of the Two Holy Mosques His Royal Highness Crown Prince, Prime Minister,
King Salman Bin Abdulaziz Al Saud Chairman of the Council of Economic and Development Affairs
Mohammad Bin Salman Bin Abdulaziz Al Saud
3 TASNEE
2023 SUSTAINABILITY REPORT
WE INTEGRATE OUR VISION OF SUSTAINABILITY

INTO EVERY ASPECT OF OUR OPERATIONS,
ENSURING ALIGNMENT WITH OUR CORPORATE GOALS.
BY IMPLEMENTING STRATEGIC ACTIONS, WE SECURE
LONG-TERM VALUE FOR OUR STAKEHOLDERS,
THE ENVIRONMENT, AND OUR BUSINESS.
Sustainable Vision in Action

4 TASNEE
About Tasnee Sustainability Management Environmental Stewardship Health and Safety Human Capital Development Responsible Business Community Impact
CONTENTS
ABOUT THIS REPORT 5 SUSTAINABILITY WORKSHOPS AND ROADMAP 28 EMPLOYEE BENEFITS 59
MESSAGE FROM THE CHAIRMAN 6 ENVIRONMENTAL STEWARDSHIP 29 INCLUSION AND EQUAL OPPORTUNITY 60
MESSAGE FROM THE CEO 7 CLIMATE CHANGE 30 SAUDIZATION 61
2023 PERFORMANCE HIGHLIGHTS 8 GHG EMISSIONS 31 RESPONSIBLE BUSINESS 62
ABOUT TASNEE 10 ENERGY MANAGEMENT 34 ECONOMIC AND BUSINESS PERFORMANCE 63
OUR COMPANY 11 EFFLUENTS AND POLLUTANTS 36 GOVERNANCE 64
OUR CHARTER 12 HAZARDOUS SUBSTANCES 39 BUSINESS ETHICS 67
OUR JOURNEY 13 WATER USE 41 CYBERSECURITY 71
BUSINESS MODELS 14 PRODUCT STEWARDSHIP 43 HUMAN RIGHTS 72
TASNEE’S PRODUCTS 15 HEALTH AND SAFETY 44 CUSTOMER FEEDBACK AND SATISFACTION 73
CERTIFICATIONS 17 TASNEE’S EHSS JOURNEY 45 INNOVATION 74
SUSTAINABILITY MANAGEMENT 19 OCCUPATIONAL HEALTH AND SAFETY 46 PROCUREMENT AND SUPPLIER ASSESSMENT 75
SUSTAINABILITY GOVERNANCE 20 EMPLOYEE WELL-BEING 50 COMMUNITY IMPACT 77
INTEGRATED MANAGEMENT RATING SYSTEM 21 EMERGENCY PREPAREDNESS AND RESPONSE 51 CORPORATE SOCIAL RESPONSIBILITY 78
SUSTAINABILITY FRAMEWORK 22 PROCESS SAFETY AND ASSET INTEGRITY 52 APPENDICES 80
STAKEHOLDER ENGAGEMENT 23 HUMAN CAPITAL DEVELOPMENT 53 APPENDIX A. ABBREVIATIONS 81
OUR MATERIAL ISSUES AND PRIORITIES 24 RECRUITMENT AND RETENTION 54 APPENDIX B. GRI CONTENT INDEX 82
ALIGNMENT WITH UN SDGS 26 DEVELOPMENT AND TRAINING 56 SUSTAINABLE VISION IN ACTION 90
ALIGNMENT WITH SAUDI VISION 2030 27 ENGAGEMENT AND SATISFACTION 58

5 TASNEE
ABOUT THIS REPORT

We are pleased to present Tasnee’s seventh annual FEEDBACK
Sustainability Report. This report provides insight We welcome your feedback on this report and our
into Tasnee’s activities and environmental, social, and performance. Comments and suggestions can be
governance (ESG) performance throughout 2023. sent to our email address:
TQM@TASNEE.COM
REPORTING PERIOD
or sent to our headquarters address:
The report covers the calendar year from 1 January
2023 to 31 December 2023, unless stated otherwise. P.O Box 26707, Riyadh 11496
The Business Gate, Building No. C3
REPORTING GUIDELINES Eastern Ring Road, Qurtuba Area,
This report has been developed in accordance with Kingdom of Saudi Arabia
the GRI Sustainability Reporting Standards (Please
refer to Appendix B for our GRI Content Index), and
with reference to national and international standards,
goals and priorities, including the United Nations FORWARD-LOOKING STATEMENTS
Sustainable Development Goals (UN SDGs), and Saudi This report contains statements that may be deemed as “forward-
looking statements” that express the way in which Tasnee intends to
Vision 2030.
conduct its activities. Forward statements could be identified by the
use of forward-looking terminology such as “plans”, “aims”, “assumes”,
REPORT SCOPE AND BOUNDARY “continues”, “believes”, or any variations of such words that certain
actions, events or results “may”, “could”, “should”, “might”, “will”, or
The report covers all Tasnee’s operating facilities “would” be taken or be achieved.
in the Kingdom of Saudi Arabia across all three Tasnee has made every effort to ensure that this report is as accurate
main Strategic Business Units (Petrochemicals, and truthful as possible. However, by their nature, forward-looking
Downstream, and AMIC) together with shared statements are qualified to inherent risks and uncertainties surrounding
future expectations that could cause actual results to differ materially
services. Data for external contractors, suppliers and from these projected or implied statements. Such statements are
clients are not included unless stated otherwise. subject to risks that are beyond Tasnee’s ability to control and therefore
do not represent a guarantee that events implied in these forward-
looking statements will actually occur.

6 TASNEE
MESSAGE FROM THE CHAIRMAN

On behalf of the Board of Directors frameworks to which we adhere, and partnerships with industry peers,
and myself, I am delighted to present including Saudi Vision 2030, the Saudi academic institutions, government
Tasnee’s 2023 Sustainability Report. Green Initiative, and the UN Sustainable bodies, suppliers, local communities, and
This report highlights the significant Development Goals. By doing so, we are our valued employees.
strides made in 2023 to enhance the fostering a culture dedicated to making a I firmly believe that only through such a
sustainability of our business and positive impact. collaborative approach can Tasnee and
contribute positively to the wellbeing our broader society achieve our long-
In fact, we are mindful of our broader
of our people, our planet, and the term goals and aspirations.
responsibilities to our communities,
communities we serve.
customers, and the societies we serve. I extend my heartfelt thanks to all of
In alignment with our commitment In line with Saudi Vision 2030, we aim Tasnee’s employees and stakeholders
to “Sustainable Vision in Action,” to be active contributors to societal for their invaluable contributions in 2023.
Tasnee aims to embed our vision of progress, fostering economic growth Our success is built on their efforts, and
sustainability into every aspect of our and prosperity, supporting community they are the foundation of our future.
operations. Sustainability at Tasnee is a wellbeing, and developing the skills and
cornerstone of driving growth, enhancing talents of our workforce, with a special I also pray to Allah to perpetuate the
“FOR TASNEE, efficiency, and mitigating risks, thereby focus on young talent. blessing of security, safety and
SUSTAINABILITY IS making us a more resilient enterprise prosperity under the leadership provided
Throughout 2023, we sustained robust
A CORNERSTONE OF capable of meeting our stakeholders’
policies, procedures, and behaviors
to our Kingdom by the Custodian of the
Two Holy Mosques, King Salman bin
DRIVING GROWTH, needs. We are acutely aware of the
to ensure compliance in an evolving Abdulaziz Al Saud and His Royal
environmental implications of our
ENHANCING EFFICIENCY, business activities and are committed
regulatory environment and to propagate Highness Prince Mohammed bin
AND MITIGATING RISKS, to minimizing any adverse impacts.
these standards throughout our supply Salman Al Saud, The Crown Prince and
chains. We consistently strive to act
THEREBY MAKING US Our Decarbonization Roadmap outlines
ethically, be a trusted partner, and deliver
Prime Minister – May Allah grant them
health and success.
A MORE RESILIENT our clear ambition to achieve net-zero
exceptional products and services.
emissions by 2060.
ENTERPRISE CAPABLE This report provides numerous examples
Eng. Mubarak A. Al Khafrah
OF MEETING OUR Our strategic initiatives are crafted to
of how we implemented these principles
Chairman
support not only our corporate objectives
STAKEHOLDERS’ NEEDS.” but also the national and international
in 2023, showcasing our collaborations

7 TASNEE
MESSAGE FROM THE CEO

Sustainability remains a critical efficiency resulted in an 18% reduction in our corporate social responsibility
component of our business strategy and waste disposal at Petchem, accompanied investment increased, supporting various
we continue to work towards building by an increase in waste recycling rates. initiatives aligned with the values of the
solutions for a better future. We have Additionally, we further minimized Saudi Vision 2030 to have a positive
an engaged team who are passionate material losses in our operations. impact on people and the environment.
about supporting the communities
Our accomplishments were achieved Throughout these endeavors, Tasnee
in which they live and work, and who
by the valuable efforts of our skilled, reaffirmed its commitment to corporate
are committed to achieving TASNEE’s
dedicated, and agile workforce. In 2023, citizenship, environmental preservation,
sustainability ambitions.
our total workforce expanded, with a and stakeholder value creation,
Following the launch of our notable increase in diversity, including a demonstrating resilience amidst
Decarbonization Roadmap in 2022, we 26% rise in female employees and a 14% economic challenges.
implemented several initiatives in 2023 to increase in employees under 30,
The great progress we have made
reduce emissions, achieving significant reflecting our commitment to nurturing
“OUR APPROACH TO successes. We are committed to the young talent. Our ongoing digitalization
on sustainability this year is due to
the unwavering efforts of our people.
SUSTAINABILITY IS GUIDED reduction of emissions, which we know of HR processes, including the
Together we have worked to progress
BY OUR PURPOSE: FINDING is also of increasing importance to our introduction of new e-learning programs,
our sustainability approach. We hope you
investors and other stakeholders. facilitates the growth and development
BETTER WAYS TO PROVIDE find this report informative.
of our workforce. The introduction of
THE MATERIALS THE WORLD Overall, Tasnee achieved a 3% reduction
our revised Leadership Competency I give praise to Allah for the blessings we
in energy intensity despite increased
NEEDS. IT’S ABOUT DRIVING production, with energy-reduction
model in 2023 defines the specific skills, enjoy and for the leadership of the
behaviors, and attributes essential for Custodian of the Two Holy Mosques, King
INNOVATION AND CONTINUOUS initiatives implemented at various plants,
future leadership at Tasnee, guiding Salman bin Abdulaziz Al Saud and His
IMPROVEMENT TO PRODUCE including Technology and Innovation’s
leadership development, recruitment, Royal Highness Prince Mohammed bin
(T&I) new solar energy generating
SUSTAINABLE PRODUCTS performance evaluation, and succession Salman Al Saud, The Crown Prince and
system. At Advanced Metal Industries
USED IN EVERYDAY LIFE Cluster Company Ltd (AMIC), Scope 1
planning initiatives. Prime Minister - May Allah guide and
protect them.
IN THE SAFEST AND MOST emissions intensity decreased by 33%, At Tasnee, we are deeply cognizant
SUSTAINABLE WAY POSSIBLE.” while Downstream and Petchem also saw of our role in broader society and Mr. Fawaz M. Al Fawaz
reductions. Efforts to enhance operational the communities we serve. In 2023, CEO

8 TASNEE
2023 PERFORMANCE HIGHLIGHTS

HUMAN CAPITAL DEVELOPMENT COMMUNITY IMPACT RESPONSIBLE BUSINESS
30% 38% 100%

increase in training hours for employees increase in community investments of our operations assessed for corruption-related risks
85% x4 82%
of employees received performance and career reviews The number of volunteers has more than quadrupled of our employees received training on anti-corruption
100% 100%
compared to 2022
return-to-work rate from parental leaves x3 of planned audits completed
26% 3.7
increase in the number of volunteering hours
increase in female employees compared to last year Cybersecurity maturity level, out of 5
50% Zero
increase in female Saudi employees compared to the incidents related to human rights
100%
previous year
of new suppliers screened using social and

environmental criteria
62.4%
rate of local suppliers

9 TASNEE
2023 PERFORMANCE HIGHLIGHTS

HEALTH AND SAFETY ENVIRONMENTAL STEWARDSHIP
Zero
work-related fatalities
4%
decrease in GHG emissions intensity compared to 2022
29%
increase in health and safety training to contractors
57%
of generated waste is recycled at Petchem
100%
uptake in health screenings
15%
Percentage of slag waste created in 2023
63%
compared to 17% in 2022
increase in emergency drills 9%

100%
decrease in material loss intensity compared to 2022
score in JAMA’A’s annual drill evaluation Zero

10.9m
spills in 2023
safe working hours

10 TASNEE
ABOUT
TASNEE

11 TASNEE
OUR COMPANY
Founded in 1985, the National Industrialization such as titanium sponge, dry and liquid vehicle batteries
Company (Tasnee) was Saudi Arabia’s first fully and lead, all types of plastic products, and acrylic TASNEE IN NUMBERS:
3,337
owned, joint stock private-sector industrial sheets. In addition, Tasnee markets plastic products and
company. With its headquarters in Riyadh, Tasnee batteries, provides technical services, conducts technical
was created to promote economic diversification in testing of equipment, and operates industrial, chemical,
the Kingdom. petrochemical, metallurgical, water desalination, and
Employees
power generation plants.
Nearly forty years after its creation, Tasnee, together with
its entities and subsidiaries, is today one of the largest
industrial and petrochemical companies in the country,
In all our activities, we are led by our vision and mission.
Through our policies, actions, and values, we aim to 36
as well as a leading investor in the global titanium sector. put into practice our commitment to sustainability,
Affiliates
Our reputation has been built on good business practices demonstrating sound and ethical corporate governance,
and efficient operations, rooted in deep experience, skills,
and a commitment to cutting-edge technologies and
innovative solutions across our products and services.
high standards of health, safety and security, care for
the environment and social responsibility towards our
stakeholders and communities.
SAR 3,567M
Revenues
SAR 1,051M
Tasnee’s activities span across the chemical and
petrochemical, engineering, and mechanical sectors.
As well as investing in the ownership and management
of industrial projects and the marketing of its products, EBITDA
the company is an important player in the transfer of
advanced industrial technology to Saudi Arabia. It also
owns a number of subsidiaries that manufacture and SAR 0.26
market industrial products. These include petrochemical
Earning Per Share
SAR 175M
products such as ethylene, polyethylene, propylene,
polypropylene, butyl acrylate, acrylic acid, super
absorbent polymers and butanol, and industrial products
Net Profit/Loss

12 TASNEE
OUR CHARTER
VISION
To optimize stakeholders’ returns
and contribute to industrialization by
pursuing ambitious opportunities.
MISSION
To consistently operate at high
standards of agility, efficiency,
sustainability, and innovation in the
petrochemicals industry.
EXCELLENCE: INTEGRITY:
We believe that good is not good enough; We do what is right as a role model to
we strive to do more with agility and speed. others and treat people with respect, never
We show excellence in our processes. bending the rules.
SEEKING KNOWLEDGE: TEAMWORK:

We actively interact with the stakeholders. We respect individual skills and
We are open to continuous learning and backgrounds, and we believe that we are
creative thinking. smarter together.

13 TASNEE
OUR JOURNEY
1985
Tasnee Established
1986
National Inspection and
1990
National Lead Smelting
1992
Rowad National
1993
National Batteries
Technical Testing Co. Company (RASASS) Plastics Co. (Rowad Company (BATTARIAT)
(FAHSS) startup startup Plastics) startup startup
2008
Rowad Global
2008
HDPE and LDPE and
2006
Rowad International
2004
PDH/PP Plant startup
2000
Petrochemical
Packaging Co. startup Cracker plant startup Geosynthetics Co. complex formed
startup
2013
BA/SAP plant startup
2016
Butanol plant startup
2017
Taldeen Plastics
2018
Smelter startup formed
2019
Titanium sponge
2020
Dibal Commercial
Solutions Co. startup commissioning Production

14 TASNEE
BUSINESS MODELS
Tasnee’s organizational structure comprises three
Strategic Business Units (SBUs) and four Business ORGANIZATIONAL STRUCTURE
Units (BUs). The SBUs and BUs play a critical role in
supporting Tasnee’s sustainability mandate. CEO
SBU Petro- SBU SBU Support Strategy & Technology &

Finance
chemicals Metallurgy Downstream Functions Growth Innovation
TASNEE STRATEGIC BUSINESS UNITS (SBU) & AFFILIATES
PETROCHEMICALS DOWNSTREAM METALLURGY

SBU SBU SBU
TSOC NIPMC (MARKETING) RNP RIG TALDEEN FAHSS TUV-ME MAADANIYAH BEEAH NTDC (CRISTAL)
60.45% 100% 100% 100% 100% 74.9% 74.9% 34.93% 12.85% 79%
SPC SEPC SAAC TMIC RGP CLARIANT RASASS KHADAMAT AMIC CIC NETHERLANDS
75% 45.34% 52.29% 100% 100% 40% 100% 100% 89.5% 79%
SAAC U&O SAMCO SAPCO SABUCO TTLSP BATTARIAT AMAK ATTM ASIC TRONOX
52.29% 39.22% 39.22% 17.43% 100% 90% 6.07% 58.18% 89.5% 19.21%

15 TASNEE
TASNEE’S PRODUCTS
Tasnee manages, operates, and owns multiple
PETROCHEMICALS SBU METALLURGY SBU
businesses. These are arranged into four
Petrochemicals is Tasnee’s largest business unit, Metallurgy SBU oversees the production and marketing
main Strategic Business Units (SBUs):
responsible for the production and marketing of a of metallurgy products and services. The SBU is
wide range of polyolefins and chemicals. currently developing the titanium value chain within
Saudi Arabia, in alignment with the Saudi Vision 2030.
OUR PRODUCTS
• Acrylic acid monomer OUR PRODUCTS
• Butyl acrylate • Metallurgy
• High-density PE Downstream
• Low-density PE • Titanium Metals
• n-Butanol/ Iso-Butanol • Titanium Sponge
• Polypropylene (PP)
Throughout 2023, Metallurgy continued to see market
• Super absorbent Polymer
growth, especially in the aerospace sector. The SBU is
In 2023, the Petrochemical SBU (Petchem) continued well placed to benefit from this by increasing capacity
its strong business performance in terms of safety, to meet demand, especially with ongoing geopolitical
health, environment, operational efficiency and issues restricting global supplies. In 2023, Advanced
excellence, quality, and sales and marketing. This Metal Industries Cluster Company Ltd (AMIC)
performance secured the Occupational Safety and achieved full production as a result of two ramp-ups
Health Pioneers Award for Petchem in 2023. and exported the Kingdom’s first crude iron shipment
to the United States.

16 TASNEE
DOWNSTREAM SBU
Downstream activities are every bit as important as In 2023, Rowad International Geo-synthetics achieved
upstream. Tasnee’s Downstream SBU manages a group its highest performing results on sales volumes and
of affiliates that, by reducing the need for imports, make plant capacity utilization, while Taldeen Pipes expanded
a vital contribution to the growth and development of its market base in the Kingdom’s Northern region
the Saudi economy. and delivered over 80% of the business to the NEOM
infrastructure project. Meanwhile, the Agri film business TECHNOLOGY AND INNOVATION
OUR PRODUCTS continued to thrive despite the financial challenges in Tasnee’s Technology and Innovation (T&I)
• Agri films the MENA region, delivering the best results compared center is our research and development
• BOPP films to the budget and previous years. hub, providing innovation and technical
• Plastic products support across the company.
Rowad Global Packaging Co. significantly
- Pipes
contributed to Downstream growth with record sales, In 2023, T&I played a crucial role in leading
- Pallets
largely driven by the local market in the food sector Tasnee product stewardship, ensuring the
- Crates
packaging. The company expanded into Central safety and environmental impact of our
- Sheets
America, leveraging its reputation for high-quality petrochemical products. As part of T&I’s
- Pails
Biaxially Oriented Polypropylene (BOPP) products and commitment to achieving carbon net zero
- Battery containers
reliable service. Meanwhile, Rowad National Plastic by 2060, a solar PV installation project
- Core plugs
Co. achieved its highest volume delivery in the injection was initiated at its site.
- Pellets
molding business.
• Geomembranes
• Lead
• Automotive batteries
• Inspection & certification services
• PC Strands
• Steel/Iron Casting
• Axles

17 TASNEE
CERTIFICATIONS
DOWNSTREAM SBU PETROCHEMICALS
ROWAD NATIONAL PLASTIC ROWAD INTERNATIONAL TUV MIDDLE EAST (TUV ME) PETROCHEMICALS
COMPANY (RNPC) GEOSYNTHETICS (RIG) • ISO 9001:2015 (PETCHEM)
• ISO 9001:2015 • ISO 9001:2015 • ISO 14001:2015 • ISO9001:2015
• SASO (PC and PMMA Sheets) • SASO HDPE geo (COC) • ISO 45001:2018 • ISO14001:2015
• SASO LLDPE geo (COC) • ISO 17021-1:2015 • ISO45001:2018
ROWAD GLOBAL PACKAGING
• CE Mark • ISO 17020:2012 • ISO/IEC 17025:2017
(RGP)
• GAI-LAP • ISO 17065:2012 • ISO 50001:2018
• ISO 9001:2015
• ISO 55001:2014
• ISO 14001:2015 NATIONAL BATTERIES COMPANY NATIONAL INSPECTION AND
• Polymer products are
• OHSAS 18001:2007 (NBC) TECHNICAL TESTING CO. (FAHSS)
registered for European
• BRC • ISO 9001:2015 • ISO 9001:2015
REACH.
• IMS • IMS • ISO 14001:2015
• Polymer products are
• SASO • ISO 45001:2018
TALDEEN PLASTIC SOLUTION pre-registered for Turkish
• ISO14001:2015 • ISO 17021-1:2015
COMPANY LTD (TALDEEN) KKDIK certification.
• ISO 45001:2018 • ISO 17020:2012
• ISO 9001:2015 • Polymer products are
• ISO 17065:2012
• ISO 45001:2018 NATIONAL LEAD SMELTING pre-registered for BIS (India)
• ISO14001:2018 COMPANY (RASASS) certification
• SASO (Smooth Pipes ) • ISO 9001:2015
• SASO (Corrugated Pipes) • ISO 14001:2015
• SASO – (Smooth Pipes Fittings) • ISO 45001:2018
• NSF -14 & 61 for Smooth Pipes • IMS
• NSF -14 & 61 for Smooth
Pipes Fitting
• WRAS
• FM -1813 (Smooth pipe & fittings)

18 TASNEE
METALLURGY SUPPORT FUNCTIONS MEMBERSHIPS

• The Gulf Petrochemicals and Chemicals
ADVANCED METAL INDUSTRIES CLUSTER • ISO 27001 for Information Security Association (GPCA)
COMPANY LTD (AMIC) Management System • The Gulf Petrochemicals and Chemicals
• ISO9001:2015 • ISO 20000 for service management system Association Sustainability & Quality Assessment
• ISO45001:2018 • EIPM Certification – Platinum Level for System (G-SQAS)
• ISO14001 procurement • The Jubail Area Mutual Aid Association (JAMA’A)
• ISO45001 • EIPM Certification – Platinum Level for
• AS9100D Quality Management System procurement
– Requirements for Aviation, Space and • ISO9001:2015 (NIPRAS-Tasnee Plastic
AWARDS IN 2023
Defense Organization certification. Research Center)
• GPCA Women in Supply Chain Award
• ISO45001:2018 (NIPRAS-Tasnee Plastic
• Global EIPM Peter Kraljic Award for Excellence
Research Center)
• CIPS Procurement Pioneers Awards
• ISO/IEC 17025:2017 (NIPRAS Analytical
• Occupational Safety and Health Pioneers
Laboratory – Tasnee)
Award by Ministry of Human Resources and
Social Development
• King Khalid Foundation Award for Best in
Governance Category
• Forbes Middle East Top 100 Sustainability
Leaders

19 TASNEE
SUSTAINABILITY
MANAGEMENT
Sustainability is the cornerstone of our operations and embedded
in our business strategy. Across our business, we integrate our
sustainability strategy into our decision-making processes and
product and services development. We take a holistic approach,
encompassing environmental, societal, and governance activities,
with a particular focus on health, safety, and security. We don’t only
thrive as a business but make a positive contribution to the well-
being of our planet, our stakeholders, and the communities we serve.

20 TASNEE
SUSTAINABILITY GOVERNANCE
Tasnee Petrochemical complex’s sustainability
strategy is driven by our sustainability team, Management Review Meeting
under the leadership of the Process Engineering (IMRS Chairman – VP, PetChem Manufacturing)
Department. Our strategy is supported by a robust
management system that monitors, evaluates, and
tracks our sustainability targets and KPIs, which in
TPC Sustainability Champion
turn guides and informs our decision making.
(GM PetChem Technical)
Verification Group
TPC Sustainability Leader (Process
Engineering)
Central Workshop Maintenance

Plant Managers General Services GM, EHSS & Finance
& Services (CWS) (Monomer)
(Production) Manager Compliance Manager
Manager Manager
Plants Sustainability GS Sustainability CWS Sustainability EHSS Sustainability Maint. (M) Finance Sustainability
Focal Point / Focal Point / Focal Point/ Focal Point/ Sustainability Focal Focal Point /
Data Owners Data Owners Data Owners Data Owners Point / Data Owners Date Owners

21 TASNEE
INTEGRATED MANAGEMENT RATING SYSTEM

As we work toward our sustainability goals, we
measure our progress and achievements through
our Integrated Management Rating System (IMRS).
Based on international standards, the IMRS focuses
on 17 elements across five areas: leadership,
organization, operations, execution, and control.
Monitoring our performance in these areas LEADERSHIP ORGANIZATION OPERATIONS EXECUTION CONTROL
enables us to continually improve our
operational excellence and efficiency.
IMRS-01 IMRS-05 IMRS-07 IMRS-11 IMRS-13
Leadership Documentation and Occupational Health Asset Integrity Control of Work
Records
IMRS-02 IMRS-08 IMRS-12 IMRS-14
Risk Assessment IMRS-06 Design and Management of Environmental
Learning and Development Change management
IMRS-03
Development
Planning IMRS-09 IMRS-15
IMRS-10 Supply Chain and 3rd Incident Management
Communication & Party Management
IMRS-16
Engagement
Emergency
Preparedness
and Response
FEEDBACK IMRS-17 SUSTAINABILITY

IMRS-04 AUDIT AND REVIEW
LOOP MONITORING AND REPORTING

22 TASNEE
SUSTAINABILITY FRAMEWORK
Sustainability is not only an integral part of our HEALTH AND SAFETY RESPONSIBLE BUSINESS
corporate strategy and culture – it also helps to
drive growth, improve efficiency, and reduce risk.
At Tasnee, we have incorporated sustainability
into every part of our business through our
sustainability framework. The framework outlines
our strategy and the ways in which we put it into
practice, and is based on five key pillars:
ENVIRONMENTAL HUMAN CAPITAL COMMUNITY

STEWARDSHIP DEVELOPMENT IMPACT

23 TASNEE
STAKEHOLDER ENGAGEMENT
Being a sustainable business requires us to act
on the risks, opportunities, and issues that matter LOCAL COMMUNITIES BUSINESS PARTNERS
most to our stakeholders. We identify those issues • Sustainability & annual reports • Sustainability & annual reports
through engaging key groups in open, honest, and • Sponsorship events • Website and social media
transparent dialogue. Its important to highlight • Website and social media
that we are following AA1000 Stakeholder • Community investment
Engagement Standard.
We have identified seven distinct groups of

stakeholders with whom we regularly engage to
hear and understand their concerns. These are:
SUPPLIERS AND CONTRACTORS EMPLOYEES
• Sustainability & annual reports • Intranet
• Website and social media • Sustainability & annual reports
• Supplier management system • Website and social media
• Townhalls and health and safety campaigns • Employee surveys and recognition programs
• Maintaining fair and • Townhalls and health and safety campaigns
competitive selection • Internal newsletter
SHAREHOLDERS LOCAL AUTHORITIES CUSTOMERS

• Sustainability & annual reports • Sustainability & annual reports • Sustainability & annual reports
• Annual, semiannual and • Website and social media • Market research
monthly reports • Complying with obligations • Website and social media
• Customer satisfaction survey

24 TASNEE
OUR MATERIAL ISSUES AND PRIORITIES

Stakeholder engagement is essential to achieving
our sustainability goals. It helps us identify and
address key risks and opportunities, enhancing
our business resilience.
The materiality assessment we conducted followed

a three-step process in line with GRI Standards to
pinpoint the most relevant issues for us and our
stakeholders and their potential impact on our
business. The steps were:
1. IDENTIFICATION:
Relevant material issues were gathered
through desk-based research, reviewing
industry standards, peer companies,
and conducting employee interviews.
2. PRIORITIZATION:
Internal and external stakeholders were
surveyed to assess the importance
of the identified issues.
3. REVIEW:
The sustainability team evaluated the
survey results, made necessary adjustments,
and ensured all stakeholder perspectives
were included. The final list was then
approved by management.

25 TASNEE
This process identified 48 material issues, which were The matrix maps our material issues and their
ranked based on their significance to our stakeholders importance.
and their impact on our operations. These material
In this report, we focus on 23 material issues:
issues were then aligned with our sustainability
the 14 most important issues and nine other very
framework and the UN SDGs to ensure our efforts
important/important issues.
contribute to broader global objectives.
Environmental Stewardship
Community engagement Energy Economic and business
Product safety and Management performance
consumer wellbeing Product stewardship Health and Safety
Customer feedback
Engagement and satisfaction
Hazardous substances and satisfaction Human Capital Development
New and emerging markets
Waste Benefits to local communities Greenhouse gas emissions
Occupational health and safety Responsible Business
Human rights
IMPORTANCE TO EXTERNAL STAKEHOLDERS
Stakeholder engagement Community Impact

Legal compliance
Transport Materials and responsible
sourcing Business ethics
Bribery and corruption Development and training
Volunteering and charities For this report, Tasnee will cover
Efﬂuents and pollutants
the material issues presented and
Customer privacy Water use highlighted in a bullet.
Innovation
Work-life balance End-of-life disposal
Climate change
Corporate governance (policy and strategy)
Industry-wide skills
Freedom of association Packaging
Communication Opportunities for young people

Sustainable products Diversity
and labelling
Recruitment and retention
Biodiversity Taxes and ﬁnancial assistance Advocacy and leadership

Responsible selling
Senior executive
and marketing
remuneration
Inclusion and equality
Procurement and
Site management Labour practices supplier assessment
Cultural heritage and remidiation
Important Very Important Most Important
IMPORTANCE TO INTERNAL STAKEHOLDERS

26 TASNEE
ALIGNMENT WITH UN SDGS

The UN SDGs are a set of 17 goals that aim to address the most serious challenges and opportunities facing the world, including climate change, poverty, and inequality.
We are in a position to make a positive contribution to the achievement of the goals. As well as in our sustainability strategy, we have aligned our business commitments
with the UN SDGs for maximum impact.
TASNEE SUSTAINABILITY MATERIAL ISSUES RELEVANT TASNEE SUSTAINABILITY MATERIAL ISSUES RELEVANT
PILLAR UN SDGS PILLAR UN SDGS
Environmental MOST IMPORTANT Responsible MOST IMPORTANT

Stewardship • Climate Change (policy and strategy) Business • Economic and Business Performance
• Greenhouse Gas Emissions • Legal Compliance
• Energy Management • Business Ethics
• Effluent and Pollutants • Customer Feedback and Satisfaction
• Hazardous Substance • Human Rights
• Product Stewardship • Innovation
VERY IMPORTANT VERY IMPORTANT

• Water Use • Procurement and Supplier Assessment
Health and MOST IMPORTANT Community VERY IMPORTANT

Safety • Occupational Health and Safety Impact • Volunteering and Charities
• Benefits to Local Communities
• Community Engagement
Human Capital MOST IMPORTANT

Development • Development and Training
VERY IMPORTANT
• Recruitment and Retention
• Engagement and Satisfaction
• Diversity
IMPORTANT
• Inclusion and Equality

27 TASNEE
ALIGNMENT WITH SAUDI VISION 2030

The Saudi Vision 2030 is an ambitious roadmap to
support the Kingdom’s economic and sustainable
A VIBRANT SOCIETY
development. The vision aims to utilize the nation’s
A vibrant society is vital to
greatest strength – its people – and its unique,
achieving the Vision and
strategic location, close to Africa, Asia, and Europe.
establishing a strong foundation
The vision’s strategic objectives are arranged into for economic prosperity and
three primary themes: healthy, fulfilling lives for everyone.
• A Vibrant Society
A THRIVING ECONOMY
• A Thriving Economy
A thriving economy offers
• An Ambitious Nation
opportunities to everyone,
Tasnee’s sustainability strategy is aligned with the generating economic prospects
Saudi Vision 2030 and addresses all three themes. for entrepreneurs, small and
We can provide opportunities for economic growth, medium businesses and large
diversification, and innovation. The vision therefore corporations alike. In particular,
informs all aspects of our sustainability strategy, we support the development of
especially our efforts in relation to human capital an educational system that meets
development, community impact and governance. the needs of the job market and
equips young people with the skills
required for future employment.
AN AMBITIOUS NATION
An ambitious nation enables
social responsibility and enhances
government effectiveness through
transparency, accountability and
exceptional competence.

28 TASNEE
SUSTAINABILITY WORKSHOPS AND ROADMAP

By engaging employees and empowering them Moreover, Petchem sends quarterly flyers containing
to champion sustainability, we aim to ensure one page for sustainability awareness and another
sustainability is owned by everyone in the company. page for updates on the four KPIs of Petchem (GHG,
We continually reinforce our sustainability road Energy, Water, and Material Loss). These flyers are
map across our business, engaging staff through distributed to all Petchem’s employees through email,
workshops, campaigns, awareness raising and ensuring continuous engagement and awareness
other activities. throughout the year.
In 2023, we have conducted a three-day training

session about energy use at Tasnee and overall
sustainability management to raise employees’
awareness on the matter. This training, part of the
annual training program, targets engineers, specialists,
and middle management but is open to all employees
to enroll and gain more knowledge. In addition to the
five days awareness session on sustainability that
was held during the Environmental, Health, Safety and
Security (EHSS) week campaign, which was open to
all employees, neighboring companies, and external
guests. We see this very much as a two-way process,
in which both Tasnee and our employees can learn
and identify areas for improvement, helping make the
business more resilient and sustainable.

29 TASNEE
ENVIRONMENTAL
STEWARDSHIP
At Tasnee, we are dedicated to environmental protection
and responsible operations. We meticulously assess the
environmental and community impacts of all our activities,
ensuring we consistently act with accountability.
MATERIAL ISSUES:
• Climate Change (Policy and Strategy)
• Greenhouse Gas Emissions
• Energy Management
• Effluents and Pollutants
• Hazardous Substances
• Water Use
• Product Stewardship

30 TASNEE
CLIMATE CHANGE
At Tasnee we are highly conscious of Climate
Change impacts, both locally and globally.
Responding to these challenges and building
a sustainable future is now essential for any
businesses seeking long-term success. Only by
placing sustainability at the heart of our activities
can we meet the future needs of our stakeholders.
This belief drives our environmental strategy

and initiatives such as our policy and values for
petrochemical guide, which steers our efforts to
prevent pollution. We make every effort to avoid any
pollution within our operations, such as applying
best available techniques analysis when issuing new
operating permits and identifying and monitoring any
pollution that does occur.

31 TASNEE
GHG EMISSIONS
At Tasnee, we recognize the urgent need to address Moreover, the efforts of GHG intensity reduction in
climate change and we are committed to reducing Petchem was ongoing for years and recognized by
our environmental impact. One of our most impactful enhancing the plants availability, production throughput
initiatives is our comprehensive decarbonization and implementing various energy initiatives, resulting in
roadmap, which aligns with the ambitious goals of the improved GHG intensity Petchem aims to achieve 15%
Saudi Vision 2030 and Saudi Green Initiative. reduction in GHG intensity by the end of 2030.
A detailed baseline emission audit has revealed that In 2023, Tasnee overall GHG emissions intensity reduced
65% of our total annual emissions is direct (Scope 1), by 4% against the previous year. The figure confirms the
while the remaining 35% is indirect (Scope 2). Therefore, effectiveness of our emission efficiency measures.
our decarbonization roadmap outlines a clear path
Emphasizing on our commitment to sustainable
to achieving net zero carbon emissions from our
transformation, we have recently signed a contract
petrochemical complex in Jubail by 2060. Accordingly,
to install solar panels for our T&I facilities, and we are
we have developed a strategic plan exploring new
actively planning to expand this initiative to our Petchem
technologies and energy infrastructure resources with a
office buildings. This solar power project has the
regular evaluation of CO2e reduction. This strategic plan
potential to cover 20% of our Petchem site offices, T&I,
harnesses the power of cutting-edge clean technologies,
and general facilities’ annual power needs which will
including hydrogen refueling and post combustion
reduce the annual CO2 emissions by 4,747 tons.
carbon capture, to significantly reduce our greenhouse
gas (GHG) emissions. In parallel, we are working on At Tasnee, we are committed in our dedication
various initiatives which will result in a total reduction of to environmental stewardship and we are driving
117,000 tCO2e in Petchem within 2030. meaningful progress towards a more sustainable
-4%
future. Our decarbonization roadmap, coupled with the
impressive results achieved in 2023 and our ongoing
solar energy initiatives, demonstrate our unwavering
commitment to being a leader in the transition to a
low-carbon economy.
Overall GHG emissions intensity
decrease by 4% across Tasnee.

32 TASNEE
GHG EMISSIONS SBU UNITS 2021 2022 2023

MENA CLIMATE WEEK 2023
Direct (Scope 1) Petchem tons CO2e 2,441,115 2,649,828 2,660,245 Tasnee sponsored and participated in the
GHG emissions
Downstream tons CO2e 61,420 69,141 72,226 Middle East and North Africa Climate Week
2023, hosted by the Saudi Ministry of Energy, in
AMIC tons CO2e 1,459 2,156 1,416
coordination with the UN Framework Convention
Tasnee tons CO2e 2,503,994 2,721,125 2,733,886
on Climate Change (UNFCC).
Indirect (Scope 2) Petchem tons CO2e 1,092,935 1,077,366 1,098,948
GHG emissions The event included activities and workshops
Downstream tons CO2e 119,356 124,357 134,726
reflecting the Kingdom’s commitment to
AMIC tons CO2e 102,461 98,020 122,424
combating climate change and joint actions to
Tasnee tons CO2e 1,314,752 1,299,743 1,356,098 adopt integrated sustainable climate solutions.
Total GHG Petchem tons CO2e 3,534,050 3,727,194 3,759,193
Tasnee’s CEO took part in a discussion panel
emissions
Downstream tons CO2e 180,776 193,498 206,952 entitled ’Advancing Decarbonization in the
AMIC tons CO2e 103,920 100,176 123,840 Petrochemical Industry Towards Neutrality’,
Tasnee tons CO2e 3,818,745 4,020,868 4,089,984
which explored the risks of carbon emissions
along with the challenges of transitioning to
GHG emissions Petchem CO2e /tons of 0.90* 0.91 0.88
intensity production renewable energy sources.
Downstream CO2e /tons of 1.16* 1.28* 1.19

production
AMIC CO2e /tons of 14.63 14.83 9.96

production
Tasnee CO2e /tons of 0.93* 0.95* 0.91

production
*Figures are restated due to a more accurate calculation method.

33 TASNEE
AIR EMISSIONS
Air emissions are a major factor both in climate
AIR EMISSIONS SBU UNITS 2021 2022 2023
change and public health, and we recognize that
we have a significant responsibility to limit air SO2 emissions Petchem tons 0.08 0.10* 34.75
emissions from our operations. We monitor our Downstream tons 392.11 465.30 466.47
emissions 24/7 to ensure they remain compliant
Tasnee tons 392.19 465.40* 501.22
with the Royal Commission’s (the regulatory
SO2 emissions intensity Petchem t/1000t production 0.00002 0.00002* 0.00810
authority) stack emission limits and within the scope
of operation stated in our environmental permits. We Downstream t/1000t production 2.51* 3.07* 2.69
also carry out annual stack emissions limit tests. Tasnee t/1000t production 0.10* 0.11* 0.11
NOx emissions Petchem tons 221.30* 86.89* 710.24

We continually strive to improve the emissions
efficiency of our processes, and our Air Emission Downstream tons 1,320.00 1,483.00 1,478.00
Management System includes a series of initiatives to Tasnee tons 1,541.30* 1,569.89 2,188.24
lower emissions, including: NOx emissions intensity Petchem t/1000t production 0.06 0.02 0.17
GHG (CO2, CH4, and Volatile Organic Downstream t/1000t production 8.45* 9.78* 8.53
Compounds (VOC)) emissions are now Tasnee t/1000t production 0.38* 0.37* 0.49
included in our annual stack testing in line
with the Saudi Green Initiative. *Figures are restated as per the annual stack testing reports, and intensity figures are restated due to a more accurate calculation method.
Note: AMIC is not included in this table as Yanbu plant by the nature of its process does not emit monitored amounts of SO2 or NOx.
Fugitive Emission Report which provides
detailed material loss statistics on cost
savings, our sustainability record, improving
compliance and improving health and safety.
Annual Relative Accuracy Test Audits to

improve our compliance with regulations
and to validate data.

34 TASNEE
ENERGY MANAGEMENT
We operate an energy management approach, The enhancement of Low-Density Polyethylene (LDPE)
supported by policies and initiatives, designed to reactor reliability has led to notable progress, resulting
in an energy intensity of 7.74 MMBTU/T. Furthermore,
Our energy standards meet, and frequently

through power factor enhancement and High-
exceed, all regulatory requirements, while our
Density Polyethylene (HDPE) extruder VFD (Variable
energy management targets are aligned with the
Frequency Drive) upgrade, resulting in a substantial
requirements of the regulatory authority, the Saudi
energy reduction totaling 66,000 MMBTU.
equipment and continually innovate to improve our Petchem achieved an energy intensity of 13.99 GJ per
performance. Having obtained ISO 50001:2018 ton of product, representing an improvement from
the baseline level in 2016 of 15.44 GJ per ton of
approach to energy management across our different product. Petchem aims to achieve a 15% reduction in
production lines. energy intensity by the end of 2030
We also believe in staff engagement as a key element Overall, Tasnee achieved a 3% decrease in energy
in achieving greater energy management and intensity despite increased production, such as the
higher production rate of titanium sponge at AMIC,
process, and we encourage ideas from staff on ways which raised the indirect energy use in 2023 by 72%
we can improve. to 775,845 GJ.
Each year, we proactively aim to reduce energy
3%
processes, upgrading energy-intensive components,
and incorporating solar panels at selected locations.
decrease in energy intensity

despite increased production

35 TASNEE
ENERGY USE SBU UNITS 2021 2022 2023

IMPLEMENTING ENERGY-SAVING
Direct energy use Petchem GJ 51,155,690 53,945,351 54,761,546 SOLUTIONS
Downstream GJ 957,239 1,079,319 1,075,417 Petchem implemented a number of
energy-reduction initiatives in 2023, including:
AMIC GJ 19,379* 26,736* 17,656
Tasnee GJ 52,132,308* 55,051,406* 55,854,619 • HDPE Natural Extruder Energy Reduction –

Indirect energy use Petchem GJ 5,216,929 5,142,622 5,245,631
the extruder VFD was upgraded to achieve
reduction of plant energy usage without any
Downstream GJ 561,787 573,967 638,774
negative effects on quality or plant capacity.
AMIC GJ 472,926* 452,398* 775,927
We anticipate a reduction in energy use of
Tasnee GJ 6,251,642* 6,168,987* 6,660,332 35,308 MMBTU per year and annual CO2
Total energy use Petchem GJ 56,372,619 59,087,973 60,007,177 reductions of 2,817 tons.
Downstream GJ 1,519,026 1,653,286 1,714,191
• Power Factor Improvement – replacing
our energy storage system and adjusting
AMIC GJ 492,305* 479,134* 793,583
settings to improve the efficiency is expected
Tasnee GJ 58,383,950* 61,220,393* 62,514,951 to reduce power consumption by 35,243
Energy use intensity Petchem GJ/tons of 14.31* 14.47* 13.99 MMBTU per year, lowering CO2 emissions
production by 2,812 tons annually.
Downstream GJ/tons of 9.73* 10.90* 9.90
production
AMIC GJ/tons of 69.31* 70.93* 63.80

production
Tasnee GJ/tons of 14.23* 14.43* 13.97

production
*AMIC figures are restated due to misinterpretation between direct and indirect energy, and intensity figures are restated due to a more accurate calculation method.

36 TASNEE
EFFLUENTS AND POLLUTANTS

Tasnee works on reducing the amount of waste
WASTE MANAGEMENT SBU UNITS 2021 2022 2023
generated by our operations, despite the growth
and expansion of our business. We aim to achieve Total waste disposed Petchem tons 17,336 11,178 9,155
this by reusing or recycling more the of the waste Downstream tons 45,400* 49,379* 59,775
we produce, resulting in less waste being sent to
AMIC tons 818* 776* 1,753
landfills. Tasnee has established targets to achieve
Tasnee tons 63,554* 61,333* 70,683
the legal obligations, such as compliance with Royal
Commission standards and regulations, as well as Total waste recycled Petchem tons 6,639 9,902 12,314
environmental protection and pollution control. Downstream tons 3,322* 1,177* 1,247
AMIC tons 83 30 315

WASTE MANAGEMENT Tasnee tons 10,044* 11,109* 13,876
We focus on controlling waste disposal costs by
Recycled waste as a % of Petchem % 27.69 46.97 57.36
working with third parties and obtaining Royal
total waste generated
Commission approval for our solutions. Each plant Downstream % 6.82* 2.33* 2.04
is required to develop a waste reduction plan every AMIC % 9.21* 3.72* 15.23
five years. Tasnee % 13.65 15.34 16.41
Total waste disposal in Petchem in 2023 fell by 18%, Waste intensity Petchem t/1000t production 4.40 2.74* 2.14*
the waste being recycled increased by 24%, and Downstream t/1000t production 290.78* 325.69* 345.09
the proportion of total waste being recycled also
AMIC t/1000t production 115.16* 114.87* 140.94
increased which is a testimony to enhanced waste
Tasnee t/1000t production 15.49* 14.46* 15.80
management procedures within Petchem. There
was also a significant increase in the proportion of *Figures are restated due to a more accurate calculation method, and AMIC figures are restated to exclude freshwater waste as it’s already included in water data.
57%
recycled waste at AMIC, up 12% from 2022, while
the disposed waste quantity in 2023 increased due
to its raised production rate as well as due to a unit
overhaul. Meanwhile, the overall figure for Tasnee
remained steady.
of generated waste is
recycled at Petchem
37 TASNEE
REUSE OF PLASTIC AT BOPP REDUCING AND RECOVERING SLAG WASTE

Tasnee’s BOPP plant is a leading manufacturer RASASS’ waste is composed of slag, ebonite
of polypropylene film, which is used in a and acid waste. Large discharges of this waste
variety of packaging applications in the food can cause environmental problems due to
industry. However, we are very conscious of the the leaching of toxic elements into soil and
dramatic increase in plastic waste globally in groundwater. This can lead to problems such
recent decades, and of its harmful impacts on as decreased growth and reproduction of both
the environment. animals and plants in the vicinity, increased
toxicity, environmental contamination and even
To combat this, our BOPP plant has increased
health problems in humans.
the consumption of reused material in the film
it produces. Overall plastic waste in 2023 fell to Reducing RASASS’ slag waste is therefore an
1.1%, compared with 4.3% in 2022. The BOPP important step to help protect against these
Team continuously implements initiatives issues and we have taken a number of steps to
to further reduce rejection of plastic film in achieve this, including ensuring correct quantities
production and aims to reduce net waste to of raw materials and additives are used in our
no more than 1% of the total raw material furnaces, using the right recipes to reduce the
consumption of which projected to be generation of slag, and making sure that melting
achieved by end of year 2024. cycle times are correctly maintained. As a result,
1.1%
the percentage of slag waste created fell from
17% in 2022 to around 15% in 2023.
Going further, we also aim to reduce the toxicity

of waste by recovering lead from the waste.
Thanks to these efforts, the amount of lead
plastic waste in 2023 in comparison
in slag waste fell from 254 tons (3.8% of the
to 4.3% the year before
waste) in 2022 to 181 tons (2.6%) in 2023,
with 74 tons recovered.

38 TASNEE
MATERIAL LOSS
19%
Material losses, such as those from flaring, process
venting, fugitive losses and hazardous/non-hazardous
waste, can have a significant environmental impact,
especially if managed incorrectly. To mitigate this, we
carefully monitor all material losses in our operations,
decrease in material loss at Downstream in 2023
and have processes in place to minimize them.
Petchem aims to achieve a 50% reduction in material
loss intensity by the end of 2030.
In 2023, we further reduced our material losses

through improved operational efficiencies. For
Downstream, the material loss decreased by 19%
to 8,274 tons, with a material loss intensity of 0.05.
Material loss intensities also decreased at Petchem
and AMIC by 8% and 22%, respectively.
MATERIALS SBU UNITS 2021 2022 2023
Material loss Petchem tons 122,102 125,759 121,621
Downstream tons 15,946 10,167 8,274
AMIC tons 1,889 1,860 2,681
Tasnee tons 139,937 137,786 132,576
Material loss intensity Petchem tons/tons of 0.03 0.03 0.03

production
Downstream tons/tons of 0.10 0.07* 0.05

production
AMIC tons/tons of 0.27* 0.28* 0.22

production
Tasnee tons/tons of 0.03* 0.03* 0.03

production
*Intensity figures are restated due to a more accurate calculation method.

39 TASNEE
HAZARDOUS SUBSTANCES
SPILL PREVENTION Available Techniques (BAT) to ensure compliance NOISE
Spillages, especially those of hazardous materials, with legal emission limits. Additionally, our Fugitive Pollution includes noise, which can be a serious
can have serious impacts on the environment and on Emission Monitoring program, or Leak Detection and problem both for employees and the communities
local communities. Tasnee has established targets Repair initiative, conducted annually, is mandated close to our operations. We continually monitor our
to achieve legal obligations related to pollution to monitor and quantify VOC and Hazardous Air noise emissions to identify potential issues and
prevention, including the prevention of spills. We take Pollutants (HAPs) emanating from piping components reduce our impact on the surrounding environment
this extremely seriously, with strict measures in place such as joints, valves, and fittings, aligning with as much as possible. Moreover, all equipment that
to prevent spills or, should they occur, to ensure their regulatory requirements. For three consecutive years, produces high noise levels is designed to meet
effective management. there have been no fines or penalties imposed for occupational noise limits. We also monitor emissions
environmental violations. across our operations, and these are audited annually
In the event of a spill, we investigate the causes
by an independent third party to ensure compliance
thoroughly to identify any issues and develop new
with the Royal Commission’s noise standards.
procedures to prevent a recurrence. We are pleased Noise levels are covered by our
to report that due to our robust approach, no spills Environmental Policy, which is
occurred in 2023 in any of our SBUs. part of our EHSS Policy.
Zero
spills occurred in 2023 in any of our SBUs
At Petchem, all environmental impacts are

comprehensively assessed and managed through
our Environmental Impact Assessment (EIA) process.
Emission point sources are equipped with Best

40 TASNEE
FLARING
FLARING (KT) - PETCHEM
Environmental considerations are designed into
the operations at all our plants, including our flaring 65
activities. Polymer plant gases are usually sent to 58
monomer plants, avoiding the need for any process 52
flaring at our plants. However, flaring is required
for the safe disposal of hydrocarbons, which
would otherwise pose a significant risk to our staff,
equipment, and nearby residents during non-routine
situations, such as plant start up or shut down
and emergency outages. We make every effort to
minimize flaring and use it as a key indicator for our
material loss data.
In 2023, we continued to maintain our flaring

2021 2022 2023
emissions below the Royal Commission’s limits.
At Petchem, while there was an increase in production
levels, the flaring level fell by 11%. Downstream and
AMIC reported zero flaring during the year.
FLARING INTENSITY (T/T OF PRODUCTION) -
11%
PETCHEM
2021 2022 2023
decrease in flaring level at Petchem in 2023

0.01 0.02 0.01

41 TASNEE
WATER USE
Access to clean, fresh water is a human right. In The company achieved a 9% reduction in 2023.
many parts of the world, however, including our own Compared to the baseline year of 2016, Petchem aims
region, water is increasingly scarce, putting pressure to achieve a 20% reduction in water intensity by the
on people, businesses and the environment. With end of 2030.
the growing impacts of climate change, it is more
In 2023, water use intensity across the company
ensure it is discharged responsibly to avoid pollution. decreased by 2% compared to 2022, despite an
increase in total water consumption to 4,212,443 cubic
Tasnee has a company-wide water management meters. This increase in consumption was driven by
approach, which focuses on limiting freshwater usage, heightened production across Tasnee’s SBUs and the
inclusion of deep well water consumption at one of our
that our wastewater is treated in compliance with downstream plants, a metric that was recorded for the
regulatory authority requirements. first time in 2030. At Tasnee, we are enhancing our
Petchem uses seawater for cooling, which is supplied by water recycling and reuse efforts. In 2023, we
a third party, as part of our approach to utilize alternative achieved a 2% increase in recycled water and are
water sources. This equates to approximately 99% of all striving for even greater improvements in the future.
the water supplied to Petchem.
Also, Petchem employs a closed-loop cooling water

system and pre-treats wastewater before sending it to
a third party. This supports the utilization of forward-
looking technology upgrades and process changes.
9%
reduction in water consumption
in 2023 at Petchem

42 TASNEE
WATER SBU UNITS 2021 2022 2023 PETCHEM UNIT 2021 2022 2023
MANAGEMENT
WATER EFFLUENTS/DISCHARGE
Fresh water used Petchem m3 3,620,299 3,550,480 3,535,588
Industrial wastewater m3 1,355,998 1,322,359 1,421,719
Downstream m3 234,448 186,667 477,141
Returned seawater used for cooling m 3
291,224,083 250,632,274 257,845,617
AMIC m3 157,425 163,546 199,714
Water effluents/discharge intensity m3/Mt 74.28 61.69 60.46
Tasnee m3 4,012,172 3,900,693 4,212,443 production
Water recycled with Petchem % 76.50 77.27 77.76 WATER WITHDRAWAL

respect to total water
Downstream % 0.26 0.32 0.13 Potable Water m3 3,620,299 3,550,480 3,535,588
AMIC % 0 0 0 Seawater used for cooling m3 321,147,549 286,660,813 292,335,978
Tasnee % 74.60 75.57 74.58 Total Withdrawal m 3

324,767,848 290,211,293 295,871,566
Fresh water Petchem m /t production

3
0.92 0.87 0.82
use intensity
Downstream m3/t production 1.50* 1.23* 2.75
AMIC m3/t production 22.16 24.21 16.06
Tasnee m /t production
3
0.98* 0.92* 0.94
Water recycled or Petchem m 3

11,784,420 12,068,503 12,358,421
reused
Downstream m3 600 600 600
AMIC m3 0 0 0
Tasnee m 3
11,785,020 12,069,103 12,359,021
*Figures are restated due to a more accurate calculation method, and intensity figures are restated due to a
more accurate calculation method

43 TASNEE
PRODUCT STEWARDSHIP
Tasnee takes pride in delivering products of the We also provide technical data sheets, safety data
highest quality. All our products must adhere to sheets, specific product regulatory declarations, ASIC EXPORTS ITS FIRST SHIPMENT
relevant international standards and requirements, product labeling information, and guidance on safe OF “PIG IRON” TO THE UNITED STATES
including those of ISO and Responsible Care®. All handling and storage. Our polymer products are The Advanced Smelting Industries Company
Tasnee sites have ISO 9001 (quality management) registered for European REACH and pre-registered for (ASIC), a Tasnee affiliate, exported its first
and ISO 14001 (environmental management system) Turkish KKDIK along with BIS (India) certification. shipment of pig iron to the USA in 2023. More
certification as of 2023 and we aim to renew these than 37,000 tons were delivered in an important
All our products that are intended to come in contact
certifications annually. We also hold Responsible first both for ASIC and for this industrial sector in
with food substances must comply with Good
Care® 14001 accreditation, demonstrating the Kingdom.
Manufacturing Practices as defined in Regulation (EC)
our commitment to high standards for waste No 2023/2006 and its amendments. Our management Tasnee’s EVP Metallurgy, Dr Trabzuni, praised
management, resource use, and health and safety. system defines the processes and procedures for all the company and its employees for this
Tasnee manufactures green products, including stages of raw-material qualification, manufacturing, significant achievement, which strengthens
recyclable plastic pellets such as Polypropylene, LDPE, packaging, and storage of these products. Saudi industry and increases its global
and HDPE. Moreover, we produce a super absorbent competitiveness and the made in Saudi slogan.
During the year, we also hosted a delegation from
polymer (Dibal) utilized in agriculture as a soil Allegheny Technologies Incorporated (ATI), the leading
supplement/additive to enhance water retention with international manufacturer of titanium alloy products.
reduced soil volume. These products, namely PP, LDPE,
HDPE, and Dibal, are sold annually.
We have a comprehensive Product Stewardship Policy,

Strategy, and Procedure to ensure compliance with
regulatory requirements for our own and our affiliates’
products. These measures are designed to ensure the
safe use of products and to integrate health, safety,
and environmental protection into every stage in the
product lifecycle.

44 TASNEE
HEALTH AND
SAFETY
Our employees’ health and safety are our number one
MATERIAL ISSUES:
priority. We strive to achieve a culture of health and
• Occupational
safety across all our operations, and all employees
Health and Safety
and contractors must comply with our stringent safety
standards and requirements. Our robust EHSS strategy
contains preventative policies, procedures and
emergency preparedness guidelines. In the event of
an H&S-related incident, we have thorough response
processes in place. We conduct detailed investigations
to identify the causes and learning points to ensure
there is no repeat.
Tasnee is a proud member of the global Responsible

Care initiative, members of which are committed
to a common vision for environmental, health and
safety performance. We hold ISO 45001:2018
certification for Occupational Health and Safety
Management, which informs our processes and
protocols to ensure a safe working environment.

45 TASNEE
TASNEE’S EHSS JOURNEY

Tasnee’s ‘Journey Toward EHSS Excellence’ program
is designed to improve our overall EHSS levels and
• Work Permit
ensure compliance with industry standards. The
• Personnel Protective Equipment (PPE)
initiative enables us to assess the strengths of
• Bypass
our safety program and to identify opportunities
• Lockout tagout (LOTO)
for improvement, which are implemented by the
• Car Seal
relevant SBU or department.
• Housekeeping
Through Journey Toward EHSS Excellence, Petchem • Incident Reporting
has established 143 KPIs. These are monitored on
a monthly basis, with regular EHSS audits to assess SAFETY
compliance and improvement. The KPIs are arranged
in five categories, with 18 subcategories, as shown in
• Medical • Air
the graph.
Checkup • Water
• Health Risk • Waste
EHSS STEERING COMMITTEE Survey HEALTH ENVIRONMENT • Radiation
Tasnee’s EHSS Steering Committee meets EHSS
quarterly. The members include both EXCELLENCE
management and non-management participants,
ensuring a mix of opinions and levels are
represented. The committee’s responsibilities
include offering recommendations for
enhancing current systems and practices,
and reviewing EHSS-related KPIs, campaigns, FIRE SECURITY
plant performance and accidents. Committee
members also explore the challenges and
difficulties of EHSS in the workplace and suggest • Emergency Response • Traffic Violation
potential solutions. • ERT Training • Security Violation
• Fire Gears

46 TASNEE
OCCUPATIONAL HEALTH AND SAFETY

We believe that a healthy workforce is more The program is audited and certified by an Our Healthy Day program offers blood pressure
productive. If employees enjoy high levels of independent third party. Workers participate in the monitoring, blood sugar testing, weight monitoring,
wellbeing, they will be less likely to suffer absences development, implementation, and evaluation of the audio test and hearing protection, as well as health
through illness and better able to make a positive occupational health and safety management system education and advice. Medical files for employees
contribution to the company. We have developed through various processes: they provide safety are kept securely and can only be accessed by the
the necessary policies, frameworks and procedures, suggestions, nominate relevant training programs, and medical staff. All employees are covered by a health
based on internationally accepted risk management evaluate the effectiveness of these training sessions. and safety management system for the last three
standards, to reduce the impact of negative risks In addition to a safety committee meeting, which years and all those employees been audited or
and to invest in positive opportunities. includes worker participation, is held annually. certified by an external party.
We offer all employees a comprehensive Occupational

Health (OH) Surveillance and Preventive Medicine
Program, designed to promote health and wellbeing.
The program includes:
• Pre-employment medical examination

• Periodic medical examination
• Special medical examinations
• Pulmonary protection program
• Immunization program
• Food handling program.
• Health promotion program.
Tasnee was awarded with the

Occupational Safety and Health Pioneers
Award 2023 by the Ministry of Human
Resources and Social Development.

47 TASNEE
WORKPLACE INJURIES
2.76
The Lost-time Injury Frequency Rate (LTIFR) – the for employees and 3.74 for contractors, and the
number of lost-time injuries occurring for employees company achieved 10.9 million safe working hours.
– was 2 in 2023, with all incidents investigated It is important to note that over the past three years,
and corrective actions taken. The Total Recordable Tasnee has reported no work-related fatalities.
Injury Frequency Rate (TRIFR) for the year was 2.76 Total Recordable Injury
Frequency Rate (TRIFR) in 2023
OCCUPATIONAL SBU UNITS 2021 2022 2023

HEALTH AND SAFETY
Employee LTIFR Petchem Rate 0 0 0.27
Downstream Rate 3.96 0 0.40
AMIC Rate 1.9 0 1.61
Tasnee Rate 5.86 0 2
Contractor LTIFR Petchem Rate 0.004 0 0.102
Downstream Rate 0 0 4
AMIC Rate 0 0 0
Tasnee Rate 0.004 0 4.102
Employee TRIFR Petchem Rate 0.33 0 0.36
Downstream Rate 4.42 1.62 0.40
AMIC Rate 2 0 2
Tasnee Rate 6.75 1.62 2.76
Contractor TRIFR Petchem Rate 0.008 0.003 0.203
Downstream Rate 1.91 0.340 3.54
AMIC Rate 0 0 0
Tasnee Rate 1.916 0.343 3.74

48 TASNEE
OCCUPATIONAL SBU UNITS 2021 2022 2023

HEALTH AND SAFETY
Total Number of HSE&S Petchem Number 12 12 12

Audits for Contractors
Downstream Number 37 41 51
AMIC Number 205 180 188
Tasnee Number 254 233 251
Health Screening planned Petchem Number 951 1,021 969
Tasnee Number 1,213 1,272 1,228
Health Screening Petchem Number 951 1,021 969

Completed
Tasnee Number 1,212 1,272 1,228
10.9m
safe working hours in 2023

49 TASNEE
5,287
In 2023, Tasnee delivered a total of 5,287 hours of
OCCUPATIONAL SAFETY AND HEALTH
comprehensive health and safety training to both its
PIONEERS AWARD 2023
employees and contractors. This figure represents
Tasnee, represented by Petchem, won the
a notable increase of 12% compared to the previous
Ministry of Human Resources and Social
year. Where there was a notable increase of 29% in
Development’s Occupational Safety and Health
the amount of health and safety training specifically hours of comprehensive health and
Pioneers Award in 2023. The award is one of the
provided to contractors during this period. safety training to both employees
Ministry’s initiatives to recognize the efforts of
and contractors in 2023
companies to achieve high standards in health
and safety. Winning the award reflects our work
HEALTH AND SAFETY SBU UNITS 2021 2022 2023 to promote excellence as one of the Tasnee
TRAINING core values and to create a safe and attractive
Employees Health Petchem Hours 1,095 1,087* 1,114 work environment.
and Safety Training
Downstream Hours 1,383 721 782
AMIC Hours 2,180 3,876 2,280
Tasnee Hours 4,658 5,684 4,176
Contractors Health Petchem Hours 424 80 480

and Safety Training
Downstream Hours 249 235 248
AMIC Hours 610 549 383
Tasnee Hours 1,283 864 1,111
*Figures are restated due to clerical error.

50 TASNEE
EMPLOYEE WELL-BEING
Health and well-being are inextricably linked
to safety. At Tasnee, our well-being approach
HEALTH SCREENING HEAT STRESS
focuses on both short- and long-term preventative
As part of our efforts to promote Heat can be a significant workplace
measures. All employees are encouraged to
well-being, we have initiatives to challenge in Saudi Arabia, especially
attend annual health screening checks, as these
help our staff lead active and healthy in summer. Tasnee is highly
can aid early identification of potential issues
lives. Campaigns raise awareness conscious of the risks this poses, and
and signpost any required support.
around specific issues and help we actively mitigate the dangers to
employees make more informed, ensure a safe working environment.
healthier choices. Heat stress is included in our risk
assessments, and we take various
All employees are eligible for
precautionary measures, which have
annual health screenings. In 2023,
resulted in year-on-year declines
we recorded 1,228 screenings,
in heat-related cases. Additional
representing a 100% uptake.
measures are applied during
1,228
the summer months, including
awareness programs and training to
remind workers of the causes, risks,
dangers, and treatment of heat stress.
For three consecutive years, we had
health screenings recorded in 2023 zero heat stress cases.

51 TASNEE
EMERGENCY PREPAREDNESS AND RESPONSE

At all our sites, we maintain the necessary resources
HEALTH AND SAFETY SBU UNITS 2021 2022 2023
and procedures necessary to respond to any TRAINING
incidents that may arise, such as spills, leaks, fires
Emergency response Petchem Number 4* 4* 7
and explosions. These are tested regularly, and
drills completed
staff trained and kept up to date on emergency Downstream Number 13 19 21
management techniques and procedures. We also AMIC Number 4 4 16

invest in innovative technologies to ensure we have Tasnee Number 21 27 44
the latest and most effective means of dealing with
Emergency response Petchem Number 4* 4* 5
any emergency that may occur. drills planned
In 2023, Tasnee conducted 44 emergency response
AMIC Number 4 4 16
drills across our SBUs which is a 63% increase
Tasnee Number 28 28 41
compared to last, this is to enhance our preparedness,
ensure our standards are maintained, and identify and *Figures are restated due to recalculation.
address any weaknesses in the system. We are an

active member of JAMA’A, which provides training
and emergency response exercises. In 2023, Petchem
achieved a 100% score in JAMA’A’s annual drill
evaluation.

52 TASNEE
PROCESS SAFETY AND ASSET INTEGRITY

We continually monitor the performance of our We continually review and update our management Aligning these activities enables the creation of a
assets and daily business operations and conduct systems in line with changes in legislation, operations, unified entity to achieve cost-effective life cycle asset
regular inspections, equipment tests, sound and guidelines. Formal risk analysis and risk revalidation management with transparent decision-making
engineering and risk management. studies are carried out every five years, ensuring that our processes and effective information management.
systems are up to date and fit for purpose. Recognizing its significance, this program has earned
Across our operations, we constantly identify, manage
a prominent place within the ISO framework as the
and mitigate internal and external risks, such as: Asset management at Tasnee features a
ISO 55001 management system, second only to
comprehensive life cycle program for physical assets,
Recurring process safety incidents due quality management, profoundly influencing the
strategically designed to fulfill long-term stakeholder
to non-compliance with Process Safety sustained operation of assets.
objectives within a multidimensional context. This
Management System requirements or
facilitates the translation of long-term growth
ineffective system implementation
aspirations and our corporate vision into tangible, plant-
Challenges to workplace safety and the level goals by setting asset management objectives.
integrity of operating systems and processes
that handle hazardous substances.
We operate an integrated risk identification and PROCESS SAFETY EVENTS PROFILE UNITS 2021 2022 2023
mitigation system, which identifies and maps
Total number of Tier 1 process safety events Number 2 2 1
emerging trends. This enables us to limit or eliminate
Total number of Tier 2 process safety events Number 1 0 2
anything that could have a negative impact on our
operations, helping us achieve operational excellence Percentage of incident investigations % 100 100 100
completed based on Tasnee procedures
and improve productivity.
Percentage of Process Risk Revalidation % 100 100 100
We employ a suite of risk management practices, completed based on Tasnee procedures
covering health, fire prevention, security, safety and
environmental procedures for planning, construction,
and safe operations.

53 TASNEE
HUMAN CAPITAL
DEVELOPMENT
Our people are the most valuable asset. We achieve
MATERIAL ISSUES:
this by recruiting, retaining, and developing the
• Development and Training
most talented employees and providing them with
• Recruitment and Retention
opportunities to fulfil their potential and achieve
• Engagement and Satisfaction
fulfilling careers – a belief captured in our slogan of
• Diversity
‘One Tasnee, One Team’.
• Inclusion and Equality
Our human capital development approach is
based around providing employees with continual
opportunities to grow and develop. We do so
through offering high-quality training, investing in
digital technology, using best-practice recruitment
techniques, providing career progression and growth,
job enrichment, and empowering individuals. In this
way, we build a workplace culture that celebrates
and promotes diversity, excellence, innovation and an
enduring value for our people.

54 TASNEE
RECRUITMENT AND RETENTION

To drive continuous improvement, we respect
WORKFORCE UNITS 2021 2022 2023
people’s differences and encourage self-accountability,
a hunger to learn and a commercial mindset. Total number of employees Number 3,207 3,187 3,337
Training and development initiatives are an important TOTAL NUMBER OF EMPLOYEES BY EMPLOYMENT CONTRACT
part of our efforts to recruit and retain the finest
Permanent Number 3,049 3,067 3,215
talent to enable them to run our operations safely
Temporary Number 158 120 122
and productively.
TOTAL NUMBER OF EMPLOYEES BY GENDER
We believe that we are strongly positioned in the
Male Number 3,129 3,077 3,198
market and regularly review our positioning and total
Female Number 78 110 139
reward strategies. Our culture is our competitive edge.
We have implemented new proactive recruitment TOTAL NUMBER OF EMPLOYEES BY JOB LEVEL
methods, including recruitment marketing and talent Executive/top management employees Number 43 45 48
pooling. We have also developed strategies for
Middle management employees Number 214 214 234
securing critical skills and made improvements to our
Non-management employees Number 2,950 2,928 3,055
recruitment processes to increase speed while still
focusing on the suitability of candidates TOTAL NUMBER OF EMPLOYEES BY AGE GROUP
More than 50 years old Number 367 393 379

In line with the Saudi Vision 2030, we place a
special priority on recruiting and developing young 30 to 50 years old Number 2,280 2,227 2,311
people. In 2023, 647 Tasnee employees were under Less than 30 years old Number 560 567 647
30, amounting to 19.4% of our total workforce, an
increase from 17.8% the previous year. Moreover, of
the 532 new employees who joined Tasnee in 2023,
51% were under 30, and female hires increased by
69% in the year.

55 TASNEE
NEW HIRES AND TURNOVER UNITS 2021 2022 2023
TOTAL NUMBER OF NEW EMPLOYEES HIRED NUMBER 344 346 532
Under 30 years old Number 150 175 270
30-50 years old Number 187 153 245
Over 50 years old Number 7 18 17
Male Number 321 317 483
Executive/senior management Number 3 3 1
Middle management Number 17 22 20
Staff/professional, operational, and administrative Number 324 321 511
TOTAL NUMBER OF EMPLOYEES WHO LEFT THE ORGANIZATION NUMBER 437 347 402
Under 30 years old Number 97 100 127
30-50 years old Number 272 188 225
Over 50 years old Number 68 59 50
Male Number 419 333 370
Staff/professional, operational, and administrative Number 399 331 374
VOLUNTARY TURNOVER NUMBER 265 200 283
NON-VOLUNTARY TURNOVER NUMBER 172 147 119
In 2024, we aim to strengthen our

succession planning process to ensure a
consistent availability of a talented pipeline
capable of meeting future challenges.

56 TASNEE
DEVELOPMENT AND TRAINING

We aim to provide a workplace in which everyone In 2023, we launched a revised Leadership
can achieve their potential. We place a focus Competency model to define the specific skills, ADVANCING HR DIGITALIZATION
on talent development and training, enabling us behaviors, and attributes that are essential for Tasnee’s commitment to staying at the
to attract and retain the finest employees. By effective leadership within Tasnee. The model serves forefront of technological advancements drives
empowering our people to achieve their goals, we as a guide for leadership development, recruitment, our pursuit of sustainable HR digitalization.
are better able to achieve ours. performance evaluation, and succession planning Recognizing the pivotal role of HR in fostering
initiatives within Tasnee. innovation, we continue to prioritize digital
SUPPORTING YOUNG PEOPLE Other initiatives in the year included the introduction
transformation efforts.
We aim to prepare young people for their future
of a GS Ticketing System, implemented Robotics In 2023, we boosted SAP SuccessFactor
careers. Our early careers support initiatives
Solutions for Mobile Billing Verification within Payroll license utilization (i.e. number of utilized licenses
include the youth development program, Saudi
Systems, a new Attendance System, and notable against procured licenses) to 88% from a
early engineers development, Tasnee development
advancements in digitalizing and automating HR baseline of 80% and 85% of HR processes are
program for operators and technicians in Jubail, and
systems and processes. Looking ahead, in 2024, we now digitalized. Additionally, we successfully
the Downstream graduate engineering development
aim to enhance digitalization efforts by integrating automated eight manual processes using
program. Together, these initiatives enrolled 60
technologies such as Artificial Intelligence and SuccessFactors and introduced AI-driven tools
trainees in 2023. In addition, we initiated the Tatwar
leveraging existing digitalization initiatives. in recruitment, with AI-based e-learning modules
training program to develop young Saudi talent,
on the horizon. We conducted six quality checks,
providing them with the necessary soft skills to The utilization rates for SuccessFactors (SAP HR
resulting in enhanced module utilization.
enhance their professional development. software) have experienced a notable increase.
These programs run in conjunction with a cognitive

educational series that provides on-the-job skills
and competence training. We also empower young
leaders and the female workforce through Saudization
programs provided by the Ministry of Human
Resources and the Human Resources Development
Fund (HADAF).

57 TASNEE
Our Human Resources Department sought to TRAINING AND DEVELOPMENT UNITS 2021 2022 2023
ensure all identified training gaps were filled during
Total number of training hours Hours 74,957 80,025 104,173
the year, through a mixture of online and classroom- for the total workforce
based training. We enhanced our training and
TOTAL HOURS OF TRAINING UNDERTAKEN BY EMPLOYEES DURING THE REPORTING PERIOD, BY GENDER AND JOB CATEGORY:
development programs focused on youth
Male Hours 74,263 78,866 103,151
development and increased intake numbers.
Female Hours 693 1,158 1,023
In addition, our E-Curricula Program has been
Executive and senior Hours 202 367 440
successfully introduced. This flexible and
customizable suite of eight online programs is Middle management Hours 10,524 12,998 17,826
designed to ensure a structured career growth Staff and professional Hours 64,231 66,660 85,907
pathway. It promotes self-directed learning and Average hours of training per employee Hours/employee 26 31 35
the concept of “learning on-the-go”.
Total cost of training ‘000 SAR 1,627,626 3,233,297 6,079,782
As a result, the total number of training hours for Total cost of training per employee SAR 557 1,249 2,017
the workforce increased by 30% to more than
104,000, an average of 35 hours per employee.
In 2024, we aim to enhance our robust Learning and Development Framework by introducing and aligning
30%
programs to sustain, upskill, and reskill our workforce effectively. We conducted performance and career reviews
for 85% of our employees in 2023.
PERFORMANCE AND CAREER REVIEWS UNITS 2021 2022 2023

increase in training hours for employees
Total number of employees who received regular Number 2,850 2,813 2,846
performance and career development review
TOTAL NUMBER OF EMPLOYEES WHO RECEIVED REGULAR PERFORMANCE AND CAREER DEVELOPMENT REVIEW, BY JOB CATEGORY AND GENDER
Male Number 2,789 2,738 2,770
Staff/professional, operational, Number 2,603 2,558 2,597

and administrative

58 TASNEE
ENGAGEMENT AND SATISFACTION

Our goal is for every one of our employees to feel Employee engagement initiatives in 2023 included
satisfied and fulfilled in their work. Underpinning HR Week, which gave employees opportunities to ANNUAL RAMADAN GATHERING
this is achieving a high level of employee find out more about various processes, policies, FOR TASNEE HQ EMPLOYEES
engagement. We also believe in treating employees and ask questions directly in special sessions. The Tasnee’s Annual Ramadan Gathering for HQ
with respect at all times, listening to their concerns HR Week is an annual campaign conducted by HR employees was held once again in 2023. We
and ideas and responding openly and honestly. teams aiming to enrich employee awareness on honored employees who had achieved long-
Feedback mechanisms and performance reviews HR processes, programs, employee benefits, and service awards and celebrated employees
enable employees to identify strengths and areas management and leadership tips for management who volunteered their time on the company’s
for development, alongside goals and development level employees. Additionally, it aims to sustain social responsibility programs. These included
opportunities. In 2023, the overall satisfaction employees’ engagement and connection while providing help to people through home
rate was 82%. opening opportunities to employees for HR-related renovations, the distribution of food baskets, tree
inquiries, consultation and advice. planting, and environmental care at beaches.
Our Petrochemical SBU operates a program called

Fikrah, through which employees can submit
innovative ideas to improve sustainability and increase
profits. Over 40 sustainability-related ideas were
received through the program in 2023 and were
evaluated using a cost-benefit analysis. The most
effective are being implemented, and others with
potential have been added to our roadmap for future
implementation, subject to feasibility.

59 TASNEE
EMPLOYEE BENEFITS PARENTAL LEAVE
MALE
173 173 169
162 162
In addition to WalaPlus (the Tasnee brand name 147 147 151
141
We provide employees with a wide range ‘Testahel’), a discount and benefits program tailored for
of benefits to support staff retention and employees and their families, operating across a network
maintain the well-being of our workforce. of over 5,000 retail locations. This scheme features an
Benefits we offer include: online discount portal, routinely updated promotional
offers, and a diverse range of unique vouchers.
Medical insurance for employees We offer a defined contribution plan through
and dependents which eligible employees can save money to
secure their futures, with the company making
Individual development plans 2021 2022 2023
additional contributions.
FEMALE
Employee training schemes We have made it easier for staff to access parental
8 8 8
leave through our HR system. In 2023, we achieved a
Service awards 100% return-to-work from parental leave rate and a
retention rate of over 98% twelve months after
Education assistance for non-Saudi employees return from their leave.
employees and dependents 4 4
100%
3
Physical well-being programs 1 1 1
Defined contribution 2021 2022 2023

pension/benefit plan
return-to-work rate in 2023 Total number of employees that took parental leave, by gender
Total number of employees who returned to work in the reporting

period after parental leave ended, by gender
Total number of employees who returned to work after parental

leave ended that were still employed 12 months after their return
to work, by gender

60 TASNEE
INCLUSION AND EQUAL OPPORTUNITY

Having a diverse workforce strengthens a company, We are committed to ensuring that human rights are
providing different perspectives and ideas, and maintained and respected throughout the company. All
better reflecting the diverse nature of a company’s employees must sign up to our Code of Conduct, which WE ARE COMMITTED TO ENSURING
customers and markets. includes sections on human rights requirements and THAT HUMAN RIGHTS ARE
commitments to fairness and equality.
In recent years, we have focused our diversity efforts MAINTAINED AND RESPECTED
on race and gender. Although we have more to do, In line with Saudi Vision 2030, we are actively THROUGHOUT THE COMPANY
we are proud of our efforts and achievements to increasing the representation of female employees at
date. Two policies in particular demonstrate our Tasnee and adopting more women-friendly policies to
commitment to a more equal workplace: our Equal support this initiative. In 2023, the number of female
Employment Opportunity Policy and our Friendly staff increased by 26%, including eight in middle
Working Environment Policy, which reinforces our belief management. We have also introduced programs,
in maintaining an environment built on respect for all. We initiatives and training to empower our female
have a zero-tolerance approach to negative behaviors employees such as the E-Curricula Program and
such as harassment or discrimination. Any allegations enrich their workplace experience and are looking to
of such behavior are taken extremely seriously, and adopt more women-friendly policies in the future.
thoroughly investigated according to due process.
26%
increase in female staff in 2023

61 TASNEE
SAUDIZATION
As a major Saudi employer, we have an important
role to play in supporting Saudization and NATIONALIZATION AMONG TOTAL WORKFORCE NUMBER OF NATIONAL EMPLOYEES
local talent in line with the Saudi Vision 2030.
Saudization is an integral element in our strategic 2021 50% 2021 1,761
workforce planning, which enables us to
support national priorities for long-term 2022 56% 2022 1,776
strategic economic development.
2023 58% 2023 1,929
Our Saudization program seeks to attract, empower,
and retain talented Saudi nationals, especially young
employees who will develop careers in technical,
skilled and leadership positions. This is supported by NATIONALIZATION OF SENIOR MANAGEMENT NUMBER OF FEMALE NATIONAL EMPLOYEES
carefully targeted training and development programs
that provide the skills they need. 2021 70% 2021 45
In 2023, our Saudization rate (the proportion of local

2022 78% 2022 68
employees in our workforce) was 58% overall, and
75% for senior staff. The proportion of female national
2023 75% 2023 102
employees increased by 50% in the year. We hope to
continue increasing our Saudization rates, particularly
amongst females, young people and senior staff.
58%
Saudization rate in 2023

62 TASNEE
RESPONSIBLE
BUSINESS
We continually invest in improving ethics-related
MATERIAL ISSUES:
controls, including those related to risk, compliance
• Economic and Business
and auditing. Every one of our employees is required
Performance
to uphold the highest standards of ethical and
• Legal Compliance
professional behavior, while a robust governance
• Business Ethics
structure helps us to be accountable for our actions
• Human Rights
and to identify and learn from any errors we make.
• Customer Feedback
Our company culture is founded on sound corporate and Satisfaction
governance. Our governance structure sets out our • Innovation
clearly defined values, complemented by a robust • Procurement and
network of controls and a compliance framework. We Supplier Assessment
expect this culture to extend into our supply chain and
our Responsible Supply Chain Framework includes
a comprehensive Code of Conduct. We require all
our stakeholders to share the same commitment to
the highest standards, thereby embedding ethics,
compliance, and responsibility throughout our
business.

63 TASNEE
ECONOMIC AND BUSINESS PERFORMANCE

Tasnee aims to be a profitable, growing,
FINANCIAL RESULTS UNITS 2021 2022 2023
and sustainable company, maintaining our
competitiveness and delivering our commitments Gross Profit ‘000 SAR 987,004 864,289 364,476
to our stakeholders. In return for consistent returns, EBITDA ‘000 SAR 2,824,469 1,986,904 1,050,617
we make meaningful contributions to support the Net Profit/Loss ‘000 SAR 1,356,388 666,346 174,568
communities where we operate. More than 60%
Earnings Per Share SAR 2.03 1.00 0.26
of our revenue is generated in the Kingdom with a
further 15% in the wider Middle East. Revenues ‘000 SAR 3,673,085 3,882,862 3,566,959
Cost of Revenues ‘000 SAR 2,686,081 3,018,573 3,202,483

To remain profitable, reduce our impacts and deliver
financial results that meet and exceed stakeholders’ Total Assets ‘000 SAR 24,980,191 24,657,902 25,381,578
expectations, we continually innovate to implement Total Liabilities ‘000 SAR 13,417,283 12,262,471 13,193,460
operational and cost efficiencies. *The figure is restated as some corresponding figures have been reclassified in conformity with 2023.
In 2023, despite the increase in sales volumes of

most products, Tasnee experienced a 9% decrease
in revenue due to lower average selling prices,
resulting in a net profit of SAR 174,568 million.
SAR
net profit in 2023
174,568m
64 TASNEE
GOVERNANCE
Tasnee’s governance structure sets out and defines the company’s expectations to maintain
the highest standards of corporate integrity, ethics, and compliance across the business.
TASNEE GOVERNANCE STRUCTURE
Shareholders/
General Assembly
Board of
Directors
Nomination &
Risk & Governance
Executive Committee Remuneration Audit Committee
Committee
Committee
CEO Internal Audit
Governance, Risk & Executive Risk and

Compliance Compliance Committee

65 TASNEE
BOARD OF DIRECTORS
Tasnee's Board of Directors is the cornerstone of the company's governance framework, comprising 10 distinguished members who bring a wealth of expertise and
experience. The Board is responsible for shaping the company's overall business strategy, and direction, and ensuring the highest standards of compliance and
governance.
The Board's structure includes:
- Separation of CEO and Chairman roles, with the CEO reporting directly to the Board.
- TASNEE has three main committees: Executive Committee, Nomination and Remuneration Committee, and Risk and Governance Committee.
- An Audit Committee, established by shareholders, reports directly to the General Assembly through the Board.
- Risk and Compliance (ERC) Committee, led by the CFO, focuses on governance, risk management, and compliance oversight across the company and its affiliates.
This robust governance framework empowers Tasnee to navigate complex business landscapes, drive growth, and maintain the highest levels of compliance and
ethical standards.
Board of Directors Shareholder General Assembly
Executive Nominations & Risk & Governance Committee Audit Committee

Committee Remuneration Committee

66 TASNEE
• Reviews the skills and experience required for • Works with executive management to develop a
Board of Directors and executive management comprehensive framework for risk management,
positions. governance, compliance, and related policies that
• Identifies the strengths and weaknesses of the are compatible with the nature of the company’s
EXECUTIVE COMMITTEE:
Board of Directors and proposes solutions to be business, activities, and the company’s objectives
• Oversees the daily implementation of board
consistent with the company’s interest. and strategy.
policies.
• Helps the Board in overseeing senior remuneration • Determines the acceptable levels of risk associated
• Reviews the company’s strategic plans, projects,
arrangements. with company activities and reviews them
and annual estimated budget and recommends
• Recommends remuneration policies and periodically.
them to the Board of Directors for approval.
framework for all staff. • Reviews the comprehensive compliance policies
• Approves the policies, procedures, debt
periodically to ensure their consistency with
instruments, and loans of subsidiaries, and The Nominations and Remuneration Committee
changes that may occur in the internal or external
exercises all the powers assigned to the committee conducted two meetings during 2023 to implement
environments.
by the board. its tasks.
The Risk and Governance Committee conducted three
The Executive Committee conducted three meetings
meetings during 2023 to implement its tasks.
during 2023 to implement its tasks.
RISK AND GOVERNANCE COMMITTEE:

• Ensures the company has a comprehensive
framework and policies for risk management, AUDIT COMMITTEE:
NOMINATIONS AND
governance, compliance, and related matters
REMUNERATION COMMITTEE: The Audit Committee is responsible for monitoring
aligned with the company’s business, activities,
• Assists the Board in maintaining an appropriate the company's operations and verifying the integrity
objectives, and strategy.
structure and balance of skills to support Tasnee’s and adequacy of its reports, financial statements
• Endorses the risk appetite defining acceptable risk
strategic objectives. and internal control systems. The committee's
levels for Tasnee and reviews it periodically.
• Proposes clear policies and standards for duties include, in particular, the following:
• Oversees the company’s risk management
membership on the Board of Directors and i. Financial Reports
system and assesses its effectiveness, including
Executive Management. ii. Internal Audit
mechanisms for identifying and monitoring threats
• Recommends nominees and re-nominees to the iii. The External Auditor
to the company in order to determine areas of
Board of Directors in accordance with the approved iv. Compliance Assurance
inadequacy therein.
policies and standards, considering membership The Audit Committee conducted five meetings
• Report key risks to the Board of Directors.
criteria and legal requirements. during 2023 to implement its tasks.

67 TASNEE
BUSINESS ETHICS
100%
Ethics and responsible business practices are and policies, which are regularly updated, to ensure
essential to maintaining the highest standards of compliance with Saudi laws, which provides penalties
compliance and professional integrity. Tasnee has ranging from fines to imprisonment.
a number of structures and policies in place to In 2023, 82% of our employees received online
ensure compliance across the company with all training on anti-corruption. Moreover, 100% of our
applicable legal, regulatory, international standards, of our operations were assessed for
operations were assessed for corruption-related risks.
rules, and best practices. corruption-related risks
No incidents of corruption or fines arose during the
We strive to achieve a culture of transparency, honesty year.
and trust across our workforce and all our stakeholders
and to ensure we operate responsibly at all times.
Our robust compliance procedures are aligned with

internal and external requirements and are regularly
reviewed and updated to ensure they remain appropriate.
LEGAL COMPLIANCE
ANTI-CORRUPTION
Tasnee has been facilitating risk assessment
workshops to evaluate various risks within our
business operations. Some commonly identified risks
include conflict of interest, bribery and gifts, and lack
of management oversight. To mitigate these risks,
we have implemented several measures, including
the adoption of an Anti-Corruption and Bribery Policy
along with Antitrust and Competition Policy in place.
Anti-corruption is embedded in our Code of Conduct,

and we communicate our requirements and
expectations to all employees. We have clear systems

68 TASNEE
CODE OF CONDUCT GRIEVANCE REPORTING MECHANISM Operating in a global, competitive environment

Tasnee’s Code of Business Conduct, which Tasnee has a Whistleblowing Grievance and Non- inevitably exposes our company to operational and
is applicable to all employees, directors and Retaliation Policy. Occasionally, employees may need market risks, as well as opportunities. These are
management, highlights our dedication to to raise grievances in the course of their employment. analyzed at senior and departmental management
performing with integrity. It is regularly We provide effective grievance reporting mechanisms levels to evaluate the effective implementation of
communicated through emails, training courses, and through which employees can raise concerns policies and procedures. We take both qualitative
an annual disclosure. The Code outlines and highlight areas of non-compliance. Multiple and quantitative approaches to risk assessment,
expectations for employees’ conduct and restates confidential communication channels are provided following best practices and taking guidance from
our core values of Excellence, Integrity, Seeking for this purpose, which employees are encouraged Saudi Arabia’s Capital Market Authority and the ISO
Knowledge and Teamwork. and trained to use. In return, we offer protection from 31000:2018 standard.
We work closely with stakeholders to ensure retaliation for anyone who reports an issue. We have a robust business continuity and resiliency
their awareness and understanding of regulatory
Incidents can be reported in numerous ways, program, which ensures the safety of its people
developments, help them gain a broader perspective,
including telephone and online. Reports through any and assets and continuity of products or services
and enable them to apply best practices. The Code
channel are taken very seriously and investigated as delivery in the event of a crisis or disaster. Tasnee
also helps maintain compliance throughout our
per the defined procedure in a timely manner. All receives the main part of the feedstock from the
business environment, both for Tasnee and for our
incidents and reports are dealt with seriously, and main supplier (Saudi Aramco) at prices similar to
customers, suppliers, and other third parties and
subsequent investigations conducted respectfully, those of petrochemical companies in Saudi Arabia,
stakeholders.
confidentially, and fairly. Under our Code of Conduct, and any fluctuation in prices affects our profitability.
For three consecutive years, Tasnee has not
all Tasnee employees must cooperate with any We achieved positive results from implementing
received any regulatory complaints.
investigation in a truthful and honest manner. performance improvement and expenditure
Zero
rationalization programs in 2023 and will continue
these programs in the future. We continually
RISK MANAGEMENT
work on reducing the risk of price fluctuations of
Effective risk management is a prerequisite for
petrochemical and industrial products by lowering
long-term corporate success. Our robust risk
production costs without compromising on quality
regulatory complaints for the past 3 years management program adheres to best practice and
and safety, and increasing the quantities produced,
international standards. As a business operating in
thus increasing sales volumes and revenues.
the petrochemical and chemical industries, we must
anticipate and respond to changes in the business
environment, including geopolitical and economic
changes, inflationary pressures and high interest
rates, resulting in both challenges and opportunities.

69 TASNEE
Tasnee’s activities result in different financial risks, Our GRIC Function oversees the application of
including market, credit, and liquidity risks. These are enterprise risk management, governance and In 2024, we will maintain the following
managed by constant identification, measurement, compliance methodologies and practices. GRIC actions to strengthen our efforts in risk
and control. We employ various methods to mitigate responsibilities include risk identification, working with management, compliance, and governance:
these risks, such as utilizing the necessary derivative all departments/functions/SBUs to create a suitable
financial instruments for hedging exposure to foreign response plan and strategy, and supervising the Enhancing systems for effective
exchange risks and interest rates on loans, and credit execution of the plan for risk reduction. To accomplish risk management and compliance
risks. We do not use derivative financial instruments Tasnee’s strategic goals, GRIC has developed a
for speculative purposes. To mitigate current and comprehensive corporate governance framework Concentrating on
future risks to our profitability, cash flows and ability that outlines our company-wide approach to strong governance and ethics
to achieve our strategic goals, we have adopted governance principles, effective risk management,
programs for continually identifying, analyzing, and and compliance with all relevant laws and regulatory Conducting workshops, training
evaluating these risks. To ensure compliance with the requirements. We collaborate extensively with sessions, testing of the business
dynamic and evolving regulatory environment in the different stakeholders to gain a wider perspective, continuity plans, and compliance
Kingdom, we actively monitor the actual and potential stay up to date on the most recent regulatory review and gap assessment.
changes in the laws and regulations so that we can developments, and understand best practices. It
address and manage the impact of those changes. is crucial for our suppliers, customers, and other Contributing for the implementation
Tasnee’s Governance, Risk, Insurance and Compliance stakeholders in our business environment to build of ESG framework and
(GRIC) Function has comprehensive guidelines to compliance capacity. disclosure requirements
stay abreast of the regulatory changes and to ensure In 2023, we continued to conduct risk assessments
compliance with national, and to the extent applicable across our operations as part of our strategy to Developing talented young
international, laws, statutes, regulations. improve and enhance our governance structure individuals under Youth
and framework. Development Plan (YDP)
The Board Risk and Governance Committee provides
oversight of risk issues across the company and its
Our key risks are included in our
affiliates, maintains our regulatory framework, and
2023 Annual Report.
identifies, prioritizes and manages compliance issues.

70 TASNEE
INTERNAL AUDITS The Department carried out all its activities during the
The Internal Audit Department’s mission is to year in accordance with the risk-based Internal Audit NUMBER OF INTERNAL AUDITS CONDUCTED
enhance and protect organizational value by plan, which was approved by the Audit Committee
providing risk-based, independent, and objective before the beginning of the year, with a focus on
assurance, advice, and insight. activities and operations with high risks, to help 16
15
achieve the goals of the company and protect its
We conduct assurance audits across our SBUs as 12
assets. Further, the Internal Auditing processes are
an essential tool to add value by maintaining and
designed to determine the efficiency and effectiveness
improving sound governance, risk management, and
of the internal control system and procedures. Their
internal controls, as well as providing assurance to our
results have been discussed and sent to the relevant
Board of Directors and shareholders.
departments and SBUs to study and address the
Internal Audit develops a robust audit plan on an observations and recommendations, develop the
2021 2022 2023
annual basis, through which thorough assurance necessary corrective measures, follow up their
audits are carried out regularly. Any significant risks implementation and closure within agreed timeframe
identified are highlighted and shared with Tasnee’s with the relevant departments, and presented to the
Audit Committee and the relevant area’s management. Audit Committee. Periodically, status reports that
In 2023, we planned 16 audits, and all were clarify what has been achieved with the challenges
successfully completed. and risks that may arise from not closing those
observations and recommendations are highlighted.
Our Internal Audit Department, in accordance with
best practices, reports functionally to the Audit In 2023, we have completed the 16 internal audits
Committee and administratively to the company’s we planned to conduct. This shows an increase in
CEO. The Internal Audit Department has full, free, and the number of audits conducted compared to last
unrestricted access to all Tasnee and its affiliates year (12 audits).
relevant records, physical properties, and personnel
100%
pertinent to carrying out any engagement.
In addition to conducting audits, its activities include

conducting internal assessments as part of the
Quality Assurance and Improvement Program,
and it is currently working to meet the compliance
of internal audits planned were conducted
requirements of the International Standards for the
for three consecutive years
Professional Practice of Internal Auditing from the
Institute of Internal Auditors (IIA).

71 TASNEE
CYBERSECURITY
In 2023, we completed Phase 1 of the Petchem’s In 2024 we aim to complete Phase 2, which We achieved a number of significant milestones in
Cybersecurity Uplifting Project. This involved involved the segregation of the TPC network to the year, including the completion of Robotic Process
the development of comprehensive operational enhance security and minimize risks and implemented Automation (Phase III) and the successful S4HANA
technology (OT) cybersecurity policies and asset management and visibility tools to improve conversion. S4HANA is a cloud-based enterprise
procedures. This phase also included the oversight and control over our OT environment. resource planning solution that will simplify our
implementation of round-the-clock cybersecurity Additionally, we developed and integrated a digital infrastructure and improve flexibility. We
monitoring to ensure continuous protection. comprehensive OT incident response planning also ensured that our e-invoicing system within SAP
Additionally, we applied essential minimum to ensure swift and effective action in the event S4HANA complies with the requirements set by
cybersecurity controls to fortify our systems of a cybersecurity incident. the Zakat, Tax, and Customs Authority (ZATCA) in
against potential threats. Saudi Arabia. Additionally, we developed a System
Utilization Dashboard and launched an Enterprise
Governance, Risk, and Compliance (EGRC) System
Application to enhance our management processes.
We established a three-year strategic plan for
improving our Human Capital Management practices
and maintained our cybersecurity maturity level at
Corporate level is 3.7 out of 5.

72 TASNEE
HUMAN RIGHTS
Tasnee is committed to protecting, respecting, and
HUMAN RIGHTS UNITS 2021 2022 2023
fulfilling human rights throughout all our activities.
We refer to international standards related to human Total number of hours in the reporting period Number 2,229 6,723 1,425
devoted to training on human rights policies or
rights like the UN and engage experts, clients, and
procedures concerning aspects of human rights
peers to help us identify actual or potential human that are relevant to operations
rights issues within our value chain, and to ensure
Percentage of employees trained during the % 22.6 58.3 14.2
that we adhere to all applicable laws to protect reporting period in human rights policies or
human rights. procedures concerning aspects of human rights
that are relevant to operations.
Our Code of Conduct also includes human rights.
As well as employees, this also extends to our
suppliers, who we expect to maintain the highest
standards through their own operational procedures
and mechanisms. We also reference human rights
in our employment application documents, ensuring
compliance from employees from their first day of
working with us.
In 2023, the number of hours dedicated to training on

human rights policies or procedures relevant to
operations decreased by 79%. This training targeted
44% who did not complete the plan in last year, and new
hired in 2023.

73 TASNEE
CUSTOMER FEEDBACK AND SATISFACTION

Ensuring customer satisfaction is essential to the
DOWNSTREAM - CUSTOMER SATISFACTION UNITS 2021 2022 2023
success of our business. We have always worked
hard to build and maintain a reputation as a trusted Number of customer complaints Number 91 56 65
received during the reported period
and reliable service provider, earning the confidence
and trust of our customers. Percentage of complaints received % 0.17% 0.48% 0.53%
(based on total transactions)
Invariably for a company of our size, complaints do Total number of substantiated complaints received Number 0 0 0
arise. When this happens, complaints are handled by concerning breaches of customer privacy
a dedicated team of skilled and experienced customer Total number of identified leaks, thefts, Number 0 0 0
service agents. Complaints are tracked at every stage; or losses of customer data
we address needs or concerns whenever possible and Note: Petchem and AMIC do not have customer satisfaction-related data.
identify causes to ensure there is no repetition. The
feedback we receive is used to inform regular updates
to our systems to maintain their high standards. In 2023, the number of complaints received by
Downstream increased by 16% to 65. This rise
Our customer service team makes frequent on-site
was primarily driven by an increase in customer
visits to manage key accounts, support customers
complaints at the Downstream BOPP plant. The
and receive further feedback. In the event of serious
majority of the complaints were related to film
complaints or issues, our governance and reporting
floppiness. Several actions have been taken to reduce
mechanism ensures our senior management team
complaints, including increasing the daily quality
can respond accordingly.
checkpoints, extending the aging time for specific
problematic stock keeping units, and thoroughly
monitoring film line production parameters.

74 TASNEE
INNOVATION
Tasnee's Technology and Innovation (T&I) Center Innovation is an important part of our work towards In 2023, T&I developed a high-speed raffia grade.
in Jubail fuels company-wide growth by the Saudi Vision 2030. We have established a group of In raffia tape production trials at customers’ sites,
providing cutting-edge research, development, experts from Petchem and international consultants line speed and output for the new grade increased
testing, training, and technical expertise,
to develop a decarbonization roadmap, utilizing the from 15-30%. T&I also developed Saudi-made matt
empowering innovation and product
advancement across the organization. latest technologies and configurations to decarbonize compounds, used at our BOPP film plant, which will
our petrochemical complex in Jubail. The roadmap enable us to replace imported compounds. The new
T&I’s world-class facilities include laboratories features innovative solutions such as hydrogen compound is now ready for commercial trials at
equipped with cutting-edge analytical equipment, refueling and post-combustion carbon capture. Tasnee customers.
specializing in spectroscopy, microscopy,
chromatography, thermal, rheological, physical,
and plastic product performance characterization.
The labs are ISO/IEC 17025:2017 accredited by the DECARBONIZATION ROADMAP OF
International Accreditation Service (IAS, US) and PETROCHEMICAL COMPLEX
the Saudi Accreditation Committee (SAC, KSA), T&I is supporting Tasnee’s goal to achieve
and accreditation was renewed in 2023. carbon net zero by 2060. A comprehensive
decarbonization execution plan has been
developed, featuring a number of short to
medium-term initiatives such as solar PV
installations, process optimization, off-gas
recovery/recycling and its effective utilization,
and clean energy options, such as H2
production/enhance material for energy
intensity reduction in reactors.

75 TASNEE
PROCUREMENT AND SUPPLIER ASSESSMENT

Tasnee’s procurement policies and systems are Our strategic Siemens contract for gas turbine qualify suppliers based on social criteria, reinforcing
meticulously designed to uphold high environmental maintenance yielded savings of SAR 14.5 million, and our commitment to sustainable and responsible
and social standards across our supply chain. We the EPC Letter of Award for the EC expansion project procurement practices.
prioritize collaborating with suppliers who share our generated savings of USD 60 million.
100%
values and commitments. As one of Saudi Arabia’s
Looking ahead to 2024, we plan to review and
largest companies, we recognize our strategic
enhance our Business Continuity Planning exercise,
position to leverage procurement activities in
identifying potential risks to ensure uninterrupted
advancing the Saudi Vision 2030.
supply and business continuity. Our partnership
Our procurement procedures undergo regular reviews, with Achilles, a global leader in supply chain risk
of our new suppliers were screened
benchmarking, and improvements to align with evolving management solutions, will see the implementation
for environmental and social factors
laws, regulations, and ESG factors. This continuous of a comprehensive global supplier and contractor
enhancement ensures our practices are consistently registration and assurance solution. This collaboration
updated in line with our sustainability strategy. Tasnee’s will enable us to collect and verify critical supplier
PROCUREMENT AWARDS IN 2023
suppliers are subjected to a rigorous multi-stage information, mitigating risks and providing reliable,
Our procurement efforts recognized with three
prequalification process, ensuring they meet our up-to-date data to inform our supply chain and
prestigious awards in 2023. At the company
stringent ESG standards and requirements. Additionally, procurement decisions. Additionally, we will work
level, the Tasnee Procurement Department
they must adhere to our Business Ethics Policy and with EBS on SAP Signavio for process insights,
received the Global European Institute for
General Procurement & Contract Terms and Conditions. identifying process gaps and implementing necessary
Purchasing Management (EIPM) Peter Kraljic
improvements. A new Supplier Management
In 2023, we launched a pioneering project to scan Award for Excellence.
Information tool will be launched to monitor trends in
and 3D print overseas spare parts locally, resulting
materials and logistics services, with plans to extend There were also two individual awards. Our
in substantial savings of SAR 150 million and
this monitoring to include more high-risk materials Section Head of Strategic Procurement Shahad
significantly reducing ocean freight costs to the Indian
and logistics in 2024. Al-Dhubaiban won the Women in Supply Chain
subcontinent and Turkey in Q4. The introduction
Award from GPCA, and Turki Al Johani, our
of our new Supply Market Intelligence tool led to In 2023, we ensured that 100% of new suppliers were
Chief Procurement Officer, was honored with
a 13% increase in Ariba adoption and utilization. screened using rigorous social and environmental
the Chartered Institute of Procurement and
Furthermore, the deployment of two Robotic Process criteria. For the second consecutive year, we engaged
Supply (CIPS) Procurement Pioneers Award.
Automations in Q4 enhanced operational efficiency. a third party to conduct due diligence and pre-

76 TASNEE
LOCAL PROCUREMENT
One of the important ways Tasnee can support
the Saudi Vision 2030 is through our procurement
processes. By purchasing from Saudi-based vendors,
we can boost the local economy and support the
economic growth and development of both our local
communities and the country as a whole.
In 2023, we engaged with 2,085 local suppliers,

62.4% of our total, up 1.4% from 2022. The proportion
of our spending with local suppliers also increased,
from 74% to 77%.
2,085
local suppliers in 2023
PROCUREMENT UNITS 2021 2022 2023
Total number of suppliers engaged Number 2,565 3,372 3,341
Total number of local suppliers engaged Number 1,639 2,058 2,085
Total procurement spending SAR 3,451,875,116 3,455,751,780 3,060,836,242
Procurement spending on local suppliers SAR 2,772,156,171 2,564,585,746 2,356,843,903
Percentage of spending on local suppliers % 80 74 77
Percentage of suppliers that have % 100 100 100

signed code of conduct

77 TASNEE
COMMUNITY
IMPACT
As a major regional company, we have a responsibility
to support the communities where we operate
and to use our influence to drive positive social,
environmental, and economic impact.
One of the keyways we achieve this is through
our CSR activities, by which we aim to benefit
a wide range of people and communities.
MATERIAL ISSUES:
• Volunteering and Charities
• Benefits to Local Communities
• Community Engagement

78 TASNEE
CORPORATE SOCIAL RESPONSIBILITY

Our Social Responsibility Policy, aligned with the
Saudi Vision 2030 and our wider business aims, TOTAL EMPLOYEE VOLUNTEERING HOURS EHSAN PLATFORM HONORS TASNEE
defines our social priorities and steers our work FOR THE SECOND YEAR IN A ROW
with non-profit organizations to achieve our CSR 2021 205 Tasnee was honored by the National Charity
goals. All potential partners undergo rigorous Platform Ehsan at a special ceremony in 2023,
checks to ensure that their programs will deliver 2022 183 attended by The Crown Prince, Prime Minister
the high impact we seek. Regular evaluations and Chairman of the Saudi Authority for Data
before, during and after programs ensure that 2023 465 and Artificial Intelligence and the Governor of
these outcomes can be accurately measured and Riyadh Region.
the initiatives evaluated, so we can continually
Ehsan supports charitable and social work
improve our interventions.
NUMBER OF VOLUNTEERS across the Kingdom, aiming to enhance the
In 2023, our community investment increased by quality of life for people in line with Saudi
38% compared to 2022, reaching SAR 2,442,608. 2021 90 Vision 2030. In 2021, Tasnee became one of
The number of employee volunteers rose 37 to the first companies to sign a formal agreement
121, and the number of hours volunteered 2022 37 of support for Ehsan, since when we have
increase from 183 to 465. supported a number of projects that have
2023 121 benefited more than 5,000 recipients.
38%
increase in community investment
AMOUNT OF COMMUNITY INVESTMENT (SAR)
2021 1,418,990
5,000
beneficiaries
in 2023 in comparison to 2022
2022 1,770,000
2023 2,442,608

79 TASNEE
COMMUNITY SUPPORT IN 2023

Through our CSR activities, we continued to support a We extended our partnership with the Saudi We worked with the Children with Disability
range of social, economic and environmental initiatives Food Bank program Eta’am for a third year, Association to support the launch of their
throughout the year, including the following: helping to provide 1,320 food baskets, physiotherapy clinic, which provides services
distributed monthly, to 110 families. This to around 100 children.
project is one of several supported by our
Tasnee employees volunteered time to
‘Cooperate in Good’ campaign launched As part of our efforts to support young
help plant 3,000 trees in Jubba City for
during the Holy Month of Ramadan. people, our T&I center in Jubail hosted 96
Environment Week.
students from the King Abdulaziz and His
In partnership with the charity Naqaa, Tasnee Companions Foundation for Giftedness
In partnership with the Mobility Association
sponsored the anti-smoking awareness and Creativity. The students saw some of
for Adults, Harakiah, employees participated
exhibition in Riyadh as part of the World No the research and experimental work taking
in the Winter Clothing Distribution
Tobacco Day 2023 campaign. As well as place at the center and learned about the
Campaign, providing warm clothes, blankets
raising awareness of the harm from tobacco advanced technologies used there, such as
and heating devices to families in Riyadh.
smoking, the event included treatment 3D printing. They also enjoyed a Q&A with
sessions, with 380 visitors seeking help. our VP for Technology and Innovation.
Tasnee was hailed as a golden sponsor for
supporting the Jubail Horse Track for the
As part of our Cooperate in Good campaign, Tasnee received a special trophy from HRH
2023 season. Our support helped the track
Tasnee signed a partnership agreement with Prince Saud bin Naif bin Abdulaziz, Governor
build 60 new stalls for horses.
the Charity for Orphans Care, Ehsan. of the Eastern Province, in recognition of
Through the partnership, 25 orphans will our partnership with Benaa, the Charity for
receive care for a full year. Orphan Care in the eastern region. This
included support for Misbar 7, a three-month
camp attended by 121 male and female
students. The camp provided education
on the latest scientific and technological
developments, as well as developing
participants’ cognitive and social skills.

80 TASNEE
APPENDICES

81 TASNEE
APPENDIX A. ABBREVIATIONS
GPCA Gulf Petrochemicals and Chemicals Association PV Photovoltaic
AMIC Advanced Metal Industries Cluster Company Ltd
GRI Global Reporting Initiative RASASS National Lead Smelting Company
ASIC Advanced Smelting Industries Company
GRIC Governance, Risk, Insurance and Compliance RC Responsible Care
ATI Allegheny Technologies Incorporated
GS General Service REACH Registration, Evaluation, Authorization, and Restriction
BAT Best Available Techniques
of Chemicals
GS General Services
BATTARIAT National Batteries Company
RGP Rowad Global Packaging
G-SQAS The Gulf Petrochemicals and Chemicals Association
BIS Bureau of Indian Standards
Sustainability & Quality Assessment System RIG Rowad International Geosynthetics
BOPP Biaxially Oriented Polypropylene
HADAF Human Resources Development Fund RNPC Rowad National Plastic Company
CE Conformité Européenne
HAPs Hazardous Air Pollutants SAC Saudi Accreditation Committee
CEO Chief Executive Officer
HDPE High-Density Polyethylene SAP Systems, Applications, and Products
CFO Chief Financial Officer
HQ Head Quarter SAR Saudi Riyal
CIPS Chartered Institute of Procurement and Supply
HR Human Resources SASO Saudi Arabian Standards Organization
CSR Corporate social responsibility
HSE&S Health, Safety, Environment, and Security SBUs Strategic Business Units
CWS Central Workshop & Services
IAS International Accreditation Service T&I Technology and Innovation
EBS Enterprise Business Solutions
IIA Institute of Internal Auditors TPC Tasnee Petrochemical
EC Ethylene Cracker
IMRS Integrated Management Rating System TRIFR Total Recordable Injury Frequency Rate
EGRC Enterprise Governance, Risk, and Compliance
ISO International Organization for Standardization. TUV ME TUV Middle East
EHSS Environment, Health, Safety, and Security
JAMA’A The Jubail Area Mutual Aid Association UN SDGs United Nations Sustainable Development Goals
EIA Environmental Impact Assessment
KPIs Key Performance Indicators UNFCC UN Framework Convention on Climate Change
EIPM Enterprise and Infrastructure Project Management
LLDPE Linear Low-Density Polyethylene USD United States Dollar
EPC Engineering, Procurement & Construction
LTIFR Lost-time Injury Frequency Rate VFD Variable Frequency Drive
ERC Executive Risk and Compliance
NBC National Batteries Company VOC Volatile Organic Compounds
ESG Environmental, Social, and Governance
OH Occupational Health VP Vice President
FAHSS National Inspection and Technical Testing Co.
OHSAS Occupational Health and Safety Assessment Series ZATCA Zakat, Tax, and Customs Authority
GCC Gulf Cooperation Council
OT Operational Technology
GHG greenhouse gas
PP Polypropylene
GM General Manager
PPA Power Purchase Agreement

82 TASNEE
APPENDIX B. GRI CONTENT INDEX

STATEMENT OF USE National Industrialization Company (Tasnee) has reported in accordance with the GRI Standards for the period from 1 January 2023 to 31 December 2023.
GRI 1 USED GRI 1: Foundation 2021
APPLICABLE GRI SECTOR STANDARD(S) GRI 11: Oil and Gas Sector 2021
For the Content Index – Advanced Service, GRI Services reviewed that the GRI content index has been presented in a way consistent with the requirements for reporting in accordance with the GRI Standards, and that the information
in the index is clearly presented and accessible to the stakeholders. The service was performed on the English version of the report.
GRI STANDARD/ DISCLOSURE LOCATION / DIRECT ANSWER OMISSION GRI SECTOR

OTHER SOURCE STANDARD REF. NO.
REASON EXPLANATION
GENERAL DISCLOSURES
GRI 2: General Disclosures 2-1 Organizational details 11 - 18 A gray cell indicates that reasons for omission are not permitted for
2021 the disclosure or that a GRI Sector Standard reference number is not
available.
2-2 Entities included in the organization’s sustainability reporting 5, 14
2-3 Reporting period, frequency and contact point 5
2-4 Restatements of information 32, 33, 35, 36, 38, 42, 49, 51, 63
2-5 External assurance This report has not been

subject to external assurance
2-6 Activities, value chain and other business relationships 15, 16
2-7 Employees 54
2-8 Workers who are not employees 54, 47-49
2-9 Governance structure and composition 64-66
2-10 Nomination and selection of the highest governance body 66
2-11 Chair of the highest governance body 64, 65

83 TASNEE
GRI 2: General Disclosures 2-12 Role of the highest governance body in overseeing the management of impacts 65, 66, 69, 70
2021
2-13 Delegation of responsibility for managing impacts 55, 64-66
2-14 Role of the highest governance body in sustainability reporting 20
2-15 Conflicts of interest 67
2-16 Communication of critical concerns 23, 58, 68, 73
2-17 Collective knowledge of the highest governance body Please refer to 2023 Annual
Report page 21 - 33
2-18 Evaluation of the performance of the highest governance body 55
2-19 Remuneration policies 66
2-20 Process to determine remuneration 66
2-21 Annual total compensation ratio Not disclosed Confidentiality Due to concerns about
constraints competitive sensitivity
2-22 Statement on sustainable development strategy 6, 7
2-23 Policy commitments 30, 39, 43, 60, 67, 68, 75, 78
2-24 Embedding policy commitments 30, 39, 43, 60, 67, 68, 75, 78
2-25 Processes to remediate negative impacts 68
2-26 Mechanisms for seeking advice and raising concerns 68
2-27 Compliance with laws and regulations 67, 71
2-28 Membership associations 18
2-29 Approach to stakeholder engagement 23
2-30 Collective bargaining agreements Collective bargaining

agreements are illegal in KSA.

84 TASNEE
MATERIAL TOPICS
GRI 3: Material Topics 2021 3-1 Process to determine material topics 24, 25 A gray cell indicates that reasons for omission are not permitted for
the disclosure or that a GRI Sector Standard reference number is not
3-2 List of material topics 24, 25
available.
ECONOMIC AND BUSINESS PERFORMANCE
GRI 3: Material Topics 2021 3-3 Management of material topics 63 11.2.1

11.14.1
GRI 201: Economic 201-1 Direct economic value generated and distributed 63 11.14.2
Performance 2016
201-2 Financial implications and other risks and opportunities due to climate change Not disclosed Information Assessing climate risk 11.2.2
unavailable/ is part of the company’s
incomplete future plans
201-3 Defined benefit plan obligations and other retirement plans Not disclosed Confidentiality Due to sensitive
constraints business information
201-4 Financial assistance received from government The government did not
provide any financial
assistance
GRI 203: Indirect Economic 203-1 Infrastructure investments and services supported 78, 79 11.14.4
Impacts 2016
203-2 Significant indirect economic impacts 75, 78, 79 11.14.5
DIVERSITY
GRI 202: Market Presence 202-1 Ratios of standard entry level wage by gender compared to local minimum wage Not disclosed Confidentiality We do not conduct
2016 constraints the necessary
assessments but
may plan to do so in
the future.
202-2 Proportion of senior management hired from the local community 61 11.11.2
GRI 405: Diversity and Equal 405-1 Diversity of governance bodies and employees 60 11.11.5
Opportunity 2016
405-2 Ratio of basic salary and remuneration Not disclosed Confidentiality We keep this 11.11.6
constraints information confidential
due to competitiveness,
but it may be disclosed
in the future

85 TASNEE
BUSINESS ETHICS
GRI 3: Material Topics 2021 3-3 Management of material topics 67-71 11.20.1
GRI 205: Anti-corruption 2016 205-1 Operations assessed for risks related to corruption 67 11.20.2
205-2 Communication and training about anti-corruption policies and procedures 67 11.20.3
205-3 Confirmed incidents of corruption and actions taken 67 11.20.4
ENERGY MANAGEMENT
GRI 3: Material Topics 2021 3-3 Management of material topics 34, 35 11.1.1
GRI 302: Energy 2016 302-1 Energy consumption within the organization 35 11.1.2
302-2 Energy consumption outside of the organization Not disclosed Information We have not yet 11.1.3
unavailable/ measured this because
incomplete we have not established
the necessary data
collection mechanisms
but plan to in the future
302-3 Energy intensity 35 11.1.4
302-4 Reduction of energy consumption 34
302-5 Reductions in energy requirements of products and services Not disclosed Information Complexity of
unavailable/ measurement
incomplete
WATER USE
GRI 303: Water and Effluents 303-1 Interactions with water as a shared resource 41 11.6.2
2018
303-2 Management of water discharge-related impacts 41 11.6.3
303-3 Water withdrawal 42 11.6.4
303-4 Water discharge 42 11.6.5
303-5 Water consumption 42 11.6.6

86 TASNEE
GREENHOUSE GAS EMISSIONS
11.2.1
11.3.1
GRI 305: Emissions 2016 305-1 Direct (Scope 1) GHG emissions 32 11.1.5
305-2 Energy indirect (Scope 2) GHG emissions 32 11.1.6
305-3 Other indirect (Scope 3) GHG emissions Not disclosed Information We are considering 11.1.7
unavailable/ establishing a data
incomplete collection mechanism
and providing emissions
data in the future.
305-4 GHG emissions intensity 32 11.1.8
305-5 Reduction of GHG emissions 31 11.2.3
305-6 Emissions of ozone-depleting substances (ODS) Not disclosed Information We are currently
unavailable/ exploring the
incomplete establishment of a data
collection mechanism
and plan to track it in
the future.
305-7 Nitrogen oxides (NOx), sulfur oxides (SOx), and other significant air emissions 33 11.3.2
EFFLUENT AND POLLUTANTS
GRI 306: Waste 2020 306-1 Waste generation and significant waste-related impacts 36 11.5.2
306-2 Management of significant waste-related impacts 36 11.5.3
306-3 Waste generated 36 11.5.4
306-4 Waste diverted from disposal 36 11.5.5
306-5 Waste directed to disposal 36 11.5.6

87 TASNEE
HAZARDOUS SUBSTANCE
GRI 306: Effluents and 306-3 Significant spills 39 11.8.2

Waste 2016
PROCUREMENT AND SUPPLIER ASSESSMENT
GRI 204: Procurement 204-1 Proportion of spending on local suppliers 76 11.14.6

Practices 2016
GRI 308: Supplier 308-1 New suppliers that were screened using environmental criteria 75
Environmental Assessment
308-2 Negative environmental impacts in the supply chain and actions taken Not disclosed Confidentiality Due to internal policies
2016
constraints in place
GRI 414: Supplier Social 414-1 New suppliers that were screened using social criteria 75 11.10.8
Assessment 2016 11.12.3
414-2 Negative social impacts in the supply chain and actions taken Not disclosed Confidentiality Due to internal policies 11.10.9
constraints in place
RECRUITMENT AND RETENTION
11.11.1
GRI 401: Employment 2016 401-1 New employee hires and employee turnover 55 11.10.2
401-2 Benefits provided to full-time employees that are not provided to temporary or part- 59 11.10.3
time employees
401-3 Parental leave 59 11.10.4

11.11.3
OCCUPATIONAL HEALTH AND SAFETY
GRI 3: Material Topics 2021 3-3 Management of material topics 46, 49, 52 11.9.1
GRI 403: Occupational Health 403-1 Occupational health and safety management system 46 11.9.2
and Safety 2018
403-2 Hazard identification, risk assessment, and incident investigation 48, 52 11.9.3
403-3 Occupational health services 46 11.9.4
403-4 Worker participation, consultation, and communication on occupational health and 46

safety 11.9.5
403-5 Worker training on occupational health and safety 49 11.9.6

88 TASNEE
GRI 403: Occupational Health 403-6 Promotion of worker health 46 11.9.7

and Safety 2018
403-7 Prevention and mitigation of occupational health and safety impacts directly linked 52 11.9.8
by business relationships
403-8 Workers covered by an occupational health and safety management system 46 11.9.9
403-9 Work-related injuries 47 11.9.10
403-10 Work-related ill health 47 11.9.11
DEVELOPMENT AND TRAINING
11.11.1
GRI 404: Training and 404-1 Average hours of training per year per employee 57 11.10.6
Education 2016 11.11.4
404-2 Programs for upgrading employee skills and transition assistance programs 56, 57 11.10.7
404-3 Percentage of employees receiving regular performance and career development 57

reviews
COMMUNITY ENGAGEMENT
GRI 413: Local Communities 413-1 Operations with local community engagement, impact assessments, and 79 11.15.2
2016 development programs
413-2 Operations with significant actual and potential negative impacts on local Not disclosed Information We currently do not have 11.15.3
communities unavailable/ an impact assessment
incomplete tool in place, but it is
planned for development
in the future.
PRODUCT STEWARDSHIP
GRI 416: Customer Health and 416-1 Assessment of the health and safety impacts of product and service categories 43 11.3.3
Safety 2016
416-2 Incidents of non-compliance concerning the health and safety impacts of products Not disclosed Confidentiality Due to company
and services constraints policies, it cannot be
shared.

89 TASNEE
CUSTOMER FEEDBACK AND SATISFACTION
GRI 3: Material Topics 2021 3-3 Management of material topics 73
GRI 418: Customer Privacy 418-1 Substantiated complaints concerning breaches of customer privacy and losses of 73
2016 customer data
ENGAGEMENT AND SATISFACTION
GRI 402: Labor/Management 402-1 Minimum notice periods regarding operational changes Not disclosed Confidentiality Due to concerns about 11.10.5
Relations 2016 constraints sensitive business
decisions that could
impact workforce
stability or competitive
positioning.
INCLUSION AND EQUALITY
GRI 406: Non-discrimination 406-1 Incidents of discrimination and corrective actions taken Not disclosed Confidentiality Due to internal policies 11.11.7
2016 constraints but it can be disclosed
in the future.
TOPICS THAT ARE NOT COVERED BY THE GRI TOPIC STANDARDS
CLIMATE CHANGE (POLICY AND STRATEGY)
LEGAL COMPLIANCE
GRI 3: Material Topics 2021 3-3 Management of material topics 67, 68
BENEFITS TO LOCAL COMMUNITIES
VOLUNTEERING AND CHARITIES
GRI 3: Material Topics 2021 3-3 Management of material topics 78, 79
HUMAN RIGHTS
INNOVATION

90 TASNEE
TOPICS IN THE APPLICABLE GRI SECTOR STANDARDS DETERMINED AS NOT MATERIAL
TOPIC EXPLANATION
Topic 11.4 Biodiversity Biodiversity impacts relatively minimal in its operations, where activities are primarily confined to industrial sites and do not significantly affect
diverse ecosystems.
Topic 11.7 Closure and rehabilitation Our operations involve continuous production facilities with minimal environmental disruption and no current or planned activities that would
require significant closure or rehabilitation efforts.
Topic 11.12 Forced labor and modern slavery We have rigorous policies and supplier due diligence processes in place to prevent forced labor and modern slavery within our supply chain,
with no identified risks or incidents that would materially impact operations.
Topic 11.13 Freedom of association and collective bargaining Legal constraints within Saudi Arabia restrict the scope of labor union activities and collective bargaining, minimizing significant impacts
on our operations.
Topic 11.16 Land and resource rights Operations primarily involve leased or privately owned land with no disputes or significant conflicts over resource rights. Our activities do not
foresee expansion into areas where land rights issues would be a concern.
Topic 11.17 Rights of indigenous peoples Operations in Saudi Arabia’s oil and gas sector do not impact indigenous communities or their rights. Projects are situated in areas without
indigenous populations.
Topic 11.18 Conflict and security We operate within secure industrial zones and adhere to rigorous security protocols in our oil and gas operations. We implement proactive
measures and mitigate risks related to conflict and security incidents.
Topic 11.19 Anti-competitive behavior We maintain strict adherence to anti-competitive practices and compliance with regulatory frameworks within Saudi Arabia’s oil and gas sector.
There are no identified instances or significant risks of anti-competitive behavior that would necessitate detailed reporting.
Topic 11.21 Payments to governments We follow standard industry practices regulated by local authorities and ensure compliance with all financial obligations, with no material
discrepancies or significant impacts.
Topic 11.22 Public policy Not material to our company’s engagement with public policy issues within Saudi Arabia’s oil and gas sector that is primarily focused on regulatory
compliance and industry standards.

SUSTAINABLE VISION IN ACTION
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SUSTAINABLE

SUSTAINABILITY REPORT 2023

WE INTEGRATE OUR VISION OF SUSTAINABILITY

Sustainable Vision in Action

MESSAGE FROM THE CEO 7 CLIMATE CHANGE 30 SAUDIZATION 61

2023 PERFORMANCE HIGHLIGHTS 8 GHG EMISSIONS 31 RESPONSIBLE BUSINESS 62

ABOUT TASNEE 10 ENERGY MANAGEMENT 34 ECONOMIC AND BUSINESS PERFORMANCE 63

OUR COMPANY 11 EFFLUENTS AND POLLUTANTS 36 GOVERNANCE 64

OUR CHARTER 12 HAZARDOUS SUBSTANCES 39 BUSINESS ETHICS 67

OUR JOURNEY 13 WATER USE 41 CYBERSECURITY 71

BUSINESS MODELS 14 PRODUCT STEWARDSHIP 43 HUMAN RIGHTS 72

TASNEE’S PRODUCTS 15 HEALTH AND SAFETY 44 CUSTOMER FEEDBACK AND SATISFACTION 73

CERTIFICATIONS 17 TASNEE’S EHSS JOURNEY 45 INNOVATION 74

SUSTAINABILITY GOVERNANCE 20 EMPLOYEE WELL-BEING 50 COMMUNITY IMPACT 77

SUSTAINABILITY FRAMEWORK 22 PROCESS SAFETY AND ASSET INTEGRITY 52 APPENDICES 80

STAKEHOLDER ENGAGEMENT 23 HUMAN CAPITAL DEVELOPMENT 53 APPENDIX A. ABBREVIATIONS 81

ALIGNMENT WITH UN SDGS 26 DEVELOPMENT AND TRAINING 56 SUSTAINABLE VISION IN ACTION 90

ALIGNMENT WITH SAUDI VISION 2030 27 ENGAGEMENT AND SATISFACTION 58

Sustainable Vision in Action

ABOUT THIS REPORT

Sustainable Vision in Action

MESSAGE FROM THE CHAIRMAN

Sustainable Vision in Action

MESSAGE FROM THE CEO

Sustainable Vision in Action

2023 PERFORMANCE HIGHLIGHTS

30% 38% 100%

return-to-work rate from parental leaves x3 of planned audits completed

of new suppliers screened using social and

Sustainable Vision in Action

2023 PERFORMANCE HIGHLIGHTS

increase in emergency drills 9%

score in JAMA’A’s annual drill evaluation Zero

safe working hours

Sustainable Vision in Action

Sustainable Vision in Action

Sustainable Vision in Action

SEEKING KNOWLEDGE: TEAMWORK:

Sustainable Vision in Action

Sustainable Vision in Action

SBU Petro- SBU SBU Support Strategy & Technology &

TASNEE STRATEGIC BUSINESS UNITS (SBU) & AFFILIATES

PETROCHEMICALS DOWNSTREAM METALLURGY

Sustainable Vision in Action

Sustainable Vision in Action

Sustainable Vision in Action

Sustainable Vision in Action

METALLURGY SUPPORT FUNCTIONS MEMBERSHIPS

Sustainable Vision in Action

Sustainable Vision in Action

Central Workshop Maintenance

Sustainable Vision in Action

INTEGRATED MANAGEMENT RATING SYSTEM

FEEDBACK IMRS-17 SUSTAINABILITY

Sustainable Vision in Action

ENVIRONMENTAL HUMAN CAPITAL COMMUNITY

Sustainable Vision in Action

We have identified seven distinct groups of

SHAREHOLDERS LOCAL AUTHORITIES CUSTOMERS