HOW IS SCOR ENSURING THAT FEEDBACK IS AT THE HEART OF THIS NEW CULTURE? C.L.G.R. With such significant changes happening across the Group, it is important that we understand how our employees’ needs are evolving and that we continue to promote transparency and encourage a feedback culture. Our regular “Pulse Surveys” invite all employees to share their thoughts on everything from satisfaction with management to growth opportunities within SCOR. Since these surveys were introduced in 2022, we have been able to motivate an increasing number of employees to participate. In fact, our last Pulse Survey cycle of 2024, which focused on the theme of “strong management,” recorded a recordhigh participation rate of 77%, surpassing our original target of 75%. C.L.G.-R. These surveys are a crucial tool for us to understand how well we’re meeting our employees’ needs and identify how we can continue to ensure a workplace where everyone feels supported and empowered to perform their best. While there will always be room for improvement, recent Pulse Surveys have been largely positive and prove that we’re on the right track. HOW IS SOCIAL SUSTAINABILITY BEING PRIORITIZED AT SCOR? C.L.G.R. Our commitment to social sustainability and creating a positive workplace is not just based on strategic necessity but is rooted in a deep belief that we can have a positive impact on our employees’ wellbeing. Our business is all about protecting and ensuring the wellbeing of people and societies and we believe that starts with our employees. C.L.G.-R. In line with our Forward 2026 strategic plan, this year we have continued to put an emphasis on nurturing female talents through leadership programs and clear succession planning. At the end of December 2024, women represented 32% of employees in upper management and 37.5% of the Group Executive Committee’s members. In 2024, SCOR also supported several key initiatives such as signing the Parenthood Charter from Observatoire de la Qualité de Vie au Travail (OQVT), which supports employees in reconciling their professional, personal, and family lives. The OQVT later awarded SCOR’s #WorkingWellTogether program a special prize that recognizes initiatives with a positive impact on the environment, society, and the wellbeing of employees. C.L.G.-R. We also supported key industry initiatives such as the Dive In Festival, a worldwide annual festival that hosts conferences and other events to explore how the insurance and reinsurance industry can act to embrace social sustainability and promote workplace wellbeing. In fact, SCOR’s conference titled “Bridging the Gap: Financial Education for Inclusive Growth” was the first Dive In event in be hosted in France. C.L.G.-R. SCOR will continue to engage in initiatives such as these to make positive workplace experiences the norm in 2025 and beyond (page 56). WHAT ARE THE NEXT STEPS FOR SCOR’S HR TEAMS? C.L.G.R. The next steps for the HR teams will be to further prepare for the future of our talents. Two years ago, we started a large project, the Global Job Grading, which maps all existing jobs within the organization, providing a framework for new “Our commitment to social sustainability and creating a positive workplace is not just based on strategic necessity but is rooted in a deep belief that we can have a positive impact on our employees’ wellbeing.” 50 ACTIVITY REPORT 2024
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