Reporting Corporate Risk: An Empirical Inquiry into Listed Entities in the Saudi Capital Market
Abstract
1. Introduction
2. Literature Review
3. Research Methods
3.1. Constructing the Risk Disclosure Index (RDI)
3.2. Sampled Corporate Reports
3.3. Coding Procedure
4. Research Findings
4.1. Financial Risk Disclosure
4.2. Non-Financial Risk Disclosure
4.2.1. Non-Financial Risk Disclosure by Categories
4.2.2. Non-Financial Risk Disclosure by Sectors and Companies
5. Conclusions, Implications, and Limitations
Author Contributions
Funding
Institutional Review Board Statement
Informed Consent Statement
Data Availability Statement
Acknowledgments
Conflicts of Interest
References
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Categories | Items | Used By | Originally Suggested By |
---|---|---|---|
Economic Risk | E1: Interest rate | Ibrahim et al. [100] | Linsley and Shrives [82], Habtoor et al. [72] |
E2: Exchange rate (Currency risk) | Ibrahim et al. [100] | Linsley and Shrives [82], Habtoor et al. [72] | |
E3: Commodity price risk | Ibrahim et al. [100] | Linsley and Shrives [82], Habtoor et al. [72] | |
E4: Inflation | Rajab and Handley-Schachler [76] | ||
E5: Credit | Ibrahim et al. [100] | Linsley and Shrives [82], Habtoor et al. [72] | |
E6: Taxation | Rajab and Handley-Schachler [76]. | ||
Other Financial Risks | OF1: Liquidity | Ibrahim et al. [100] | Linsley and Shrives [82], Habtoor et al. [72] |
Exposure to other price risks | Habtoor et al. [72] | ||
Sensitivity analysis | Habtoor et al. [72] | ||
Financial Instruments | FI1: Reclassification of instruments | Habtoor et al. [72] | |
FI2: Cumulative changes in fair value | Habtoor et al. [72] | ||
Derivatives Hedging | DH1: Changes in fair value of assets and liabilities | Habtoor et al. [72] | |
DH2: Cash flow hedge | Habtoor et al. [72] |
Types of Non-Financial Risk | Items | Used By | Originally Suggested By |
---|---|---|---|
General Risk | GR1: Strategic goals and plans | Habtoor et al. [72] | |
GR2: Prospects and expectations | Habtoor et al. [72] | Rajab and Handley-Schachler [76]. | |
GR3: Competition in product market | Habtoor et al. [72] | ||
Accounting Policies | AP1: Use of estimates judgements | Habtoor et al. [72] | |
AP2: Collateral assets against loans | Habtoor et al. [72] | ||
AP3: Financial assets impairment | Habtoor et al. [72] | ||
AP4: Other assets impairment | Habtoor et al. [72] | ||
AP5: De-recognition of financial assets | Habtoor et al. [72] | ||
AP6: Contingent liabilities | Habtoor et al. [72] | ||
AP7: Commitments capital expenditure | Habtoor et al. [72] | Probohudono (2013) [75] | |
AP8: Contingent assets and gains | Habtoor et al. [72] | ||
AP9: Inventory evaluation | Habtoor et al. [72] | ||
AP10: Foreign currency translation | Habtoor et al. [72] | ||
AP11: Key sources of estimation uncertainty | Habtoor et al. [72] | ||
AP12: Risk management policies (general) | Habtoor et al. [72] | ||
AP13: Objective of holding derivatives instruments | Habtoor et al. [72] | Rajab and Handley-Schachler [76] | |
Derivatives Hedging | DH1: Hedging description | Habtoor et al. [72] | |
Segment Information | SI1: Business major segments | Habtoor et al. [72] | Jenkins Committee’s report |
SI2: Geographical major segments | Habtoor et al. [72] | Jenkins Committee’s report | |
SI3: Geographical concentration | Habtoor et al. [72] | Jenkins Committee’s report | |
SI4: Customers, suppliers, and asset concentration | Habtoor et al. [72] | ||
Operational Risk | OP1: Key personnel dependence risk | Jamil et al. [87] | Miihkinen [105] |
OP2: Uncommon business fluctuations in demand | Jamil et al. [87] | Miihkinen [105] | |
OP3: Interruptions in the delivery chain | Jamil et al. [87] | Miihkinen [105] | |
OP4: Price fluctuations in the factors of production | Jamil et al. [87] | Miihkinen [105] | |
OP5: Patents and other industrial rights | Jamil et al. [87] | Miihkinen [105], Ntim et al. [104] | |
OP6: Customer satisfaction | Jamil et al. [87] | Linsley and Shrives [82], Miihkinen [105], Abdullah et al. [103], Habtoor et al. [72], Ibrahim et al. [10] | |
OP7: Reputation. | Jamil et al. [87] | Miihkinen [105], Ntim et al. [104], Habtoor et al. [72] | |
OP8: Brand name erosion | Linsley and Shrives [82]; Miihkinen [105], Ntim et al. [104], Habtoor et al. [72]; Ibrahim et al. [100] | ||
OP9: Stock obsolescence and shrinkage | Jamil et al. [87] | Linsley and Shrives [82], Miihkinen [105], Ntim et al. [104], Abdullah et al. [103], Ibrahim et al. [100] | |
OP10: Product and service failure | Jamil et al. [87] | Linsley and Shrives [82], Rajab and Handley-Schachler [76], Miihkinen [105], Ntim et al. [104], Abdullah et al. [103], Habtoor et al. [72], Ibrahim et al. [100] | |
OP11: Environmental issues/impact | Jamil et al. [87] | Linsley and Shrives [82], Miihkinen [105], Ntim et al. [104], Abdullah et al. [103], Ibrahim et al. [100]. | |
OP12: Health and safety | Jamil et al. [87] | Linsley and Shrives [82], Miihkinen [105], Ntim et al. [104], Abdullah et al. [103], Habtoor et al. [72], Ibrahim et al. [100] | |
OP13: Unsuccessful project deliveries | Jamil et al. [87] | Rajab and Handley-Schachler [76] Miihkinen [105] | |
OP14: Quality control | Jamil et al. [87] | Miihkinen [105] | |
OP15: (a) Product development | Jamil et al. [87] | Linsley and Shrives [82], Ntim et al. [104], Abdullah et al. [103], Habtoor et al. [72] | |
OP15: (b) Service development | Habtoor et al. [72], Ibrahim et al. [100] | ||
OP16: Business process and procedure | Jamil et al. [87] | Ntim et al. [104] | |
OP17: Sourcing | Jamil et al. [87] | Linsley and Shrives [82], Ntim et al. [104], Abdullah et al. [103], Habtoor et al. [72], Ibrahim et al. [100] | |
OP18: Compliance on operations regulation | Jamil et al. [87] | Rajab and Handley-Schachler [76] | |
OP19: Social contribution/community support and social risk | Jamil et al. [87] | Rajab and Handley-Schachler [76], Ntim et al. [104] | |
OP20: Efficiency and performance | Ibrahim et al. [101] | Linsley and Shrives [82], Habtoor et al. [72] | |
OP21: Internal control | Habtoor et al. [72] | Rajab and Handley-Schachler [76] | |
OP22: Recruiting of qualified and skilled professionals | Habtoor et al. [72] | ||
OP23: Continuity and sustainability | Habtoor et al. [72] | ||
OP24: Regulatory environment risk | Habtoor et al. [72] | ||
OP25: Legal regulatory sanctions | Habtoor et al. [72] | ||
OP26: Saudization risk | Habtoor et al. [72] | ||
OP27: Reservations for chartered accountant | Habtoor et al. [72] | ||
OP28: Events beyond balance sheet | Habtoor et al. [72] | ||
OP29: Operational disruption | Rajab and Handley-Schachler [76] | ||
OP30: Operational problem | Rajab and Handley-Schachler [76] | ||
OP31: Employment practices and workplace safety (H&S) | Rajab and Handley-Schachler [76]. | ||
OP32: Other operational risks | Habtoor et al. [72] | ||
Empowerment Risk | EM1: Governance, leadership, and management | Jamil et al. [87] | Linsley and Shrives [82], Abdullah et al. [103], Ibrahim et al. [100] |
EM2: Outsourcing | Jamil et al. [87] | Linsley and Shrives [82], Abdullah et al. [103], Ibrahim et al. [100] | |
EM3: Performance incentives | Jamil et al. [87] | Linsley and Shrives [82], Abdullah et al. [103], Habtoor et al. [72], Ibrahim et al. [100] | |
EM4: Resistance to change/adaption/change readiness | Jamil et al. [87] | Linsley and Shrives [82], Abdullah et al. [103] | |
EM5: Communications | Jamil et al. [87] | Linsley and Shrives [82], Abdullah et al. [103], Ibrahim et al. [100] | |
EM6: High employee turnover rate | Jamil et al. [87] | Ntim et al. [104] | |
EM7: Productivity of staff | Jamil et al. [87] | Ntim et al. [104] | |
EM8: Change readiness | Ibrahim et al. [99] | Linsley and Shrives [82] | |
Information Processing and Technology Risk | IT1: System safety and security (Integrity) | Jamil et al. [87] | Linsley and Shrives [82], Abdullah et al. [103], Ibrahim et al. [100] |
IT2: Accessibility by unauthorized personnel | Jamil et al. [87] | Linsley and Shrives [82], Abdullah et al. [103] | |
IT3: Availability of information | Jamil et al. [87] | Linsley and Shrives [82], Abdullah et al. [103], Habtoor et al. [72], Ibrahim et al. [100] | |
IT4: Infrastructure | Jamil et al. [87] | Linsley and Shrives [82], Abdullah et al. [103], Habtoor et al. [72] Ibrahim et al. [100] | |
IT5: Cybercrime | Jamil et al. [87] | Suggested by Pre-test Panelist | |
IT6: Access | Ibrahim et al. [99] | Linsley and Shrives [82] | |
Integrity Risk | IN1: Management and employee fraud/illegal acts | Jamil et al. [87] | Linsley and Shrives [82], Ntim et al. [104], Abdullah et al. [103], Ibrahim et al. [100] |
IN2: Reputation | Jamil et al. [8] | Linsley and Shrives [82], Rajab and Handley-Schachler [76], Abdullah et al. [103], Ibrahim et al. [100] | |
IN3: Conflict of interest | Jamil et al. [87] | Suggested by Pre-test Panelist | |
IN4: Evasion or avoidance of tax regulation | Jamil et al. [87] | Suggested by Pre-test Panelist | |
IN5: Market manipulation activities | Jamil et al. [87] | Suggested by Pre-test Panelist | |
ST1: Market area | Jamil et al. [87] | Miihkinen [105] | |
ST2: Position in the production chain | Jamil et al. [87] | Miihkinen [105] | |
ST3: Too dependence on customer | Jamil et al. [87] | Miihkinen [105] | |
ST4: Too dependence on suppliers | Jamil et al. [87] | Miihkinen [105], Rajab and Handley-Schachler [76] | |
ST5: Changes in technological progress | Jamil et al. [87] | Miihkinen [105] | |
ST6: Regulatory changes | Jamil et al. [87] | Miihkinen [105], Linsley and Shrives [82], Abdullah et al. [103], Ntim et al. [104], Ibrahim et al. [100] | |
ST7: Economical changes | Jamil et al. [87] | Miihkinen [105] | |
ST8: Mergers | Jamil et al. [87] | Miihkinen [105] | |
ST9: Acquisitions | Rajab and Handley-Schachler [76] | ||
ST10: New alliances and joint ventures | Habtoor et al. [72] | Rajab and Handley-Schachler [76] | |
ST11: Pricing | Jamil et al. [87] | Miihkinen [105], Abdullah et al. [103], Ibrahim et al. [100] | |
ST12: Industry-specific changes | Jamil et al. [87] | Miihkinen [105], Linsley and Shrives [82], Abdullah et al. [103], Ibrahim et al. [100] | |
ST13: Industry sources (competition) | Rajab and Handley-Schachler (2009) [76] | ||
ST14: Industry sources (potential entrants) | Rajab and Handley-Schachler (2009) [76] | ||
ST15: Industry sources (suppliers) | Rajab and Handley-Schachler (2009) [76] | ||
ST16: Industry sources (substitutes) | Rajab and Handley-Schachler (2009) [76] | ||
ST17: Industry sources (strategic partners) | Rajab and Handley-Schachler (2009) [76] | ||
ST18: Industry sources (changes in demand, client requirements, and customer preferences) | Rajab and Handley-Schachler (2009) [76] | ||
ST19: Launching of new products | Jamil et al. [87] | Miihkinen [105] | |
ST20: Business portfolio changes | Jamil et al. [87] | Miihkinen [105], Linsley and Shrives [82], Abdullah et al. [103], Ibrahim et al. [100] | |
ST21: Business life cycle | Jamil et al. [87] | Linsley and Shrives [82], Miihkinen [105], Abdullah et al. [103], Ibrahim et al. [100] | |
ST22: Changes in management team (Management) | Jamil et al. [87] | Miihkinen [105] | |
ST23: Competitors presence | Jamil et al. [87] | Linsley and Shrives [82], Abdullah et al. [103], Ibrahim et al. [100] | |
ST24: Valuation of asset, liabilities, and stock | Jamil et al. [87] | Linsley and Shrives [82], Abdullah et al. [103] | |
ST25: Strategic planning process (Planning) | Jamil et al. [87] | Linsley and Shrives [82], Abdullah et al. [103] | |
ST26: Performance measurement | Jamil et al. [87] | Linsley and Shrives [82], Abdullah et al. [103], Ibrahim et al. [100] | |
ST27: Taxation policy changes | Jamil et al. [87] | Ntim et al. [104] | |
ST28: GDP growth/market demand/aggregate demand | Jamil et al. [87] | Ntim et al. [104] | |
ST29: Inflation rate changes | Jamil et al. [87] | Ntim et al. [104] | |
ST30: Budget deficit | Jamil et al. [87] | Ntim et al. [104] | |
ST31: Environmental scan | Ibrahim et al. [102] | Linsley and Shrives [82] | |
ST32: Sovereign and political | Ibrahim et al. [100] | Linsley and Shrives [82] | |
ST33: Intellectual property right | Rajab and Handley-Schachler [76]. | ||
ST34: Management of growth | Rajab and Handley-Schachler [76]. | ||
ST35: Investment | Rajab and Handley-Schachler [76]. | ||
Research and Development Risk | RD1: Company’s plan regarding new products or services | Jamil et al. [87] | Tan et al. [106] |
RD2: Incompleteness of ongoing research and development projects | Jamil et al. [87] | Tan et al. [106] | |
RD3: Breach of trust in research and development confidentiality | Jamil et al. [87] | Tan et al. [106] | |
Damage and Hazard Risk | DHR1: Significant illegal actions | Jamil et al. [87] | Miihkinen [105] |
DHR2: Natural disasters and/or terrorism | Jamil et al. [87] | Ntim et al. [105], Habtoor et al. [72] | |
Environmental Risk (risks related to transition to a lower-carbon economy) | ER1: Policy and legal risks | ASX CGC [90] | Rajab and Handley-Schachler [76], ASX CGC [90] |
ER2: Technology risk | ASX CGC [90] | ASX CGC [90] | |
ER3: Market risk | ASX CGC [90] | ASX CGC [90] | |
ER4: Reputation risk | ASX CGC [90] | ASX CGC [90] | |
Environmental Risk (Physical risks) | ERph1: Changes in water availability, sourcing, and quality | ASX CGC [90] | ASX CGC [90] |
ERph2: Food security | ASX CGC [90] | ASX CGC [90] | |
ERph3: Liability | ASX CGC [90] | ASX CGC [90] | |
Climate change risk | Cch1: Climate and catastrophes | Rajab and Handley-Schachler [76] | |
Cch2: Physical risks | ASX CGC [90] | ASX CGC [90] | |
Cch3: Transition risks | |||
Cch4: Liability risks |
Type of Risk Disclosure | Categories of Risk | Number of Items |
---|---|---|
Financial Risk Disclosure | 1. Economic Risk | 6 |
2. Financial Instruments | 2 | |
3. Derivatives Hedging | 2 | |
4. Other Financial Risk | 3 | |
Total | 13 Items | |
Non-Financial Risk Disclosure | 5. General Risk | 3 |
6. Accounting Policies | 13 | |
7. Derivatives Hedging | 1 | |
8. Segment Information | 6 | |
9. Operational Risk | 32 | |
10. Empowerment Risk | 9 | |
11. Information Processing and Technology Risk | 6 | |
12. Integrity Risk | 5 | |
13. Strategy Risk | 35 | |
14. Research and Development Risk | 3 | |
15. Damage and Hazard Risk | 2 | |
16. Environmental Risk (risks related to transition to a lower-carbon economy) | 4 | |
17. Environmental Risk (Physical risks) | 3 | |
18. Climate Change Risk | 4 | |
Total | 126 Items | |
Total of All Items Suggested in Prior Studies | 139 Items |
Categories | Items | Reference | Become |
---|---|---|---|
Segment Information | SI4: Customers, suppliers, and assets’ concentration | Habtoor et al. [72] | SI4: Customers’ concentration |
SI5: Suppliers’ concentration | |||
SI6: Assets’ concentration | |||
Empowerment Risk | EM1: Governance, leadership and management | Jamil et al. [87], Linsley and Shrives [82], Abdullah et al. [103], Ibrahim et al. [99] | EM1: Governance |
EM2: Leadership | |||
EM3: Management | |||
Empowerment Risk | EM4: (a) Resistance to change/adaption | Linsley and Shrives [82], Ibrahim et al. [99] | EM4: Resistance to change/adaption |
EM4: (b) Change readiness | Linsley and Shrives [82], Ibrahim et al. [99] | EM8: Change readiness | |
EM8: High employee turnover rate | Jamil et al. [87], Ntim et al. [104] | EM8: Employee turnover | |
Operating Risk | OP31: Employment practices and workplace safety (H&S) | Rajab and Handley-Schachler [76] | OP32: Employment practices |
OP33: Workplace safety | |||
Strategy Risk | ST27: performance measurement | Linsley and Shrives [82], Abdullah et al. [103], Ibrahim et al. [99] | ST27: performance measurement (Employee) |
Categories | Items |
---|---|
Economic Risk | E1: Interest rate |
E2: Exchange rate (Currency risk) | |
E3: Commodity price risk | |
E4: Inflation | |
E5: Credit | |
E6: Taxation | |
Other Financial Risk | OF1: Liquidity |
OF2: Exposure to other price risks | |
OF3: Sensitivity analysis | |
Financial Instruments | FI1: Reclassification of instruments |
FI2: Cumulative changes in fair value | |
Derivatives Hedging | DH1: Change in fair value of assets and liabilities |
DH2: Cash flow hedge |
Types of Non-Financial Risk | Items |
---|---|
General Risk | G1: Strategic goals and plans |
G2: Prospects and expectations | |
G3: Competition in product market | |
Accounting Policies | AP1: Use of estimates judgements |
AP2: Collateral assets against loans | |
AP3: Financial assets impairment | |
AP4: Other assets impairment | |
AP5: De-recognition of financial assets | |
AP6: Contingent liabilities | |
AP7: Commitments capital expenditure | |
AP8: Contingent assets and gains | |
AP9: Inventory evaluation | |
AP10: Foreign currency translation | |
AP11: Key sources of estimation uncertainty | |
AP12: Risk management policies (general) | |
AP13: Objective of holding derivative instruments | |
Derivatives Hedging | DH1: Hedging description |
Segment Information | SI1: Business major segments |
SI2: Geographical major segments | |
SI3: Geographical concentration | |
SI4: Customers’ concentration | |
SI5: Supplier concentration | |
SI6: Asset concentration | |
Operational Risk | OP1: Key person dependence risk |
OP2: Uncommon business fluctuations in demand | |
OP3: Interruptions in the delivery chain | |
OP4: Price fluctuations in the factors of production | |
OP5: Patents and other industrial rights | |
OP6: Customer satisfaction | |
OP7: Reputation | |
OP8: Brand name erosion | |
OP9: Stock obsolescence and shrinkage | |
OP10: Product and service failure | |
OP11: Environmental issues/impact | |
OP12: Health and safety | |
OP13: Unsuccessful project deliveries | |
OP14: Quality control | |
OP15: Product and service development | |
OP16: Business process and procedure | |
OP17: Sourcing | |
OP18: Compliance on operations regulations | |
OP19: Social contribution/community support and social risk | |
OP20: Efficiency and performance | |
OP21: Internal control | |
OP22: Recruiting qualified and skilled professionals | |
OP23: Continuity and sustainability | |
OP24: Regulatory environment risk | |
OP25: Legal regulatory sanctions | |
OP26: Saudization risk | |
OP27: Reservations for chartered accountants | |
OP28: Events beyond balance sheet | |
OP29: Risk management policies | |
OP30: Liquidity and cash flow | |
OP31: Operational disruption | |
OP32: Operational problem | |
OP33: Employment practices | |
OP34: Environment risk (risks arising from the impact of companies’ operations on the natural environment) | |
OP35: Other operation risks | |
Empowerment Risk | EM1: Governance |
EM2: Leadership | |
EM3: Management | |
EM4: Outsourcing | |
EM5: Performance incentives | |
EM6: Resistance to change/adaption/change readiness | |
EM7: Communications | |
EM8: High employee turnover rate | |
EM9: Productivity of staff | |
EM10: Change readiness | |
Information Processing and Technology Risk | IT1: System safety and security (Integrity) |
IT2: Accessibility by unauthorized personnel | |
IT3: Information availability | |
IT4: Infrastructure | |
IT5: Cybercrime | |
IT6: Access | |
Integrity Risk | IN1: Management and employee fraud/illegal acts |
IN2: Reputation | |
IN3: Conflict of interest | |
IN4: Evasion or avoidance of tax regulation | |
IN5: Market manipulation activities | |
Strategy Risk | ST1: Market competition |
ST2: Market area | |
ST3: Position in the production chain | |
ST4: Heavy dependence on customers | |
ST5: Heavy dependence on suppliers | |
ST6: Changes in technological progress | |
ST7: Regulatory changes | |
ST8: Political changes | |
ST9: Economical changes | |
ST10: (a) Mergers and (b) acquisitions | |
ST11: New alliances and joint ventures | |
ST12: Pricing | |
ST13: Industry-specific changes | |
ST14: Industry sources (competition) | |
ST15: Industry sources (potential entrants) | |
ST16: Industry sources (suppliers) | |
ST17: Industry sources (substitutes) | |
ST18: Industry sources (strategic partners) | |
ST19: Industry sources (changes in demand, client requirements, and customer preferences) | |
ST20: Launching of new products | |
ST21: Business portfolio changes | |
ST22: Business life cycle | |
ST23: Changes in management team (Management) | |
ST24: Competitors’ presence | |
ST25: Valuation of assets, liabilities, and stock | |
ST26: Strategic planning process (Planning) | |
ST27: Performance measurement (Employee) | |
ST28: Taxation policy changes | |
ST29: GDP growth/market demand/aggregate demand | |
ST30: Inflation rate changes | |
ST31: Budget deficit | |
ST32: Environmental scan | |
ST33: Sovereign and political | |
ST34: Product market | |
ST35: Intellectual property rights | |
ST36: Management of growth | |
ST37: Investment | |
Research and Development Risk | RD1: Company’s plans regarding new products or services |
RD2: Incompleteness of ongoing research and development projects | |
RD3: Breach of trust in research and development confidentiality | |
Damage and Hazard Risk | DH1: Significant illegal actions |
DH2: Natural disasters and/or terrorism | |
Environmental risk (Risks related to transition to a lower-carbon economy) | ER1: Policy and legal risks |
ER2: Technology risk | |
ER3: Market risk | |
ER4: Reputation risk | |
Environmental risk (Physical risks) | ERph1: Changes in water availability, sourcing, and quality |
ERph2: Food security | |
ERph3: Liability | |
Climate change risk | Cch1: Climate and catastrophes |
Cch2: Physical risks | |
Cch3: Transition risks | |
Cch4: Liability risks |
Sector | Total Market Capitalization | % |
---|---|---|
Energy | 7,089,144,660,000 | 78.55% |
Utility | 86,566,026,939 | 0.96% |
Material | 541,863,065,508.78 | 6.00% |
Total market capitalization across the three sectors | 7,717,573,752,448.08 | 85.51% |
Total market capitalization in the Saudi Capital Market | 9,025,438,669,340.85 | 100% |
Items | Companies |
---|---|
AP2: Collateral assets against loans | ARAMCO (Dhahran, Saudi Arabia) |
Petro Rabigh (Rabigh, Saudi Arabia) | |
SARCO (Jeddah, Saudi Arabia) | |
ALDREES (Riyadh, Saudi Arabia) | |
BAHRI (Riyadh, Saudi Arabia) | |
GASCO (Riyadh, Saudi Arabia) | |
BAHRI (Riyadh, Saudi Arabia) | |
Saudi Electricity Co. | |
SABIC (Riyadh, Saudi Arabia) | |
MA’ADEN (Riyadh, Saudi Arabia) | |
YANSAB (Yanbu, Saudi Arabia) | |
SIPCHEM (Alkhobar, Saudi Arabia) | |
YSCC (Riyadh, Saudi Arabia) | |
ALUJAIN (Riyadh, Saudi Arabia) | |
TCC (Tabuk, Saudi Arabia) | |
Jouf Cement (Riyadh, Saudi Arabia) | |
AP6: Contingent liabilities | SARCO (Jeddah, Saudi Arabia) |
ALDREES (Riyadh, Saudi Arabia) | |
GASCO (Riyadh, Saudi Arabia) | |
SABIC (Riyadh, Saudi Arabia) | |
SAUDI KAYAN (Jubail, Saudi Arabia) | |
SAUDI CEMENT (Dammam, Saudi Arabia) | |
YSCC (Riyadh, Saudi Arabia) | |
EPCCO | |
GASCO (Riyadh, Saudi Arabia) | |
YANSAB (Yanbu, Saudi Arabia) |
Sectors | Companies | Date of Establishment | Date of Issuing | Assets | Net Income | Capital | |
---|---|---|---|---|---|---|---|
Energy Sector | 1 | Saudi Arabian Oil Co. (SAUDI ARAMCO) (Dhahran, Saudi Arabia) | 13 November 1988 | 11 December 2019 | 1,494,126,000 | 330,693,000 | 7,050,000,000,000 |
2 | Rabigh Refining and Petrochemical Co. (PETRO RABIGH) | 19 September 2005 | 3 November 2007 | 74,029,648 | −602,960 | 18,974,160,000 | |
3 | National Shipping Company of Saudi Arabia (BAHRI) (Riyadh, Saudi Arabia) | 22 January 1978 | N\A * | 20,560,827 | 645,070 | 15,750,000,000 | |
4 | Aldrees Petroleum and Transport Services Co. (ALDREES) (Riyadh, Saudi Arabia) | 12 September 1962 | 26 February 2006 | 3,585,220 | 291,743,658 | 3,750,000,000 | |
5 | Saudi Arabia Refineries Co. (SARCO) (Jeddah, Saudi Arabia) | 1 February 1961 | N\A * | 465,021,769 | 17,170,699 | 670,500,000 | |
Mean | 411,464,693 | 127,929,893 | 1,417,828,932,000 | ||||
SD | 634,046,089 | 168,030,910 | 3,148,488,851,467 | ||||
MAX | 1,494,126,000 | 330,693,000 | 7,050,000,000,000 | ||||
MIN | 3,585,220 | −602,960.00 | 670,500,000 | ||||
Utility Sector | 1 | Saudi Electricity Co. (Riyadh, Saudi Arabia) | 14 December 1999 | 5 April 2000 | 479,829,990 | 1,387,557 | 84,248,526,939 |
2 | National Gas and Industrialization Co. (GASCO) (Riyadh, Saudi Arabia) | 9 December 1963 | N\A * | 2,114,580,974 | 142,369,283 | 2,317,500,000 | |
3 | Alkhorayef Water and Power Technologies Co. (AWPT) (Riyadh, Saudi Arabia) | 2 September 1991 | 1 June 2020 | 405,930,624 | 91,727,369 | 0 | |
Mean | 1,000,113,862.67 | 78,494,736.33 | 28,855,342,313 | ||||
SD | 965,863,854.67 | 71,416,305.50 | 47,985,897,707.77 | ||||
MAX | 2,114,580,974 | 142,369,283 | 84,248,526,93 | ||||
MIN | 405,930,624 | 1,387,557 | 0 | ||||
Material Sector | 1 | Saudi Basic Industries Corp. (SABIC) (Riyadh, Saudi Arabia) | 6 September 1976 | 4 January 1977 | 310,365,751,000 | 8,462,836,000 | 281,700,000,000 |
2 | Saudi Arabian Mining Co. (MA’ADEN) (Riyadh, Saudi Arabia) | 23 March 1997 | 28 July 2008 | 97,657,597,048 | −1,528,137,524 | 54,638,246,882.40 | |
3 | Yanbu National Petrochemical Co. | 11 February 2006 | 20 February 2006 | 18,070,407 | 31,443,750,000 | ||
4 | SABIC Agri-Nutrients Co. (Riyadh, Saudi Arabia) | 11 September 1965 | 7 March 1990 | 9,662,542,000 | 1,473,919,000 | 32,291,666,615 | |
5 | Saudi Kayan Petrochemical Co. (SAUDI KAYAN) (Jubail, Saudi Arabia) | 12 June 2007 | 23 June 2007 | 35,327,795,000 | −636,777,000 | 16,650,000,000 | |
6 | Sahara International Petrochemical Co. (SIPCHEM)) (Khobar, Saudi Arabia | 22 December 1999 | 9 September 2006 | 23,991,272,000 | 244,708,000 | 13,170,666,642.72 | |
7 | National Petrochemical Co. (PETROCHEM) (Riyadh, Saudi Arabia) | 8 September 2007 | 8 August 2009 | 19,015,723,000 | 1,018,161,000 | 11,395,200,000 | |
8 | Saudi Industrial Investment Group (SIIG) (Riyadh, Saudi Arabia) | 1 January 1996 | 15 February 2004 | 22,207,304,000 | 1,286,990,000 | 10,800,000,000 | |
9 | Saudi Cement Co. (SAUDI CEMENT) (Dammam, Saudi Arabia) | - | 23 November 1955 | 3,909,280,000 | 451,397,000 | 10,725,300,000 | |
10 | Advanced Petrochemical Co. (ADVANCED) (Dammam, Saudi Arabia) | 1 October 2005 | 20 January 2007 | 3,802,588,000 | 759,308,000 | 10,693,785,960 | |
11 | National Industrialization Co. (TASNEE) (Riyadh, Saudi Arabia) | 19 May 1985 | N\A * | 22,939,499,000 | −1,843,256,000 | 9,150,745,790.88 | |
12 | Southern Province Cement Co. (SPCC) (Abha, Saudi Arabia) | 21 January 1978 | N\A * | 4,200,173,479 | 462,711,487 | 9,016,000,000 | |
13 | Yanbu Cement Co. (YCC) (Yanbu, Saudi Arabia) | 18 March 1977 | N\A * | 3,690,527,264 | 257,675,907 | 6,008,625,000 | |
14 | Qassim Cement Co. (QACCO) (Buraydah, Saudi Arabia) | 11 August 1976 | N\A * | 2,056,671,016 | 360,735,095 | 5,949,000,000 | |
15 | Yamama Cement Co. (YSCC) (Riyadh, Saudi Arabia) | 8 August 1961 | N\A * | 5,565,506,080 | 256,335,297 | 5,244,750,000 | |
16 | Arabian Cement Co. (ACC) (Jeddah, Saudi Arabia) | 14 June 1960 | N\A * | 3,646,924,000 | 212,548,000 | 3,680,000,000 | |
17 | City Cement Co. (CITY CEMENT) (Riyadh, Saudi Arabia) | 19 June 2005 | 13 October 2012 | 2,331,361,282 | 180,945,473 | 3,386,680,000 | |
18 | Eastern Province Cement Co. (EPCCO) (Khobar, Saudi Arabia) | 9 January 1982 | N\A * | 2,764,934,000 | 180,696,000 | 3,096,000,000 | |
19 | Northern Region Cement Co. (NORTHERN CEMENT) (Turaif, Saudi Arabia) | 16 March 2006 | 20 March 2006 | 3,218,787,991 | 92,753,025 | 2,131,200,000 | |
20 | Alujain Corp. (ALUJAIN) (Riyadh, Saudi Arabia) | 21 December 1991 | N\A * | 1,496,722,000 | 191,156,000 | 2,076,000,000 | |
21 | Najran Cement Co. (NAJRAN CEMENT) (Najran, Saudi Arabia) | 7 October 2005 | 12 May 2012 | 2,484,328,000 | 53,515,000 | 2,033,200,000 | |
22 | Tabuk Cement Co. (TCC) (Tabuk, Saudi Arabia) | 20 July 1994 | N\A * | 1,813,923,110 | 24,189,800 | 1,422,000,000 | |
23 | Al Jouf Cement Co. (JOUF CEMENT) (Riyadh, Saudi Arabia) | 5 August 2006 | 11 August 2010 | 2,319,337,706 | 5,256,112 | 1,368,510,000 | |
24 | Umm Al-Qura Cement Co. (UACC) (Riyadh, Saudi Arabia) | 4 July 2013 | 12 June 2014 | 1,266,621,166 | 79,823,172 | 1,215,500,000.00 | |
25 | Hail Cement Co. (HCC) (Hail, Saudi Arabia) | 30 November 2010 | 16 October 2011 | 1,313,855,586 | 59,657,071 | 1,194,380,000 | |
26 | Zamil Industrial Investment Co. (ZAMIL INDUST) (Khobar, Saudi Arabia) | 8 July 1998 | 9 February 2002 | 5,643,398,000 | 129,710,000 | 1,089,600,000 | |
27 | Saudi Steel Pipe Co. (SSP) (Dammam, Saudi Arabia) | 10 June 1980 | 4 August 2009 | 1,118,893,791 | −26,828,587 | 1,054,680,000 | |
28 | Methanol Chemicals Co. (CHEMANOL) (Jubail, Saudi Arabia) | 1 August 1989 | 16 September 2008 | 1,943,037,580 | −84,075,501 | 1,007,010,000.00 | |
29 | Al Yamamah Steel Industries Co. (ALYAMAMAH STEEL) (Riyadh, Saudi Arabia) | 9 January 1989 | 22 May 2016 | 1,552,124,684 | −38,463,736 | 960,120,000 | |
30 | United Wire Factories Co. (ASLAK) (Riyadh, Saudi Arabia) | 10 October 1990 | 21 August 2011 | 603,217,953 | 22,118,397 | 761,670,000 | |
31 | Takween Advanced Industries Co. (TAKWEEN) (Khobar, Saudi Arabia) | 21 October 1993 | 7 February 2012 | 1,966,409,000 | −96,717,000 | 760,000,000 | |
32 | Middle East Paper Co. (MEPCO) (Jeddah, Saudi Arabia) | 6 August 2000 | 3 May 2015 | 1,576,810,754 | 6,127,972 | 715,000,000 | |
33 | Zahrat Al Waha for Trading Co. (OASIS) (Riyadh, Saudi Arabia) | 6 October 2003 | 17 September 2017 | 489,794,251 | 56,635,828 | 705,000,000 | |
34 | Basic Chemical Industries Co. (BCI) (Dammam, Saudi Arabia) | 1 February 1973 | 16 June 2008 | 756,351,951 | 59,385,672 | 659,450,000.00 | |
35 | Al Kathiri Holding Co. (ALKATHIRI) (Riyadh, Saudi Arabia) | 31 August 2008 | 9 July 2017 | 110,283,613 | 16,015,975 | 596,756,160 | |
36 | The National Company for Glass Industries (ZOUJAJ) (Riyadh, Saudi Arabia) | 17 January 1990 | N\A * | 739,153,713 | −29852802 | 581,014,000.00 | |
37 | Nama Chemicals Co. (NAMA CHEMICALS) (Jubail, Saudi Arabia) | 12 May 1992 | 22 October 1998 | 1,302,602,000 | 1,176,000 | 555,542,400 | |
38 | Arabian Pipes Co. (APC) (Riyadh, Saudi Arabia) | 24 August 1991 | 21 December 1992 | 1,133,887,000 | 66,937,000 | 510,400,000 | |
39 | National Gypsum Co. (NGC) (Riyadh, Saudi Arabia) | 30 April 1959 | N\A * | 464,265,968 | 10,906,493 | 430,033,337.86 | |
40 | National Metal Manufacturing and Casting Co. (MAADANIYAH) (Jubail, Saudi Arabia) | 3 December 1990 | N\A * | 452,356,132 | −65,108,989 | 429,552,719.92 | |
41 | Filing and Packing Materials Manufacturing Co. (FIPCO) (Riyadh, Saudi Arabia) | 16 June 1991 | N\A * | 292,670,777 | 26,026,206 | 332,350,000 | |
42 | Saudi Paper Manufacturing Co. (SPM) (Dammam, Saudi Arabia) | 13 November 1989 | 14 June 2006 | 935,747,275 | −27,468,911 | 233,680,000 | |
Mean | 14,479,716,632.79 | 288,922,850.10 | 12,901,501,559.73 | ||||
SD | 49,524,857,654.14 | 1,402,585,357.15 | 43,793,988,925.26 | ||||
MAX | 310,365,751,000 | 8,462,836,000 | 281,700,000,000. | ||||
MIN | 18,070,407 | −1,843,256,000 | 233,680,000 |
Companies | Results as | Economic Risk | Other Financial Risk | Financial Instruments | Derivatives Hedging | Disclosure per Companies in % |
---|---|---|---|---|---|---|
6 Items | 3 Items | 2 Items | 2 Items | 13 Items | ||
ARAMCO (Dhahran, Saudi Arabia) | Score | 6\6 | 3\3 | 1\2 | 2\2 | 12\13 |
Ratio | 1 | 1 | 0.5 | 1 | 0.92 | |
PETRO RABIGH (Rabigh, Saudi Arabia) | Score | 4\6 | 2\3 | 0\2 | 0\2 | 6\13 |
Ratio | 0.67 | 0.67 | 0 | 0 | 0.46 | |
SARCO (Jeddah, Saudi Arabia) | Score | 2\6 | 2\3 | 1\2 | 0\2 | 5\13 |
Ratio | 0.33 | 0.67 | 0.5 | 0 | 0.38 | |
ALDREES (Riyadh, Saudi Arabia) | Score | 4\6 | 2\3 | 0\2 | 0\2 | 6\13 |
Ratio | 0.67 | 0.67 | 0 | 0 | 0.46 | |
BAHRI (Riyadh, Saudi Arabia) | Score | 3\6 | 3\3 | 1\2 | 1\2 | 8\13 |
Ratio | 0.5 | 1 | 0.5 | 0.5 | 0.62 | |
Sector Mean | 57% | |||||
GASCO (Riyadh, Saudi Arabia) | Score | 2\6 | 2\3 | 1\2 | 0\2 | 5\13 |
Ratio | 0.33 | 0.67 | 0.5 | 0 | 0.38 | |
Saudi Electricity Co. (Riyadh, Saudi Arabia) | Score | 5\6 | 3\3 | 0\2 | 2\2 | 10\13 |
Ratio | 0.83 | 1 | 0 | 1 | 0.77 | |
AWPT (Riyadh, Saudi Arabia) | Score | 4\6 | 3\3 | 0\2 | 0\2 | 7\13 |
Ratio | 0.67 | 1 | 0 | 0 | 0.54 | |
Sector Mean | 56% | |||||
SABIC (Riyadh, Saudi Arabia) | Score | 5\6 | 3\3 | 2\2 | 2\2 | 12\13 |
Ratio | 0.83 | 1 | 1 | 1 | 0.92 | |
MA’ADEN (Riyadh, Saudi Arabia) | Score | 4\6 | 2\3 | 1\2 | 2\2 | 9\13 |
Ratio | 0.67 | 0.67 | 0.5 | 1 | 0.69 | |
YANSAB (Yanbu, Saudi Arabia) | Score | 5\6 | 3\3 | 0\2 | 0\2 | 8\13 |
Ratio | 0.83 | 1 | 0 | 0 | 0.62 | |
SABIC Agri-Nutrients Co. (Riyadh, Saudi Arabia) | Score | 4\6 | 2\3 | 2\2 | 0\2 | 8\13 |
Ratio | 0.67 | 0.67 | 1 | 0 | 0.62 | |
Saudi Kayan (Jubail, Saudi Arabia) | Score | 4\6 | 2\3 | 0\2 | 0\2 | 6\13 |
Ratio | 0.67 | 0.67 | 0 | 0 | 0.46 | |
SIPCHEM (Khobar, Saudi Arabia | Score | 5\6 | 3\3 | 2\2 | 2\2 | 12\13 |
Ratio | 0.83 | 1 | 1 | 1 | 0.92 | |
PETROCHEM (Riyadh, Saudi Arabia) | Score | 4\6 | 2\3 | 0\2 | 0\2 | 6\13 |
Ratio | 0.67 | 0.67 | 0 | 0 | 0.46 | |
SIIG (Riyadh, Saudi Arabia) | Score | 4\6 | 2\3 | 0\2 | 0\2 | 6\13 |
Ratio | 0.67 | 0.67 | 0 | 0 | 0.46 | |
SAUDI CEMENT (Dammam, Saudi Arabia) | Score | 4\6 | 2\3 | 0\2 | 0\2 | 6\13 |
Ratio | 0.67 | 0.67 | 0 | 0 | 0.46 | |
ADVANCED (Dammam, Saudi Arabia) | Score | 4\6 | 3\3 | 2\2 | 2\2 | 11\13 |
Ratio | 0.67 | 1 | 1 | 1 | 0.85 | |
TASNEE (Riyadh, Saudi Arabia) | Score | 4\6 | 3\3 | 1\2 | 2\2 | 10\13 |
Ratio | 0.67 | 1 | 0.5 | 1 | 0.77 | |
SPCC (Abha, Saudi Arabia) | Score | 3\6 | 2\3 | 0\2 | 0\2 | 5\13 |
Ratio | 0.5 | 0.67 | 0 | 0 | 0.38 | |
YCC (Yanbu, Saudi Arabia) | Score | 3\6 | 2\3 | 0\2 | 1\2 | 6\13 |
Ratio | 0.5 | 0.67 | 0 | 0.5 | 0.46 | |
QACCO (Buraydah, Saudi Arabia) | Score | 2\6 | 2\3 | 0\2 | 0\2 | 4\13 |
Ratio | 0.33 | 0.67 | 0 | 0 | 0.31 | |
YSCC (Riyadh, Saudi Arabia) | Score | 3\6 | 2\3 | 1\2 | 0\2 | 6\13 |
Ratio | 0.5 | 0.67 | 0.5 | 0 | 0.46 | |
ACC (Jeddah, Saudi Arabia) | Score | 3\6 | 2\3 | 2\2 | 2\2 | 9\13 |
Ratio | 0.5 | 0.67 | 1 | 1 | 0.69 | |
CITY CEMENT (Riyadh, Saudi Arabia) | Score | 3\6 | 3\3 | 0\2 | 0\2 | 6\13 |
Ratio | 0.5 | 1 | 0 | 0 | 0.46 | |
EPCCO (Khobar, Saudi Arabia | Score | 2\6 | 3\3 | 1\2 | 1\2 | 7\13 |
Ratio | 0.33 | 1 | 0.5 | 0.5 | 0.54 | |
NORTHERN CEMENT (Turaif, Saudi Arabia) | Score | 3\6 | 3\3 | 0\2 | 0\2 | 6\13 |
Ratio | 0.5 | 1 | 0 | 0 | 0.46 | |
ALUJAIN (Riyadh, Saudi Arabia) | Score | 4\6 | 2\3 | 0\2 | 0\2 | 6\13 |
Ratio | 0.67 | 0.67 | 0 | 0 | 0.46 | |
NAJRAN CEMENT (Najran, Saudi Arabia) | Score | 4\6 | 3\3 | 0\2 | 0\2 | 7\13 |
Ratio | 0.67 | 1 | 0 | 0 | 0.54 | |
TCC (Tabuk, Saudi Arabia) | Score | 4\6 | 2\3 | 1\2 | 0\2 | 7\13 |
Ratio | 0.67 | 0.67 | 0.5 | 0 | 0.54 | |
Jouf Cement (Riyadh, Saudi Arabia) | Score | 4\6 | 1\3 | 1\2 | 0\2 | 6\13 |
Ratio | 0.67 | 0.33 | 0.5 | 0 | 0.46 | |
UACC (Riyadh, Saudi Arabia) | Score | 4\6 | 2\3 | 0\2 | 0\2 | 6\13 |
Ratio | 0.67 | 0.67 | 0 | 0 | 0.46 | |
HCC (Hail, Saudi Arabia) | Score | 4\6 | 1\3 | 0\2 | 0\2 | 5\13 |
Ratio | 0.67 | 0.33 | 0 | 0 | 0.38 | |
ZAMIL INDUST (Khobar, Saudi Arabia) | Score | 3\6 | 3\3 | 2\2 | 0\2 | 8\13 |
Ratio | 0.5 | 1 | 1 | 0 | 0.62 | |
SSP (Dammam, Saudi Arabia) | Score | 4\6 | 3\3 | 0\2 | 0\2 | 7\13 |
Ratio | 0.67 | 1 | 0 | 0 | 0.54 | |
CHEMANOL (Jubail, Saudi Arabia) | Score | 3\6 | 2\3 | 0\2 | 0\2 | 5\13 |
Ratio | 0.5 | 0.67 | 0 | 0 | 0.38 | |
ALYAMAMAH STEEL (Riyadh, Saudi Arabia) | Score | 4\6 | 2\3 | 0\2 | 0\2 | 6\13 |
Ratio | 0.67 | 0.67 | 0 | 0 | 0.46 | |
ASLAK (Riyadh, Saudi Arabia) | Score | 6\6 | 3\3 | 0\2 | 0\2 | 9\13 |
Ratio | 1 | 1 | 0 | 0 | 0.69 | |
TAKWEEN (Khobar, Saudi Arabia) | Score | 5\6 | 2\3 | 2\2 | 0\2 | 9\13 |
Ratio | 0.83 | 0.67 | 1 | 0 | 0.69 | |
MEPCO (Jeddah, Saudi Arabia) | Score | 4\6 | 3\3 | 1\2 | 1\2 | 9\13 |
Ratio | 0.67 | 1 | 0.5 | 0.5 | 0.69 | |
OASIS (Riyadh, Saudi Arabia) | Score | 3\6 | 3\3 | 0\2 | 0\2 | 6\13 |
Ratio | 0.5 | 1 | 0 | 0 | 0.46 | |
BCI (Dammam, Saudi Arabia) | Score | 6\6 | 3\3 | 0\2 | 2\2 | 11\13 |
Ratio | 1 | 1 | 0 | 1 | 0.85 | |
ALKATHIRI (Riyadh, Saudi Arabia) | Score | 3\6 | 1\3 | 0\2 | 0\2 | 4\13 |
Ratio | 0.5 | 0.33 | 0 | 0 | 0.31 | |
ZOUJAJ (Riyadh, Saudi Arabia) | Score | 5\6 | 1\3 | 0\2 | 0\2 | 6\13 |
Ratio | 0.83 | 0.33 | 0 | 0 | 0.46 | |
NAMA CHEMICALS (Jubail, Saudi Arabia) | Score | 4\6 | 3\3 | 0\2 | 0\2 | 7\13 |
Ratio | 0.67 | 1 | 0 | 0 | 0.54 | |
APC (Riyadh, Saudi Arabia) | Score | 4\6 | 1\3 | 0\2 | 0\2 | 5\13 |
Ratio | 0.67 | 0.33 | 0 | 0 | 0.38 | |
NGC (Riyadh, Saudi Arabia) | Score | 3\6 | 1\3 | 0\2 | 0\2 | 4\13 |
Ratio | 0.5 | 0.33 | 0 | 0 | 0.31 | |
Maadaniyah (Jubail, Saudi Arabia) | Score | 4\6 | 2\3 | 0\2 | 0\2 | 6\13 |
Ratio | 0.67 | 0.67 | 0 | 0 | 0.46 | |
FIPCO (Riyadh, Saudi Arabia) | Score | 4\6 | 1\3 | 0\2 | 0\2 | 5\13 |
Ratio | 0.67 | 0.33 | 0 | 0 | 0.38 | |
SPM (Dammam, Saudi Arabia) | Score | 4\6 | 2\3 | 1\2 | 0\2 | 7\13 |
Ratio | 0.67 | 0.67 | 0.5 | 0 | 0.54 | |
Sector Mean | 54% | |||||
Sample Mean | 56% |
Financial Risk Disclosure | ||||
---|---|---|---|---|
Categories | Economic Risk | Other Financial Risk | Financial Instruments | Derivatives Hedging |
Mean | 64% | 74% | 23% | 20% |
Companies That Disclosed All Items under the “Other Financial Risks” Category | Companies That Did Not Disclose Any Item under the “Derivatives Hedging” Category | ||||
---|---|---|---|---|---|
ARAMCO (Dhahran, Saudi Arabia) | EPCCO (Khobar, Saudi Arabia | PETRO RABIGH (Rabigh, Saudi Arabia) | SAUDI CEMENT (Dammam, Saudi Arabia) | UACC (Riyadh, Saudi Arabia) | ZOUJAJ (Riyadh, Saudi Arabia) |
BAHRI (Riyadh, Saudi Arabia) | NORTHERN CEMENT (Turaif, Saudi Arabia) | ALDREES (Riyadh, Saudi Arabia) | SPCC (Abha, Saudi Arabia) | HCC (Hail, Saudi Arabia) | NAMA CHEMICALS (Jubail, Saudi Arabia) |
Saudi Electricity Co. (Riyadh, Saudi Arabia) | NAJRAN CEMENT (Najran, Saudi Arabia) | SARCO (Jeddah, Saudi Arabia) | QACCO (Buraydah, Saudi Arabia) | ZAMIL INDUST (Khobar, Saudi Arabia) | APC (Riyadh, Saudi Arabia) |
AWPT (Riyadh, Saudi Arabia) | ZAMIL INDUST (Khobar, Saudi Arabia) | GASCO (Riyadh, Saudi Arabia) | YSCC (Riyadh, Saudi Arabia) | SSP (Dammam, Saudi Arabia) | NGC (Riyadh, Saudi Arabia) |
SABIC (Riyadh, Saudi Arabia) | SSP (Dammam, Saudi Arabia) | AWPT (Riyadh, Saudi Arabia) | CITY CEMENT (Riyadh, Saudi Arabia) | CHEMANOL (Jubail, Saudi Arabia) | Maadaniyah (Jubail, Saudi Arabia) |
YANSAB (Yanbu, Saudi Arabia) | ASLAK (Riyadh, Saudi Arabia) | YANSAB (Yanbu, Saudi Arabia) | NORTHERN CEMENT (Turaif, Saudi Arabia) | ALYAMAMAH STEEL (Riyadh, Saudi Arabia) | FIPCO (Riyadh, Saudi Arabia) |
SIPCHEM (Khobar, Saudi Arabia | MEPCO (Jeddah, Saudi Arabia) | SABIC Agri-Nutrients Co. (Riyadh, Saudi Arabia) | ALUJAIN (Riyadh, Saudi Arabia) | ASLAK (Riyadh, Saudi Arabia) | SPM (Dammam, Saudi Arabia) |
ADVANCED (Dammam, Saudi Arabia) | OASIS (Riyadh, Saudi Arabia) | Saudi Kayan (Jubail, Saudi Arabia) | NAJRAN CEMENT (Najran, Saudi Arabia) | TAKWEEN (Khobar, Saudi Arabia) | |
TASNEE (Riyadh, Saudi Arabia) | BCI (Dammam, Saudi Arabia) | PETROCHEM (Riyadh, Saudi Arabia) | TCC (Tabuk, Saudi Arabia) | OASIS (Riyadh, Saudi Arabia) | |
CITY CEMENT | NAMA CHEMICALS (Jubail, Saudi Arabia) | SIIG (Riyadh, Saudi Arabia) | Jouf Cement (Riyadh, Saudi Arabia) | ALKATHIRI (Riyadh, Saudi Arabia) | |
Represent 38% of the sample | Represent 71% of the sample |
Sectors | Companies | Results as | GR | AP | DH | SI | OP | EM | IT | IN | ST | RD | DHR | ER | ERph | Cch | Disclosure per Company in % |
---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
3 Items | 13 Items | 1 Item | 6 Items | 35 Items | 10 Items | 6 Items | 5 Items | 37 Items | 3 Items | 2 Items | 4 Items | 3 Items | 4 Items | ||||
Energy | ARAMCO (Dhahran, Saudi Arabia) | Score | 3\3 | 12\13 | 1\1 | 6\6 | 22\32 | 7\9 | 2\6 | 1\5 | 23\35 | 1\3 | 1\2 | 3\4 | 1\3 | 4\4 | 69% |
Ratio | 1 | 0.92 | 1 | 1 | 0.69 | 0.78 | 0.33 | 0.2 | 0.66 | 0.33 | 0.5 | 0.75 | 0.33 | 1 | |||
PETRO RABIGH (Rabigh, Saudi Arabia) | Score | 2\3 | 9\13 | 0\1 | 5\6 | 8\32 | 3\9 | 0\6 | 1\5 | 8\35 | 0\3 | 0\2 | 0\4 | 0\3 | 0\4 | 29% | |
Ratio | 0.67 | 0.69 | 0 | 0.83 | 0.25 | 0.33 | 0 | 0.2 | 0.23 | 0 | 0 | 0 | 0 | 0 | |||
SARCO (Jeddah, Saudi Arabia) | Score | 1\3 | 7\13 | 0\1 | 3\6 | 3\32 | 2\9 | 0\6 | 0\5 | 3\35 | 0\3 | 0\2 | 0\4 | 0.33 | 0\4 | 15% | |
Ratio | 0.33 | 0.54 | 0 | 0.5 | 0.09 | 0.22 | 0 | 0 | 0.09 | 0 | 0 | 0 | 0\3 | 0 | |||
ALDREES (Riyadh, Saudi Arabia) | Score | 3\3 | 8\13 | 0\1 | 6\6 | 17\32 | 3\9 | 2\6 | 1\5 | 3\35 | 0\3 | 0\2 | 0\4 | 0 | 0\4 | 34% | |
Ratio | 1 | 0.62 | 0 | 1 | 0.53 | 0.33 | 0.33 | 0.2 | 0.09 | 0 | 0 | 0 | 0.33 | 0 | |||
BAHRI (Riyadh, Saudi Arabia) | Score | 2\3 | 11\13 | 1\0 | 3\6 | 15\32 | 4\9 | 1\6 | 1\5 | 7\35 | 0\3 | 1\2 | 0\4 | 0\3 | 0\4 | 37% | |
Ratio | 0.67 | 0.85 | 1 | 0.5 | 0.47 | 0.44 | 0.17 | 0.2 | 0.2 | 0 | 0.5 | 0 | 0 | 0 | |||
Sector Mean | 37% | ||||||||||||||||
Utility | GASCO (Riyadh, Saudi Arabia) | Score | 0\3 | 9\13 | 0\1 | 3\6 | 14\32 | 3\9 | 4\6 | 0\5 | 12\35 | 0\3 | 1\2 | 0\4 | 0.33 | 0\4 | 37% |
Ratio | 0 | 0.69 | 0 | 0.5 | 0.44 | 0.33 | 0.67 | 0 | 0.34 | 0 | 0.5 | 0 | 0\3 | 0 | |||
Saudi Electricity Co. (Riyadh, Saudi Arabia) | Score | 2\3 | 11\13 | 1\0 | 5\6 | 12\32 | 5\9 | 4\6 | 1\5 | 17\35 | 1\3 | 0\2 | 0\4 | 0 | 0\4 | 47% | |
Ratio | 0.67 | 0.85 | 1 | 0.83 | 0.38 | 0.56 | 0.67 | 0.2 | 0.49 | 0.33 | 0 | 0 | 0.33 | 0 | |||
AWPT (Riyadh, Saudi Arabia) | Score | 0\3 | 10\13 | 0\1 | 1\6 | 0\32 | 0\9 | 0\6 | 0\5 | 0\35 | 0\3 | 0\2 | 0\4 | 0\3 | 0\4 | 9% | |
Ratio | 0 | 0.77 | 0 | 0.17 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | |||
Sector Mean | 31% | ||||||||||||||||
Material | SABIC (Riyadh, Saudi Arabia) | Score | 3\3 | 10\13 | 1\0 | 4\6 | 28\32 | 5\9 | 4\6 | 1\5 | 19\35 | 0\3 | 1\2 | 1\4 | 1\3 | 1\4 | 63% |
Ratio | 1 | 0.77 | 1 | 0.67 | 0.88 | 0.56 | 0.67 | 0.2 | 0.45 | 0 | 0.5 | 0.25 | 0.33 | 0.25 | |||
MA’ADEN (Riyadh, Saudi Arabia) | Score | 1\3 | 10\13 | 1\0 | 5\6 | 14\32 | 5\9 | 3\6 | 1\5 | 17\35 | 0\3 | 0\2 | 0\4 | 1\3 | 0\4 | 46% | |
Ratio | 0.33 | 0.77 | 1 | 0.83 | 0.44 | 0.56 | 0.5 | 0.2 | 0.49 | 0 | 0 | 0 | 0.33 | 0 | |||
YANSAB (Yanbu, Saudi Arabia) | Score | 3\3 | 9\13 | 1\0 | 1\6 | 22\32 | 5\9 | 4\6 | 0\5 | 11\35 | 0\3 | 2\2 | 0\4 | 2\6 | 1\4 | 48% | |
Ratio | 1 | 0.69 | 1 | 0.17 | 0.69 | 0.56 | 0.67 | 0 | 0.31 | 0 | 1 | 0 | 0.67 | 0.25 | |||
SABIC Agri-Nutrients Co. (Riyadh, Saudi Arabia) | Score | 1\3 | 10\13 | 0\1 | 5\6 | 11\32 | 6\9 | 2\6 | 0\5 | 10\35 | 0\3 | 0\2 | 0\4 | 1\3 | 0\4 | 37% | |
Ratio | 0.33 | 0.77 | 0 | 0.83 | 0.34 | 0.67 | 0.33 | 0 | 0.29 | 0 | 0 | 0 | 0.33 | 0 | |||
Saudi Kayan (Jubail, Saudi Arabia) | Score | 3\3 | 9\13 | 0\1 | 5\6 | 18\32 | 4\9 | 4\6 | 0\5 | 6\35 | 0\3 | 2\2 | 0\4 | 1\3 | 0\4 | 41% | |
Ratio | 1 | 0.69 | 0 | 0.83 | 0.56 | 0.44 | 0.67 | 0 | 0.17 | 0 | 1 | 0 | 0.33 | 0 | |||
SIPCHEM (Khobar, Saudi Arabia | Score | 3\3 | 10\13 | 1\0 | 3\6 | 12\32 | 3\9 | 0\6 | 0\5 | 7\35 | 0\3 | 1\2 | 0\4 | 0\3 | 0\4 | 32% | |
Ratio | 1 | 0.77 | 1 | 0.5 | 0.38 | 0.33 | 0 | 0 | 0.2 | 0 | 0.5 | 0 | 0 | 0 | |||
PETROCHEM (Riyadh, Saudi Arabia) | Score | 2\3 | 11\13 | 0\1 | 3\6 | 10\32 | 2\9 | 0\6 | 1\5 | 8\35 | 0\3 | 0\2 | 0\4 | 0\3 | 0\4 | 29% | |
Ratio | 0.67 | 0.85 | 0 | 0.5 | 0.31 | 0.22 | 0 | 0.2 | 0.23 | 0 | 0 | 0 | 0 | 0 | |||
SIIG (Riyadh, Saudi Arabia) | Score | 2\3 | 11\13 | 0\1 | 2\6 | 10\32 | 3\9 | 0\6 | 1\5 | 9\35 | 0\3 | 1\2 | 0\4 | 0\3 | 1\4 | 32% | |
Ratio | 0.67 | 0.85 | 0 | 0.33 | 0.31 | 0.33 | 0 | 0.2 | 0.26 | 0 | 0.5 | 0 | 0 | 0.25 | |||
SAUDI CEMENT (Dammam, Saudi Arabia) | Score | 2\3 | 10\13 | 0\1 | 3\6 | 10\32 | 3\9 | 0\6 | 0\5 | 3\35 | 0\3 | 0\2 | 0\4 | 0\3 | 0\4 | 25% | |
Ratio | 0.67 | 0.77 | 0 | 0.5 | 0.31 | 0.33 | 0 | 0 | 0.09 | 0 | 0 | 0 | 0 | 0 | |||
ADVANCED (Dammam, Saudi Arabia) | Score | 2\3 | 11\13 | 0\1 | 3\6 | 5\32 | 4\9 | 2\6 | 1\5 | 12\35 | 0\3 | 1\2 | 0\4 | 0\3 | 0\4 | 33% | |
Ratio | 0.67 | 0.85 | 0 | 0.5 | 0.16 | 0.44 | 0.33 | 0.2 | 0.34 | 0 | 0.5 | 0 | 0 | 0 | |||
TASNEE (Riyadh, Saudi Arabia) | Score | 2\3 | 11\13 | 1\0 | 3\6 | 14\32 | 4\9 | 2\6 | 0\5 | 9\35 | 1\3 | 1\2 | 0\4 | 0\3 | 0\4 | 38% | |
Ratio | 0.67 | 0.85 | 1 | 0.5 | 0.44 | 0.44 | 0.33 | 0 | 0.26 | 0.33 | 0.5 | 0 | 0 | 0 | |||
SPCC (Abha, Saudi Arabia) | Score | 2\3 | 9\13 | 0\1 | 4\6 | 5\32 | 3\9 | 0\6 | 0\5 | 3\35 | 0\3 | 0\2 | 0\4 | 0\3 | 0\4 | 21% | |
Ratio | 0.67 | 0.69 | 0 | 0.67 | 0.16 | 0.33 | 0 | 0 | 0.09 | 0 | 0 | 0 | 0 | 0 | |||
YCC (Yanbu, Saudi Arabia) | Score | 1\3 | 11\13 | 1\0 | 4\6 | 9\32 | 3\9 | 0\6 | 0\5 | 6\35 | 1\3 | 0\2 | 0\4 | 0\3 | 1\4 | 29% | |
Ratio | 0.33 | 0.85 | 1 | 0.67 | 0.28 | 0.33 | 0 | 0 | 0.17 | 0.33 | 0 | 0 | 0 | 0.25 | |||
QACCO (Buraydah, Saudi Arabia) | Score | 0\3 | 9\13 | 1\0 | 5\6 | 10\32 | 3\9 | 0\6 | 0\5 | 8\35 | 0\3 | 0\2 | 0\4 | 0\3 | 0\4 | 29% | |
Ratio | 0 | 0.69 | 1 | 0.83 | 0.31 | 0.33 | 0 | 0 | 0.23 | 0 | 0 | 0 | 0 | 0 | |||
YSCC (Riyadh, Saudi Arabia) | Score | 2\3 | 6\13 | 0\1 | 0\6 | 6\32 | 3\9 | 3\6 | 0\5 | 9\35 | 0\3 | 0\2 | 0\4 | 0\3 | 0\4 | 24% | |
Ratio | 0.67 | 0.46 | 0 | 0 | 0.19 | 0.33 | 0.5 | 0 | 0.26 | 0 | 0 | 0 | 0 | 0 | |||
ACC (Jeddah, Saudi Arabia) | Score | 3\3 | 10\13 | 1\0 | 5\6 | 12\32 | 4\9 | 3\6 | 0\5 | 9\35 | 0\3 | 0\2 | 0\4 | 0\3 | 1\4 | 38% | |
Ratio | 1 | 0.77 | 1 | 0.83 | 0.38 | 0.44 | 0.5 | 0 | 0.26 | 0 | 0 | 0 | 0 | 0.25 | |||
CITY CEMENT (Riyadh, Saudi Arabia) | Score | 3\3 | 8\13 | 0\1 | 3\6 | 12\32 | 3\9 | 0\6 | 0\5 | 1\35 | 0\3 | 1\2 | 0\4 | 0\3 | 0\4 | 25% | |
Ratio | 1 | 0.62 | 0 | 0.5 | 0.38 | 0.33 | 0 | 0 | 0.03 | 0 | 0.5 | 0 | 0 | 0 | |||
EPCCO (Khobar, Saudi Arabia | Score | 3\3 | 9\13 | 0\1 | 3\6 | 8\32 | 3\9 | 0\6 | 0\5 | 11\35 | 0\3 | 0\2 | 0\4 | 0\3 | 0\4 | 29% | |
Ratio | 1 | 0.69 | 0 | 0.5 | 0.25 | 0.33 | 0 | 0 | 0.31 | 0 | 0 | 0 | 0 | 0 | |||
NORTHERN CEMENT (Turaif, Saudi Arabia) | Score | 3\3 | 8\13 | 0\1 | 3\6 | 7\32 | 4\9 | 0\6 | 0\5 | 10\35 | 0\3 | 0\2 | 0\4 | 0\3 | 0\4 | 28% | |
Ratio | 1 | 0.62 | 0 | 0.5 | 0.22 | 0.44 | 0 | 0 | 0.29 | 0 | 0 | 0 | 0 | 0 | |||
ALUJAIN (Riyadh, Saudi Arabia) | Score | 1\3 | 9\13 | 0\1 | 4\6 | 8\32 | 3\9 | 0\6 | 0\5 | 4\35 | 0\3 | 1\2 | 0\4 | 0\3 | 0\4 | 24% | |
Ratio | 0.33 | 0.69 | 0 | 0.67 | 0.25 | 0.33 | 0 | 0 | 0.11 | 0 | 0.5 | 0 | 0 | 0 | |||
NAJRAN CEMENT (Najran, Saudi Arabia) | Score | 3\3 | 9\13 | 0\1 | 3\6 | 7\32 | 3\9 | 0\6 | 0\5 | 7\35 | 0\3 | 0\2 | 0\4 | 0\3 | 0\4 | 25% | |
Ratio | 1 | 0.69 | 0 | 0.5 | 0.22 | 0.33 | 0 | 0 | 0.2 | 0 | 0 | 0 | 0 | 0 | |||
TCC (Tabuk, Saudi Arabia) | Score | 2\3 | 7\13 | 0\1 | 3\6 | 11\32 | 3\9 | 0\6 | 0\5 | 7\35 | 0\3 | 1\2 | 0\4 | 0\3 | 0\4 | 27% | |
Ratio | 0.67 | 0.54 | 0 | 0.5 | 0.34 | 0.33 | 0 | 0 | 0.2 | 0 | 0.5 | 0 | 0 | 0 | |||
Jouf Cement (Riyadh, Saudi Arabia) | Score | 3\3 | 10\13 | 0\1 | 3\6 | 10\32 | 3\9 | 3\6 | 0\5 | 4\35 | 0\3 | 0\2 | 0\4 | 0\3 | 0\4 | 29% | |
Ratio | 1 | 0.77 | 0 | 0.5 | 0.31 | 0.33 | 0.5 | 0 | 0.11 | 0 | 0 | 0 | 0 | 0 | |||
UACC (Riyadh, Saudi Arabia) | Score | 2\3 | 6\13 | 0\1 | 3\6 | 16\32 | 3\9 | 0\6 | 0\5 | 10\35 | 0\3 | 0\2 | 0\4 | 0\3 | 0\4 | 32% | |
Ratio | 0.67 | 0.46 | 0 | 0.5 | 0.5 | 0.33 | 0 | 0 | 0.29 | 0 | 0 | 0 | 0 | 0 | |||
HCC (Hail, Saudi Arabia) | Score | 3\3 | 6\13 | 0\1 | 5\6 | 12\32 | 4\9 | 2\6 | 1\5 | 5\35 | 0\3 | 0\2 | 0\4 | 1\3 | 1\4 | 32% | |
Ratio | 1 | 0.46 | 0 | 0.83 | 0.38 | 0.44 | 0.33 | 0.2 | 0.14 | 0 | 0 | 0 | 0.33 | 0.25 | |||
ZAMIL INDUST (Khobar, Saudi Arabia) | Score | 1\3 | 11\13 | 0\1 | 5\6 | 10\32 | 3\9 | 1\6 | 1\5 | 3\35 | 0\3 | 1\2 | 0\4 | 0\3 | 0\4 | 29% | |
Ratio | 0.33 | 0.85 | 0 | 0.83 | 0.31 | 0.33 | 0.17 | 0.2 | 0.09 | 0 | 0.5 | 0 | 0 | 0 | |||
SSP (Dammam, Saudi Arabia) | Score | 1\3 | 10\13 | 0\1 | 5\6 | 16\32 | 4\9 | 3\6 | 0\5 | 5\35 | 0\3 | 1\2 | 0\4 | 1\3 | 2\4 | 38% | |
Ratio | 0.33 | 0.77 | 0 | 0.83 | 0.5 | 0.44 | 0.5 | 0 | 0.14 | 0 | 0.5 | 0 | 0.33 | 0.5 | |||
CHEMANOL (Jubail, Saudi Arabia) | Score | 3\3 | 9\13 | 0\1 | 5\6 | 10\32 | 4\9 | 0\6 | 0\5 | 9\35 | 0\3 | 0\2 | 0\4 | 0\3 | 0\4 | 32% | |
Ratio | 1 | 0.69 | 0 | 0.83 | 0.31 | 0.44 | 0 | 0 | 0.26 | 0 | 0 | 0 | 0 | 0 | |||
ALYAMAMAH STEEL (Riyadh, Saudi Arabia) | Score | 2\3 | 9\13 | 0\1 | 5\6 | 9\32 | 3\9 | 0\6 | 0\5 | 2\35 | 0\3 | 0\2 | 0\4 | 0\3 | 0\4 | 24% | |
Ratio | 0.67 | 0.69 | 0 | 0.83 | 0.28 | 0.33 | 0 | 0 | 0.06 | 0 | 0 | 0 | 0 | 0 | |||
ASLAK (Riyadh, Saudi Arabia) | Score | 1\3 | 11\13 | 0\1 | 5\6 | 9\32 | 4\9 | 0\6 | 0\5 | 7\35 | 0\3 | 0\2 | 0\4 | 0\3 | 0\4 | 29% | |
Ratio | 0.33 | 0.85 | 0 | 0.83 | 0.28 | 0.44 | 0 | 0 | 0.2 | 0 | 0 | 0 | 0 | 0 | |||
TAKWEEN (Khobar, Saudi Arabia) | Score | 3\3 | 10\13 | 0\1 | 5\6 | 20\32 | 4\9 | 0\6 | 3\5 | 11\35 | 0\3 | 0\2 | 0\4 | 1\3 | 2\4 | 47% | |
Ratio | 1 | 0.77 | 0 | 0.83 | 0.63 | 0.44 | 0 | 0.6 | 0.31 | 0 | 0 | 0 | 0.33 | 0.5 | |||
MEPCO (Jeddah, Saudi Arabia) | Score | 2\3 | 12\13 | 0\1 | 5\6 | 18\32 | 3\9 | 0\6 | 0\5 | 8\35 | 0\3 | 1\2 | 0\4 | 1\3 | 0\4 | 40% | |
Ratio | 0.67 | 0.92 | 0 | 0.83 | 0.56 | 0.33 | 0 | 0 | 0.23 | 0 | 0.5 | 0 | 0.33 | 0 | |||
OASIS (Riyadh, Saudi Arabia) | Score | 1\3 | 9\13 | 0\1 | 6\6 | 12\32 | 4\9 | 1\6 | 0\5 | 14\35 | 0\3 | 0\2 | 0\4 | 0\3 | 0\4 | 37% | |
Ratio | 0.33 | 0.69 | 0 | 1 | 0.38 | 0.44 | 0.17 | 0 | 0.4 | 0 | 0 | 0 | 0 | 0 | |||
BCI (Dammam, Saudi Arabia) | Score | 2\3 | 9\13 | 0\1 | 5\6 | 14\32 | 2\9 | 0\6 | 1\5 | 7\35 | 0\3 | 1\2 | 0\4 | 1\3 | 0\4 | 33% | |
Ratio | 0.67 | 0.69 | 0 | 0.83 | 0.44 | 0.22 | 0 | 0.2 | 0.2 | 0 | 0.5 | 0 | 0.33 | 0 | |||
ALKATHIRI (Riyadh, Saudi Arabia) | Score | 1\3 | 7\13 | 0\1 | 3\6 | 8\32 | 3\9 | 0\6 | 0\5 | 7\35 | 0\3 | 0\2 | 0\4 | 0\3 | 0\4 | 23% | |
Ratio | 0.33 | 0.54 | 0 | 0.5 | 0.25 | 0.33 | 0 | 0 | 0.2 | 0 | 0 | 0 | 0 | 0 | |||
ZOUJAJ (Riyadh, Saudi Arabia) | Score | 2\3 | 7\13 | 0\1 | 5\6 | 8\32 | 2\9 | 0\6 | 0\5 | 5\35 | 0\3 | 1\2 | 0\4 | 0\3 | 0\4 | 24% | |
Ratio | 0.67 | 0.54 | 0 | 0.83 | 0.25 | 0.22 | 0 | 0 | 0.14 | 0 | 0.5 | 0 | 0 | 0 | |||
NAMA CHEMICALS (Jubail, Saudi Arabia) | Score | 1\3 | 9\13 | 0\1 | 4\6 | 18\32 | 4\9 | 1\6 | 0\5 | 7\35 | 0\3 | 0\2 | 0\4 | 1\3 | 0\4 | 36% | |
Ratio | 0.33 | 0.69 | 0 | 0.67 | 0.56 | 0.44 | 0.17 | 0 | 0.2 | 0 | 0 | 0 | 0.33 | 0 | |||
APC (Riyadh, Saudi Arabia) | Score | 1\3 | 8\13 | 0\1 | 4\6 | 10\32 | 3\9 | 0\6 | 0\5 | 10\35 | 0\3 | 0\2 | 0\4 | 0\3 | 0\4 | 29% | |
Ratio | 0.33 | 0.62 | 0 | 0.67 | 0.31 | 0.33 | 0 | 0 | 0.29 | 0 | 0 | 0 | 0 | 0 | |||
NGC (Riyadh, Saudi Arabia) | Score | 1\3 | 7\13 | 0\1 | 4\6 | 12\32 | 3\9 | 0\6 | 0\5 | 8\35 | 0\3 | 0\2 | 0\4 | 1\3 | 1\4 | 29% | |
Ratio | 0.33 | 0.54 | 0 | 0.67 | 0.38 | 0.33 | 0 | 0 | 0.23 | 0 | 0 | 0 | 0.33 | 0.25 | |||
MAADANIYAH (Jubail, Saudi Arabia) | Score | 2\3 | 9\13 | 0\1 | 4\6 | 9\32 | 3\9 | 0\6 | 0\5 | 9\35 | 0\3 | 0\2 | 0\4 | 0\3 | 0\4 | 29% | |
Ratio | 0.67 | 0.69 | 0 | 0.67 | 0.28 | 0.33 | 0 | 0 | 0.26 | 0 | 0 | 0 | 0 | 0 | |||
FIPCO (Riyadh, Saudi Arabia) | Score | 3\3 | 8\13 | 0\1 | 3\6 | 19\32 | 6\9 | 2\6 | 0\5 | 19\35 | 1\3 | 0\2 | 0\4 | 2\3 | 0\4 | 50% | |
Ratio | 1 | 0.62 | 0 | 0.5 | 0.59 | 0.67 | 0.33 | 0 | 0.54 | 0.33 | 0 | 0 | 0.67 | 0 | |||
SPM (Dammam, Saudi Arabia) | Score | 2\3 | 10\13 | 0\1 | 3\6 | 17\32 | 5\9 | 2\6 | 1\5 | 9\35 | 0\3 | 1\2 | 0\4 | 0\3 | 0\4 | 40% | |
Ratio | 0.67 | 0.77 | 0 | 0.5 | 0.53 | 0.56 | 0.33 | 0.2 | 0.26 | 0 | 0.5 | 0 | 0 | 0 | |||
Sector Mean | 33% | ||||||||||||||||
Sample Mean | 33% |
Categories Mean | Non-Financial Risk Disclosure | ||||||
GR | AP | DH | SI | OP | EM | IT | |
65% | 71% | 22% | 64% | 37% | 42% | 18% | |
IN | ST | RD | DHR | ER | ERph | Cch | |
7% | 24% | 3% | 21% | 2% | 12% | 8% |
Reservations for chartered accountants under the “operational risks” category. |
Accessibility by unauthorized personnel under the “information-processing and technology risk” category. |
Conflicts of interest. |
Evasion or avoidance of tax regulation under the “integrity risk” category. |
Incompleteness of ongoing research and development projects and breach of trust in research and development confidentiality under “research and development risks” category. |
Market risk under the “environmental risks” (risks related to transition to a lower-carbon economy) category. |
Food security under the “environmental risks (physical risks)” category. |
Energy Sector | Utility Sector | Material | Mean | |
---|---|---|---|---|
Financial Disclosure | 57% | 56% | 54% | 56% |
Non-Financial Disclosure | 37% | 31% | 33% | 33% |
Total | 39% | 33% | 35% | 35% |
SAMPLE MEAN | 35% |
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© 2024 by the authors. Licensee MDPI, Basel, Switzerland. This article is an open access article distributed under the terms and conditions of the Creative Commons Attribution (CC BY) license (https://creativecommons.org/licenses/by/4.0/).
Share and Cite
Al-Sahali, S.A.; Al-Adeem, K.R. Reporting Corporate Risk: An Empirical Inquiry into Listed Entities in the Saudi Capital Market. Sustainability 2024, 16, 6619. https://doi.org/10.3390/su16156619
Al-Sahali SA, Al-Adeem KR. Reporting Corporate Risk: An Empirical Inquiry into Listed Entities in the Saudi Capital Market. Sustainability. 2024; 16(15):6619. https://doi.org/10.3390/su16156619
Chicago/Turabian StyleAl-Sahali, Samihah Ali, and Khalid Rasheed Al-Adeem. 2024. "Reporting Corporate Risk: An Empirical Inquiry into Listed Entities in the Saudi Capital Market" Sustainability 16, no. 15: 6619. https://doi.org/10.3390/su16156619
APA StyleAl-Sahali, S. A., & Al-Adeem, K. R. (2024). Reporting Corporate Risk: An Empirical Inquiry into Listed Entities in the Saudi Capital Market. Sustainability, 16(15), 6619. https://doi.org/10.3390/su16156619