RenaissanceRe Sustainability Report 2022

INTRODUCTION PROMOTING CLIMATE RESILIENCE CLOSING THE PROTECTION GAP INDUCING POSITIVE SOCIETAL CHANGE GOVERNANCE APPENDIX Our sustainability strategy focuses on three core areas where we apply our business strengths to make a meaningful impact on society — promoting climate resilience, closing the protection gap and inducing positive societal change. We drive these areas forward through our key focus areas: risk expertise, underwriting approach, investment practices, operations and partnerships. We understand the need to mitigate against climate change and help build resilience to its impacts, and we will continue to take actions to advance our sustainability strategy. In this report, we present our sustainability strategy and provide an overview of our progress and priorities from January 1, 2022, to March 31, 2023. Where applicable, we also include information beyond this period to give a broader context for our sustainability efforts. Table of Contents Section 1 Section 2 Section 4 Section 6 Introduction Promoting Climate Resilience Inducing Positive Societal Appendix 3 A Message From Our CEO 11 RenaissanceRe Risk Sciences Change 51 Carbon Footprint 4 Sustainability Highlights 14 Climate Transition 34 Diversity, Equity and 53 Independent Assurance 6 Sustainability Strategy Underwriting Inclusion (DEI) 55 Framework Alignment 8 Underwriting and Investments 19 Responsible Investing 40 Talent and Development 63 Acronyms 9 Our United Nations 22 Managing Our Environmental 43 Corporate Social Commitments Footprint Responsibility (CSR) Section 3 Section 5 Closing the Protection Gap Governance 27 Partnerships 46 Our Governance 30 The Humanitarian Sector 32 Risk Mitigation Leadership Forum Series All statements made in this report pertain to RenaissanceRe Holdings Ltd. The sustainability data and information presented in the report are intended to adhere to internationally recognized voluntary standards, including Sustainability Accounting Standards Board (SASB) and Task Force on Climate-Related Financial Disclosures (TCFD), with reference to the Global Reporting Initiative (GRI) — as detailed in the appendix. 1

INTRODUCTION PROMOTING CLIMATE RESILIENCE CLOSING THE PROTECTION GAP INDUCING POSITIVE SOCIETAL CHANGE GOVERNANCE APPENDIX 1.1 A Message From Our CEO As RenaissanceRe celebrates our 30th anniversary, I am pleased We are also looking outward and believe that moving to a more to introduce our inaugural sustainability report, highlighting how resilient and sustainable future requires collaboration across we are delivering on our purpose to protect communities and the insurance industry and financial sector. RenaissanceRe has enable prosperity. been proud to take an active leadership role in organizations such as ClimateWise, the Insurance Development Forum and the As expert managers of risk and volatility, RenaissanceRe and Sustainable Markets Initiative and is pleased with the collective the insurance industry more broadly are uniquely positioned to impact we are making to combat climate change and support understand and mitigate the potential impact of climate change vulnerable communities. on society while identifying innovative solutions to build resilience. This report summarizes the progress we have made in advancing Moreover, I am proud of the commitments we have made our sustainability strategy and outlines how we are taking positive through voluntary frameworks, including the UN Global steps to support the transition to a more sustainable future. We have Compact, and we continue to focus on integrating these applied our core business strengths across our business to further principles into our strategy, culture and daily operations. our impact, including: RenaissanceRe’s strength comes from our team of over 700 people and the unique culture that we have maintained, even as we have grown into a global organization. We believe • Investments: We actively reduced the carbon that by embedding diversity, equity and inclusion throughout intensity of our investment portfolio by 70% from our employee journey, we strengthen our culture and company. I am pleased to December 31, 2020 to December 31, 2022 and We are also focused on strengthening the communities where are continuing to identify opportunities to invest we live and work, and our people actively participate in our introduce our inaugural in sustainable solutions and innovations to further generous locally led corporate social responsibility programs. our impact. sustainability report, • Underwriting: We are combining our climate In closing, I would like to thank our employees, our customers highlighting how we expertise and climate capacity to support our and our stakeholders who have supported us in delivering our clients in managing their own climate risk and purpose. I look forward to the progress we can make together. are delivering on our transition plans. Furthermore, we are strengthening purpose to protect our offerings by providing capacity for innovative communities and products that promote climate resilience. • Operations: We have actively managed our carbon enable prosperity. footprint, reducing our absolute greenhouse gas emissions by 43% from 2019 through 2022. Through our internal Global Green Group, we continue to look for ways to incorporate environmentally friendly Kevin O’Donnell practices into our operations. CEO and President 3

INTRODUCTION PROMOTING CLIMATE RESILIENCE CLOSING THE PROTECTION GAP INDUCING POSITIVE SOCIETAL CHANGE GOVERNANCE APPENDIX 1.2 Sustainability Highlights In 2022, we progressed our sustainability efforts through various initiatives, including those aimed at integrating sustainable underwriting practices, promoting responsible investments, managing our carbon footprint and enhancing diversity, equity and inclusion. We are proud of the progress we have made and will continue working to improve our sustainability performance in the years to come. Company Overview Gross Premiums Written Underwriting Business Mix Workforce Investment Portfolio 41% 59% Property Casualty 11 707 $9.2B USD & Specialty $22.2B USD Offices Employees Year ended December 31, 2022 Year ended December 31, 2022 As of December 31, 2022 As of December 31, 2022 Sustainability Highlights Responsible Investing Risk Sciences Claims 70% 11 $23.1B USD Reduction in the carbon intensity of our corporate credit and equity portfolios, from December 31, 2020, to December 31, 2022, as measured by MSCI Perils under active research in 35 countries as of November 21, 2022 Total claims paid since 1993, as of March 31, 2023 People UN Signatories Environmental Footprint 43% 43% Female representation in workforce, as of December 31, 2022 Reduction in carbon footprint, As of December 31, 2022 from 2019 to 2022 Corporate Social Responsibility ESG Assessments People 50% 325 Constituent in the index series, We have calculated that the Of our employees involved in assessing and analyzing risk, Charities supported in 2022 as of June 2022 overall MSCI ESG rating for our as of February 8, 2023 investment portfolio is ‘A’, as of December 31, 2023. 4

INTRODUCTION PROMOTING CLIMATE RESILIENCE CLOSING THE PROTECTION GAP INDUCING POSITIVE SOCIETAL CHANGE GOVERNANCE APPENDIX Our History Over the last 30 years, RenaissanceRe has grown into an industry-leading reinsurer with operations in seven countries and gross premiums written across property, casualty and specialty surpassing $9 billion. As we have grown, we have continued to embed sustainability across our business, from our underwriting practices to our investments and operations. We believe that by doing so, we can ensure our own long-term success while having a lasting impact on the environment and communities we serve. Throughout our history, we have collaborated with partners who share our sustainability objectives, and as we have grown, we have broadened our engagement and the reach of our impact. The organizations and initiatives below are a selection of both new and longstanding collaborations, which you can read more about throughout this report. RenaissanceRe Risk Sciences Our Partnerships Our UN Commitments Our Operations 2020 ® 2016 Insurance 2021 Certified CarbonNeutral Development Forum UNEP FI PSI company 2000 RenaissanceRe Risk Sciences 2017 2022 (formerly Weather Predict Consulting) ClimateWise 2021 UN PRI Global Green Group 2007 The National Oceanic and Atmospheric 2022 Sustainable 2022 Beyond Plastic Champion Administration Mark 2021 UN Global Compact ets Initiative 2000 Building and sharing risk insight • Leveraging our expertise create impact • Leading the industry forward 2023 Building and Sharing Risk Insight Risk Modeling to Seeking Diversity, Creating Equity, Recent Community Support Vulnerable Communities Practicing Inclusion Engagement 2008 Insurance Institute for Business 2011 Oasis Loss Modelling 2017 Women ReBOOT Initiative 2020 Bermuda Institute of fety and Home Sa Ocean Sciences Lloyd’s Disaster Risk 2018 Dive In Festival National Museum 2008 Risk Mitigation Leadership 2015 Facility 2021 Forum Race Action of Bermuda 2018 Through Leadership 2021 Bermuda Zoological Global Risk Modelling 2021 Society Micro Forest Alliance Project 2019 DEI Council 2022 Global Shield 5

INTRODUCTION PROMOTING CLIMATE RESILIENCE CLOSING THE PROTECTION GAP INDUCING POSITIVE SOCIETAL CHANGE GOVERNANCE APPENDIX 1.3 Sustainability Strategy Our sustainability strategy is integral to our purpose to protect communities and enable prosperity. We have thoughtfully identified and prioritized opportunities that apply our core business strengths to help address some of the greatest challenges facing society. By delivering on our strategic sustainability initiatives, we aim to create value for all stakeholders and ultimately induce positive societal change. Harriet James, SVP, Head of Sustainability Strategy We recognize the importance of embedding sustainability into our business practices and decision-making. Our corporate purpose is to protect communities and enable prosperity, which is an imperative part of our vision to be the best underwriter. To achieve this, our mission is to match desirable risks with efficient capital, which we believe enables us to operate as a sustainable and resilient reinsurer focused on making a positive impact. In 2019, we established a dedicated sustainability function as part of our corporate strategy department that is focused on leveraging our in-house expertise to drive progress, foster innovation and further embed sustainability across our company. 6

INTRODUCTION PROMOTING CLIMATE RESILIENCE CLOSING THE PROTECTION GAP INDUCING POSITIVE SOCIETAL CHANGE GOVERNANCE APPENDIX Sustainability Strategy Our Focus Areas Our sustainability strategy focuses on three core areas where we apply our business strengths to make a meaningful impact on society — promoting climate resilience, closing the protection gap and inducing positive societal change. We seek to create sustainable value for all our stakeholders, including our investors, clients, partners, employees and communities. Through active stakeholder engagement, we seek to understand their expectations and align our strategy with their priorities, to achieve purposeful, effective and responsive actions that address their evolving needs. This process has led us to identify 10 focus areas that impact the economy, environment and people, aligning them with the pillars of our sustainability strategy. The insights gained from this engagement have guided our actions, enabling us to address critical challenges, drive progress and align with our corporate objectives while meeting the needs of our stakeholders. Supporting the global transition 01 Superior risk selection and 06 to a climate-resilient future through capital management our underwriting activities Advancing our thought Enhancing accessibility to 02 leadership on climate 07 risk insights and capital to awareness promote risk mitigation Managing our Seeking diversity, creating 03 environmental impact 08 equity and practicing inclusion Our Key Stakeholders 04 Embedding sustainability 09 Ensuring good corporate into our investment practices governance and compliance • Our Investors • Our Clients • Our Partners 05 Shaping a positive 10 Supporting our communities environment for our people • Our Employees • Our Communities 7

INTRODUCTION PROMOTING CLIMATE RESILIENCE CLOSING THE PROTECTION GAP INDUCING POSITIVE SOCIETAL CHANGE GOVERNANCE APPENDIX 1.4 Underwriting and Investments We recognize that climate change presents both risks and opportunities across our business, and we continue to embed superior risk management and underwriting innovation into our approach in order to remain at the forefront of promoting sustainability through our FPO underwriting activities. Cathal Carr, SVP, Chief Underwriting Officer – Europe and Global Head of Climate and Sustainability Underwriting Strategy We have defined climate transition underwriting and responsible investing strategies that we believe enables us to identify and execute initiatives that support the global transition, with the ultimate aim of promoting climate resilience, closing the protection gap and inducing positive societal change. As signatories of the United Nations Environment Program (UNEP) Finance Initiative (FI) Principles for Sustainable Insurance (PSI) and the United Nations (UN) Principles for Responsible Investment (PRI), we aim to integrate sustainability factors into our underwriting and investment decisions. 8

INTRODUCTION PROMOTING CLIMATE RESILIENCE CLOSING THE PROTECTION GAP INDUCING POSITIVE SOCIETAL CHANGE GOVERNANCE APPENDIX 1.5 Our United Nations Commitments Our core value of sustainability is reflected in our adoption of several voluntary frameworks, such as the UN Global Compact, the UNEP FI PSI and the UN PRI, which reflects our promotion of sustainable and socially responsible business practices. Furthermore, by embedding sustainability in our underwriting practices, investments and operations, we actively support the United Nations’ Sustainable Development Goals (SDGs), which are a set of 17 global goals established by the United Nations in 2015 to address various social, economic, and environmental challenges and promote sustainable development worldwide. We participate in the UN Global Compact We are a signatory of the UNEP FI PSI and We are a signatory of the UN PRI and promote and align our strategies and operations with aim to identify and address sustainability risks responsible investment practices to contribute universal principles on human rights, labor, and opportunities to promote sustainable to a more sustainable financial system. environment and anti-corruption. development. UN SDG 13: Climate action • Aiming to apply our climate science expertise to better understand the climate risk in our portfolio to provide adaptive capacity. • Seeking to educate and share our risk expertise with stakeholders to raise awareness of climate change mitigation, adaptation and impact reduction. • Supporting the global transition to a climate-resilient future through our underwriting activities. • Considering certain ESG factors within our investment strategy that help support our position in identifying sustainable investment opportunities that promote the transition to a climate-positive economy. • Measuring and reporting greenhouse gas (GHG) emissions to help us identify and develop strategies to promote sustainability in our operations. UN SDG 11: Sustainable cities and communities • Seeking to translate risk expertise into actionable guidance for homeowners, businesses and communities through our partnerships. • Aiming to provide prompt and fair settlement to our clients, while effectively managing our risks, to support recovery and reconstruction efforts after disasters and reduce the counterparty’s economic losses due to event disruption. • Donating time and money to local charities through our corporate social responsibility (CSR) efforts, focusing on health, education and economic development. UN SDG 17: Partnerships for the goals • Leveraging our leadership positions in ClimateWise, IDF and SMI to promote a resilient and sustainable future in the sustainability industry. • Collaborating with governments, NGOs and the private sector to drive progress toward a sustainable future, including through our Risk Mitigation Leadership Forum series. • Aiming to proactively engage with the humanitarian sector to build capacity and innovative products. 9

INTRODUCTION PROMOTING CLIMATE RESILIENCE CLOSING THE PROTECTION GAP INDUCING POSITIVE SOCIETAL CHANGE GOVERNANCE APPENDIX 2.1 RenaissanceRe Risk Sciences We recognize that the world is changing rapidly, and with it, so are the risks our stakeholders face. As a company that specializes in risk management, we are focused on modeling, and staying ahead of, the anticipated impacts of climate change. To achieve this, we leverage the expertise of our in-house RenaissanceRe Risk Sciences (RRRS) team, which includes 16 applied scientists with worldwide risk expertise and modeling capabilities. RRRS is an integral part of our business operations, providing an objective and independent view of risk that informs our underwriting solutions and progresses industry intelligence. With expertise in 11 perils and dedicated resources across Europe and America, we conduct global risk modeling, evaluate vendor models, provide science advisory services and share industry-focused research reports to clients and partners. By leveraging this diverse skill set, we are able to offer a unique assessment of risk. Our expertise spans a range of disciplines, including meteorology, oceanography, seismology, structural and wind engineering, and data science and numerical simulation. 16 11 Advanced Active science scientists, 81% focus on 11 perils with Ph.D’s in 35 countries Meteorology Oceanography Seismic Risk Structural and Wind Engineering 23 22 Years as partners of Our scientists’ NOAA/NHC sharing average # of information on years of industry Data Science Numerical tropical cyclone risk experience Simulation As of March 31, 2023. 11

INTRODUCTION PROMOTING CLIMATE RESILIENCE CLOSING THE PROTECTION GAP INDUCING POSITIVE SOCIETAL CHANGE GOVERNANCE APPENDIX Addressing Climate Change through RenaissanceRe Risk Sciences Wildfire Since 2015, we have invested heavily in enhancing our risk RenaissanceRe Risk Science Research Reports understanding and modeling capabilities of emergent wildfire risk Through RRRS, we empower our clients and partners with the latest across North America. This has resulted in substantial advancements advances in risk science to sharpen risk understanding and improve in quantifying their potential impact on our portfolio, with special outcomes. Our RRRS team produces research on a range of critical focus on capturing the climate change drivers to this peril. This has topics, including climate-related perils and retrospective analysis. led us to gain a deeper understanding of wildfire risks in Europe These reports provide valuable insights on risks and challenges, that we believe surpass the capabilities of current vendor models. while sharing best practices and trends. Flood Recent Highlights As the frequency of flooding events in Europe continues to increase, we recognize the need for a more accurate approach to assessing flood risks in the region. To address this, we are evaluating an innovative probabilistic flood model that should enable us to better identify and assess flood impacts, and provide valuable insights for our clients and partners. Climate Change and Its Hurricane Ian Influence on Large Hail Retrospective 2022 Events in Europe Interim Report on a Wildfire Outlook for Vigorous Start to 2023 U.S. the 2023 Season Severe Convective Storms 12

INTRODUCTION PROMOTING CLIMATE RESILIENCE CLOSING THE PROTECTION GAP INDUCING POSITIVE SOCIETAL CHANGE GOVERNANCE APPENDIX We have worked with eminent practitioners to better understand disaster safety and risk mitigation best practices. We hope to help save lives and make communities safer in the face of catastrophe. Craig Tillman, President, RenaissanceRe Risk Sciences Translating Risk Expertise to Action We are proud to work with policymakers, non-governmental organizations and other stakeholders to advance climate change mitigation, adaptation and impact reduction efforts. By leveraging our risk science expertise to better understand climate risk, we provide insights that help inform policy decisions and drive innovation. We believe our expertise helps our clients to make informed decisions and achieve their strategic goals with greater confidence and clarity. SuperEnsemble Insurers’ Principles of Climate Change Adaptation orecast is noted in the National Our SuperEnsemble hurricane f We are proud to have been a part of a consortium of insurance and Hurricane Center verification reports as a top-performing hurricane reinsurance companies that collaborated on the creation of the model. Through this forecast we are collaborating with the National Insurers’ Principles of Climate Change Adaptation in 2021 through Oceanic and Atmospheric Administration (NOAA)/National the Insurance Institute for Business and Home Safety (IBHS). Hurricane Center, continuing a valued partnership that spans nearly These principles, which have been shared with policymakers and two decades. the public, include key steps that can be taken to enhance the In 2016, NOAA and RRRS entered into a Cooperative Research and resilience of American homes, businesses and communities in the Development Agreement, focused on improving tropical cyclone face of climate change. consensus techniques. Through this alliance, we enhance our We believe that these principles represent a call to action for knowledge of tropical cyclone risk, while aiding our clients and the the insurance and reinsurance industry to play an active role in international community in the management of these critical events. helping to enhance the resilience of the nation’s housing and building infrastructure. 13

INTRODUCTION PROMOTING CLIMATE RESILIENCE CLOSING THE PROTECTION GAP INDUCING POSITIVE SOCIETAL CHANGE GOVERNANCE APPENDIX 2.2 Climate Transition Underwriting At RenaissanceRe, we believe that by actively assuming risk through underwriting we can play an important role in promoting the liquidity and capital necessary to enable the orderly transition of industries, businesses and society towards a lower-carbon economy. In support of this, in 2023, we formalized our climate transition underwriting approach, which is focused on utilizing our climate expertise to help our clients develop risk taking capacity for climate risk mitigation. This should support our aim to identify and address sustainability risks and opportunities to promote sustainable development in line with the UNEP FI PSI. Climate Transition Underwriting Approach Climate Expertise Climate Risk Integration Transition Benchmarking Utilizing our climate-related expertise Identify climate-related risk Holistic to enhance climate-risk and transition- in our portfolio assessment plan management Climate Capacity Capital Solutions Product Innovation Supporting clients in developing risk- Identify and isolate Develop climate taking capacity for climate mitigation efficient capital products and adaptation In 2023 we launched new projects to build these capabilities Our approach should help us support our clients in navigating the journey to a lower-carbon economy, while advancing our opportunities to provide risk-taking capacity through this transition. Cathal Carr, SVP, Chief Underwriting Officer – Europe and Global Head of Climate and Sustainability Underwriting Strategy 14

INTRODUCTION PROMOTING CLIMATE RESILIENCE CLOSING THE PROTECTION GAP INDUCING POSITIVE SOCIETAL CHANGE GOVERNANCE APPENDIX Climate Expertise Utilizing our climate-related expertise to enhance climate-risk and transition-plan management Climate Risk Integration Transition Benchmarking We recognize the important role the reinsurance industry plays As a reinsurer, we understand the importance of assessing the impact of in maintaining insurability of climate-impacted risks like wildfires, our underwriting activities while also recognizing the challenges due to especially as we expect natural catastrophes to intensify due to climate the complexity and long-term nature of risks, as well as limited access to change. As such, we utilize our climate-related expertise to help us complete information. To address this challenge, we plan to benchmark better understand the climate risk that we assume to make informed the environmental impact of certain risks within our underwriting underwriting decisions and effectively manage our exposure. portfolio, considering three factors – counterparty, treaty exposure and product purpose, and have recently commenced collaborations with partners such as Moody’s in support of these efforts. RRRS: Our RRRS team builds a climate-adjusted view of various perils Counterparty: An assessment of the extent to which the using a framework for understanding climate impacts, recognizing counterparty, (re)insurance client, embeds environmental each region-peril combination’s relative differences in the urgency and considerations in its value chain. likelihood of material changes in the risk. © REMS : We implement our own view of risk through our proprietary software, Renaissance Exposure Management System (REMS© Treaty exposure: An environmental assessment of the ). This enables us to create unique risk distributions and incorporate perils, underlying economic industry sectors facilitated by the risks, and areas not included in commercially available natural hazards provision of contingent risk capital. risk models. Risk Ramp: We proactively conduct research to identify the long-term impacts of climate change across various regions and hazards and Product purpose: An assessment of the sustainability integrate this into our current view of risk. By doing so, we intend to better impact generated by the product or instrument itself in understand the changes in risk under various scenario pathways for supporting the transition to a sustainable future. different climate perils. We are proud to work with Moody’s Analytics, a leading global integrated risk assessment firm, to benchmark the environmental impact of risks within our underwriting portfolio. Our collaboration marks the first time Moody’s sustainability capabilities will be applied to a reinsurer’s treaty books, with the aim of providing a transparent benchmarking approach across counterparties and diverse risk classes. We look forward to bringing our 30 years of climate expertise to such an important focus area for the industry. See ClimateWise TCFD Report for more information on our risk management process 15

INTRODUCTION PROMOTING CLIMATE RESILIENCE CLOSING THE PROTECTION GAP INDUCING POSITIVE SOCIETAL CHANGE GOVERNANCE APPENDIX Climate Capacity Supporting clients in developing risk-taking capacity for climate mitigation and adaptation. Capital Solutions Product Innovation Through our Capital Partners team, we are an industry-leading Enhanced by our transition benchmarking work, we aim to further manager of insurance-linked securities (ILS) capital. Educating facilitate the flow of risk-contingent capital into sectors of the economy investors on the benefits of ILS investments and the role of climate that have a positive environmental and social impact, while also change considerations supports us in bringing additional capacity to supporting the global transition to a climate-resilient future. climate-related insurance products. This provides opportunity for us to attract capital from partners who share our values and recognize In addition to assessing the environmental and social impacts at an the importance of mitigating climate risks, supporting communities individual underwriting contract level, we believe that this can best be affected by the devastating impact of natural catastrophes. achieved by working collaboratively to develop innovative solutions that will enable us to deliver capital at scale. Rated Physical risk Global South Climate perils Food and water protection gap resilience security Catastrophe Bonds Collateralized Parametrics Biodiversity and Transition plan Renewable carbon sinks execution energy Sustainability Training As a signatory of the UNEP FI PSI, we recognize the importance of further embedding our climate transition underwriting approach into our day-to-day business operations. In the twelve-month period ending May 1, 2023, our climate transition underwriting team collectively dedicated 320 hours to complete the Sustainable Finance online short course, facilitated by the University of Cambridge Institute for Sustainability Leadership. This equipped the team with the necessary knowledge and tools to effectively incorporate sustainable thinking into their existing underwriting roles to promote the identification of new opportunities in this space. 16

INTRODUCTION PROMOTING CLIMATE RESILIENCE CLOSING THE PROTECTION GAP INDUCING POSITIVE SOCIETAL CHANGE GOVERNANCE APPENDIX Industry Collaboration and Innovative Products We support innovative products that align with our core values, including those that increase the scaling and de-risking of solutions to facilitate the transition to a climate-resilient future. By participating in industry groups, such as ClimateWise, we seek to promote and advance sustainable underwriting practices that align with the principles of the UNEP FI PSI, to further contribute to the industry’s transition toward a more sustainable future. We are pleased to be a core reinsurance partner for AXA Climate. Together, we aim to protect businesses, vulnerable populations and natural ecosystems against weather and climate volatility, while supporting sustainable development goals related to climate and the environment. AXA Climate’s solutions address sustainability issues and attract alternative capital to support the growth of insurance, de-risking transition challenges related to climate and environment. We offer underwriting capacity for Kita’s pioneering Carbon Purchase Protection Cover in collaboration with Chaucer and Munich Re Syndicate, providing crucial protection to buyers of forward-purchased carbon credits The insurance and reinsurance industry against delivery risk. By bridging a significant protection gap, we support plays an important role in managing Kita’s aims to increase buyer trust in carbon delivery, enabling greater flows climate risk while helping facilitate the of capital to scale carbon sequestration projects which may contribute to the transition to a lower-carbon economy. measures aimed at addressing the pressing challenge of climate change. In 2022, our President and CEO, Kevin O’Donnell, assumed the position We offer reinsurance for Redicova, a parametric product sponsored of Chair of ClimateWise, a global network by Beazley, and supported by certain Syndicate members of Lloyd’s of insurance companies committed Disaster Risk Facility (DRF). Redicova uses advanced data to process to reducing the impact of claims based on windspeed indices, providing quick financial relief to climate change. communities affected by severe tropical cyclones in Northern Australia and bridging the gap between economic and insured losses for individuals, small to medium businesses, and agricultural enterprises. We are honored to be working alongside Chaucer, as well as Munich Re Syndicate and RenaissanceRe, to bring Carbon Purchase Protection Cover to the market. To prevent the worst impacts of climate change, we must remove gigatons of CO from the atmosphere annually. This is a mammoth task, and it requires de-risking and access to 2 capital for carbon sequestration solutions. Natalia Dorfman, CEO and co-founder of Kita 17

INTRODUCTION PROMOTING CLIMATE RESILIENCE CLOSING THE PROTECTION GAP INDUCING POSITIVE SOCIETAL CHANGE GOVERNANCE APPENDIX By managing claims in a responsible and timely manner, we are able to provide financial stability, security and support to our clients in the face of large-scale losses or catastrophes, while also contributing to the long-term resilience of the communities and businesses we serve. Peter McLoughlin, SVP, Group Head of Claims Claims Management As a reinsurance company, we recognize the critical role we play in mitigating risks and protecting our clients from the financial impacts of disasters. Our claims management process is designed to provide prompt and fair settlement to our clients, while also managing our risks effectively. We are proud to have paid $23.1 billion to date in claims payments, benefiting individuals and communities affected by In 2022, Syndicate 1458’s lead unforeseen events. response time was 75% of the We are committed to providing timely and accurate claims management, offering expert support to clients Lloyd’s average where we were throughout the claims lifecycle and implementing effective risk management strategies. These practices the lead agreement party. support our climate transition underwriting approach, including our alignment to the UNEP FI PSI. As of year ended 2022, we have paid Providing prompt settlement Providing guidance and Managing potential losses $5.3B* in cumulative property-related to our clients, while effectively support to clients to manage from claims through our robust claims, largely due to natural catastrophes such as hurricanes, earthquakes and managing our risks, which the impact of events, helping risk management procedures other windstorms, alleviating financial should support recovery mitigate the environmental to identify and address risks, burdens on affected individuals, and reconstruction efforts and social impacts. This including those associated businesses and communities. after disasters and reduce includes connecting them with with climate change, and take the counterparty’s economic third-party advisors for expert measures to mitigate them. * Cumulative paid claims and claim expenses net of reinsurance from 2013 to 2022. losses due to event disruption. advice on claims management and recovery. 18

INTRODUCTION PROMOTING CLIMATE RESILIENCE CLOSING THE PROTECTION GAP INDUCING POSITIVE SOCIETAL CHANGE GOVERNANCE APPENDIX 2.3 Responsible Investing Responsible Investment Guidelines Exclusions 2022 Highlights We apply rules-based exclusions to our investment portfolio where our analyses and judgment determine there are material downside risks related to ESG. As such, our investment guidelines currently provide for the elimination of direct investments in: ‘A ’ 70% 98% • Companies that are classified as ‘CCC’ ESG We have calculated that the Carbon intensity reduction Of externally managed assets Laggards under the MSCI methodology. overall MSCI ESG rating for our in corporate credit and were managed by PRI • Companies that derive more than 10% of investment portfolio is A as of listed equity portfolios, signatories as of March 31, 2023. revenues from thermal coal. December 31, 2023. from December 31, 2020 • Corporates that have a relatively high carbon to December 31, 2022 , as intensity as measured by MSCI. measured by MSCI. Third-Party Manager Selection/Mandate Setting When we engage a third-party investment manager, we generally consider the following topics: To further the sustainability of our investment portfolio, certain ESG factors are considered within our investment strategy. We structure our investment • ESG Strategy and Oversight (including portfolio to emphasize the preservation of capital and the availability of liquidity UN PRI membership.) to meet our claims obligations, to be well diversified across market sectors and • ESG Integration and Analysis. to generate relatively attractive returns on a risk-adjusted basis over time. We • ESG Governance and Engagement. believe that incorporating ESG into our investment process makes us better • Climate Change Risk Oversight. positioned to identify attractive and sustainable investment opportunities. • Commitment to Diversity, Equity Responsible Investment Policy and Inclusion. Being a responsible investor can be an extension of our corporate values and purpose, and we believe we have the opportunity, through our investment activities, to help address societal challenges, particularly those that are relevant to our mission and vision. Adrian Doyle, SVP, Managing Director — Investments 19

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INTRODUCTION PROMOTING CLIMATE RESILIENCE CLOSING THE PROTECTION GAP INDUCING POSITIVE SOCIETAL CHANGE GOVERNANCE APPENDIX Our Progress We are pleased to report that proactive management of ESG factors within our investment portfolio has resulted in a 70% reduction in the carbon intensity of our corporate credit and equity portfolios as measured by MSCI from December 31, 2020, to December 31, 2022, shown in the graph below. By leveraging MSCI data, we have been able to identify and increase diversification across low-carbon securities, while promptly removing carbon-intensive securities due to real-time transparency into our We have calculated that the overall MSCI investment portfolio’s exposures and risks. Over the past two years, our data coverage of the investment ESG rating for our investment portfolio portfolio through MSCI has improved by 16%, providing enhanced visibility and supporting our reporting is ‘A’. This rating is based upon the data efforts as a signatory of the UN PRI. We continue to consider investment opportunities that generate provided by MSCI, which covered >70% positive social or environmental outcomes, aligning with our approach towards responsible investing. of our portfolio as of December 31, 2022. Weighted Average Carbon Intensity of the Corporate Credit and Equity Portfolios MtCOe/$M 2 300 240 180 120 60 0 December 31, 2020 December 31, 2021 December 31, 2022 20

INTRODUCTION PROMOTING CLIMATE RESILIENCE CLOSING THE PROTECTION GAP INDUCING POSITIVE SOCIETAL CHANGE GOVERNANCE APPENDIX Leveraging Our Expertise in Investments We strive to further enhance our understanding of how different sustainability factors impact various asset classes and sectors, while also developing our understanding of climate risk in our investment portfolio. We are also analyzing the performance, liquidity and real-world outcomes of existing and potential future investments in: • Renewable energy, forestry and infrastructure sectors. • Impact, transition, green, sustainable and sustainability-linked bonds aligned with recognized standards like the Sustainability Bond principles by the International Capital Markets Association (ICMA), European Securities and Markets Authority (ESMA) and the Climate Bond Initiative. • Other impact products, such as public and private equity, that may accelerate the global transition. ESG Training Ensuring that our investment personnel have the knowledge and understanding to effectively consider ESG factors is an important part of our decision-making process. We provide relevant employees with specific training, guidance and access to ESG-specialist resources facilitated by external experts. In 2022, our investment personnel completed ESG-focused training, in addition to ongoing investment training, to help them to engage in meaningful discussions with internal stakeholders, third-party asset managers and broader market stakeholders. 21

INTRODUCTION PROMOTING CLIMATE RESILIENCE CLOSING THE PROTECTION GAP INDUCING POSITIVE SOCIETAL CHANGE GOVERNANCE APPENDIX 2.4 Managing Our Environmental Footprint Addressing climate change includes understanding and managing the environmental impact of our own operations. As such, we believe we have strengthened our carbon accounting process by enhancing our data collection capabilities and expanding our GHG inventory, allowing us to better understand our environmental footprint and make more informed decisions. We focus on tangible actions, such as implementing recycling programs in our offices and increasing cloud storage, to continue to promote sustainability throughout our operations. We recently implemented Hydrus.ai, an environmental management system that provides enhanced management and coordination around Environmental Policy our environmental footprint. This has helped us identify key areas where we can seek to reduce As part of our proactive approach to addressing climate change, we our GHG emissions and develop strategies to foster a culture of sustainability through various internal initiatives reduce our environmental impact. Through these formalized in our Environmental Policy. Our areas of focus include efforts, we aim to foster active engagement among our employees on our carbon footprint, while implementing operational efficiencies, reducing waste and raising also working collaboratively with our suppliers, to awareness of our sustainability activities. promote sustainable activities. Environmental Policy Our Global Green Group In 2022, we established the Global Green Group (GGG), composed of representatives from each office who identify and advance measures to streamline operational activities impacting the environment, including local engagement on sustainability practices. To promote accountability, we introduced a performance development goal for relevant staff, including the GGG, emphasizing their role in managing our carbon footprint. Over the past year we have advanced our greenhouse gas reporting capabilities to better understand and work to minimize our environmental impact. We are excited to leverage our environmental management system to continue identifying areas for improvement. Michela Borzoni, Senior Sustainability Analyst and Global Green Group Lead 22

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INTRODUCTION PROMOTING CLIMATE RESILIENCE CLOSING THE PROTECTION GAP INDUCING POSITIVE SOCIETAL CHANGE GOVERNANCE APPENDIX Our Carbon Footprint We have focused on better understanding and managing our 2019 environmental footprint and are pleased to have reduced our absolute 2022 2021 2020 Baseline GHG emissions by 43% compared to 2019, our baseline year. Scope 1 tCO e 55 82 77 54 2 The Covid-19 pandemic presented both challenges and opportunities, Scope 1+2 tCO e 1,772 2,246 2,171 2,602 and we learned from the efficiencies and sustainable practices we (market-based) 2 implemented during this period. We enhanced online collaboration, Scope 1+2 tCO e 1,604 1,598 1,630 1,887 improved the energy efficiency of our offices and adopted renewable 2 energy sources in our European-based operations. Additionally, (location-based) we leveraged cloud technology which contributed to increased Scope 3 tCO2e 8,846 3,918 6,873 16,361 efficiencies, supporting a reduction in the carbon footprint of our Total tCO2e 10,450 5,516 8,503 18,248 data centers. (location-based) Liquid fuel 7,885 13,715 12,239 5,350 consumption litres back-up generator and vessel (company vessel and back-up generator) Energy consumption – offices MWh 2,567 2,562 2,602 3,016 To promote transparency and compliance, we partnered (electricity and gas in offices) with Turley, a recognized third-party assurance provider, Energy consumption – data 903 1,271 1,241 1,259 to validate our 2022 GHG data. Turley attested to the centres MWh accuracy and completeness of our emissions data, with (electricity in data centres) the verification process guided by the principles set out tCO e/FTE tCO e 15 9 14 35 in ISO 14064-3. 2 2 (location-based) See GHG Assessment Verification Statement in appendix Energy consumption/SqFt KWh 15 15 15 18 (electricity and gas in offices) For further information about our GHG data and methodology, please refer to the appendix. 23

INTRODUCTION PROMOTING CLIMATE RESILIENCE CLOSING THE PROTECTION GAP INDUCING POSITIVE SOCIETAL CHANGE GOVERNANCE APPENDIX Emissions by Source, 2019–2022 tCO e 2 20,000 18,000 16,000 14,000 12,000 10,000 8,000 6,000 4,000 2,000 0 2019 2020 2021 2022 Air Electricity in Offices Road and Rail Electricity in Data Centres T&D Loss Other *(Vessel 0.28%, Back-Up Generator 0.01%, Gas 0.24%, Waste 0.03%) *The percentages represent the source emissions for the year ended December 31, 2022. Carbon Finance We have achieved carbon neutrality by sourcing and retiring voluntary emission-reduction certificates through our partnership with Climate Impact Partners. Their carbon finance program funds projects that support the transition to a low- carbon economy. Through this partnership, we support three innovative projects aimed at reducing global emissions and increasing community resilience in the face of climate change: • Rainforest Protection in Sierra Leone – working with local communities to protect the Gola Rainforest, one of the world’s most important biodiversity hotspots. • Reforestation in Kenya – utilizing advanced smartphone technologies to plant trees, cut carbon, tackle poverty and empower women and communities. • Afforestation in Chile – helping to restore degraded land through innovative biotechnologies, which can increase biomass growth in planted trees by up to 119%. 24

INTRODUCTION PROMOTING CLIMATE RESILIENCE CLOSING THE PROTECTION GAP INDUCING POSITIVE SOCIETAL CHANGE GOVERNANCE APPENDIX Fostering a Culture of Sustainability Our Code of Vendor Conduct promotes sustainability in our supply chains by collaborating with vendors, service providers and partners to foster environmentally and socially responsible practices. Additionally, we assess all new product suppliers based on their product’s lifecycle, procuring from those who meet our sustainability threshold. We raise awareness on sustainability through employee engagement sessions. In 2022, Code of Vendor Conduct we partnered with Ocean Bottle, a company dedicated to tackling ocean plastic waste. Through this initiative, employees gained insights into the effects of plastic on our oceans and received their own Ocean Bottle, We understand that many of the materials commonly used in offices can be empowering them to reduce their personal recycled and reused to conserve natural resources and prevent pollution. That environmental footprint. Based on our activities, is why we have implemented recycling programs in our offices to do our part Ocean Bottle intends to collect 12,859 to promote a circular economy. Our program includes: kilograms of ocean-bound plastic, equivalent to the weight of over 1,128,000 bottles. • Investing in new recycling infrastructure to remain efficient and support future reporting requirements. • Providing clear guidelines on what materials can be recycled and how. • Offering training for employees facilitated by our Global Green Group and recycling partners. In 2022, our London office continued partnering with Olio to reduce food waste. By diverting 213kg of excess lunch catering from landfill, Olio saved 1.1k portions of food and 159.4k of water. We are pleased with the progress made in managing our environmental impact, particularly in our European-based operations, where we have significantly improved our recycling facilities. As we expand our operations in London and Dublin, we are excited to work with like-minded contractors who share our vision of a sustainable future. Eri Tsukuda, AVP, Head of Facilities and Administration – Europe and Global Green Group Representative for London 2525

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INTRODUCTION PROMOTING CLIMATE RESILIENCE CLOSING THE PROTECTION GAP INDUCING POSITIVE SOCIETAL CHANGE GOVERNANCE APPENDIX 3.1 Partnerships As environmental and social risks continue to impact vulnerable communities worldwide, it is crucial for all stakeholders — governments, NGOs and the private sector — to collaborate in closing FPO the protection gap. By fostering partnerships, we believe we can create sustainable solutions to mitigate risks, minimize impacts and strengthen resilience to promote sustainable development for the most vulnerable communities. Jeff Manson, SVP, Head of Global Public-Private Partnerships, RenaissanceRe and Co-Chair of IDF Risk Modelling Steering Group Our Approach Fostering sustainability and resilience through partnership One of the ways that we fulfill our purpose is by providing risk insight and risk capital to successfully manage environmental and social risks and build resilience in vulnerable communities. To achieve this, we collaborate with governments, NGOs and the private sector. We believe that, by working together, we can develop sustainable risk mitigation solutions and promote long-term sustainability for communities around the world. We strive to build partnerships that create shared value for society and our business, while contributing to the UN Sustainable Development Goals. As such, we work with public sector partners to advance our aims of facilitating equitable risk insight, supporting innovative risk transfer solutions and promoting accessible risk capital to our partners, with the ultimate aim of building resilience and promoting sustainable development for all. 27

INTRODUCTION PROMOTING CLIMATE RESILIENCE CLOSING THE PROTECTION GAP INDUCING POSITIVE SOCIETAL CHANGE GOVERNANCE APPENDIX Our Partnerships We proactively seek partnerships to achieve our aim of building resilience and promoting sustainable development. The partnerships, where we hold leadership positions, include ClimateWise, the Insurance Development Forum (IDF) and the Sustainable Markets Initiative (SMI) Insurance Task Force. These partnerships reflect our desire to combat climate change, support vulnerable communities and drive the industry toward a resilient and sustainable future. ClimateWise Through research, sharing best practices and employing risk management expertise, ClimateWise members work toward a climate-resilient and nature-positive future. Our leadership position in ClimateWise demonstrates our ambition to collectively understand and manage the physical impacts of climate change, while simultaneously In 2022, we joined the Sustainable promoting societal resilience. Markets Initiative, and our CEO Kevin O’Donnell is a member of the SMI “Utilizing its risk and underwriting expertise, the insurance industry is in Insurance Task Force. We collaborate a unique position to understand, quantify and manage nature-related with a global network of private sector financial risks and leverage existing frameworks to develop innovative leaders to drive positive change across product solutions that reduce biodiversity loss and ecosystem collapse. industries and geographies, and support The Roadmap published by ClimateWise in 2023 explores these workstreams related to disaster resilience important topics and provides key actions to support the industry in and multilateral development. Through progressing a nature-positive journey.” our active participation in the SMI, we are Harriet James, SVP, Head of Sustainability delighted to be a part of the industry’s and ClimateWise Managing Committee Chair transition toward a more resilient and sustainable future. Climate change is one of the most complex challenges faced by the world and our business. As a reinsurer, we believe that we can play an important role in managing climate risk while helping facilitate the transition to a lower-carbon economy. Kevin J. O’Donnell, President and CEO, RenaissanceRe and Chair of ClimateWise and member of the SMI Insurance Task Force 28

INTRODUCTION PROMOTING CLIMATE RESILIENCE CLOSING THE PROTECTION GAP INDUCING POSITIVE SOCIETAL CHANGE GOVERNANCE APPENDIX Insurance Development Forum We promote sustainability in the insurance industry through our active participation in the IDF. As a public-private partnership established in 2015, the IDF facilitates collaboration and coordination between the insurance industry, governments and international organizations to promote risk management practices, insurance coverage and financial protection against climate and disaster risks. As co-chair of the IDF’s Risk Modelling Steering Group (RMSG), we strive to enhance global understanding and quantification of natural hazards and disaster risk by leveraging risk analytics capabilities in the reinsurance sector. Through the RMSG, we advocate for open-source risk modeling platforms and data standards to promote widespread dissemination of risk insights that benefit vulnerable countries, agencies and all sectors, while increasing operational efficiencies in risk modeling. The RMSG aims to: • Improve access to open-source risk modeling platforms for vulnerable countries; • Improve data standards; and • Enhance local risk understanding for better decision-making in investment and risk management. We actively play a role in the Global Risk Modelling Alliance (GRMA), which is a collaborative effort between the IDF, V-20 climate-vulnerable countries and the Federal Ministry for Economic Cooperation and Development (BMZ). The GRMA aims to provide technical assistance and expertise on model development in climate-vulnerable countries, and is hosted by the InsuResilience Solutions Fund. Our position enables us to provide climate and disaster risk insights, work with officials and local experts, and offer open risk management tools, data, and operational risk finance expertise in regions that are lacking these resources. We support the newly established Global Shield against Climate Risk, which is a collaborative initiative between -20 climate-vulnerable countries, launched at COP27. The Global Shield will leverage the GRMA the G7 and the V in delivering its strategic objectives of providing capacity building and support to climate-vulnerable countries in assessing and managing climate-related risks. We are proud to be a founding member of the Oasis Loss Modelling Framework, sponsored by a collaborative ffort with other industry leaders, which aims to reduce operational costs, increase transparency, and promote e consumer choice, all while promoting equality of access to critical risk information. We also support the development of Open Exposure Data Standards (OED) which provides universal data formats for risk modeling. Improved risk analysis and understanding in the V-20 climate-vulnerable countries opens the door to resilient investment and can reduce the burden on governments by transferring risks to capital and insurance markets that have the capacity and expertise to better bear them. Ian Branagan, EVP and Group Chief Risk Officer, RenaissanceRe and Co-Chair of IDF Risk Modelling Steering Group 29

INTRODUCTION PROMOTING CLIMATE RESILIENCE CLOSING THE PROTECTION GAP INDUCING POSITIVE SOCIETAL CHANGE GOVERNANCE APPENDIX 3.2 The Humanitarian Sector As a reinsurer, we recognize the importance of public sector partnerships in the humanitarian sector to drive positive social impact. By collaborating with organizations such as UNICEF and The Start Network, we aim to contribute to the growth of a locally led humanitarian system that is accountable to those affected by crises. We have a probabilistic approach to understanding risk, which we believe enables us to gain a deeper understanding of the potential impact of humanitarian risks and better manage capital to respond to them. As a thought leader in the industry, we strive to build capacity and innovate products to support our partners in achieving their goals. Thought leadership Capacity building Product innovation Proactive Engagement: Lloyd’s Disaster Risk Facility As one of the founding members of the Lloyd’s DRF, we support the development of innovative insurance products that address insurance gaps around the world. Since its establishment in 2015, the DRF has been providing coverage for catastrophic risks that were previously considered uninsurable, offering contingent risk financing solutions to mitigate the human and financial impacts of natural hazards and other catastrophic risks. The DRF promotes the sustainability of our global economy by enabling developing economies to build resilience against natural catastrophes. With over $445M of notional capacity, the DRF is designed to provide efficient risk capital to support the less developed world. In collaboration with others in the Lloyd’s market, we have developed hurricane and earthquake bond and parametric insurance coverage that offers insurance solutions to communities at risk. Our efforts to develop and provide these insurance products through the DRF demonstrate our proactive engagement in the humanitarian sector. By working with governments, nongovernmental organizations and other stakeholders, we are able to support disaster risk reduction and resilience-building initiatives. 30

INTRODUCTION PROMOTING CLIMATE RESILIENCE CLOSING THE PROTECTION GAP INDUCING POSITIVE SOCIETAL CHANGE GOVERNANCE APPENDIX Partnerships to Help Close the Protection Gap We are dedicated to making a positive impact on communities by seeking partnerships that build resilience and promote sustainable development. By collaborating with Lloyd’s DRF and other organizations, we leverage our expertise in risk understanding and capital management to support their humanitarian efforts. As a result, we seek to better equip communities with tools and resources they can use to help them face the challenges of an ever-changing world. UNICEF Parsyl Start Ready Alongside our partners in the Lloyd’s We are pleased to support the Essential Start Ready, a financial mechanism market, AXA Climate and Liberty, we Consortium led by Parsyl’s Syndicate employed by the Start Network, pre- are thrilled to support UNICEF by 1796, the first mission-driven syndicate positions funding for predictable participating in a parametric product created in Lloyd’s 330 year history. recurring crises such as floods, that offers financial protection against Essential is the first cargo consortium droughts and heatwaves. In 2022, we cyclone risk in Bangladesh, Comoros, focused specifically on essential supported the development of risk Haiti, Fiji, Madagascar, Mozambique, goods, including the foods we eat and modeling capabilities for the first pool Solomon Islands and Vanuatu. We are the medicines we need. Essential also of countries to join Start Ready. We proud to contribute to the provision of serves as supporting capacity for the continue to monitor the initiative’s aid and support vulnerable populations Global Health Risk Facility (GHRF), an progress and seek future opportunities in regions affected by cyclones, alliance of insurance and technology for engagement as it broadens its leveraging our expertise and resources partners providing cost effective scope to protect more communities to make a positive impact on the insurance coverage and risk mitigation from climate risks for recurring, global community. solutions for vaccines and global health predictable disasters. commodities across the globe. 31

INTRODUCTION PROMOTING CLIMATE RESILIENCE CLOSING THE PROTECTION GAP INDUCING POSITIVE SOCIETAL CHANGE GOVERNANCE APPENDIX 3.3 Risk Mitigation Leadership Forum Series Our Risk Mitigation Forum Series is dedicated to fostering an environment of exchange among renowned public policy makers, scientific researchers, and risk personnel. Since 2008, we have hosted 16 Risk Mitigation Leadership Forums which aim to identify and explore crucial factors that are essential for preserving life, increasing safety, and minimizing Protecting Communities from Climate Change the economic impacts of natural disasters. Moreover, our award-winning forums serve as with the Governor of Virginia platforms to promote community preparedness and resilience and drive positive change in disaster safety. At our 15th Risk Mitigation Leadership Forum in 2021, we emphasized the need for collaborative efforts to protect communities from climate change. Using Portsmouth, Virginia, as a case study, we discussed adaptive strategies and risk mitigation solutions, stressing the importance of mobilizing resources and leveraging different funding sources through partnerships with municipal governments, nonprofits and community organizations, as well as private sector leaders and peers. Three key takeaways include: • Identifying risks proactively; • Collaborating to meet community needs; and • Recognizing that addressing climate change is a collective effort as flooding affects everyone. Read the forum recap here. Risk Mitigation Leadership Forum Series 2008 2009 2010 2011 2012 2013 2014 2016 2017 2018 2019 2021 2022 • Hurricane Science for Safe Homes Texas Risk Seismic Risk • Gulf Coast: Build It Northeast New York Improving Community Climate Protecting Leading the Safety for All Mitigation Mitigation Preparing for Better Risk and Recovery Natural Recovery Change: Communities Transition • Northeast Hurricane Extreme Weather Resilience and Catastrophe and Response from Climate to a Green Mitigation • Facing the Resilience Resiliency Resilience and Change Economy: Role • Hurricane Risk Mitigation Challenge Resilience of Credit and Risk Transfer 32

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INTRODUCTION PROMOTING CLIMATE RESILIENCE CLOSING THE PROTECTION GAP INDUCING POSITIVE SOCIETAL CHANGE GOVERNANCE APPENDIX 4.1 Diversity, Equity and Inclusion (DEI) We believe we are building a stronger company by seeking diversity, creating equity and practicing inclusion. Our global DEI Council is chaired by Ross Curtis, EVP, Chief Portfolio Officer, and operationalized through five local advisory committees (LAC) that represent our global offices. The DEI Council governs the implementation of DEI strategy and provides guidance on its development. The LACs are responsible for modeling DEI behaviors, promoting employee engagement and facilitating local activities and events. We are dedicated to fostering a diverse, equitable and inclusive work environment and provide regular updates to our Board on our progress. Equal Opportunity Statement At RenaissanceRe, we believe in creating a workplace culture that fosters diversity, equity and inclusion throughout our business. We believe that every individual deserves an equal opportunity to succeed throughout their employment, regardless of their background. We strive to attract, develop and retain a diverse workforce by regularly reviewing our policies and practices to promote diversity, equity and inclusion. We have a zero tolerance policy for harassment and discrimination and take proactive steps to make employees feel valued and empowered to contribute to our collective success. I believe that DEI is not just a goal, but a journey. We need to continuously challenge ourselves to do better, to learn more, and to create a workplace where everyone feels like they belong, where they really can bring their whole self to work. By working together and being open to feedback, we can make our vision of a truly inclusiv e workplace a reality. Laura Pepper, VP, Head of Claims – Bermuda and LAC Lead for Bermuda 34

INTRODUCTION PROMOTING CLIMATE RESILIENCE CLOSING THE PROTECTION GAP INDUCING POSITIVE SOCIETAL CHANGE GOVERNANCE APPENDIX Our Workforce Over the past five years we have made progress in promoting gender diversity by increasing the number of women in senior leadership positions, which has more than tripled. We continue to increase the representation of women in our talent pipeline in line with our efforts to seek diversity, create equity and practice inclusion. 35

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INTRODUCTION PROMOTING CLIMATE RESILIENCE CLOSING THE PROTECTION GAP INDUCING POSITIVE SOCIETAL CHANGE GOVERNANCE APPENDIX Diversity, Equity and Inclusion Strategy We aim to seek diversity, create equity and practice inclusion across the employee lifecycle so that these behaviors are authentically integrated into RenaissanceRe’s DNA. To support this aim, we continue to embed our DEI strategy across our workforce by reducing bias in recruitment, creating a diverse talent pipeline, applying our DEI lens in decision-making and building inclusive behaviors. Reducing Bias in Recruitment Creating a Diverse Talent Pipeline Applying Our DEI Lens in Building Inclusive Behaviors Decision-Making Through language and content We recognize the importance of We take a comprehensive approach guidance software, we enhanced our building a diverse talent pipeline that We strive for fair and competitive employee to learning and discussing important recruitment and selection practices, promotes innovation, creativity and wages through the consideration various DEI topics through a “Think Global, Act including job descriptions and other growth. Providing internships factors, conducting market checks and Local” approach that includes Global recruitment materials, to reduce bias and apprenticeships to individuals from upholding annual pay cycle reviews, striving to Keynotes, Global Training and Local and encourage qualified candidates diverse backgrounds supports our actively mitigate against biases and maintain Conversations. Global Keynotes provide to apply regardless of background. In ambition to drive progress in creating equitable compensation. Additionally, we thought leadership from external experts, addition to investing in technology, we a more diverse, equitable and inclusive apply a DEI lens to the selection process for while Global Training offers practical also provide training and resources to insurance industry that better serves our leadership and management development training to build awareness and skills. our recruitment teams to help them our customers and communities. We programs as we strive to provide equitable Local Conversations provide employees identify and reduce bias in the hiring strive to actively recruit and develop access and opportunities for all employees with an opportunity to apply what process. This includes training on how diverse talent, implement inclusive to advance their careers and develop their they’ve learned and engage in dialogue. to conduct structured interviews, which hiring practices and foster a culture that skills. Our annual Performance Management Through this approach, we believe we helps to facilitate a fair and consistent values diversity, equity and inclusion. Process includes a goal for each employee foster a culture that values DEI and drives evaluation of all candidates. to demonstrate progress toward DEI goals to progress toward a more sustainable and promote a culture of inclusivity. responsible insurance industry. 36

INTRODUCTION PROMOTING CLIMATE RESILIENCE CLOSING THE PROTECTION GAP INDUCING POSITIVE SOCIETAL CHANGE GOVERNANCE APPENDIX External Engagement External engagement is a critical component of creating equity, and we are focused on advancing DEI within RenaissanceRe and across the industry. We actively engage and collaborate with industry groups to share best practices, develop joint initiatives and drive progress toward a more diverse, equitable and inclusive insurance sector. For example, we are a proud long-term global sponsor of the Dive In Festival and participate in many initiatives locally, including Race Action Through Leadership (RATL) in the UK and Women ReBOOT in Ireland. We have also signed the Inclusive Insurance Pledge to promote a culture of inclusive behavior, attract top talent and empower our employees. 3737

INTRODUCTION PROMOTING CLIMATE RESILIENCE CLOSING THE PROTECTION GAP INDUCING POSITIVE SOCIETAL CHANGE GOVERNANCE APPENDIX Values Our corporate values, or FRIPP, guide our behavior and are the foundation of our ethical expectations and business achievements. We put these values into action through our integrated system, combining technology, expertise and diverse perspectives to develop innovative solutions that drive positive change. We hold ourselves accountable for our work’s outcomes, recognizing our responsibility to deliver measurable and meaningful results. By actively seeking input from all team members and valuing diversity and inclusivity, we aim to foster an environment of collaboration and innovation. 38

INTRODUCTION PROMOTING CLIMATE RESILIENCE CLOSING THE PROTECTION GAP INDUCING POSITIVE SOCIETAL CHANGE GOVERNANCE APPENDIX Employee Engagement We recognize that employee feedback is essential to creating a sustainable workplace culture. We believe that actively listening and responding to feedback from our employees can help us identify areas of improvement to create opportunities for meaningful changes that positively impact our workforce. We value the unique insights from our employee base and take pride in developing and sharing their expertise. That is why we have established various platforms for colleagues to host internal learning and development events. By providing our employees with the opportunity to share their expertise and insights, we believe we create a culture of collaboration and learning, fostering an environment that is conducive to creativity and innovation. Our employees are our greatest asset, and by investing in their development, we empower them to contribute to our company’s success. 39

INTRODUCTION PROMOTING CLIMATE RESILIENCE CLOSING THE PROTECTION GAP INDUCING POSITIVE SOCIETAL CHANGE GOVERNANCE APPENDIX 4.2 Talent and Development 2022 Highlights Tools and Resources Development Employee Training 100% $1.4M 41 hours Of employees have access to Total amount invested in training Average professional development professional development resources and development training per employee (UK office) Our Approach We take a thoughtful approach to career navigation that is both focused on the professional and personal goals of the individual and supports evolving business needs. This could include formal and informal coaching or mentorship, technical development, stretch assignments and leadership skill building. Performance Management Sustainability and Compensation We believe in fostering an open and collaborative culture While we have historically considered sustainability among other that encourages employees to take ownership of their career corporate focus areas when making compensation decisions, during development. Our Performance Management Process (PMP) 2021, management’s execution of our sustainability strategy became runs throughout the year and provides a transparent structure for formally assessed as part of the strategic accomplishments pillar all employees to define and measure their success. We conduct of our annual incentive bonus plan. We believe that this addition, as periodic pulse checks to measure employee satisfaction and well as the changes we made to our compensation program in 2020, engagement, allowing us to adapt and improve based on support our long-term strategy and better align the interests of our employee feedback. executives with those of our shareholders and various stakeholders. Learning and Development We deliver individualized career development for our employees, offering access to online competency programs and tailored management training, while also investing in our managers’ leadership skills through customized development programs to foster cross-functional collaboration and promote excellence. Our culture of continuous learning and development empowers our team to contribute to our collective success. 40

INTRODUCTION PROMOTING CLIMATE RESILIENCE CLOSING THE PROTECTION GAP INDUCING POSITIVE SOCIETAL CHANGE GOVERNANCE APPENDIX Rewards and Benefits Our benefits packages include medical plans, health and wellness programs, retirement plans, various leave programs and more. We believe in extending benefits beyond the workday, to support our employees’ professional and personal growth. We recognize that building a sustainable workforce requires preparing our employees for the challenges of tomorrow, and we remain dedicated to investing in our employees’ development for a brighter, more resilient future. • Parental leave: Paid parental leave for new parents, including 20 to 26 weeks for the primary carer. • Employee assistance programs: Programs to support employees’ mental, financial and professional well-being, including: • Counseling, virtual group counseling and crisis support; • Work-life consultation and life coaching; • Training and seminars; and • Access to subsidized gym memberships. • Retirement benefits: Matching contribution schemes for employees’ retirement plans and, through our vendors, access to tools and resources to assist employees with planning. • Sustainable fund options, including Vanguard FTSE Social Index Fund for US 401(k) retirement plan. • Stock ownership: Employees and directors may be granted restricted stock awards and units, performance shares, stock options and other equity-based awards. • Electric vehicle scheme: Salary sacrifice scheme for UK employees to purchase electric vehicles. • CSR: Two days of paid leave for CSR activities and employee donation matching 1:1 or 2:1 up to $3,500 per year. • Wellness days: Three paid wellness days to take time off for self-care and mental health. • Employee referral program: Paid rewards for referring potential candidates across all departments. In 2022, we introduced three paid wellness days for all staff to focus on their self-care and mental health, resulting in 1,333 days being taken as wellness days during that year. 41

INTRODUCTION PROMOTING CLIMATE RESILIENCE CLOSING THE PROTECTION GAP INDUCING POSITIVE SOCIETAL CHANGE GOVERNANCE APPENDIX Supporting the Next Generation RenaissanceRe 2022 Scholarship R ecipients We invest in career development for current and future employees, providing Kristy, who is studying biology at McGill University and focuses practical experience and skill-building opportunities such as resume writing, on microbiology and plant science, aspires to work in laboratory interview training and job shadowing, as well as paid internships across our science and research. global offices. Our internships support our DEI efforts by creating a diverse talent pipeline Liana, who is studying life sciences at the University of Toronto, while also contributing to a sustainable future for our business. In 2022, we plans to pursue medicine and specialize in endocrinology in the hosted 20 summer interns, providing them with valuable opportunities to gain UK, with the goal of opening her own medical practice in Bermuda. Miguel Simas, who is atte knowledge and experience in diverse disciplines within RenaissanceRe. nding St. John’s University, is focusing on Additionally, we awarded three university scholarships through the risk management and insurance and aspires to become an Renaissance Undergraduate Scholarship and ABIR/RenaissanceRe Scholar underwriter. program. Our RenaissanceRe Undergraduate Scholarship was established in 2007 and is open to Bermudian or Permanent Resident students who demonstrate academic excellence, leadership and community engagement. Apprentice to Returning Employee: Charlie’s Journey “In 2012, I started as the first IT apprentice at RenaissanceRe at the age of 17. The experience was incredible, and the London team was supportive, encouraging and welcoming. With their help, I completed multiple IT apprenticeship courses and qualified as a security specialist. In 2019, I left to work for other companies, but I returned in 2022 as a fully qualified and experienced security consultant, which felt like coming home!” Charlie Cranefield, IT Security 42

INTRODUCTION PROMOTING CLIMATE RESILIENCE CLOSING THE PROTECTION GAP INDUCING POSITIVE SOCIETAL CHANGE GOVERNANCE APPENDIX 4.3 Corporate Social Responsibility (CSR) We believe that supporting our communities is important for the betterment of our people and our business. Through our CSR program, we contribute our resources, expertise and time to make a positive impact on the communities where we live and work. Corporate Grants We recognize the importance of engaging with local communities to better understand their needs. Through our corporate grants, we are proud to continue our support of the National Museum of Bermuda and the Bermuda Institute of Ocean Science (BIOS). We support the Museum’s We support the BIOS Mid-Atlantic education programs which are Robotics In Education (MARINE) shifting how history is shared and program, which empowers students taught on Island. Our support is to develop critical thinking, teamwork helping to launch pilot programmes, and project management skills, establish a new learning centre while fostering an appreciation for and make digital improvements to and interest in oceanic studies enhance the Museum experience and protection. for everyone. 43

INTRODUCTION PROMOTING CLIMATE RESILIENCE CLOSING THE PROTECTION GAP INDUCING POSITIVE SOCIETAL CHANGE GOVERNANCE APPENDIX How We Give From tree planting to community clean ups, our long-standing giving philosophy allows us to engage with the causes our employees care about in each of our locations globally, making a positive impact in our communities. Our Global CSR Office directs our CSR strategy, and we coordinate giving through our local CSR Committees to align our efforts with local perspectives and engagement. Local Programs Volunteered Time Employee Matching Corporate Grants • We support giving initiatives in • We support all employees in • We support causes that are • We support causes at a each of our offices. volunteering their time. important to our employees as corporate level that align with • Initiatives are managed by the • Employees receive two days of individuals. our company values. local CSR Committee in each paid leave for CSR activities. • We match employee donations • Relevant local and global platform. 1:1 or 2:1 up to $3,500 per year. management direct donations to support the communities in which we operate. 44

INTRODUCTION PROMOTING CLIMATE RESILIENCE CLOSING THE PROTECTION GAP INDUCING POSITIVE SOCIETAL CHANGE GOVERNANCE APPENDIX 5.1 Our Governance We recognize our ethical obligation to consider sustainability in our operations. We understand that our business impacts the environment, society and the economy, and we strive to mitigate any negative effects while promoting positive change. Shannon Bender, EVP, Group General Counsel and Corporate Secretary Our Approach At RenaissanceRe, we understand the importance Disclosure Documents of effective governance in maintaining the trust and For further insights into our governance practices, please review our disclosure documents. confidence of our stakeholders. Our governance They provide detailed information on our Board composition, executive compensation, risk structure and processes are designed to promote management, climate-related financial disclosure and other key areas, reflecting our commitment robust risk management, regulatory compliance and to transparency and accountability. informed decision-making, while our policies outline the principles of responsibility and accountability. 46

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INTRODUCTION PROMOTING CLIMATE RESILIENCE CLOSING THE PROTECTION GAP INDUCING POSITIVE SOCIETAL CHANGE GOVERNANCE APPENDIX Sustainability Governance Sustainability Governance Structure Our sustainability governance approach involves cross-collaboration among Board of Directors our Board committees and management. Our SVP, Head of Sustainability Strategy provides quarterly updates to the Corporate Governance and Responsible for broad oversight of strategic planning Human Capital Management Committee, and annual updates to the and enterprise-wide risk management. full Board, allowing progress to be reviewed and overseen by relevant committees. The Board maintains three principal standing committees: the Audit Committee, the Corporate Governance and Human Capital Board Committees Management Committee, and the Investment and Risk Management Committee (the “IRMC”). Oversight of certain sustainability matters is Oversee, monitor and review policies, programs and delegated to the standing committees pursuant to their charters, which practices related to sustainability matters. are available on our website. This approach facilitates valuable feedback, enabling us to continuously review our areas of focus and enhance the Management implementation of our sustainability strategy. To drive meaningful engagement, we actively seek feedback from a diverse Responsible for decision-making and execution based on areas of range of individuals and organizations, including our key stakeholders. We corporate focus. Regularly reports to the Board of Directors and its consider their perspectives into our decision-making processes to drive committees on key sustainability topics. positive environmental and social outcomes. We discuss our key focus areas with the Climate and Sustainability Leadership Group, and report Internal Collaboration progress internally, with regular updates to the Board. By doing so, we aim to maintain focus on achieving our sustainability goals and to keep track of Subject matter specialists collaborate to drive the continued our progress. development of our sustainability strategy. 47

INTRODUCTION PROMOTING CLIMATE RESILIENCE CLOSING THE PROTECTION GAP INDUCING POSITIVE SOCIETAL CHANGE GOVERNANCE APPENDIX Our Governance Documents Our governance policies include a range of measures designed to uphold compliance with applicable laws and regulations, promote ethical behavior and foster a culture of transparency and accountability within our organization. We desire to uphold the highest standards of governance across all areas of our operations, and regularly review and update our policies to reflect new developments and best practices in the industry.  !#$% &' ()*2+%*#-.2 Environmental Policy Responsible Investment Policy Code of Ethics and Conduct Modern Slavery Statement  0,2 2 ,1 2 ""0,2 2 /, //21"/2,0 ,2 ,2"2 1,02, "02120""/1 ,02/1/2  21,1,2"2"",21 2 0, 2"2 ,1 "2, 22 2 1 ," 2,/",21 2 ,0, Our environmental policy This Responsible Investment Policy Our Code of Ethics and Conduct We have a zero-tolerance approach outlines our commitment to sets out how we intend to integrate captures information relating to modern slavery and have managing our environmental our sustainability strategy into the to a variety of topics, including established a risk assessment footprint and fostering a culture construction of our investment data privacy, whistleblowing and process, due diligence checks of sustainability. portfolio to support our overall our oversight of anti-bribery, and training to identify and objectives, manage risks, and anti-money laundering and anti- address modern slavery risks in promote positive change. corruption training for all of our our insurance and reinsurance employees. operations, general office operations and employee supply chain. Code of Vendor Conduct Corporate Governance Guidelines Human and Labor Rights Policy Occupational Health and Our Code of Vendor Conduct These guidelines provide a We are firmly committed to Safety Policy outlines expectations for framework for governance and assist the protection, promotion, We aim to maintain the health and vendors, including acting with the Board in fulfilling its duties and preservation and sanctity of safety of our employees by complying integrity, complying with laws responsibilities. They are intended to human and labor rights across with regulations, conducting risk and supporting our ethical and ensure that the Board will have the our organization and are guided assessments, providing training and social values. information, processes and authority by the principles of internationally planning for emergencies. to make decisions independent recognized standards. of management. Whistleblowing Policy Compliance Training Our Whistleblowing Policy encourages employees to raise any questions or concerns We tailor our compliance training for all employees to meet the specific needs of each role related to potential accounting, financial reporting, regulatory issues, or other unlawful or and business unit. The program covers a wide range of topics, including anti-bribery and inappropriate conduct. corruption, data privacy and conflicts of interest. 48

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INTRODUCTION PROMOTING CLIMATE RESILIENCE CLOSING THE PROTECTION GAP INDUCING POSITIVE SOCIETAL CHANGE GOVERNANCE APPENDIX Cautionary Note on Forward-Looking Statements; Legal Disclaimer Any forward-looking statements made in this sustainability report, including any statements regarding any future results of operations and financial positions, business strategy, plan and any objectives for future operations, reflect the current views of RenaissanceRe Holdings Ltd. (“RenaissanceRe,” the “Company,” “we,” “us,” or “our”) with respect to future events and financial performance and are made pursuant to the safe harbor provisions of the Private Securities Litigation Reform Act of 1995. These statements are subject to numerous factors that could cause actual results to differ materially from those set forth in or implied by such forward-looking statements, including the following: the risk that the acquisitions under the Stock Purchase Agreement with American International Group, Inc. (together with its affiliates and subsidiaries, “AIG”) (the “Stock Purchase Agreement”) of certain of Validus Holdings, Validus Specialty, and their respective subsidiaries (including Validus Re) (collectively “Validus,” and their collective businesses, the “Validus Business”), together with the other transactions contemplated in the Stock Purchase Agreement (the “Validus Acquisition”) may not be completed within the expected timeframe, or at all; the risk that regulatory agencies in certain jurisdictions may impose onerous conditions following the Validus Acquisition; difficulties in integrating the Validus Business (as defined herein); the risk that the due diligence process that we undertook in connection with the Validus Acquisition may not have revealed all facts that may be relevant in connection with the Validus Acquisition; our ability to manage the growth of the Validus Business’ operations successfully following the Validus Acquisition; that the historical financial statements of the Validus Business are not representative of the future financial position, future results of operations or future cash flows of the Validus Business following the Validus Acquisition; risks from our increased debt obligations as a result of the Validus Acquisition; the dilutive impact on our shareholders from the issuance of common shares to AIG in connection with the Validus Acquisition; our exposure to natural and non-natural catastrophic events and circumstances and the variance they may cause in our financial results; the effect of climate change on our business, including the trend towards increasingly frequent and severe climate events; the effectiveness of our claims and claim expense reserving process; the effect of emerging claims and coverage issues; the performance of our investment portfolio and financial market volatility; the effects of inflation; the ability of our ceding companies and delegated authority counterparties to accurately assess the risks they underwrite; our ability to maintain our financial strength ratings; the highly competitive nature of our industry; our reliance on a small number of brokers; collection on claimed retrocessional coverage, and new retrocessional reinsurance being available on acceptable terms or at all; the historically cyclical nature of the (re)insurance industries; our ability to attract and retain key executives and employees; our ability to successfully implement our business, strategies and initiatives; our exposure to credit loss from counterparties; our need to make many estimates and judgments in the preparation of our financial statements; our ability to effectively manage capital on behalf of investors in joint ventures or other entities we manage; changes to the accounting rules and regulatory systems applicable to our business, including changes in Bermuda and U.S. laws or regulations; other political, regulatory or industry initiatives adversely impacting us; our ability to comply with covenants in our debt agreements; the effect of adverse economic factors, including changes in the prevailing interest rates and recession or the perception that recession may occur; the effect of cybersecurity risks, including technology breaches or failure; a contention by the U.S. Internal Revenue Service that any of our Bermuda subsidiaries are subject to taxation in the U.S.; the effects of possible future tax reform legislation and regulations in the jurisdictions in which we operate; our ability to determine any impairments taken on our investments; our ability to raise capital on acceptable terms, including through debt instruments, the capital markets, and third party investments in our joint ventures and managed fund partners; our ability to comply with applicable sanctions and foreign corrupt practices laws; and our dependence on the ability of our operating subsidiaries to declare and pay dividends; and other factors affecting future results disclosed in RenaissanceRe’s filings with the SEC, including its Annual Reports on Form 10-K and Quarterly Reports on Form 10-Q. Any reference to RenaissanceRe’s support of a third-party organization within this report does not constitute or imply an endorsement by RenaissanceRe of any or all of the positions or activities of such organization. All forward-looking statements in this report are based upon information available to RenaissanceRe on the date of this report or as of the dates indicated in the statement. RenaissanceRe undertakes no obligation to publicly update or revise any forward-looking statement, whether as a result of new information, future events, changed circumstances or otherwise, except as required by applicable law or regulation. Information included in, and any issues identified as material or any derivatives of the word material for purposes of, this sustainability report may not be considered material for SEC reporting purposes. Within the context of this sustainability report, the term “material” (or any derivatives of the word material) is distinct from, and should not be confused with, such term as defined for SEC reporting purposes. Website references and hyperlinks throughout this report are provided for convenience only, and the content on the referenced websites is not incorporated by reference into this sustainability report, nor does it constitute a part of this sustainability report. 49

INTRODUCTION PROMOTING CLIMATE RESILIENCE CLOSING THE PROTECTION GAP INDUCING POSITIVE SOCIETAL CHANGE GOVERNANCE APPENDIX 6.1 Carbon Footprint Methodology We use the World Resources Institute/World Business Council for Sustainable Development (WRI/WBCSD) Greenhouse Gas Protocol, Revised Edition (the “GHG Protocol”), along with “Compare Your Footprint,” to calculate our Scope 1, 2 and 3 emissions estimates, using the most up-to-date emission factors available. For Scope 1 emission estimates, we utilized internal company logs of fixed asset use and invoices received from gas service providers for all company offices. For Scope 2 emission estimates, we utilized invoices received from electricity service providers for all company offices and data centers. For Scope 3 emissions estimates, we analyzed the total expenditure on business travel (2019–2022) and actual travel data (2022), which included road, rail and air transportation. We also applied a benchmark estimate for waste based on the WRAP Green Office: A Guide to Running a More Cost-Effective and Environmentally Sustainable Office, which assumed a waste output of 200kg per person per year as advised by Turley. From 1 July, 2022, we enhanced our carbon accounting processes by shifting from a spend-based approach for measuring the carbon footprint associated with business travel (air, road and rail), aiming to provide a more comprehensive understanding of our environmental impact. Note that as a Bermudan-headquartered company, certain global corporate air travel costs were allocated to our headquarters. The figures provided in this report represent our best estimates for calendar years 2019 to 2022 as of December 31, 2022. These estimates are based on the availability of data and existing methodologies. As the best practices, standards and frameworks in this area continue to evolve, and more accurate and complete data becomes available, these estimates may also evolve and/or change. We continue to refine our internal data collection processes to attempt to more accurately estimate our emissions, and as such, estimates across years may not be directly comparable as we update our internal data collection and collation procedures. GHG Emissions by Location Unit 2022 2021 2020 2019 Scope 1 tonnes CO2e 55 82 77 54 Bermuda 30 52 46 20 Ireland 25 30 31 34 Scope 2 (location-based) tonnes CO2e 1,549 1,516 1,553 1,833 Australia 10 7 13 14 Bermuda 804 786 785 912 Ireland 293 258 305 403 Singapore 14 12 12 13 Switzerland 1 1 1 1 United Kingdom 54 96 74 92 United States 373 356 363 398 Scope 3 tonnes CO2e 8,846 3,918 6,873 16,361 Australia 132 1 68 155 Bermuda 4,477 3,162 4,371 7,101 Ireland 331 80 250 849 Singapore 142 39 267 508 Switzerland 207 38 75 457 United Kingdom 2,469 329 918 4,567 United States 1,088 269 924 2,723 Totals tonnes CO2e — — — — Location-based 10,450 5,516 8,503 18,248 Market-based 10,618 6,164 9,044 18,962 All figures presented have been rounded to the nearest whole number therefore totals may not add up precisely. 51 Missing data for previous years has been indicated by a dash (-), as the data was not available or could not be obtained.

INTRODUCTION PROMOTING CLIMATE RESILIENCE CLOSING THE PROTECTION GAP INDUCING POSITIVE SOCIETAL CHANGE GOVERNANCE APPENDIX GHG Emissions by Source Unit 2022 2021 2020 2019 Scope 1 tonnes CO2e 55 82 77 54 Backup generator 1 1 1 1 Corporate vessel 29 52 45 19 Gas 25 30 31 34 Scope 2 (location-based) tonnes CO2e 1,549 1,516 1,553 1,833 Data centers 361 371 394 459 Offices 1,188 1,145 1,159 1,374 Scope 2 (market-based) tonnes CO2e 1,717 2,164 2,095 2,547 Data centers 616 885 809 1,002 Offices 1,101 1,279 1,285 1,546 Scope 3 tonnes CO2e 8,846 3,918 6,873 16,361 Air 8,047 3,702 6,342 15,351 Road & Rail 720 217 530 1,009 T&D loss 76 — — — Waste 3 — — — Intensity Unit 2022 2021 2020 2019 GHG emissions (location-based) tonnes CO e/FTE 15 9 14 35 2 Australia 18 1 12 24 Bermuda 29 23 31 52 Ireland 6 4 8 19 Singapore 16 6 40 74 Switzerland 5 1 3 17 United Kingdom 13 2 6 35 United States 9 4 9 25 Energy consumption (electricity and gas in offices) KWh/SqFt 15 15 15 18 Australia 6 4 8 9 Bermuda 20 19 20 23 Ireland 23 20 25 30 Singapore 8 7 7 7 Switzerland 5 5 5 6 United Kingdom 9 15 12 13 United States 12 11 12 13 Consumption Unit 2022 2021 2020 2019 Energy MWh 3,470 3,833 3,843 4,275 Offices–electricity 2,449 2,424 2,451 2,850 Offices–gas 118 138 151 166 Data centers–electricity 903 1,271 1,241 1,259 Liquid fuels liters 7,885 13,715 12,239 5,350 Vessel 7,722 13,552 12,075 5,186 Back-up generator 164 164 164 164 Energy tonnes 141 0 0 0 Waste 141 — — — All figures presented have been rounded to the nearest whole number therefore totals may not add up precisely. 52 Missing data for previous years has been indicated by a dash (-), as the data was not available or could not be obtained.

GHG Assessment Verification Statement in appendix INTRODUCTION PROMOTING CLIMATE RESILIENCE CLOSING THE PROTECTION GAP INDUCING POSITIVE SOCIETAL CHANGE GOVERNANCE APPENDIX 6.2 Independent Assurance External validation for carbon accounting Turley 5 May 2023 Delivered by email Table 2. GHG Verification Summary Scope Emissions Source Category Required? Included? tCO e 2 Chris Duck Ref: CLIZ3001 Direct emissions from owned, leased or directly controlled Senior Manager stationary sources that use fossil fuels and/or emit fugitive   25.7 Climate Impact Partners Europe Limited Scope 1 emissions (e.g. refrigerant gases) 112 Magdalen Road, Oxford Direct emissions from owned, leased or directly controlled   29.4 mobile sources Oxfordshire, OX4 1RQ Location based emissions from the generation of   1,549.0 United Kingdom Scope 2 purchased electricity, heat, steam or cooling Market-based emissions from the generation of purchased   1,716.9 Dear Chris, electricity, heat, steam or cooling 1 Purchased goods & services   -- 2022 CarbonNeutral® company GHG Assessment Verification Statement for RenaissanceRe Holding Limited 2 Capital goods   -- Upstream emissions of Fuel and 3a purchased fuels   -- Organisation: RenaissanceRe Holding Limited energy-related Upstream emissions of CarbonNeutral certification: CarbonNeutral® company 3 activities (not 3b purchased electricity   -- Certification period: 2022 calendar year (1st January to 31st December inclusive) included in Transmission & distribution Assessment boundary: Financial control Scopes 1 or 2) 3c (T&D) losses   76.3 Applied standards: Greenhouse Gas Protocol, ISO 14064 series, and CarbonNeutral Protocol Outbound courier deliveries of (January 2023) Upstream packages   -- Verifier: Svetlana Cronin (Senior Consultant, Turley) 4 transportation Third-party transport & storage of & distribution inbound production-related goods  N/a -- Introduction Scope 3 5 Waste Wastewater   -- Turley Sustainability has been commissioned to verify the boundary, scope and calculations for the 2022 generated Other waste   3.0 greenhouse gas (GHG) assessment for RenaissanceRe Holding Limited (RenaissanceRe), as contained in the All transport by air, public 6 Business travel transport, rented / leased vehicle   8,668.7 following documents, for compliance with the CarbonNeutral Protocol (January 2023) requirements for and taxi CarbonNeutral® company certification: Hotel accommodation   -- Employee transport between home  2022 Carbon Footprint – Data Collation.xlsx Employee and places of work   -- 7 commuting Emissions arising from employee  Carbon Footprint – Full Analysis.xlsx homeworking and remote work   98.1  Compare-Your-Footprint-database-and-calculations-methodology-and-policy.pdf Downstream  Scope 2 Declaration.pdf 9 transportation Third-party transportation &  N/a -- & distribution storage of sold products Objective 11 Use of sold products  N/a -- The objective of this verification is to confirm that GHG emissions declared in the above documents provided by Total GHG Emissions - location based (tCO e) 10,450.2 2 RenaissanceRe are fairly stated and free from material error or omission in accordance with the CarbonNeutral® Total GHG Emissions - market based (tCO2e) 10,618.0 company certification standard. Where possible, the verification process has been guided by the principles set out Total volume to be offset (tCO e) 2 10,618 in ISO 14064-3: Greenhouse Gases, Part 3: Specification with Guidance for the Verification and Validation of Legend:  Required  Recommended  Not reported N/a Not applicable Greenhouse Gas Assertion. Turley has verified RenaissanceRe’s GHG emissions calculations through the review and testing of consolidated data and evidence, along with the testing of a sample of underlying data and emissions Total calculated GHG emissions are rounded up to whole tCO2e for the purposes of offsetting. Rounding errors may calculations. apply. Verification Statement Turley has completed a verification exercise on data provided by RenaissanceRe for the 2022 calendar year to ensure compliance with CarbonNeutral Protocol requirements for CarbonNeutral® company certification. Overall, 1 New York Street RenaissanceRe’s GHG assessment has been conducted to a high standard and is clearly reported. Manchester M1 4HD RenaissanceRe should ensure that emissions are reported under the correct scopes. RenaissanceRe should use a robust approach to assessing their reporting obligations in regards to emissions from refrigerant gas losses. In T 0161 233 7676 turley.co.uk "Turley is the trading name of Turley Associates Limited, a company (No. 2235387) registered in England & Wales. Registered office: 1 New York Street, Manchester M1 4HD." 53

INTRODUCTION PROMOTING CLIMATE RESILIENCE CLOSING THE PROTECTION GAP INDUCING POSITIVE SOCIETAL CHANGE GOVERNANCE APPENDIX addition, RenaissanceRe should ensure that all ‘required’ emissions sources are reported (e.g. transmission and distribution losses, waste and homeworking) in accordance with the CarbonNeutral Protocol. Yours sincerely Svetlana Cronin Senior Consultant, Sustainability [email protected] 54

INTRODUCTION PROMOTING CLIMATE RESILIENCE CLOSING THE PROTECTION GAP INDUCING POSITIVE SOCIETAL CHANGE GOVERNANCE APPENDIX 6.3 Framework Alignment Task Force on Climate-Related Financial Disclosures (TCFD) Topic Recommended Disclosure Response or Location Governance: Disclose the a. Describe the Board’s oversight of climate-related 2022 Form 10-K: Enterprise Risk Management, pages 14–15; Environmental and organization’s governance risks and opportunities. Climate Change Matters, pages 15–16 around climate-related risks and opportunities. 2023 Proxy Statement: Environmental and Corporate Citizenship Highlights, page 9; Risk Management Process, page 36; Board Oversight of ESG, page 37 2023 ClimateWise Report , page 6 b. Describe management’s role in assessing and 2022 Form 10-K: Enterprise Risk Management, pages 14–15; Environmental and managing climate-related risks and opportunities. Climate Change Matters, pages 15–16 2023 Proxy Statement: Environmental and Corporate Citizenship Highlights, page 9; Risk Management Process, page 36; Board Oversight of ESG, page 37 2023 ClimateWise Report , page 7 Strategy: Disclose the actual a. Describe the climate-related risks and opportunities 2022 Form 10-K: Enterprise Risk Management, pages 14–15; Environmental and and potential impacts of climate- the organization has identified over the short, medium, Climate Change Matters, pages 15–16; Risk Factors, pages 33–46 related risks and opportunities and long term. on the organization’s businesses, 2023 Proxy Statement: Environmental and Corporate Citizenship Highlights, page strategy, and financial planning 9; Risk Management Process, page 36; Board Oversight of ESG, page 37 where such information is material. 2023 ClimateWise Report, page 12 b. Describe the impact of climate-related risks and 2022 Form 10-K: Enterprise Risk Management, pages 14–15; Environmental and opportunities on the organization’s businesses, Climate Change Matters, pages 15–16; Risk Factors, pages 33–46 strategy, and financial planning. 2023 Proxy Statement: Environmental and Corporate Citizenship Highlights, page 9; Risk Management Process, page 36; Board Oversight of ESG, page 37 2023 ClimateWise Report , pages 8-10 c. Describe the resilience of the organization’s strategy, 2022 Form 10-K: Enterprise Risk Management, pages 14–15; Environmental and taking into consideration different climate-related Climate Change Matters, pages 15–16; Risk Factors, pages 33–46 scenarios, including a 2°C or lower scenario. 2023 Proxy Statement: Environmental and Corporate Citizenship Highlights, page 9; Risk Management Process, page 36; Board Oversight of ESG, page 37 2023 ClimateWise Report , page 11 55

INTRODUCTION PROMOTING CLIMATE RESILIENCE CLOSING THE PROTECTION GAP INDUCING POSITIVE SOCIETAL CHANGE GOVERNANCE APPENDIX Topic Recommended Disclosure Response or Location Risk Management: Disclose a. Describe the organization’s processes for identifying 2022 Form 10-K: Enterprise Risk Management, pages 14–15; Environmental how the organization identifies, and assessing climate-related risks. and Climate Change Matters, pages 15–16 assesses, and manages climate- related risks. 2023 Proxy Statement: Board Structure and Processes, pages 27–34; Risk Management Process, page 36; Board Oversight of ESG, page 37 2023 ClimateWise Report, page 12 b. Describe the organization’s processes for managing 2022 Form 10-K: Enterprise Risk Management, pages 14–15; Environmental climate-related risks. and Climate Change Matters, pages 15–16 2023 Proxy Statement: Board Structure and Processes, pages 27–34; Risk Management Process, page 36; Board Oversight of ESG, page 37 2023 ClimateWise Report , pages 12 – 14 c. Describe how processes for identifying, assessing, 2022 Form 10-K: Enterprise Risk Management, pages 14–15; Environmental and managing climate-related risks are integrated into and Climate Change Matters, pages 15–16 the organization’s overall risk management. 2023 Proxy Statement: Board Structure and Processes, pages 27–34; Risk Management Process, page 36; Board Oversight of ESG, page 37 2023 ClimateWise Report , page 6 Metrics and Targets: Disclose the a. Disclose the metrics used by the organization to Climate Transition Underwriting, page 14 metrics and targets used to assess assess climate-related risks and opportunities in line and manage relevant climate- with its strategy and risk management process. related risks and opportunities b. Disclose Scope 1, Scope 2 and, if appropriate, Managing Our Environmental Footprint, pages 22–25 where such information is material. Scope 3 greenhouse gas (GHG) emissions, and the related risks. c. Describe the targets used by the organization to Climate Transition Underwriting, pages 14–18 manage climate-related risks and opportunities and performance against targets. 56

INTRODUCTION PROMOTING CLIMATE RESILIENCE CLOSING THE PROTECTION GAP INDUCING POSITIVE SOCIETAL CHANGE GOVERNANCE APPENDIX Global Reporting Initiative (GRI) Statement of use RenaissanceRe Holdings Ltd. has reported the information cited in this GRI content index for the period January 1, 2022 through March 31, 2023 with reference to the 2021 GRI Standards. GRI 1 used GRI 1: Foundation 2021 GRI Standard and Disclosure Location GRI 2: General Disclosures 2021 2-1 Organizational details 2022 Form 10-K: Overview, pages 3-4; Properties, page 46 RenaissanceRe Holdings Ltd. 2-2 Entities included in the organization’s 2022 Form 10-K: Disclosure and Reporting Requirements, page 20; Management’s Annual Report on Internal Control sustainability reporting Over Financial Reporting, page 104; Segment Reporting, F-72; Exhibit 21.1 2023 Proxy Statement: Environmental Footprint, page 9 Global Green Group, page 22; Legal Disclaimer, page 49 2-3 Reporting period, frequency and contact point Front Cover, page 1, page 6 2-4 Restatements of information Not applicable in 2022 2-5 External assurance Our Carbon Footprint, page 23; Independent Assurance, pages 53–54 2-6 Activities, value chain and other business relationships 2022 Form 10-K: Overview, pages 3–4; Underwriting Segments, pages 5–8; Capital Partners, pages 9–11 Sustainability Highlights, pages 4–5; Our Primary Partnerships, page 28; Our Governance Documents: Modern Slavery Statement and Code of Vendor Conduct, page 48 2-7 Employees 2022 Form 10-K: Employees, page 18 Diversity, Equity and Inclusion, page 34; Our Workforce, page 35; Diversity, Equity and Inclusion Strategy, page 36 2-9 Governance structure and composition 2023 Proxy Statement: Director Nominees and Continuing Directors, page 6; Board Snapshot, page 7; Skills and Experience of Our Nominees and Continuing Directors, page 16; Director Nominees, pages 17–22; Director Qualifications, pages 23–24; Board Leadership Structure, page 28; Committees of the Board, pages 30–32 Diversity, Equity and Inclusion Strategy, page 36; Sustainability Governance, page 47; Sustainability Governance Structure, page 47 Corporate Governance Guidelines 2023 ClimateWise Report, pages 5-6 2-10 Nomination and selection of the highest governance body 2023 Proxy Statement: Selection and Nomination of Directors, pages 23–25 2-11 Chair of the highest governance body 2023 Proxy Statement: Role of the Non-Executive Chair of the Board, page 28 2-12 Role of the highest governance body in overseeing the 2022 Form 10-K: Enterprise Risk Management, page 14; Environmental and Climate Change Matters, page 15; management of impacts Human Capital Resources Oversight, page 18 2023 Proxy Statement: Environmental and Corporate Citizenship Highlights, pages 9–10; Board Structure and Processes, page 27; Risk Oversight, page 35; Board Oversight of ESG, page 37 Sustainability Governance, page 47 2023 ClimateWise Report, pages 5–6 57

INTRODUCTION PROMOTING CLIMATE RESILIENCE CLOSING THE PROTECTION GAP INDUCING POSITIVE SOCIETAL CHANGE GOVERNANCE APPENDIX GRI Standard and Disclosure Location 2-13 Delegation of responsibility for managing impacts 2022 Form 10-K: Enterprise Risk Management, page 14; Environmental and Climate Change Matters, page 15; Human Capital Resources Oversight, page 18 2023 Proxy Statement: Environmental and Corporate Citizenship Highlights, pages 9–10; Board Structure and Processes, page 27; Risk Oversight, page 35; Board Oversight of ESG, page 37 Sustainability Governance, page 47 2023 ClimateWise Report, pages 4–5 2-14 Role of the highest governance body in sustainability reporting 2023 Proxy Statement: Board Structure and Processes, page 27; Board Oversight of ESG, page 37 Sustainability Governance, page 47 2-15 Conflicts of interest 2023 Proxy Statement: Communicating with the Board, page 30; Certain Relationships and Related Transactions, pages 32–34 Corporate Governance Guidelines: Change of Status, page 7; Director Service on Multiple Boards, page 8 2-16 Communication of critical concerns 2023 Proxy Statement: Communicating with the Board, page 30; Risk Management Process, page 36 2-17 Collective knowledge of the highest governance body 2023 Proxy Statement: Director Orientation and Continuing Education, page 26 Corporate Governance Guidelines: Director Orientation and Continuing Education, page 8 2-18 Evaluation of the performance of the highest governance body 2023 Proxy Statement: Annual Board Assessment and Evaluation, page 26 Sustainability Governance, page 47 Corporate Governance Guidelines: CEO Performance Evaluation, page 2; Board Effectiveness Review, page 3 2-19 Remuneration policies 2022 Form 10-K: Stock Incentive Compensation and Employee Benefit Plans, pages F-75–F-79 2023 Proxy Statement: Director Compensation, pages 38–39; Compensation Discussion and Analysis, starting on page 43 Rewards and Benefits, page 41 Corporate Governance Guidelines: Review of Financial Goals and Performance, page 1; Compensation of Executive Officers, page 2; Director Compensation and Share Ownership, pages 8–9 2-20 Process to determine remuneration 2023 Proxy Statement: Director Compensation, pages 38–39; Compensation Discussion and Analysis, starting on page 43 2-21 Annual total compensation ratio 2023 Proxy Statement: Pay Ratio Disclosure, page 75 2-22 Statement on sustainable development strategy A Message From Our CEO, page 3 2-23 Policy commitments Our United Nations Commitments, page 9; The Humanitarian Sector, pages 30–31; Our Approach, page 46; Our Governance Documents, page 48 Code of Ethics and Conduct Code of Vendor Conduct Modern Slavery Statement Human and Labor Rights Policy Occupational Health and Safety Policy Environmental Policy Responsible Investment Policy 58

INTRODUCTION PROMOTING CLIMATE RESILIENCE CLOSING THE PROTECTION GAP INDUCING POSITIVE SOCIETAL CHANGE GOVERNANCE APPENDIX GRI Standard and Disclosure Location 2-24 Embedding policy commitments Our Governance Documents, page 48 Code of Ethics and Conduct Code of Vendor Conduct Modern Slavery Statement Human and Labor Rights Policy Occupational Health and Safety Policy Environmental Policy Responsible Investment Policy 2-25 Processes to remediate negative impacts Carbon Finance, page 24 2-26 Mechanisms for seeking advice and raising concerns 2023 Proxy Statement: Communicating with the Board, page 30 Whistleblowing Policy, page 48 Code of Ethics and Conduct Code of Vendor Conduct 2-28 Membership associations Underwriting and Investments, page 8; Closing the Protection Gap, pages 26–32 2-29 Approach to stakeholder engagement 2023 Proxy Statement: Shareholder Engagement, page 29 Our Focus Areas, page 7 GRI 3: Material Topics 2021 3-1 Process to determine material topics Sustainability Strategy, pages 6–7; Our United Nations Commitments, page 9 3-2 List of material topics Sustainability Strategy, pages 6–7 3-3 Management of material topics 2022 Form 10-K: Human Capital Resources, pages 18–19 Our United Nations Commitments, page 9; Climate Transition Underwriting, pages 14–18; Managing Our Environmental Footprint, pages 22–25; Closing the Protection Gap, pages 26–32; Inducing Positive Societal Change, pages 33–44; Governance, pages 45–50 Code of Ethics and Conduct Code of Vendor Conduct Modern Slavery Statement Human and Labor Rights Policy Occupational Health and Safety Policy Environmental Policy Responsible Investment Policy 2023 ClimateWise Report 59

INTRODUCTION PROMOTING CLIMATE RESILIENCE CLOSING THE PROTECTION GAP INDUCING POSITIVE SOCIETAL CHANGE GOVERNANCE APPENDIX GRI Standard and Disclosure Location GRI 207: Tax 2019 2022 Form 10-K: Taxation, F-69 RenaissanceRe Group Tax Strategy GRI 302: Energy 2016 Our Carbon Footprint (Table with GHG metrics), page 23; Methodology and GHG Emissions, Intensity and Consumption, pages 51–52 GRI 305: Emissions 2016 Our Carbon Footprint (Table with GHG metrics), page 23; Methodology and GHG Emissions, Intensity, and Consumption, pages 51–52 GRI 308: Supplier Environmental Assessment 2016 Fostering a Culture of Sustainability, page 25 GRI 401: Employment 2016 2022 Form 10-K: Stock Incentive Compensation and Employee Benefit Plans, pages F-75–F-79 Rewards and Benefits, page 41 GRI 404: Training and Education 2016 Sustainability Training, page 16; Responsible Investing, page 19; Leveraging our Expertise in Investments, page 21; Diversity, Equity and Inclusion, pages 34–39; Learning and Development, page 40 GRI 405: Diversity and Equal Opportunity 2016 Diversity, Equity and Inclusion, pages 34–39 GRI 406: Non-discrimination 2016 Information not available GRI 408: Child Labor 2016 Our Governance Documents, page 48 Code of Ethics and Conduct Code of Vendor Conduct Human and Labor Rights Policy GRI 409: Forced or Compulsory Labor 2016 Our Governance Documents, page 48 Code of Ethics and Conduct Code of Vendor Conduct Human and Labor Rights Policy GRI 413: Local Communities 2016 Corporate Social Responsibility, pages 43–44; Climate Transition Underwriting, pages 14–18 GRI 414: Supplier Social Assessment 2016 Managing Our Environmental Footprint, pages 22–25 GRI 415: Public Policy 2016 Information not available GRI 418: Customer Privacy 2016 Information not available 60

INTRODUCTION PROMOTING CLIMATE RESILIENCE CLOSING THE PROTECTION GAP INDUCING POSITIVE SOCIETAL CHANGE GOVERNANCE APPENDIX SASB Industry: Insurance Table 1. Sustainability Disclosure Topics and Accounting Metrics Topic Accounting Metric Category Unit of Measure Code Response or Location Transparent Total amount of monetary losses as a Quantitative Reporting currency FN-IN-270a.1 2022 Form 10-K: Legal Proceedings, page 46 Information and result of legal proceedings associated The amount of monetary legal losses incurred by the Company Fair Advice for with marketing and communication of as a result of legal proceedings associated with marketing and Customers insurance product-related information communication of insurance product related information to new to new and returning customers and returning customers, if any, is minimal and immaterial. Complaints-to-claims ratio Quantitative Rate FN-IN-270a.2 - Customer retention rate Quantitative Rate FN-IN-270a.3 - Description of approach to informing Discussion and n/a FN-IN-270a.4 2022 Form 10-K: Corporate Strategy, page 4; Marketing, page 17 customers about products Analysis Incorporation of Total invested assets, by industry and Quantitative Reporting currency FN-IN-410a.1 2022 Form 10-K: Investments, pages 87–91 Environmental, asset class Social, and Governance Factors in Investment Management Description of approach to Discussion and n/a FN-IN-410a.2 2022 Form 10-K: Investments, pages 87–91 incorporation of environmental, social, Analysis Responsible Investing, pages 19–21 and governance (ESG) factors in investment management processes 2023 ClimateWise Report, pages 9–11 and strategies Responsible Investment Policy Policies Designed Net premiums written related to energy Quantitative Reporting currency FN-IN-410b.1 - to Incentivize efficiency and low carbon technology Responsible Discussion of products and/or Discussion and n/a FN-IN-410b.2 Climate Transition Underwriting, page 16 (Climate Capacity) Behavior product features that incentivize Analysis health, safety, and/or environmentally responsible actions and/or behaviors 61

INTRODUCTION PROMOTING CLIMATE RESILIENCE CLOSING THE PROTECTION GAP INDUCING POSITIVE SOCIETAL CHANGE GOVERNANCE APPENDIX Topic Accounting Metric Category Unit of Measure Code Response or Location Environmental Probable Maximum Loss (PML) of Quantitative Reporting currency FN-IN-450a.1 - Risk Exposure insured products from weather-related natural catastrophes Total amount of monetary losses Quantitative Reporting currency FN-IN-450a.2 2022 Form 10-K: Geographic Breakdown, page 8 attributable to insurance payouts from (1) modeled natural catastrophes and (2) non-modeled natural catastrophes, by type of event and geographic segment (net and gross of reinsurance) Description of approach to Discussion and n/a FN-IN-450a.3 2022 Form 10-K: Underwriting Risk Management, pages 12–13; incorporation of environmental risks Analysis Enterprise Risk Management, pages 14–15; Environmental and into (1) the underwriting process Climate Change Matters, pages 15–16; Risk Factors, pages 33–46 for individual contracts and (2) the Climate Transition Underwriting, pages 14–18 management of firm-level risks and capital adequacy 2023 ClimateWise Report, pages 8-9 Systemic Risk Exposure to derivative instruments by Quantitative Reporting currency FN-IN-550a.1 2022 Form 10-K: Note 18. Derivative Instruments, pages F-82 to Management category: (1) total potential exposure F-87 to noncentrally cleared derivatives, (2) total fair value of acceptable collateral posted with the Central Clearinghouse, and (3) total potential exposure to centrally cleared derivatives Total fair value of securities lending Quantitative Reporting currency FN-IN-550a.2 - collateral assets Description of approach to managing Discussion and n/a FN-IN-550a.3 2022 Form 10-K: Corporate Strategy, page 4; Risk Factors, pages capital and liquidity-related risks Analysis 33–46; Financial Condition, Liquidity and Capital Resources, associated with systemic non- pages 79–93 insurance activities Table 2. Activity Metrics Activity Metric Category Unit of Measure Code Response or Location Number of policies in force, by segment: (1) property and Quantitative Number FN-IN-000.A - casualty, (2) life, (3) assumed reinsurance 62

INTRODUCTION PROMOTING CLIMATE RESILIENCE CLOSING THE PROTECTION GAP INDUCING POSITIVE SOCIETAL CHANGE GOVERNANCE APPENDIX 6.4 Acronyms ABIR Association of Bermuda Insurers and IDF Insurance Development Forum RRRS RenaissanceRe Risk Sciences Reinsurers ILS Insurance-Linked Securities S&P Standard and Poor’s BIOS Bermuda Institute of Ocean Science IRMC Investment & Risk Management SASB Sustainability Accounting Standards BMZ Federal Ministry for Economic Committee Board Cooperation and Development kWh Kilowatt Hour SDGs Sustainable Development Goals CEA Controlled Environmental Agriculture LAC Local Advisory Committees SMI Sustainable Markets Initiative CSR Corporate Social Responsibility LGBTQ+ Lesbian, Gay, Bisexual, Transgender SqFt Square Feet DEI Diversity, Equity and Inclusion and Queer TCFD Task Force on Climate-Related DRF Disaster Risk Facility MARINE Mid-Atlantic Robotics in Education Financial Disclosures ESG Environmental, Social and Governance MSCI Morgan Stanley Capital International tCO e Tonnes of Carbon Dioxide Equivalent 2 ESMA European Securities and Markets NGOs Non-Governmental Organizations UNEP FI United Nations Environment Authority NOAA National Oceanic and Atmospheric Programme Finance Initiative FTE Full-Time Equivalent Administration UNGC United Nations Global Compact FTSE Financial Times Stock Exchange NWF National Wildlife Federation WACI Weighted Average Carbon Intensity GGG Global Green Group OED Open Exposure Data GHG Greenhouse Gas PMP Performance Management Process GHRF Global Health Risk Facility PRI Principles for Responsible Investment GRI Global Reporting Initiative PSI Principles for Sustainable Insurance GRMA Global Risk Modelling Alliance RAA Reinsurance Association of America IBHS Insurance Institute for Business and RATL Race Action Through Leadership Home Safety © REMS Renaissance Exposure Management ICMA International Capital Markets System Association RMSG Risk Modelling Steering Group 63

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