Strategy andAnalysis
Organizational Profile
Report Parameters
Governance, Commitments andEngagement
AppendixA: GRI Index
GRI
1.1
1.2
2.1
2.2
2.3
2.4
2.5
2.6
2.7
2.8
2.9
2.10
3.1
3.2
3.3
3.4
3.5
3.6
3.7
3.8
3.9
3.10
3.11
3.12
3.13
4.1
4.2
4.3
4.4
4.5
4.6
4.7
4.8
4.9
4.10
4.11
4.12
IndicatorDefinition
Statement from themost senior decision-maker of the organization
Descriptionof key impacts, risks, andopportunities
Name of the organization
Primary brands, products, and/or services
Operational structure of the organization, includingmaindivisions, operating companies, and subsidiaries
Locationof organization’s headquarters
Number of countries inwhich the organizationoperates, andnames of countries that either containmajor operations
or are relevant to the specific sustainability issues
Nature of ownership and legal form
Markets served (includinggeographicbreakdown, sectors served, and types of customers/beneficiaries)
Scale of the reportingorganization
Significant changes that occurredduring the reportingperiod, regarding size, structure, or ownership
Awards received in the reportingperiod
Reportingperiod (eg, fiscal/calendar year) for informationprovided
Date ofmost recent previous report (if any)
Reporting cycle (annual, biennial, etc)
Contact point for questions regarding the report or its contents
Process for defining report content
Boundaries of the report (eg, countries, divisions, subsidiaries, leased facilities, joint ventures, suppliers)
Specific limitations on the scope or boundaries of the report (see completeness principle for explanationof scope)
Basis for reportingon joint ventures, subsidiaries, leased facilities, outsourcedoperations, andothers
Data-measurement techniques and thebases of calculations, including assumptions and techniques
Explanationof the effect of any re-statements of informationprovided in earlier reports, and the reasons
Significant changes fromprevious reportingperiods in the scope, boundaries, ormeasurementmethods
Table identifying the locationof theStandardDisclosures in the report
Policy and current practicewith regard to seeking external assurance for the report
Governance structure of the organization, including committees under the highest governancebody responsible for
specific tasks, such as setting strategy or organizational oversight
Indicationof whether or not theChair of the highest governancebody is also an executive officer
For organizations that have a unitary board structure, statement of the number ofmembers of the highest
governancebody that are independent and/or non-executivemembers
Mechanisms for shareholdersandemployees toprovide recommendationsor direction to thehighest governancebody
Linkagebetweencompensation formembersof thehighest governancebody, seniormanagers, andexecutives
(includingdeparturearrangements), and theorganization’sperformance (includingsocial andenvironmental performance)
Processes inplace for the highest governancebody to ensure avoidance of conflicts of interest
Process for determining thequalifications and expertise of themembers of the highest governancebody for guiding
the organization’s strategy on economic, environmental, and social topics
Internally developed statements ofmissionor values, codes of conduct, andprinciples relevant to economic,
environmental, and social performance, and the status of their implementation
Procedures of the highest governancebody for overseeing the organization’s identification andmanagement of
economic, environmental, and social performance, including relevant risks andopportunities, and adherence toor
compliancewith internationally agreed standards, codes of conduct, andprinciples
Processes for evaluating the highest governancebody’s ownperformance, particularlywith respect to economic,
environmental, and social performance
Explanationof whether or not, and how, theprecautionary approachor principle is addressedby the organization
Externally developed economic, environmental, and social charters, principles, or other initiatives towhich the
organization subscribes or endorses
Page /Description
7, 8
7, 8, 16
12
12, 13
20-23
12
12
12
10, 12-13
13-14, 30-31, 36
Therewerenomajor significant
operational changes.
11
70
70
70
75
70
70
70
70
70
All restatements havebeen
identifiedwithin the report.
All restatements havebeen
identifiedwithin the report.
68
70
20-23
20-23
20-23
20-23
BoardCompensation is
not linked toorganizational
performance.
21-22
This is taken into account,
as one of a range of areas of
expertise required for the role.
15-16, 20-23
15-16, 20-21
15-16, Theboardof Directors
evaluatesDolphinEnergy’s
BusinessPlanperformance, into
whichsustainability indicators
havebeen incorporated.
7, 9, 15
47-51
