GRI-G4 INDICES

Tables’ Reference Symbols

the Annual Report 2014, at: http://www.helpe.gr/en/media-center/company-publications/annual-report/

the Annual Financial Report for fiscal year 2014, at: http://www.helpe.gr/en/media-center/company-publications/annual-financial-report-for-fiscal-year/

this Corporate Social Responsibility Report 2014

the Group’s Code of Conduct, at: http://www.helpe.gr/en/media-center/company-publications/rest-group-publications/

the Group’s Internal Labor Regulations (available only at intranet).

GRI

Brief Description

Ext. Assurance

Reference at/ Additional comments

Strategy and Analysis

G4-1

Provide a statement from the most senior decision-maker of the organization about the relevance of sustainability to the organization and the organization’s strategy for addressing sustainability

p. 5-6 (Message to Shareholders), 13 (Strategic Objectives), 14 (Focus on CSR)

p. 9-10 ("OUR APPROACH" section, CEO Message)

p. 159-160 (Strategic Goals and Prospects)

G4-2

Provide a description of key impacts, risks, and opportunities

Financial risk management p. 33-39
   Business Environment p. 142-145
   Business Review p. 146-147
   Review by Segment p. 148-151
   Risk Management p. 154- 157 & 162-164
   Strategic Goals and Prospects p. 161-162

p. 13-14 (Strategic Objectives 2013-2017),
p. 65-69 (Risk Management)

Main impacts, risks and opportunities for the Environment: see indicator G4-EC2, for financial implications and other risks and opportunities for the organization's activities due to climate change.

The Group’s companies, locally, evaluate opportunities and risks:

EKO and HF

The EKO’s and HF’s risk management system is designed to identify and manage potential threats and opportunities that arise, promptly and efficiently. One of the risks, both EKO and HF frequently encounter is the competition received from other oil marketing companies, which often make competitive prices alliances. However, both EKO and HF are following their own marketing strategy; based on leading technology fuels and excellent fuel level of service; ensuring competitive advantage and value to their customers.

In 2014, the Group significantly increased the number of COMO petrol stations, from 90 to 139, while, synergies implemented among the two marketing networks, EKO and HF, for the achievement of safe and efficient product transport, with competitive cost; the rational operation of the customers network and the reduction of the cost of supporting services.

In particular, the retail sector made significant improvement in profitability, while the sectors of industrial customers, LPG, aviation and shipping fuels increased their performance, despite the difficult environment, by operating costs reduction and targeted marketing policy.

For 2015, the objective is to increase the market share of the Group's trading companies while improving operating profitability and liquidity. The main axes of the targeted competitiveness improvement is the optimization of operations and the further of the value offered to the consumer, with innovative products and high quality services at competitive prices.

HP CYPRUS

The company was affected by the recessionary environment and the problems of the financial system that had a negative impact on sales volumes. However, profitability improved due to the reduction of operating costs. Enhancing efficiency and reducing exposure to credit risks remain key priorities for 2015.

The new VTTV terminal at Vasilico (on the south coast between Larnaca and Limassol) with a capacity of 550,000m3 of white products has commenced operations in December 2014. Within the 1Q of 2015 the new Petrolina terminal (local oil company – 80,000m3) is also expected to be operational. A decision has been taken to relocate within the next few months about 120,000m3 of Cyprus strategic reserves from Larnaca to VTTV.

It is more than evident that the operation of these two terminals will increase the pressure by the government to the oil companies which own terminals at Larnaca to close down their terminals and relocate to Vasilico.

Furthermore the possible storage of product stocks by various international traders at VTTV, may pose a threat to HPC and the other existing marketing companies.

In addition the government is stepping up the pressure for the relocation of the LPG terminals from Larnaca. The four LPG companies with terminals at Larnaca have conducted and submitted to the government a feasibility study regarding the construction and operation of a new LPG terminal facility at Vasilico. No firm decisions have been taken yet.

OKTA supplies approximately 50% of the fuel needs of the domestic market. In addition, its significant storage capacity serves as a safety mechanism for the uninterrupted supply of fuel in the markets where it operates, (Kosovo, Serbia & Albania).

OKTA’s sustainable profitability depends on its ability to remain competitive in a market where barriers to entry are low, while at the same time it manages its facilities and installations as efficiently as possible, in order to maintain its role as a secure supplier. OKTA has the possibility to increase its market share by exploiting its infrastructure and the competitive terms it maintains with its supplier. Additionally, OKTA seeks to increase its profitability by completing a number of transformation projects already launched and affecting its operations and organizational structure.

OKTA’s transformation to a trading company has emphasized the importance of the commercial targets in its strategy.

EKO BULGARIA

No significant changes in the legal and economic environment that could lead to influence over the company’s sustainability and stakeholders. Political environment is stable, macroeconomic indexes remained within the frame of the prognosis.

Strategic Risks:

a. Delay with the network expansion for administrative, strategic and geopolitical reasons;

b. Further aggressive competition on the Retail Market that might bring the volumes and margins further down, which is especially sensitive in the current thin margins framework;

c. Wholesale Pressure on the part of major competitors (including the LPG market), which might obstruct our plans for future development;

d. The eventual loss of the EKO Petroleum network after the expiration of the lease period;

Opportunities:

a. Expansion of the PS network and gaining additional market share;

b. Gara Yana depot construction, which will improve our presence on the LPG wholesale market and will further boost our Retail margins;

c. Idle assets disposals, which will support our investment plans by releasing significant amounts of cash;

d. Further measures against the grey economy share, which will redirect potential customers to our network;

e. Development and Expansion of the Loyalty programs;

f. Introduction of new lines of product and further expansion in current business lines like lubricants, petrochemicals and C&I market;

The targets for the next periods include sustainable growth of sales, improvement of profitability, together with network development and increase of market share..

EKO SERBIA

EKO retail network is among 4 strongest in oil industry in SERBIA, considered as innovative and fast reacting to market needs.. Market perception of EKO Serbia is that it is international brand, dynamic, modern company, implementing novelties trough network of retail sales, providing benefits to customers, value for money products and services.

Main strengths of EKO SERBIA are high level of service, good location of EKO petrol stations, trained personnel, efficient operating procedures, introduction of new diversified products. On the other side, the relatively smaller than main competitors network is EKO weakness.

One of the market weaknesses, for EKO SERBIA and other companies is the dependence on NIS and depot holding importers. Risk also comes from the ban on direct imports by tanker, or any type of wholesale, without owned or leased storage facilities; due to changes in the interpretation and implementation of the new legislation.

Slower economic recovery and high fuel prices resulted in further drop in demand, but at a smaller rate than in previous years. EKO Serbia still has potential to grow, to increase market share and higher margin fuel sales share among product portfolio, as well to become No. 3 in the market through extension of distribution network.

JUGOPETROL

Jugopetrol managed to significantly increase its profitability through successful organic restructuring, which included moving the headquarters of the company from Kotor in Podgorica, despite the difficulties facing the local economy. There was a slight decline in volumes of retail sales amid increased competition in the form of service stations of the competing networks. Challenges in Montenegro fuels market is expected to continue in 2015.

Organisational Profile

Commitments to external initiatives

G4-14

Report whether and how the precautionary approach or principle is addressed by the organization

p. 57 ("ENVIRONMENT" section, Installations Certifications), see also indicator G4-2 for risk management

The proactive approach and the precautionary principle are essentially assured by the risk assessment, the implementation of international standards and the resulting inspections, 1st party audits planned by GHSED & Internal Auditing, regular external inspections.

Regarding the use of chemicals, the required Risk Management Measures are recorded for each identified use, based on the corresponding exposure scenarios that are developed in order to reduce or avoid direct and indirect exposure of humans (workers and consumers) and the different environmental systems. Risk management measures are implemented within the premises of HELLENIC PETROLEUM and communicated to downstream users through extensive safety data sheets of products.

The scheduled public opinion surveys ("OUR APPROACH" section, Materiallity Assessment and "OUR CONTRIBUTION TO SOCIETY" section), the employees’ – partners’ –customers’ satisfaction surveys ("OUR PEOPLE" section, "SUPPLIERS & CUSTOMERS" section), the risk assessment (indicator G4-2) and the quality, environmental, health and safety policies ("ENVIRONMENT" section, Installations Certifications) confirm a proactive approach.

Moreover:

HP CYPRUS: with the adoption of international standards/management systems HPC ensures the safe and professional conduct of its operations. Risk assessments are conducted for all the main operations at the facilities and retail stations.

OKTA:

Implementation of national legislation in HSE issues and Best Available Techniques (BATs)
Approved IPPC Permits
Continuous adaptation and education of personnel in order to attain maximum performance in HSE
Monitoring of the quality of potable, waste and underground waters
Revision of risk assessment of job position
Health preventive medical check-ups (periodical and systematic) according to Risk assessment of job positions
Steady organization adaptation and education of the personnel in order to attain maximum effect in HSE through monthly drills in accordance with different fire scenarios
Risk assessment from natural disasters and other accidents - qualitative and quantitative analysis of data and possible risks for occurring natural disasters and other accidents, prediction of further development of events and consequences
Plan for safety and rescue based on the risk assessment for natural disasters, current, operational and technological risks, safety risks including Incident management team and respond forces
Rulebook for safety from fire and explosions
Seveso Study (in progress)
Cleaning of sludge pools (in progress)

Furthermore, HR applies the "precautionary principle" in all its areas of operation (HR planning, selection and recruitment, training & development, succession planning, evaluation, reward) to prevent any risks of its areas of operation.

In the area of procurement, "the precautionary principle" is one of the basic principles of operations and included in the formulation of specific procurement strategy, giving particular consideration to smooth and uninterrupted supply under the best economic conditions and always in accordance with the approved procurement manual.

EKO BULGARIA:

Ongoing approaches (such as training, competitive pricing and promotional activities) ensure that our partners comply with corporate policy and regulations, confirm the loyalty of our customers and improve sales methods. Regular test of fuel samples, in independent laboratories, confirm the quality of the products.

EKO Serbia is present on Serbian market for 12 years and in this period beside network building has introduced many novelties in terms of products and services. Before any implementation following steps are required:

Defining responsible person/team for certain projects
Deep analysis of the market request and need for product or service
Economic view of the project, investment, ROI, sources needed
Organizing pilot project when and if possible
Evaluation of project results and measurement and revision after it start
Further monitoring and development of a standard operating procedures for new project in order to have business case for next to come

G4-15

List externally developed economic, environmental and social charters, principles, or other initiatives to which the organization subscribes or which it endorses

p. 57 ("ENVIRONMENT" section, Installations Certifications) presents standards voluntarily adopted.

P. 72

The adoption and implementation of international standards, codes and best practices constitutes a dynamic approach to the study of potential risks. These standards, codes and practices, that are fully aligned with the strategic objectives of the Group, we are committed to apply, diffuse and integrate them into all our operations and policies.

Indicatively, these standards and codes include the:

“SustainableGreece 2020’’ initiative – Signing Charter for a Sustainable Greece on April 29, 2014
Global Reporting Initiative (GRI G4 indicators) as well as the specific Oil & Gas Sector Supplement.
United Nations’ Global Compact (UNGC) principles & criteria.
ISO 9001, ISO 14001 & OHSAS 18001 International Standards.
ISGOTT safety guide.
ISM Standards.
Internal Labour Regulation and the Group’s Code of Conduct.

Furthermore, the subsidiaries follow national or local standards and initiatives; e.g.

HP CYPRUS implements the regulations: LCA SEVESO II Directive studies (Obligatory, since 2005), LCA Oil Spill Response (Obligatory, since1991). Also, a continuous cooperation (since 1960) with Cyprus Employers & Industrialists Federation (OEB) is in place.

ASPROFOS implements systems and procedures for data safety.

DIAXON implements the standard BRC/IOP Issue 4: Global Standard for Packaging and Packaging Materials.

G4-16

List memberships of associations (such as industry associations) and national or international advocacy organizations

The Group, in the context of its operation and the implementation of its strategy for sustainable development, funds and /or participates in administrative bodies of associations and organisations, see "OUR APPROACH" section, Memberships & Participations in Common Actions.

Identified material aspects & boundaries

G4-17

a. List all entities included in the organization’s consolidated financial statements or equivalent documents.

b. Report whether any entity included in the organization’s consolidated financial statements or equivalent documents is not covered by the report.

p. 170-173

p 6-7 ("OUR APPROACH" section, boundaries)

G4-18

a. Explain the process for defining the report content and the Aspect Boundaries.

b. Explain how the organization has implemented the Reporting Principles for Defining Report Content.

p. 6-7 ("OUR APPROACH" section), 12 ("OUR APPROACH" section, Materiality Assessment)

G4-19

List all the material Aspects identified in the process for defining report content.

p. 12 ("OUR APPROACH" section, Materiality Assessment)

G4-20

For each material Aspect, report the Aspect Boundary within the organization

p. 12 ("OUR APPROACH" section, Materiality Assessment), 94 (GRI-G4 Indicators, DMAs)

All Material Aspects presented at GRI-G4 Indicators apply equally to all of our operations and entities as shown in Table 1.1 ("OUR APPROACH" section).

Moreover, GRI-G4 Indicators-DMAs presents whether the selected material aspects are material within and/or outside the Group.

G4-21

For each material Aspect, report the Aspect Boundary outside the organization

p. 12 ("OUR APPROACH" section, Materiality Assessment), 94 (GRI-G4 Indicators, DMAs)

All Material Aspects presented in GRI-G4 Indicators apply equally to all of our operations and entities as shown in Table 1.1 ("OUR APPROACH" section).

Moreover, GRI-G4 Indicators-DMAs presents whether the selected material aspects are material within and/or outside the Group.

G4-22

Report the effect of any restatements of information provided in previous reports, and the reasons for such restatements.

p. 6 ("OUR APPROACH" section)

No information restatements.

G4-23

Report significant changes from previous reporting periods in the Scope and Aspect Boundaries.

p. 6-7 ("OUR APPROACH" section)

No significant changes.

Stakeholder engagement

G4-24

Provide a list of stakeholder groups engaged by the organization.

p. 13-14 ("OUR APPROACH" section, Stakeholders)

Furthermore, Chart 1.2 at "OUR APPROACH" section-Materiality Assessment, presents the stakeholders involved in the ''Materiality Analysis 2013’’, while Table 1.4 at "OUR APPROACH" section-Stakeholders, presents approaches to interface with stakeholder groups.

G4-25

Report the basis for identification and selection of stakeholders with whom to engage.

p. 13-14 ("OUR APPROACH" section, Stakeholders)

G4-26

Report the organization’s approach to stakeholder engagement, including frequency of engagement by type and by stakeholder group, and an indication of whether any of the engagement was undertaken specifically as part of the report preparation process.

p. 13-14 ("OUR APPROACH" section, Stakeholders)

These approaches are consistently integrated into the Group's strategy for sustainable development.

Moreover indicative approaches of Group companies are:

ΟΚΤΑ:

With suppliers: Regular communication through personal contacts and discussions are part of the Procurement Department’s operation aiming to enhance cooperation through a constructive dialogue and exchange of information and experience from the existing cooperation.

With customers/fuel stations owners: Scheduled communication through the sales consultants at least once a month. During the visit, potential deficiencies are identified or corrective actions noticed at previous audits are monitored. On an annual basis especially in areas concerning image, safety, products promotion etc., station owners are rewarded.

With employees: Through the ΟΚΤΑ’s web page the employees are daily updated with business news related to the activities of the company and Group, (information, announcements, articles). Also, the most important news & announcements are posted on bulletin boards on specific landmarks in all buildings of the company. The employees’ approach is mainly through electronic invitations/ information; individual or group invitation depending on the audience and the type of event.

Moreover:

Periodical meetings with employees’ representatives.
Periodical meetings with relevant authorities (stock exchange etc.)
Open and transparent communication with media, publishing regular press releases, interviews and PR articles on internet portals, business magazines, daily newspapers, etc.
Online and door-to-door surveys were conducted in order to inspect the public and local community opinion about OKTA.

HP CYPRUS

Written communication to all employees is performed through email and also with posting on notice board.

As per purchasing procedures every year allsuppliers/vendors are re-evaluated

EKO BULGARIA:

Customers’ communication takes place through qualitative and quantitative surveys (such as Brand Vitality Tracking, loyalty driving assessment).

JUGOPETROL:

Customers’ communication takes place through qualitative and quantitative surveys (such as GFK’ survey in 2014 focused on drivers and particularly on guests of service stations).

EKO SΕRBIA:

Press conferences
Direct contact with media answering questions about fuels, products and services
Organization of discussions with various Focus group
Events organization
On line, on site and phone customer service 24/7
ATL, BTL and other promo activities

G4-27

Report key topics and concerns that have been raised through stakeholder engagement, and how the organization has responded to those key topics and concerns, including through its reporting. Report the stakeholder groups that raised each of the key topics and concerns.

The key topics that stakeholders raised are reflected in the material issues we have chosen to report this year, (§ 1.3).

p.12 ("OUR APPROACH" section, Materiality Assessment)

Report Profile

G4-28

Reporting period for information provided.

Calendar year January - December.

p. 6 ("OUR APPROACH" section)

G4-29

Date of most recent previous report.

Posted on Group’s web site in Jul. 2014, concerning the period Jan-Dec 2013.

p. 6 ("OUR APPROACH" section)

G4-30

Reporting cycle.

Annual (01.01 – 31.12)

p. 6 ("OUR APPROACH" section)

G4-31

Provide the contact point for questions regarding the report or its contents.

Ms Rania Soulaki, Group CSR Director

E-mail: rsoulaki@helpe.gr

Tel: +30 210 6302894

Fax: +30 210 6302573

p. 92 ("OPERATIONAL PERFORMANCE" section, Contact Details for the Report)

GRI Content Index

G4-32

a. Report the ‘in accordance’ option the organization has chosen

b. Report the GRI Content Index for the chosen option

c. Report the reference to the External Assurance Report

in accordance with the G4 Comprehensive Option

p. 84 ("OPERATIONAL PERFORMANCE" section), 94 ("OPERATIONAL PERFORMANCE" section, GRI-G4 Indicators)

Assurance

G4-33

a. Report the organization’s policy and current practice with regard to seeking external assurance for the report.

b. If not included in the assurance report accompanying the sustainability report, report the scope and basis of any external assurance provided.

c. Report the relationship between the organization and the assurance providers.

d. Report whether the highest governance body or senior executives are involved in seeking assurance for the organization’s sustainability report.

This Report was checked and assured - as a whole and every index - from an independent external certification body, prior to its publication.

The certification process involved all Departments / Companies that provided information and senior executives of the Group.

The Report has been signed by the Group’s CEO.

p. 84 ("OPERATIONAL PERFORMANCE" section, Report's Certification), 94 ("OPERATIONAL PERFORMANCE" section, GRI-G4 Indicators)

Governance

Ethics & Integrity

G4-56

Describe the organization’s values, principles, standards and norms of behavior, such as codes of conduct and codes of ethics

p. 11-12

p. 17 ("OUR APPROACH" section, Our Business Activities), 57-58 ("ENVIRONMENT" section, Installations Certifications)

Internal Labour Regulation

The Code of Conduct was approved and notified in 2011 (in Greek and English) with full implementation throughout the Group and its external partners.

The Competition Policy and Compliance Program, as to the competition legislation, are in the process of approval.

List of procedures for Health, Safety, Quality and Environment - according to international standards - and corresponding policies are available on the corporate network, intranet and internet. These apply across the Group.

Group’s values address all employees at all Group's subsidiaries in Greece and abroad.

The statements, codes or policies concerning procurement activities fall under the existing Purchasing Regulations, paying special attention to cooperation with suppliers.

All of the aforementioned apply across the Group and the relevant continuous training ensures knowledge and application. Deviations from their application have not been detected.

In addition, the companies develop, ad hoc, local policies depending on the nature of activity and the place. For example:

At ASPROFOS: policy for the proper use of IT infrastructure

At DIAXON: Policy for Quality, Health & Safety, Internal Labour Regulation, Policy for the proper use of interconnected IT systems.

At HP Cyprus:

Policy forbox for suggestions/comments/complaints
Policy for clean workspace (offices only)
Policy for non intrusive work environment (offices only)
Policy for Casual Friday (offices only)

At EKO SERBIA: The company supports the vision “To be customer’s number one choice, offering value for money services and products, caring for our people and respecting the environment”. This vision is inspiring all employees for innovations implementation, network operations, environment friendly projects and CSR activities

Αt ΕΚΟ BULGARIA:

Communication Procedure
Procedure for Investments/Disposals
Internal Labor and Conduct Code
Procurement Manual
Public and Media Relations
Risk Assessment Procedure

G4-57

Report the internal and external mechanisms for seeking advice on ethical and lawful behavior and matters related to organizational integrity, such as help-lines or advice lines.

We are committed to be a responsible Group. This means that we conduct our activities in accordance with relevant ethical, professional, and legal standards. We consider corruption, bribery, and unfair competition to be unacceptable.

Risks related to sustainability such as personnel, safety, environment, business conduct, and supply chain management form an intrinsic part of Group’s Risk Management. For each of the risk categories within all operating companies as well as on group level an assessment of the risk is done together with determining improvement potential. This improvement potential is input for the execution agendas and on operating and functional level.

In the Code of Conduct, HELLENIC PETROLEUM stipulates that every employee must behave honestly, transparently, and responsibly towards customers, business partners, shareholders, and colleagues. The Code also provides the opportunity for ethical and lawful conduct counselling; as well as for anonymous reports towards the Compliance Office.

G4-58

Report the internal and external mechanisms for reporting concerns about unethical or unlawful behavior and matters related to organizational integrity, such as escalation through line management, whistle-blowing mechanisms or hotlines.

In order to further ensure that our business integrity policy is actively and properly implemented, the Policy and Corporate Compliance Office are under approval. Employees can contact this office with any questions about integrity or reports of alleged wrongdoing. These will be made in the context of confidentiality and discretion.

The Code of Conduct has been translated in all the languages of the countries where the Group operates; it is applicable since 2011.

p. 63 ("SUPPLIERS & CUSTOMERS" section, Products & Services Quality)

ΟΚΤΑ:

We have implemented mechanism for protection of the personal data of our clients and employees, as well as our employees’ rights in accordance with the Law.

We have implemented measures and procedures for security of the company assets.

Regular trainings for our new contractors and employees are being performed in reference to health, safety, environmental issues and internal procedures.

Independent internal audit function is in operation.

HP CYPRUS:

The Group’ Code of Conduct has been implemented since 2012. The code handles all aspects and has been communicated to all employees, suppliers and customers and is part of the contracts.

EKO BULGARIA:

Reporting mechanisms and the overall reporting responsibility procedures are established by the Group’s Code of Ethics provisions. Obligation for observance of Group’s Code of Conduct is included in each partner’s agreement. Concerns are treated confidentially. The Company has a non-retaliation policy. Cases of concerns have not been raised for the reporting period.

EKO SERBIA:

The Group Code of Conduct has been implemented. In cooperation with outsourced agency an open line (email and free of charge phone number) 24/7 is in operation.

Depending on the communication issue, staff in charge is making investigation and preparing final answer.

According to law all forms of communication (concerns, questions, thanks, congratulations or complaints) officially received have to be resolved in 15 days.

For the communication with stakeholders several channels of communication are used: corporate Web site, Loyalty Portal, android application, newsletters,, bulk sms, Memo letters, customer service line, petrol stations employees.

By law all customer complaints recorded should be resolved in 15 days.

DMAs-Management Approach Disclosures on Material Aspects

MATERIAL ASPECTS AND ASPECT BOUNDARIES

Material Aspects	Aspect Boundaries		Report’s Section	GRI Indicator
Material Aspects	within	outside	Report’s Section	GRI Indicator
ENVIRONMENT 4
Material Consumption	x		4.6	ENVIRONMENT DMA: Material Consumption Indicators G4-EN1-2
Energy Use	x		4.6	ENVIRONMENT DMA: Energy Use Indicators G4-EN3-7
CO₂Emissions	x	x	4.4, 4.5	ENVIRONMENT DMA: GHG Emissions Indicators G4-EN15-19
NOx Emissions	x	x	4.5	ENVIRONMENT DMA: GHG Emissions Indicators G4-EN15-21
VOC Emissions	x	x	4.5	ENVIRONMENT DMA: GHG Emissions Indicators G4-EN15-21
Oil Spills & Leakages	x	x	DMA: Biodiversity (Oil Spills & Leakages)	ENVIRONMENT DMA: Biodiversity Indicators G4-EN24
Product Impact	x	x	4.7, 5.2	ENVIRONMENT DMA: Product Impact Indicators G4-EN11-14, ΕΝ26, PR1-3
SHAREHOLDERS/INVESTORS
Supply Security	x		5.3	SHAREHOLDERS DMA: Raw Materials Supply Security Indicator G4-12
Operational Continuity	x	x		SHAREHOLDERS DMA: Operational Continuity
SUPPLIERS
Supplier Assessment	x		5.3	SUPPLIERS DMA: Supplier Assessment Table 7.6c Indicators G4-ΕΝ32-33, LA14-15, HR4-6, HR10-11, SO9-10
Responsible Buying	x		6.2	SUPPLIERS DMA: Procurement Practices Indicator G4-EC9
Operational Support	x			SUPPLIERS DMA: Procurement Practices
EMPLOYEES 2
Job Position Security	x	x	2,2.2	EMPLOYEES DMA: Job Position Security Indicator G4-LA1
Occupational Health & Safety	x		3	EMPLOYEES DMA: Occupational H & S Indicators G4-LA5-8
CUSTOMERS 5,5.1,5.2
Anti-competitive Behaviour	x		1.5	CUSTOMERS DMA: Anti-competitive Behaviour Indicators G4-SO3-5, SO7
SOCIETY 6
Accident Impact	x	x	3.3-3.4	LOCAL SOCIETY DMA: Accident Impact Indicators G4-EN11-14, ΕΝ26
Health Screening	x	x	6.3	LOCAL SOCIETY DMA: Health Screening
Acoustic Impact	x	x	3.1,3.2	LOCAL SOCIETY DMA: Acoustic Impact

ENVIRONMENT

Material Consumption
"ENVIRONMENT" section, Management Efficiency & Indicators G4-EN1, G4-EN2, G4-EN8, G4-EN9, G4-EN10.

This refers to the total amount of basic and auxiliary material resources directly used by the Group to conduct operations and activities. Basic raw materials are crude, chemicals and water.

To reduce raw material losses the refineries have appropriate collecting and recovery systems. Where technically feasible Best Available Techniques are applied for the recovery of raw materials from various waste streams. The recovery rates for 2014 are presented in Table 4.15 ("ENVIRONMENT" section, Management Efficiency).

Considerable measures are also taken on the reuse of the water consumed. Part of the production process of the refinery is the pre-treatment of polluted water-streams and their reuse within the process. Among the benefits is the significant reduction of fresh water consumption and the reduction of effluents. The reuse of water for 2014 is presented in Table 4.13 ("ENVIRONMENT" section, Management Efficiency).

The Group cooperates with other European companies participating in International Organisations and Consortia for the implementation of REACH Regulation. The requirements of the European Chemicals Agency (European Chemicals Agency-ECHA, http://echa.europa.eu/) at all phases of the regulation are kept and the registration dossiers of chemical substances are updated, according to the Regulation or the ECHA.

Emphasis is given to interactive and effective communication in the supply chain with primary tool the updated products’ Safety Data Sheets.

The use of auxiliary materials identified as substances of very high concern is avoided in all processes.

The subsidiaries of the Group receive expert guidance on their obligations concerning REACH Regulation. Finally, initiatives are taken for the efficient use of natural resources, renewable energy and recycled materials throughout the spectrum of activities and processes.

Energy Use
"ENVIRONMENT" section, Climate Change & Energy Efficiency, Management Efficiency & Indicators G4-EN3, G4-EN4, G4-EN5, G4-EN6, G4-EN7.

This refers to the use of non-renewable energy sources, such as fossil fuels and electricity consumption from the public power corporation.

Our energy consumption contributes to a significant amount of our costs and is an indicator of the efficiency of our processes. As a large company in an industry sector with relatively high energy consumption, our energy usage has a great impact on society. We have set targets for relative reduction in energy usage; and we monitor and benchmark progress on these targets.

All the Group's refineries are energy optimized and feature cogeneration CHP units, which cover about 37% of the electric energy needs of the Group. Due to the operation of these units the emission of 312 thousand tonnes of CO₂ in 2014 was avoided (based on PPC’s weighted average emission factor of 1.11 kg CO₂/kWh for 2013), significantly contributing to the reduction of nation-wide levels of greenhouse gases emissions.

GHG Emissions (CO₂ emissions)
"ENVIRONMENT" section, Air Emissions & Waste & Indicators G4-EN15, G4-EN16, G4-EN17, G4-EN18, G4-EN19, G4-EN20, G4-EN21

This refers to the overall GHG emissions (both direct and indirect, mainly CO₂) due to Group’s operations. Τhe Group's strategy is to reduce greenhouse gas emissions through increased energy efficiency and investments in renewable energy projects.

At all Group’s refineries cogeneration units (Combined Heat and Power or CHP) are in operation, which contribute to the avoidance of a significant proportion of CO₂ emissions, that would be emitted if the self-produced electricity came from a provider (such as PPC) with a different fuel mix.

Regarding monitoring and reporting of emissions, the HELLENIC PETROLEUM Group systematically monitors both the direct CO₂ emissions (Scope 1) and the indirect emissions (Scope 2 and 3), to the maximum extent of its activities. Indicatively, the estimated CO₂ emissions from sea transport of raw materials and products as well as the estimated carbon footprint (carbon footprint project) of all activities in the Group's office buildings (Headquarters and refineries of Aspropyrgos, Elefsina and Thessaloniki) are presented, (certification MyClimate).

The Group's refineries participate in the Emissions Trading Scheme (EU ETS) since its establishment; whereas, since 2013, follow all procedures relevant to monitoring, calculation and verification of emissions, according to the 3rd phase regulations of the EU ETS 2013-2020.

Oil Spills & Leakages
"ENVIRONMENT" section, Ecosystems-Biodiversity-Sustainability & Indicator G4-EN24

The Group follows a strategy for further development of its activities and the continuation of existing operations with respect to the natural environment.

It is underlined that none of the Group’s industrial complexes is near protected areas (NATURA, RAMSAR). All complexes are at established industrial areas.The Group has developed protection and enhancement actions of the natural environment and ecosystems as a priority and a fundamental pillar of its sustainable development strategy.

HELLENIC PETROLEUM follows closely developments concerning effective implementation of the national strategy for biodiversity while they are at the disposal of the national authorities for cooperation in this direction.

Maritime transport fuels are made with modern technology ships inspected regularly by shipping registers in accordance with international standards. The Group’s privately-owned and chartered vessels meet all of the applicable MARPOL regulations and conventions (International Convention for the Prevention of Pollution from Ships), EU regulations and ISGOTT & ISM (International Safety Guide for Oil Tankers and Terminals and International Safety Management Code) international standards. The vessels are also covered (by P & I clubs) for pollution incidents.
In the discharging/loading areas there are means of protection and restriction of pollution whereas frequent drills (in collaboration with authorities like the Fire Department, Port Police & Hellenic Police) ensure the readiness of human resources.
In addition, actions such as the training of tanker drivers in defensive driving minimize risks of road accidents.

Product Impact (i.e. use by end consumer)

This refers to product consumption by the end consumer and its impact on the environment mainly in terms of air emissions.

In the context of our Quality Policy and care for our customers, the Group is committed to supply products and services which fully comply and / or are better than the agreed specifications, to provide complete technical data on the quality of products/services to all concerned and to offer its customers, partners and staff the opportunity to evaluate and contribute to the further improvement of the quality of products and services.

Increasingly stringent fuel specifications (zero sulphur fuels), for the fuel supplied to the final consumer, contribute to the reduction of gaseous emissions such as sulphur dioxide (SO₂) and particulate matters.

Best available techniques, such as the LDAR program, are also applied to the storage and distribution of products in order to reduce VOC emissions. These include: installation of secondary barriers in the floating roof tanks, painting tanks storing volatile products in white (high reflectivity), bottom-loading of tank-trucks and vapour recovery systems at the fuel loading facilities.

Moreover, all of the Group’s installations use vapour recovery systems when loading gasoline, according to the relevant legislation.

EKO’s and HF’s petrol stations are also equipped with vapour recovery systems, used when receiving gasoline from tank-trucks (stage I).

EKO has progressed with the gradual introduction of vapour recovery systems when cars are fuelled with gasoline (stage II) at EKO’s fuel stations (company owned and renovated company controlled stations).

SHAREHOLDERS

Supply Security (e.g. future oil & gas availability)
Indicator G4-12

This refers to the future oil & gas availability and the potential impact this could have in the long term business model, strategy and operations of the Group.

The crude oil supplies are coordinated centrally by the Group and are covered by frame agreements (term-contracts) and with spot-contracts. The Group procures crude oil primarily from Russia , the Middle East and North Africa. Political instability in the Middle East and North Africa varies the last 50 years and depends on various factors, such as frequent change of governments, military regimes, social disruptions, sanctions from other states or terrorist actions. The political unrest in these areas are able to disrupt the smooth supply of the Group with crude oil. Also, in Russia, possible structural changes in the oil sector, tax and legislative changes, political unrest and problems of transporting crude from Russian terminals can affect crude supply.

The conditions in the crude oil market in 2014 were very unfavourable, mainly due to the continued, since 2012, EU’s embargo on trade with Iran and the political unrest in Libya and Iraq; which affected the smooth supply of refineries. The Group has adjusted accordingly the mixture of oil supplies adding supplies from Russia (41%) and Kazakhstan (22%). Despite the political developments in the above mentioned countries and reduced exports, HELPE purchased crude oil from Iraq and Egypt, (17% and 9% respectively).

The accessibility and flexibility of the Group's refineries to process a wide variety of crude, are key competitive advantages, which are particularly important for both profitability and responsiveness at steep supply reductions of specific crude types, thus ensuring smooth supply of markets where the Group operates.

Operational Continuity (e.g. plans to ensure continuation of operations)
This refers to planning and establishing procedures, which are intended to ensure that critical business functions will either continue to operate in case of serious incidents or disasters or will be recovered to an operational state within a reasonably short period, such as accident plans to ensure continuation of operations.

The activities and results of the Group may be affected by supply disruptions, a variety of external or internal factors (such as military actions in supplying countries), emergency downtime into production units, shutdowns for maintenance etc. The number of Group’s facilities and their geographic dispersion impart considerable flexibility in emergency situations. In addition, the Group has developed considerable expertise and experience of successfully handling logistics crises, such as the events in Libya, the embargo on Iran and shutdowns at different units. In all cases, contingency supply plans were prepared and immediately carried, thus minimizing any operational impact.

For further information see "OPERATIONAL PERFORMANCE" section, GRI-G4 Indicators.

SUPPLIERS

Supplier Assessment

Indicators G4-12, G4-EN32, G4-EN33, G4-LA14, G4-LA15, G4-HR46, G4-HR10, G4-HR11, G4-SO9,G4-SO10

The Group’s Procurement Division. has the primary responsibility for the evaluation of suppliers (for products and services) in accordance with the procedures of the Group and the Procurement Manual.

To develop our supply chain and incorporate our values and principle we seek added value, long term, mutually preferred relationships with partners who can help us to improve the total performance and sustainable development of the Group. In addition, labour practices of our suppliers affect not only our financial performance, but also our relationships with other social partners. For the above reasons, their evaluation is based on business criteria (safety issues, performance, compliance with contractual agreements etc) and also criteria for sustainable development. The assurance that Group’s suppliers properly manage issues such as human rights and labour practices is among the suppliers evaluation criteria.

The evaluation of suppliers (and new suppliers) is complimented by questionnaires which include relevant questions. The completed questionnaires were assessed by the Procurement Division.
No significant findings in 2014.

Moreover, starting on 05/2014, active suppliers are evaluated using questionnaire which also includes criteria on impact on society and environmental performance (based on ISO 14001).

In several cases of selection of suppliers of equipment the sustainable solution offers a lower Total Cost of Ownership (TCO) due to, for instance, lower energy consumption during operation or waste efficiency.

Procurement Practices (Responsible Buying & Operational Support)
"SUPPLIERS & CUSTOMERS" section, Supply Chain/ Responsible Procurements and "OUR CONTRIBUTION TO SOCIETYL" section, Investing in the Community (Table 6.1), Indicator G4-EC9, Group's Code of Conduct (http://www.helpe.gr/uploads/coc_2013_EN/index.html).

The Group’s procurement procedures are included in the Procurement Manual and describe the following points:

Who buys: roles and responsibilities of buyers are documented
Selecting suppliers: continuous training of buyers on procurement techniques and their application. The introduction and assessment of criteria for selecting suppliers (including sustainable development criteria) takes place in cooperation with relevant Departments
Responsible procurement policy: Purchases from local suppliers are 12.3% at HELPE and DIAXON (industrial facilities) and 97% at marketing companies (EKO, HF, EKO BULGARIA, ΟΚΤΑ, HP CYPRUS, EKO SERBIA, JUGOPETROL). For HELPE & DIAXON, as local suppliers are defined those operating in municipalities neighbouring Group’s industrial facilities. For the Group’s trading companies (EKO, HF, EKO BULGARIA, ΟΚΤΑ, HP CYPRUS, EKO SERBIA, JUGOPETROL), as local suppliers are defined those operating within the same country. The Group's Code of Conduct covers topics such as conflicts of interest, gifts, working relationship with a supplier, etc.
Environmentally friendly procurement: Starting on 05/2014 active suppliers are evaluated using questionnaires, which also include criteria on environmental performance..

Interaction with suppliers, ie activities and procedures that include issues such as compliance with payment terms, purchase order cancellation, support for SMEs, etc, are described in Procurements Manual, Code of Conduct and Internal Labour Regulation. The relevant suppliers’ information is provided with clarity, transparency, respect of competitiveness and equal opportunities.

Noted that the implementation of Procurement Manual in commercial, construction and transportation contracts, as well as the relevant contractual obligations were among the issues audited by the Internal Audit Department.

As of 2nd semester of 2015, a "clause of compliance" of our suppliers, with the principles of the UN Global Compact (in the fields of human rights, labour, environment and corruption), shall be incorporated in our contracts and purchase orders.

EMPLOYEES

Job Position Security
Indicator G4-LA1

This refers to the level of security of present and the estimation of future job positions within the Group taking into account the volatile economic situations.

The Group designs and implements strategies and adopt modern policies of Human Resources. In this way it seeks to be "an employer of choice and employees the competitive advantage’’, to achieve the business objectives and confirm the values & principles.

The Group places particular attention in shaping a dynamic policy framework, for the management of human resources, in order to best meet business objectives while meeting the goals and expectations of employees.

Occupational Health & Safety
"OUR PEOPLE" section, "HEALTH & SAFETY" section (Ocupational Health, Health & Safety Indices & Installations Performance, Training), Indicators G4-LA5, G4-LA6, G4-LA7, OG-13 (http://www.helpe.gr/en/health-and-safety/).

This refers to utilising policies, practices and initiatives on behalf of the Group, to ensure the health, safety and welfare of employees.

HELLENIC PETROLEUM feels responsible for all people involved in or affected by the activities of the Group. This includes our employees, customers, partners, suppliers, trainees, subcontractors and the general public.

Health and safety performance is a true reflection of operational excellence. Occupational health and safety contributes to the satisfaction of our employees and our reputation.

The continuous care for the health and safety of employees and the concern for their families as well as the residents of neighbouring municipalities, is a prime consideration for the Group. For this policies, actions and programs have been adopted that contribute to this direction.

"HEALTH & SAFETY" section presents policies and practices used to ensure occupational health and safety. In this section the specific training in health & safety is presented as well as emergency drills held annually in the facilities of HELPE. At "HEALTH & SAFETY" section, Health & Safety Indices & Installations Performance, the systematically monitored indices LWIF,AIF, LWIS and PSER (process safety index) are presented as well as the targets set.

The Group’s occupational health & safety services aim to identify, prevent, and ultimately eliminate all work-related occupational diseases or accidents at work.

To further raise awareness of employees in accident prevention and safe plant operation, the implementation of the Rewarding Policy for Safety Performance is continued, among other practices. In this context, employees’ teams that achieve safety objectives, based on working hours without lost workday accident, are rewarded.

It is our aim to provide a safe, inspiring, and flexible work environment.

Asset integrity and process safety
Indicator OG13

To ensure the reliability of the equipment - as a key element in the safe operation of facilities - several procedures have instituted and implemented by the companies’ staff. These are:

Management of Change
Safe Design Committees
HAZOP studies

Equipment inspection and checks are made periodically by the Equipment Inspection Departments of the facilities, in accordance with their respective programs.
Also, inspections focused on process safety are carried out weekly, by management staff, in order to identify and correct unsafe behaviours of employees and contractors’ staff.
The monthly CCPS bulletin (Beacon), concerning process safety, is distributed to all staff.
Procedures, especially in safety issues, are in place for the prequalification of contractors and their safety performance assessment after completion of the work.
Any unplanned or uncontrolled leakage of substances is measured as process safety event rate, in accordance with the definition and criteria of CONCAWE.

CUSTOMERS

Anti-competitive Behaviour (i.e. monopoly conditions, price agreements with competitors)
"OUR APPROACH" section, Ethics & Transparency, Group's Code of Conduct (http://www.helpe.gr/uploads/coc_2013_EN/index.html).

This refers to business practices and policies that potentially prevent or reduce competition within the market such as monopoly conditions and price agreements with competitors.

Our reputation and license to operate are strongly related to anti-corruption, anti-competitive behaviour, and compliance.

Anti-corruption strengthens efficiency by reducing transactions and transaction costs for us and for our stakeholders. We believe that doing business honestly is vital to increasing competitiveness for us and for our partners. Competitive behaviour contributes to innovation and mutual cooperation. It creates an environment where the best products will win, and where our stakeholders will get the best products for the best price.

We are committed to being a responsible company. This means that we conduct our activities in accordance with relevant ethical, professional, and legal standards. Corruption, bribery and unfair competition are unacceptable in our organisation.

Our business integrity policy is based on our Code of Conduct, which all employees are aware of. In the Code of Conduct, we stipulate that every employee must behave honestly, transparently, and responsibly towards customers, business partners, shareholders, colleagues and other stakeholders.

In 2014 no legal actions were taken for anti-competitive behaviour, anti-trust, and monopoly practices. In addition, there have been no known instances of corruption or of non-compliance with laws and regulations.

Regarding competitive practices in the market, both EKO and HF follow their own marketing strategy and not make price wars or conciliations for their control. It is also clear from the course and their presence in the market that although EKO is a company that has built its brand not based on price but high quality of fuel (which is assured through continuous on-site inspections at the pump) and on the excellent level of service, offering its customers products and services with value for money.

On the other hand, HF (ex BP) is a company, which is clearly placed by consumers as a premium brand, timeless, inspiring confidence and enjoying high acceptance and recognition for the superior quality of its products, without need of price wars or price controls to sell.

LOCAL SOCIETY

Accident Impact (e.g. explosions)

This refers to actions or practices for early detecting the impact of potential accidents (e.g. explosions) near communities, which is key to encounter them successfully.

Impact assessment is carried out in accordance with the requirements of European and Greek legislation Seveso, and reported to the authorities as a safety assessment. Based on this assessment, contingency plans for the protection of local residents and employees are implemented.

Techniques and measures, above and beyond those that are imposed by the regulations and legislation, are implemented at all Group’s facilities, in order to ensure for Occupational Health and Safety. In this context, a study to analyze operational risks (HAZOP or Hazard & Operability Study) is a prerequisite for any new facility or for the extensive modifications of existing units. The operation and maintenance of the facilities rely on well-trained and experienced personnel that comply with safe operating procedures.

Particularly important for the prevention and addressing of accidents are:

Issuing of work permits for all maintenance works at production facilities
Safety training and successful exams are prerequisite for the personnel of contractors performing maintenance works.
Managing changes safely.
Scheduled training of employees, in theory and practice, in order to be able to respond at an emergency (power failure, loss of utilities, steam, air, etc.).
Reporting and investigating accidents. All accidents or near misses are reported and investigated in order to plan corrective actions to prevent their reoccurrence. Accidents that are monitored include personal injury - including first aid - explosions, spills, property damage, road accidents etc. All events are statistically analyzed in order to improve safety.
Planned drills for different types of accidents, often in collaboration with relevant bodies such as General Secretariat for Civil Protection, Fire Brigade, Police etc.

Health Screening (i.e. proactive monitoring of residence around facilities)

This refers to actions or practices for early detecting potential health issues problems in communities, such as proactive monitoring of residence around facilities, which is key to encounter them successfully. In this context, the Group sponsors programs providing primary care services (in collaboration with bodies such as MDM and local authorities), particularly in communities neighbouring industrial facilities.

Furthermore, in collaboration with Médecins du Monde, a preventive medical examinations program was implemented concerning students of the first Lyceum of Aspropyrgos, who participated in school volleyball and basketball games.

Acoustic Impact

Scheduled noise measurements are carried out at all Group’s installations to ensure that employees are not exposed to noise and vibration levels higher than the acceptable limits of the law. In addition, all industrial complexes monitor the noise level within the limits of the facility, so as to be in accordance with relevant legislation, with specific noise levels and vibration limits. Consequently, it is considered that there is no noise pollution as far as local residents are concerned.

Economic Indicators

G4-EC1

Direct economic value generated and distributed.

p. 64

p. 56-57

In 2014, Group’s turnover was € 9,478 mil. (2013: € 9,674 mil.) and the distributed social product amounted to € 526 mil., (2013: € 492 mil.) as follows:

37%	to employees (salaries & benefits)
8%	To the state (duties, taxes, insurance contributions)
13%	To shareholders (dividends)
43%	To financial institutions (loans interest)

Employees’ remuneration and benefits

Group’s payroll € 160,594,545

Payroll taxes € 36,004,479

Insurance contribution € 40,313,041

Employees’ insurance plan € 4,707,801

Employees’ pension plan € 1,545,244

Staff commuting € 5,162,209

School allowance € 308,897

Employees’ university studies allowance € 180,304

Support to employees’ family members with special needs € 59,131

Wedding/birth/death allowance € 94,256

Crèche allowance € 731,614

Employees’ children camping € 192,213

Awards to top students € 88,578

Other benefits € 722,682

Vouchers/gifts on Easter & Christmas € 777,374

G4- EC2

Financial implications and other risks and opportunities for the organization’s activities due to climate change.

p. 44-45 ("ENVIRONMENT" section, Climate Change & Energy Efficiency), 47 ("ENVIRONMENT" section, Air Emissions & Waste)

The potential risks and related financial-economic impacts are an integral part of the feasibility report for each project and investment. Participation in committees & actions with other companies in the sector ("OUR APPROACH" section-Memberships & Participations in Common Actions) facilitates the monitoring of the forthcoming regulatory changes.

The Group’s commitment to sustainability issues is confirmed by the participation of Group’s CEO to the Board Council for Sustainable Development, the commitment to the UNGC and the Charta for sustainable development (Sustainable Greece 2020) and the participation & cooperation with Networks for Corporate Social Responsibility.

Financial impacts as well as other possible risks and opportunities for corporate activities related to climate change are included in any feasibility study for future investments.

The company’s strategic choice for tackling climate change is the energy saving, both in production activity and administrative functions.

The obvious financial impacts have to do with the costs associated with the projected deficit of the rights concerning emissions of greenhouse gases (GHG), as the three refineries in Greece participate in the European Emissions GHG Trading Scheme. The developments concerning the relevant Directive 2003/87/EC are monitored, at European level for the sector (participation in FUELS EUROPE group) and the impacts are evaluated at country and company level.

For the first two trading phases (2005-2007 and 2008-2012) almost all of the rights allocated for free to industries, based mainly on past emissions. Especially for Greek refineries, this was done without taking into account the investment for the environmental improvement of fuel, which lead to increased energy consumption, and ignoring their early action to save energy, resulting in a deficit.

For the period 2013-2020 (third trading phase), during which the rules of rights allocation are changing and only 50% of total allowances will be free distributed while the remaining 50% will be auctioned - because of the exposure of the refining industry at the significant risk of "carbon leakage" - the refineries will receive 100% free allocation of allowances to be derived on the basis of the price benchmark resulting from the average of the 10% most efficient installations of the oil sector (in the years 2007-2008 ), which is 29.5 kg CO₂/CWT. This leads the industry benchmark at European level reductions of 23%, a higher percentage than the EU target of 21% applicable to other industry sectors.

It had been estimated that HELLENIC PETROLEUM, for the period 2013-2020 would have a deficit of around 25% of emissions, taking into account the modernization of the Elefsina refinery. Recent decision of the European Community deemed necessary to implement a cross-sectoral correction factor ( CSCF), which resulted in a significant increase in the rights deficit (about 30%) and consequently the associated operating costs. Additionally, based on recent decisions of the EU on the implementation of a mechanism for Market Stability Reserve and the expected structural restructuring of the ETS, a significant increase of the rights price (€ / ton) is expected, which will directly affect the cost of compliance.

Given that the technical options available for effective reduction of CO₂ emissions are limited at existing facilities, because refineries have a high degree of energy optimization by implementing for many years energy saving projects, there will be costs to purchase the required emission allowances from 2013.

It is also noted that due to power generation activities, that are not allocated free allowances (since 2013), refineries incur additional increased cost concerning electricity purchases, as the cost of buying allowances for electricity is partially passed on to consumers.

Other potential risks include increased costs for fuel and raw materials, reduced demand for energy-intensive products as well as additional measures to control and reduce GHG, which are related for the sector at European level.

The evaluation of potential opportunities for natural gas & advanced biofuels is continuous. Moreover, investments are implemented for the improvement of the energy efficiency and in the field of RES.

G4- EC3

Coverage of the organization’s defined benefit plan obligations.

p. 20 ("OUR PEOPLE" section, Working at our Group)

p. 43, 101, 129

The Group does not use defined benefit plan, but defined contribution plan.

The obligations of the company are covered by the company's general resources. For total expenses see indicator G4-EC1.

The pension and medical insurance plans cover the following proportion of employees:

% of employees participating in:
Company	Company’s pension plan	Company’s medical insurance plan
HELPE	96	99
EKO	99	100
HF	78	89
DIAXON	96	100
ASPROFOS	63	100
HP CYPRUS	94	94
EKO BULGARIA	0	100

The employees participate in meeting the cost, and more specifically the health and pension plan.

Indicative examples are following:

DIAXON and HELPE:
Employee insured after 1993: employer contribution 2.5%, employee contribution 0.5%-5%. Employee insured before 1993: employer contribution 6.5%, employee contribution 1.5%- 5%.

ΑSPROFOS: employee contribution: 2-3%, employer contribution: 1.5%.

ΗΡ CYPRUS: participation 100%, Define Benefit Plan 12.4% Employer, Define Contribution 5% Employer, Define Contributions 5%-15% Employee. The scheme’s liabilities are estimated to be covered by the assets at around 86%. The basis on which this estimate has been arrived as per the Actuarial Report prepared by Professional Actuaries (AON HEWITT), on December 2014.

JUGOPETROL: 15% employee/5.5% employer contribution. Retirement contributions are legal obligations, set up by State laws and regulations.

ΕΚΟ ΒULGARIA: Obligatory stable scheme, which is determined by national legislation.

ΕΚΟ SERBIA: contribution to pension & health are in accordance with the law 11% of gross earnings.

G4- EC4

Financial assistance received from government.

No direct financial support from the State.

G4- EC5

Ratios of standard entry level wage by gender compared to local minimum wage at significant locations of operation.

With the assumption that "local minimum" are the national collective bargaining agreements, then, HELPE’s employees are compensated over and above them, without any discrimination or differentiation.
No permanent employee is remunerated at the minimum/basic salary in HELPE, EKO, DIAXON, EKO BULGARIA, EKO SERBIA and JUGOPETROL.

The typical average employee’s wage in the Group is significantly higher than the equivalent salary in Greece; respectively abroad is up to 300% higher than the corresponding national average.

Significant locations of HELPE’s operations are the industrial sites Aspropyrgos, Elefsina & Thessaloniki. Indicative examples of salaries are:

Operator earns 32% higher than the "local minimum" and Engineer earns 62% higher than the "local minimum".

ΑSPROFOS: (based on 100 sector’s collective agreement) the deviation from the standard minimum wage is: 96% engineers, accountants, 98%, office workers 114%, technicians 105%. There is no minimum wage differentiation by gender, but by location of operation (eg employees at construction sites receiving worksite allowance).

EKO: The minimum wage in force at local level is approximately 79% of basic salary for a typical newly recruited by the company.

ΕΚΟ BULGARIA: local minimum € 184, company’s basic salary €450.

ΕΚΟ SERBIA: newly recruited get salary higher than the local minimum.

JUGOPETROL: the lower company’s salary is 2.28-2.65 times higher than the local minimum.

ΟΚΤΑ: the lower company’s salary is 2.4-3.8 times higher than the local minimum.

ΗΡ CYPRUS: There is a collective bargaining agreement, which regulates the wage scale in relation to the respective job. On the basis of these standards the payroll of new recruits is adjusted. The collective agreement is common to the 3 major oil companies (HELPE, BP, Exxon Mobil) operating in CYPRUS. The permanent staff is paid based on levels of collective agreement. The seasonal staff is paid based on the minimum wage defined by law.

G4- EC6

Proportion of senior management hired from the local community at significant locations of operation.

Staff with rank higher that of the Assistant Director are included in the category of senior management. The proportion, of this staff, from local communities varies from 25% to 100% (see following table).

Moreover, HELPE, in the process of recruiting staff allocates additional merit to residents of the neighboring to the refineries municipalities (definition of significant locations of operation).

HELPE, HF, ΕΚΟ: 100%

ASPROFOS: 100%

DIAXON: 100%

ΕΚΟ BULGARIA: 25 %

ΕΚΟ SERBIA: 67%

HP CYPRUS: 94 %

JUGOPETROL: 83%

ΟΚΤΑ: 33%

G4- EC7

Development and impact of infrastructure investments and services supported.

p. 74-79 ("OUR CONTRIBUTION TO SOCIETY" section, Our CSR actions in Greece, Our CSR actions abroad)

A survey on Materiality Analysis & Stakeholders engagement was conducted in 2013 ("OUR APPROACH" section-Materiality Assessment) and a Qualitative & Quantitative Survey (Company Reputation Monitor), in local communities, took place in 2014 (see "OUR CONTRIBUTION TO SOCIETY" section-Investing in the Community).

Such approaches are used to determine investments in infrastructure and other activities for the benefit of local communities. All projects are made in consultation with local communities.
Indicative examples are:

Donation of 54,856 lt bitumen (€ 33,000) for road construction projects in the Municipality of Elefsina
Donation of materials and covering expenses for the maintenance of municipal roads of the Mandra-Idillia municipality (€ 99,000)
Playground upgrading project in the Municipality of Aspropyrgos (€ 9,800)
Support the operation of municipal libraries - in local communities - by equipping them with modern equipment, while creating updated databases and enhancing their functionality.
In parallel with the voluntary participation of employees of the Group, we enriched the libraries’ content and increase the educational opportunities of the public offering books (€2,200).
In addition, more than 6,000 books were donated to libraries all over Greece
Deforestation works at Elefsina Municipality (€ 1,800)
Donation of 2 isoboxes to meet the needs of the 1st & 3rd Primary School and Municipal Stadium at Magoula Municipality
Tyre donation to Elefsina Fire Department (€ 7,300)
Fuel donation for surveillance and fire protection needs of the Municipality of Mandra-Idillia (€ 5,000)
Fuel Subsidy in 3 voluntary organizations for surveillance and fire protection needs of the Municipalities of Megara & Thessaloniki (€ 6,000).
Anti-mosquito program at Municipality Ampelokipi - Menemeni (€ 6,100)
Replacing tyres in a vehicle of the fire department of Thessaloniki Municipality, for urban forest fire prevention (€ 4,500)
Repair of vessel of Thessaloniki’s Coast Guard (€ 4,400)
Fuel sponsorship for roads maintenance at the Region of Attica (€ 3,000)
Reconstruction of the elementary School Jefimija in Obrenovac (which was under water due to floods in Serbia) and support to the local community (€ 50,000).
OKTA invested in new steam boilers with five times lower capacity, located close to the users. This investment resulted in less oil consumption and reduction of air emissions by approximately 40%.

G4- EC8

Significant indirect economic impacts, including the extent of impacts.

p. 12 ("OUR APPROACH" section-Materiality Assessment)

The financial crisis has escalated expectations for multinational enterprises to create more social value, beyond compliance with regulations and philanthropy. Corporate responsibility has emerged as an important element of the private sector’s response to these expectations and demands.

For additional information about our contribution to society see at "OUR CONTRIBUTION TO SOCIETY" section.

Economic development in areas of high poverty:
(see indicator EC7 for projects in W. Attica, Serbia & FYROM as well as at "OUR CONTRIBUTION TO SOCIETY" section-Our CSR Actions in Greece-Our CSR Actions abroad).
Economic impact of improving or deteriorating social or environmental conditions:
(See at "ENVIRONMENT" section for actions aiming at improving environmental conditions).
Availability of products and services for those on low incomes:
(See at "OUR CONTRIBUTION TO SOCIETY" section-Our CSR Actions in Greece-Our CSR Actions abroad for fuel donations and prepaid cards provision for fuel purchases)
Enhancing skills and knowledge amongst a professional community or in a geographical region:
Α modern skills development program was implemented at Elefsina, in collaboration with ALBA Graduate Business School. The program offered an opportunity for young people from Thriasio to learn and "draw" valuable knowledge in areas such as entrepreneurship, strategy, techniques of negotiation and emotional intelligence. A common finding is the need of young people to get answers to critical questions, through access to modern ways of thinking and information in order to acquire the right skills, enrich their CV and claim a place in the highly competitive work environment. The program, which was available at no charge, provided a certificate of attendance.
At HP CYPRUS, training of university students at the terminal or Head Office.
Jobs supported in the supply chain or distribution chain:
(See at "OUR CONTRIBUTION TO SOCIETY" section-Investing in the Community, for purchases from local suppliers).
Economic impact of change in location of operations or activities:
In the process of staff recruitment, at HELPE, there a procedure in favour of the permanent residents of the municipalities neighbouring to our refineries.
During ΟΚΤΑ’s reorganization process an increase for new job positions locally was noted. We increased road transportation, thereby supporting truck transportation sector. Internship programs helped sharing of knowledge and experience among students from local universities. We outsourced product quality checking and confirming by specialized independent company Saybolt, which operates in synergy with our technical department. We have intensified the reparation of the reservoirs of our tank farm in cooperation with the local construction companies.
Significance of the impacts in the context ofstakeholder priorities, such as national and international standards, protocols, and policy agendas:
In 2013, an opinion survey was conducted, on materiality analysis and stakeholder engagement (see at "OUR APPROACH" section-Materiality Assessment) and a Qualitative & Quantitative Survey (Company Reputation Monitor), in local communities, took place in 2014 (see at "OUR CONTRIBUTION TO SOCIETY" section-Investing in the Community). Such surveys, regular communication and consultation are used to determine the investment in infrastructure and other actions for the benefit of local communities and to understand the significant indirect effects locally. Assessing the findings resulted in relevant activities planning. It has been recorded that local communities anticipate actions with a focus on supporting the unemployed, health services, in support of elderly and vulnerable groups in general. Moreover, during the planning phase of new investment care is taken of the direct and indirect impacts.

G4- EC9

Proportion of spending on local suppliers at significant locations of operation.

p. 71-73 ("OUR CONTRIBUTION TO SOCIETY" section, Priorities & Policy, Investing in the Community)

The spending proportion on locally-based suppliers at significant locations of operation is 12.3% for HELPE and DIAXON (industrial facilities) and 97% for the Group’s marketing companies (EKO, HF, EKO BULGARIA, ΟΚΤΑ, HP CYPRUS, EKO SERBIA, JUGOPETROL) and is presented in Tables 6.2, at "OUR CONTRIBUTION TO SOCIETY" section-Investing in the Community.

As local suppliers, for HELPE and DIAXON, are defined those based in municipalities adjacent to industrial facilities of the Group. For the marketing companies of the Group (EKO, HF, EKO BULGARIA, ΟΚΤΑ, HP CYPRUS, EKO SERBIA, JUGOPETROL) as local suppliers are defined those based in the same country.

As significant locations are defined the municipalities neighbouring to the Group’s refineries and DIAXON’s industrial complex.

Group policy is to support the local market and local contractors, always in accordance with suppliers’ selection criteria, such as safety, quality standards, competitiveness etc. In this context the Group (along with other large companies) is investing in proper training of subcontractors to ensure their ability to participate in Group’s projects.

Environmental Indicators

Labour Practices & Decent Work

Human Rights

Society

Product Responsibility

G4-PR1

Percentage of significant product and service categories, for which health and safety impacts are assessed for improvement.

p. 66 ("SUPPLIERS & CUSTOMERS" section, Products & Services Quality-Customer Information)

Impact assessment is made for the entire lifecycle of each substance and includes the exposure scenarios for every use. For this purpose, in accordance with Regulation REACH, there is communication throughout the entire supply chain.

Potential risk assessment for safety, human health and environment has been conducted for all the products of the Refineries and Chemical Plants. This assessment has been done for all product phases (production, storage, transport, distribution, use, disposal).

The aim is to assess the permissible level of dose/concentration, to which humans and environment may be exposed, in order to conclude the proper Risk Management counter Measures (RMMs).

The risk assessment is conducted for the entire life cycle of each substance and includes the exposure scenarios for every use. For this purpose, as REACH Regulation requires, there is continuous communication throughout the entire supply chain.

Products are properly classified and labelled for hazards, in accordance with the European CLP Regulation. The users are provided with guidance on safe use through the extended Safety Data Sheets (e-SDSs).

G4- PR2

Total number of incidents of non-compliance with regulations and voluntary codes, concerning the health and safety impacts of products and services during their life cycle, by type of outcomes.

No incidents of non-compliance.

G4- PR3

Type of product and service information required by the organization’s procedures for product and service information and labeling, and percentage of significant product and service categories subject to such information requirements.

p. 66 ("SUPPLIERS & CUSTOMERS" section, Products & Services Quality)

Copies of Product Material Safety Data Sheet are provided with packaged products such as lubricants; (Table 5.1 at "SUPPLIERS & CUSTOMERS" section-Markets-Products, presents the main products). For the non-packaged products there is no such requirement.

The material safety data sheets (MSDS) for lubricants and fuels are also available to customers and at http://www.eko.com.cy/Text.aspx?menuitemid=107&lan=1.

	The sourcing of components of the product or service	Content, particularly with regard to substances, that might produce an environmental or social impact	Safe use of the product or service	Disposal of the product and environmental/social impacts
OKTA	YES	YES	YES	YES
HP CYPRUS	YES	YES	YES	YES
EKO BULGARIA	NO	NO	YES	NO
EKO SERBIA	YES	YES	YES	YES
JUGOPETROL	YES	YES	YES	YES

G4- PR4

Total number of incidents of non-compliance with regulations and voluntary codes, concerning product and service information and labeling, by type of outcomes.

No incidents of non compliance.

"SUPPLIERS & CUSTOMERS" section-Products & Services Quality, presents audits and inspections are implemented at petrol stations on the products quality and quantity.

G4- PR5

Results of surveys measuring customer satisfaction.

p. 63 ("SUPPLIERS & CUSTOMERS" section, Prodcts & Services Quality-Round the clock service)

Moreover, important findings from the annual customer satisfaction survey Brand Vitality Tracking, by country:

HP CYPRUS:

Survey’s (GFK’s annual surveys organized by IMA) results indicate that HPCmaintains its leading position in the Cypriot market. Brand name appeared enhanced compared to last year with Top Of Mind score increased from 37% (in 2013) to 39% this year. Key conclusion is that HPC should continue communicating its values related to quality and superior service and further invest on promotional activities in a market which is becoming more price sensitive.
Annual Retail Mystery Shopper Survey where all HPC’s service stations and some of competitors’ are visited 4-times a year. Mystery shoppers assess the HPC’s stations & competitors’ stations in terms of "Effective Service Offered", "Staff Appearance & Wearing of Uniforms" and "Politeness" of personnel. In 2014, overall score for HPC is at 76% vs 67% of the competitors.

EKO BULGARIA:

Top of Mind awareness increased by 5% (1st spontaneous mention of fuel brand/company in certain question of survey). Brand’s choice was the first option with an increase of 3%. Customer satisfaction 93%, according to Mystery Motorist Survey, (criteria: politeness, service and appearance).

EKO SERBIA:

EKO appears strengthened in all indices. Good service and promotional activities/loyalty scheme are considered its main strengths.

OKTA:

The results of GFK’s annual survey, organized by IMA, show significant improvement, in 2014 relative to 2013, in all indicators (Views & Attitudes, Awareness & Usage, Purchase Criteria & Brand Evaluation and Habits on car usage & Fuel purchases).

JUGOPETROL:

EKO remains the clear leader in the fuel market. The brand is evaluated high in all areas, but its main strength is the convenient locations. Promotional activities are also a great advantage over the competition. Users are extremely loyal to the brand. Regarding its positioning evolution, EKO is also characterized by its "promotional activities" and "products differentiation".

G4- PR6

Sale of banned or disputed products.

No such cases.

G4- PR7

Total number of incidents of non-compliance with regulations and voluntary codes, concerning marketing communications, including advertising, promotion and sponsorship, by type of outcomes.

No incidents of non compliance.

Full compliance with relevant regulations/codes (eg. unfair competition and consumer protection).

G4- PR8

Total number of substantiated complaints, regarding breaches of customer privacy and losses of customer data.

No complaints.

Records of personal customer data fully comply with relevant legislation and are fully harmonized with EU law.

G4- PR9

Monetary value of significant fines for non-compliance with laws and regulations, concerning the provision and use of products and services.

No significant fines/non-compliances.

Full compliance with the relevant legislation on unfair competition and consumer protection.

ΕΚΟ Bulgaria:
€12,782 paid fines for violation of articles of the law on measures against money laundering (LMML/Regulations on its application RAMML).

(on 31/12/2014)	%
Greek State	35.48%
Paneuropean Oil and Industrial Holdings S.A.	42.57%
Institutional Investors (Greek)	8.5%
Institutional Investors (Foreigners)	5.35%
Retail Investors	8.09%

CUSTOMER	ΕΚΟ	HF	JUGOPETROL	HP CYPRUS
Service stations	36.43%	91.19%	56%	60.9%
Industrial customers	20.56%	8.78%	13%	13.5%
3rd party petrol stations			31%
LPG	2.21%			5.3%
Aviation fuels	23.16%			15.7%
Shipping fuels	16.95%			4.4%
Lubricants	0.69%	0.02%		0.2%

	Employees as of 31.12.2014	Net sales	Total capitalization	Quantity of products provided
ΟΚΤΑ	454	€ 354.4 m.	equity € 64.9 m, net debt €15.9 m.	516,000 ΜT
HP CYPRUS	53	€288.369 m.	equity € 52.453 εκ., net debt € 0.0 m.	365,000 ΜΤ
EKO BULGARIA	56	€350.5 m.	E1quity € 30.8 εκ., net debt €28.5 m.	374,700 ΜΤ
EKO SERBIA	35	€172.7 m.	equity €17 m., net debt €28.0 m.	126,140 ΜΤ
JUGOPETROL	142	€ 172.752 m.	equity €86.983 m., net debt €0 m.	209,070 ΜΤ
ΕΛΠΕ	1877	€8,750 m.	equity €1,177 m, debt €2,771 m.	15.091 εκ MT (Refining + Petrochemicals)
ΕΚΟ	271	€1,665 m.	equity € 156 m. debt € 170 m.	2.351 εκ MT
HF	201	€ 579 m.	equity €97.6 m., debt € 88 m	0.741 εκ MT

Contract type	M	F	Total
Indefinite	2638	633	3271
Fixed time	40	24	64
Full time	2678	656	3334
Part time	0	1	1

Contract type	HELPE		ΕΚΟ		HF		ASPROFOS
Contract type	M	F	M	F	M	Γ	Α	Γ
Indefinite	1636	227	174	97	123	56	92	57
Fixed time	8	6	0	0	13	9	1	0
Part time	0	0	0	0	0	0	0	1

1	HELPE	Greece
	EKO
	HF
	DIAXON
	ASPROFOS
2	OKTA AD SKOPJE	FYROM
3	HP CYPRUS	Cyprus
4	JUGOPETROL	Montenegro
5	EKO BULGARIA	Bulgaria
6	EKO SERBIA	Serbia

Contract type	DIAXON		EKO BULGARIA		JUGOPETROL		EKO SERBIA		HP CYPRUS		ΟΚΤΑ
Contract type	M	F	M	F	M	F	M	F	M	F	M	F
Indefinite	81	15	30	26	90	38	15	20	33	17	364	80
Fixed time	0	0	0	0	7	7	0	0	3	0	8	2
Part time	0	0	0	0	0	0	0	0	0	0	0	0
Contracted personnel	81	15	30	26	142	45	0	0	0	0	0	18

Company	No	%
HELPE	1	86%
ΕΚΟ	1	86%
HF	1	55%
ASPROFOS	1	95%
DIAXON	1	96%
EKO BULGARIA	N/A
JUGOPETROL	1	93%
OKTA	1	97%
HP CYPRUS	3	75%
EKO SERBIA	N/A

Supply of crude by source	2011	2012	2013	2014
Russia	32%	32%	54%	41%
Iran	32%	32%
Iraq	1%	5%	12%	17%
Caspian Pipeline Consortium	9%	12%	11%
Libya	7%	7%	9%	2%
Egypt				9%
Kazakstan				22%
Other	19%	12%	14%	9%

Company/Country	Ratio
HELPE	5.23
ΕΚΟ	3.31
HF	2.7
ASPROFOS	2.15
DIAXON	1.88
JUGOPETROL	4.18
ΟΚΤΑ	4.9
ΕΚΟ BULGARIA	5.0
ΕΚΟ SERBIA	4.8
HP CYPRUS	2.81

Environmental Indicators per Facility	BEA	BEE	BEΘ	SUBSIDIARIES (OKTA=A, EKO=B, HF=C, DIAXON=D, HPC=Ε, EKO SERBIA=Ζ, EKO BULGARIA=H, JUGOPETROL=G)	Units	Comments
Crude oil	6,110.9	3,595.8	1,801.3	N/A	ktn
Throughput (crude oil & other feeds processed)	7,706.0	5,115.4	3,396.6	N/A	ktn
Total Distribution	8,473.9	5,116.0	3,438.9	2,610.9	ktn
Catalysts	2,690	421	-	-	tn
Lubricants	20.0	5.3	33.1	70.2	tn
Additives & other chemicals	2,207	4,528	2,841	1,061/ 12,656	tn
Solvents	-	-	-	1.1	tn
Packaging materials	-	-	-	2,535	tn
Materials used at hydraulic fracturing, (such as acids, biocides, breakers, clay stabilizers, corrosion inhibitors, crosslinkers, friction reducers, gelling agents, iron controllers, scale inhibitors, surfactants)	N/A	N/A	N/A	N/A	tn
Total of non renwable materials	8,478.8	5,121.0	3,441.8	2,627.2	ktn
Renewable materials (biodiesel)	70,741	-	42,150	N/A	m³

Environmental Indicators per Facility	BEA	BEE	ΒΕΘ	SUBSIDIARIES (OKTA=A, EKO=B, HF=C, DIAXON=D, HPC=Ε, EKO SERBIA=Ζ, EKO BULGARIA=H, JUGOPETROL=G)	Units	Comments
Slop oil/ throughput	0	1.1	0.8	7.6 (D)	%

Environmental Indicators per Facility	ΒΕΑ	ΒΕΕ	ΒΕΘ	SUBSIDIARIES (OKTA=A, EKO=B, EK=Γ, DIAXON=Δ, HPC=Ε, EKO SERBIA=Ζ, EKO BULGARIA=H, JUGOPETROL=Θ)	Units	Comments
Quantity	63.1	35.0	194.2	76.4 (Α, Β)	tn	There no transported, imported, treated waste came from abroad.
Percentage	1.44	1.29	6.63	4.15	%

Hires by age group and gender
		<30	30-50	>50
HELPE	M	10	19	1
HELPE	F	4	4	0
ASPROFOS	M	0	3	2
ASPROFOS	F	0	0	0
ΕΚΟ BULGARIA	M	0	0	0
ΕΚΟ BULGARIA	F	3	2	0
DIAXON		0	0	0
JUGOPETROL	M	2	1	0
JUGOPETROL	F	3	3	0
ΟΚΤΑ	M	0	2	1
ΟΚΤΑ	F	1	4	0
HP CYPRUS	M	1	0	0
HF	M	14	7	0
HF	F	14	6	0
EKΟ	M	0	0	0
EKΟ	F	0	0	0

Employees turnover by age group and gender
		<30	30-50	>50
HELPE	M	3	2	5
HELPE	F	1	0	0
ASPROFOS	M	0	0	1
ASPROFOS	F	0	1	0
ΕΚΟ BULGARIA	M	1	3	0
ΕΚΟ BULGARIA	F	1	2	0
ΕΚΟ SERBIA	M	0	1	0
ΕΚΟ SERBIA	F	0	2	0
DIAXON		0	0	0
JUGOPETROL	M	1	4	7
JUGOPETROL	F	0	13	3
ΟΚΤΑ	M	0	2	1
ΟΚΤΑ	F	0	0	0
HP CYPRUS	M	0	2	3
HP CYPRUS	F	2	0	0
HF	M	1	2	0
HF	F	2	0	0
ΕΚΟ	M	0	0	1
ΕΚΟ	F	0	1	0

Environmental Indicators per Facility	BEA	BEE	ΒΕΘ	SUBSIDIARIES (OKTA=A, EKO=B, HF=C, DIAXON=D, HPC=Ε, EKO SERBIA=Ζ, EKO BULGARIA=H, JUGOPETROL=G)	Units	Comments
NOx	2,802	496	346	16.9 (A, D)	tn	Calculation based on annual reports PRTR. EFs from 3/15 report of CONCAWE. SOx emissions resulting from the percentage of sulfur in fuel, through calculations. There are no emissions of Persistent Organic Pollutants (POP). HAP: estimations, mainly benzene emissions and concentrations of heavy metals in particles (such as Ni, As, Cd, Hg).
NOx Emission Intensity Index	0.36	0.10	0.10	N/A	Kg/ tn throughput
SOx	4.359	928	843	49.4 (A, D)	tn
SΟx Emission Intensity Index	0.57	0.18	0.25	N/A	Kg/ tn throughput
VOCs	906	700	217	12.2 (A, B, C, D)	tn
VOCs Emission Intensity Index	0.11	0.14	0.06	N/A	Kg/ tn throughput
PMs	181	28.8	38.2	1.6 (A, D)	tn
PMs Emission Intensity Index	0.02	0.01	0.01	N/A	Kg/ tn throughput
HAP (Hazardous air pollutants)	21.8	12.2	0	0	tn

Environmental Indicators per Facility	BEA	BEE	ΒΕΘ	SUBSIDIARIES (OKTA=A, EKO=B, HF=C, DIAXON=D, HPC=Ε, EKO SERBIA=Ζ, EKO BULGARIA=H, JUGOPETROL=G)	Units	Comments
Total	4,380	2,709	2,927	1,841	tn	Priority is the waste management in situ (within the premises). If this is not possible; specialized waste management companies take care of the waste management. The treatment and handling method is selected in accordance with the Article 4 of the European Directive 2008/98 / EC " waste management hierarchy".
Hazardous (total)	979	1,109	226	132
Non-Hazardous (total)	3,401	1,600	2,701	1,709
Reused Hazardous	20	0	0	-
Reused Non-Hazardous	0	0	0	114
Recycled Hazardous	2	4.7	2.3	21.3
Recycled Non-Hazardous	275	36.9	0	197
Recovered Hazardous	957	1,104	13.2	111
Recovered Non-Hazardous	2,690	1,563	0	175
Incinerated Hazardous	0	0	16.2	0
Incinerated Non-Hazardous	436	0	0	0
Landfill Hazardous	0	0	194.2	0
Landfill Non-Hazardous	0	0	2,701	1,223

CO	4.38	tn
PM	0.03	tn
NOx	0.51	tn
Total H/C	0.35	tn

Type of employee benefit	Fixed-term contract Full-time	Indefinite time contract
Pension plan through group contracts	-	v
Medical plan through Life & Health Group Contract	-	v
Financial support for serious health situations	-	v
Employees’ children camping	-	v
Wedding/birth/death allowance	-	v
School allowance	-	v
University studies allowance	-	v
Vouchers/gifts on Easter & Christmas/ financial support for families with many children	-	v
Support to employees’ family members with special needs	-	v
Financial aid awards for distinguished pupils-students (employees’ children) successful in Universities & Colleges	-	v
Crèche allowance	-	v
Long service anniversary gifts	-	v
Employees’ loans	-	v
Free staff commuting	v	v
Free light lunch	v	v

M/F	ΒΕΑ	ΒΕΕ	ΒΕΘ
LWIF (own staff)	13,96/0	2,34/0	0
LWIF (contractors)	0/0,76	1,11/0	0
AIF (own staff)	13,96/0	3,51/0	0
AIF (contractors)	1,52/0,76	2,22/0	2,14/0
IR (own staff)	2,62/0	0,47/0	0,14/0
IR (contractors)	0/0,15	0,22/0	0
LWIS (own staff)	31,86/0	9,5/0	0
LWIS (contractors)	0/2	1/0	0
ODR (own staff)	0	0	0
ODR (contractors)	-	-	-
LDR (own staff)	93,9/0	4,32/0	0
LDR (contractors)	0/0,29	0,22/0	0
Absentee rate (own staff)	Not available	1,5/0,56	1,87/1,77

HELPE, ΕΚΟ, HF	INJURY TYPE	No of LWIs)
Group’s employees		19
Contractors’ employees		3
Road accident	Road accident	0
Height/Falls	Falls from height	2
	Hit by falling objects	2
	Slips & trips (same height)	12
Burn/Electric shock	Explosion or burns	2
Burn/Electric shock	Electric shock	0
Confined Space Confined Space inury		0
Other accident type	Assault or violence	0
	Drowning or water related accident	0
	Cut, puncture, scrape	0
	Blow	1
	Exposure to noise, chemical, biological, vibration	0
	Trapped under or between	2
	Over exertion, strain	1
	Pressure release	0
	Other	0

Average hours of training per employee by employee category
Company	Management	Operators
HELPE	25,31	29,65
ΕΚΟ	15,26	7,29
HF	22,35	19,29
DIAXON	45,7	2,5
ASPROFOS	29,5	22,5
ΟΚΤΑ	9,2	7,17
ΕΚΟ SERBIA	27,42	14
HP CYPRUS	28	35
EKO BULGARIA	74	64
JUGOPETROL	1,45	1,63

% of employees receiving regular performance and career development review, per company
HELPE	100
EKO	100
HF	100
ASPROFOS	99.33
DIAXON	99
EKO SERBIA	100
JUGOPETROL	100
OKTA	100
EKO BULGARIA	100
HP CYPRUS	100

55 BoD members in 10 companies
Genter	Age Group
Genter	<30	30-50	>50
M	0	19	34
F	0	2	0

Employees breakdown by nationality & gender
Nationality	M	F
Greek	2.126	467
FYROM	340	77
Serbian	33	23
Cypriot	37	17
Bulgarian	31	26
Montenegrin	99	44
Albanian	8	1
Croatian	0	2
German	1	0
Romanian	1	0
Turkish	1	0
Slovenian	1	0

Internal Auditing KPI
Coverage of the annual internal audit program (min=90%)	2013	2014	2015 forcast
Coverage of the annual internal audit program (min=90%)	130%	110%	100%

GRI-G4 INDICES

Strategy and Analysis

Organisational Profile

Commitments to external initiatives

Identified material aspects & boundaries

Stakeholder engagement

Report Profile

GRI Content Index

Assurance

Governance

Ethics & Integrity

DMAs-Management Approach Disclosures on Material Aspects

Economic Indicators

Environmental Indicators

Labour Practices & Decent Work

Human Rights

Society

Product Responsibility

Sector Specific indicators (Oil & Gas G4 Sector Disclosures)

OUR APPROACH

OUR PEOPLE

HEALTH & SAFETY

ENVIRONMENT

SUPPLIERS & CUSTOMERS

OUR CONTRIBUTION TO SOCIETY

OPERATIONAL PERFORMANCE