| |
Code |
IPIECA Indicator name |
Code |
GRI Indicator name |
Link |
|
| Structure and Governance |
|
|
3.1 |
Governance structure of the organization, including major committees under the board of directors that are responsible for setting strategy and for oversight of the organization
|
- Annual Report
|
|
|
|
|
3.2 |
Percentage of the board of directors that are independent, non-executive directors
|
- Annual Report
|
|
|
|
|
3.6 |
Organizational structure and key individuals responsible for oversight, implementation, and audit of economic, environmental, social, and related policies
|
- Annual Report
|
|
|
|
|
3.7 |
Mission and values statements, internally developed codes of conduct or principles, and polices relevant to economic, environmental, and social performance and the status of implementation
|
- Priority actions
Corporate Social Responsibility Report - Business Principles chapter
|
|
| Stakeholder Engagement |
|
|
3.9 |
Basis for identification and selection of major stakeholders
|
- Stakeholder dialogue and reporting
|
|
|
|
|
3.10 |
Approaches to stakeholder consultation reported in terms of frequency of consultations by type and by stakeholder group
|
- Stakeholder dialogue and reporting
|
|
|
|
|
3.11 |
Type of information generated by stakeholder consultations |
- Stakeholder dialogue and reporting
|
|
|
|
|
3.12 |
Use of information resulting from stakeholder engagements |
- Stakeholder dialogue and reporting
|
|
| Overarching Policies and Management Systems |
|
|
3.13 |
Explanation of whether and how the precautionary approach or principle is addressed by the organization
|
- Environmental managment systems
- Climate change
- The future of energy
|
|
|
|
|
3.14 |
Externally developed, voluntary economic, environmental, and social charters, sets of principles, or other initiatives to which the organization subscribes or which it endorses
|
- Corporate Social Responsibility Report - Business Principles chapter
|
|
|
SOC-A1 |
Political Lobbying and Advocacy |
3.15 |
Principal memberships in industry and business associations, and/or national/international advocacy organizations
|
- Public positions
|
|
|
|
|
3.16 |
Policies and/or systems for managing upstream and downstream impacts, including:
- Supply chain management as it pertains to outsourcing and supplier environmental and social performance; and
- Product and service stewardship initiatives.
|
-
Business policy
|
|
|
|
|
3.17 |
Reporting organization's approach to managing indirect economic, environmental, and social impacts resulting from its activities
|
- Corporate Social Responsibility Report - Business Principles chapter
|
|
|
|
|
3.19 |
Programs and procedures pertaining to economic, environmental, and social performance. Include discussion of:
- Priority and target setting;
- Major programs to improve performance;
- Internal communication and training;
- Performance monitoring;
- Internal and external auditing;
- Senior management review.
|
- Challenges and commitments
|
|
|
H&S-1 |
Health & Safety Management Systems |
3.20 |
Status of certification pertaining to economic, environmental, and social management systems
|
- Managing technological risks
- Employee health
|
|
|
ENV-6 |
Environmental Management Systems |
3.20 |
Status of certification pertaining to economic, environmental, and social management systems
|
-
Environmental managment systems
|
|
| |
|
|
|
|
|
|
Interview with Christophe de Margerie, Chief Executive Officer
