GRI-G4 INDICES

Tables’ Reference Symbols

the Annual Report 2015, at: http://www.helpe.gr/en/media-center/company-publications/annual-report/

the Annual Financial Report for fiscal year 2015, at: http://www.helpe.gr/en/media-center/company-publications/annual-financial-report-for-fiscal-year/

this Sustainable Development and Corporate Responsibility Report 2015

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. 6-7, 13

p. 26-29, Ch. "Our Vision, Strategy and Objectives’’, Section "Sustainable Development Strategy 2016-2021’’

p. 156-157 (Strategic Goals and Prospects)

G4-2

Provide a description of key impacts, risks, and opportunities

Financial risk management p. 32-38
   Business Environment p. 136-139
   Business Review p. 140-141
   Review by Segment p. 141-146
   Risk Management p. 49-152 & 157-159
   Strategic Goals and Prospects p. 156-157

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

p. 34, Ch. "Corporate Governance and Regulatory Compliance’’, Section "Internal Audit and Risk Management’’

For main impacts, risks and opportunities for the Environment (due to climate change): see indicator G4-EC2.

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

ΕΚΟ 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 short-term risks, both EKO and HF frequently encounter is the competition received from other oil marketing companies and independent fuel stations that handle fuels of low quality. However, both EKO and HF are following their own marketing strategy; based on leading quality fuels and excellent fuel level of service; ensuring competitive advantage and value to their customers.
The instability in the national economy constitutes an significant short- and long-term risk for EKO and HF, and calls into question the viability of customers and suppliers and hinder trade. Both companies cope with difficult economic conditions supported in fixed structures and flexible mechanisms to deal with temporary and long-term events. In imposing capital controls in the summer of 2015, EKO and HF responded successfully giving to their customers the possibility to pay by POS, in ever-increasing part of the service network.

HP CYPRUS

The new VTTV terminal at Vasiliko (on the south coast between Larnaca and Limassol) with a capacity of 550,000m3 of white products has commenced operationsThe new Petrolina terminal (local oil company – 80,000m3) is also operational. 120,000m3 of Cyprus strategic reserves have been relocated 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.

Opportunities

Further development of COMO Network.
Introduction of Loyalty programs.
Strengthening the brand awareness through marketing activities and marketing of the EKO new product line (UL Ekonomy , EKO Racing 98, AVIO diesel etc).
Optimization of petrol stations network.

Risks

The White Flag Petrol Stations in the market and the expansion of competition in building new Petrol Stations is a threat in the diluting margins and ATPs.
In case where trade barriers are lifted with the occupied areas there might threats as to competitiveness.
The introductions of Autogas has unforeseeable effects on the automotive fuels

ΟKΤA

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 suppliers. 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.
In that context the commercial objectives set for 2015 were increase of market share, enhancement of competitiveness, training and development of the commercial team, as well as recapturing share of independent PS networks. In addition to this profitability augmentation from the retail network and exploration of possible synergies with other EKO networks were the goals for OKTA’s retail activities.

The short term opportunities for OKTA are:

Pipeline utilization
Introduction of strategic reserves fee
Spare storage capacity, largest in the country
Improve loading installations
Focus on efficiency
Creating access to retail market through organic growth (DODO->COMO, retail know-how and EKO offerings)
Country strategic reserve levels set to increase

The short term challenge for OKTA are:

Full or partial loss of the biggest customer
Waking up of strong competition in the wholesale market
Re-emergence of cheap product from competitive refinery
Oversupplied region
Lack of controls in both markets the company operates (FYROM and Kosovo)
Limited growth of the economy
Long lasting political crisis

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:

Intensified Competition and aggressive regional pricing;
Market Margins decline;
Losing opportunities due to limited storage capacity;
Diversion of consumer needs to other forms of energy (long-term);
BGN devaluation (long-term);
A change of the WS strategy of the local refinery focused on enlarging their market-share will affect significantly and negatively our volumes and margins.
An eventual slow-down of the GDP growth in Bulgaria will result in stagnation of our sales and higher level of competition with a potential of depressed margins, especially of diesel fuel.
The further development of storage/logistics infrastructure of local WS companies allowing for increased import will intensify the competition.

Opportunities:

Elimination of the grey infrastructure & ongoing consolidation in the fuel sector;
Organic & Non-organic (by adding petrol stations) potential growth;
Gara Yana installation upgrade to LPG Depot; a further development into white fuels will boost our sales options in the west part of the country.
Switch to own or rented depot operations mode for light fuels;
Diversification of the product portfolio;
Further development of the C&I and Lubricants business;
Further development of the NFR business (petrol stations’ minimarkets);
Expected cease of bitumen production in Lukoil Bourgas refinery provides excellent opportunity to expand our market presence in the segment and close other supply options at an early stage.
The development of competitive alternative supply points/sources will provide the grounds for enlarging the geography of our sales and improve our margins.
The PP market (polypropylene) growth provides opportunities to increase sales volumes.

EKO SERBIA

EKO retail network is among the 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.

Short term opportunities:

Further exploit of lubricant business
Expand penetration of high margin products (fuel and NFR)
Reduction of OpEx

Long term opportunities:

Network expansion
Increase brand value through dynamic marketing activities
Exploit opportunities related to new supply routes, depots for w/s business

Short term risks:

Supply dependence on NIS
Ability to remain competitive in w/s business

Long term risks:

Macroeconomic deterioration
Implementing aggressive network expansion plan

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

Retail Market is heavily regulated; almost all petrol stations offer same prices. Some white flaggers, from time to time, have tried offering lower prices but main competitors don’t follow suit.
Wholesale market is highly competitive; competition from both regional oil companies (INA and Petrol) and “guerrilla” low quality imports by trucks from neighboring countries, especially Albania.
New rule book on fuel quality was published in January as Government is trying to improve controls on fuel imports and internal distribution.

Organisational Profile

Commitments to external initiatives

G4-14

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

p. 75, Ch. "Environment, Energy and Climate Change’’, Section "Installations Certifications’’, Table "Certification of Group’s facilities’’, see also 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, the employees’ – partners’ –customers’ satisfaction surveys, the risk assessment (G4-2) and the quality, environmental, health and safety policies confirm a proactive approach.

Moreover:

HP CYPRUS: with the adoption of international standards/management systems διαχείρισης (CYS EN ISO 9001:2008, CYS EN ISO 14001:2004 & OSHAS 18001: 2007,on 8/4/2005) 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’s modus operandi towards precautionary approach include:

Waste Management Programme 2016-2018 submitted to relevant Authorities
Continuous monitoring of air emissions
Monitoring of the quality of underground waters and water management plan (in progress)
Management of PCB from transformers oil
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 in cooperation with Directorate for protection and rescue.
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
Cleaning of sludge pools

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.

Acting precautionary all employees of Operations that are performing any kind of work (including inspection) in explosive atmospheres were trained according to EN 60079 – 17 “Explosive atmospheres’’. Electrical installations inspection and maintenance” and EN 60079 – 19 “ Explosive atmospheres. Equipment repair, overhaul and reclamation”.

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.

Regular weekly trainings of the employees concerning the emergency situations response.

EKO Serbia is present on Serbian market for 13 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. 75, (Table "Certification of Group’s facilities’’ presents the standards voluntarily adopted by the Group and the adoption dates).

P. 54

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:

Mandatory commitments:

• ETS (EU ETS) (Protocol of Kyoto, 1997 - in force since 2005), only to the Group’s refineries in Greece

Voluntary initiatives:

Initiative "SustainableGreece2020’’ - Charter for Sustainable Greece Signed on 29.04.2014 (www.sustainablegreece2020.com). The initiative (which is under the auspices of the Greek Ministry of Development & Competitiveness as well as the Greek Ministry of Environment, Energy and Climate Change) was developed with the cooperation of 33 Business Associations, 120 Companies,17 Local Authorities and 43 Organizations of the Civil Society. It is endorsed by International Organizations such as the European Commission, the German Sustainability Council, the World Business Council for Sustainable Development and the EIRISThe Group participates in the Initiative as SUSTAINABILITY AMBASSADOR, http://www.sustainablegreece2020.com/gr/ambassador/ellhnika-petrelaia.152.html. The participation in the initiative includes the adoption of Greek Sustainability Code, http://greekcode.sustainablegreece2020.com/ as well as the promotion of good sustainable development practices in Sustainability Observatory http://observatory.sustainablegreece2020.com/
Global Reporting Initiative (GRI G4 indicators) as well as the specific Oil & Gas Sector Supplement. Adopted by the Group in 2008.
United Nations’ Global Compact (UNGC) principles & criteria. Adopted by the Group in 2007.

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, ccooperates with its stakeholders participating in organizations, associations, institutions, etc. The Group funds and /or participates in administrative bodies of associations and organisations.

HELPE considers part of its strategy for sustainable development, the active participation of the following organizations:

Environmental and Sustainability Organizations

CONCAWE (scientific section of the European Refineries Organization FuelsEurope)
the HFE’s Council for Sustainable Development
the HFE’s Committees on HSE

Industry Organizations

FuelsEurope
Hellenic Association of Chemical Industries (participates in the BoD)
EPSC (European Process Safety Center)

The Group has no additional financial participation in these organizations, apart from annual membership dues.

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. 165-168

p. 97, (Ch. "Sustainability Standards and Assurance’’, Section "Report’s 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. 19, Ch. "Our Stakeholders’’, Section "Materiality Assessment’’, p. 99, Ch. "Sustainability Standards and Assurance’’, and Table "Material Aspects and Aspect Boundaries" at http://sustainabilityreport2015.helpe.gr/en/operational-efficiencyperformance/GRI-G4-point/

G4-19

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

G4-20

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

p. 19 , Ch. "Our Stakeholders’’, Section "Materiality Assessment’’, p. 99, Ch. "Sustainability Standards and Assurance’’, and Table "Material Aspects and Aspect Boundaries" at http://sustainabilityreport2015.helpe.gr/en/operational-efficiencyperformance/GRI-G4-point/

All Material Aspects presented in this report (Τable "Material Aspects & Aspect Boundaries’’ herein below) apply equally to all of our operations and entities as shown in G4-6.

Moreover, Table "Material Aspects & Aspect Boundaries’’ presents whether the material aspects are material within and/or outside the Group.

G4-21

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

All Material Aspects presented in this report (Τable "Material Aspects & Aspect Boundaries’’ herein below) apply equally to all of our operations and entities as shown in G4-6.

Moreover, Table "Material Aspects & Aspect Boundaries’’ presents whether the 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. 98, Ch. "Sustainability Standards and Assurance’’, Section "Methodology’’

No information restatements.

G4-23

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

p. 98, Ch. "Sustainability Standards and Assuranc", Section "Methodology"

No significant changes.

Stakeholder engagement

G4-24

Provide a list of stakeholder groups engaged by the organization.

p. 17-19, Ch. "Our Stakeholders’’, Diagrams "Stakeholders Diagram’’ and "Graphical illustration of the Material Aspects -Materiality Matrix, present the stakeholders involved in the ''Materiality Analysis 2015’’ and interfacing approaches with stakeholders’ groups.

G4-25

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

p. 17-19, Ch. "Our 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. 17-19, Ch. "Our Stakeholders’’, furthermore, the relevant charts of Stakeholders and Materiality Matrix present interfacing approaches with stakeholders’ groups.

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, which enable identifying and resolving possible issues, thus maintaining good cooperation. 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. The employees’ approach is mainly through electronic communication. Also, the most important news & announcements are posted on bulletin boards on specific landmarks in all buildings of the company. Once-a-month management meetings are held.

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 surveys are conducted in order to understand public 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 all suppliers/vendors are re-evaluated

EKO BULGARIA:

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

JUGOPETROL:

Quarterly reporting to Montenegro Stock exchange
Engagement with customers through Loyalty Program
Market survey (by GFK, in 2015), focusing on drivers population in Montenegro in general, and on EKO station visitors

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, (see also G4-19).

p. 19 , Ch. "Our Stakeholders’’, Diagram "Graphical illustration of the Material Aspects -Materiality Matrix’’

Report Profile

G4-28

Reporting period for information provided.

Calendar year January - December.

p. 97, Ch. "Sustainability Standards and Assurance”, Section "Our Approach”

G4-29

Date of most recent previous report.

Posted on Group’s web site in Jul. 2015, concerning the period Jan-Dec 2014.

p. 97, Ch. "Sustainability Standards and Assurance", Section "Our Approach"

G4-30

Reporting cycle.

Annual (01.01 – 31.12)

p. 97, Ch. "Sustainability Standards and Assurance", Section "Our Approach"

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. 108

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. 101-105, Ch. "Sustainability Standards and Assurance", Section "Report’s Independent Assurance"

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 Chairman of BoD and CEO.

p. 101-105, Ch. "Sustainability Standards and Assurance", Section "Report’s Independent Assurance"

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. 25 (Ch. "Our Vision, Strategy and Objectives”, Section "Vision - Mission – Principles”), p. 35 (Ch. “Corporate Governance and Regulatory Compliance”, Section “Internal Regulatory Framework”), p. 75 (Ch. “Environment, Energy and Climate Change”, 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, as to the competition legislation, is in the process of approval by the BoD.

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 for box 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 Compliance Services operating in the framework of the Code of Conduct. 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.65 (Section “Round the clock service”)

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.

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

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:

Through listed communication with stakeholders the following topics were raised:

Contribution to safety and safe drive
Fuels quality, novelty for implementations
customer satisfaction improvement
loyalty program customer service
Management of complaints

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
Hazardous Waste	x	x	Environment, Energy and Climate Change	G4-EN25
Non Renewable Energy Sources	x	x	Environment, Energy and Climate Change	G4-EN3-7
Renewable Energy Sources	x	x	Environment, Energy and Climate Change	OG2 & OG3
CO₂ Emissions	x	x	Environment, Energy and Climate Change	ENVIRONMENT DMA: GHG Emissions G4-EN15-19
SO₂ Emissions	x	x		ENVIRONMENT DMA: GHG Emissions
NOx Emissions	x	x	Environment, Energy and Climate Change	ENVIRONMENT DMA: GHG Emissions G4-EN15-21
VOC Emissions	x	x	Environment, Energy and Climate Change	ENVIRONMENT DMA: GHG Emissions G4-EN15-21
Particulate Matter Emissions	x	x	Environment, Energy and Climate Change
Water Consumption	x	x	Environment, Energy and Climate Change	ENVIRONMENT DMA: Water Consumption G4-EN8-10
Effluent Handling	x	x	Environment, Energy and Climate Change	G4-EN22-23, G$-EN25
Oil Spills & Leakages	x	x	Environment, Energy and Climate Change	ENVIRONMENT DMA: Biodiversity G4-EN24
Product Impact	x	x	Business Partners & Environment, Energy and Climate Change	ENVIRONMENT DMA: Product Impact G4-EN11-14, EN26, PR1-3
Environment Protection Investments	x	x	Environment, Energy and Climate Change	G4-EN31
SHAREHOLDERS
Corporate Governance	x	x	Corporate Governance and Regulatory Compliance	SHAREHOLDERS DMA: Corporate Governance G4-34-55
Supply Security	x	x	Business Partners	G4-12
Operational Continuity	x	x		SHAREHOLDERS DMA: Operational Continuity G4-2
SUPPLIERS
Responsible Buying	x	x	Business Partners & Society	SUPPLIERS DMA: Procurement Practices G4-EC9
Operational Support	x			SUPPLIERS DMA: Procurement Practices
Supplier Assessment	x		Business Partners	SUPPLIERS DMA: Supplier Assessment G4-EN32-33, LA14-15, HR4-6, HR10-11, SO9-10
EMPLOYEES
Job Position Security	x	x	Human Capital	EMPLOYEES DMA: Job Position Security G4-LA1
Equality & Fairness	x		Human Capital	EMPLOYEES DMA: Equality & Fairness
Occupational Health & Safety	x		Human Capital	EMPLOYEES DMA: Occupational H & S G4-LA5-8
Work Environment	x		Human Capital
SOCIETY
Community Engagement & Partnerships	x	x	Our Stakeholders & Society	http://sustainabilityreport2015.helpe.gr/userfiles/6ffd2fe2-e2bc-4741-906d-a48900e96f28/symmetoxes%20eng.pdf
Accident Impact	x	x	Human Capital	SOCIETY DMA: Accident Impact G4-EN11-14, EN26, LA5-7
Health Screening		x	Society	SOCIETY DMA: Health Screening

ENVIRONMENT

Hazardous Waste/ Effluent Handling, G4-ΕΝ22, G4-ΕΝ23, G4-ΕΝ25

It refers to the collection, transfer, recycling or disposal, managing and monitoring of waste that are either hazardous or non dangerous to both public health and environment. Includes also the disposal of liquid waste and/or effluent into surface waters, which causes water pollution.
The Group's approach is presented in detail in the "Sustainable Development & Corporate Responsibility Report 2015’’, Chapter "Environment, Energy and Climate Change’’, Section "Air Emissions and Waste".

Use of Renewable Energy Sources, G4-EN3, G4-EN4, G4-EN5, G4-EN6, G4-EN7

It refers to the use of renewable energy sources (RES), such as solar, hydro, geothermal and wind energy.

The Group's approach is presented in detail in the "Sustainable Development & Corporate Responsibility Report 2015’’, Chapter "’Corporate Identity, Shareholders and Business Activities’’, Section ''RES’’ and Chapter "Environment, Energy and Climate Change’’, Section ''Biofuels and Renewable Energy Sources".

Further information provided through OG-2 and OG-3 indicators.

Use of Non-Renewable Energy Sources, 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 tones 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.

The Group's approach is presented in detail in the "Sustainable Development & Corporate Responsibility Report 2015’’, Chapter "Environment, Energy and Climate Change’’, Section ''Energy and Climate Change’’.

GHG Emissions (CO₂, SO₂ NOx Particulate Matter & VOC emissions), 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.

Water Consumption, G4-ΕΝ8, G4-ΕΝ9, G4-ΕΝ10

This refers to the total amount of water used by the Group in conducting its operations and activities.
The Group's approach is presented in detail in the "Sustainable Development & Corporate Responsibility Report 2015’’, Chapter "Environment, Energy and Climate Change’’, Section ''Water Management & Other Resources''. In the Section’s relevant tables and diagrams the origin of the water used in production processes as well as recycled and reused quantities are presented.

Biodiversity (Oil Spills & Leakages), G4-EN24, G4-EN26, G4-EN27

Refers to oil spills to the environment during the production processes or during transport of the product.

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 (see the "Sustainable Development & Corporate Responsibility Report 2015’’, Chapter "Environment, Energy and Climate Change’’, Section "Ecosystems and Biodiversity’’).

HELLENIC PETROLEUM follow 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, G4-PR1 to G4-PR7

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).

Environmental Protection Investments, G4-EN31

The Group's approach is presented in detail in the "Sustainable Development & Corporate Responsibility Report 2015’’, Chapter "Environment, Energy and Climate Change’’, Section ''Strategy''.

Analytically the 2015 environmental investments are presented in G4-EN31.

SHAREHOLDERS

Corporate Governance, G4-EN34 to G4-EN55

Refers to the rules, policies, practices and procedures implemented by the Group to determine functions and responsibilities (of management, committees, executives, etc) and the rules and procedures for decision-making and balancing stakeholders’ interests.
The Group's approach is analytically presented in "Sustainable Development & Corporate Responsibility Report 2015", Chapter "Corporate Governance and Regulatory Compliance’’.

Supply Security, G4-12

This refers to 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 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.

The Group has adjusted accordingly (see G4-12) the 2015 mixture of oil supplies.

Operational Continuity, G4-2

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.

SUPPLIERS

Supplier Assessment, G4-12, G4-EN32, G4-EN33, G4-LA14, G4-LA15, G4-HR4-6, G4-HR10, G4-HR11, G4-SO9, G4-SO10

The Group’s Procurement Division. has primary responsibility for coordinating the evaluation of suppliers (of materials 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. Ensuring that Group’s suppliers properly manage issues such as human rights, labour practices and the impact of their activities on society and environment is among the suppliers’ evaluation criteria.

The evaluation of suppliers (and new suppliers) is complimented by questionnaires which include relevant questions. No significant findings in 2015.

late 2015 launched the integration of a "suppliers compliance clause’’, into new contracts and purchase orders, regarding adaptation of the principles of the UN Global Compact (in the areas of human rights, labor, environment and anti-corruption).

Procurement Practices (Responsible Buying & Operational Support), G4-EC9, Code of Conduct link: 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: Policy Group is to support local market and local contractors, provided that our criteria for the selection of our partners (such as safety, quality, competitiveness, etc) are not affected. Purchases from local suppliers are 13% at HELPE and DIAXON (industrial facilities) and 97% at marketing companies (EKO, EK, EKO BULGARIA, ΟΚΤΑ, HP CYPRUS, EKO SERBIA, JPK MONTENEGRO). 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, JPK MONTENEGRO), as local suppliers are defined those operating within the same country.
Transparent relations with suppliers; The Code of Conduct of the Group covers topics such as conflicts of interest, gifts, working relationship with a supplier, etc.
Environmentally friendly procurement: suppliers evaluation includes questionnaires which contain criteria concerning their 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 among the issues examined by Internal Control was the implementation of the Procurement Manual in commercial, construction and transport contracts and the compliance with the contractual terms.

EMPLOYEES

Job Position Security, G4-LA1

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.

The Group's approach is analytically presented in "Sustainable Development & Corporate Responsibility Report 2015", Chapter "Human Capital’’.

Equality & Fairness, G4-EC5

We, at the Group, strive to provide a safe and motivating work environment where our employees are treated with respect and offered equal opportunities for developing their skills and advancing their career. We understand that diversity and inclusion are factors that help us improve business results, enhance our reputation and work with talented people. The relationship with our employees is based on the principle of equal treatment. Both the inclusion and the career path of each employee within the Group, are based on their qualifications, performance and ambitions, without any discrimination.

The Group's approach is analytically presented in "Sustainable Development & Corporate Responsibility Report 2015", Chapter "Human Capital’’, Sections ''Remuneration and Benefits'', ''Work Environment'' and ''Equal Opportunities - Human Rights''.

Occupational Health & Safety

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.

The Group's approach is analytically presented in ' Sustainable Development & Corporate Responsibility Report 2015'. Chapter ‘’The Human Capital’’, Section ''Occupational Health & Safety’’ describes policies and practices used to ensure occupational health and safety. In Section “Education & Training’’ the specific training in health & safety is presented as well as emergency drills held annually in the facilities of HELPE. In Section ‘’Health & Safety Indices’’, 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

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.

Work Environment

The Group's approach on a safe and satisfying work environment is presented in detail in the "Sustainable Development & Corporate Responsibility Report 2015", Chapter "The Human Capital’’, Sections ''Work Environment'' and ''Harmonization of family and professional life''.

SOCIETY

Community Engagement & Partnerships, G4-EC6, G4-EC7, G4-EC9, G4-SO1, G4-SO2, G4-16

Refers to the policies and practices of the Group for the understanding of the impact on local communities and the creation of partnerships with stakeholders.

The Group's approach, towards the local communities, is presented analytically in the ' Sustainable Development & Corporate Responsibility Report 2015', Chapter ‘’Society’’.

For partnerships see at: http://sustainabilityreport2015.helpe.gr/userfiles/6ffd2fe2-e2bc-4741-906d-a48900e96f28/symmetoxes%20eng.pdf

Accident Impact

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

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.

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.
, in collaboration with Diagnostic Centre, preventive medical examinations to students of the first Lyceum of Aspropyrgos, who participated in school volleyball and basketball games, took place. While at the "Thriasio" General Hospital of Elefsina, the Group covered expenses concerning reagents purchase for the Hematology Laboratory, floor standing refrigerated centrifuge blood collection devices, other consumables and fuel for ambulances.

Economic Indicators

G4-EC1

Direct economic value generated and distributed.

p. 48

In 2015, the Group’s turnover was €7,303 million (2014: €9,478 million) and the social product amounted to €1.4bn (2014: € 1,8bn) distributed as follows:

€181m to staff (salaries and social benefits)
€70m directly to the Greek State through direct taxes and insurance contributions, as well as
€1.1bn of indirect taxes (excise duty, VAT) collected and delivered to the Greek State
€3.2m to society through Corporate Social Responsibility initiatives.
€433 m reserves

Employees’ remuneration and benefits

Group’s payroll € 160,194,173

Payroll taxes € 33,716,097

Insurance contribution € 35,429,091

Employees’ insurance plan € 4,808,707

Employees’ pension plan € 1,906,599

Staff commuting € 3,686,582

School allowance € 295,304

Employees’ university studies allowance € 162,171

Support to employees’ family members with special needs € 60,092

Wedding/birth/death allowance €79,435

Crèche allowance € 461,024

Employees’ children camping € 188,062

Awards to top students € 275,494

Other benefits € 827,525

Vouchers / gifts on Easter & Christmas € 1,514,261

G4- EC2

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

p. 82, Ch. “Environment, Energy and Climate Change”, Section “Energy and Climate Change”

The potential risks and related financial-economic impacts are an integral part of the feasibility report for each project and investment from both the response side (mitigation of) the phenomenon of climate change and in terms of the adaptation strategy to climate change impacts (eg. in case of natural variations, estimated as significant for installations near the coastal front of Greece).

The participation in committees & actions with other companies in the sector (see link http://sustainabilityreport2015.helpe.gr/userfiles/6ffd2fe2-e2bc-4741-906d-a48900e96f28/symmetoxes%20eng.pdf) facilitates the monitoring of the forthcoming regulatory changes.
The Group’s commitment to sustainability issues is confirmed by the Group’s commitment to the UNGC and the signing of the Charter for Sustainable Development (Sustainable Greece 2020 initiative).
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 FuelsEurope) and the impacts are evaluated at country and company level.

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% is 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.

HELLENIC PETROLEUM, for the period 2013-2020 have an additional burden as a consequence of the European Community's decision, based on which was subsequently 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. It is noted that the implementation of HELPE’s main strategy for increasing energy efficiency has already contributed to a reduction of the deficit, while it is estimated that on average it will be around 25% (estimated annual compliance costs 7-14 m €, depending on the price of emission allowances - EUAs).

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 because power generation activities 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.

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 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	95.76	100
EKO	98.15	100
HF	86.96	100
DIAXON	95.83	98.96
ASPROFOS	64.24	100
HP CYPRUS	89.09	98.18
EKO BULGARIA	0	100

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

Indicative examples are following:

DIAXON, HELPE, ΕΚΟ, ΗF:

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

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

HP CYPRUS: participation 100%. Α scheme closed for new members in 2015 defines: Define Benefit Plan 17,3% Employer, Define Contribution 5% Employer & Define Contributions 5%-15% Employee. A new scheme for newcomers as from 2015 defines: Define Contribution 8% Employer & Define Contributions 5%-15% Employee.
The obligations of this scheme is expected to be covered by the assets by 76%.

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

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:

ΕΚΟ BULGARIA: local minimum € 215, newcomer’s salary €500.

ΕΚΟ SERBIA: newcomers 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 newcomers is adjusted. The permanent staff is paid based on levels of collective agreement. The seasonal staff is paid based on the minimum wage (€900 per month) fixed by law for specific occupations.

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 33% 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: 33.3%

ΕΚΟ BULGARIA: 50 %

ΕΚΟ SERBIA: 67%

HP CYPRUS: 100 %

JUGOPETROL: 77.78%

ΟΚΤΑ: 33.33%

G4- EC7

Development and impact of infrastructure investments and services supported.

p. 89-95, Ch. “Society”

A 2^ndsurvey on Materiality Analysis & Stakeholders engagement was conducted in 2015 (see "Corporate Sustainable Development & C.S. Responsibility Report 2015’’, Chapter "Our Stakeholders", Section "Materiality Analysis’’) and a Qualitative & Quantitative Survey (Company Reputation Monitor), in local communities, took place in 2014.

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 bitumen (€ 22,173) for road construction projects in the Municipality of Elefsina.
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 enrich the libraries’ content and increase the educational opportunities of the public offering books.
Deforestation works at Elefsina Municipality (€ 8,460).
Fuel donation for surveillance and fire protection needs to the Region of C. Makedonia (€ 5,000).
Fuel subsidy to 3 voluntary organizations for surveillance and fire protection needs of the Municipalities of Megara & Thessaloniki (€ 6,000).
Anti-mosquito program at Municipality Ampelokipi - Menemeni (€ 5,000).
Repair of vessel of Elefsina Port Authority.
Fuel subsidy for the Municipality’s first aid vehicles (€ 10,000)
Donation of Tarek Atoui’s sound equipment at the Old Olive Mill of Elefsina (€ 2,981.52)
Donation of EKO fuel prepaid cards to the Region of W. Attica for firefighting at Aspropyrgos (€ 6.000).
"Thriasio" General Hospital of Elefsina: Donation of floor standing refrigerated centrifuge acting blood collection devices and other materials. Donation of EKO fuel prepaid card for ambulances (€ 45,285.12).
Donation of refuse truck to the municipality of Megara (€ 50,000).
Purchase of folding baby cots for the Kindergartens of the Primary Education of Municipality of Evosmos - Kordelio (€ 1,230).
Free medical consultations for 7 NGOs at the Oncology Clinic of Theageneio (€ 1,000).
Construction of playground at Municipality of Ampelokipi Menemeni (€ 55,350).
Purchase of personal protective equipment to upgrade the operational activities of the 2nd Fire Department in Thessaloniki (€ 2,584.23).
Steel purchase for the foundations of prefabricated classrooms for the Schools at Kordelio-Evosmos (€ 1,500).
Donation of baby cots to the 2nd and 24th Kindergartens of Evosmos (€ 1,069.98).
Donation of oil barrels for the vehicles maintenance of Delta Municipal.
Maintenance subsidy of the vessels of Thessaloniki Port Authority (€ 2,186.95).
OKTA’s significant infrastructural investments conducted in 2015 were:
- Donation of used firefighting vehicle and equipment to the Municipality of Ilinden and the Firefighting Unit of Kumanovo.
- Donation of used personal computers to the Elementary school "Marko Cepenkov", v.Vrazale, the Protection and Rescue Directorate and the NGO GoGreen.
- The new steam boilers with five time lower capacity were put in operation. This investment contributes in spending less fuel oil and consequently reduced air emissions.
EKO Bulgaria: playground donated to a kindergarden in Yambol € 2,700

G4- EC8

Significant indirect economic impacts, including the extent of impacts.

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, please see ‘’Sustainable Development & Corporate Responsibility Report 2015’’, Chapter “Society”.

Economic development in areas of high poverty: see indicator EC7 for relevant projects. Furthermore, JPK invests its funds in Montenegro and thus it helps the country boost its economic output and indirectly create new jobs. Capex of more than 20 million is expected in the next five years.
Economic impact of improving or deteriorating social or environmental conditions: see "Sustainable Development & Corporate Responsibility Report 2015’’, Chapter “Environment, Energy & Climate Change” for actions aiming at improving environmental conditions.
Availability of products and services for those on low incomes: see "Sustainable Development & Corporate Responsibility Report 2015’’, Chapter “Society” for fuel donations, donation of food vouchers and donation of fuel prepaid cards.
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 Athens University of Economics. The program offered an opportunity for young people from Thriasio to learn and "draw" valuable knowledge in areas such as Digital Marketing, Innovation and Digital Entrepreneurship and Social Entrepreneurship. 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 takes place at the terminal or Head Office.
Jobs supported in the supply chain or distribution chain: see "Sustainable Development & Corporate Responsibility Report 2015’’, Chapter “Society”, Tables ‘’Responsible buying from local suppliers’’.
JPK relocated its Headquarters (12/2014) from Kotor to Podgorica. This obviously impacted Kotor municipality, as it lost its main employer.
At OKTA:
- We continue with road transportation, thereby supporting truck transportation sector.
- We outsourced product quality checking
- For the complete reconstruction of the energy efficient administrative building, local construction companies and suppliers were engaged.
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.
Significance of the impacts in the context of stakeholder priorities, such as national and international standards, protocols, and policy agendas:
A 2^nd survey on Materiality Analysis & Stakeholders engagement was conducted in 2015 (see "Sustainable Development & Corporate Responsibility Report 2015’’, Chapter "Our Stakeholders”, Section "Materiality Analysis’’) and a Qualitative & Quantitative Survey (Company Reputation Monitor), in local communities, took place in 2014.
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. 93 (Ch. "Society’’, Tables "Buying Locally”)

The spending proportion on locally-based suppliers at significant locations of operation is 13% 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 detail in "Sustainable Development & Corporate Responsibility Report 2015’’, Chapter "Society”.

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. 67 (Ch. “Business Partners”, Section “Customer Information”)

Impact assessment is made for the entire lifecycle of each substance and includes the exposure scenarios for every use. For this purpose, 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 the substances of 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 and adaptation regulations relevant to technical and scientific developments. The Group’s customers are provided with guidance on safe use through the extended Product 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.

EKO Bulgaria: One incident for the reporting period related to the regulatory provided periodical technical test of a gas station. There are no incidents concerning health and safety impact of products and services

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. 67 (Ch. “Business Partners”, Section “Customer Information”)

Copies of Product Material Safety Data Sheet are provided with packaged products such as lubricants; (at Ch. “Business Partners”, Section “Customers – Products”, the Table “Percentage of sales by product for each of the Group’s companies” presents the main products). For the non-packaged products there is no such requirement.

	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.

In "Corporate Responsibility Report 2015’’, Chapter "Business partners”, Section "Products & Services Quality’’ describes audits and inspections at petrol stations on the products quality and quantity.

G4- PR5

Results of surveys measuring customer satisfaction.

p. 65 (Round the clock service)

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

HP CYPRUS:

Annual survey - 800 interviews with Quotas on age, gender, region representative to drivers’ population in CYPRUS, identifies the “Views & Attitudes”, “Awareness & Usage”, “Purchase Criteria & Brand Evaluation” and “Habits on car usage & Fuel purchases”. Results indicate that HPC maintains its leading position in the Cypriot market. Brand name appeared enhanced compared to previous years (37% in 2013, 39% το 2014) with Top Of Mind score of 40% in 2015. 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 30% of the competitors’ were visited 6-times a year. “Effective Service offered”, “Staff Appearance & Wearing of Uniforms” and “Politeness” of personnel have been evaluated. The overall score for HPC was 73% vs 65% of the competitors.
EKO fleet card: 2015 satisfaction survey covering 25% of total HPC fleet customers.
Results: Overall satisfaction score: 8.8 out of 10, Intention to recommend: 9.0 out of 10, Possibility for continuing cooperation: 9 out 10.

EKO BULGARIA: Customer satisfaction 94%, according to Mystery Motorist Survey, (criteria: politeness, service and appearance).

In the reporting period the fourth wave of Brand Vitality Tracking was performed.

The main insights are:

Spontaneous awareness has been strengthened significantly vs. last year. Total awareness increased by 2%.
EKO has expanded significantly its customer base. There is a consistent increase throughout years. As a result occasional customers have been doubled.

EKO SERBIA:

Customer satisfaction is key brand building policy. In order to improve it, EKO is organizing monthly Mystery motorist audits with very strict and strong standards for customer service, politeness and appearance. Company also organized market survey (carried out by GFK) in order to get proper info about company market position, brand awareness and other measurement. For the introduction of a new product in the market EKO organizes focus group in order to find out opinion about new product, name and requirements. Customer satisfaction is main part of regular trainings organized every day on different petrol stations, by 3 area trainers and 3 area managers. Result of all those activities is the highest awareness for customer satisfaction, loyal customers and company image strengthening.

Survey for customer satisfaction with a sample population exceeding 5000 people from all categories (age, gender, employment…). The major findings were:

EKO Serbia was recognized as whole to be one of the best brands in the market with the second lowest rejection rate. In addition, taking into account all criteria, EKO is the most recommended network in Serbia.
Major products, that were mostly recognized, are our differentiated fuels. Major services are our SMILE card and our service at the PS
A portion of the customers considers that we have good locations especially in Belgrade and central region. The southern and northern regions are recognized as areas where we need more operation locations.

OKTA:

RASS annual survey organized by IMA identified steady pace in all indicators - the “Views & Attitudes”, “Awareness & Usage”, “Purchase Criteria & Brand Evaluation” and “Habits on car usage & Fuel purchases”. During 2015 OKTA has managed to maintain the loyal and potential loyal customers, while the brand is mainly described by good service (kind and fast) and additional offer / services.

JUGOPETROL: Mystery motorist surveys. Feedback received through complaint books, customer service phone line and through web site.

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.

Montenegro: A report with the findings of tax audit (June 2014 to May 2015) was presented to the company stipulating a tax obligation of € 2.4m. An immediate appeal was submitted to the Ministry of Finance as the findings are completely erroneous and unsubstantiated.

(as of 31/12/2015)	%
Greek State	35.5%
Paneuropean Oil and Industrial Holdings S.A.	42.6%
Institutional Investors (Greek)	8.5%
Institutional Investors (Foreigners)	5.3%
Retail Investors	8.1%

CUSTOMER	ΕΚΟ	HF	JUGOPETROL	HP CYPRUS
Service stations	36.00%	89.27%	44.4%	60.5%
Industrial customers	19.62%	10.71%	12.6%	14.4%
3rd party petrol stations			25.7%
LPG	2.23%			5.5%
Shipping fuels	26.66%		5.2%	13.5%
Aviation fuels	14.97%		12.1%	5.9%
Lubricants	0.52%	0.02%		0.2%

	Employees as of 31.12.2015	Net sales	Total capitalization	Quantity of products provided	opex	Labor cost
ΟΚΤΑ	417	€ 323.4 m.	equity € 66.1 m, net debt €15.8 m.	661,000 ΜT	€9.994m	€5.4m
HP CYPRUS	53	€288.369 m.	equity € 52.453 εκ., net debt € 0.0 m.	365,000 ΜΤ	€20.48m	€4.4m
EKO BULGARIA	56	€350.5 m.	E1quity € 30.8 εκ., net debt €28.5 m.	374,700 ΜΤ	€16.2m	€1.1m
EKO SERBIA	35	€172.7 m.	equity €17 m., net debt €28.0 m.	126,140 ΜΤ	€10.6m	€1.3m
JUGOPETROL	142	€ 172.752 m.	equity €86.983 m., net debt €0 m.	209,070 ΜΤ	€10.51m	€3.1m
HELPE	1877	€8,750 m.	equity €1,177 m, debt €2,771 m.	15.091 εκ MT (Refining + Petrochemicals)	€558.6m	€162.2m
ΕΚΟ	271	€1,665 m.	equity € 156 m. debt € 170 m.	2.351 εκ MT	€60m	€16m
HF	201	€ 579 m.	equity €97.6 m., debt € 88 m	0.741 εκ MT	€48m	€11m

Contract type	M	F	Total
Indefinite	2644	630	3274
Fixed time	37	40	77
Full time	2681	669	3351
Part time	0	1	1

Contract type	HELPE		ΕΚΟ		HF		ASPROFOS
Contract type	M	F	M	F	M	Γ	Α	Γ
Indefinite	1700	230	174	97	126	58	94	57
Fixed time	11	5	1	0	14	8	0	0
Part time	0	0	0	0	0	0	0	1

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

CORPORATE GOVERNANCE & REGULATORY COMPLIANCE

HUMAN CAPITAL

BUSINESS PARTNERS

ENVIRONMENT, ENERGY & CLIMATE CHANGE

SOCIETY

SUSTAINABILITY STANDARDS & VERIFICATION

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	31	25	56	32	13	24	37	18	332	74
Fixed time	0	0	0	3	10	18	0	0	0	0	1	6
Part time	0	0	0	0	0	0	0	0	0	0	0	0
Contracted personnel	81	15	31	28	65	51	0	0	0	0	14	17

Company	No	%
HELPE	1	92%
ΕΚΟ	1	83.1%
HF	1	81.1%
ASPROFOS	1	95%
DIAXON	1	96%
EKO BULGARIA	-	100%
JUGOPETROL	1	100%
OKTA	1	97.1%
HP CYPRUS	3	49.1%
EKO SERBIA	N/A

Supply of crude by source	2012	2013	2014	2015
Russia	32%	54%	41%	33%
Iran	32%
Iraq	5%	12%	18%	28%
Caspian Pipeline Consortium	12%	11%
Libya	7%	9%	2%	2%
Egypt			9%	9%
Kazakhstan			22%	20%
Other	12%	14%	9%	8%

Company/Country	Ratio
HELPE	4.79
ΕΚΟ	3.60
HF	3.46
ASPROFOS	2.33
DIAXON	1.86
JUGOPETROL	3.75
ΟΚΤΑ	5.3
ΕΚΟ BULGARIA	5.50
ΕΚΟ SERBIA	4.50
HP CYPRUS	0.05

Environmental Indicators per Facility	BEA	BEE¹	BEΘ	SUBSIDIARIES (OKTA=A, EKO=B, HF=C, DIAXON=D, HPC=Ε, EKO SERBIA=Ζ, EKO BULGARIA=H, JUGOPETROL=G)	Units	Comments
Crude oil	5,271.3	4,444.4	2,891.3	N/A	ktn	-
Throughput (crude oil & other feeds processed)	7,135.2	5,910.0	4,209.8	N/A	ktn
Total Distribution	8,343.5	6,191.7	4,320.2	2,653.2	ktn
Catalysts	2,102	147	-	-	tn
Lubricants	21	9	35²	55	tn
Additives & other materials	2,120	151	2,503	51,532/10,242	tn
Solvents	-	-	-	1.2	tn
Packaging materials	-	-	-	2,780	tn
Materials used at hydraulic fracturing, (such as hydraulic fluids, anticorrosive agents, acids, surfactants, scale inhibitors, gelling agents, friction reducers, etc.)	N/A	N/A	N/A	N/A	tn
Total of non renewable materials	8,347.8	6,192.0	4,322.7	2,717.8	ktn
Renewable materials (biodiesel)	67,503	-	45,177	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	-	1.4	0.19	1.0 (B) 7.7 (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	-	167.7	8.2	907.5 (Α, Β)	tn	There is no transported, imported, processed waste from abroad.
Percentage	-	12.86	0.16	Ν/Α*	%

New hires by age group and gender
		<30	30-50	>50
HELPE	M	48	41	11
HELPE	F	7	5	0
ASPROFOS	M	0	4	0
ASPROFOS	F	0	0	0
ΕΚΟ BULGARIA	M	1	4	0
ΕΚΟ BULGARIA	F	5	2	0
DIAXON		0	0	0
JUGOPETROL	M	2	3	0
JUGOPETROL	F	5	6	0
ΟΚΤΑ	M	1	1	0
ΟΚΤΑ	F	4	2	0
HP CYPRUS	M	1	1	0
HP CYPRUS	F	1	2	0
HF	M	6	10	0
HF	F	4	3	0
EKΟ	M	1	0	1
EKΟ	F	0	0	0

Employees turnover by age group and gender
		<30	30-50	>50
HELPE	M	4	15	10
HELPE	F	6	2	0
ASPROFOS	M	0	0	3
ASPROFOS	F	0	0	0
ΕΚΟ BULGARIA	M	1	4	0
ΕΚΟ BULGARIA	F	2	4	0
ΕΚΟ SERBIA	M	0	3	0
ΕΚΟ SERBIA	F	0	0	0
DIAXON		0	0	0
JUGOPETROL	M	2	11	26
JUGOPETROL	F	0	4	3
ΟΚΤΑ	M	0	2	0
ΟΚΤΑ	F	0	0	0
HP CYPRUS	M	1	0	3
HP CYPRUS	F	1	2	0
HF	M	2	7	0
HF	F	4	2	0
ΕΚΟ	M	0	1	0
ΕΚΟ	F	0	0	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	2,253	695	358	13.5 (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 - Persistent Organic Pollutant). HAP: through estimations, mainly benzene emissions and concentrations of heavy metals in particles (such as Ni, As, Cd, Hg).
NOx Emission Intensity Index	0.32	0.12	0.08	N/A*	Kg/ tn throughput
SOx	4,007	1,465	921	28.1 (A, D)	tn
SΟx Emission Intensity Index	0.56	0.25	0.22	N/A*	Kg/ tn throughput
VOC	1,021	354	217	12.3 (A, B, C, D)	tn
VOCs Emission Intensity Index	0.12	0.06	0.05	N/A*	Kg/ tn total distribution
PMs	142	41.1	40.3	0.9 (A, D)	tn
PMs Emission Intensity Index	0.02	0.01	0.01	N/A*	Kg/ tn throughput
HAP (Hazardous air pollutants)	29.1	5.2	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	4,453	1,498	5,152	4,399	tn	Priority is the waste management in site (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)	1,221	1,366	43	1,046
Non-Hazardous (total)	3,232	132	5,109	3,352
Reused Hazardous	21	0	0	75
Reused Non-Hazardous	0	0	0	132
Recycled Hazardous	11	0	0	11
Recycled Non-Hazardous	888	0	64	360
Recovered Hazardous	1,189	1,366	35	957
Recovered Non-Hazardous	2,102	132	16	457
Incinerated -Hazardous	0	0	0	0
Incinerated -Non-Hazardous	243	0	0	0
Landfill Hazardous	0	0	8	4
Landfill Non-Hazardous	0	0	5,029	2,403

CO	5.22	tn
PM	0.03	tn
NOx	0.46	tn
Total H/C	0.37	tn

HELPE	98.1%
ΕΚΟ	99.6%
HF	92.7%
DIAXON	100%
ASPROFOS	98%
HP CYPRUS	87.3%
EKO BULGARIA	81.4%
EKO SERBIA	91.9%
JUGOPETROL	60.34%
OKTA	99.5%

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

Company	Type of Employees’ benefits
Company	Life insurance	Helathcare	Disability and invalidity coverage	Parental leave	Retirement provision	Stock ownership
HELPE	v	v		v	v
EKO	v	v		v	v
HF	v	v		v	v
DIAXON		v		v	v
ASPROFOS		v		v	v
OKTA		v		v	v
HELPE CYPRUS	v	v		v	v
JUGOPETROL		v		v	v
EKO BULGARIA		v		v	v
EKO SERBIA		v		v	v

	ΒΕΑ	ΒΕΕ	ΒΕΘ
	M/F
Fatalities (own staff)	3/0	0	0
Fatalities (contractors)	1/0	0	0
LWIF (own staff)	7.45/0.83	0	0
LWIF (contractors)	1.09/1.45	0	5.60/0
AIF (own staff)	10.77/0.83	3.51/0	0
AIF (contractors)	1.45/1.45	0	5.60/0
IR (own staff) (10^-6)	10.77/0.83	3.51/0	0
IR (contractors) (10^-6)	1.45/1.45	0	5.60/0
LWIS (own staff)	37.11/15	0	0
LWIS (contractors)	32.67/10.25	0	130/0
ODR (own staff)	0	0	0
ODR (contractors)	0	0	0
LDR* (own staff) (10^-5)	26.62/1.24	0/0	0/0
LDR* (contractors) (10^-5)	3.55/1.48	0/0	16.98/0
Absentee rate (own staff)	N.A.	2.2/2.9	4.53/7.9

	HQ's	EKO	HF	DIAXON	HP CYPRUS	ASPROFOS	OKTA	EKO SERBIA	EKO BULGARIA	JUGOPETROL
Fatalities (own staff)	0	0	0	0	0	0	0	0	0	0
Fatalities (contractors)	0	0	0	0	0	0	0	0	0	0
LWIF (own staff)	0	0	0	0	0	0	5.38/1.34	0	0	0
LWIF (contractors)	0/3.93	6.77/1.69	0	15.24/0	0	0	N.A.	0	0	6.61/0
AIF (own staff)	0	0	0	0	0	0	5.38/1.34	0	0	0
AIF (contractors)	0/3.93	6.77/1.69	0	30.49/0	0	0	N.A.	0	0	6.61/0
IR (own staff) (10^-6)	0	0	0	0	0	0	5.38/1.34	0	0	0
IR (contractors) (10^-6)	0/3.93	6.77/1.69	0	30.49/0	0	0	N.A.	0	0	6.61/0
LWIS (own staff)	0	0	0	0	0	0	70/7	0	0	0
LWIS (contractors)	0/20	6.5/15	0	50/0	0	0	N.A.	0	0	39.5/0
ODR (own staff)	0	0	0	0	0	0	0	0	0	0
ODR (contractors)	0	27.10/0**	0	0	0	0	N.A.	0	0	0
LDR (own staff) (10^-5)	0	0	0	0	0	0	9.41/0.94	0	0	0
LDR (contractors) (10^-5)	0/0.79	2.25/1.30	0	75.75/0	0	0	N.A.	0	0	14.95/0
Absentee rate (own staff)	N.A.	1.16/3.11	0.49/4.02	2.67/2.05	N.A.	N.A.	1.19/0.82	0.63/2.14	N.A.	N.A.

HELPE, ΕΚΟ, HF	INJURY TYPE	No of LWIs)
Group's employees		10
Contractors' employees		15
Road accident	Road accident	0
Height/Falls	Falls from height	2
	Staff hit by falling objects	1
	Slips & trips (same height)	11
Burn/Electric shock	Explosion or burns	7
Burn/Electric shock	Electric shock	1
Confined Space	Confined Space inury	0
Other accident type	Assault or violence	0
	Drowning or water related accident	0
	Minor injuries (Cut, puncture, scrape)	1
	Blow	0
	Exposure to noise, chemical, biological, vibration	0
	Trapped under or between	0
	Over exertion, strain	2
	Pressure release	0
	Other	0

Average hours of training per employee by employee category
Company	Management	Operators
HELPE	12.2	22.5
ΕΚΟ	13.1	9.8
HF	22.2	18.3
DIAXON	41.7	2.6
ASPROFOS	31.7	12.8
ΟΚΤΑ	30.5	6.9
ΕΚΟ SERBIA	35.58	16.23
HP CYPRUS	48.6	16.7
EKO BULGARIA	29.17	54
JUGOPETROL	175.6	5.8

% of employees receiving regular performance and career development review, per company
HELPE	100
EKO	100
HF	100
ASPROFOS	99.68
DIAXON	97.92
EKO SERBIA	97.3
JUGOPETROL	99.76
OKTA	100
EKO BULGARIA	40
HP CYPRUS	100

55 BoD members in 10 companies
Gender	Age Group
Gender	<30	30-50	>50
M	0	27	50
F	0	3	4

Employees breakdown by nationality & gender
Nationality	M	F
Greek	2.201	470
fYROM	303	75
Serbian	29	27
Cypriot	37	18
Bulgarian	32	28
Montenegrin	67	49
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%	122%