| G3 | Description | References | Extent of Reporting | Comments |
|---|
| 1.1 |
Statement from the most senior decision-maker about the relevance of sustainability to the organisation and its strategy |
CEO letter |
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| 1.2 |
Desciption of key impacts, risks and opportunities: The reporting organisation should provide two concise narrative sections on key impacts, risks and opportunities. |
CEO and management disclosures |
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| 2. Organisational profile |
| 2.1 |
Name of organisation |
Name on website for Annual report |
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| 2.2 |
Primary brands, products, and/or services |
Article: Business overview |
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| 2.3 |
Operational structure of the organisation, including main division, operating companies, subsidiaries, and joint ventures. |
Article: Business overview |
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| 2.4 |
Location of organisation's headquarters |
Article: Our business |
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| 2.5 |
Number of countries where the organisation operates, and names of countries with either major operations or that are specifically relevant to the sustainability issues covered in the report. |
Article: Our business, International E&P |
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| 2.6 |
Nature of ownership and legal form |
Article: Our business |
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| 2.7 |
Markets served (including geographic breakdown, sectors served, and types for customers/beneficiaries) |
Article: Business overview |
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| 2.8 |
Scale of the reporting organisation. |
Article: Business overview |
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| 2.9 |
Significant changes during the reporting period regarding size, structure or ownership. |
Not relevant |
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New assets have been braought into the portfolio, but they do not significantly changes the size, structure and/ or ownership of the organisation. |
| 2.10 |
Awards received in the reporting period |
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SAM Gold Class og SAM Sector Leader innenfor oil and gas |
| 3. Report parameters |
| Report profile |
| 3.1 |
Reporting period (e.g. fiscal/calendar year) for information provided. |
Article: About StatoilHydro |
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| 3.2 |
Date of most recent previous report |
Article: About StatoilHydro |
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| 3.3 |
Reporting cycle (annual, biennial, etc) |
Article: About StatoilHydro |
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| 3.4 |
Contact point for questions regarding the report or it contents.. |
Article: About StatoilHydro |
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| Report scope and boundary |
| 3.5 |
Process for defining report content |
Article: Defining the content of the report |
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| 3.6 |
Boundary of the report (e.g., countries, divisions, subsidiaries, leased facilities, joint ventures, suppliers). See GRI Boundary Protocol for further guidance. |
Article: Defining the content of the report |
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| 3.7 |
State any specific limitations on the scope or boundary of the report. |
Article: Defining the content of the report |
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| 3.8 |
Basis for reporting on joint ventures, subsidiaries, leased facilities, outsourced operations, and other entities that can significantly affect comparability from period to period and/or between organizations. |
N/A |
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The basis for reporting on joint ventures, subsidiaries, leased facilities etc have not been altered |
| 3.9 |
Data measurement techniques and the bases of calculations, including assumptions and techniques underlying estimations applied to the compilation of the Indicators and other information in the report. |
Key sustinability performance, HSE accounting, Social performance data, article: Overview over activities by country |
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| 3.10 |
Explanation of the effect of any re-statements of information provided in earlier reports, and the reasons for such re-statement (e.g., mergers/acquisitions, change of base years/periods, nature of business, measurement methods). |
Not relevant |
|
There have not been any restatements compared to previous reports |
| 3.11 |
Significant changes from previous reporting periods in the scope, boundary, or measurement methods applied in the report. |
Not relevant |
|
There are no significant changes in scope, boundary or measurement methods |
| GRI content index |
| 3.12 |
Table identifying the location of the Standard Disclosures in the report. |
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| 3.13 |
Policy and current practice with regard to seeking external assurance for the report. If not included in the assurance report accompanying the sustainability report, explain the scope and basis of any external assurance provided. Also explain the relationship between the reporting organization and the assurance provider(s). |
Assurance report from Ernst & Young |
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| 4. Governance, Commitments, Engagements |
| 4.1 |
Governance structure of the organization, including committees under the highest governance body responsible for specific tasks, such as setting strategy or organizational oversight. |
Corporate governance: General meeting of shareholders, Nomination committee, Corporate assembly, Board of directors |
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| 4.2 |
Indicate whether the Chair of the highest governance body is also an executive officer (and, if so, their function within the organization’s management and the reasons for this arrangement). |
Board of directors |
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| 4.3 |
For organizations that have a unitary board structure, state the number of members of the highest governance body that are independent and/or non-executive members. |
Board of directors |
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| 4.4 |
Mechanisms for shareholders and employees to provide recommendations or direction to the highest governance body. |
General meeting of shareholders |
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| 4.5 |
Linkage between compensation for members of the highest governance body, senior managers, and executives (including departure arrangements), and the organization’s performance (including social and environmental performance). |
Compensation to the governing bodies and note 3 in Statutory accounts + statement on corporate governance (Statutory report) |
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Statement on corporate governance plus parent company financials with remuneration tables and policies will be included in statutory report |
| 4.6 |
Processes in place for the highest governance body to ensure conflicts of interest are avoided. |
Ethics Code of Conduct, 4.5 |
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| 4.7 |
Process for determining the qualifications and expertise of the members of the highest governance body for guiding the organization’s strategy on economic, environmental, and social topics. |
Rules of procedures for the board of directors |
Instructions for the nomination committees in SH |
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| 4.8 |
Internally developed statements of mission or values, codes of conduct, and principles relevant to economic, environmental, and social performance and the status of their implementation. |
Statoil Hydro book. Ethics Code of Conduct, Management approach (HSE, HR, CSR) Chapter 8 |
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| 4.9 |
Procedures of the highest governance body for overseeing the organization’s identification and management of economic, environmental, and social performance, including relevant risks and opportunities, and adherence or compliance with internationally agreed standards, codes of conduct, and principles. |
Rules of procedures for the board of directors |
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| 4.10 |
Processes for evaluating the highest governance body’s own performance, particularly with respect to economic, environmental, and social performance. |
Rules of procedures for the board of directors
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| Commitments to external initiatives |
| 4.11 |
Explanation of whether and how the precautionary approach or principle is addressed by the organization. |
Articles: Managing our impacts; Environment and Climate |
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| 4.12 |
Externally developed economic, environmental, and social charters, principles, or other initiatives to which the organization subscribes or endorses. |
Articles: Working in collaboration; Human rights, Integrity and transparency. |
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| 4.13 |
Memberships in associations (such as industry associations) and/or national/international advocacy organizations. |
Article: Working in collaboration |
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| 4.14 |
List of stakeholder groups engaged by the organization. |
Articles: Stakeholder dialogue and engagement, Working in collaboration |
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| 4.15 |
Basis for identification and selection of stakeholders with whom to engage. |
Articles: Stakeholder dialogue and engagement; Working in collaboration |
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Stakeholder dialogues is also described in various sub-chapters such as "Engaging local communities", " Helping communities adapt to change". |
| 4.16 |
Approaches to stakeholder engagement, including frequency of engagement by type and by stakeholder group. |
Articles: Stakeholder dialogue and engagement; Working in collaboration |
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| 4.17 |
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. |
Articles: Defining the content of the report; Stakeholder dialogue and engagement; Working in collaboration |
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IR perception study. Stakeholder dialogues is also described in various sub-chapters such as "Engaging local communities", " Helping communities adapt to change". |
