2019 SUSTAINABILITY REPORTTHANK YOU FOR READING. FOR MORE INFORMATION, PLEASE VISIT:

WWW.SUSTAINABILITY.DOLPHINENERGY.COM

POSITIVEENERGYALL IT TAKES IS

Our sustainability management approach is built upon the six pillars of our sustainability framework which represent all aspects of our business and provide a focus for all our sustainability efforts.

We are committed to prioritizing the issues that directly intersect with our business and matter the most to our stakeholders. This enables us to address the right issues and report on them more effectively.

In 2019, we started a thorough review process of our materiality matrix in line with GRI Standards. We redefined the material issues to reflect the latest industry and global developments and conducted an extensive stakeholder survey.

Our materiality matrix captures the 21 issues that were identified as material for our business to manage under the six pillars of our sustainability framework.

ABOUT THIS PUBLICATIONThis is the 11th year that Dolphin Energy has reported on its sustainability efforts. This executive summary captures progress we have made towards our sustainability goals. Data in this report covers the calendar year 2019 and was prepared using the GRI Standards, Oil and Gas Sector Disclosures, and the oil and gas industry guidance on voluntary sustainability reporting provided by the global oil and gas industry association for environmental and social issues (IPIECA).

To view the full report please visit: www.sustainability.dolphinenergy.com

?Dolphin Energy's

SustainabilityFramework

Put ourPeople First

Create Value

Protect theEnvironment

Become a BetterCorporate Citizen

Lead in theAdoption of

Sustainability Management

Operate withExcellence

SUSTAINABILITY ATDOLPHIN ENERGY

OUR COMMITMENT Dolphin Energy Limited is committed to protecting its people, safeguarding the environment, and conducting its activities in a socially responsible manner within the communities in which it operates. We consider this commitment to Health, Safety, the Environment and Security (HSES) to be just as important as our commitment to other key business objectives.

Impo

rtanc

e to

Sta

keho

lder

s

Importance to Dolphin Energy

MATERIALITY MATRIX

Material Highly Material Most Material

Level of Significance

of Issues

CustomerSatisfaction

Emissions andAir Quality

Employee Skillsand Capacities

ClimateAction

Energy Useand Efficiency

Employee Retentionand Satisfaction

EconomicPerformance

Security andEmergency Preparedness

StakeholderEngagement and Partnerships

BiodiversityConservation

CommunityEngagement

Research, Developmentand Innovation

Nationalisation and Local Job Creation

Water Efficiencyand Recycling

Local EconomicDevelopment

WasteManagement

WorkforceDiversity

Supply ChainSustainability

Reliable andEfficient Operations

Business Ethics

Health andSafety

Lead in the Adoptionof Sustainability Management

Operate withExcellence

Put Our People First

Create Value

Protect the Environment

Become a BetterCorporate Citizen

02

Awards and Recognitions

• ‘Best Sustainability Report’ Award from the Abu Dhabi Sustainability Group (ADSG)

• The Annual Qatarization Award in the ‘Supporting Qatarization’ category at the Energy Sector’s 19th Annual Qatarization Review Meeting

• Certificate of Recognition from the Abu Dhabi Sustainability Group (ADSG) for our dedication and commitment to promoting sustainability management best practices

7

The COLOUR VERSION of the Sustainable Development Goals logo is ONLY to be used on a white or light grey background. See colour values to the right.

USAGE LOGO: COLOUR VERSION

SDG LOGO FOR NON-UN ENTITIES

VERTICAL LOGOLOGO

LIGHT GREY

PMS: Cool Gray 1CR 241 G 241 B 241C 4 M 3 Y 3 K 0

Qatar National Vision 2030

UN Sustainable Development Goals

UAE Vision 2021

• Certificate of Achievement in ‘Total’s Yellow Belt Lean Methodology’ presented to Dolphin Energy employees who participated in training

• Certificate of Appreciation to Dolphin Energy employees who presented at the ‘RLIC Environmental Sustainability Initiatives and Achievements Workshop’ and at the ‘16th Qatar Gas Engineering Forum’ in Qatar

ALIGNMENT

OUR SUSTAINABILITYPERFORMANCEIN THIS SECTION, WE PRESENT OUR OBJECTIVES FOR EACH PILLAR OF OUR SUSTAINABILITY FRAMEWORK, OUR ACTIVITIES IN 2019 THAT SUPPORT ACHIEVING THESE OBJECTIVES, AND OUR RESULTING PERFORMANCE.

OUR OBJECTIVEWe aim to lead in the adoption of sustainability management by continually improving our strategy and governance to ensure the long-term sustainable growth of our business. Engaging in ongoing dialogue with a broad range of stakeholders is a core component of our sustainability strategy that helps us identify, prioritize, and achieve our sustainability commitments.

2019 ACHIEVEMENTS• Reviewed and updated our materiality

matrix• Initiated digitization of the balanced

scorecard framework

LEAD IN THE ADOPTION OF SUSTAINABILITY MANAGEMENT

• Aligned our activities to national and international sustainable development agendas

• Engaged and collected feedback from more than 400 people across all our stakeholder groups, as part of our materiality update process

• Engaged our employees in our annual Sustainability Week, motivating them to become more active about sustainability

2019 PERFORMANCE

04

OUR OBJECTIVEWe strive to cultivate a work environment that rewards our employees fairly, embraces diversity, and ensures inclusion at every level of the company. We focus on being a trusted company that is recognized as an employer of choice, with the objective of providing rewarding careers and development opportunities that allow us to attract and retain the right people.

2019 ACHIEVEMENTS• Aligned the HR allowances and benefits

policy upstream with the Energy & Industry Sector in Qatar

• Enhanced the Further Education Policy

• Completed the Competency Assurance Management System (CAMS) assessment of 80 more employees

• Established a gender balance committee in the UAE as a pilot to increase the presence of women in operations and technical fields

OPERATE WITH EXCELLENCE PUT OUR PEOPLE FIRST

2019 PERFORMANCE

03

OUR OBJECTIVEOperational excellence means running our operations safely, reliably, and efficiently. We aim to achieve this through investment in reliable and efficient production and distribution, a relentless focus on effective risk management, working to meet the highest health and safety standards, maintaining integrity of our assets, and streamlining our operational processes. This in turn ensures customer satisfaction, value creation and long-term growth.

2019 ACHIEVEMENTS• Selected sixteen digital projects as part of

Future Forward

• Implemented several process improvement projects through The CORE Project

• Signed a new agreement with Emirates Global Aluminium (EGA)

• Completed the Reservoir Management Optimization Project (RMOP)

• Launched the Advanced Subsea Intervention Support & Technology (ASSIST) pipeline repair system

• Launched Dolphin Energy’s Excellence Program (DEEP) for operational excellence and quality

• Launched a ‘Knowing Quality’ campaign of training and communications

• Developed a Customer Transaction Automation System

• Enhanced our Business Continuity Management systems and updated our crisis and emergency management procedure

• Deployed an electronic Permit to Work (e-PTW) system downstream

• Completed a chemical exposure monitoring study upstream

• 6% total employee turnover rate

• 9% of women held management positions

• 100% of employees examined via performance reviews

• Return to work rate for employees taking parental leave was 100%

• Our employee training expenditure increased, reaching USD 1,770,827

Perc

enta

ge

0

2

4

6

8

10

5

3

6

3

9

2

7

5

Total Turnover Unplanned Turnover

20192018201720162015

6

3

1,0002,000

0

4,0003,000

5,0006,0007,000

0

20

10

30

40

Average Hours of Training per Employee

Average Cost of Training per Employee

29 27

36

2829

Cos

t (U

SD)

1,551 1,8051,1452,095

4,336

20192018201720162015

950

1,050

1,000

1,100

1,000 9811,0241,037

1,083

Tota

l Num

ber

of

Empl

oyee

s

20192018201720162015

SUSTAINABLE DEVELOPMENT GOALS ALIGNMENT

SDG 3.9 SDG 8.2 SDG 8.4SDG 8.8

SDG 9.1

SUSTAINABLE DEVELOPMENT GOALS ALIGNMENT

SDG 4.4 SDG 5.1 SDG 8.5SDG 8.6

SDG 10.2SDG 10.3

2019 PERFORMANCE• Exceeded 8 trillion standard cubic feet of Development and Production

Sharing Agreement (DPSA) gas

• Achieved 400 million barrels of cumulative condensate production

• Conducted two major emergency exercises, one upstream and one downstream

• Experienced one Tier 1 and one Tier 2 Process Safety Event (PSE)

• Improved our Total Recordable Incident Rate (TRIR) to 0.3 (from 0.7 in 2018)

0.0

0.2

0.4

0.6

0.8

TRIR

(per

mill

ion

wor

king

hou

rs) 0.7

0.3

0.1

0.70.8

20192018201720162015

Thou

sand

s (U

SD)

1,900,000

1,800,000

2,100,000

2,000,000

2,300,000

2,400,000

2,200,0002,202,635

2,347,985 2,343,655

2,039,6302,101,113

20192018201720162015

Bbt

u

730,000

750,000

800,000

790,000

770,000754,170 766,299

768,096766,239

792,088

20192018201720162015

Female Employment Rate

Women in ManagementFemale Turnover Rate

0

20

10

30

40

Perc

enta

ge

Female New Hires

2623

15

8 7

31

16

7 6 6 69

16

2317

3

1014

83

20192018201720162015

TOTAL GAS SOLD

REVENUE (DOWNSTREAM OPERATIONS)

TRIR OF EMPLOYEES AND CONTRACTORS

TOTAL WORKFORCE*

EMPLOYEE TURNOVER

FEMALE EMPLOYMENT

AVERAGE HOURS & COST OF TRAINING PER EMPLOYEE

* Inclusive of employees with a temporary employment contract of short-term (maximum of 6 months)

05

2019 PERFORMANCE• Increased community investments by

11% compared to 2018

• Provided 45 internships for young Nationals, 25% more than in 2018

• 77% of total Senior Management positions were held by Nationals

• 85% of our procurement spending went to local suppliers

06

2019 PERFORMANCE

OUR OBJECTIVEWe seek to address global environmental issues proactively throughout the lifecycle of our operations, including Greenhouse Gas (GHG) emissions, energy efficiency, water withdrawal, waste and wastewater generation, air quality, and biodiversity protection. Reducing and managing our environmental impacts responsibly is an integral component of our operational excellence.

2019 ACHIEVEMENTS

• Implemented initiatives to improve the energy efficiency of systems and equipment

• Replaced some conventional lighting at our onshore plant with energy efficient LED lights

• Completed the pilot project for occupancy sensors in our buildings

• Initiated a project to refurbish and upgrade the existing solar power system on the gas network

• Continued our sponsorship of the Gulf Green Turtle project and Al Wathba Wetlands Reserve project

• Increased environmental expenditure by 9% reaching USD 11.2 million

• Maintained stable GHG emissions and GHG intensity, while further developing emission reduction actions

• Registered a significant decline in vented gas, while flaring remained stable

• Reduced NOx and SO2 emissions by 7% and 24%, respectively

• Improved water consumption intensity by 4.5%

• Reduced total hazardous waste by 26%

• Increased the volume and percentage of total waste recycled to 51%

Emiratization Qatarization

0

50

100Pe

rcen

tage 60

92

55

26 27

83

28

67

83

28

70

92

30

7077

Nationals in Senior Management Roles

20192018201720162015

0

4,000

2,000

6,000

3,4343,795

4,4134,6805,125

Thou

sand

s (U

SD)

20192018201720162015

50

25

75

0

Perc

enta

ge

100 88 87 858684

20192018201720162015

SDG 4.4 SDG 6.3.1SDG 6.4.1

SDG 9.4 SDG 14.1.1SDG 7.2 SDG 13.2SDG 13.3

SDG 12.2 SDG 12.4SDG 12.5SDG 12.8

SDG 15.1.2SDG 15.6

SDG 5.5 SDG 8.1SDG 8.2SDG 8.6

SDG 11.4SDG 11.7

SDG 12.7

SUSTAINABLE DEVELOPMENT GOALS ALIGNMENT SUSTAINABLE DEVELOPMENT GOALS ALIGNMENT

12.5

13.5

13

14

14.5

15

13.6

13.2 13.2

14.0

12Kt

of C

O₂e

/Mm

boe

Prod

ucti

on 13.6

20192018201720162015

0

Tons

/Mm

boe

Pro

duct

ion

3

2

1.5

2.5

10.330.250.260.5

NOx Emissions IntensityVOC Emissions Intensity after Repair

SO2 Emissions Intensity

2.1

2.72.5

0.81.0

0.7

2.2

0.8

2.7

1.1

0.31

20192018201720162015

0.26

14.0

13.0

15.0

13.0 13.0

15.0

13.8

15.3

12.0

MM

scf/

Mm

boe

Prod

ucti

on

16.0

20192018201720162015

150,000

160,000

170,000

180,000

161,361 162,688165,986

172,585

GJ/

Mm

boe

Pro

duct

ion

168,789

20192018201720162015

CREATE VALUE PROTECT THE ENVIRONMENT

Education

Culture & the Arts Environment

Sports

Social and Community Contributions

36%

31%

4%

16%14%

OUR OBJECTIVEWe seek to contribute to the local economic development of the countries in which we operate through recruitment and development of Emiratis and Qataris, community investment, and local procurement. As such, we create lasting value for our communities and strive to improve the lives of generations to come.

2019 ACHIEVEMENTS• Met our Emiratization target of 70%

• Met our Qatarization target of 30%

• Continued our commitment to provide sponsorships in the areas of education, culture and community development. Education constituted the biggest proportion (36%) of our community investments

PROCUREMENT SPENDING ON LOCAL SUPPLIERS

PERCENTAGE OF COMMUNITY INVESTMENT BY FOCUS AREA

TOTAL COMMUNITY CONTRIBUTIONS

NATIONALIZATION

ENERGY INTENSITY

AIR EMISSIONS INTENSITY

FLARING INTENSITY

GHG EMISSIONS INTENSITY

07

OUR OBJECTIVEAs a conscientious corporate citizen, we are committed to embedding transparency and accountability in our governance. We hold ourselves to the highest standards of ethical conduct and ensure our business partners operate according to our standards for responsible behavior.

2019 ACHIEVEMENTS• Conducted 18 Code of Business Conduct (CBC)

training sessions

• 18 audits covering technical and support services were conducted by Internal Audit

• Held the annual HSES Contractors’ Forum

• Analyzed 100% of business units for corruption

• Registered zero reports of concern or violations of the Code of Conduct during the year

• Registered zero incidents of non-compliance with laws and regulations

• Completed seven Safety Quality Management Audits (SQM) of contractors

2019 PERFORMANCE

Cautionary Statement

Dolphin Energy’s 2019 sustainability report contains certain forward-looking statements. All statements, other than statements of historical fact, are or may be deemed to be, forward-looking statements. By their nature, forward-looking statements involve known and unknown risks and uncertainties that could materially affect expected results of operations, cash flow and business prospects, because they relate to events and depend on circumstances that will or may occur in the future. Readers should not place undue reliance on forward-looking statements, which speak only as of the date of this report.

0

40

30

10

20

50

60

29

46

51

27

19Perc

enta

ge

20192018201720162015

100

0m

³/M

mbo

e P

rodu

ctio

n

5

5.2

5.4

5.6

5.4 5.4 5.4

5.5

5.1

20192018201720162015

4

2

6

0

8

10

1210

4

9

11

7

Num

ber

20192018201720162015

SUSTAINABLE DEVELOPMENT GOALS ALIGNMENT

SDG 12.7 SDG 16.5

BECOME A BETTER CORPORATE CITIZEN

TOTAL HSES AUDITS FOR CONTRACTORS

PERCENTAGE OF WASTE RECYCLED

WATER CONSUMPTION INTENSITY

2019 SUSTAINABILITY REPORTTHANK YOU FOR READING. FOR MORE INFORMATION, PLEASE VISIT:

WWW.SUSTAINABILITY.DOLPHINENERGY.COM

POSITIVEENERGYALL IT TAKES IS