Issuu

2021

INAUGURAL REPORT

TABLE OF CONTENTS

INTRODUCTION Discover the inspiration behind Safe Harbor Sustainability and the ways in which we are caring for our people and the natural world.

CHAPTER 1 Safe Harbor Sustainability

The framework of Safe Harbor Sustainability is defined by three foundational pillars that are deeply rooted in who we are.

CHAPTER 2 People & Culture

We foster a collaborative, peoplecentric culture that pursues integrity, humility, and compassion.

4 12 30

CHAPTER 3 Places & Stewardship

Our profound commitment to restoration and conservation of the precious waterways and uplands upon which we operate is fundamental to our mission.

CHAPTER 4 What's Next

As we look to the future, our sustainability strategy will continue to be one of analysis, improvement, and innovation.

GRI INDEX

82 86

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INTRODUCTION

In your review of this report, you will learn some of the ways that we are caring for our people and places... We will never be satisfied or finished with this worthy endeavor, and we invite you to join us on the journey.

A LETTER FROM OUR CEO The pages you are about to read describe some of the intentions and ambitions that flow through Safe Harbor. They’re packaged together as an “ESG report” but they predate the immense popularity of that terminology, and they will also outlast it. Safe Harbor is in the process of building something beautiful. We desire for future generations to be proud of both our efforts and our impact. We pursue this outcome through an unwavering commitment to, and rigorous service of, two key constituents: people and places. First, a word about our people. Safe Harbor is made up of around 3,000 Teammates who serve 45,000 boating families, or Members. This is how we think about our Teammates: they both earn and retain the right to lead in our organization through service of each other and service of our Members. We hire and promote based upon the character of people and not based upon their curricula vitae or their DNA. Our work environment is characterized by an open diversity of experience, opinions, thoughts and ideas. This diversity is undergirded and unified by a common character trait of our

Teammates: they persevere with excellence in the face of difficult obstacles. The collective impact of this is outstanding service of our Members. Our responsibility, and our great joy, is to foster and enkindle both our Teammates and Members toward their long-term flourishing. Similarly, we delight in stewardship of our places. Safe Harbor is the happy custodian of more than 130 waterfront properties throughout North America and the Caribbean. We are always innovating in favor of the health of these precious resources. It is not a burden put on us by any outside force but is an intrinsic enterprise within us. In your review of this report, you will learn some of the ways that we are caring for our people and places. We believe that doing so will yield the best possible results for our shareholders over time. We will never be satisfied or finished with this worthy endeavor, and we invite you to join us on the journey.

BAXTER UNDERWOOD | CHIEF EXECUTIVE OFFICER

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INTRODUCTION

2021 Safe Harbor Sustainability Report Our future depends on healthy relationships between our business, our people, and the natural world in which we operate.

Welcome to Safe Harbor Sustainability. Safe Harbor is an expansive marina network that (i) provides services and premium experiences to our Members, and (ii) connects them with each other and to the environment.

This inaugural report introduces the Safe Harbor Sustainability strategy and reflects both baseline data from fiscal year 2021, as well as program development through April 2022. The report is organized into six core sections providing high-level insights into our business, materiality process, ESG strategy and programming, as well as goals for 2022. We are currently in an investment and growth phase of our business lifecycle. Therefore, we refrained from quantitative target-setting because we do not yet have a firm baseline for many of our environmental and social metrics. Once our baseline is established, we look forward to target-setting in a strategic and thoughtful manner. Future sustainability reporting will occur on an annual basis and may include any necessary restatements of information as set forth in the Global Reporting Initiative (GRI) Global Reporting Standards (“Standards”). This report has been prepared with reference to the Standards.

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INTRODUCTION

B U S I N E S S OV E RV I E W Company Name

Safe Harbor Marinas, LLC

Headquarters

Dallas, Texas, United States

Description

Safe Harbor Marinas, LLC ("Safe Harbor") is a subsidiary of a public, real estate investment trust (REIT) called Sun Communities, INC ("Sun"). Our network has grown to over 130 marinas across the United States and Puerto Rico, where we serve over 45,000 Members.

Main Products & Services

We provide a variety of experiences and services to our Members, including but not limited to premium hospitality services and special events, slip and dry stack rentals, mechanical, repair and maintenance services to nautical vessels.

Financial Reports

Safe Harbor’s financial reports are consolidated with Sun’s financial filings, which are publicly available here.

Primary Reporting Contact

Caitlin Ajax, Vice President, Environment, Social, & Governance cajax@shmarinas.com

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INTRODUCTION

Our network As of May 2022

We are the largest and most diversified network of marinas anywhere in the world. 10

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CHAPTER 1 | Safe Harbor Sustainability

SAFE HARBOR S U S TA I N A B I L I T Y

Safe Harbor Loch Lomond | San Rafael, CA

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CHAPTER 1 | Safe Harbor Sustainability

Looking back The year 2021 was an exciting one for the future of Safe Harbor. Not only did we continue on our incredible growth trajectory, but we took our focus on service, excellence, and stewardship to a new level by launching Safe Harbor Sustainability, our Environment, Social and Governance (ESG) program. What began as an informal conversation with two consultants ended with the formation of an ESG governance structure, a complete materiality assessment and a tailored ESG Framework to guide the program’s development into 2022. 14

In 2021, we added the lens of ESG reporting to our existing and ongoing evaluation of our culture, operations and investments on behalf of our people and places.

IN 2021, WE:

1 Engaged executive leadership

to develop a corporate sustainability strategy and integrate that strategy within our larger corporate vision.

2 Established Safe Harbor ESG Council

responsible for sustainability governance at Safe Harbor and held three meetings to review and approve strategy development.

3 Completed 1st materiality assessment

by surveying or directly engaging with Teammates, Members, and environmental non-governmental organizations.

4 Identified ESG Framework

consisting of three "pillars" to guide action on Safe Harbor's material topics going forward.

5 Began collecting data

and measuring performance on key engironmental and social indicators as required by global reporting frameworks such as GRI, TCFD and GRESB.

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CHAPTER 1 | Safe Harbor Sustainability

Safe Harbor Tower Marine | Douglas, MI

O U R A P P R OAC H TO M AT E R I A L I T Y When we began our sustainability journey, we wanted people – rather than ratings or indices – to help us chart a course. In 2021, Safe Harbor conducted its first materiality assessment to find out what mattered most to our business, our key stakeholders, and to identify our biggest impacts and opportunities. THE ESG COUNCIL Our executive leadership was directly involved with sustainability program development at the very beginning. In April 2021, the ESG Council was formed to provide governance on our strategy going forward. The ESG Council consisted of seventeen Teammates at the executive and management levels, including Safe Harbor’s CEO, CFO, and both its COOs. We conducted live surveys to help answer three questions: 1. What are the impacts of Safe Harbor operations on material ESG concerns? 2. On what ESG-related impacts is Safe Harbor in the best position to take meaningful action? 3. What ESG-related areas have the most impact on our business?

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CHAPTER 1 | Safe Harbor Sustainability

Groups that were represented in our materiality assessment are Teammates, Members, and the Environment.

C O N S U LT I N G S TA K E H O L D E R S We determined “what matters most to our business.” To accomplish this, we began the process of stakeholder engagement. We identified the full range of our company’s stakeholders, and then prioritized those based on their importance to the business, as well as their accessibility for engagement purposes. Three key stakeholder groups – Teammates, Members, and “the Environment” – were the focus of our first materiality assessment. Using a combination of surveys and focus group discussions, we presented a list of sustainability “macro-topics” for stakeholders to consider and collected data on how stakeholders prioritized them for Safe Harbor. The list of macro-topics was developed by consulting the Global Reporting Initiative’s (GRI) Universal and Topic Standards, the Sustainability Accounting Standards Board (SASB) Standards for Leisure Facilities and Real Estate, publiclyavailable information from ESG rating agencies1, and business-specific feedback from our ESG Council. Definitions and specific examples were provided to give clarity on each macro-topic.

Macro-topics presented to stakeholders in 2021:

• • • • • • • • • • • •

Environmental compliance Climate change & emissions reduction Waste management & reduction Coastal & marine ecosystem conservation Corporate culture Employee well-being Member services Health & safety Community engagement Other external partnerships & relationships Marketing & branding practices Governance, economic performance & impacts

When surveying publicly-available information from ESG ratings agencies, we paid close attention to industry-specific guidance on materiality for the real estate and hospitality industries. 1

O U R E N G AG E M E N T P R O C E S S

Teammates

We circulated a 17-question survey to our Teammates, which covered 12 ESG-related macro-topics and asked Teammates to assign a 1 (least important) through 5 (most important) ranking to each. We provided comment boxes for qualitative feedback on the macro-topics themselves, as well as opinions about Safe Harbor’s biggest sustainability risks and opportunities.

TOTAL RESPONDENTS: 545 Teammates

Members

Within our annual Member survey, we included a single, multi-part question that asked Members to assign a 1 (least important) through 5 (most important) ranking to the 12 macro-topics. We provided comment boxes for qualitative feedback.

TOTAL RESPONDENTS: 12,500 Members

Environment

We invited representatives from five (5) NGOs specializing in coastal, marine, and watershed stewardship to participate in two focus group meetings. Those NGOs were The Nature Conservancy, Save the Bay, Galveston Bay Foundation, Chesapeake Bay Foundation, and Restore America’s Estuaries. We collected qualitative data from each focus group based on a guided discussion.

TOTAL RESPONDENTS: 5 Environmental Groups

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CHAPTER 1 | Safe Harbor Sustainability

M AT E R I A L TO P I C S Our ESG Council reviewed the data from our materiality assessment and quickly identified the five most important areas of concern to our stakeholders. These areas of focus will drive investment of our time and energy as we allocate resources in the months and years ahead:

Coastal & marine ecosystem conservation

Environmental compliance

Teammate well-being

Member service

Health & safety

Safe Harbor Great Island | Harpswell, ME

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CHAPTER 1 | Safe Harbor Sustainability

PILLAR 1 Culture of Character Our leadership team is made up of individuals with different backgrounds and perspectives, but who share a common commitment to our culture. In our culture, leaders both (i) earn and (ii) retain the right to lead through service of our stakeholders with selflessness, humility, honesty and integrity.

PILLAR 2 Prioritizing Our People We will invest energy and capital into improving the well-being of our Teammates’ lives and economic opportunities. We will serve our Members with a focus on caring for their health, safety and enjoyment so that they may create lasting positive memories each time that they are with us.

PILLAR 3 Leadership in Coastal & Marine Stewardship We will invest energy and capital into habitat restoration & conservation in and around Safe Harbor Marinas. We will not only comply with environmental best practices at our marinas, we will advance them through green energy innovations, climate change planning, and industry support for environmental stewardship. 22

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CHAPTER 1 | Safe Harbor Sustainability

TOWA R D A G LO B A L C O M M I T M E N T In certain instances, our areas of focus in service of our stakeholders align (to varying degrees) with the United Nations Sustainable Development Goals, or "SDGs." Although such alignment is not a primary metric of success for Safe Harbor Sustainability, the below chart tracks how our areas of focus line up with various SDGs:

O U R M AT E R I A L T O P I C

Coastal & Marine Ecosystem Conservation

UN SDG

Affordable and Clean Energy

Industry, Innovation, and Infrastructure

Climate Action

Life Below Water

S D G TA R G E T S W E C O N T R I B U T E T O

H O W O U R S T R AT E G Y C O N T R I B U T E S T O D AT E

7.2

9.4

13.1

By 2030, increase substantially the share of renewable energy in the global energy mix.

By 2030, upgrade infrastructure and retrofit industries to make them sustainable, with increased resource-use efficiency and greater adoption of clean and environmentally sound technologies and industrial processes, with all countries taking action in accordance with their respective capabilities.

•

Initiated project to equip 200,000 square feet of shed space with solar panels at Lauderdale Marine Center (FL).

•

Exploring broad deployment of solar at or near other marinas to decrease fossil fuel emissions and increase resilience to grid disruptions.

•

Built or replaced bulkheads and/or raised bulkhead elevation at 10 marinas.

•

Replaced docks at 17 marinas with floating docks to make marina infrastructure more resilient against hurricanes and storm surge.

•

Exploring broad deployment of solar at or near other marinas to decrease fossil fuel emissions and increase resilience to grid disruptions.

•

Convened inaugural Safe Harbor Coastal & Marine Stewardship Working Group to oversee Rhode Island pilot program for habitat restoration and conservation. Projects and KPIs to be determined in 2022 - 2023.

Strengthen resilience and adaptive capacity to climate-related hazards and natural disasters in all countries.

14.2 By 20201, sustainably manage and protect marine and coastal ecosystems to avoid significant adverse impacts, including strengthening their resilience, and take action for their restoration in order to achieve healthy and productive oceans. Even though this target date has passed, our strategy still contributes to the broader goal of promoting coastal and marine habitat restoration and resilience. 1

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CHAPTER 1 | Safe Harbor Sustainability

O U R M AT E R I A L T O P I C

Environmental Compliance

UN SDG

Clean Water and Sanitation

Life Below Water

Teammate Well-Being

Decent Work and

Health & Safety

Decent Work and

Economic Growth

S D G TA R G E T S W E C O N T R I B U T E T O

H O W O U R S T R AT E G Y C O N T R I B U T E S T O D AT E

6.3

By 2030, improve water quality by reducing pollution, eliminating dumping and minimizing release of hazardous chemicals and materials, halving the proportion of untreated wastewater and substantially increasing recycling and safe reuse globally.

•

Prior to 2021, established an environmental management program to ensure proper compliance measures at all marinas where applicable, which includes but is not limited to stormwater and VOC permitting and SWPPP, SPCC and emergency response plans.

By 2030, achieve full and productive employment and decent work for all women and men, including for young people and persons with disabilities, and equal pay for work of equal value.

•

Broad distribution of equity and other financial rewards from company performance.

•

Best-in-class benefits (e.g. healthcare, parental leave), training, opportunities for professional growth and promotion, safety and security.

8.8 Protect labour rights and promote safe and secure working environments for all workers, including migrant works, in particular women migrants, and those in precarious employment.

•

Developed EHS Monthly Scorecard linking bonus eligibility to EHS performance.

•

Provided regular trainings for EHS coordinators and General Managers on all OSHA compliance measures.

14.1 By 2025, prevent and significantly reduce marine pollution of all kinds, in particular from land-based activities, including marine debris and nutrient pollution.

8.5

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CHAPTER 1 | Safe Harbor Sustainability

QUESTION & ANSWER What is unique or special about Safe Harbor Sustainability?

“First, from the start, our leadership was keen on approaching corporate sustainability the correct way. That means going through the steps to create a sustainability strategy that fits our business and that has positive impact in a few key areas, as opposed to a ‘catch all’ approach that tries to do everything, and ends up doing nothing well.

Second, we are the first business of our kind. We have the resources – both physical and financial – to do things in the sustainability space that few to no companies have done before. We are just beginning to understand the realm of possibilities when it comes to managing our impacts, and realizing net positive impacts, especially in the area of coastal and marine stewardship. Now that we have a strategic framework in place, I can’t wait to see where this journey takes us.”

CAITLIN AJAX | VP, ENVIRONMENT, SOCIAL & GOVERNANCE

...we are the first business of our kind. We have the resources – both physical and financial – to do things in the sustainability space that few to no companies have done before.

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CHAPTER 2 | People & Culture

PEOPLE & C U LT U R E

We foster a collaborative and caring culture that pursues integrity, humility, and taking care of each other.

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CHAPTER 2 | People & Culture

Safe Harbor Sustainability Pillar 1:

C U LT U R E O F C H A R A C T E R Our leaders understand that our future depends not on big things, but rather the small things, carried out in ordinary moments, with excellence, service, and good character. Character does not change under pressure or due to circumstance – it is defined as the person you are when no one else is watching. What sets us apart? From C-suite to dockhand, character is valued above all else.

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CHAPTER 2 | People & Culture

Safe Harbor Water Suite at Safe Harbor Newport Shipyard

Without a healthy marine environment, we don't have a viable business, so it's imperative that sustainability is ingrained in our ethos and culture, as well as our operating protocols.

QUESTION & ANSWER How does sustainability fit into your decision-making when it comes to creating premium experiences for our Members?

“Stewardship of our marine environment plays an important role in everything we do at Safe Harbor, and that includes hospitality. Without a healthy marine environment, we don’t have a viable business, so it’s imperative that sustainability is ingrained in our ethos and culture, as well as our operating protocols. This is not only prudent – it protects our most valuable asset – but it also aligns us with our Members, who come to us for their love of the water.

We work carefully to source sustainable products for a variety of Member services, establish environmental leadership, support clean initiatives and partner with brands that share our values. This ensures that whenever Members engage our brand or enjoy the premium experiences that we create for them, the emphasis on sustainability is pervasive, consistent, and leaves a lasting impact.”

ISABELLA RIDALL | VP, HOSPITALITY

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00 35

CHAPTER 2 | People & Culture

COUNCIL MEMBER &

Our corporate sustainability story began the way things often do at Safe Harbor – with a genuine interest in doing the right thing.

Baxter

Executive

Caitlin

Sustainab

OV E R S I G H T & S U S TA I N A B I L I T Y Our leaders have been passionate and engaged in sustainability at Safe Harbor since the inception of the company. More recently, they actively participated and/ or provided oversight of the stakeholder engagement and materiality assessment processes in 2021. Today, they are directly engaged in decision-making about sustainability strategy alongside passionate Teammates from across the business.

Humza Finance

E S G G OV E R N A N C E S T R U C T U R E

John R Legal EXECUTIVE COMMITTEE

Safe Harbor’s senior executive leadership

SAFE HARBOR CEO Baxter Underwood

Nick M CapEx

ESG COUNCIL

17 executive & management teammates

S A F E H A R B O R V P, E S G Caitlin Ajax

Ron Mo Risk

& BUSINESS ASPECT REPRESENTED

r Underwood

Bo Wilson

Brad Alesi

e Leadership

Legal

Marketing

David Glass

Gavin McClintock

bility

Leadership

Executive Leadership

a Ahmed

Isabella Ridall

James Phyfe

Hospitality

Leadership

Katheryn Burchett

Mark Liffers

Executive Leadership

Environment, Health & Safety

Omar Soto

Peter Clark

Leadership

CapEx

Ajax

Ray

Miller

oreno

Tim Sargent Executive Leadership

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CHAPTER 2 | People & Culture

OUR CODE Our Code of Ethics & Business Conduct (“Code”) applies to all our Teammates, as well as our business partners, third parties, contractors, and joint venture partners. Responsibilities for implementing policies contained with the Code, including appropriate responses to reports of violations, are clearly outlined in the Code itself. The Code includes practical information in a Q&A format to provide guidance on navigating difficult situations in our business context, including how to report known or suspected ethics violations. Topics covered by our Code include, but are not limited to: • • • • • • •

Due diligence Ethics reporting Non-retaliation Non-discrimination Anti-harassment Workplace health & safety Fair dealing

• • • • • • •

Conflicts of interest Gifts & entertainment Working with government Information & asset protection Anti-corruption & bribery Anti-money laundering Collective bargaining agreements

Our Code of Ethics & Business Conduct provides practical information that provides guidance on navigating difficult siuations in our business context.

Safe Harbor Old Port Cove | North Palm Beach, FL

M A N AG I N G R I S K Safe Harbor undergoes an annual Enterprise Risk Management (ERM) process that is designed to identify and mitigate a variety of business risks, including those related to sustainability. This process starts with canvassing all of our leaders, from property General Managers on up, to identify and rank threats to our company. We then gather a select group of approximately 15 department heads to further define each risk and develop a process to manage it. The team assigned to manage each threat is then consulted throughout the year and tasked with updating and testing their mitigation plans. Any significant risks identified in our ERM process are considered in Sun’s ERM processes and procedures. For information on our approach to climate-related risk, see page 80. In 2021, we began using software provided by Origami Risk to better evaluate risk trends across our network, separate

out different risk types and related expenses, and increase communication between departments.

TA X As part of Sun, we take REIT compliance very seriously. We work with Sun’s personnel on REIT compliance and tax reporting matters, and, where appropriate, outsource our tax compliance work to qualified third parties. With regard to Puerto Rico, an unincorporated United States territory that maintains its own tax structure, we partner with local tax specialists who help ensure compliance with local tax regimes. Oversight of general tax obligations is the responsibility of senior Safe Harbor and Sun personnel. Lastly, our Code provides processes for reporting known or suspected illegal or unethical behavior with respect to tax or any other facet of the business.

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CHAPTER 2 | People & Culture

Safe Harbor Sustainability Pillar 2:

PRIORITIZING OUR PEOPLE It is true that Safe Harbor is a company that owns and operates marinas – but we are more than that. Safe Harbor is a family. Taking care of our people, characterized by our focus on (i) Teammate well-being and (ii) health and safety, is a top priority. We look forward to elevating our approach to both material topics in 2022 and beyond.

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CHAPTER 2 | People & Culture

Through internal and external training and educational resources, we are able to chart a path that gives every Teammate access to professional development opportunities.

QUESTION & ANSWER Safe Harbor has grown incredibly quickly. How do we make sure that our training, benefits, and wellness initiatives keep pace with our growth and the market for new talent?

“Our growth has been remarkable, but we refuse to settle for where we exist today. In order to keep pace, we must have viable channels to attract new talent. By leveraging technology, we want to accomplish better outreach and make joining our team accessible to more people. I am excited by the opportunities within Safe Harbor that allow for career advancement. Through internal and external training and educational resources, we are able to

chart a path that gives every Teammate access to professional development opportunities. On the benefits side, we collaborate with benefits experts to offer a diverse platform of health and wellness options. Safe Harbor is driven to provide options that are significant to Teammates and their families and that are responsive to their needs. Our culture has always been focused on people and we are committed to their success.”

COURTENAY MILLIRON | SENIOR VP, HUMAN RESOURCES

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CHAPTER 2 | Culture of Character

At Safe Harbor, our team is characterized by diversity of experiences, thoughts, opinions and ideas. The unifying quality of our Teammates is stoutness of character. They serve each other and our stakeholders with excellence even when facing headwinds and obstacles.

2 0 2 1 T E A M M AT E OV E R V I E W We aim to be an excellent company to work for. To that end, we continually review and update our benefits, training and development resources and support programs. Through communications like our monthly Waypoints newsletter, Safe Harbor All Hands video features, Safe Harbor Water Magazine and others, we prioritize open communication between leadership, Teammates, and among stakeholders. Additionally, through acquisitions, we hire many new Teammates from the local communities in which we operate, thereby adding value to various localities and enriching our own culture in the process.

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CHAPTER 2 | People & Culture

O U R P E O P L E AT A G L A N C E T E A M M AT E G E N D E R Male

Female

T E A M M AT E E M P L OY

T E A M M AT E A G E

Under 30 30-39 40-49 50-59 60 & older

2 0 2 1 T O TA L T E A M M AT E S

2,575 T E A M M AT E D E M O G R A P H I C S

79 %

White

13 %

Hispanic

Black or African American

MENT PROFILE

Asian

Full-time

Indigenous

Part-time Seasonal Two or more categories

Undisclosed

1% 1%

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CHAPTER 2 | People & Culture

100% Of Teammates receive annual performance reviews.

T E A M M AT E B E N E F I T S Safe Harbor offers a variety of benefits for full-time Teammates, including medical, dental and vision insurance coverage, paid parental leave, employer paid life insurance and several voluntary benefits such as legal and identity theft coverage and long and short-term disability. Also, the company automatically enrolls all Teammates in an employer matched 401(k) retirement plan.

T E A M M AT E E D U C AT I O N & D E V E LO P M E N T We onboard many new Teammates through acquisitions. A large corporate structure can be daunting to Teammates coming from smaller marinas or marina groups. Therefore, we focus on quality integration training in order to facilitate a smooth transition. We want every Safe Harbor Teammate to see a clear path forward and upward beyond the onboarding process. Our formal systems for training and professional development are currently being streamlined and improved. We look forward to describing those revised processes in detail in our next report. S A F E H A R B O R S U S TA I N A B I L I T Y | 2 0 2 1

CHAPTER 2 | People & Culture

O U R TA K E O N D I V E R S I T Y & I N C L U S I O N Safe Harbor is building something that has never existed before. We believe that optimal financial and culture results are generated over time by unified teams – not homogenous in nature – that express a plurality of viewpoints and ideas without explicit or implicit reservation. Safe Harbor is committed to building a workplace that promotes diversity, equity, inclusion and accessibility for all. Diversity is about gathering a variety of experiences, backgrounds, thoughts, and ideas through hiring, Teammate retention, and advancement. Equity is about creating an environment where performance is rewarded and Teammates broadly participate in the value they are creating. Inclusion is about encouraging the expression of intellectual and experiential diversity. It is about cultivating a culture that fully embraces all Teammates. Finally, accessibility is more than just compliance – it is about investing in resources and proactively creating spaces to help all our existing and future Teammates thrive.

2 0 2 2 G OA L S • Develop a roadmap for diversity, equity, inclusion and accessibility to ensure best practices and promote accountability. • Survey Teammates on safety, benefits and other issues that matter most to them. • Survey Teammates on additional training desired to advance their professional skills and abilities. • Roll out training for topics in greatest demand by our Teammates. • Improve and grow our pilot program for Marine Technician Apprenticeships.

We believe in making changes that actually improve daily quality of life for existing Teammates at Safe Harbor and that will attract diverse talent to the caring, collaborative culture we promote.

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QUESTION & ANSWER You helped build Safe Harbor’s Environment, Health and Safety (EHS) program from the ground up. What are you most proud of to date, and what will be your biggest focus for EHS growth in 2022?

“I am the very last person who should take credit for Safe Harbor’s EHS programs and performance. I have been fortunate to work with a wonderful group of Teammates at all levels throughout the company who are fully committed to safety and the environment – they are the ones doing all the work! My primary objective is to increase everyone’s knowledge and awareness about the impact that our work has on our environment, and to facilitate the development of a strong EHS culture. I am proud and grateful for the gains that our RVPs, GMs and site EHS Coordinators have made in areas like stormwater management, spill prevention and

emergency response planning. It is particularly gratifying to see how rapidly our newly acquired properties embrace the Safe Harbor EHS culture and the operational improvements that go along with it. For 2022, we will continue our training and awareness efforts, and focus on developing web-based EHS program management tools and Key Performance Indicators (KPIs). This will enhance our efficiency and effectiveness, and provide real-time feedback to our sites so that they can continue to improve their environmental performance. What gets measured gets managed!”

MARK LIFFERS | VP, ENVIRONMENT, HEALTH & SAFETY PROGRAMS

I am especially proud and grateful for the gains our RVPs, GMs, and site EHS Coordinators have made in areas like stormwater management, spill prevention, and emergency response planning.

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H E A LT H & S A F E T Y AT S A F E H A R B O R The United States Occupational, Safety and Health Administration (OSHA) provides the baseline standards for Safe Harbor’s EHS program. All Teammates are required to complete basic OSHA training and there is a copy of our EHS manual, also known as the “Orange Book,” at all properties.

2 0 2 1 OV E RV I E W

100% 100% 9.6 Of Teammates covered by

Of third-party contractors expected

OSHA Total Recordable Incident

company's OSHA management

to be OSHA and EPA compliant

Rate per 100 full-time Teammates

system

6.1

100%

OSHA DART rate per 100

Of network covered by company-

full-time Teammates

wide Safety Alert System.

We designate EHS Coordinators at every marina to implement the program and to field EHS-related questions or concerns. We also hold regular trainings for General Managers and EHS Coordinators that cover various topics from the Orange Book. These virtual trainings include a live Q&A component, where up to 60-70 participants can ask practical questions about EHS practices relevant to their day-to-day operations. The company also regularly sponsors OSHA 10-hour training workshops for General Managers and EHS Coordinators. Additionally, an EHS component was added to each Safe Harbor job description in early 2022, which allows incentives, rewards, and advancement to be linked to EHS performance.

I N C I D E N T M A N AG E M E N T If a Teammate is concerned about a workplace safety issue, management is the first point of contact, followed by human resources. All incidents are reported directly to Risk Management through an online reporting and incident management portal and are shared immediately with leadership. For incidents resulting in high-consequence injuries, we initiate an investigation and root cause analysis. Safe Harbor executive leadership is notified and kept apprised of all incidents regardless of the level of seriousness, but the extent of follow-up measures are determined by the level of seriousness. Additionally, we use a company-wide Safety Alert system to notify all General Managers when a notable workplace incident occurs. S A F E H A R B O R S U S TA I N A B I L I T Y | 2 0 2 1

CHAPTER 2 | People & Culture

S A F E T Y F O R M E M B E R S & T H I R D PA R T I E S

A N OT E A B O U T C OV I D -1 9

The culture of safety we promote for our Teammates also applies to our Members, tenants, and third-party contractors.

During the height of the COVID-19 pandemic, ensuring Teammate and Member safety in alignment with CDC guidance and relevant state laws and regulations across the network was paramount.

Our properties are equipped with proper illumination, signage and areas specifically demarcated for boat maintenance. Additionally, where appropriate, we provide used oil recycling, sewage pump out, and fish waste collection stations. General Managers are tasked with addressing any safety-related issues directly with Members as they arise, as we aim to set an example for others at and around our marinas. Safe Harbor holds all third-party boat maintenance contractors to the same safety and environmental standards as ourselves, and all third-party businesses must provide proof of adequate insurance. In the future, we hope to explore other methods of communicating safety requirements to prospective Members and other third parties, including but not limited to trainings and workshops.

Our approach was serious and thoughtful, with one question in mind: “How do we take care of our people?” First, we developed a Safe Harbor COVID Task Force with executive-level leadership that met daily as well as a COVID response plan. We modified internal policies and guidelines as needed to stay consistent with local, state and federal guidance, and developed a measured approach to testing, self-quarantine, and other actions. Other steps included developing questionnaires to identify symptoms, encouraging masking in states without mandates, eliminating non-essential travel and encouraging vaccination.

2 0 2 2 G OA L S T H I R D PA R T Y A S S U R A N C E Lastly, property compliance with our EHS programs is audited by an independent third party, and timely corrective actions are implemented if necessary. This occurs annually for “high risk” properties or those with high activity levels, and every 2-3 years for “low risk” properties.

• Continue enhancing the internal EHS audit program to include on-site learning and to identify educational gaps across the network. • Establish Key Performance Indicators (KPIs) to measure and track EHS performance over time. • Develop a central database to track total EHS training hours for all Teammates.

S A F E H A R B O R S U S TA I N A B I L I T Y | 2 0 2 1

CHAPTER 2 | People & Culture

From day one, our brand has always been about delivering experiences for our Members that allow them to make some of the most treasured memories of their lifetimes.

QUESTION & ANSWER You have been part of shaping the Safe Harbor brand since the beginning. How do you think sustainability fits into that vision?

“From day one, our brand has always been about delivering experiences for our Members that allow them to make some of the most treasured memories of their lifetimes. But, we also understood that lifelong memories are so often multigenerational. They are fathers fishing with their sons and daughters; families watching sunsets over glowing orange harbors; and grandparents enjoying the sound of their grandkids’ laughter as they swim off the bow in pristine blue waters.

So, when we look at our brand through that lens, Safe Harbor is intrinsically tied to both people and the natural environment, and it’s why we are so dedicated to ensuring that today’s kids will live in a future where they can make those same kinds of memories with their own grandkids.”

MICHAEL GILLETTE | SENIOR VP, BRANDING

S A F E H A R B O R S U S TA I N A B I L I T Y | 2 0 2 1

CHAPTER 2 | People & Culture

S U S TA I N A B I L I T Y & O U R M E M B E R S Sustainability is part of the promise we make to our Members. As such, we have a responsibility to choose corporate and community partners that both share our sustainability commitment and add value to how Members experience our brand. We are choosing wisely. For example, the inaugural Safe Harbor Race Weekend held in Newport, Rhode Island, received Platinum

certification as a “Clean Regatta” by Sailors for the Sea, an award given to regatta hosts who successfully implement all best practices from the organization’s Clean Regattas Toolkit. We also recently partnered with zero-plastic brand Boxed Water to meet Member and Teammate drinking water needs at all Safe Harbor Experiences, Safe Harbor Water Suites, and boat shows.

O U R B R A N D PA R T N E R S (including but not limited to)

Electric Boats X SHORE As part of the Safe Harbor Member Fleet, we have eight fully electric X Shore Eelex 8000 vessels for complimentary Member use.

RAND At Safe Harbor Lauderdale Marine Center, Members have access to 18' and 23' RAND vessels to tour local waters.

Electric Vehicles MOKE AMERICA Guests of the Safe Harbor Water Suites enjoy complimentary access to fully electric Moke eVehicles in select locations.

BMW Members get access to exclusive BMW electric vehicle showcases and test drives at a variety of Safe Harbor events.

S A F E H A R B O R S U S TA I N A B I L I T Y | 2 0 2 1

CHAPTER 3 | Places & Stewardship

PLACES & S T E WA R D S H I P

Our profound commitment to ensuring conservation of the precious waterways and uplands upon which we operate is fundamental to our mission.

S A F E H A R B O R S U S TA I N A B I L I T Y | 2 0 2 1

CHAPTER 3 | Places & Stewardship

Safe Harbor Sunset Bay | Hull, MA 64

Safe Harbor Sustainability Pillar 3:

L E A D E R S H I P I N C O A S TA L & M A R I N E S T E WA R D S H I P Coastal and marine ecosystem conservation is the focus of our environmental program and a top material topic for Safe Harbor. This year, within the scope of this topic, we will develop or improve existing programming in the key areas of: •

Evironmental compliance

•

Marine and coastal habitat restoration and conservation

•

Green energy innovations at or near marinas

•

Climate risk and resilience planning

S A F E H A R B O R S U S TA I N A B I L I T Y | 2 0 2 1

CHAPTER 3 | Places & Stewardship

2021 BASELINE Total Emissions

Heating Emissions

MANAGING O U R I M PAC T

Purchased & Used Electricity Emissions

E N V I R O N M E N TA L OV E R V I E W

Water Use Emissions

While coastal and marine ecosystem conservation frames our environmental focus, we recognize the importance of data and measurements in promoting environmental accountability more broadly.

Operational Electricity

In 2021, we began collecting data for several environmental indicators in an effort to create our first environmental baseline. This process will allow us to measure our impacts each year going forward, and eventually set targets that promote environmentally responsible practices across the network.

2 0 2 2 G OA L S • Streamline data collection processes for environmental baseline indicators. • Develop methodology for tracking waste and hazardous waste volumes. 66

Consumption Total Energy Used for Heating Total Water Consumption

Waste

59,174 2,960 46,067 10,147 114,044,335 16,302,314 252,712,683

Tonnes CO2 equivalent

KWh

Gallons

We are currently exploring how to track waste across our network.

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CHAPTER 3 | Places & Stewardship

E N V I R O N M E N TA L C O M P L I A N C E : A C R I T I C A L B U I L D I N G B LO C K We view environmental compliance as the foundation of Safe Harbor Sustainability and understand that our operations have many environmental aspects and impacts. Further, potential Members are increasingly aware of environmental issues. As such, we view good compliance as a way to elevate the Safe Harbor brand and cultivate Member loyalty. How do we do this? First, we aim to ensure that all properties meet applicable federal, state, and local reporting and permitting requirements, including but not limited to stormwater discharge and VOC emissions permits. Additionally, we maintain SWPPP and SPCC plans at all marinas where applicable. Our environmental, health and safety (EHS) program is informed by the ISO 14001 Environmental Management (EMS) Framework. While our business has several identifiable aspects and impacts, the top three are fuel and oil, stormwater, and hazardous waste.

KEY ASPECT

H O W W E M A N A G E O U R I M PA C T

Fuel & Oil

We manage our impact with SPCC and emergency

Stormwater

We manage our impact with stormwater permits and

Hazardous, Recyclable,

We manage our impact with programs to (i) properly

& Regulated Waste

response plans at all marinas where applicable.

SWPPP plans at properties that service vessels.

classify and manage wastes, and (ii) reuse and recycle where applicable and feasible.

Members are increasingly aware of environmental issues. As such, we view good compliance as a way to elevate the Safe Harbor brand and cultivate Member loyalty.

All properties we acquire undergo a rigorous environmental due diligence process to assess existing EHS issues. We also take proactive steps to address future environmental liabilities. For example, whenever practical, we proactively remove and replace Underground Storage Tanks (USTs) with above-ground storage tanks, or replace old USTs with updated, better quality USTs that are less likely to experience leaks.

2 0 2 2 G OA L S • Establish process for measuring environmental performance in all key compliance aspects across the network. • Develop environmental compliance KPIs to measure performance on an annual basis. • Develop KPIs for reducing emissions, consumption and/or waste after adequate baseline is established.

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CHAPTER 3 | Places & Stewardship

Ultimately, our aim is to develop a comprehensive, multi-option approach to marine habitat restoration and conservation that can be implemented at marinas across our network. D E V E LO P I N G A R OA D M A P F O R H A B I TAT R E S TO R AT I O N & C O N S E R VAT I O N Healthy marine ecosystems are critical to our ability to provide Members with high-quality experiences on the water. But it is also true that boating and related services can have adverse impacts coastal and marine habitats. Thus, we take seriously our responsibility to identify and manage those impacts, as well as do our part to help mitigate them. In line with our Framework, we plan to focus on coastal and marine habitat restoration and conservation first. Our task in 2022 is to determine the right path forward. In early 2022, we initiated a Coastal and Marine Stewardship Working Group made up of Safe Harbor Teammates from across the company. This group is charged with developing and implementing a two to five marina pilot program in Rhode Island aimed at improving biodiversity and/or mitigating Safe Harbor's impact on biodiversity in the surrounding coastal and marine environment. In order to better assess relevant opportunities for action, our Working Group partnered with an external Coastal Conservation Advisory Board (CCAB). The

CCAB consists of individuals who are leaders in this space, and who bring knowledge and expertise from their respective federal government, nonprofit, and private sector backgrounds. The role of the Working Group is to • Identify and select actions for restoring and/or conserving marine habitat at or near pilot marinas. • Retain a technical consultant to assist in implementing select actions at pilot marinas. • Develop a methodology for measuring outcomes and impacts over time. Ultimately, our aim is to develop a comprehensive, multioption approach to marine habitat restoration and conservation that can be implemented at marinas across our network, taking into consideration geographic, regulatory, social and other variables. We look forward to sharing our progress on this project in 2023.

C O A S TA L C O N S E R VAT I O N A D V I S O R Y B O A R D M E M B E R S

Curt Spalding

Consultant & former USEPA Region 1 Administrator

Chris Littlefield

Block Island & Coastal Projects Director at The Nature Conservancy

Courtney Schmidt, Ph.D.

Staff Scientist at the Narragansett Bay Estuary Program

John Torgan

Rhode Island State Director at The Nature Conservancy

Mark Amaral

Consultant at Lighthouse Consulting Group, Inc. and Executive Team Member at Association of Marine Industries (AMI)

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CHAPTER 3 | Places & Stewardship

QUESTION & ANSWER Why do you think it is important for Safe Harbor to explore and operationalize more green energy and technology at our marinas?

“The first reason is that it is good for business. Investors want to invest in a company that is not only a part of the green energy movement, but is leading the charge. Where we land on the scale today versus tomorrow could influence their targeted investments. Second is our brand and reputation. Current as well as potential Members need to see that we truly care about the very reason they are with us, which is to enjoy the water. As our Members make memories with their children and grandchildren, we should work to make sure the experience will be the same, if not better, for future generations.

Third, we really care. There is an inherent pride that comes with being a leader. So, let’s lead the movement toward better, greener marinas. The planet will continue in some form, with or without us. We will receive from Mother Nature what we give Her. The strategic plan is for our company to outlast us, and we certainly can’t accomplish that without sustaining our environment.”

NICK MILLER | PROJECT MANAGER

Current as well as potential Members need to see that we truly care about the reason they are with us, which is to enjoy the water. As our Members make memories with their children and grandchildren, we should work to make sure the experience will be the same, if not better, for future generations.

S A F E H A R B O R S U S TA I N A B I L I T Y | 2 0 2 1

CHAPTER 3 | Places & Stewardship

O U R F O C U S O N G R E E N E N E R GY Safe Harbor is leading the way in the electrification of the marina business. Through strategic partnerships, we have taken steps to prepare for an electric future and to provide our Members with cleaner options. Our investments to date take the form of electric vehicles (both boats and cars) for our Members’ use, electric equipment for our Teammates’ use,

and investments in solar and LED for our operations. We are eager and excited to partner with industry-leading Original Equipment Manufacturers (OEMs) who are developing the tools that we will be deploying at the next generation of green marinas.

P R E PA R I N G F O R A N E L E C T R I C F U T U R E

X Shore center-console boats to

Marinas with EV automobile

Moke eVehicles available for

Electric

be delivered by summer 2022 and

charging stations

Safe Harbor Water Suite guests

by summ

made available as part of our Safe Harbor Member Fleet 74

c Rand boats to be delivered

mer 2022

01 Wiggins Marina eBull, the world's first electric 9.5-ton negative-lift dry stack forklift will be operational at Safe Harbor City Boatyard (SC) by summer 2022

S A F E H A R B O R S U S TA I N A B I L I T Y | 2 0 2 1

CHAPTER 3 | Places & Stewardship

Something as simple as re-lamping a parking area with LED lighting provides a well-lit and safe environment, while reducing energy consumption and limiting the periodic nature of bulb replacement.

QUESTION & ANSWER Your department works proactively to integrate renewable energy and resilience into its decision-making. Why is this so important for the business of Safe Harbor?

“We believe that technology improvements have had a positive impact on both Member experience and operational efficiencies. Something as simple as re-lamping a parking area with LED lighting provides a well-lit and safe environment, while reducing energy consumption and limiting the periodic nature of bulb replacement. This type of perspective has led us to a coordinated effort of scalable LED retrofit projects across our properties on docks, at gathering areas, and within our operational buildings. In terms of renewables, we recently green-lit a project to install solar arrays on approximately 200,000 sq. ft. of high bay shed space at Safe Harbor Lauderdale Marine Center. This has a positive impact from an operational cost

perspective but will also support our electrical needs in the event of grid disruptions from significant storm events. As this project comes online, we are also planning to introduce a site-level cogeneration plant with integrated battery storage banks. This will effectively make the facility grid-independent and further insulate us from mass grid disruptions. This is an aggressive strategy given the scale of the project’s footprint, but it will serve as a pilot with the intention of evaluating solar capacity on high bay sheds throughout our network.”

PETER CLARK | CHIEF DEVELOPMENT OFFICER

S A F E H A R B O R S U S TA I N A B I L I T Y | 2 0 2 1

CHAPTER 3 | Places & Stewardship

We are constantly exploring ways to take advantage of existing incentive programs and scalability of solar energy at our properties.

I N T E G R AT I N G R E N E WA B L E S Community and on-site renewable energy generation make our properties greener and more resilient in the face of climate threats. We are constantly exploring ways to take advantage of existing incentive programs and scalability of solar energy at our properties. To date, we have solar arrays and/or solar farms completed or in progress at three locations, including Safe Harbor Lauderdale Marine Center (FL), Safe Harbor Pilots Point (CT), and Safe Harbor Puerto Del Ray (PR). In 2022, we plan to install solar panels on at least three new constructions. C L E A N M A R I N A C E R T I F I C AT I O N P R O G R A M Safe Harbor has engaged with Association of Marina Industries (AMI) to develop the first nation-wide “Clean Marina” certification program. The program held its first training for marina managers in early 2022 and aims to provide comprehensive training to marina managers on best practices for environmental compliance and stewardship. We look forward to reporting our total number of certified marinas next year.

2 0 2 2 G OA L S • Complete LED installation at 80% of our marinas by the end of 2022. • Develop a network-wide strategy for scalable renewable energy generation and/or procurement, electrification, and energy efficiency in line with our new framework.

50% OF OUR MARINAS RECEIVED LED RETROFITS IN 2021

80% of our marinas will have complete LED installation by the end of 2022

S A F E H A R B O R S U S TA I N A B I L I T Y | 2 0 2 1

CHAPTER 3 | Places & Stewardship

C L I M AT E R I S K & R E S I L I E N C E P L A N N I N G The threats of climate change—to communities, ecosystems, and business operations—have never been more apparent. As the world’s largest owner and operator of coastal and inland marina properties, climate risks are highly material issues. To date, we have invested significant capital in infrastructure upgrades to help mitigate those risks. We installed floating docks, higher bulkheads and steel pilings to fortify our properties against storm surge and high winds. Retrofits are ordered on a needs-basis, as some regions are more exposed to these risks than others. In higher-risk locations, we also take proactive measures to avoid property damage and frequent, expensive dock and structure repairs. This year, we will continue to analyze climate risk management and resilience within the framework of Safe Harbor Sustainability. We aim to ensure that our approach to this issue becomes integral to decisionmaking and risk planning at every individual marina in our network, especially those located in coastal or flood zones.

2021 RESILIENCE EXAMPLES

We built or replaced bulkheads

We replaced docks at 17 marinas

and/or raised bulkhead elevation

with floating docks.

at 10 marinas.

2 0 2 2 G OA L Strengthen our approach to physical and transitional climate risk management through increased alignment with the Task Force on Climate-Related Financial Disclosures (TCFD) Recommendations.

S A F E H A R B O R S U S TA I N A B I L I T Y | 2 0 2 1

CHAPTER 4 | What's Next

W H AT ' S N E X T As we look to the future, our sustainability strategy will continue to be one of analysis, improvement, and innovation.

Safe Harbor Shelburne Shipyard | Shelburne, VT 82

S A F E H A R B O R S U S TA I N A B I L I T Y | 2 0 2 1

CHAPTER 4 | What's Next

Sailing forward The main function of this inaugural report is to showcase our corporate sustainability strategy and path forward for programming and goal setting.

OUR MAIN LOGISTICAL OBJECTIVES FOR 2022:

1 Improve data collection capabilities

and establish a baseline for environmental indicators so as to set targets and measure future annual performance.

2 Analyze the data collected

toward marina-specific sustainability efforts across our network.

3 Develop ESG programming in line with our framework.

We are del irht to embark on this journey with you.

S A F E H A R B O R S U S TA I N A B I L I T Y | 2 0 2 1

GRI INDEX

GRI INDEX 86

S A F E H A R B O R S U S TA I N A B I L I T Y | 2 0 2 1

GRI INDEX

F O R WA R D - LO O K I N G S TAT E M E N T S This document contains various “forward-looking statements” within the meaning of the Securities Act of 1933, as amended, and the Securities Exchange Act of 1934, as amended. We intend that such forward-looking statements will be subject to the safe harbors created thereby. For this purpose, any statements contained in this report that relate to expectations, beliefs, projections, future strategies, trends or prospective events or developments and similar expressions concerning matters that are not historical facts are deemed to be forward-looking statements. The forwardlooking statements contained in this document speak only as of the date hereof and we expressly disclaim any obligation to provide public updates, revisions or amendments to any forward-looking statements made in this document to reflect changes in our assumptions, expectations of future events or trends.

S A F E H A R B O R S U S TA I N A B I L I T Y | 2 0 2 1

GRI INDEX

G R I S TAT E M E N T O F U S E Safe Harbor Marinas LLC has reported the information cited in this GRI content index for the period 1 January 2021 to 31 December 2021 with reference to the GRI Standards.

G R 1 U S E D : 1 : G R I F O U N DAT I O N 2 0 2 1

G R I T O P I C - S P E C I F I C S TA N D A R D

GRI ID & DESCRIPTION

GRI 2: General Disclosures

2-1

Organizational Details

2-2

Entities included in the organization's sustainability reporting

2-3

Reporting period, frequency and contact point

2-4

Restatements of information

2-5

External assurance

2-6

Activities, value chain and other business relationships

2-7

Employees

2-9

Governance structure and composition

2-12

Role of the highest governance body in overseeing the management of impacts

2-13

Delegation of responsibility for managing impacts

2-14

Role of the highest governance body in sustainability reporting

2-15

Conflicts of interest

2-16

Communication of critical concerns

2-17

Collective knowledge of the highest governance body

2-22

Statement on sustainable development strategy

2-23

Policy commitments

PA G E & R E S P O N S E 9

Business Overview

2021 Safe Harbor Sustainability Report

7, 9

2021 Safe Harbor Sustainability Report, Business Overview

2021 Safe Harbor Sustainability Report This innaugural report was not externally assured.

9, 10

Business Overview, Our Network

Our People at a Glance

Oversight & Sustainability

17, 36

Our Approach to Materiality, Oversight & Sustainability

Oversight & Sustainability

20, 36

Material Topics, Oversight & Sustainability

Our Code

Oversight & Sustainability

A Letter From Our CEO

Our Code. The Code is not currently available on our website.

S A F E H A R B O R S U S TA I N A B I L I T Y | 2 0 2 1

GRI INDEX

G R I T O P I C - S P E C I F I C S TA N D A R D

2-24

Embedding policy commitments

2-25

Processes to remediate negative impacts

2-26

Mechanisms for seeking advice and raising concerns

2-27

Compliance with laws and regulations

2-29

Approach to stakeholder engagement

3-1

Process to determine material topics

3-2

List of material topics

3-3

Management of material topics

201-2

Financial implications and other risks and opportunities due to climate change

201-3

Defined benefit plan obligations and other retirement plans

GRI 202: Market Presence

202-2

Proportion of senior management hired from the local community

GRI 205: Anti-Corruption

205-1

Operations assessed for risks related to corruption

205-2

Communication and training about anti-corruption policies and procedures

205-3

Confirmed incidents of corruption and actions taken

GRI 206: Anti-Competitive Behavior

206-1

Legal actions for anti-competitive behavior, anti-trust, and monopoly practices

GRI 207: Tax

207-1

Approach to tax

207-2

Tax governance, control, and risk management

207-3

Stakeholder engagement and management of concerns related to tax

207-4

Country-by-country reporting

GRI 3: Material Topics

GRI 201: Economic Performance

GRI ID & DESCRIPTION

PA G E & R E S P O N S E 38

Our Code

38, 70

Our Code, Developing a Roadmap for Habitat Restoration & Conservation

38, 39

Our Code, Managing Risk, Tax One incident of OSHA noncompliance resulting in a fine in FY21.

17, 18

Our Approach to Materiality, Consulting Stakeholders (Our Engagement Process)

17, 18, 20

Our Approach to Materiality, Consulting Stakeholders, Material Topics

Material Topics

39, 49, 50, 54, 60, 68, 70

Managing Risk, Teammate Benefits, Teammate Education & Development, Our Take on Diversity & Inclusion, Health & Safety at Safe Harbor, Sustainability & Our Members, Environmental Compliance, Developing a Roadmap for Habitat Restoration & Conservation

Climate Risk & Resilience Planning

Teammate Benefits

See 2021 Teammate Overview. We cannot provide the exact percentage of senior management hired from local communities throughout our network at this time, but look forward to reporting this data in the future.

Our Code; Safe Harbor did not identify any significant corruption risks in FY21.

Our Code None None

Tax

S A F E H A R B O R S U S TA I N A B I L I T Y | 2 0 2 1

GRI INDEX

G R I T O P I C - S P E C I F I C S TA N D A R D

GRI ID & DESCRIPTION

GRI 302: Energy

302-1

Energy consumption within the organization

GRI 303: Water & Effluents

303-5

Water consumption

GRI 304: Biodiversity

304-2

Significant impacts of activities, products and service on biodiversity

GRI 305: Emissions

305-1

Direct (Scope 1) GHG emissions

305-2

Energy indirect (Scope 2) GHG emissions

305-3

Other indirect (Scope 3) GHG emissions

401-2

Benefits provided to full-time employees that are not provided to temporary or part-time employees

401-3

Parental leave

GRI 402: Labor/Management Relations

402-1

Minimum notice periods regarding operational changes

GRI 403: Occupational Health & Safety

403-1

Occupational health and safety management system

403-2

Hazard identification, risk assessment, and incident investigation

403-3

Occupational health services

403-4

Worker participation, consultation, and communication on occupational health and safety

403-5

Worker training on occupational health and safety

403-6

Promotion of worker health

403-7

Prevention and mitigation of occupational health and safety impacts directly linked by business relationships

403-8

Workers covered by an occupational health and safety management system

403-9

Work-related injuries

404-2

Programs for upgrading employee skills and transition assistance programs

404-3

Percentage of employees receiving regular performance and career development reviews

GRI 401: Employment

GRI 404: Training & Education

PA G E & R E S P O N S E 67

2021 Baseline

Developing a Roadmap for Habitat Restoration & Conservation. Coastal and marine biodiversity is a material topic for Safe Harbor, but we are at the beginning stages of assessing our impacts. We look forward to disclosing more detailed information on these impacts in the future.

2021 Baseline. Our Scope 1 data is limited to natural gas usage for on-site heating at this time.

2021 Baseline

2021 Baseline. Our Scope 3 data is limited to emissions from water consumption at this time.

Teammate Benefits

Teammate Benefits Teammates are provided with notice in the event of significant business changes. Teammates are typically given two weeks’ notice before managerial changes, and 60 days notice prior to reductions in force (RIF).

54, 57

Health & Safety at Safe Harbor, Safety for Members & Third Parties

Incident Management Safe Harbor contracts to provide counselors for mental and emotional health services when needed.

54, 55, 57

Health & Safety at Safe Harbor, Incident Management, A Note About COVID-19

Health & Safety at Safe Harbor

Teammate Benefits

Safety for Members & Third Parties

Health & Safety at Safe Harbor (2021 Overview)

Teammate Education & Development

S A F E H A R B O R S U S TA I N A B I L I T Y | 2 0 2 1

GRI INDEX

G R I T O P I C - S P E C I F I C S TA N D A R D

GRI ID & DESCRIPTION

GRI 405: Diversity & Equal Opportunity

405-1

Diversity of governance bodies and employees

GRI 406: Non-discrimination

406-1

Incidents of discrimination and corrective actions taken

GRI 408: Child Labor

408-1

Operations and suppliers at significant risk for incidents of child labor

GRI 409: Force or Compulsory Labor

409-1

Operations and suppliers at significant risk for incidents of forced or compulsory labor

GRI 411: Rights of Indigenous Peoples

411-1

Incidents of violations involving rights of indigenous peoples

GRI 415: Public Policy

415-1

Political contributions

GRI 416: Customer Health & Safety

416-1

Assessment of the health and safety impacts of product and service categories

416-2

Incidents of non-compliance concerning the health and safety impacts of products and services

417-2

Incidents of non-compliance concerning product and service information and labeling

417-3

Incidents of non-compliance concerning marketing communications

418-1

Substantiated complaints concerning breaches of customer privacy and losses of customer data

GRI 417: Marketing & Labeling

GRI 418: Customer Privacy

PA G E & R E S P O N S E 36, 46

Oversight & Sustainability, Our People at a Glance None None None None None

Third Party Assurance Safe Harbor did not identify any non-compliance with regulations and/or voluntary codes pertaining to the health and safety impacts of products and services in FY21. Safe Harbor did not identify any non-compliance with regulations and/or voluntary codes pertaining to service information and labeling in FY21. Safe Harbor did not identify any non-compliance with regulations and/ or voluntary codes pertaining to marketing communications in FY21. Safe Harbor did not identify any substantiated complaints in FY21.

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