Annual HSE Performance Report 2013

GMS has been gearing up for a strategic new build programme that will see some substantial additions to our fleet of nine self-propelled self-elevating support vessels (SESVs), also known as self-propelled jackup rigs.

We are currently building a third E-Class, GMS Enterprise, which will be ready for new contracts in quarter three, 2014.

1.0 Message from the CEO 01

2.0 Introduction 03

3.0 HSE Performance 04

3.1 12 Month Rolling Lost Time Injury Rate (LTIR) 04

3.2 12 Month Rolling Total Recordable Injury Rate (TRIR) 04

3.3 Combined 12 Month LTIR and TRIR 05

3.4 Lost Time Injury Frequency Rate Benchmark 05

3.5 Total Recordable Injury Benchmark 06

3.6 Vessel Days without LTI 07

3.7 Safety Observation Reporting 07

3.8 Safety Observation Reporting History 08

3.9 HSE Initiatives 10

4.0 Environment 11

4.1 EIA 11

4.2 Output from EIA 12

5.0 System Improvements 13

5.1 Agility 13

5.2 Audit Programme 14

5.3 Corrective and Preventive Action 15

5.4 Performance Monitoring 15

6.0 Training and Competence 16

6.1 Competency 16

6.2 Core Competency 16

6.3 Training 18

Table of Contents

0201

GMS has been gearing up for a strategic new build programme that will see some substantial additions to our fleet of nine self-propelled self-elevating support vessels (SESVs), also known as self-propelled jackup rigs. We are currently building a third E-Class, GMS Enterprise, which will be ready for new contracts in quarter three, 2014. We are also adding a new S-Class design to our fleet, with the first of three of these SESVs due to be ready in quarter two, 2015.

Our fleet of K-Class vessels, along with our two anchor handling tug supply vessels and a floating accommodation barge, are contracted in the Middle East on oil and gas-related operations, while our E-Class jackups are working in the Southern North Sea and offshore Germany in both oil and gas, and renewable energy sectors. We have a healthy backlog and our new build programme will allow us to address the increasing demand for our offshore support vessels in existing and new geographies worldwide.

As we grow, it’s important to maintain high standards in everything we do to ensure the delivery of safe operations and efficiency in all aspects of our business.

With this in mind, we’ve invested in a variety of new initiatives across the board. These include a management leadership training programme,

increased bespoke business awareness sessions, new documentation systems for both onshore and offshore personnel and new yard inductions with classroom and practical hands-on training.

Our monthly Safety Day initiatives, detailed in this report, have been particularly successful, along with our new safety reporting system, which enables everyone to play a positive and proactive part in the maintenance and development of the safety culture within GMS. We also introduced a new competence management system, which will ensure that employees have the right level of training and skills required to do their jobs safely and efficiently.

As we expand our operations, it is important we continue our efforts to protect the environment, particularly with a view to eliminating or minimizing pollution and waste. In 2013 we carried out an Environmental Impact Assessment. Our aim is to go further than legislative requirement and to encourage a greener mentality throughout our company and operations.

When it comes to safety, at GMS going the extra mile is not optional, it’s expected! I’d like to thank all our staff for their continued diligence as we progress through a busy 2014.

Duncan Anderson

As we grow, it’s important to maintain high standards in everything we do

to ensure the delivery of safe operations and efficiency in all aspects of our business.

“

“

1.0

Message from the CEO

0403

3.1

12 Month Rolling Lost Time Injury Rate (LTIR)(Number of LTI x 200,000) / Number of Man-hours.

3.2

12 Month Rolling Total Recordable Injury Rate (TRIR)(Number of MTC+RWDC+LTI x 200,000) / Number of Man-hours.

GMS OFFSHORE

GMS ONSHORE

CONTR OFFSHORE

CONTR ONSHORE

0.50

0.30

0.45

0.25

0.40

0.20

0.35

0.15

0.05

0.10

0.00

JAN 1

3FE

B 13

MAR 1

3APR 1

3M

AY 1

3JU

N 13

JUL

13

AUG 13

SEP 1

3

OCT 13

NOV 13

0.46

0.43

2.50

1.50

2.00

1.00

0.50

0.00

2.25 2.15

0.85

2.04

0.83

2.0

Introduction3.0

HSE Performance

GMS OFFSHORE

GMS ONSHORE

CONTR OFFSHORE

CONTR ONSHORE

JAN 1

3FE

B 13

MAR 1

3APR 1

3M

AY 1

3JU

N 13

JUL

13

AUG 13

SEP 1

3

OCT 13

NOV 13

DEC 1

3

One Lost Time Injury was sustained on a GMS Anchor Handling Tug Supply Vessel (AHTS) in 2013. The Injured Person (IP) has made a full recovery and is back to work. The incident happened when the IP was working on the deck of the AHTS and was struck by a mooring line being passed down from a drill rig. The injury led to a significant investigation into the process of supply vessel movements alongside rigs in the oil field and a number of changes being made across the operators and service companies in the area.

On a positive note, we are still seeing an overall decrease in the frequency of Lost Time Injuries and Total Recordable Injuries. The introduction this year of a comprehensive competence assurance programme will ensure that we continue to build on our strong HSE performance.

DEC 1

3

0605

3.3

Combined 12 Month LTIR and TRIR

3.4

Lost Time Injury Frequency Rate BenchmarkGMS compared to Oil and Gas UK and IMCA statistics. LTIR is calculated per million man hours instead of 200,000 for comparison.

Industry Lost Time Injury Benchmark

TRI Benchmark

2013 Health and Safety Statistics

3.5

Total Recordable Injury BenchmarkGMS compared to Oil and Gas UK and IMCA statistics. TRIR is calculated per million man hours instead of 200,000 for comparison.

TRIR

LTIF

0.50

0.30

0.45

0.25

0.40

0.20

0.35

0.15

0.05

0.10

0.00

2.0

1.2

1.8

1

1.6

0.8

1.4

0.6

0.2

0.4

0.00

JAN 1

3FE

B 13

MAR 1

3APR 1

3M

AY 1

3JU

N 13

JUL

13

AUG 13

SEP 1

3

OCT 13

NOV 13

DEC 1

3

0.470.46

0.17

0.16

0.33

GMS

OGP

2007

2008

2009

2010

2011

2012

2013

2009

2010

2011

2012

2013

LTIF

Rpe

r M

illion

man

hou

rs

TRI F

Rpe

r M

illion

man

hou

rs

IMCAX

3.0

2.5

2.0

1.5

0.5

1.0

0.0

3.5

TOTAL HSE OBSERVATIONS

UNSAFE ACTS

UNSAFE CONDITIONS

SAFE BEHAVIOUR

20,452

5,075

8,729

6,648

RECORDABLE INJURIES

HiPO

NEAR MISS

FAC

3

2

17

2

FAT

LTI 1

0

GMS

OGP

IMCAX

0807

3.6

Vessel Days without LTI Graph shows the number of working days each vessel has operated since the last LTI.

3.8

Safety Observation Reporting History

3.7

Safety Observation Reporting

0

2,748

1,248

944

255

1,843

2,375

1,387

944

3,287

2,191

1,427

502

1,253

500

1,000

1,500

2,000

2,500

3,000

3,500

Atlas

Endu

ranc

e*En

deav

our*

Helio

s

Kamik

aze

Kawaw

a

Keloa

Khaw

la

Kikuy

u

Kudet

a

Naash

i

Kinoa

*

JAN

FEB

MAR

APR

MAY JUN

JUL

AUG

SEP

OCT

NOV

DEC

Mus

safa

h Bas

e

2,750

3,000

1,750

2,500

1,500

2,250

1,250

2,000

1,000

750

250

500

0

HS

E O

bser

vatio

n N

o

Total Obs

UA

UC

SB

HSE Observations 2013 HSE Observation % by Category

TOTAL 23,306

Safe Behaviour

38%

Unsafe Act

20%

Unsafe Condition

42%

HSE Observation Reporting

2009

2007

2010

2008

2011

2012

2013

20,000

15,000

5,000

10,000

0

25,000

* days since vessel construction (not since last LTI).

1009

Materials and presentations are provided by the HSE department to all vessels across the fleet with on-board actions required. These actions will be, for example, short meetings and/or discussions with the crew, inspections of vessel areas or departments, questionnaires, closing meetings and feedback direct with the crew.

These actions assist the crew in becoming involved in a HSE-related topic away from their normal working commitments and in dedicating themselves to making our workplace and operations safer. Crews are encouraged to put forward any ideas they may have for activities/ topics; everyone has a say in HSE at GMS and we ALL have the chance to contribute to our initiatives through 2014 and beyond. The below is a summary of the Safety Day Focus’ carried out in 2013.

JanuaryHealth & Hygiene: Application of, and compliance with, GMS procedures will provide the tools for health and hygiene management of personnel, and reduce risks to As Low As Reasonably Practicable (ALARP).

FebruaryVessel Security Awareness: We all have a direct and continuous responsibility to the security on board the vessels where we live and work. Commitment to this leads to a safer working/living environment.

MarchLoss of Containment: GMS is committed to ensuring that all of its activities are conducted with due consideration to the protection of the environment, with a view to eliminating or minimising pollution of the environment. We shall ensure that objectives and processes are identified and implemented to achieve the HSE Policies commitments, improve HSE performance and demonstrate conformity to ISO 14001.

April and SeptemberHSE Observation Reporting: Our Safety Observation Cards and Safety Observation Reporting form/system enables everyone to play a positive and proactive part in the maintenance and development of the Safety Culture within GMS.

MayHeat Stress: All personnel working outdoors in high temperatures and/or high humidity are at risk of heat stress and associated disorders. Physical activity will also cause symptoms. All personnel must be aware of the risks, preventative measures, symptoms and treatment methods associated with heat stress.

JuneWaste / Environmental Awareness and World Environment Day 2013: GMS is committed to ensuring that all its activities are conducted with due consideration to the protection of the environment, with a view to eliminating or minimising pollution and waste. We shall ensure that objectives and processes are identified and implemented to achieve the HSE Policies commitments, improve HSE performance and demonstrate conformity to ISO 14001.

July and AugustPermit to Work (PTW): The purpose of this Procedure revision and associated training is to provide additional information for worksite personnel in respect of the GMS Permit to Work (PTW) system – e.g. isolations, gas testing, confined space entry, and all associated responsible parties.

OctoberHomemade Tools and Modifications: Vessel crew conducted a Hazard Hunt throughout the fleet for homemade tools, defective tools and equipment with local modifications – e.g. in deck areas, stores, galley, workshop, machinery spaces and engine room. All crew were involved, working in teams to cover the entire vessel. Fleet-wide findings and feedback were issued as proactive lessons learned.

November and DecemberAccident & Incident Investigations: Crew and vessel review and application of the revision. Vessel crew completed a detailed incident report for a scenario whereby a crew member ‘had fallen down a flight of stairs and injured his arm’. All crew were involved, witness statements were taken, and photographs of the area / injury / treatment were included in the report. Reference to the standard and procedure was required.

3.9

HSE Initiatives

Safety Day Focus

1211

4.1

EIA

GMS has reviewed all its onshore and offshore operations that have a potentially negative impact on the environment. This review has included ensuring the company complies with all relevant environmental legislation as well as carrying out an Environmental Impact Assessment (EIA) of all activities. This EIA was vital for identifying areas where GMS could improve its environmental control, and has allowed the company to develop a targeted action plan to fulfil its environmental obligations. Furthermore, it is the aim of GMS that these innovations do not simply lead to a compliance of legislation, but a complete cultural shift within the company, resulting in a greener mentality.

GMS, as an international representative of Gulf industries, prides itself on having a strong corporate reputation, and so negative environmental impacts do not fit with company standards. Consequently, the HSE department created an Environmental Impact Assessment procedure, with the aim of understanding and controlling the company’s operational impact on the environment. This came as a response to a growing awareness of the

long-term damage industrial activities have on the Earth system, polluting the atmosphere and biosphere as well as melting the cryosphere. The EIA process begins with identifying the key operational areas of GMS, both onshore and offshore, and determining the underlying and potential impacts of these activities on the environment. These operations were further broken down to measure the individual subsections of the environment they affect; with bunkering, for example, likely to lead to water pollution and engines affecting air quality.

4.0

Environment

In order to achieve this initial aim a risk matrix, which evaluates both the effect and probability of an environmental issue occurring, was used. There were several areas of the EIA in which GMS performed very well. The controls and procedures already implemented to minimise the risk of oil and chemical pollution, from spill to storage failure, were both robust and sound. Hazardous waste was segregated and disposed of correctly and discharge to sea was also well monitored.

4.2.1 Emission Production

Why?Nitrogen Oxides (NOx) cause or worsen respiratory illnesses, lead to the formation of acid rain and destroy stratospheric ozone. Meanwhile, Carbon Dioxide (CO2), a greenhouse gas, impedes the release of long-wave terrestrial radiation, warming the planet.

MonitoringIt is difficult to measure the production of emissions without the use of a Portable Emissions Measurement System (PEMS). Nonetheless a good estimation can be made using an emission factor which relates the mass of gas produced to the volume of fuel consumed. A spreadsheet was therefore produced which will calculate the mass of CO2 and NOx produced per litre of bunker fuel consumed.

Targeted Reduction GMS is considering a range of methods to reduce fuel consumption, including:• Regular vessel maintenance• Improved voyage planning• Slow steaming • Paints and hull coatings• ‘Cold ironing’ at ports • Reducing wasted energy • Waste heat and engine energy recovery (uses

exhaust heat to generate electricity, can improve engine efficiency by 9-11%)

• Changing fuel type (to a cleaner diesel product)

4.2.2 Resource Use

Why?The unrestrained use of electricity and fuel is having a direct influence on the process of anthropogenic climate change, while freshwater demand strains finite resources; a problem exacerbated in the desert region of the Gulf.

MonitoringMonthly Environmental Data reports are sent back from each vessel, containing useful data about many of the resources consumed. None of these reports, however, contain information as to the volume of

water generated by reverse osmosis (RO) units, or the amount of electricity produced by the generators (KWh). This information would be very useful.

Targeted Reduction RO units have a maximum efficiency of approximately 48% and so a large proportion of the energy required to run these machines is wasted. Furthermore, RO units only produce grey water, which requires additional treatment through a UV steriliser and biocide dosing system to reach potable standards. Both electricity and water can be saved by:• Better planning, bunkering more water in port• Ensuring water isn’t lost through spills or leaks• Switching off excess lighting/electrical

equipment

4.2.3 Recyclable Waste

Why?95% of waste is disposed of in landfill producing toxic gases, namely Methane (CH4). CH4 is a potent Greenhouse Gas that contributes to climate change. Landfills also infiltrate natural systems polluting soil and rivers.

MonitoringOn board GMS vessels, waste is segregated efficiently with both the type and levels of waste recorded. One of the simplest ways GMS could reduce its waste is to introduce a permanent recycling facility in the office, yard and canteen areas of its Mussafah base.

Targeted Reduction The amount of waste GMS sends to landfill could therefore be dramatically reduced by introducing a waste recycling system to the Mussafah base.Recycling, however, is very much an individual responsibility and so GMS should try to encourage a cultural shift within the company to a greener way of thinking. This may include:• Multilingual signage to ensure all employees

understand the importance of recycling and how it is performed at GMS.

• A reward system, pitting the office and vessels against each other to establish who can recycle the most material over a set time period.

4.2

Output from EIA

1413

5.1

Agility

5.2

Audit Programme

2013 has seen the implementation of the GMS Agility System which has been tailored to the requirements of GMS. The GMS Agility System integrates people, process and documents into a single system that allows the right people to get the right information at the right time.

The main functions of the system include:

The GMS Annual Audit Plan required a total of 48 audits to be conducted in 2013. The audit types ranged from full QHSE Management System audits on all GMS vessels and offices to contractor and supplier audits on third parties. Performance against the audit planned can be seen in the following graphic:

Document ManagementAgility features a comprehensive Document Management System, which allows full discussion and collaboration for document owners, reviewers and approvers so they are better engaged. It provides document grouping which simplifies revision control and aids navigation around your system.

The Document Management is supervised by trained administrators via the Agility Admin suite. The function can only be accessed by a select few, increasing security and control of the system.

All GMS employees have access to the system via the User Suite which is accessed through a web portal. This user suite allows GMS employees to have access to all documentation they require to do their job.

Process ManagementThe Agility Process Mapper Tool is simple to use and is the quickest on the market, with drag-and-drop activities and actions, colour coordination for tasks.

Roles and ResponsibilitiesAgility places people at the forefront of the product; firstly by making the User Suite a simple web-based tool, and secondly by linking the person to roles which are then linked to actioners in process maps resulting in the relevant process maps being provided to people on an individual basis.

Roles and people can also be linked to documents such as job descriptions and competency frameworks, providing greater integration of people within GMS.

5.0

System Improvements

0

1

2

3

4

5

6

9

8

7

Audit Plan Performance 2013

JAN

FEB

MAR

APR

MAY JUN

JUL

AUG

SEP

OCT

NOV

DEC

PLANNED COMPLETED

1615

5.3

Corrective and Preventive Action The issues raised during the 2013 audit plan were entered and tracked on the Corrective and Preventive Action Tracking System. A total of 100 Corrective and Preventive Actions were identified in 2013, the following statistics have broken these down to show the:

5.4

Performance Monitoring2013 has seen the implementation of performance monitoring of other departments in order to highlight any trends and issues from high risk operations conducted by GMS. The statistics are gathered and reported on a monthly basis in the QHSE Report. The following measures are currently being reported on:

• Crewing - Number of Overdue Crew - Average Number of Days Overdue - High Man Number of Days Overdue

• Operational - Fleet Utilisation Days - Defect Jobs Closed - No. of Critical Overdue Jobs Pending

Category of Corrective and Preventive Actions Root Cause of Corrective and Preventive Actions

Corrective and Preventive Actions Closure Rate

Ontime

93%

Management System

79%

Minor

63%

N/A

7%Major

26%

Procedures

10% Work Direction 1%

Equipment Difficulty 2%

Human Engineering 1%

Critical

0%OFI

11%

Overdue

7%

0

5

10

15

20

25

30

45

40

35

Corrective and Preventive Actions Status 2013

OPENED

CLOSED

OPEN A

T

YEAR E

ND

FLEET 1 FLEET 2 EURO FLEET ONSHORE

6.1

Competency

6.2

Core Competency

GMS introduced a new structure to its Competency Appraisals for 2013. The new structure allows the company to gain much more feedback on the performance levels of crew members being appraised and highlights areas where the company is excelling and where there is room for improvement. The new format has since been used to pinpoint training required for 2014, promotions, performance development and monetary incentives.

In total 263 Competency Appraisals were conducted during 2013 giving GMS a wealth of information on its crew. The Competency Appraisals are structured so that GMS can breakdown the data into region, vessel, rank, nationality or individual competence. From the Competency Appraisals, individual Competency Profiles have been created giving GMS a full breakdown of strengths and areas of improvement for every crew member.

GMS focused first on Core Competencies based on GMS values and policies; the core competency appraisal used a weighted scoring system. The weighted scoring method is a form of multi-attribute analysis. It involves identification of all the attributes that are relevant to the company; the allocation of weights to each of them to reflect their relative importance, and the allocation of scores to each option to reflect how it performs in relation to each attribute.

6.0

Training and Competence

EUROPEAN CREW AVERAGE MENA CREW AVERAGE MINIMUM REQUIREMENT

5

4

3

2

1

0

Innovation

Decision Making

Coaching

Quality

Work Standards

Safety

Environment

Communication

Initiative

Technical

Job Specific Competencies

7

6

5

4

3

2

1

0

Safety Core Competence

Teamwork Core Competence

Environment Core

Competence

Communication Core Competence

Technical Core Competence

Core Competency

Documentation

Safety Culture PTW

IMSToolbox Talk

QHSE

5

4

3

2

1

0

1817

5

4

3

2

1

0

English Language Continuous Improvement

Problem Solving Personal Appearance Teamwork Interest In Role

Communication

2013 Total

AttitudeIn

nova

tio

n

Qua

lity

Wo

rk S

tand

ard

s

Saf

ety

Env

iro

nmen

t

Dec

isio

n M

akin

g

Co

achi

ng

Co

mm

unic

atio

n

Init

iati

ve

Tech

nica

l/T

heo

reti

cal

Do

cum

enta

tio

n

PT

W

IMS

Too

lbo

x Ta

lk

Saf

ety

Cul

ture

Eng

lish

Lang

uag

e

Team

wo

rk

Pro

ble

m S

olv

ing

Co

ntin

uous

Imp

rove

men

t

Inte

rest

In R

ole

Per

sona

l Ap

pea

ranc

e

3

4

5

EUROPEAN CREW AVERAGE MENA CREW AVERAGE MINIMUM REQUIREMENT

LINEAR (MENA CREW AVERAGE)

6.3

Training

IMS Individual Learning Paths (May 2013) A learning path of the IMS was broken down to each specific rank, giving the crew members a pathway to what they need to know in the GMS Integrated Management System. (Crew on board as of December 2013.)

Permit to Work Training (June 2013)A new permit to work procedure was introduced and training packs released for all vessels.

MSMS Learning Paths (December 2013)A learning path of the MSMS was introduced to ensure that all Senior Officers were aware of the changes in the new version of the GMS Marine Safety Management System.

E-Class Individual Learning Path

E-Class Permit to Work Training

E-Class MSMS Learning Path

AHTS Permit to Work Training

AHTS MSMS Learning Path

K-Class Individual Learning Path

K-Class Permit to Work Training

K-Class MSMS Learning Path

AHTS Individual Learning Path

Pending

2

Pending

2

Pending

3

Pending

1

Pending

36

Pending

16

Pending

15

Pending

7

Completed

64

Completed

64

Completed

9

Completed

18

Completed

119

Completed

139

Completed

12

Completed

14

Pending

1

Completed

5

5

4

3

2

1

0

19

Vessel FamiliarisationA complete review was conducted on GMS Vessel Familiarisation in 2013 and a new version released in July to comply with changes in STCW Convention and Code. The new version was introduced to be more interactive with vessel tours and demonstrations for contractors joining GMS vessels to improve their learning experience.

External Training & 2014In 2013 GMS UAE partnered with Enermech to provide training in lifting and rigging, ensuring GMS crew are getting the best training available in the region. In total Enermech trained 72 GMS crew members in 2013 including 24 to Offshore Crane Operator Stage 3.

Training 2014GMS has recently purchased Seagull AS training computers for all our offshore assets. Seagull AS is the leading provider of computer-based training systems for seafarers worldwide. In total, GMS purchased 31 CBT packages and seven training DVD’s with a variety of courses ranging from Marine Environmental Awareness to Personal Nutrition and Well-Being.

Gulf Marine ServicesOur assets are engaged in a wide range of services throughout the total lifecycle of offshore oil, gas and renewable energy activities.

Our major services include:•Enhanced oil recovery•Diving support activities•Drilling support, completions and testing•Platform construction, hookup and commissioning•Platform restoration and maintenance•Well abandonment and decommissioning•Well intervention and workover•Wind turbine installation and maintenance•Accommodation barges•AHTS vessels Contact: +971 2 502 8888 / gmsauh@eim.ae

VesselsK-Class – Kamikaze, Kawawa, Keloa, Kikuyu, Kinoa, Kudeta, NaashiS-Class – GMS Shamal (2015)E-Class – GMS Endeavour, GMS Endurance, GMS EnterpriseAccommodation & Maintenance Barge – KhawlaAnchor Handler – Atlas, Helios

GMS Mussafah Base P.O. Box: 46046, Abu Dhabi, United Arab Emirates Tel: +971 2 502 8888, Fax: +971 2 555 3421, Email: gmsauh@eim.ae, www.gmsuae.com

Gulf Marine Services