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

Transcription

1 Annual HSE Performance Report

2 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,. Table of Contents. Message from the CEO. Introduction. HSE Performance. Month Rolling Lost Time Injury Rate (LTIR). Month Rolling Total Recordable Injury Rate (TRIR). Combined Month LTIR and TRIR. Lost Time Injury Frequency Rate Benchmark. Total Recordable Injury Benchmark 6.6 Vessel Days without LTI 7.7 Safety Observation Reporting 7.8 Safety Observation Reporting History 8.9 HSE Initiatives. Environment. EIA. Output from EIA. System Improvements. Agility. Audit Programme. Corrective and Preventive Action. Performance Monitoring 6. Training and Competence 6 6. Competency 6 6. Core Competency 6 6. Training 8

3 . Message from the CEO 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. 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,. 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,. 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 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. Duncan Anderson

4 .. Introduction HSE Performance One Lost Time Injury was sustained on a GMS Anchor Handling Tug Supply Vessel (AHTS) in. 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.. Month Rolling Lost Time Injury Rate (LTIR) (Number of LTI x,) / Number of Man-hours GMS OFFSHORE GMS ONSHORE CONTR OFFSHORE. CONTR ONSHORE JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC. Month Rolling Total Recordable Injury Rate (TRIR) (Number of MTC+RWDC+LTI x,) / Number of Man-hours GMS OFFSHORE GMS ONSHORE CONTR OFFSHORE. CONTR ONSHORE JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC

5 6. Combined Month LTIR and TRIR. Total Recordable Injury Benchmark GMS compared to Oil and Gas UK and IMCA statistics. TRIR is calculated per million man hours instead of, for comparison TRI Benchmark JAN FEB. MAR APR.7 MAY JUN JUL AUG SEP OCT NOV DEC.6 TRIR LTIF TRI FR per Million man hours X GMS OGP IMCA. Lost Time Injury Frequency Rate Benchmark GMS compared to Oil and Gas UK and IMCA statistics. LTIR is calculated per million man hours instead of, for comparison. Health and Safety Statistics. Industry Lost Time Injury Benchmark FAT LTI LTIFR per Million man hours X GMS OGP IMCA RECORDABLE INJURIES FAC HiPO NEAR MISS TOTAL HSE OBSERVATIONS UNSAFE ACTS 7,, UNSAFE CONDITIONS 8,79 SAFE BEHAVIOUR 6,68

6 7 8.6 Vessel Days without LTI Graph shows the number of working days each vessel has operated since the last LTI..8 Safety Observation Reporting History HSE Observation Reporting,,87,,,,78,7,9,,,,8,,,8 9,87 9,7,,, Atlas Endurance* Endeavour* Helios Kamikaze Kawawa Keloa Khawla Kikuyu Kudeta Naashi Kinoa* Mussafah Base * days since vessel construction (not since last LTI)..7 Safety Observation Reporting HSE Observations HSE Observation % by Category HSE Observation No,,7,,,,7,,, 7 Unsafe Condition % Unsafe Act % Total,6 Safe Behaviour 8% JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC Total Obs UA UC SB

7 9.9 HSE Initiatives Safety Day Focus 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 and beyond. The below is a summary of the Safety Day Focus carried out in. January Health & 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). February Vessel 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. March Loss 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. April and September HSE 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. May Heat 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. June Waste / Environmental Awareness and World Environment Day : 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. July and August Permit 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. October Homemade 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 December Accident & 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.

8 .. Environment Output from EIA. 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. 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... Emission Production Why? Nitrogen Oxides (NO x ) cause or worsen respiratory illnesses, lead to the formation of acid rain and destroy stratospheric ozone. Meanwhile, Carbon Dioxide (CO ), a greenhouse gas, impedes the release of long-wave terrestrial radiation, warming the planet. Monitoring It 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 CO and NO x 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-%) Changing fuel type (to a cleaner diesel product).. 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. Monitoring Monthly 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 8% 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.. Recyclable Waste Why? 9% of waste is disposed of in landfill producing toxic gases, namely Methane (CH). CH is a potent Greenhouse Gas that contributes to climate change. Landfills also infiltrate natural systems polluting soil and rivers. Monitoring On 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.

9 . System Improvements. Agility 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:. Audit Programme The GMS Annual Audit Plan required a total of 8 audits to be conducted in. 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: Audit Plan Performance 6 Document Management Agility 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. JAN FEB MAR APR MAY JUN PLANNED JUL AUG SEP COMPLETED OCT NOV DEC Process Management The 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 Responsibilities Agility 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.

10 6. Corrective and Preventive Action The issues raised during the audit plan were entered and tracked on the Corrective and Preventive Action Tracking System. A total of Corrective and Preventive Actions were identified in, the following statistics have broken these down to show the: Category of Corrective and Preventive Actions OFI % Critical % Minor 6% Major 6% Root Cause of Corrective and Preventive Actions Procedures % N/A 7% Management System 79% Work Direction % Equipment Difficulty % Human Engineering % 6. Training and Competence 6. Competency GMS introduced a new structure to its Competency Appraisals for. 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, promotions, performance development and monetary incentives. 6. Core Competency In total 6 Competency Appraisals were conducted during 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. Job Specific Competencies Corrective and Preventive Actions Closure Rate Overdue 7% Corrective and Preventive Actions Status 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. Initiative Communication Technical Innovation Quality Work Standards Safety Coaching Environment. Ontime 9% Performance Monitoring 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 OPENED CLOSED OPEN AT YEAR END FLEET FLEET EURO FLEET ONSHORE Operational -- Fleet Utilisation Days -- Defect Jobs Closed -- No. of Critical Overdue Jobs Teamwork Core Competence Technical Core Competence Core Competency Safety Core Competence 7 6 Communication Core Competence Environment Core Competence Safety Culture Toolbox Talk Decision Making QHSE Documentation European Crew Average MENA Crew Average Minimum Requirement IMS PTW

11 Training Communication Attitude English Language Continuous Improvement IMS Individual Learning Paths (May ) 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.) E-Class Individual Learning Path K-Class Individual Learning Path 6 AHTS Individual Learning Path Problem Solving Teamwork Personal Appearance Interest In Role Permit to Work Training (June ) A new permit to work procedure was introduced and training packs released for all vessels. Total E-Class Permit to Work Training K-Class Permit to Work Training 6 AHTS Permit to Work Training Innovation Quality Work Standards Safety Environment Decision Making Coaching Communication Initiative Technical/Theoretical Documentation PTW IMS Toolbox Talk Safety Culture English Language Teamwork Problem Solving Continuous Improvement Interest In Role Personal Appearance MSMS Learning Paths (December ) 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 MSMS Learning Path K-Class MSMS Learning Path AHTS MSMS Learning Path European Crew Average MENA Crew Average Minimum Requirement Linear (MENA Crew Average) 9

12 9 Vessel Familiarisation A complete review was conducted on GMS Vessel Familiarisation in 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 & In 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 7 GMS crew members in including to Offshore Crane Operator Stage. Training GMS 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 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 Services Our 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: / gmsauh@eim.ae Vessels K-Class Kamikaze, Kawawa, Keloa, Kikuyu, Kinoa, Kudeta, Naashi S-Class GMS Shamal () E-Class GMS Endeavour, GMS Endurance, GMS Enterprise Accommodation & Maintenance Barge Khawla Anchor Handler Atlas, Helios

13 Gulf Marine Services GMS Mussafah Base P.O. Box: 66, Abu Dhabi, United Arab Emirates Tel: , Fax: +97,