drilling and beyond · 2018. 8. 7. · during the year gdi, commissioned to build a new jack-up...

DRILLING AND BEYONDIntegrated Sustainability and Annual Report 2014

2 3GDI Integrated Report 2014

His HighnessSheikh Tamim Bin Hamad Al ThaniEmir of the State of Qatar

His HighnessSheikh Hamad Bin Khalifa Al ThaniFather Emir of the State of Qatar


GDI AT A GLANCE ....................................................................................................................07HOW GDI CREATES VALUE....................................................................................................13LEADERSHIP AND GOVERNANCE .................................................................................15 STRATEGIC ANALYSIS .............................................................................................................23SERVING SAFELY ....................................................................................................................35SERVING EFFICIENTLY ..............................................................................................................41SERVING TOGETHER ............................................................................................................47SERVING ENVIRONMENTALLY CONSCIOUSLY ......................................................53SERVING QATAR .......................................................................................................................59FINANCIAL STATEMENTS ....................................................................................................63APPENDICES ............................................................................................................................87

CONTENTS

2007ANNUAL REPORT

2012ANNUAL REPORT

2008ANNUAL REPORT

2012SUSTAINABILITY REPORT

2009ANNUAL REPORT

2013ANNUAL REPORT

2010ANNUAL REPORT

2013SUSTAINABILITY REPORT

2011ANNUAL REPORT

2014INTERGRATED REPORT

Since 2007, GDI has produced a public annual report covering our operational and financial performance to stakeholders. Following the release of our first sustainability report for 2012, we are continuing to evolve our public reporting in line with international best practices. For 2014, we have chosen to produce one integrated report that presents one story to our stakeholders of how GDI creates value in the short, medium and long term. The Integrated report seeks to recognize the correlation between, financial and non-financial performance by way of interlinking and integrating financial and non-financial performance measures together.

In preparing this report, we have used the International Integrated Repor t ing < IR> Framework , released by the International Integrated Reporting Council (IIRC) in December 2013. Appendix A includes details of how we have applied each of the seven Guiding Principles of the Framework. We have also utilized the Global Reporting Init iat ive (GRI) G4 guidelines ‘in accordance’ with core

option reporting. A GRI G4 Content Index and ‘Content Index Service’ icon can be found in Appendix C. GDI is an Organisational Stakeholder of the GRI, supporting their mission to increase reporting, as part of creating a sustainable global economy.

As a contributor to the Qatar Energy and Industry Sector Sustainability (QEISS) reporting programme, we have also drawn inspiration from the sector reporting framework when considering how to report.

We welcome all Stakeholders’ feedback on the content of this report and our integrated approach to value creation. To provide your feedback, please get in touch in the following ways:

AddressGDI Head Office9th and 10th Floor, Palm Tower BWest-Bay, Doha, QatarEmail [email protected] +974 4463 7333Websitewww.gdi.com.qa

AN EVOLUTION IN REPORTING

One integrated report that presents one story to our stakeholders of how GDI creates value.

GRI G4-5 G4-15 G4-16 G4-31 G4-32

DRILLING AND BEYONDIntegrated Sustainability and Annual Report 2014


We specialize in providing drilling rig and associated services to oil and gas production companies operating primarily in the State of Qatar and the region.

Gulf Drilling International Limited (GDI) is a company which specializes in prov id ing dr i l l ing r ig and associated services to oil and gas production companies operating primarily in the State of Qatar and the region.

GDI was established as a joint venture on 18 May 2004 as the first drilling contractor domiciled in the State of Qatar. GDI operates a fleet of offshore jack-up drilling rigs, jack-up accommodation barges, liftboats and onshore drilling and work-over rigs. In May 2014, GDI became a 100% subsidiary of Gulf International Services Q.S.C. (GIS) - a listed company on Qatar Stock Exchange. GDI is an ISO 9001, ISO 14001 and OHSAS 18001 certified company.

Rig Fleet and Services provided• 9 Offshore Rigs • 6 Onshore Rigs• 2 Liftboats • 1 Accommodtion Jack-Up

Current clients served• Qatar Petroleum• Maersk Oil Qatar• Occidental Petroleum (Oxy ) • Shell Qatar• RasGas• Dolphin Energy• JX Nippon

Market share• 100% Qatar Onshore Rig Market • 60% Qatar Offshore Rig Market

01. GDI AT A GLANCE

A world class drilling services provider.

We perform our work with:

• Integrity, • Creativity, • Teamwork, • Law abidance, and• Respect for diversity.

• Work safely,• Work efficiently,• Promote hi-tech, cost

effective technology,• Continuously improve

performance, and• Add value to everything

we do.

OUR VISION

OUR MISSION

To achieve our vision, we will:

OUR VALUES

AL WAJBA GDI 1

GRI G4-3 G4-4 G4-6 G4-7 G4-8 G4-13 G4-56


INFRASTRUCTURE ENHANCEMENTnew head office, base camp facilities, new warehouse and yard

2014 KEY ACHIEVEMENTS

3 NEW ASSETSplaced into full operation (2 jack-up rigs and GDI’s first new built liftboat)

NEW JOB EVERY 33 HOURS265 new jobs created and filled

16% REDUCTIONin energy used per $ of revenue

HIGHEST NUMBERof Qatari nationals in GDI’s history

0.76%of operations downtime, better than industry average

#1in ESG factors, growth and operational excellence among 20 peer companies in a recent benchmarking study

re-certified

ISO 9001, 14001, OHSAS 18001

100% RIG UTILIZATION

1 JACK-UP RIG, 2 LAND RIGS, 1 LIFTBOAT CONSTRUCTION INITIATED

BECAME A 100% QATARI OWNED COMPANY

VS. 2013

111% INCREASE IN PROFIT

71,763 HOURSof training delivered

BEST SAFETY RECORDin GDI’s history.TRIR of 0.32 which is better than IADC global average

52% INCREASE IN REVENUESVS. 2013

$1.4BILLIONvalue contract signed with QP. Our highest value contract to date.

OFFSHORE MARKET SHARE INCREASED TO 60%

DOUBLED THE NUMBER OF RIGSin just four years (from 9 to 18)

GRI G4-13


HISTORY

2004 2005 2006 2007 2008 20102009GDI-1 acquired from Essar Drilling

AL DOHA (Ex-Gulf-1) inducted as equity by JDC

GDI-2 acquired from China - NOV equipment

AL RAYYAN (Ex Gulf-2) acquired from Ensco

GDI-3 chartered from Dalma Energy

GDI-4 new build from Bomco, China

AL WAJBA (Ex-Gulf-3) acquired and converted to cantilever rig at Lamprell shipyard in UAE

AL KHOR new build from K-FELS, Singapore

NEW BUILD GDI-3 from Lanco, USA started operations and charter with Delma was terminated

AL ZUBARAH new build from KFels, Singapore

CERTIFIED TOISO 9001, ISO 14001 and OHSAS 18001 standards

NEW CENTRAL WAREHOUSEin Dukhan Support Service Area

IBM MAXIMO Asset Management system integrated into the corporate ERP

CEOMr. Abdul Jabbar Saifeldeen

GDI started off as a JV between Qatar Petroleum (QP)and Japan Drilling Company (JDC)

CEOMr. Yousef Rashid Al Khater

CEOMr. Ibrahim JassimAl Othman

In July 2007 QP acquired 25% of JDC shares to raise ownership stakes in GDI to 70%

In February 2008, all of Qatar Petroleum's shares in GDI were transferred to Gulf International Services Q.S.C (GIS)

11

201620152014201320122011GDI-5GDI-6 new builds from Lanco, USA

NEW MEGA WAREHOUSE at Dukhan Support Service Area

GDI-7GDI-8 to be delivered from SDS, USA

AL JASSRA new buildfrom PPL, Singapore

LES-HAT new build from KFels, Singapore

DIXIE PATRIOT First Liftboat under management of GDI inducted

AL SAFLIYA new build Liftboat to be delivered from N-KOM, Qatar

HALULnew build to be delivered from KFels, Singapore

ZIKREET accommodation jack-up acquired from Ensco

NEW HEAD OFFICE in West Bay

RUMAILAH new build Liftboat from GPC, UAE

MSHEIREBacquired fromAtwood

DUKHAN new build from KFels, Singapore

NEW WORKSHOP at Dukhan Support Service Area

In April 2014 GIS signed a Share Purchase Agreement to acquire all remaining JDC shares in GDI, making GDI a 100% Qatari Company

GDI-1 GDI-2 NEW BUILD GDI-3

ZIKREET RUMAILAH GDI-7

AL DOHA AL RAYYAN GDI-4

AL WAJBA

AL ZUBARAH GDI-6

DIXIE PATRIOT

AL JASSRA

LES-HAT

DUKHAN

GDI-8 HALUL

GDI-3 AL KHOR GDI-5 AL SAFLIYA

MSHEIREB

10 GDI Integrated Report 2014


Wagesand benefits to Employee

71,763 hoursof training received by employees

Payments to suppliers and contractors (28% local)

(Total Recordable Incident Rate)

0.32 TRIR

$70mnpaid to shareholders

$201mnnet profit

of CO2e

102,391 tonnes

GDI creates value for its stakeholders through the useof human, natural, financial, manufactured, intellectual and social relationship capital.

GDI creates value for its stakeholder through the use of human, natural, financial, manufactured, intellectual and social relationship capital. We recognise that some forms of capital are generated, some are utilized and some must be consumed as a part of our value creation process. This is discussed in depth throughout this report. The capital conversion is summarized within the Strategic Analysis chapter.

02. HOW GDI CREATES VALUE

3,229 tonnestonnes of waste generated (7% recycled)

18 Assets(Rigs, Accomodation Jack-Up and Liftboats)

10 Yearsof knowledge and expertise as a market leader

1,713skilled and inspired employees

$291mnin direct costs

of water

111,916 m3

Integrated Management System1. IMS Statement: Our Vision, Mission and Values2. Protocols and Codes of Conduct3. The IMS Manual4. Policies and Procedures5. Operating System and Procedures

GDI Business ModelCrude Oil and Natural gas (underground)

Onshore Rigs Offshore Rigs Accommodation Jack-Ups Liftboats

Crude Oil and Natural Gas Extracted

Clients

Capital Inputs

Capital O

utputs

Governance

Strategy

1,669,751 GJof energy

and spare parts

Equipment

GRI G4-12 G4-56


2014 Another record breaking year for GDI.

03. LEADERSHIP AND GOVERNANCE

Dear GDI Stakeholders,

It has been another record breaking year for GDI, building upon planned sustainable growth that has helped us create value for our clients, shareholders, employees, suppliers and the country. In 2014, we created and filled over 250 new jobs, beat our best safety record, reduced energy consumption per dollar of revenue by 16%, and delivered an increase in profitability of 111%. These outstanding results have been delivered through the successful implementation of our five year growth strategy, and a concerted effort to understand how we create value as a business and to then focus on a set of objectives that will sustain our business into the future. This approach is positioning GDI as a leader in the sector.

Delivering on our 5-year growth strategySince 2011, when we put our five year growth strategy in place, we have doubled our operations, increasing the size of our fleet from 9 to 18 assets. Our client base has increased from 3 to 7 and our offshore market share has increased to 60%. This year we have placed three new rigs into service – two jack-up rigs and our first new-built liftboat. We have extended our well-established partnership with Qatar Petroleum (QP), with whom we have signed contracts amounting to $1.4 billion; this is the highest value contract signed in GDI’s history.

This rapid operational expansion has lead to a 52% increase in revenues between 2013 and 2014, reaching US$ 543 million. Growth has not cost us efficiency; we have also maintained 100% utilization of our assets. As a result profitability has increased by 111% between 2013 and 2014, reaching US$ 201 million.

During the year GDI, commissioned to build a new jack-up offshore drilling rig (‘Halul’) , two new onshore rigs ( ‘GDI-7’ and ‘GDI-8’) and a Liftboat (‘Al-Safliya’). All assets already have contracts with clients. GDI-7 and GDI-8 are expected to start operations in 2015 while Al-Safliya and Halul are expected to start operations in 2016. Also noteworthy is that upon completion Al-Safliya will be the first ever Liftboat built in Qatar.

Best-in-Class Financial and ESG PerformanceThe outstanding results achieved in recent years have helped to position GDI as a world class drilling service provider and a leader in the region. Our latest benchmark compared GDI’s performance on economic as well as environmental, social and governance (ESG) performance against 10 regional and 10 international peers. Completed by an independent third party, the results once again showed that GDI continues to outperform the sector, leading in all but a handful of aspects and across a range of issues that are most material to the sector.

Objectives for Sustaining our BusinessTo secure long-term growth and our ambitions for continuous improvement of the business, we remain focused on addressing current and future risks, as well as addressing important emerging topics. We are addressing the drop in the price of oil, and its impact on the energy sector value chain, through cost discipline, good customer relations, signing of long-term agreements and excellence in performance. We have also identified a set of objectives for sustaining our business; they cover topics such as health and safety, efficiency, our workforce, the environment and development of nationals. We continue to measure and transparently report on our progress and targets for improving our performance in all of these areas.

Telling One StoryThis, our first fully integrated report, aims to address all of these points related to our performance, strategy, governance, risk management and plans for the future. It tells one story of how GDI as a company creates value in the short, medium and long term, for all of our stakeholders. Finally, we would like to thank all of our stakeholders for their continued commitment to GDI, and look forward to working together to continue on our journey of remarkable success.

Ibrahim J. Al-Othman Chief Executive Officer

Ahmed Saif Al-Sulaiti Chairman of the Board

BOARD OF DIRECTORS AND MANAGEMENT REVIEW

GRI G4-1 G4-2


CORPORATE GOVERNANCE

The Board of Directors is responsible fo r t h e s t ra te g i c d i re c t i o n , governance and longer success of GDI in delivering to its stakeholders. All corporate authority resides with the Board of Directors, unless reserved to the shareholders under applicable law. GDI operates under a set of formal corporate governance guidelines that have been established through the Board of Directors by the company’s Articles of Association .

The Board of Directors consists of the following members, selected by the shareholders (GIS), and who collectively represent over 130 years of oil and gas experience.

As of 31 December 2014, the Board comprised of five members: a Chairman (who is non-executive), the Chief Executive Officer and three non-executive Board members. The Board is of the view that collectively the Board of Directors have the appropriate balance of skills, experience and qualities to discharge their duties and responsibilities effectively, and that as currently constituted the Board has strong independent and diverse characteristics.

The Board meets quarterly. The primary role of the Board of Directors is to:

• Exercise business judgment to promote the long term interests of the shareholders, continuity and vitality of the company.

• Review, monitor and approve fundamental financial and business strategies and major corporate actions of the company.

• Monitor the performance of the company and management by providing advice and feedback.

• Oversee processes for evaluating the adequacy of internal controls, r i sk management , financ ia l reporting and compliance, and satisfy itself as to the quality of such processes.

Board Performance EvaluationIn 2014, a performance evaluation process for the Board of Directors was adopted. The Board performance evaluation includes assessment criteria such as activity, attendance, understanding and delivery of the mission and purpose, governance, i nduc t ion o f new members , effectiveness and suitability of membership. The performance evaluation is compiled by the Secretary to the Board and endorsed by the Chairman.

Audit CommitteeTo assist in the discharging of its responsibilities, the Board of Directors has established an Audit Committee comprised solely of Directors who are not officers of the company, to interface with the company’s Internal Audit Department and Independent External Auditors. The Internal Audit Department is under the direct control of the Board and performs audits concerning the execution of business activities by all departments as well as verification of appropriateness and effectiveness of the internal management system. Independent External Auditors are appointed by the Board annually and ratified by the company’s shareholders to conduct annual financial reviews. In addition, half yearly financial reviews are conducted by the same external auditors. In line with corporate governance best practices, the external auditors are rotated every 3 years.

The Audit Committee reviews the scope and coverage of external and corporate audit activities and meets with management, external auditors and internal auditors from time to time to discuss any matters that require their attention.

BOARD OF DIRECTORS

GRI G4-34 G4-DMA: Anti-corruption GRI G4-34

Mr. Abdullatif Al-Mohannadi Director

Mr. Abdulatif Al-Mohannadi holds a degree in Petroleum Engineering from King Fahad University of Petroleum and Minerals, Al-Dahran. He has over 15 years of experience with QP in all aspects of Drilling in Onshore and Offshore Operations. He has extensive experience in working with Drilling and Service Companies in Qatar and has also been involved with National and International (Oil and Gas) Companies. His hands-on experience and leadership skills have led Mr. Abdulatif Al-Mohannadi to his current position as Manager Drilling (Offshore) at QP.

Mr. Rashid Ali Hussain Al-Dosari Director

Mr. Rashid Al-Dosari is currently Manager Drilling (Onshore) for QP. He holds a degree in Petroleum and Petrochemical Engineering and has over 28 years of experience with QP in all aspects of drilling operations. He has extensive experience in dealing with National and International (Oil and Gas) companies, as well as Drilling and Service Companies in Qatar.

Mr. Ibrahim J. Al-OthmanDirector and CEO

Mr. Ibrahim Al-Othman holds a B.Sc. in Petroleum Engineering from the University of Southern California and an MBA in Business Administration from the American University of Beirut. He has over 27 years of experience in the oil industry working for National, International and Oil Service companies. He also represents QP as a director on the Boards of other joint venture companies.

Mr. Talib Abdulla Al-MurriVice Chairman

Mr. Talib Al-Murri is currently the Operations Manager (Drilling) for QP. He is a Mechanical Engineer and has worked for QP for 37 years. He holds the highest level of Technical and Management Authority for all Drilling Operations (Onshore and Offshore) in QP.

Mr. Ahmed Saif Al-Sulaiti Chairman

Mr. Ahmad Saif Al-Sulait i has extensive management experience of large oil and gas field operations in Qatar Petroleum (QP). He has 32 years of experience in Oil and Gas Field Operations, Maintenance, Re-development, Commissioning Major Projects, Organizational Restructuring, Manpower Management , and Economic Evaluations. He was Operations Manager of QP Offshore fields for 6 years and Operations Manager of Dukhan Fields for 14 years. He is the Chairman of Al-Shaheen Holding and also represents QP in several Joint ventures on their Board of Directors. He is presently appointed Executive VP Operations (DO) at QP.


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CHIEF EXECUTIVE OFFICER

RISK MANAGEMENT

GDI has a robust internal control and risk management function in place. GDI’s internal control system incorporates the principles of “Three Lines of Defense” (summarized below).

GDI’s Internal Audit department has developed a risk-based planning process which identifies the highest priority strategic, operational, financial, and regulatory risks to the organization. This ensures the provision of timely and impactful communications to key stakeholders regarding the overall identification of risks, audit findings, and issue-remediation efforts.

Audit Committee’s Role in Overseeing Internal Control System:

1. The Audit Committee reviews management’s assessment of the effectiveness of internal controls over financial reporting as of the end of every financial year, and the independent auditors’ (external auditors) report on management’s assessment.

2. The Committee discusses with management, the internal auditors, and the independent auditors (external auditors) the adequacy and effectiveness of internal controls, including ERP1 system controls and security, and any significant deficiencies or material weaknesses identified by the management of the Company.

3.The Committee also has the mandate to review the Company’s compliance systems with respect to legal and regulatory requirements and review the Company’s code of conduct and programs to monitor compliance with such programs.

4. The Committee may also discuss the Company’s policies with respect to risk assessment and risk management, including the risk of fraud. The Committee discusses the Company’s major financial risk exposures and the steps management has taken to monitor and control such exposures.

To avoid any risks related to ethical conduct, all employees have to declare any conflict of interest they have or perceive on an annual basis to the ‘Conflict of Interest Committee’. GDI further introduced a new ‘Fraud Management Procedure’ in 2014 as a result of an internal audit recommendation. Its purpose is to facilitate the detection and prevention of fraud in the company, providing a clear definition, reporting procedures and invest igat ion responsibilities.

Reg

ulato

ry Bo

dies

Extern

al aud

it

Management controls

Internal audit

Internal control measures

Financial control

Security

Risk management

Quality

Inspection

Complience

BOARD OF DIRECTORS / AUDIT COMMITTEE

Senior Management

1st line of Defence 2nd line of Defence 3rd line of Defence

1. ERP – Enterprise Resource Planning system

GOVERNANCE STRUCTURE

EXECUTIVE MANAGEMENT

Pursuant to the company’s Manual of Financial Authorities (MOFA), specified author i ty has been delegated by the Board of Directors to the CEO who, in turn, has further delegated specified authority to other members of management and employees of the company, in order to implement the company’s missions.

GDI’s executive management is lead by the Chief Executive Officer (CEO). The management team consists of the CEO and 8 line managers reporting directly to the CEO. The Chief Internal Auditor, administratively reports to the CEO and functionally reports to the Audit Committee of the Board of Directors, in line with corporate governance best practices.

The CEO, who is also a Director, reports to the Chairman of the Board of Directors. The CEO leads the Management team in strategic planning and operational execution of GDI’s activities, in accordance with the strategic direction set by the Board of Directors.

GDI’s management team set targets on an annual basis, translating critical success factors and key objectives of the company into targets . The company’s main KPIs are based on the ‘Balanced Scorecard’ methodology and cover different aspects of GDI’s performance, with responsibility for each KPI disseminated to relevant departments/process owners.

ORGANISATION STRUCTURE

GRI G4-2 G4-56 G4-DMA: Anti-corruption


INTEGRATED MANAGEMENT SYSTEM

GDI has a comprehensive Integrated Management System (IMS) which encompasses the standards and principles that underpin how we do business. Our IMS has five levels:

1. IMS Statement

Includes the Vision, Mission and Values of GDI.

2. Protocols and Codes of Conduct

IMS Protocol

Social Media Protocol

Business Protocol

Personal BehaviorProtocol

Communication Protocol

Prohibited items and substances Protocol

3. The IMS Manual:

A document outlining the structure of the management system.

4. Policies and Procedures:

Over 100 documents that set out the core management position and operational practices across all departments.

5. HSE Operating Manuals:

A set of documents covering the execution of work related processes in order to ensure stability, output, standardization and measurement. These cover the following topics.

GDI’s IMS is recognised and certified to the following global standards:• ISO 9001:2008: Quality Management System• ISO 14001:2004: Environmental Management System• OHSAS 18001:2007: Occupational Health and Safety Advisory Services

The company ensures compliance with the integrated management system by carrying out internal IMS audits, as well as having the system externally audited and re-certified by an independent third party.

Emergency Preparedness and Response

HSE Manuals

HSE Training

Environmental Management Systems

RUMAILAH

GRI G4-56


As a company we rank as best-in-class against regional and international peers.

As a company we rank as best-in-class against regional and i n te rnat iona l pee rs . Recent benchmarking results covering our economic, environmental, social and governance performance continue to confirm this.

Our overarching five-year growth strategy has been the number one focus for our business in recent years, allowing us to aggressively expand our operations and amplify our impact. Achieving the core objectives of this strategy, two years earlier than planned, has demonstrated the vast potential our company has for delivering sustainable and profitable growth.

04. STRATEGIC ANALYSIS

Risk mitigation continues to be a critical component of our strategic approach to long term business success, highlighting emerging areas of concern that we can respond to in a proactive way.

Sustaining our business for the long term means responding to the issues that affect our business’ ability to create value over the short, medium and long term. Our objectives to sustain our business provide the mechanism for monitoring, reporting and improving our performance across the full range of economic, environmental and social issues.

Delivering Excellence

Where we stand (Benchmarking)

Serving EfficientlyServing Safely

Serving TogetherServing Enviromentally Consciously

Serving Qatar

5 Year growth strategy

Mitigating Risks

Objectives To Sustain Our Business

GDI 2

GRI G4-2


ASPECTS OF HIGH MATERIALITY

Client Satisfaction M1

Availability of Critical Spare Parts M2

Profitability M3

Utilization of Rigs M4

Business Expansion and Growth M5

Governance M6

Energy and Emissions M7

Employee Attraction and Retention M8

Health and Safety M9

Operational Efficiency M10

BCM (Business Continuity Management) and Emergency Response M11

Environmental Management M12

ASPECTS OF MEDIUM MATERIALITY

Waste M13

Transparent Reporting M14

Reputation M15

Project Management M16

Spills M17

Compliance M18

Qatarization M19

Corruption and Ethics M20

ASPECTS OF LOW MATERIALITY

Water Management M21

Community Investment M22

Human Rights M23

Training and Development M24

Supply Chain Management M25

Growth Strategy Objectives Progress

Expand the rig fleet

M5GDI has doubled the size of its fleet in the past

four years, from 9 rigs at the end of 2010 to 18 rigs

(including liftboat on charter)at the end of 2014.

What’s more, GDI has achieved 100% utilization of the

new rigs since start of their operations. With 4 new

assets commissioned for construction in 2014, the Rig

fleet owned by GDI will be 21 by 2016

Offer customized rigs to our clients

with the most suitable solutions for

their needs

M1

The selection process for new rigs is very detailed,

taking into account standard market designs, new

technologies available, the offshore and onshore

environment of Qatar and the preferences of our

clients.

Diversify operations into additional

lines of business

M5

Since 2011, GDI has diversified into two new business

lines: accommodation jack-up and liftboat services.

Increase client base

M5Client base has increased from 3 at the beginning of

2011 to 7 at the end of 2014.

Increase GDI’s offshore market share

to 50%

M5

GDI’s offshore market share crossed the 50% mark in

2013, and now stands at 60%.

Increase profitability to the

shareholders

M3

Total comprehensive income for the year has more

than doubled from $84,933,693 at the end of 2010

to $201,409,507 at the end of 2014.

Compared to 2013, the income has increased by 111%

in 2014.

The dividend paid in 2014 amounts to US$ 69,841,281

which is an increase by 75% in 2014 compared to

2013

Our overall strategic approach to becoming a sustainable business is based on identifying and prioritizing the aspects that substantively affect our ability to create value over the short, medium and long term. To do this we have used a variety of inputs from a range of initiatives, guidelines and frameworks, including:

• A mapping of our stakeholder expectations (appendix B)

• Outputs from our risk assessment exercises and progress on our long term strategy

• Qatar Energy and Industry Sector Sustainability (QEISS) Programme

• Global Reporting Initiative (GRI) material aspects

• Sustainability Accounting Standards Board (SASB) material aspects

• IPIECA (International Petroleum Industry Environmental Conservation Association) reporting topics

DETERMINING THE ISSUES THAT MATTER MOST

• Qatar National Vision 2030 and Qatar National Development Strategy 2011-2016

• A review of our peers

After identifying all relevant aspects, we have assessed them with regards to the magnitude and likelihood of impact, which has resulted in the clustering of issues as high, medium and low materiality. Each aspect has a specific code that is referenced throughout the report.

All aspects identifies are material for GDI as a company. Outside of GDI, the following aspects are material for the following stakeholder groups:• Clients - M1 M9 M10 M11 • Government - M12 M14 M18 M19• Lenders - M3 M5 M16

GDI embarked on its five-year growth strategy in 2011 to expand, diversify and modernize its fleet in order to strategically position itself as a world class company. Dedication and focus on executing the plans of the growth strategy have enabled us to successfully attain the objectives of the strategy two years in advance. Work has begun to define our next long term strategy.

FIVE-YEAR GROWTH STRATEGY

GDI 7

GRI G4-18 G4-19 G4-20 G4-21


Through this process, we aimed to identify our greatest opportunities for value creation as well as any significant gaps to be addressed in our performance. Eleven broad economic dimensions and eight ESG dimensions were benchmarked. Six material Environment, Social, and Governance (ESG) risk factors were also assessed on an individual basis. The benchmark assessment leveraged a 360o approach that focused on:

• Assessment of strategy, management systems and targets

• Assessment of the efficiency of the mitigation measures set in place

• Assessment of performance, based on quantitative indicators trends, allegations and controversies

BENCHMARKING METHODOLOGY

The 10 international and 10 regional companies benchmarked comprise the largest oil and gas drilling companies in terms of total assets, number of employees, and revenues. Closeness of fit between GDI and the selected companies in terms of scope of activities was also taken into consideration to ensure a reliable benchmark. The benchmarking was based on all publicly available data and information available for GDI and the 20 sector peers

In early 2015, GDI commissioned a benchmarking of its performance against 10 international and 10 regional peers from the same sector. The assessment was completed independently by Sustainability Excellence, an external consultancy, using their proprietary benchmarking model and by assessing the issues of material importance to our business and the sector.

WHERE WE STAND – BENCHMARKING RESULTS

Compared to the sector, GDI has ranked first and well above the sector average in all eight non-financial ESG (Environmental, Social and Governance) dimensions assessed. GDI has also ranked first and well above the sector average in the six material ESG risk factors that are relevant to the oil and gas drilling sector. GDI was ranked either first or second on all financial dimensions with the exception of the ratio of operating cost to revenue, on which it ranked sixth.

GDI PERFORMANCE ON ESG ISSUES:

100

20

40

60

80

0

90

70

50

30

10

Environment Management

System M12

95

Energy Management

M7

85

Pollution Management

M17

62

Anti-Corruption

M20

95

Health and Safety

M9

90

Board of Directors

M6

88

100

20

40

60

80

0

90

70

50

30

10

100

20

40

60

80

0

90

70

50

30

10

GDI PERFORMANCE ON ESG DIMENSIONS:

EnvironmentM12

Transparency & Business

EthicsM14

Human Capital

M8

Customers M1

Suppliers M25

CommunityM22

Regional Challenges

M19

Corporate Governance

M6

79

91

7985 83

76

90 91

PERFORMANCE ON ECONOMIC DIMENSIONS

Category Sub-Category

Growth

M3 M5Asset Growth (2012-2014) - Rank 1stRevenue Growth (2012- 2014) - Rank 1st Market Share (2014) – Rank 1stNet Profit Growth (2012-2014) - Rank 2ndEmployee Number Growth (2012-2014) - Rank 2nd

Operational Performance/Excellence

M4 M9 M10 M18

Downtime (2014) - Rank 1stTRIR (2012-2014) - Rank 1stUtilization (2014) - Rank 1stISO Certification (2014) - Rank 1st

Efficiency (Costs)

M3 M10Evolution in Operating Cost to Revenue Efficiency (2012-2014) – Rank 2ndOperating Cost to Revenue (2014): Rank – 6th

Sector Average

Sector Average


POSITION

Priority Risks in 2014 Potential Impact on GDI Mitigating Actions

Securing business opportunities for rigs

which will be out of contract in the coming

years

M3 M4 M5 M8

· Drop in utilization

· Reduction in revenue

· Identify new business opportunities (local and regional)

· Open dialog with existing clients for new opportunities and

displacement of competitor rigs

· Conduct market survey of current contracts in the region

· Market GDI and the rigs

Drop in oil prices impacting rig day rates

M3 M8· Reduction in revenue · Secure long term contracts with preferential rates with clients

· Negotiate with clients on sustaining day rates or revising day rates

when oil prices increase again

· Implement cost optimization measures

Fire in the Dukhan Support Services Area

(DSSA) facility which includes a warehouse/

workshop and camp

M2 M9

· Injury to staff

· Loss of assets and inventory

spares

· Increase fire drills

· Collaborate with QP-DSSA on fire drills

· Increase inspections and audits

· Maintain emergency response plan for DSSA

· Raise awareness and train staff on fire hazards

· Ensure proper maintenance of firefighting systems by approved

vendors – including equipment on PMS

Availability of critical spares

M1 M2 M3 M10 M11· Rig downtime

· Potential lost revenues

· Evaluate, review and monitor critical spares list

· Involve maintenance team in review of critical spares

· Review minimum/maximum through a third party

· Expedite procurement of identified critical spares if less than

minimum level

Keeping key staff and succession planning

M1 M8 M24· Loss of knowledge

and investment

· Potential for client concern

· Increase backup crew positions

· Have contracts (call-off) with third party manpower providers for

emergency hiring

· Maintain call off agreements with recruitment agencies

· Keep a database of shortlisted candidates

· Reduce recruitment and mobilization days

· Engage in succession planning for internal promotions/ placements

· Conduct surveys for salary scale for identified key positions

Liquidity

M3 M5 M22 M24· Limited options for growth

· Reduced revenue and profit

growth

· Monitor liquidity and the related rations

· Plan for liquidity and cash flow

· Obtain preferential bridge/working capital loan agreements

· Forecast cash flow and secure capital contributions and credit

facilities to ensure that sufficient funds are always available

Our priority risks are determined through analysis of the risks facing our current operations and near to mid-term strategy, longer-term aspirations and priorities, all in the context of the external risk landscape. Top risks are those which could result in a breach of risk appetite thresholds, negatively impact our value chain, cause a deviation from expected strategic outcomes or negatively influence GDI’s reputation.

MITIGATING RISKS

For the priority risks identified in 2014, we have set out a range of mitigating actions that have been integrated into the business plan and process.

GDI has identified five objectives that will help to sustain business success for the long term. They have been developed to cover to the full set of highly material issues that positively and negatively affect our ability as a business to generate value for all of our stakeholders.

OBJECTIVES TO SUSTAIN OUR BUSINESS

SERVING SAFELY

SERVING TOGETHER

SERVING EFFICIENTLY

SERVING ENVIRONMENTALLY CONSCIOUSLY

SERVING QATAR

A c t i n g a s a p e r f o r m a n c e management framework, each objective has a set of KPI’s that are measured, monitored and reported internally and externally. Annual targets and commitments are also put in place to drive continuous improvement.

AL RAYYAN


POSITION

We seek to be recognised as the leader in delivering efficient and reliable drilling services with a focus on excellence in everything we do.

PROGRESS ON 2014 COMMITMENTS

Achieve 100% of budgeted net profit

Achieve drilling rig downtime of less than 1.0%

Achieve 100% utilization of rigs and barges

Source vessels to cater to market demand and opportunities

Consolidate new lines of business: Accommodation and Liftboat Services

Achieve Preventive Maintenance Schedule Compliance (PMSC) of more than 96%

Accomplish major maintenance/upgrade of rigs according to plan

Achieve successful start of operations of Rigs: Msheireb and Dukhan, Liftboat: Rumailah

Achieve closure of all audit items on time

X Achieve zero non-compliance for vendor payment delays

Establish and monitor HSE-legal compliance monitoring tool

Attain re-certification of ISO 9001:2008

2015 COMMITMENTS AND TARGETS

Place the 2 new onshore rigs into service within planned schedules

Progress the construction of a new jack-up rig and new liftboat according to planned schedule

Implement latest version of ISO 9001: 2015 revision upon release

Key Targets of 2015

Profitability vs. budget >= 100%

Total fleet downtime =97%

Achieve 200 “GDI Days”5

Optimisation of costs to be less than 95% of the budget

PERFORMANCE

Indicator 2011 2012 2013 2014

Offshore market share (%) 33 42 54 60

Benchmarking against peer group n/a n/a yes yes

Profitability against the budget (%) 103 105 105 101

Dividend per share ($) 1.60 0.45 0.54 0.94

Average total fleet downtime (%) 1.07 0.67 0.86 0.76

Total rig count 10 13 15 18

Rig utilization (%) 98 100 100 100

Preventive maintenance schedule compliance (%) 96.28 96.48 96.65 97.93

Closure of internal audit findings (%)6 99.3 72.5 100 99.3

POSITION

From the boardroom to the rig, we cultivate a common safety culture to help us achieve an incident and injury free workplace.


Achieve combined TRIR of less than 0.44

Maintain zero fatality record

Implement PMFR (Potential Matrix Frequency Rate) for all rigs and maintain overall PMFR of less than 500

Complete 40 major health and safety inspections (covering all locations)

Offer behavioral based safety training to key personnel through third party experts

Introduce process safety monitoring program

Achieve compliance with QHSE site visit schedule

Implement QHSE improvement plan

Attain re-certification of OHSAS 18001


Zero fatality

Monthly evaluation and reward scheme for key operations’ personnel based primarily on safety performance

Plans to complete BBS (Behaviour Based Safety) sessions

Develop Noise Survey reports using noise meter with octave band analysers to determine better noise emission controls and protection measures.

Review HSE and operational procedures according to IMS

Key Targets of 2015

TRIR = < 0.30

64 major inspections to be done in 2015

Complete HSE cases for 4 offshore rigs

PERFORMANCE

Indicator 2011 2012 2013 2014

Total Recordable Incident Rate (TRIR)2 - employees and contractors 0.51 0.50 0.40 0.32

Lost Time Injury Frequency (LTIF)3 - employees and contractors 0.28 1.12 0.924 0.53

Fatalities 0 0 0 0

SERVING SAFELY

2. As a member of IADC (International Association of Drilling Contractors), GDI follows the guidelines of IADC Incident Reporting Scheme for reporting and monitoring of incidents: TRIR = (Total number of Recordable Incidents during period x 200,000)/ Total man-hours during period

3. LTIF = (Total number of Lost Time Incidents during period x 1,000,000)/ Total man-hours during period4. 2013 LTIF has been restated

M1 M9 M11 M15

SERVING EFFICIENTLY

5. “GDI Days” is an operational performance measure introduced in 2014. A “GDI Day” refers to any day in which No harm is done to employees, No damage to any equipment, No near-miss incidents and No operational downtime during the course of Operations (Offshore, Onshore and Barge operations)

6. Includes only the closure of finding from the Internal Audit conducted by GDI’s Internal Audit Department

M1 M3 M4 M5 M10 M16 M18 M25

GDI 6

GRI G4-9


POSITION

Together with our clients we ensure environmental concerns are incorporated into our day to day operations.


Maintain zero spill7 target

Conduct regular noise and water surveys

Complete 38 IMS and environmental inspection audits (covering all GDI locations)

Attain re-certification of ISO 14001:2004

X Reduce harmful/hazardous emissions to less than 2013 levels


Efficient consumption and usage of energy thereby reducing the energy consumption at head office

Process Safety awareness campaign

Increase in manpower for Environment section under the QHSE department

Reduction of emissions per asset

Implement paper and consumable savings campaign

Key Targets of 2015

Zero significant spills

Over 40 environmental inspections covering all GDI sites and rig locations

PERFORMANCE

Indicator 2011 2012 2013 2014

Total direct energy consumption (GJ) 471,652 895,335 1,131,813 1,666,251

Total GHG emissions (tonnes) 28,846 54,757 70,005 102,391

Total water consumption (m3) -- 79,477 95,121 111,916

Total water discharged (m3) 62,300 50,300 76,284 102,272

Total waste generated (tonnes) 1,647 1,952 2,020 3,299

Number of significant spills7 0 0 0 0

Minor spills (greater than one barrel) 0 0 0 2

Total volume of minor spills (m3) 0 0 0 0.702

POSITION

We deliver value for the State of Qatar by developing people, communities and the economy.


Exceed the overall Qatarization target of 8% on approved position count

Develop Qatari nationals to assume higher responsibilities according to the ‘Qatari Development Programme’

Where possible, give preference to local vendors, companies and shipyards, and promote long-term contracts with local vendors

Complete CSR projects planned, on time


Training and development of Qatari nationals to key operations’ position holders

Increase the number of local suppliers by 10%

Complete CSR projects on time

Key Targets of 2015

Increase number of Qataris to 145 by end of 2015

PERFORMANCE

Indicator 2011 2012 2013 2014

Qatarization on approved positions(%) 10 8 9 8

Local procurement (%)8 7 15 27 52

Community investment spending (USD) -- 45,000 147,940 58,150

POSITION

We hire, train and retain competent employees, investing to develop them as individuals and as a team, within a healthy and engaging work environment.


Attract qualified employees, on time, as per the recruitment plan

Retain top employees: less than 5% turnover of top performers of 2013

X Achieve staff turnover below 10% of total employees

Achieve compliance with training matrix above 95%

Maintain average recruitment and mobilization time within 72 days

Recruit new rig crew for new rig/barge operations according to the Operations’ targets set

X No outstanding positions in the back-up crew pool


Develop the competency framework for more operations positions in 2015

Implement Learning Management System

On time recruitment of crew for new assets

Increase back-up crew positions

Key Targets of 2015

Employee turnover < 10%

Compliance with training matrix >95%

Average recruitment time < 72 days

PERFORMANCE

Indicator 2011 2012 2013 2014

Employee turnover (%) 8.6 9.8 9.5 11.0

Female employees (%) 3.73 3.42 2.87 2.45

Compliance with training matrix (%) 91 94 90 95

Average recruitment time (days) 89 71 72 55

Heat stress incidents 1 1 3 1

SERVING TOGETHERM1 M8 M10 M15 M16 M23 M24

SERVING ENVIRON-MENTALLY CONSCIOUSLY

7. Significant spills which has environmental impact

M7 M12 M13 M17 M18 M21

SERVING QATAR

8. Includes contracts for rig purchases, rig/barge construction, refurbishment and modifications

M19 M22 M24 M25


2011 2012 2013 2014

Work hours completed (employees)3,537,772 3,566,636

3,112,304 3,796,791

Work hours completed (contractors) 1,420,811 1,841,274

Fatalities (employees and contractors) 0 0 0 0

LTIF (employees) 9 -- -- 1.29 0.79

LTIF (contractors) -- -- 0 0

LTIF (employees and contractors) 0.28 1.12 0.92 0.53

TRIR (employees) 10 -- -- 0.51 0.42

TRIR (contractors) -- -- 0.14 0.11

TRIR (employees and contractors) 0.51 0.50 0.40 0.32

Ensuring the safety of all people is our single most important objective.

05.SERVING SAFELY

Ensuring the safety of all people is our single most important objective. To reflect this priority, our safety indicators carry the highest weight out of all corporate KPIs used in the determination of the annual corporate bonus. Our competitive advantage rests on our reputation and ability to perform activities on a consistently safe basis. Thus we work to build a culture that engages and empowers our employees to work with management and our clients to safeguard their own safety and prevent accidents.

In 2014, we achieved our best safety performance ever, maintaining our record of zero fatalities and reducing our 2014 total recordable injury rate for employees and contractors by 20% to 0.32 for every 200,000 hours worked. The safety of our operations is of critical importance for our people and our communities, and also has a direct impact on our productivity and costs. In 2014, we earned $6.5 million in performance-based incentives from client as a direct result of our strong safety performance and efficiency.

9. LTIF = (Total number of Lost Time Incidents during period x 1,000,000)/ Total man-hours during period10. As a member of IADC (International Association of Drilling Contractors), GDI follows the guidelines of IADC

Incident Reporting Scheme for reporting and monitoring of incidents: TRIR = (Total number of Recordable Incidents during period x 200,000)/ Total man-hours during period)

M9 M11

GRI G4-DMA: Occupational Health and Safety G4-LA6 G4-LA7


POTENTIAL MATRIX

HAZARD EFFECT NUMBER OF PEOPLE AT RISK (PROBABILITY) HAZARD EFFECT

0=A 1=B 2-4=C 5-10=D 11+=E

Potential consequence - Injury Potential consequence - Damage to property or environment

First Aid Case (FAC) 1 A110pts

B120pts

C150pts

D1100pts

E1200pts

Equiptment damage (up to US$5,000)

Loss of containment up to 1 bbl

Medical Treatment Only (MTO)

Restricted Work/ Transfer Case

(RWTC)

2 A250pts

B2100pts

C2250pts

D2500pts

E21000pts

Equiptment damage (between US$5,000 and

US$10,000)

Loss of containment 1 to 10 bbls

Gas release 0.1 to 1.0kg

Small fire - extinguisher can respond

Lost time injury LTI 3 A3100pts

B3200pts

C3500pts

D31000pts

E32000pts

Equiptment damage (between US$10,000 and

US$850,000)

Loss of containment 10 to 50 bbls

Gas release 1.0 to 5.0kg

Large fire requiring hose reels, small contained

explosion

Fatality (FAT)

Hight potential incidents (B4,

C4, D4, E4)

4 A4500pts

B41000pts

C42500pts

D45000pts

E410000pts

Equiptment damage (greater then US$850,000)

Loss of containment over 50 bbls

Gas release over 5.0kg

Major fire leading to loss of relevent asset, major

explosion with blast overpressures affecting

structural integrity

SAFETY MANAGEMENT SYSTEM

We have developed, established and implemented our safety management system within the company’s IMS (Integrated Management System). This system is certified to the international standard OHSAS 18001:2007.

POTENTIAL MATRIX

In 2013, GDI adopted a new measurement tool which takes a proactive approach to measuring safety performance. GDI now looks at all potential incidents and gives them a quantitative score, or ‘Potential Matrix Factor’, using a scoring matrix based on the potential consequence rather than the actual outcome. This allows the company to identify early indicators of potential risks. This is a ‘leading’ indicator complementing the reactive ‘lagging’ indicator of TRIR (Total Recordable Incident Rate). GDI’s Potential Matrix Factor Rate (PMFR) for 2014 was 166, better than the target set of


2011 2012 2013 2014

Emergency response drills conducted at all GDI

rigs and locations

2,442 2,630 2,479 3,252

PROCESS SAFETY AND ASSET INTEGRITY

Process safety and asset integrity covers the safety, reliability, efficiency and general fitness for service of our physical assets. GDI recognises that it is imperative to maintain its asset integrity both for the safety of our people and communities and in order to yield greater efficiency for our clients through continuous operations without downtime. GDI therefore ensures up-to-date class authority certifications of equipment, a stringent preventive maintenance system, and the regular refurbishment and upgrade of rigs. Through our IMS and Maintenance Management Systems and related controls, we ensure that the people, systems, processes and resources that deliver asset integrity are in place. GDI applies effective management strategies such as ‘Risk Based Inspection’ (RBI) and ‘Reliability Centered Maintenance’ (RCM) to optimize its process safety efforts to control the risk of losses.

In 2014, we introduced a new process safety monitoring program to better measure and analyze our performance. We now regularly track our performance on measures including:

• Catastrophic Events (CE)• Loss of Containment (LoC)• Uncontrolled and Sustained Events• Barrier Events (BE) • Number of Waivers Raised (NoW)

We recorded 38 process safety incidents in 2014, none of which resulted in a loss of containment.

GDI was also pleased to partner with one of our valued clients, Qatar Shell, in organising the second Process Safety Forum in 2014. Through these forums we strive to build a universal approach to process safety, utilizing consistent methodology among all Qatar oil and gas companies, so that everyone understands what is expected of them and why. The success of this forum is attributable to the part ic ipat ion of many relevant parties, including operators, contractors, sub-contractors and service providers.

BUSINESS CONTINUITY MANAGEMENT

G D I ’ s B u s i n e s s C o n t i n u i t y Management System (BCMS) provides a framework to manage any emergency that may arise with as minimal an interruption to its operations as feasible. A fully integrated BCMS testing exercise was undertaken in 2014/15, and deemed a success by independent reviewers. GDI plans to have at least one drill per year, to fully test its system and its employees’ knowledge of their responsibilities pertaining to the

BCMS. After each drill is completed, objective debrief sessions followed by ‘wash-up’ lessons learnt sessions are organised and any improvements are then incorporated into the overall system plan. For each operating facility we have also developed and implemented a location and rig specific ‘Emergency Response Plan’ in correlation with this overarching system.

GRI G4-DMA: Asset Integrity and process safety G4-OG13


Operational efficiency is fundamental to our ability to provide world-class drilling services to our customers and maintain a profitable business.

06.SERVING EFFICIENTLY

Operational efficiency is fundamental to our ability to provide world-class drilling services to our customers and maintain a profitable business. To ensure we are making best use of our resources and bringing high returns to our shareholders, we seek to minimize fleet downtime, achieve 100% utilization of our rigs, and maintain profitability against our budget.

M1 M3 M4 M5 M10 M16

GRI G4-DMA: Economic Performance


2011 2012 2013 2014

Preventive maintenance schedule compliance (%) 96.28 96.48 96.65 97.93

Average total fleet downtime (%) 1.07 0.67 0.86 0.76

OPERATIONAL EXCELLENCE

We strive for operational excellence through our world-class maintenance management system, commercial management system, and warehouse management system, all used to minimise downtime and support our market position and growth.

Asset integrity and maintenance of our equipment is of the utmost importance to our continuous operat ions . GDI ’s automated maintenance management system ‘Maximo’ is used for all rigs and locations in order to schedule regular preventive maintenance. GDI further ensures that all critical equipment and rigs remain certified according to industry guidelines and requirements. It is a GDI requirement that all rig equipment have a ‘certificate of conformance’ from the manufacturer/supplier. GDI also obtains OEM (Original Equipment Manufacturer) re-certifications and OEM spares to preserve the integrity of its equipment.

In 2014, 6 rig condition surveys and 3 UWILD (Underwater Inspection In Lieu of Drydocking) were conducted for several rigs in order to identify any major problems or areas that may need further attention or major maintenance work in the future. We also carried out one large-scale rig refurbishments and upgrade project.

The availability of critical spare parts is another central element of uninterrupted operations, such that it is one of GDI’s highest risks. Our commercial and warehouse management systems are both central to mitigating this risk. Through these systems, we ensure we have the necessary spare parts at all times, and that this equipment is of the highest quality. All critical assets and spare parts go through an intensive quality control evaluation.

GDI is currently standardizing its equipment and assets across similar operational rigs in order to optimise costs (purchasing and warehousing) and also to ensure ease of maintenance, availability of spares and to receive better supplier servicing. Work has also begun on the expansion of central warehouse and yard facilities, to cater to growing operational needs. Through the new workshop, GDI will be able to perform in-house equipment fabrication, which maximizes the availability of critical assets and reduces costs.

In 2014 , we ach ieved 97.93% compliance with our preventive maintenance schedule and the average downtime rate for GDI’s fleet in 2014 was 0.76%. As a member of IADC (International Association of Drilling Contractors), GDI follows the standard ‘IADC Code-8’ definitions for drilling rig downtime categorisation and computation.

PROJECT MANAGEMENT AND QUALITY CONTROL

Effective project management is central to the continued growth and development of our business. With the expansion of operations, GDI has embarked on a number of new projects in recent years, from large-scale rig construction projects to medium scale rig refurbishment and upgrade projects, to small scale crew accommodation and workshop construction projects in DSSA (Dukhan Support Service Area). GDI uses internally developed “Project Management Guidelines” (PMG) in order to streamline and to unify the process of managing projects across the entire company.

The PMG is used to govern the initiation, planning, execution, monitoring, controlling, and closing of small, medium, and large projects. They include project management standards to aid GDI’s management team in overseeing the progress of a project against that project’s schedule, so that it can respond to overruns in advance and promptly address any divergence from the project plan.

For large projects, such as overseeing rig construction by suppliers or major shipyard refurbishment, dedicated project teams (comprised of internal and external experts) are formed and the project is overseen by a Project Steering Committee.

Key vendors, selection is based on stringent evaluation criteria Quality audits are performed by a third party, and project management and facility audits are done by GDI Internal Audit and technical teams. For main equipment procurement, factory acceptance tests (FAT) are attended by GDI Engineers to ensure quality, performance, safety and efficiency in accordance with GDI standards. GDI also plans to include social factors into supplier assessments in 2015.

PROJECT MANAGEMENT METHODOLOGY

PROJECT DOMAIN AREAS PROJECT STAGES STAGE REVIEW

Forms & TemplatesPRE-INITIATION

INITIATION

PLANNING

EXECUTION

MONITORING& CONTROLLING

CLOSING

Forms & Templates

Forms & Templates

Checklists

Checklists

Checklists

Forms & Templates

Checklists

Forms & Templates

Checklists

GATE START

STAGE - GATE

STAGE - GATE

STAGE - GATE

STAGE - GATE

PROJECTMANAGEMENTFRAMEWORK

COMMUNICATION MILESTONE

CHARTER

CHANGECONTROL

FINANCIAL

RISK

RESOURCESQUALITYVENDOR

ISSUES

GRI G4-16


2011 2012 2013 2014

Offshore jack-up rigs 5 5 7 9

Land rigs 4 6 6 6

Accommodation rigs 1 1 1 1

Liftboats 11 0 1 1 2

Offshore market share (%) 33 42 54 60

Onshore market share (%) 100 100 100 100

Utilization (%) 98 100 100 100

EXPANSION AND CLIENT RELATIONSHIPS

Guided by our five-year growth strategy, we have continued to expand our operations in 2014, with two new jack-up rigs and one new liftboat (our first) entering service. We also began construction of two new onshore rigs for delivery in 2015, and one liftboat and one offshore jack-up rig for delivery in 2016. This expansion has allowed us to increase our offshore market share to 60% and to maintain our 100% onshore share. GDI has the youngest fleet operating in Qatar, including five state-of-the-art, high-specification jack-up rigs, making the company a well positioned market leader.

D u r i n g t h e y e a r y e a r G D I commissioned to build a new jack-up offshore drilling rig (named ‘Halul’) and a Liftboat (‘Al-Safliya’), respectively. Both assets already have contracts with clients and are expected to start operations in 2016. GDI has also placed orders to build two new land rigs which are slated for operations by Q3 and Q4 of 2015 respectively

Fuelled by our strong operational performance, we have succeeded in maintaining 100% utilization of our fleet over the past three years, despite our robust growth in assets. We have also secured contracts for all rigs currently under construction.

GDI’s competitive position has been strengthened by the relationships that it has established and developed over the years with various industry players. Our strong affiliat ion with Qatar Petroleum has served as a keystone to our business development. This relationship has proven to be invaluable in positioning GDI as the market leader in Qatar.

We value the feedback of our clients, recognizing how much they can teach us. Periodic client satisfaction surveys are conducted to gauge the level of client satisfaction and to obtain valuable feedback from the client’s perspective. Regular management level meetings are also held in addition to day-to-day operational engagement with clients. Clients’ input is considered in every aspect of operations. As a relatively young company, we have learnt best practices from our clients. Our constant interaction with clients has helped us improve our performance which in turn has led us to be the drilling contractor of choice in Qatar.

We ensure that all members of our crew have the required competencies, training and certifications, in order to deliver effective and safe operations. To ensure uninterrupted service on rigs, we have ‘back-up crew’ to readily fill any vacancies that arise in key positions.

11. The ‘liftboat’ count includes a liftboat on charter from the end of 2012 onwards.

2011 2012 2013 2014

Revenues (USD) 187,844,650 244,732,726 358,019,596 542,506,944

Direct costs (USD) 127,548,844 152,636,075 220,779,524 291,400,683

Profit for the year (USD) 35,638,961 56,816,267 95,631,015 201,409,507

Cash generated by operations (USD) 118,332,093 85,017,292 128,262,068 272,393,453

Net debt to equity ratio -- 0.89% 1.28% 1.52%

Dividend per share (USD) 1.60 0.45 0.54 0.94

INCREASING PROFITABILITY

As a result of what has been a record breaking year, GDI has managed to increase revenues by 50% and profits by over 100%. The increase in revenues in 2014 was driven mainly by the deployment of our four additional assets which began operations in 2014, as well as an increase in day rates for new client contracts renewed during year. Profits have increased as a result of improved efficiency.

Reflecting the positive financial results achieved in 2014, GDI was able to increase its dividend per share by 75%, creating more value for our 100% shareholder GIS.

LES-HAT

GRI G4-9 G4-DMA: Indirect Economic Impacts G4-DMA: Product and Service labelling G4-EC8 G4-PR5 GRI G4-9 G4-DMA: Indirect Economic Impacts G4-DMA: Product and Service labelling G4-EC1 G4-EC8 G4-PR5


We consider our employees to be our most valued asset.

07.SERVING TOGETHER

Our employees provide the technical expertise that is core to our provision of world-class drilling services. They form a safety-oriented, environmentally-conscious and highly skilled multinational workforce possessing a performance driven work ethic that ensures delivery of the highest level of service to our clients at all times. We therefore endeavor to attract and retain the best talent, to ensure that all members of our workforce have the necessary training and health to succeed, and to provide an equitable and engaging work environment.

M8 M23 M24

M8 M23 M24

MSHEIREB

GRI G4-DMA: Employment


2011 2012 2013 2014

Total employees 841 1,080 1,395 1,713

Average recruitment time (days) 89 71 72 55

Staff turnover (%) 8.6% 9.8% 9.5% 11.0%

ATTRACTING AND RETAINING THE BEST TALENT

We seek to attract and recruit a driven team with the relevant skills and knowledge to deliver safe and effective operations. Our challenge in recent years has been to build our workforce to meet the needs of our rapidly expanding operations, and to retain our team despite the harsh working environment inherent to oil and gas extraction activities. We continue to face this challenge by improving our recruitment activities and reducing our average recruitment time from 89 days in 2011 to 55 days in 2014.

Ensuring employee engagement and satisfaction and minimizing employee turnover is critical to our ability to ensure uninterrupted service on our rigs. To earn our employees’ respect and loyalty, we invest in their development, health and wellbeing, and communicate with them frequently to understand their needs. We also conduct periodic surveys in order to benchmark the salaries given to our operations crew and ensure that they are on par with or more than the industry average.

EMPLOYEE ENGAGEMENT

Our HR team’s efforts to engage employees include periodic rig site visits, an ‘Ask HR’ initiative whereby employees can ask questions via the intranet, and ‘townhall meetings’. Two townhall meetings are conducted annually in order to disseminate information on the company’s performance and communicate future objectives and commitments to all the employees. The townhall meetings include a question and answer session, during which the management team responds directly to all and any questions from employees.

Employees also have the right to file grievances arising from their employment with the company. The ‘Employee Grievance Process’ is shared with all employees at GDI in a flowchart format and is also available for them in the Human Resources Manual. In order to handle employee related grievances and welfare, GDI has a dedicated ‘Employee Relations Specialist’.

2011 2012 2013 2014

Compliance with crew training matrix (%) 91 94 90 95

Total hours of training provided to employees -- -- 5,418 71,76312

Average hours of training per employee -- -- 4 42

TRAINING AND DEVELOPMENT

We invest in training to ensure our employees are equipped with the skills and competencies to safely and effectively perform their jobs, and to enhance the quality of process delivery in all areas of our operations. We have a comprehensive competency assessment program in place for some crew positions, in order to evaluate and develop the specific competencies required for tasks undertaken.

Training needs are identified through annual performance appraisals and by departmental needs assessments. GDI then monitors and maintains compliance of all crew with the requirements identified via a training compliance tracking system. We achieved 95% compliance with the crew training matrix developed for 2014, with 93% of GDI staff receiving training.

GDI also provides progressive non-mandatory training opportunities that increase personal and professional skills.

12. Induction and in-house trainings have been included into this years record; 2013 represents external training only and hence the lesser number.

GRI G4-9 G4-10 G4-LA1 GRI G4-DMA: Training and Education G4-LA9


2011 2012 2013 2014

Employee occupational illness incidents 0 0 2 0

Heat stress incidents 1 1 3 1

HEALTH AND WELLBEING

GDI has developed and implemented an ‘Occupational Health Procedure’ within the company’s IMS to ensure we are safeguarding our employees’ health whilst at work. Several programs are executed in accordance with this procedure, including:• Health and wellness programme,• Hearing protection programme,• H e a t s t r e s s m a n a g e m e n t

p r o g r a m m e ,• Vaccination programme, and• Monthly health alert and advisory

programme.

GDI engages doctors offshore and nurses or medics onshore to manage health and medical activities across its operations. These professionals, along with our medical facilities, are certified and licensed by the Qatar Supreme Council of Health. GDI also utilises the services of an Occupational Health Advisor (a qualified medical doctor) who manages the on-site medical staff.

The Occupational Health Advisor organises monthly health awareness sessions on topics suggested directly by employees. These sessions are presented at the head office building and then rolled out to all operational

staff on-site, via their occupational doctor or nurse/medic. To specifically tackle heat stress, GDI delivered heat stress awareness campaigns earlier in the year to ensure that all staff are fully aware of the safety measures to take prior to the hottest season of the year.

GDI requires pre-employment and then annual or biennial medical examinations for all rig and barge crew. All GDI rotational crew must disclose any change in their medical condition whilst away from site. We ensure that all illnesses and injuries that do occur, work-related or not, are reported and investigated.

All GDI employees and crew are provided with private medical insurance; all office employees’ families are also provided with insurance, provided that their family is in Qatar on a residency permit. Since 2013, we have also invested in infrastructure upgrades to our GDI premises in Dukhan Support Services Area (DSSA) to accommodate the growing crew and enhance their living conditions to ensure their wellbeing beyond the workplace.

DIVERSITY AND EQUAL OPPORTUNITY

GDI has developed and implemented policies and procedures that protect human rights and provide fair treatment to all employees. These guidelines are documented in the ‘Human Resources Manual’ which is made accessible to all staff via the company’s intranet. We are an equal opportunity employer and do not discriminate on the basis of race, gender, national origin or religion; however with the objective of providing nationals job opportunities on priority, preferance is given to Qatari Nationals. No incidents involving alleged discrimination

based on race, gender, religion or nationality have been reported in 2014. Currently, there are 54 nationalities represented in our workforce.

Female employment remains an ongoing challenge especially given the nature of our business. At present 2.5% of the workforce are women; however the percentage of females among our office-based employees in 2014 reached 22%.

GRI G4-10 G4-DMA: Non discrimination G4-DMA: Diversity and Equal opportunity G4-LA12 G4-HR3GRI G4-LA6


GDI recognizes that environmental management is a key priority for the long-term preservation of our natural world.

08.SERVING ENVIRON-MENTALLY CONSCIOUSLY

GDI recognizes that environmental management is a key priority for the long-term preservation of our natural world. We also see key opportunities to optimize costs, improve process efficiencies, and differentiate our business through management of our environmental impact, particularly as work as a drilling services provider poses significant challenges in its dependence on large quantities of water and energy and accompanying emissions and waste streams. Thus, we are dedicated to continuing to implement best practices to reduce the risks inherent in our operations.

M7 M12 M13 M17 M21

ZIKREET


2011 2012 2013 2014

Fresh water purchased (m3) -- 80 576 954

Fresh water generated (m3) 70,875 79,397 94,545 110,962

Treated wastewater discharged to sea (m3) 60,840 48,840 74,094 100,082

ENVIRONMENTAL MANAGEMENT

Our ISO-certified Environmental Management System (EMS), part of the company’s overall IMS, includes various environmental policies and procedures to ensure the appropriate levels of controls are executed in line with the key environmental priorities of GDI. The main sections within the EMS cover:

• Waste Management• Chemical Management• Environmental Monitoring• Noise Management• Oil Spill Prevention Planning

GDI conducts regular audits to ensure compliance with its EMS; in 2014 a total of 38 comprehensive environmental audits were conducted at different GDI locations. GDI also provides environmental training for all its crew; this training covers environmental management, oil spill prevention, noise awareness and ISO 14001 standard training.

Our Environmental Aspects and Impacts Register identifies and records all of GDI’s environmental aspects , and uses r isk-based analysis to determine the level of impact these aspects have on the environment. This register is complemented by the HSE-Legal Compliance Register, and both are continually reviewed and updated to capture any changes to relevant local, national and international legislation and regulations. GDI also carried out an environmental impact assessment during the early stages of its operations to ensure that we identified, developed and implemented all necessary e nv i ro n m e n t a l p o l i c i e s a n d procedures for all priority areas.

Finally, our purchasing system applies a risk-based approach which recognises environmental protection as a significant consideration. In particular, supplies are sourced with a view to limiting the import of dangerous goods or hazardous material products from overseas.

2011 2012 2013 2014

Direct energy consumption (GJ) 471,652 895,335 1,131,813 1,666,251

Indirect energy consumption (GJ) n/a n/a 5,65513 3,500

Direct GHG emissions (tonnes CO2e) 10,885 20,663 69,22014 101,905

Indirect GHG emissions (tonnes CO2e) n/a n/a 78515 486

ENERGY MANAGEMENT AND GHG EMISSIONS

We continue to seek ways to lower our emissions and energy consumption in order to reduce our impact on the environment, reduce costs, and improve process efficiencies. This is an important e l ement o f ou r compet i t i ve advantage. The activity with the most significant impact on direct energy usage within GDI is the consumption of diesel for the operation of our power generators on our operational rigs. Indirect energy usage is a product of our electricity consumption within our offices. Flaring operations do not come under the scope of GDI’s operations as these are controlled and managed by our clients.

In 2014, we witnessed an increase in our direct energy consumption and emissions due to the start-up of our four new assets. It must be noted that all of our new build jack-up rigs have been designed to be more energy efficient; resulting in monthly average energy consumption and

CO2 emissions being reduced by 27% and 28.4% respectively. This also amounts to proportional fuel cost savings.

The 38% reduction in indirect energy consumption and emissions achieved in 2014 is due mainly to the relocation of the GDI head office. The new office has been specifically designed to ensure that it is as energy efficient as possible, with more natural light, LED bulbs, sensor lighting and Qatar Cool district heating. Despite the new head office occupying 79% more space than the previous office premises, GDI is now saving approximately $9000 annually in electricity costs.

With regards to our energy and GHG intensity, since 2011, GDI has reduced energy consumption by 16.04% for every dollar of revenue generated. GDI is also producing 15.64% less GHG emissions for every dollar of revenue generated. This reflects an improvement in our efficiency and our ability to grow in a more sustainable manner.

13. Corrected based on revised measures and calculations.14. Corrected based on revised measures and calculations.15. Corrected based on revised measures and calculations.

WATER MANAGEMENT

We generate potable water for our offshore rigs using ‘water makers’ onboard the rigs. Qatar Petroleum supplies potable water to our onshore facilities. Fresh drinking water is supplied to all GDI working sites in the form of bottled water.

Al l GDI offshore r igs are also equipped with oily water separators and sewage treatment units in order to minimise harmful discharges to the environment. These units are regularly maintained via the GDI automated preventive maintenance system.

A sample analysis is undertaken on a monthly basis for potable water,

oily water and treated sewage. These samples are gathered offshore and delivered to certified third party laboratories for analysis of chemical and bacterial properties. The reports are then reviewed by an Environmental Engineer and recorded in the EMS for monitoring purposes.

Due to increases in the number of assets in operat ion, water consumption has continued to rise. However, due to water efficiency measures and the purchasing of state of the art assets, water intensity has reduced. This means that since 2011, GDI has used 36% less water to produce one dollar of revenue.

GRI G4-14 G4-DMA: Energy G4-DMA: Water G4-DMA: Emissions G4-EN3 G4-EN4 G4-EN6 G4-EN8 G4-EN15 G4-EN16 G4-EN19 G4-EN22GRI G4-DMA: Compliance G4-EN29


2011 2012 2013 2014

Number of significant spills 0 0 0 0

Minor spills (greater than one barrel) 0 0 0 2

Volume of spills (M3) 0 0 0 0.702

2011 2012 2013 2014

Non-hazardous waste generated (tonnes)16 1,202 1,631 2,254 2,630

Hazardous waste generated (tonnes) 16 459 434 634 669

Waste recycled (%) -- -- 9.61% 7.33%

WASTE MANAGEMENT

GDI’s Waste Management Procedure contains all necessary guidance to manage the waste generated by GDI’s operations and its facilities, in line with the requirements put forward by the Ministry of Energy and Industry in Qatar. The procedure defines non-hazardous and hazardous waste, includes examples of the waste streams generated in the company, and offers a clear explanation of correct waste segregation and disposal.

We have rev i sed our Waste Management Procedure in January 2015 to include new content and procedures as well as stricter guidelines in partnership with our clients and the State of Qatar. We also improved waste management within the new GDI head office by introducing waste recycling along with an educational initiative to raise awareness among employees.

Our generated waste increased in 2014 as a result of the startup of new assets. Waste intensity since 2011 has fallen by 24%. This means that GDI has reduced the amount of waste it produces for every dollar of revenue generated.

SPILL PREVENTION

Spill Prevention Procedures have been developed and implemented for all GDI operations, and each facility and rig has a specific spill contingency plan, which includes spill prevention measures, mitigations and emergency planning. Frequent environmental spill drills are executed along with spill prevention awareness and education sessions.

The two instance of spills totaling 702 litres were due to a spill of hydraulic oil as a result of an equipment failure and a third party contractor releasing oily water to the environment. Both incidents were tested and confirmed to pose zero to minimal harm to environment. Remedial measures were put in place to ensure minimal harm to biodiversity.

16. The Hazardous waste and Non-hazardous waste data have been recalculated based on the latest classification methodology adopted

2011 2012 2013 2014

SOx (tonnes) 87 165 209 308

NOx (tonnes) 762 1,446 1,828 2,692

OTHER AIR EMISSIONS

GDI closely monitors its emissions of NOx and SOx and regularly reports its performance to sector regulators. Through the design of new rig models, GDI has reduced NOx and SOx emissions from its operations by 28.3% and 29.4% per month respectively as compared to legacy rig models. Nevertheless, total emissions increased in 2014 due to our overall growth in operations.

GDI also carefully manages its noise pollution. The company has improved the quality of its noise survey with the purchase of a noise meter including an Octave Band Analyser in 2014. In 2015, GDI will develop noise survey reports using the noise meter with octave band analysers to determine better noise emission controls and protection measures.

GRI G4-DMA: Effluent and Waste G4-EN23 G4-EN24 GRI G4-EN21


GDI creates significant value for Qatar’s economy through its provision of safe and efficient drilling services to support the country’s oil and gas sector.

09.SERVING QATAR

GDI creates significant value for Qatar’s economy through its provision of safe and efficient drilling services to support the country’s oil and gas sector. In addition, value is generated by building the country’s human capital through our Qatarization efforts, supporting local companies through our procurement decisions, and investing directly in community development projects.

M19 M22 M25

GRI G4-DMA: Local communities G4-SO1


2011 2012 2013 2014

Qatarization (%)17 10% 8% 9% 8%

Qatarization of senior management (%) 18 40% 40% 33% 33%

QATARIZATION GDI seeks to attract hard-working and ambitious Qatari nationals of varying educational levels, backgrounds and experience. We aim to provide them with a nurturing and supportive learning environment and a promising career path. An internal ‘Qatarization Committee’ oversees the development of Qatari nationals and issues surrounding Qatarization in the company. However, a l l departments share responsibility for achieving set targets.

In its effort to recruit Qatari nationals, we participate in many career fairs at local colleges and universities. We give preference to Qatari nationals in hiring for all vacant positions and promotions, and a number of positions have been reserved for Qatari nationals.

To support the development of Qatari employees, GDI has implemented a specific and extensive training program, the Capability Assessment Program (CAP), to ensure that Qataris are able to perform their specific job tasks confidently and safely and to develop their professional skills. GDI also offers a summer internship program tailored to Qatari university students.

Finally, GDI is a part of the Strategic Qatarization Plan Steering Committee for the Energy and Industry Sector, which consists of representatives from over 40 companies. This committee meets to d iscuss and share matters of immediate importance to the ongoing progress of Qatarization in the sector.

17. Based on approved positions for the year18. As of end of year 2014

AL RAYYAN

2011 2012 2013 2014

Community investment spending (USD) n/a 45,000 147,94020 58,150

2011 2012 2013 2014

Procurement spent on local vendors (%) 25% 23% 29% 24%

Total procurement and contract value for local vendors (%)19 7% 15% 27% 52%

Local vendors (%) 50% 53% 55% 48%

Foreign vendors (%) 50% 47% 45% 52%

19. This indicator includes the local vendors’ proportion of the total of procurements made to vendors and the total of contracts entered into with all contractors.

LOCAL PROCUREMENT

GDI seeks to promote local suppliers in order to generate greater value creation in the local economy. Despite facing challenges and restrictions in sourcing some of our major assets locally, in 2014, we awarded two high-value

drilling and beyond · 2018. 8. 7. · during the year gdi, commissioned to build a new jack-up...

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