2025 McDermott Sustainability Report - Report - Page 34
OUR PATH
OUR APPROACH
ENVIRONMENT
SOCIAL
GOVERNANCE
FRAMEWORK ALIGNMENT
QHSES Indicators
Unit
2023
2024
2025
Leadership Engagement [5]
% Completed
82
92
92
Environmental Aspects & Impacts Compliance [6]
% Completed
90
97
100
Training Compliance (mandatory) [7]
% Completed
93
91
94
Near Miss Incident Reviews [8]
% Completed
100
93
N/A
Health and Well-being Programs [9]
% Completed
98
100
N/A
Continual Improvement Action Closeout [10]
% Completed
87
88
88
Recordable and HIPO Incident reviews [11]
% Completed
100
89
98
Communication Cards Action Closeout [12]
% Completed
84
86
91
PERFORMANCE DATA
APPENDIX
2025 SUSTAINABILITY REPORT
[5] Productive, meaningful interactions between leaders and employees increase employee engagement and strengthen commitment to the company’s QHSES policy. Leadership engagements are designed to increase understanding and control of workplace risks, help recognize and
reinforce good practices, and become aware of, intervene in, and address unsafe conditions and/or acts. Measurement is obtained by an average of % of Actual Engagement vs. Planned, % of Action Completed vs. Total Actions from Engagements, and % of Feedback Provided vs. Total
Feedback Required.
[6] Environmental risks at McDermott sites are evaluated by identifying aspects and determining the potential impacts associated with McDermott’s activities, products, and services. This provides the process for identifying controls to manage the associated impacts. The effectiveness of
these risk assessments is veri昀椀ed through regular review and monitoring. Measurement is obtained by Total Environment Aspects and Impacts Assessment Completed vs. Total Environment Aspects and Impacts Assessment Required.
[7] All employees shall be trained and competent to safely and ef昀椀ciently carry out assigned tasks. Established training matrices de昀椀ne the minimum training requirements of every employee, dependent on their role. Measurement is obtained by Completed Training vs. Mandatory Training.
[8] A near miss is an undesired event that, under slightly different circumstances, could have harmed people, the environment, or property or resulted in loss of production. Near misses provide an opportunity to proactively address underlying issues, improve HSES processes, and prevent
incidents. Regardless of its potential severity, every near-miss incident is investigated and reviewed to identify root causes and implement actions to prevent undesired events from occurring. Measurement is obtained by Completed Near Miss Reviews vs. Total Planned.
[9] McDermott’s well-being strategy drives the annual health and well-being programs and activity plans. Successful implementation of these programs globally is tracked and reported. Measurement is obtained by Total Health and Wellbeing Programs Implemented vs. Planned.
[10] Actions from continual improvement processes and tools such as incident investigations, management of change, audits and NCRs are monitored for effective and timely closeouts. Measurement is obtained by Total Action Completed/Total Action Planned.
[11] The outcome of recordable and HIPO incident investigations and root cause analyses are reviewed with the executive leadership to ensure effective incident investigation, execution of corrective actions, and communication of learnings. Measurement is obtained by Completed
Recordable/HIPO Executive Reviews vs. Total Recordable/HIPO Incidents.
[12] The QHSES Communication platform has been established so employees can effectively communicate QHSES-related issues / concerns and / or recognitions to management and the QHSES Group. Actions from these are monitored for effective and timely closeouts. Measurement is
obtained by Total Action completed vs. Total Action Raised.
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