DELIVERING SUSTAINABLE VALUE ACROSS THE ENERGY LIFECYCLE

SUBSEA 7 SUSTAINABILITY REPORT 2020 OUR PROGRESS INSIDE THIS REPORT CEO’s letter 2 In 2020 we made good progress Materiality assessment 3 on our sustainability journey Sustainability priorities Health, safety and wellbeing 4 REINFORCED OUR CORPORATE Energy transition 6 GOVERNANCE AROUND SUSTAINABILITY Labour practices and human rights 8 Business ethics 10 Operational eco-efficiency 12 Ecological impacts 14 ESTABLISHED WORK GROUPS OF SENIOR Additional sustainability topics 16 MANAGEMENT TO FOCUS ON OUR Covid-19 19 SUSTAINABILITY PRIORITIES Data summary 20 Report abbreviations 24 EU Non-Financial Reporting Directive 24 CONTINUED TO DEVELOP METRICS AND TARGETS

KEY METRICS WE MADE SIGNIFICANT PROGRESS WITH EACH OF OUR SUSTAINABILITY PRIORITIES: Employee health, Energy transition DEVELOPED A CARBON ESTIMATING TOOL TO safety and wellbeing CALCULATE THE CARBON FOOTPRINT OF OUR WORK

INCREASED THE NUMBER OF EMPLOYEES COMPLETING 0.07 6.0 GW COMPLIANCE AND ETHICS E-LEARNING Lost-time incident Cumulative power capacity frequency rate per of renewables projects 200,000 hours worked supported to end of 2020 FOCUSED ON THE WELLBEING OF OUR EMPLOYEES WITH DEDICATED RESOURCES TO SUPPORT THEM

STARTED ELIMINATION OF SINGLE-USE PLASTICS Labour practices Business ethics EMBEDDED THE PRINCIPLES OF BUILDING and human rights RESPONSIBLY AND THE UN GLOBAL COMPACT

COMMITTED TO PROACTIVE PARTICIPATION 6,660 5,153 IN ENERGY TRANSITION Number of suppliers Number of employees with a contract that who have completed included human rights compliance and ethics DURING THE COVID-19 PANDEMIC WE clauses or underwent e-learning (including human rights screening anti-corruption) CONTINUED TO OPERATE , SUPPORTED EMPLOYEES AND THEIR FAMILIES, WHILST MAINTAINING FOCUS ON Operational Ecological impacts OUR SUSTAINABILITY AGENDA eco-efficiency 410,446 76%

Tonnes of scope 1 CO2 Waste recycled from emissions from owned onshore owned sites and chartered vessels VISION To lead the way in the delivery of offshore projects and services for the energy industry

STRATEGY In an evolving energy sector, we create sustainable value by being the industry’s partner and employer of choice in delivering the efficient offshore solutions the world needs

SUBSEA FIELD ENERGY TRANSITION OF THE FUTURE -PROACTIVE -SYSTEMS & DELIVERY PARTICIPATION

••Early engagement ••Renewables: offshore wind and partnerships ••Oil and gas: lower carbon ••Systems innovation developments and enabling products ••Emerging energy – new ••Integrated SPS and SURF markets and opportunities ••Digital delivery of ••Operations – sustainable projects and services and efficient

VALUES Safety Integrity Sustainability Performance Collaboration Innovation

DIFFERENTIATORS Culture Creativity Relationships Reliability Solutions

UN GLOBAL COMPACT

In 2019 Subsea 7 became a signatory to the United Nations Global Compact. This is a voluntary commitment to adopt sustainable and socially responsible business policies and report on their implementation. We are committed to upholding the 10 principles in the UN Global Compact, which cover human rights, labour, environment, and anti-corruption, and to engaging in collaborative projects which advance the broader development goals of the United Nations, including the Sustainable Development Goals. To view our letter of commitment to the UNGC principles, please visit: https://www.unglobalcompact.org/what-is-gc/participants/135266-Subsea-7-S-A-

SUSTAINABLE DEVELOPMENT GOALS

The UN’s 17 Sustainable Development Goals (SDGs) provide a framework for achieving the agenda and targets set by the UN Member States that collectively signpost what needs to be done to end extreme poverty, fight inequality and injustice and protect our planet. We have mapped our six Sustainability Priorities against these goals, eight of which are highly relevant to our stated ambitions.

SUBSEA 7 SUSTAINABILITY REPORT 2020 | 1 CHIEF EXECUTIVE OFFICER’S LETTER CREATING SUSTAINABLE VALUE

“I am confident that Subsea 7, working together with all our stakeholders, can help produce the energy the world needs from increasingly sustainable sources.”

JOHN EVANS Chief Executive Officer

In 2019 we undertook our Materiality Assessment which highlighted a range of UN GLOBAL COMPACT topics that will have the greatest long-term impact on our future. From this we derived We remain committed to the UN Global Compact and this report our six Sustainability Priorities which have serves as our Communication on Progress against the 10 key been the focus of our sustainability work principles of that compact. We are also progressing our work during 2020. We have also continued our supporting the Building Responsibly programme. Our efforts for commitment to supporting additional both are core to our Sustainability Priorities and those activities sustainability topics that are important to our people, our business and the society and initiatives are recorded here. we are part of. Good progress has been made across all of them with focus on developing themes and metrics that are Subsea 7 is a global leader in offshore At the heart of our business strategy material and impactful for us. These will energy services. We create sustainable is the recognition that our business continue to evolve and mature as we value for our stakeholders by delivering landscape is changing dramatically as the navigate along our sustainability pathway, the efficient offshore energy solutions the world increases its focus on the challenges but I am pleased with the progress to date. world needs. Sustainability at Subsea 7 of climate change. A mainstay of our goes beyond the way we work and the efforts is active participation in the global Like all businesses, this has been a very behaviours we value to include the energy transition towards cleaner energy. challenging year. The global reach of our business risks and opportunities related This is one of our Sustainability Priorities Company has meant we have seen the to the transition towards lower-carbon and we have declared our commitment broad impact of the pandemic. I have sources of energy. Access to affordable to find ways to lower the carbon footprint been particularly proud of the response energy is a fundamental societal need. of our current business and to grow our of our people, both onshore and offshore, We play an important role in helping to renewables business where we already in the way our organisation has risen to supply that energy, from both renewable have a well-established track record. the challenge of continuing our operations and non-renewable sources. In order to Our Company and its people have a long through the crisis and how we have meet the global energy demand while history of adapting and managing change developed and implemented measures to reducing the climate change impact, through innovation which places us well support our employees and their families. our industry must seek better and cleaner as we head towards a new and ways to produce energy and prioritise challenging future. All the people of Subsea 7 are embracing financial and intellectual capital investment the challenges of our time. We have Our Company has made significant in increasing the supply of renewable started our journey of sustainability. progress already in establishing energy offshore. We acknowledge that real change requires a sustainable business founded on commitment and action. We are well set We are a Values driven company, our long-standing Company policies for 2021 with an engaged workforce and our behaviours and culture are part on Health, Safety, Environment, moving forward with our Sustainability of our differentiated service approach, Quality (HSEQ), Ethics and Human Rights Priorities, evolving our plans and seeing they are at the heart of how our employees and which are clearly aligned with the ourselves progress. We hope you find this, think and act. Working from these strong UN Global Compact’s principles. our second Sustainability Report, insightful foundations we have continued our push We have augmented these by establishing as to how we approach sustainability and for a sustainable future for ourselves and a Sustainability Steering Committee how we are progressing. We are always the world we live in. Sustainability is one formed from the Company’s executives ready to discuss these important matters of our core business Values. and regular engagement at Board level. and to learn from others.

2 | SUBSEA 7 SUSTAINABILITY REPORT 2020 MATERIALITY ASSESSMENT

Subsea 7’s approach to In 2019, to support this strategy, This information was then analysed in sustainability is founded on we undertook a review of the Company, detail to create a longlist of key topics. the belief that by prioritising sector and societal factors to determine All of the topics we discussed are which of these should take priority for us. important to us but the longlist focused the more material business on those that are applicable to a wide We worked with stakeholder feedback opportunities and risks we range of stakeholders and have the from our clients, our shareholders and can become increasingly greatest long-term impact on our future. sustainable in all that we do. our people and we observed the wider industry and scientific reports.

MATERIALITY MATRIX

High Further scrutiny, supported by a specialist sustainability consultant, enabled us to define six Sustainability Priorities of the most material matters. From the Materiality Assessment we clearly defined each of the six Priorities and set our long-term ambitions. We will review our Materiality Assessment every few years. Stakeholder interest Stakeholder

Low Business impact High

Sustainability Priorities Employee health, safety and wellbeing Energy transition Labour practices and human rights Creating, maintaining and promoting Being the partner of choice for the Providing working conditions aligned with a safe, secure and healthy transition of offshore energy towards international best practice with respect work environment. a sustainable future. to labour practices and human rights.

Operational eco-efficiency Business ethics Ecological impacts Improving the environmental efficiency Ensuring ethical business conduct Minimising the impact of our operational of our operations and our solutions and compliance by those working activities on marine and land-based in terms of greenhouse gas emissions in and for the Company. ecosystems and biodiversity. and energy use.

Each Sustainability Priority is led by ambitions set. In addition, our priority work pertinent to the business. a member of our Executive Management groups are accountable to a Corporate A Sustainability Group lead by a Senior team and is supported by a focused work Sustainability Steering Committee which Vice President facilitates and guides the group of senior managers. By having meets on a quarterly basis and reviews the Company’s sustainability efforts. this level of focus, we strengthen our progress being made. This Committee also Sustainability is discussed at every commitment throughout the organisation enables a clear communication channel regular Board meeting. to drive action and progress against the to the CEO for all sustainability matters

Stakeholders Our stakeholders are important to us and we are aligning with their expectations on sustainability Society Clients People Shareholders Our society defines what Our clients expect us to Our people expect us Our shareholders expect is acceptable and what is operate safely, cleanly and to keep them safe, us to be fair, balanced and expected in terms of corporate with integrity. treat them with respect transparent in our interactions behaviour. We have a duty and be a good employer. with the market. to respect the communities where we operate and environments we work in. SUBSEA 7 SUSTAINABILITY REPORT 2020 | 3 SUSTAINABILITY PRIORITIES HEALTH, SAFETY AND WELLBEING Creating, maintaining and promoting a safe, secure and healthy work environment.

OVERVIEW OUR COMMITMENTS Actions 2020 Progress Plans for 2021 Health and safety Continue our safety leadership Implement and deliver programme and deliver three a focused campaign spot light on safety initiatives to reduce dropped objects Assurance and verification Roll out self-verification process Continue with self-verification The UN Global Compact recognises to 50% of our vessels against process to 75% of our vessels the importance of health, safety and Subsea 7’s core safety processes wellbeing through a number of its Wellbeing Sustainable Development Goals. Set the foundation for a global Launch and embed our global We strongly support this value and ensure wellbeing framework and wellbeing framework we create, maintain and promote a safe, access to learning resources secure and healthy work environment. Covid-19 Achieved Partly achieved Ensure all business continuity Keeping our people healthy and plans protect against the supported, addressing fatigue global pandemic and new ways of working

WHY IT IS IMPORTANT targets to drive performance improvement travel safely. Subsea 7 has operations The safety of our people is our first priority. with an aim of achieving an incident-free around the world, and some of the Our workplaces are potentially hazardous, workplace every day and everywhere we places we work in are higher risk with particularly when we are working offshore work. We celebrate our safety successes regard to adverse environmental events in harsh and remote environments. with awards for worksites that achieve such as extreme weather, as well as We believe that all our people and those superior performance and communicate political or civil unrest and the threat working on our sites are entitled to the details of incidents when they do occur of terrorism. We provide our people with same level of protection regardless of to help our people learn to be safer in all onsite support as required to minimise the where in the world they work. To achieve they do. risk to personal security. This may include security personnel, Company-arranged this it is essential that we have the right Assurance and verification of safety transport, travel management plans and frameworks in place to enable our people standards are key to a consistently strong travel guides. to work safely. Our policies and training safety performance. Subsea 7 checks programmes are continuously reviewed activities against our internal standards We promote a healthy work-life balance to make sure that this is achieved. and processes as well as regulatory and through a combination of wellbeing We capture key lessons from our legislative requirements. We undertake initiatives, protecting against occupational global operations in order to improve internal safety audits which include health hazards and supporting our our systems, to reduce and ultimately checking our vessels, our procedures and employees when they need it most. eliminate activities that have the potential our documentation. We also use external We recognise the importance of mental to harm our people, the environment auditing to ensure we are in compliance and physical health and support this with and cause damage to our equipment. with our obligations relating to the resilience training and local initiatives such We record all incidents and near misses countries and regulatory standards where as mental health first aiders, education in detail and investigate each event. we operate and to check that our projects in financial wellbeing and regular sports Near misses can be defined as being and vessels are in compliance with our and social activities. All our employees an event where something happened, clients’ requirements. In addition we use have access to a confidential Employee nobody was injured and nothing was third-party auditors to enhance our Assistance Programme (EAP) that damaged; however had circumstances oversight of our supply chain. provides support for coping with life’s challenges including health and wellbeing, been slightly different it would have been Keeping our people safe also includes financial problems, stress or anxiety and an incident. By collecting this valuable their security at work. We assess the family issues. information and tracking our performance security risks of countries, areas, hotels, in our Business Management System we airlines and other means of transportation, are able to continually seek to improve our to make sure our people are secure and safety performance. We set challenging

4 | SUBSEA 7 SUSTAINABILITY REPORT 2020 OUR AMBITIONS

Promoting safe and healthy Providing a workplace that Providing a work environment that workplaces across our value is incident and injury-free encourages, supports and enables chain where employees feel at all times, everywhere healthy choices and lifestyles welcome and secure

OUR PROGRESS IN 2020 safety procedures to ensure that we are We have expanded our influenza vaccine The challenging times faced by doing what we say we do. Our intention offering and in 2020 all employees in the world in 2020 have tested us all. in 2020 was to roll out this self-verification countries where the disease is prevalent When confronted with adversity such process to 50% of our offshore fleet. were offered the vaccine. Despite not reaching this target in the year, as Covid-19, it becomes clear that having OUR PLANS FOR 2021 strong Company Values is paramount. we are satisfied with progress to date and We believe that best performance is In addition to dealing with the effects we will continue to implement this initiative achieved by an enterprise where people of the pandemic throughout 2020, we in 2021. are connected and engaged, and in 2021 continued to prioritise health, safety and Wellbeing senior management representatives will wellbeing through the following initiatives. We recognise the importance of need to maintain strong relationships with Health and safety supporting the wellbeing of our people our vessel and site management teams Our aim to deliver safety leadership both for their own health as well as through our Worksite Sponsor Programme. training to all management and supervisors for our Company as a whole. In 2020, Furthermore, a focused campaign on successfully continued in 2020 through we set the foundation to develop a global reducing the number of dropped objects a digital platform. The training will develop framework to clearly define a model will be delivered. This will be centred and prepare our leaders for the delivery of for the wellbeing of our employees. around industry recognised best practice. In addition, we provided our employees a safe working environment both onshore We will continue with our self-verification with access to health and wellbeing and offshore. We are confident this will process to ensure we have measured our resources within our learning system. inspire a culture of leading by example and activities against our safety procedures The learning content comprised of a suite help achieve our goal of an incident-free for 75% of our vessels. workplace. We focused on three of 270 virtual learning modules which were ‘spot-light on safety’ initiatives this year, well received, with approximately 1,870 Building on the progress we have made namely Covid-19 awareness, improving employees accessing the content. in ensuring that the wellbeing of our people remains priority, we will launch hand safety and minimising dropped Covid-19 objects. Initiatives like these act as key our wellbeing framework across the global The impact of Covid-19 led us to further reminders of the importance of health business, in addition to rolling out local evolve our business continuity plans. and safety and further embed our health wellbeing plans and initiatives. Whilst these have always been in place, and safety culture within the organisation. we took the opportunity to refresh each We will continue our focus on the impact Assurance and verification plan for all of our sites so that they now of Covid-19 by keeping people healthy In order to provide further assurance that cover eventualities that may prevent the and supported, addressing fatigue and our safety procedures are implemented effective functioning of the Company. new ways of working. as planned, we have commenced Our business continuity plans are regularly a self-verification process. We will reviewed to ensure they always remain measure our activities against our core relevant to our operations and activities.

CASE STUDY TOTAL RECORDABLE 0.29 (2019: 0.20) EMPLOYEE ASSISTANCE PROGRAMME INCIDENT With the rapid spread of Covid-19 FREQUENCY RATE we recognised the emotional pressures PER 200,000 and stress that the global pandemic HOURS WORKED placed upon our employees and their families. We expanded our offering of psychological support through Employee Assistance Programmes to all our offshore and onshore employees. AVERAGE NUMBER We ensured that targeted support was OF HEALTH AND 0.55 available to all our employees in all WELLBEING (2019: *) countries around the world and focused COURSES TAKEN on localised communication to promote the support on offer. PER EMPLOYEE

** New metric

SUBSEA 7 SUSTAINABILITY REPORT 2020 | 5 SUSTAINABILITY PRIORITIES CONTINUED ENERGY TRANSITION

Being the partner of choice for the transition of offshore energy towards a sustainable future.

OVERVIEW OUR COMMITMENTS Actions 2020 Progress Plans for 2021 Transition to lower-carbon solutions Develop our capabilities Apply our capabilities to support to support clients’ with our clients’ energy transition with lower-carbon solutions lower-carbon solutions Growth of offshore wind and renewables Grow the renewables business Continue to grow our As part of the UN Global Compact’s unit, increase the number of renewables business unit goal to ensure access to affordable, personnel supporting offshore wind and its capabilities reliable, sustainable and modern energy Diversification and innovation in the energy transition for all, we are committed to progressing Develop our products and Establish an energy transition and supporting the transition towards expertise to support the growing R&D organisation and lower-carbon sources of energy energy transition market investment programme (Principles 7, 8, 9). Proactive participation in global energy transition Achieved Partly achieved Support acceleration Continue to grow our of the ongoing global proactive participation energy transition within the industry

WHY IT IS IMPORTANT As a result of these cost reductions, Floating offshore wind is the next most Global demand for energy continues supported by the capability and expertise promising growth area for offshore to grow and, as a preferred partner of contractors such as Subsea 7, offshore renewables. Floating wind offers the of choice to the offshore energy industry, wind farms are now economically viable possibility to further support energy Subsea 7 will play a proactive role in the at significantly lower levels of government transition by allowing greater quantities construction of sustainable offshore subsidy. The global offshore wind farm of offshore wind to be developed by using energy developments around the world market has grown rapidly with more than areas where the water is too deep to allow and will support the transition of supply 30 GW of capacity anticipated to be the construction of fixed offshore wind towards lower-carbon sources of energy. installed by the end of 2020 globally. farms. While there are no significant Looking ahead, further significant growth commercial farms anticipated in the Seaway 7 is the renewables business unit is projected as society looks to increase short term there are a large number of of Subsea 7 and has an established position investment in renewable energy and demonstrators and concepts in operation in the renewables supply chain, providing carbon-neutral alternatives. with a number of smaller projects being our clients with foundations and cable-lay progressed to provide clean power to Renewable energy has become an services for the construction of offshore wind remote offshore oil and gas facilities. We are important part of our business and we farms. With over 10 years of experience, actively participating in these projects and aim to support our clients to accelerate we have built and installed hundreds of are growing our technical capability and the energy transition and to provide their foundations and kilometres of inner-array expertise in this area to be ready to support consumers with increasing volumes cables for fixed offshore wind farms future large-scale commercial developments. of affordable wind power. We utilise our worldwide. Having been in the offshore Floating wind farms are expected to become skilled people and their wealth of marine wind market from the early days of its a significant contributor to the energy construction expertise together with our commercial conception, we are one of the transition in a five to ten-year time frame. most experienced partners for our clients, construction vessels, equipment and working on a full engineer, procure, facilities to develop and deliver the best Gas has an important role in the transition construct and install (EPCI) basis or on and most cost-efficient offshore wind farm to lower-carbon energy, as it is an energy a transport and install (T&I) scope. solutions. We have many years of source that releases lower-carbon experience in heavy lifting and cable emissions to the atmosphere when used The levelised cost of electricity (LCOE) lay in harsh marine environments that is to generate power and helps to lessen from offshore wind has decreased invaluable for the installation of offshore dependence on coal. Subsea 7 has significantly over the last 10 years, driven wind farms. Over time we expect that this extensive expertise and experience by increased efficiency in transportation will result in a growing proportion in large offshore gas field developments. and installation, bigger turbines, and cost of our activity coming from renewable Our proprietary technology and engineering improvements in the supply chain. energy services. capability supports our clients in developing these fields cost effectively and efficiently. 6 | SUBSEA 7 SUSTAINABILITY REPORT 2020 OUR AMBITIONS

Expanding our capabilities in the Supporting our clients in their Being a leading supplier of solutions design, construction and installation drive for lower-carbon and to the growing offshore energy of cost-effective fixed and floating renewable energy solutions with transition sector wind farms our assets and our technology

OUR PROGRESS IN 2020 As the offshore wind market globalises We see a need for engaging with all We have made significant progress and grows beyond its traditional stakeholders on the importance of the in advancing our plans in the European waters, we have expanded our energy transition and contributing to energy transition. geographical presence in key emerging changing global attitudes towards this. markets including Taiwan and the USA OUR PLANS FOR 2021 Transition to lower-carbon solutions by opening local offices to support We have expanded our early engagement commercial and operational activities Our carbon estimator tool will be used capabilities to support the development in-country. on all studies and on all significant tenders. of lower-carbon solutions. We are focused This will provide a detailed understanding Our commitment to progress with the and targeted in our approach to activities to both Subsea 7 and clients of where the expansion of our renewables business and solutions that lower the total life largest carbon emission contributions are has generated a significant growth in our cycle carbon footprint of our products arising and will allow us to establish revenue backlog through major project and services. ways in which to reduce these or look awards in 2020. at alternative solutions. Growth of fixed offshore wind and renewables Diversification and innovation We will support our clients in their in energy transition increasing drive to reduce their overall We have strengthened our capabilities During the past year we have evaluated carbon footprint and we recognise the within our offshore wind renewables opportunities in emerging new markets important role we have in this effort. business on a number of fronts including such as floating wind, hydrogen and a transfer of more than 100 employees We will grow our business activity in the carbon capture. We have committed to the renewables business unit to support renewable energy sector. We will continue to investing in research and development the growth in offshore wind activity. to identify and maximise fixed offshore in support of energy transition and Additionally, in anticipation of increased wind opportunities to deliver growth, technology initiatives. This significant activity, we are investing in the whilst developing our position towards investment endorses our commitment conversion of the Seaway Phoenix to floating offshore wind farms. We will to proactive participation in this area. dedicated renewables cable installation. strengthen our capabilities and offerings This investment will provide us with more Proactive participation in global as well as increasing our investment operational flexibility and redundancy energy transition in focused technology and R&D. in our project execution and improve our Subsea 7 is an active participant In 2021 we will further develop our service offering to our clients. It will help advocating the need for transition participation in emerging new markets us to simultaneously serve different in the offshore energy sector towards and opportunities such as floating wind, geographical areas. lower-carbon and sustainable solutions. hydrogen and carbon capture. We will Our business touches nearly all continue developing our advocacy traditional and renewable energy programme to promote the drive for markets and sectors. energy transition offshore.

CASE STUDY CUMULATIVE NUMBER OF OFFSHORE WIND 748 (2019: 658) REDUCING NOISE LEVELS TURBINE GENERATOR Seaway 7 is currently developing the FOUNDATIONS world’s largest vibratory hammer together INSTALLED with CAPE Holland in order to reduce the TO END OF 2020 noise levels during monopile foundation installation for the Kaskasi project in Germany. We have developed significant experience utilising vibratory hammers since 2010 and this project will take CUMULATIVE vibratory hammer capabilities to the next LENGTH OF 816 level. This innovative technology will allow RENEWABLES (2019: 770) us to drive monopiles to full depth by means CABLES INSTALLED of vibro-driving only while minimising noise and operational change over time on future TO END OF 2020 offshore wind farm projects. (KM)

SUBSEA 7 SUSTAINABILITY REPORT 2020 | 7 SUSTAINABILITY PRIORITIES CONTINUED LABOUR PRACTICES AND HUMAN RIGHTS Providing working conditions aligned with international best practice with respect to labour practices and human rights.

OVERVIEW OUR COMMITMENTS Actions 2020 Progress Plans for 2021 Baseline setting and planning Develop a three-year roadmap Enhance our global policies to embed the principles and ways of working of Building Responsibly in line with the principles and the UN Global Compact of Building Responsibly and the UN Global Compact Risk assessments We are aligned with the UN Global Compact in supporting the commitment Enhance our risk assessment Conduct risk assessments to respect and protect human rights tools to include the principles prioritising high-risk suppliers (Principles 1 and 2). of Building Responsibly and the and our global workforce UN Global Compact We uphold the UN Global Compact’s Communications labour principles and commit to fair and lawful employment practices across the Develop an engagement Strengthen awareness of our Company and throughout our supply chain campaign to raise awareness commitment to the principles (Principles 3, 4, 5, 6). of our commitments to the of Building Responsibly principles of Building Responsibly and the UN Global Compact Achieved Partly achieved and the UN Global Compact to our targeted populations

WHY IT IS IMPORTANT rights in all we do, wherever we work, As a minimum we comply with national Treating our people and those that so no-one is ever mistreated, abused or legal requirements regarding wages and work with us fairly and with dignity exploited by us or anyone we work with. working hours everywhere we have is fundamental to the way that we work Our Human Rights Policy Statement operations. We also apply the International at Subsea 7. We are committed to fulfilling makes it explicitly clear that we will Labour Organisation’s standards regarding our responsibility to respect and protect not accept any abuse of human rights, child labour and the minimum working human rights. We strive to protect the including human trafficking, forced or age. We support the rights of our rights of individuals working in or impacted involuntary labour and we will not work people to freedom of association and by our operations, including people who with suppliers or service providers that do. collective bargaining. work for our suppliers. This includes Subsea 7 is proud to be a signatory to the By working with established international a commitment to help prevent modern UN Global Compact, in which the United compacts, standards and organisations slavery and human trafficking anywhere Nations has set out 10 principles covering we aim to present a united international in our business or supply chain. human rights, labour, environment and business community where we stand Respecting human rights and adopting anti-corruption. We have also signed up alongside others in our industry and good labour practices helps us live to support the Worker Welfare Principles other industries worldwide to put a stop our Company Values. Having a robust set out by the Building Responsibly to human rights and labour abuse. organisation. Building Responsibly was procedure and channels for people We require our suppliers to uphold launched in 2017 as a global business-led to raise concerns enables us to deliver the same standards when dealing with coalition committed to promoting the on this commitment. Our commitment their employees, contract staff and rights and welfare of workers in the to labour practices and human rights and subcontractors. We require them to engineering and construction sector. It is our associated policies and procedures commit to our Code of Conduct for based on the belief that collaboration is also helps us to recruit and retain talented Suppliers (which includes human rights required to deliver better practices across people around the world. Maintaining and labour practices) and encourage the building and construction industry. good employee relations makes us our suppliers to report any behaviour that a stronger and better company capable We are committed to fair and lawful is inconsistent with this code to their of winning market share and performing employment practices across the contact at Subsea 7 or our Chief Ethics well for all our stakeholders. Company and throughout our supply and Compliance Officer. If they are not Everyone at Subsea 7 must abide by our chain. We are an equal opportunities comfortable reporting to Subsea 7 Code of Conduct. Fundamentally our employer and seek to protect our people directly we encourage the use of our Code is all about standing up for human from discrimination and bullying. externally administered confidential reporting line, Safecall.

8 | SUBSEA 7 SUSTAINABILITY REPORT 2020 OUR AMBITIONS

Applying the principles of Building Working with our suppliers and Ensuring broad understanding Responsibly and the UN Global partners to see the principles of of Subsea 7’s expectations and Compact within Subsea 7 and Building Responsibly and the UN commitments to the principles actively monitoring compliance Global Compact applied across of Building Responsibly and the the value chain UN Global Compact

OUR PROGRESS IN 2020 We are working with an independent OUR PLANS FOR 2021 This year has been a period of reviewing expert firm to design and deliver training Implementation of our three-year roadmap and regrouping on our approach to this for our key populations in conducting risk across the organisation which will include: subject. We have focussed on three key assessments and delivering action plans Reviewing our Global Policies and ways of areas as follows. to address high-risk areas. working to ensure they reflect the principles Baseline setting Since 2019, we have included human of Building Responsibly and the UN Global rights questions in our due diligence As a foundation we needed to ensure Compact, with focus on Human Resources, questionnaire for high-risk suppliers. we have an understanding of where we Health, Safety, Security, and Supply Chain In 2020 we implemented an enhanced are today – setting our baseline. From this Management functions. third-party risk assessment and due we develop our plans. Our key objective diligence platform, which will help Conducting risk assessments across here was to create a three-year roadmap process all our high-and medium-risk our global workforce and start to develop for embedding the principles of Building suppliers and other third parties. action plans to address our high-risk areas. Responsibly and the UN Global Compact It includes business ethics and human into the ways in which we already respect We will continue to raise awareness of rights risk assessment and due diligence and protect human rights. This was our human rights commitments, focusing screening, automated due diligence achieved and we now have a solid on our targeted populations for 2021 questionnaires, and approval workflow. roadmap which includes a review and of Business Leaders, Human Resources enhancement of our global policies, Communication and engagement and Supply Chain Management. risk assessments of our operations and Communication is key to making progress, In relation to the supply chain, our priorities our supply chain and engagement plans both internally and externally. Our roadmap include continuing to implement our new for 2021 and beyond. includes an engagement plan to raise due diligence and risk assessment platform Risk assessments awareness across the organisation of and to integrate human rights and labour labour practices and human rights and our Part of the baseline setting has been practices criteria into that process. We also commitments to the Building Responsibly further progress on our risk assessments plan to increase engagement with suppliers Worker Welfare Principles and the UN in this area. We had already carried out around this topic and to increase assurance Global Compact principles, which we will risk assessments for certain areas of of selected high-risk suppliers. deliver with the support of an independent operations, but we needed to expand this expert firm. to cover both our global workforce and our suppliers. Work has been done to develop and enhance our risk assessment process to embed the principles of Building Subsea 7 supports the Worker Welfare Responsibly and the UN Global Compact, Principles set out by Building ready for rolling out across our operations Responsibly, a global business-led in 2021. coalition committed to promoting the rights and welfare of workers.

CASE STUDY NUMBER OF COMPLIANCE AND 15 (2019: 19) SUPPLY CHAIN HUMAN RIGHTS ETHICS CASES RISK ASSESSMENT RELATING TO We assess human rights risks in the HUMAN RIGHTS (0) supply chain through a combination of AND LABOUR country and category risk. Our baseline PRACTICES (15) risk mapping with GoodCorporation™ highlighted supplier types that could pose a higher risk, and we use the Transparency International Corruption Perceptions Index as our starting point NUMBER OF for assessing country risk. The correlation COMPLIANCE AND 0 between corruption and human rights ETHICS CASES (2019: 0) risk in a country is imperfect, and we aim to address this in our SCM procedures RELATING TO for managing human rights risks. DISCRIMINATION

SUBSEA 7 SUSTAINABILITY REPORT 2020 | 9 SUSTAINABILITY PRIORITIES CONTINUED BUSINESS ETHICS

Ensuring ethical business conduct and compliance by those working in and for the Company.

OVERVIEW OUR COMMITMENTS Actions 2020 Progress Plans for 2021 Embedding a culture of ethics, compliance and integrity Increase number of employees Enhance the impact and who complete annual compliance effectiveness of compliance and ethics e-learning and ethics training Ensuring all who work for us uphold our commitment to business ethics Strengthen assurance from Continue to develop and Principle 10 of the UN Global Compact suppliers and other third parties implement approach to identifies the importance of businesses assurance across Subsea 7 working against corruption in all of its and third parties forms. Through a range of initiatives, Making a positive impact on business ethics in our sector including the supply chain policies and processes we have continued Deliver compliance, ethics & Take the lead on an initiative to strengthen our approach to maintaining integrity supplier sessions to make a positive impact on ethical business conduct. business ethics in our sector Achieved Partly achieved

WHY IT IS IMPORTANT risks to prominence, including tax evasion, channels, and any significant compliance Integrity is one of Subsea 7’s six Values: human trafficking and modern slavery, or ethics incidents and investigations. and other human rights risks. we are committed to complying with In order to monitor and continually improve applicable laws and applying the highest Our Code of Conduct for Suppliers sets our programme, we conduct internal audits ethical standards in everything we do, out the key principles of ethical business of compliance with relevant financial treating our clients, people, partners conduct that our suppliers are required controls, supply chain management and suppliers fairly and with respect. to uphold. procedures, our due diligence and gifts and hospitality policies and procedures, As with safety, we take a management The Compliance and Ethics Programme and other aspects of our programme. system approach to embedding a culture and function are overseen by our Chief We make risk-assessment and monitoring of ethics and integrity and managing legal Ethics and Compliance Officer, who has an visits to higher-risk third parties. We have risks. The Subsea 7 Compliance and Ethics independent reporting line to the Corporate also engaged an external expert firm Programme has been developed to prevent Governance and Nominations Committee (GoodCorporation™) to perform bribery, corruption and other business of the Board of Subsea 7 S.A.. We have an independent assessments of our ethics breaches by the Company and Ethics Committee comprising all members programme, both at a Group level and all who work for us – including suppliers of the executive management team, which in selected countries where we have had and other third parties. oversees the implementation and continual significant business activity and the improvement of the programme and The programme is summarised corruption risks are perceived to be higher approves the strategy and priorities. In in the diagram opposite. It is designed (e.g. Brazil and Egypt). Recommendations conjunction with the Board, it also oversees and implemented in accordance with from such assessments form part of our our Speak Up policy, procedures and international best practice, including the annual action plans. International Anti-Bribery Management System Standard ISO 37001:2016. 1. Top Level Most importantly, it is underpinned Commitment by our culture and Values. 8. 2. Monitoring, Auditing Risk Assessment mplem and Assurance ive I en and Due ct tat While much of our focus in recent years ffe io Diligence E n has been on anti-corruption, as well as 7. Subsea 7 3. competition/anti-trust, sanctions and export Investigations, Compliance and Code of Conduct controls, the programme also has a broader Remediation and Ethics and Clear olicies Enforcement Programme C t scope which is defined by our Ethics Policy 6. o n 4. nt e inu em Statement and our Code of Conduct (both rocedures ous Improv Communication approved by the Board of Subsea 7 S.A.). and Controls Education 5. and Training In recent years, increased regulatory and Speak up Channels stakeholder demands and expectations and Culture have brought other compliance and ethics C ulture and alues 10 | SUBSEA 7 SUSTAINABILITY REPORT 2020 OUR AMBITIONS

Embedding a culture of ethics, Ensuring only those who uphold Ensuring we make a positive impact compliance and integrity our commitment to ethical on business ethics in our sector, business conduct can work including the supply chain with or for us

OUR PROGRESS IN 2020 Ensuring all who work for us uphold our They also help provide us with assurance Subsea 7 has a very well-established commitment to business ethics about our suppliers’ alignment with, business ethics programme which we The initiatives referred to above are aimed and willingness to help uphold our have continued to follow this year with primarily at our own staff, but we also commitment to ethical business conduct. a focus on ‘more’. continued our work to ensure suppliers OUR PLANS FOR 2021 and other third parties uphold our Embedding a culture of ethics, Fostering a culture that encourages standards. We implemented a new compliance and integrity employees and others to speak up is an platform to enhance the risk assessment ongoing goal, and although we took the For the first time, our annual Compliance and due diligence screening of third and Ethics e-Learning was rolled out to steps we planned to take in 2020, it will parties. This will also allow us to increase continue to be one of our focus areas in targeted roles within our offshore staff too. the number of suppliers going through We achieved 100% completion for our embedding our Compliance and Ethics a more efficient and effective process. Programme. For 2021, we will also focus targeted onshore workforce and 99% of We are also seeking to define more clearly our offshore workforce. This represented on enhancing the impact and effectiveness our expectations of suppliers and the of compliance and ethics training – a 7.5% increase in the number of people standards against which we assess them. undertaking the training (2019: 4,791; the quality, not just the quantity. 2020: 5,153). Our new platform will help us to assess In addition, we will continue to develop a broader range of emerging ethical risks, Raising awareness of our Speak Up Policy and implement our approach to assurance including human rights and modern across Subsea 7 and third parties through is an ongoing action across all of our slavery, as we attempt to leverage our business units. We track all potential further independent assessments of supply chain management procedures parts of our business towards our goal breaches of the Code of Conduct that are to help manage such risks. reported via our Speak Up channels, or of the whole enterprise having been reported or detected locally. We compare Making a positive impact on business independently assessed. We will continue data and trends year-on-year (e.g. the ethics in our sector including the our ongoing third-party risk assessment country or business unit, the type of supply chain and due diligence and more clearly define expectations of suppliers and other potential breach and whether they were We promoted and helped celebrate third parties. anonymous). It is hard to find reliable UN International Anti-Corruption Day, benchmarking data about how many cases including a message from our CEO Finally, in terms of making a positive we should expect to have. In principle, and a webinar on anti-corruption. impact on business ethics in our sector, the more cases we see, the more confident we aim to work with clients, peers, We held Supplier Integrity webinars we are that there is a positive Speak Up suppliers and others to share best practice across our regions and business units, culture; but we are also alert to whether and develop common standards. We will at which senior managers talked about any cases are a signal that the Code support and oversee business-led integrity the importance of integrity, we explored of Conduct is not properly understood initiatives, including Global Integrity Day, the what’s and why’s of our Compliance and embedded. UN Anti-Corruption Day and supplier and Ethics Programme, and suppliers and client events. were invited to share their own stories. Such events help spread best practice across our sector and raise awareness and buy-in.

CASE STUDY NUMBER OF EMPLOYEES WHO HAVE COMPLETED 5,153 (2019: 4,791) SUPPLIER INTEGRITY EVENTS COMPLIANCE AND We aimed to bring suppliers into the ETHICS E-LEARNING conversation about integrity by including INCLUDING them in business-led integrity events. ANTI-CORRUPTION Such events were held by webinar all over the world and were attended by 481 suppliers and more than 1,000 individuals (including Subsea 7 staff) from more than 30 countries. Suppliers NUMBER joined a discussion about Subsea 7 OF COMPLIANCE AND 2.94 managers’ personal perspectives on ETHICS CASES LOGGED (2019: 3.03) integrity and the ethical commitments PER 1,000 EMPLOYEES and duties shared with the supply chain.

SUBSEA 7 SUSTAINABILITY REPORT 2020 | 11 SUSTAINABILITY PRIORITIES CONTINUED OPERATIONAL ECO-EFFICIENCY Improving the environmental efficiency of our operations and our solutions in terms of greenhouse gas emissions and energy use.

OVERVIEW OUR COMMITMENTS Actions 2020 Progress Plans for 2021 Engaging with clients to reduce the environmental impact of our services Develop and launch carbon Highlight alternative lower-carbon estimator to help measure vessel operational solutions environmental impact for our clients Improving the environmental efficiency of our fleet Complete a study of the Develop our pathway to 50% We recognise the importance of being conversion of further vessels reduction in GHG by 2050 actively engaged in tackling the challenges to be hybrid powered including the strategy to convert facing our environment. We support the some vessels to hybrid power UN Global Compact’s principles on the Improving environmental efficiency offshore environment and we are undertaking Automate reporting and Establish digital dashboards to initiatives to promote greater environmental calculation of Clean Operations identify improvements offshore responsibility throughout our Company (Principle 8). Improving environmental efficiency onshore Communicate directive for onshore Where available, we will ensure Achieved Partly achieved sites to use renewable energy 100% of our sites obtain electricity sources where available from renewable sources

WHY IT IS IMPORTANT Seven Arctic, Seven Vega, Seaway Moxie We have a comprehensive risk Subsea 7 recognises the impacts of and Seaway Aimery. The ESI identifies management system with procedures climate change and its potential effect seagoing ships that perform better in and tools that identify, analyse, report and on our business, our end markets and reducing air emissions than required by manage business risks that are related on society. We are actively engaged the current emission standards of the IMO. to environmental exposures and the effects of climate change. We measure key in seeking ways to be more efficient Subsea 7’s owned vessels are enlisted in environmental data against internal targets in the way that we work and investing the Norwegian NOx fund, which supports including fuel and energy consumption, in solutions that lower our greenhouse the shipping industry in cutting NOx carbon emissions, waste segregation, gas emissions and those of our clients. emissions by granting financial support spills and other incidents. Environmental Over 90% of our emissions come from to the industry to implement green hazard severity is measured through our vessels such that our carbon dioxide technology. This is financed by fees paid a points system that reflects the potential emissions correlate strongly with our to the fund by its members, including impact on the environment should an activity levels in the year. Subsea 7. Subsea 7’s new build vessels incident occur. In addition, Subsea 7 have NOx-reducing selective catalytic The International Maritime Organisation discloses its climate change impact reduction (SCR) technology that reduces (IMO) launched its strategy for the through CDP. reduction of greenhouse gas emissions NOx emissions by approximately 75%. Subsea 7 is globally certified to the from ships. This included limiting sulphur We have one of the youngest fleets in the Environmental Management Standard oxide (SOx) and nitrogen oxide (NOx) offshore energy construction market with ISO 14001:2015. This Standard applies emissions and setting a target to reduce an average age of just 10 years. We have to the management of our environmental total annual greenhouse gas emissions invested over $3.5 billion in new vessels responsibilities in a systematic manner from shipping by at least 50% by 2050 since 2010, commissioning 12 new build including the enhancement of compared with 2008. As a result, from vessels in that period. We aim to operate environmental performance as well January 2020 a new low-sulphur limit a vessel for its entire useful life, investing as the achievement of our environmental for fuel came into effect worldwide. All of in new equipment and enhancements obligations and objectives. In 2020, Subsea 7’s vessels are designed to run on to extend the life where possible. When DNV GL performed an audit of our low-sulphur fuel, and as such no additional a vessel is at the end of its life we are compliance which confirmed effective investment or action was required. committed to recycling it responsibly. fulfilment of requirements and no All of our redundant vessel tonnage is Seven Subsea 7 vessels are listed with the non-conformities with the requirement recycled under the Hong Kong Convention Environmental Ship Index (ESI) in the of the standard. World Port Sustainability Programme: and the EU Ship Recycling Regulation. Seven Viking, Seven Kestrel, Seven Falcon,

12 | SUBSEA 7 SUSTAINABILITY REPORT 2020 OUR AMBITIONS

Investing in technology to improve Enhancing our fleet to reduce Improving our operational the lifecycle carbon footprint of operational GHG emissions to efficiency to support energy infrastructure that we offer achieve a 50% reduction by 2050 reduced-carbon emissions our clients

In addition to minimising our own Improving the environmental efficiency Improving environmental emissions we are committed to providing of our fleet efficiency onshore: our clients with improved technology and Following the conversion in 2019 of the Our commitment to improving our engineering solutions that enable them Seven Viking to have hybrid battery power operational efficiency has extended to to reduce the environmental impact installed, Subsea 7 commissioned a study our onshore operations with the circulation of their offshore energy developments. on the conversion of some of its fleet to of a Company directive to switch to For example, our technology for hybrid power, reviewing the suitability for renewable energy sources of power. Electrically Heat Traced Flowlines which vessels to be converted and subsequently This is a strong message to send out and will enable long-distance tie-backs with which vessels will benefit the most from we will be working with our regions and reduced need for new topside processing a hybrid conversion. In addition, to aid business units to look at how and when capacity and reduced power requirements. reporting of our carbon emissions, we can achieve this. We are in the process OUR PROGRESS IN 2020 a programme has commenced to convert of tracking all our sites and targeting those Lowering the carbon impact from our all our owned vessels to digital fuel where we could change energy source operations is critical to limiting climate reading which provides accurate figures to improve our carbon footprint. of fuel consumption and allows further change and its impacts. We have focused OUR PLANS FOR 2021 our efforts across four key areas. optimisation of each vessel’s clean operations to enable metrics to measure Subsea 7 will continue to seek Engaging with clients to reduce the our progress. opportunities to reduce the carbon environmental impact of our services emissions from our operations. We will Improving environmental support our clients in their increasing drive In 2020 Subsea 7 developed and launched efficiency offshore to reduce their overall carbon footprint and a carbon estimating tool which will provide we recognise the important role we have carbon reports that our clients can use We have continued our efforts in in this effort. to help measure the environmental impact improving our operational eco-efficiency offshore through our drive to automate of our services and solutions. The tool We will continue to review alternative the reporting and calculation of Clean provides an indication of those elements options to reduce the carbon footprint Operations across our fleet. A Clean providing the largest contribution to of our fleet as technology progresses. Operation is where we operate beyond a development’s carbon footprint and As part of this review we will complete our a normal operating practice that will save allowing alternatives to be considered strategic assessment on the hybridisation energy without compromising safety subject to other project constraints. of part of our fleet. Going forward, the tool will be used on or execution. We have rolled out We plan to install digital fuel meters and all client studies and tenders over $20m. a standardised template of operational utilise dashboards on our vessels to allow By doing this, it will allow an awareness modes clearly indicating a Clean Operation us to enhance our operational efficiencies and understanding of our operational in order for these to be accurately and fuel usage. This is expected to be emissions and enable us to more recorded on all of our vessels. completed by 2022. effectively plan reductions. Onshore, we will continue to advance our plans to use renewable energy sources where available. CASE STUDY TONNES SCOPE 1 410,446 CO2 EMISSIONS (2019: 432,733) CLEAN OPERATIONS FROM SUBSEA 7 Clean Operations are operational energy OWNED & efficiency measures taken by Subsea 7 CHARTERED VESSELS vessels to reduce CO2 emissions through fuel savings. This year we made improvements to our reporting system. The new system calculates fuel savings automatically based on expected fuel consumption in each engine’s TONNES operational mode setting. We further REDUCTION IN 29,264 streamlined our operational modes to CO EMISSIONS (2019: 19,863) enable us to benchmark and compare 2 fuel savings across the fleet. In 2020 fuel DUE TO CLEAN saved was: 10,759 m³, no. of Clean Ops: OPERATIONS 3,322 performed.

SUBSEA 7 SUSTAINABILITY REPORT 2020 | 13 SUSTAINABILITY PRIORITIES CONTINUED ECOLOGICAL IMPACTS

Minimising the impact of our operational activities on marine and land-based ecosystems and biodiversity.

OVERVIEW OUR COMMITMENTS Actions 2020 Progress Plans for 2021 Recycling our waste Develop group protocol and Target 63% segregated for establish tracking recycling of offshore waste and 80% recycling onshore waste Partnering on marine environmental initiatives Review previous initiatives and Begin partnership with at least engage with potential partners one of the bodies we are The UN Global Compact’s Environmental engaged with regarding cleaning principles recognise the need for oceans and supporting science businesses to encourage the development of environmentally friendly technologies. Zero single use plastics We are aware of the impact our activities Establish baseline and policy. Remove at least four plastic may have on the environment and we are Identify items to be removed categories from operations striving for ways to improve through a range of initiatives (Principles 7, 8, 9). Achieved Partly achieved

WHY IT IS IMPORTANT –– Manage our activities to eliminate requirements and legislation to ensure Subsea 7’s fabrication and construction or reduce any potential negative that any risk of contamination through the activities, offshore and onshore, have an environmental impact release of ballast water or from organisms impact on the environments that surround –– Consider environmental sustainability attached to the hulls of our vessels them. We conduct our business in a way an important element in the way is minimised through vigorous cleaning that considers the environment and which we do business and decontamination. –– Use planning, design and risk aims to keep any negative impact to Subsea 7 provides decommissioning assessment to avoid and reduce a minimum and put in place procedures services to the offshore oil and environmental risk. to protect biodiversity and the ecosystems gas market, helping our clients to safely we work in. We have a Group Health, Some ecological disruption is unavoidable and responsibly remove and dispose of Safety, Environment and Security policy when putting in place new subsea obsolete offshore infrastructure at the end which pays close attention to achieving infrastructure. The seabed is disturbed of its useful life. We also take responsibility regulatory compliance and continually by trenching and rock dumping required for our own end-of-life assets, with all improving our environmental performance to install our flow lines and our presence vessels recycled in accordance with the through careful selection of consumables offshore can be noisy and disruptive for Hong Kong Accord when they are no and working practices designed to reduce marine life. Our Pipeline Bundle solutions longer operable. In 2020 one vessel was waste, energy consumption and emissions. eliminate the need for trenching and rock decommissioned from the fleet. Subsea 7’s line managers are responsible dumping and are a preferred solution for Onshore yards and offices usually have for implementation and compliance with many clients in the North Sea. our policies within our Business a lower environmental impact, with sites Management Systems and for ensuring We also rely on some single-use plastic remaining stable over time and typically that all employees and contractors are items, such as cable ties to secure loads co-existing unobtrusively with the local aware of their responsibilities. safely and packaging of items received environment. There are occasions when from our suppliers. We are looking at ways additional measures need to be taken. Awareness of the impact that our activities to reduce our dependence on single-use We conduct environmental risk may have on the environment and the plastics on our sites and vessels and assessments on all our facilities and management of measures to control such within our supply chain. use them to form an action plan impacts is encouraged through our to minimise this impact. environmental principles: Many of our vessels transit from one ocean to another in the course –– Work according to applicable of the year. We are sensitive to the risk environmental laws, conventions, of contamination of ecosystems that can protocols and regulations result in disruption to biodiversity through –– Promote and maintain a positive the introduction of non-indigenous marine environmental culture life to a new area. We follow all local

14 | SUBSEA 7 SUSTAINABILITY REPORT 2020 OUR AMBITIONS

Recycling all of our waste Zero single-use plastics onshore Making a positive impact on marine and offshore life in each country where we operate

OUR PROGRESS IN 2020 science in parallel with our operations. OUR PLANS FOR 2021 In this challenging year we have sought to Our concepts include programmes to We will continue our focus on recycling our build a series of Company-wide initiatives look at deploying sensors which monitor waste by setting targets of 80% recycling that deliver meaningful ecological value. essential ocean variables, reviewing of all onshore waste, and 63% segregated existing survey data for scientific value for recycling offshore non-hazardous Recycling our waste and considering specific marine science waste. In 2021, we will investigate and We have developed a Group Waste projects. We continued our participation in establish a baseline for the part of our Protocol and Guidelines which include the SERPENT (Scientific and Environmental segregated offshore non-hazardous waste Subsea 7’s commitment to waste ROV Partnership using Existing iNdustrial that is actually recycled and reassess the reduction. This sits within the Technology) Programme, making ROV target we have set. Group HSEQ policy. technology and data more accessible to the world’s scientific community, to share We are committed to continuing our We also acknowledged that the knowledge and progress deep-sea support of marine environmental initiatives consistency of our reporting of waste research. We are also engaged with a body and will put in place an agreement with had been insufficient in prior years and our addressing the cleaning of the oceans. at least one of the bodies we are talking metrics will now use 2020 as a baseline. to around cleaning up the oceans and Accordingly, during the course of the year Zero single-use plastics supporting science. We will also seek we have improved our tracking of waste Subsea 7 has become a signatory to the to establish a conservation project in each across our operations. This year we have UK Chamber of Shipping charter which of the communities where we operate. recycled 76% onshore and segregated for seeks to eliminate non-essential single-use recycling 61% of non-hazardous waste plastic. We have developed a plastic We will continue to support our drive offshore. We have set targets of recycling estimator tool which has allowed us to implement our single-use plastic policy 90% of all onshore waste by 2025, and of to review our global single-use plastics through engagement with our people and segregating for recycling 70% of our and set out a proposal for items we started our suppliers. We will remove at least four offshore non-hazardous waste by 2025. to replace in 2020. These included shoe plastic categories from our operations onshore and offshore. Partnering with an institution to assist covers, barrier tapes, cutlery and ear plug in a marine environmental initiative wrapping and they will continue to be replaced in 2021. Installation of water We have engaged with a series of fountains has also started at many sites institutions to develop programmes that to replace plastic bottled water. can be initiated throughout the Group such as working with an oceanography centre to explore ways we can support ocean

CASE STUDY ENVIRONMENTAL INCIDENT 0.86 (2019: 0.82) SERPENT FREQUENCY RATE PER 200,000 HOURS The oceans of the world are a vast area, covering more than half the Earth’s WORKED surface. It is the last great frontier on our planet and the SERPENT project is researching this exciting undersea environment through unique and innovative deep-sea exploration. LOCAL Subsea 7 is a founding partner of the 11 SERPENT project and continued to ENVIRONMENTAL (2019: 15) report observations from many of its INITIATIVES operating locations around the world. UNDERTAKEN

SUBSEA 7 SUSTAINABILITY REPORT 2020 | 15 ADDITIONAL SUSTAINABILITY TOPICS ADDITIONAL SUSTAINABILITY TOPICS Continued commitment to supporting additional material topics that are important to our people, our business and the society we are part of.

Our employees are encouraged to take TARGETED DEVELOPMENT charge of their careers and, through Annually we have an intake of graduates one-to-one meetings supported by their from around the world who join our direct managers, career development Graduate Engineering Development plans are created and reviewed on Scheme. The programme is a blend a regular basis. Areas for development of local delivery, global webinars, are identified and can be supported team projects and a one-week session by our learning and development tools. in the UK. In 2020 we transformed the The process is driven by the individuals and one-week physical event into a one month supported by their functional managers. virtual event, made up of webinars, workshops, virtual coffee networking with Our initiatives and projects leaders, and an app-based quiz. VIRTUAL-READY LEARNING AND DEVELOPMENT In October 2019 we launched the In 2020 we shifted our Safety Leadership HUMAN CAPITAL learning module in Horizon, our digital HR Programme from classroom to fully- platform for our onshore population and virtual, to ensure that this key topic DEVELOPMENT a pilot group offshore. Through 2020 the remains a focus. The programme aims use of this tool, augmented the learning to enhance our offshore leadership support to our people at the same time in how to create and lead a safety culture, as remote working and changing shift whilst increasing their self-awareness. patterns were introduced. Throughout the The pilot feedback was positive in terms year we had a greater focus on remote of both the learning and delivery format. working guidance, communication and For our onshore line managers we had Why it is important health and wellbeing. The 2020 October 100 managers start the virtual programme Our people are at the heart of everything Festival of Learning was fully virtual with which aims to enhance their people and we do and supporting all individuals the theme being “make time to reset”. team management skills and increase their to achieve their full potential is key The Group-wide offering was fully virtual self-awareness. to Subsea 7’s success. consisting of webinars, panel discussions Subsea 7 has a well-established range and interactive workshops. Topics covered of learning and development tools to help included Diversity and Inclusion, our people grow their knowledge and Health and Wellbeing, Digitalisation and “Our people are at the heart New Technologies, Energy Transition, abilities in different areas of the business. of everything we do and Development schemes, behavioural Change Agility and Renewables. We had models, webinars and a variety of learning record attendance, with over 5,000 people supporting all individuals to content are easily accessible via our digital attending a virtual event. achieve their full potential is platforms, designed to promote inclusive In 2020 we shifted our Performance key to Subsea 7’s success.” and equal learning opportunities amongst Management Process known as our employees. “Compass” to be documented within the Horizon system, and even with the impact of Covid-19, we achieved our target for 90% of our people to have their performance discussion documented.

16 | SUBSEA 7 SUSTAINABILITY REPORT 2020 improves decision-making by introducing people in the management teams of new ways of thinking. We are committed to countries where we work and ensure providing a workplace where everyone can recruitment reflects a diverse population. thrive. These principles are well-established During the year, John Evans, our CEO and form part of Subsea 7’s Human Rights joined the POWERful Women Energy Policy Statement and further detailed Leaders Coalition. POWERful Women in our equal opportunities and diversity is committed to encouraging energy employment policy. companies to improve diversity, To support our ambition to provide both gender and other minority groups. equal opportunities to everyone in the In March we celebrated International organisation, a Diversity and Inclusion Women’s Day 2020, with a whole week Steering Committee was established of activity showcasing our women, in 2019. Chaired by a member of the men and teams who are doing excellent DIVERSITY Executive Management team and with work in their areas and who fully champion representatives from different regions, the and support gender equality and equality AND INCLUSION Committee’s aim is to role model diverse for all. During our October Festival of and inclusive behaviours, influence others Learning, one of the focus areas was and spearhead the agenda, as well as set D&I with workshops, webinars and virtual Subsea 7’s framework for success, content available for people to engage ensuring the topic remains a Company with. In November 2020 we undertook priority and evolve the focus as the a Diversity and Inclusion survey, to better Company matures. understand how our people feel about this Why it is important topic and to influence our plans for the We believe that everyone has the right to be Our initiatives and projects future. 1,000 of our people gave their input, treated fairly, with dignity and respect, and In 2020 we set a Company objective for all with over 1,700 comments, which were to have equal opportunities in a supportive, our regional business units and segments reviewed and discussed at our Senior friendly and inclusive environment, free from to put in place a Diversity and Inclusion Management team’s year end meeting. all forms of discrimination, harassment or (D&I) action plan focused around our Group bullying. Fair employment practices, D&I framework. Our leadership teams fair treatment for all individuals and equal remained focussed on this topic and all opportunity on the basis of merit are the parts of the business delivered their plans. foundation of our development programmes. The framework consists of four focus areas, within which we will take positive We value and promote diversity and action, namely: improve our inclusive regard it as a key to our success. culture in the workplace, increase the An inclusive and diverse environment proportion of women in leadership fosters creativity and innovation and positions, increase the proportion of local

part in our ambition to deliver our To ensure a fair bidding process, sustainability targets. Our aim is Subsea 7 promotes open competition to co-operate closely with our suppliers among approved suppliers. Bidders are to achieve a working relationship that treated fairly and evaluated according to benefits both parties. We expect our their technical and commercial proposals. suppliers to have an approach to During the tender process our suppliers sustainability aligned with ours and to are requested to familiarise themselves respect our Values and working culture. with our Code of Conduct for Suppliers which are part of our contractual terms Our initiatives and projects and conditions. Our Code of Conduct Subsea 7 has a Supplier Management for Suppliers outlines our expectations System to assist and control the process regarding business ethics, human rights, of approving a new supplier and to monitor health and safety among other topics. their progress. As part of the approval By signing a contract with us, they agree RESPONSIBLE SUPPLY process any potential supplier is required to work according to the principles to provide satisfactory information on described in this document. CHAIN MANAGEMENT a number of sustainability issues including business ethics, human rights and labour practices, health, safety and environment. The pre-qualification process can also include screening for legal and human slavery issues. The level of scrutiny to which suppliers are submitted may Why it is important vary according to the region where the A significant part of our work is executed supplier operates. by our supply chain. In EPIC projects outsourced scopes can represent up to 50% of Subsea 7’s revenue. We recognise that our supply chain plays an important

SUBSEA 7 SUSTAINABILITY REPORT 2020 | 17 ADDITIONAL SUSTAINABILITY TOPICS CONTINUED

ADDITIONAL SUSTAINABILITY TOPICS CONTINUED

SUTTON NIGHT WATCH (LONDON) RECONCILIATION ACTION PLAN (AUSTRALIA) COMMUNITY IMPACT Sutton Night Watch support and raise The Reconciliation Action Plan (RAP) awareness for homeless people within programme, provides a framework AND RELATIONSHIPS the London Borough of Sutton and to support the Australian national surrounding areas. A group of Subsea 7 reconciliation movement. Subsea 7 has volunteers used their free time to run a vision to develop a culture across our the kitchen and also run the food and Australian business which embraces unity clothes bank. Subsea 7 donated end-of between Aboriginal and Torres Strait day surplus food from its restaurant and Islander peoples and other Australians. fresh organically grown food from our Also, a culture which acknowledges our Why it is important terraced garden. shared history and actively promotes Subsea 7 operates on a global basis and equality and equity in employment, a core principle of our operating approach health and community. We recently had is to optimise local content and engage our second Innovative RAP endorsed closely with local communities on by Reconciliation Australia. all levels. Our initiatives and projects REEF CHECK (MALAYSIA) Reef Check Foundation is an international non-profit organisation promoting coral reef conservation and management. In 2020, Subsea 7’s Kuala Lumpur office partnered with Reef Check Malaysia by WORLD CLEANUP DAY sponsoring a reef health monitoring survey (THE NETHERLANDS AND GERMANY) around Tioman Island, Malaysia. Seaway 7 joined the World Cleanup Day on Saturday 19th September. The World Cleanup Day is the biggest worldwide WORK EXPERIENCE DAYS (NORWAY) clean-up event of the year. Children aged 14-15 were invited to Subsea 7 in Stavanger for their three-day From Seaway 7’s offices in the work experience assignment. It gave Netherlands and Germany, nearly 80 pupils an idea of what it would be like participants including family members to be an engineer in the subsea industry. and friends came together for a day They learned about underwater operations of awareness and to clean-up as much through virtual reality, carried out litter as possible. Colleagues working from safety inspections and designed home also participated in neighbourhood a seabed structure. clean-up efforts. SUBSEA 7 VOLTA CONTRACTORS SUPPORTS COMMUNITY IN TAKORADI (GHANA) Subsea 7 Volta Contractors donated funds to the Hen Mpoano initiative to provide vocational and skills training for eight people from the Takoradi and Sekondi communities in Ghana.

18 | SUBSEA 7 SUSTAINABILITY REPORT 2020 COVID-19 RESPONSE

THE PEOPLE OF SUBSEA 7 SUPPORT THEIR COMMUNITIES IN THE PANDEMIC AUSTRALIA A national shortage of hand sanitiser and disinfectant resulted in many individuals and organisations finding it difficult to procure these items. The employees of Subsea 7 Australia reached out to a local supplier to order medical grade hand sanitiser and disinfectant for donation to a local charity which provides services to support the homeless. UK Following some difficulties in obtaining essential Personal Protective Equipment (PPE) for those in the medical and care sectors, who are on the front line fighting Covid-19 every day, our people have FRANCE SEAWAY 7 helped produce, package and deliver Our Paris office employees donated Over 300 masks were donated to local over 300 face shields across Aberdeen masks, disinfectant gels and protective health care providers including medical and surrounding areas. gloves to the Suresnes Municipality and surgeries and dentists. the Créteil Hospital. They also provided BRAZIL Originally, these masks were to be used the Foch Hospital in Suresnes with The people of Subsea 7 Brazil supported a in support of our operations in China. a cardiograph and a ventilator. research institution in Macaé to implement With the change in circumstances and a Covid-19 testing and research campaign UK our own employees not being allowed to laboratory and assisted with donating face During the UK lockdown, our people were travel, the decision was taken to redirect masks to local communities in need. able to donate their stock of safety masks this resource to the local community. to National Health Service workers at St. Helier Hospital in Carshalton to support frontline staff working tirelessly to help patients during these challenging times.

SUBSEA 7 SUSTAINABILITY REPORT 2020 | 19 DATA SUMMARY DATA SUMMARY The summary table below represents a range of key metrics associated with our sustainability topics.

NEW MEASUREMENT METRIC DEFINITION COVERAGE UNIT 2018 2019 2020 HEALTH, SAFETY AND WELLBEING* Total incident free days Group days 336 337 336 Total recordable incidents Group number 30 26 32 Total recordable incidents frequency rate per 200,000 Group rate 0.22 0.20 0.29 hours worked Total lost time incidents Group number 6 3 8 Lost time incident frequency rate per 200,000 hours worked Group rate 0.05 0.02 0.07 Total fatal accidents Group number 0 0 0 Fatal accidents frequency rate per 200,000 hours worked Group rate 0 0 0 Total number of near miss reports Group number 305 231 273 Total number of internal safety audits Group number 305 259 110 Total number of supply chain audits Group number 101 137 104 Total days of health, safety and wellbeing training Group days 3,819 10,963 2,738 Average number of safety courses taken per person Group number –– Offshore ** ** 2.17 –– Onshore 0.63 Average number of health and wellbeing courses taken per person1 Group number ** ** 0.55

Emergency Response Exercises conducted onshore Group number 102 126 119

Proportion of our people said that Subsea 7 demonstrates Group % 81 care and concern for employees in the bi-annual Employee Opinion Survey2

** data includes both employees and contractors ** No data available 1. Health and wellbeing courses apply only to those with access to our HR training platform, Horizon (onshore and OMT). 2. Data obtained from Subsea 7 bi-annual survey – not available for 2018/2020

ENERGY TRANSITION Renewables business revenue Group million ** 198 631 USD Cumulative number of offshore wind farm monopile foundations Group number 498 518 608 installed at year end Cumulative number of offshore wind farm jacket foundations Group number 140 140 140 installed at year end Cumulative number of offshore wind turbine generator Group number 638 658 748 foundations installed at year end Cumulative number of renewables cables installed at year end Group number 528 546 548 Cumulative length of renewables cables installed at year end Group km 740 770 816 Cumulative number of offshore substations installed at year end Group number 30 32 35 Cumulative power capacity of renewables projects supported Group GW 4.9 5.1 6.0 at year end

** No data available

20 | SUBSEA 7 SUSTAINABILITY REPORT 2020 NEW MEASUREMENT METRIC DEFINITION COVERAGE UNIT 2018 2019 2020 LABOUR PRACTICES AND HUMAN RIGHTS Compliance and ethics cases1 relating to: Group number –– Human rights 0 0 0 –– Labour practices 23 19 15 Compliance and ethics cases1 relating to discrimination Group number 3 0 0

Compliance and ethics cases1 relating to human rights impacts Group number 0 0 0 on local communities Suppliers with a contract that included human rights clauses Group number 6,143 6,481 6,660 or that underwent human rights screening % 78 77 82 Average number of courses taken per person Group number –– Offshore ** ** 3.88 –– Onshore ** ** 6.00 Average hours of training per person Group hours –– Offshore ** ** 4.44 –– Onshore ** ** 7.42 Proportion of our people responded positively to being treated Group % 80 with respect as an individual in the bi-annual Employee Opinion Survey²

** No data available 1. Compliance and ethics cases include all alleged or suspected breaches of the Code of Conduct, whether raised via Safecall or reported via other channels 2. Data obtained from Subsea 7 bi-annual survey-not available for 2018/2020

BUSINESS ETHICS Employees who have completed compliance and ethics Group number 3,989 4,791 5,153 e-learning (including anti-corruption) % 36 40 47 Governance body members¹ that have received training Group number 117 115 122 on compliance and ethics (including anti-corruption) % 58 60 64 Speak Up and other compliance and ethics cases Group number 47 36 32 Number of Speak Up and other compliance and ethics Group rate 4.41 3.03 2.94 cases per 1,000 employees Suppliers attending a compliance, ethics and integrity session Group number ** ** 481

Number that have had Subsea 7 anti-corruption policies Group number communicated to them: –– Governance body member 117 115 122 –– Incorporated JV partners ** ** 18 –– Unincorporated JV, consortium and alliance partners ** ** ** –– Supplier 6,143 6,481 6,660 –– Employee 3,989 4,791 5,153 % that have had Subsea 7 anti-corruption policies communicated Group % to them: –– Governance body member 58 60 64 –– Incorporated JV partners ** ** 100 –– Unincorporated JV, consortium and alliance partners ** ** 100 –– Supplier 78 77 82 –– Employee 36 40 47 Monetary value of financial/in-kind political contributions Group USD ** ** 0 made by Subsea 7

** No data available 1. Governance body member includes directors of Subsea 7 SA Board and of every wholly-owned subsidiary in the Group

SUBSEA 7 SUSTAINABILITY REPORT 2020 | 21 DATA SUMMARY CONTINUED

NEW MEASUREMENT METRIC DEFINITION COVERAGE UNIT 2018 2019 2020 OPERATIONAL ECO-EFFICIENCY

Scope 1 CO2e¹ emissions from Subsea 7 owned Group tonnes 458,630 439,700 420,564 and chartered vessels²

Scope 1 CO2 emissions from Subsea 7 owned Group tonnes 446,827 432,733 410,446 and chartered vessels² NOx emissions from Subsea 7 owned and managed vessels Group tonnes 5,333 5,034 4,808 SOx emissions from Subsea 7 owned and managed vessels Group tonnes 745 564 379

Scope 2 CO2e¹ emissions from onshore sites Group tonnes 6,951 5,877 5,347

Scope 3 CO2e¹ emitted from air miles travelled by our people Group tonnes 22,698 26,870 25,489 for work Total fuel consumption from Subsea 7 owned and managed vessels Group tonnes 125,582 112,864 111,476

Number of clean operations performed from Subsea 7 owned Group number 3,647 3,494 3,322 and managed vessels

Reduction in CO2 emissions from Clean Operations from Group tonnes 15,089 19,560 29,264 Subsea 7 owned and managed vessels

Reduction in CO2e¹ emissions from Clean Operations from Group tonnes 15,159 19,863 29,722 Subsea 7 owned and managed vessels Operational cost savings due to Clean Operations from Subsea 7 Group million 3.1 4.1 4.7 owned and managed vessels USD Fuel saved due to Clean Operations from Subsea 7 owned Group m³ 5,547 7,190 10,759 and managed vessels Number of hybrid vessels within our fleet Group number 0 1 1 Reduction in fuel consumption by hybrid vessels (estimated) Group % 0 19 11

CO2 emissions reduced from hybrid vessel Group tonnes ** 3,376 1,645

% of onshore electricity from renewable sources Group % 60 51 45

** No data available

1. Conversion factors to calculate CO2e are IEA for electricity and Defra for fuel/gas. 2. Chartered vessels are those hired for 90 days or longer. Owned and managed vessels are those operating under the Subsea 7 International Contracting Document of Compliance.

ECOLOGICAL IMPACTS Environmental incident frequency rate per 200,000 hours worked Group rate 0.64 0.82 0.86 Environmental incident frequency rate per 200,000 hours worked Group rate 0.59 0.55 0.96 for owned and managed vessels only Number of environmental spills Group number 90 105 94 Amount of litres spilled per 200,000 hours worked Group rate 10.56 11.76 36.00 Number of environmental spills for owned and managed vessels only Group number 35 33 42 Amount of litres spilled per 200,000 hours worked for owned Group rate 11.89 4.16 59.00 and managed vessels only Hazardous waste from offshore operations for Subsea 7 owned Group tonnes * * 1,523 and managed vessels Non-hazardous waste from offshore operations for Subsea 7 owned Group tonnes * * 2,883 and managed vessels % of non-hazardous waste segregated for recycling from Subsea 7 Group % ** ** 61 owned and managed vessels¹ Total hazardous and non-hazardous waste re-used/recycled from Group tonnes ** ** 2,752 Subsea 7 onshore owned sites

22 | SUBSEA 7 SUSTAINABILITY REPORT 2020 NEW MEASUREMENT METRIC DEFINITION COVERAGE UNIT 2018 2019 2020 ECOLOGICAL IMPACTS CONTINUED Total hazardous and non-hazardous waste directed to disposal Group tonnes ** ** 849 from Subsea 7 onshore owned sites % hazardous and non-hazardous waste re-used/recycled from Group % ** ** 76 Subsea 7 onshore owned sites Tonnes of waste per 200,000 manhours for Subsea 7 onshore Group rate ** ** 33.10 owned sites Local environmental initiatives undertaken Group number ** 15 11 Significant fines or non-monetary sanctions in excess of $100k Group USD 0 0 0 USD for non-compliance with environmental laws/regulations

** Following a review of our data tracking, we have removed previous years data and elected to reset our baseline as 2020 ** No data available 1. excludes an element of non-hazardous waste which cannot be recycled

DIVERSITY & INCLUSION Total number of employees (as per 31st December) Group number 11,142 11,869 10,870 Onshore headcount Group number 5,201 6,422 5,747 Offshore headcount Group number 5,941 5,447 5,123 % of male and female Company wide, both onshore and offshore Group % 87/13 84/16 85/15 % gender mix of male and female Company wide: Group % M/F M/F M/F –– Onshore 33/12 38/15 39/14 –– Offshore 54/1 46/1 46/1 % of male and female onshore at leadership level: Group % M/F M/F M/F –– Leadership (L+) 89/11 89/11 87/13 –– Executive Team 83/17 75/25 75/25 –– Board of Directors 100/0 88/12 86/14 % Nationality mix of people by region: Group % –– Europe 46 56 57 –– Asia/Pacific 17 17 22 –– Americas 23 23 17 –– Other 14 4 4 % of full time and part time Group % 97/3 96/4 97/3 % of individuals by age group onshore: Group % –– under 30 14 15 14 –– 30-50 67 66 67 –– over 50 19 19 19 % of individuals by age group offshore: Group % –– under 30 10 9 8 –– 30-50 69 68 68 –– over 50 21 23 24 Total voluntary employee turnover rate Group % 4.4 6.0 4.0

% split new employee hires by age group: Group % –– under 30 35 31 27 –– 30-50 58 63 67 –– over 50 7 6 6 % split new employee hires by gender: Group % –– female 30 29 28 –– male 70 71 72

SUBSEA 7 SUSTAINABILITY REPORT 2020 | 23 GLOSSARY REPORT ABBREVIATIONS

Term Description ABMS Anti Bribery Management System

CO2 Carbon Dioxide EAP Employee Assistance Programme EPCI Engineer, Procure, Construct, Install EPIC Engineer, Procure, Install, Commission ESI Environmental Ship Index EU European Union GIS Geographical Information System GPS Global Positioning System GW Gigawatts HSEQ Health, Safety, Environmental, Quality IEA International Energy Agency IMO International Maritime Organisation km Kilometres kWh Kilowatt hours MW Megawatts NOx Nitrogen Oxide OMT Offshore Management Team R&D Research & Development ROV Remotely Operated Vehicle SCM Supply Chain Management SCR Selective Catalytic Reduction SDGs Sustainable Development Goals SERPENT Scientific and Environmental ROV Partnership using Existing Industrial Technology SOx Sulphur Oxide SVP Senior Vice President T&I Transport and Install UK United Kingdom UN United Nations UNGC United Nations Global Compact US United States

In line with the EU Non-Financial Reporting Directive, we have set out below where the relevant information can be found: ANNUAL REPORT SUSTAINABILITY REPORT Business Model Pages 8-9, 37 Pages 3 Anti-Corruption Pages 24, 31 Pages 10-11, 21 Diversity Pages 25, 30 Pages 17, 23 Environment Pages 26, 30, 34, 36 Pages 12-15, 22 Human Rights Pages 23, 30 Pages 8-9, 21 Social Pages 23, 30, 33-34 Pages 4-5, 20

24 | SUBSEA 7 SUSTAINABILITY REPORT 2020 Subsea 7 is a global leader in the delivery of offshore projects and services for the evolving energy industry, creating sustainable value by being the industry’s partner and employer of choice in delivering the efficient offshore solutions the world needs.

Subsea 7 is listed on the Oslo Bors (SUBC), ISIN LU0075646355, LEI 222100AIF0CBCY80AH62. Registered office: 412F Route d’Esch, L-2086 Luxembourg

Website: www.subsea7.com

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