GulfMark Global Services. Overview, Strategy and Business Impact

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2 GulfMark Global Services Overview, Strategy and Business Impact A 1GulfMark Offshore, Inc. company NYSE:GLF GULFMARK.COM

3 Executive Summary 66 Vessels 8 Offices 103 Onshore Employees 515,000 Fleet Brake Horsepower SAP Global ERP All Functions 967 Offshore Employees 200,000 Tons of Cargo Capacity <10 years Average Fleet Age Well established operator with excellent reputation, technology and modern fleet Capable of meeting market requirements today and in the future Global coverage including supporting the most challenging offshore energy environments 2

4 GulfMark s Strategy for the Energy Downturn Reduced Direct Operating Expenses Reduction of 32% Lowered G&A Expenses Reduction of 43% Enforced Strict Capital Discipline Reduction of 73% Marketed Non-Producing Vessels For Sale and Employed an Aggressive Stacking Strategy to Preserve Value Concentrated on Strong Franchise Positions and Customer Base to Retain and Maximize Revenue Delivered Global Services for Efficiencies and Scalability 3

5 Operating Regions & Onshore Staff Onshore Functions Operations & QHSE Sales Accounting & Finance HR & Crewing IT Supply Chain Mission: Eliminate high impact areas of inefficiencies and manual processes Transform functions by centralizing Global processes across regions Deliver mobility apps to accelerate acceptance of Global processes 4 Scope: Transform 8 Regions and 6 Onshore Functions into a Global Services model Challenge: GulfMark operated as Silo Regions for 25+ years with little internal cohesion

6 GulfMark Onshore Efficiencies Global Services initiative started in Q in response to the forecasted energy downturn Overall objective is to achieve Structural Efficiency Gains allowing GulfMark to secure a Competitive Edge in Onshore Services, cost management and onshore services economies of scale First Wave of Global Services include functions of HR, Accounting, IT and Purchasing. Second Wave encompasses Sales/Chartering and Operations. GulfMark implemented structural changes for the onshore functions by accelerating global efficiencies. Efficiency gains have allowed onshore functions to Improve Productivity, Reduce Headcount and Create the Scalability to support more vessels with current headcount. 5

7 GulfMark Onshore Transformation 6 GulfMark Regions Americas North Sea Southeast Asia First Wave Corporate Global Services Second Wave Sales & Operations Global Services Roadmap Focus on areas of Inefficiencies and Global Processes Regional processes are Harmonized for global impact Enhanced Controls and Measurements to manage globally Paperless processes enable organizational efficiencies Apps deliver Acceptance & Speed to implementations Efficiencies are Expediting global operational excellence Scalability enables onshore functions to scale in the upturn Transformation of GulfMark to Global Services Finance/Accounting Accounts Payable Account Reconciliations Paperless Processing Human Resources/Crewing HR Administration & Payroll Crew Planning & Onboarding Information Technology Cloud Infrastructure & Networks App Technology & Self Service Solutions VSAT & Onshore/Offshore Integration Purchasing/Supply Chain Vendor Rationalization Global Logistics & Inventory Sales/Chartering Global Sales Pipeline Customer Billing Operations Global QHSE Global Drydock Global Operations

8 Global Services Transformations Many energy service companies have given into the temptation of mass layoffs as a quick fix during the downturn and failing to perform fundamental changes to their businesses. Without Structural Changes Any Gains Realized will be Lost due to inefficiencies and a missed opportunity by not organizing the business to Scale for the Upturn. Centralizing or Harmonizing regional office based functions by comparison to mass layoffs Takes Time and Often Tedious Executive Efforts as these are critical and long term structural changes Structural transformations are Extremely Difficult and High Risk. McKinsey report the Failure Rate of Transformational Change Programs is ~70%. McKinsey states average companies rarely have the combination of skills, mindsets and long term commitment needed to pull off a large scale transformation. 7

9 Global Services Roadmap for Success CEO as executive sponsor and leadership team (SVP CIO, SVP CAO, SVP HR & SVP Operations) Owning, Stewarding and Change Agents for the Global Services initiative Intensive discovery performed on each function (Re-Inventing) and reviewed by executive team for acceptance and implementation strategy. Utilized industry Benchmarking to help build confidence of future change. Cross functional team created from the business and IT to lead the discovery, design, UAT and implementations (GulfMark Team Sport) Leveraged Agile Development & Mobility Apps to accelerate implementations and secure quick wins to build momentum and acceptance IT architectural roadmap enforces Digital, Cloud & Security principles 8

10 Accounts Payable Automation App Before After Automation = Paperless Filing Room Converted to Offices 9

11 Accounts Payable Automation App 10

12 Financial Account Reconciliation App Before After 200 Spreadsheets Eliminated 11

13 GulfMark AWS Cloud Chronology Piloted AWS for hosting/streaming vessel deck camera video app. Solution transformed industry as customers are now demanding real-time video transparency Energy downturn required re-evaluation of global IT spend. Largest IT budget item was SAP hosting Migrated SAP ecosystem from vendor data center to AWS. Encompassing 30 Amazon EC2 instances to support SAP development, testing and production environments. Resulting savings of 50% of previous SAP hosting spend Transitioned mobility apps to Amazon S3 for storing documents. Accounting & HR teams becomes paperless Goals include data backups in Amazon and regional data center decommissioning On path to achieving zero infrastructure and enterprise scalability critical for new markets. 12

14 Information Technology Role Changes Before: IT Functions Office Support 30% Projects - Efficiencies 5% /Infrastructure 40% After: IT Functions Value Realization from 5% to 50% Projects - Efficiencies 50% /Infrastructure 10% Vessel Support 30% Vessel Support 25% Office Support 10% /Infrastructure Office Support Vessel Support Projects - Efficiencies /Infrastructure Office Support Vessel Support Projects - Efficiencies Enablers for Information Technology Transformation Cloud Migrations - Microsoft Office 365 & SAP (Amazon Web Services) IT Productivity Solutions Centralized Services & Tools Global IT Footprint - SAP, Networks, Software, Licensing Zero IT Infrastructure & DR Centers (Amazon) 13

15 GulfMark Global Services Executive Feedback CEO Messages As we ve mentioned on previous calls, we are continually looking for ways to make our operations more efficient. We believe that shore-based efficiencies are going to be the driving force behind creating lasting cost savings in our business. We are focused on refining what we believe is a world-class infrastructure, a very scalable cloud-based system that will allow for reduced operating footprints as utilization increases. - Quintin Kneen Q Earnings Call We have made enormous changes to the way we administer our business, and it s setting us up to grow faster and more efficiently when the recovery in our industry ensues. Using technology to foster administrative efficiency and promote a wider span of administrative reach has been key to positioning us for the future. - Quintin Kneen in GulfMark on Course Newsletter 14

16 GulfMark Global Services Executive Feedback SVP & Chief Accounting Officer Message As a result of the system & global process improvements implemented in the past year, Global Accounting will be in a position to support twice the amount of vessels we currently have without adding additional headcount. This is also enabling us to standardize critical processes globally creating a new level of enterprise scalability. - Sam Rubio SVP HR Message The efficiencies implemented for the HR organization have enabled process standardization across the regions allowing the Global HR team to move from a transactional function to a function focused on creating the capabilities the organization needs to compete and win. - David Darling 15

17 Global Services Structural Business Impacts Enterprise Efficiencies. Majority of energy downturn headcount reductions were the result of efficiency gains. Enterprise Scalability. Adding new vessels will not increase headcount for back office functions. Minimal resources needed for crewing and operations. GulfMark is prepared for the market upturn. Enterprise Business Model. Transformation has significantly advanced the business model and functions enabling GulfMark to be more competitive and agile. Enterprise Continuous Improvement Culture. Innovation journey continues aggressively across all functions and regions. Industry Benchmarking. GulfMark outperformed competitors on onshore staff and efficiency measurements. 16

18 The New Normal for Offshore Efficiencies Fuel & Efficiency Data Cloud, IoT, Digital, Big Data & SAP (ERP) Product Usage Specific Data Vessel Position Data Vessel Operational Performance Data Control Systems Data Vibration, Oil Monitoring, Speed & Load Product Condition Data (Temp, Pressures, etc.) Environmental Data 17

19 Elevator Messages Changing the business model & culture requires lots of Socialization, Education, Patience & Executive Ownership Secure Early Adopters and Data Owners for processes. Find Owners for orphaned processes and master data management. Streamline processes to Remove Redundant Steps. Be bold on Major Process Changes that create significant improvements and efficiencies. Mobility Apps empowers the business transformation. Simplicity is best and improves user acceptance of the process changes. Be Agile. Leverage Technology to accelerate the transformation. Cloud, Digital & Security are the new technology normal. Socialize the incremental WINs to build organizational momentum for efficiencies. 18

20 19 THE DIFFERENCE IS OUR PEOPLE