http://www.willbros.com/About/HSE-Vision-329.html The content of the report has been influenced and shaped by a number of factors, including: • Our Values • Our Safety Vision • Engagement with Willbros stakeholders • Alignment, as practical, with Standards and Guidelines (for example, Global Reporting Initiative)

1. HSE& S 20 10– 20 11 A n n u al Rep or t L i vi ng t h e Valu es

2. About this report: Table of Contents
Health and Safety, Environ-
mental, and Security
Reporting period: About Willbros . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
2010 (Q2)–2011 (Q1)
Willbros Values and Safety Vision . . . . . . . . . . . . . . . . . . . . . 4
Date of most recent report:
2009–2010 CEO Letter . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
Reporting cycle: Business Segments Overview . . . . . . . . . . . . . . . . . . . . . . . . . 6
Annual
Leadership . Excellence . Accountability . Compliance . . . . . . . 6
Boundary of the report:
All countries, product Health and Safety . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
service lines, and
owned subsidiaries
Security . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
Content:
Environment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
The content of the report
HSE&S in Action . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
has been influenced and
shaped by a number of Appendix I: Awards and Recognition . . . . . . . . . . . . . . . . . . 17
factors, including:
• Our Values Our Values . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18
• Our Safety Vision
• Engagement with
Willbros stakeholders
• Alignment, as practical,
with Standards and
Guidelines (for example,
Global Reporting Initiative)
Printed on recycled paper
–2–

3. About Willbros
Overview Facts and Figures:
• Founded in 1908
Willbros Group, Inc . is an independent contractor serving the oil, gas, power, • Released initial public
refining and petrochemical industries, providing engineering, construction, offering in 1996
turnaround, maintenance, life-cycle extension services, and facilities develop- • Engineered/constructed
ment and operations services to industry and government entities worldwide . over 200,000 km
(124,000 miles)
Over the years, we have developed expertise and competency in solving some of of pipeline
the most challenging engineering problems worldwide . We have a global pres- • Offers quality downstream
ence, and the capability to pursue projects on six continents, where we have specialty services that
worked for many years . As we continue to grow, the philosophy of the company address life cycle spend
remains unchanged . Willbros is about people, innovation, challenging projects, • Is a world leader in
and clear values . Clients know that wherever they are, or whatever language they pipeline engineering
speak, the Willbros name translates into and construction
“A Good Job On Time…Done Right!” • Is the go-to contractor
for logistically difficult
Willbros Group, Inc . is registered in Delaware and has its headquarters in Houston, projects
Texas . The company’s common stock is listed on the New York Stock Exchange • Provides full energy
and traded under the symbol, “WG .” infrastructure services,
extending its reach into
the Utility Transmission
and Distribution sector
In more than a century of operation, we have worked on six continents .
We have completed diverse projects for more than 400 clients in
60 countries .
Our Vision:
To be a leading provider of diversified professional services including
engineering, consulting, logistics, construction, and maintenance by
addressing solutions for asset development and life cycle extension to
the global infrastructure and government services markets
–3–

4. Our Values
Our Safety Vision
–4–

5. CEO Letter
Dear stakeholders:
Health, Safety, Environment, and Security (HSE&S) performance at Willbros is a
key element of our business success in operational excellence and meeting
client expectations . We fully understand that our reputation and safety
implementation are valued by our clients and can be a major differentiator
in contract awards . We know, too, that our operations have an impact on
the communities in which we work and on the environment . By adhering
to consistent standards on HSE&S, we believe our engineering designs,
construction execution, and maintenance procedures are all directed at
protecting the environment, offering a healthy workplace and, above all,
emphasizing our key core value of delivering high-performance safety in
everything we do .
I’m proud of our efforts on health and safety this year and realize that we have more work to do in HSE&S as we
build for the long term . A fatality in our Canadian operations in March 2011 serves as a sobering reminder that
no matter how good you’re doing, safety is always a work in progress . Our legacy business segments (Upstream
and Downstream) continued a two-year performance improvement trend in Total Recordable Incident Rate
(TRIR) . Each business unit is further entrenching our Management System into their ongoing business operations
and risk management approaches . The cultural surveys we deployed (in cooperation with the University of
Houston) across Willbros pointed us toward more things we can do to even further enhance the safety culture
and subcultures across the organization .
Our newest business segment, Utility T&D, was created when we completed the purchase of the InfrastruX group
of companies halfway through 2010 . I am personally involved in integrating Utility T&D into our approaches to
safety systems, culture, and organizational behaviors that we began transforming in the beginning
of 2009 .
In 2011, I’ve challenged every business segment across the company to cut its TRIR in half and create safety
metrics that provide a line of sight from the workforce to the senior leadership . It is my personal belief that
even higher levels of safety performance lie in our future . When it comes to high safety performance, our
employees and their families, our subcontractors, our clients, and the communities we live and work in
deserve nothing less than “A Good Job on Time… Done Right!”
In this report, you will see how we manage our approach to HSE&S and are delivering our safety vision .
Randy Harl
President and CEO
–5–

6. Leadership. Excellence. Accountability. Compliance.
Our Business Segments
Upstream Oil & Gas
Our Upstream Oil & Gas business segment provides individual engineering,
procurement and construction, or fully-integrated EPC, expertise (including systems,
equipment, and personnel) to design, build, or replace large-diameter cross-country
pipelines; fabricate engineered structures, process modules, and facilities; and build
oil and gas production facilities, pump stations, flow stations, gas compressor stations,
gas processing facilities, gathering lines, and related facilities . We also provide a
broad array of engineering, project management, pipeline integrity, and field services.
Brad MacLean,
Downstream Oil & Gas
Vice President,
Downstream Oil & Gas provides integrated, full-service specialty construction,
Health, Safety, Environment,
turnaround, repair, and maintenance services to the downstream energy infrastructure
and Security
market, which consists primarily of major integrated oil companies, independent
refineries, product terminals, and petrochemical companies. We also provide services
to select EPC firms, independent power producers, government entities, specialty
At an enterprise level, process facilities, and ammonia and fertilizer manufacturing plants and facilities .
Willbros created and
deployed an integrated Utility Transmission & Distribution (Utility T&D)
HSE&S Management Utility T&D provides a wide range of services in electric power and natural gas
System in 2009. In transmission and, which includes comprehensive maintenance and construction,
2010, Willbros refined a repair, and restoration of utility infrastructure .
performance assurance
model for monitoring
the effectiveness of
the HSE&S Manage-
ment System. In 2011,
we will make further
advances in HSE&S.
This will be driven by
the prominent role that
safety plays in our new
organization-wide
Balanced Scorecard.
–6–

7. Health, Safety, Environmental, and Security (HSE&S) performance is a key
HSE&S Highlights:
element of our business success . Our goal is to lead our industry in HSE&S
• A pipeline construction
performance by using a performance-based HSE Management System that
team completed one
maximizes empowerment in our business units, with vision and governance
million work hours without
at our enterprise level .
a recordable injury . This
Leadership, excellence, accountability, and compliance are vital parts of a accomplishment began
high-performance organization and underpin our commitment to operational during the Midcontinent
excellence and meeting the expectations of our clients . Express Pipeline (MEP)
project in 2009, and
At the corporate level, we provide oversight using, among other things, a Balanced continued through the
Scorecard, while the business segments are empowered with the flexibility to Texas Independence
implement in accordance with the business priorities . Pipeline (TIPs), Bay Gas,
In 2010, each business segment was specifically and individually measured for and FEP projects.
performance in five areas: • TOCO achieved a 10%
 Measured total recordable incident rate (TRIR) reduction of hand and
There was a continued multi year downward trend for the legacy Willbros finger injuries over our
businesses (to an enterprise TRIR of 0 .53) . 2009 performance .
 HSE&S Management System implementation • At end of year 2010,
According to our lead independent assessor “At the end of 2010, all a Willbros Canada crew
business units are moving quickly toward integrating HSE&S decisions into working within the
ongoing business operations and developing structured and aligned Syncrude’s Base Plant
management systems .” completed 824 days with-
 Safety culture as measured by a perceptions survey out a recordable injury .
The cultural diagnostics we used across Willbros pointed us toward • Zero reportable spills
important interventions that are allowing us to target areas and activities
that can further enhance the safety culture across the organization .
 Key self-identified safety risk reductions
Each business unit is expected to identify safety risks that are particular to
its risk profiles. Some of these included a focus on reducing hand and finger
injuries, training for heavy equipment operators, total incident reporting,
and defensive driving training .
 Conformance to incident reporting and investigation performance standards
Assessing our incident reporting and investigation has led to stronger
reporting and enhanced capabilities of tracking corrective actions, trending
incident root causes and sharing lessons learned .
Going forward, each business segment is further embedding our HSE&S Management
System into its ongoing business operations and risk-management approaches .
In 2011, we will further sharpen our key safety performance differentiating
tools, including:
• Top-flight incident investigation methodologies
• Enterprise-wide incident trending and tracking strategies
• Cultural diagnostics and leading cognitive-based safety approaches
–7–

8. Health and Safety
Health and
Safety
Our goal is to fulfill the promise
we have made to ourselves, our
families, our customers, and
our communities to live the
Willbros values in all that we do .
Our Approach
Our leaders visiting the job site (left to
Leadership and Culture
Jim Gibson, right: Harry New, Jerrit Coward, Randy Harl)
Our leadership and employees are
Chief Operating Officer
committed to creating a safety
culture that is motivated by an internal value for safety .
Our leaders are engaged and understand the importance of clear and visible
commitment, strategy, and accountability for safety from the top .
• In 2010, our senior leaders participated in four days of safety
Each and every leadership courses .
one of us has a • Premier Utility Services, a business unit in the Utility T&D Segment established
responsibility Executive and Employee Health and Safety Steering Committees .
to ourselves, • The Project-200 Supervisory Safety Committee, consisting of foremen,
our family, superintendents, and senior leaders in US Construction, developed the policy
our crewmembers, and procedures for its new field safety manual.
our customers, Our employees are empowered to create a strong safety culture that embraces
our suppliers, safety as a core value .
and our community • Our 2010 safety culture assessment revealed key opportunities to improve our
to operate in the safety culture across Willbros . These are now captured in action plans developed
safest manner by each business segment .
possible at
In 2011, Willbros Canada launched its new employee recognition program to instantly
all times.
recognize individuals who show commitment, dedication, and acts of safe behavior .
Systems and Standards
We set the expectations for health and safety through a set of performance standards and
each business unit is accountable for delivering results against the performance standards .
In 2010, we implemented Willbros’ global performance standards that contain the
mandatory expectations of each business unit . During the year, we shared our lessons
and best practices through our internal HSE&S network (“Extended Staff”), by conduct-
ing whiteboard sessions on management system implementation and by gaining key
insights to incident root causes using our root cause analysis system, TapRoot® .
Our Performance
The apparent 2010 spike in TRIR (see TRIR graph) was due primarily to the addition of
the former InfrastruX group of companies many of whom have TRIR’s historically in
the 3 to 4 range . We are integrating Utility T&D into our approaches to safety systems,
–8– culture, and organizational behaviors .

9. We are proud of many safety accomplishments:
• TOCO, Muscat employees had zero lost-time or recordable incidents.
• For the second consecutive year, Downstream Engineering did not have a
recordable injury .
• Willbros Canada worked 3,474,100 hours between lost-time incidents.
• Upstream Engineering worked 925,144 hours without a recordable injury.
• Willbros and its subcontractors did not have a fatality in 2010. In February 2011
an employee was fatally injured in an equipment accident after his shift ended .
From its investigation of the incident, Willbros is implement improvements to
avoid future accidents . More information by contacting askhse@willbros .com
Total Recordable Injury Rate (TRIR)
Total Recordable Injury Rate
Why “Stop Work” Works
Cody Bailes
2.00
1.80
1.60 A superintendent,
1.40
1.53 Cody Bailes, was leading
1.20
a project in southern
1.00
0.80 .97
Louisiana . A client advised
0.60
0.71
him that he could excavate
0.40
an area it had designated
0.20
0.00 based on existing alignment
2008 2009 2010 (6 mos UTD) sheets . The client said that
it was acceptable if the crew
Calculation: (total number of injuries and illnesses × 200,000) / (total number of work hours)
damaged any electrical lines
0.50
Lost Time Injury Rate (LTIR) because another crew would
0.45 repair any damage . This
0.40 0.44 attitude of “don’t worry,
0.35 go ahead and work” did
0.30 not sit well with Cody . Cody
0.25 requested line locating .
0.20
A live pipeline, not previously
0.15
listed on any alignment
0.10 .14
0.12
0.05
sheet, was located and
0.00 identified. Subsequently,
2008 2009 2010 (6 mos UTD)
the client shut down the
Calculation: (number of lost time cases × 200,000) / (total number of work hours) project, realizing that they
were not fully prepared for
Experience Modifier Rating (EMR) this project before allowing
0.64 work to begin . These actions
0.63 by Cody and the on-site
0.63
0.62 Safety Coordinator illus-
0.61 trate what all management
Axis Title
0.6
encourages—the “Stop
0.59
Work Obligation” when
0.58
0.57
.58 .58 we see something that
0.56 is not safe .
0.55
2008 2009 2010 (6 mos UTD)
Based on actual losses compared to expected losses for various payroll classifications –9–

10. Performance Data
Project Management Office and HSE&S
(2009–2010)
In alignment with an organization-wide focus on project management excellence
Vehicle Incident Rate in 2009 in 2010 (“The Year of Project Management”), the Corporate HSE&S Group in
2 .69 partnership with our Project Management Office (PMO) developed an enhanced
Project-level Health, Safety, Environmental and Security Management Perfor-
Vehicle Incident Rate in 2010 mance Framework. This framework is currently being deployed to our business
0 .32 units and provides the following to our project teams and clients:
• Consistent planning approaches for project-level HSE&S activities
• Clear and observable project safety leadership and behavioral expectations
• Comprehensive HSE&S performance assurance systems and tools for
Vehicle Incident Rate all our projects
3
Vehicle Incident Rate
Our commitment to reliably delivering high-performance HSE&S on all our proj-
2.5
2.69 ects is one way that we’re operationalizing our Vision of making safety “… a key
2
1.5
part of a high-performance organization .”
1
0.32
0.5
0
2009 2010
Vehicle and Motorized
Calculation: (number of
Equipment Safety
incidents × 1,000,000 / Miles driven)
Business Segment data Vehicle and motorized equipment
excluding Utility T&D
safety is an area that poses a
significant risk to our employees and
subcontractors . We place an empha-
sis on reducing risk to our employees
and the public with whom we share
the road every day .
2010 highlights
• Willbros Engineering became an accredited training center for the
National Safety Council defensive driving program .
• Willbros Upstream Construction deployed the new 360-degree walkaround
program for vehicles and motorized equipment .
In 2011, we will continue to • Willbros Canada built upon its heavy-equipment training program and
focus on awareness and developed 35 customized training manuals, which are make- and
accountability in an effort model-specific to the equipment we operate.
to influence behavior behind
the wheel . Next Steps in 2011
• Implement in-vehicle monitoring systems in additional business segments.
• Reduce year-over-year TRIR by 50%.
• Implement HSE&S Management System in 100% of the business segments.
• Complete 2010 action plans for cultural interventions and resurvey.
• Enhance enterprise-level incident trending (root causes and tracking).
– 10 –

11. Security
Latif Razek,
Vice President,
Middle East Operations
As tension in the Middle East
has risen over the past year,
we have found ourselves in a
Security position where we implement-
ed items in our Crisis Manage-
We are committed to providing a safe and secure work environment, both onsite ment plan; fortunately, as
and offsite . Our goal is to effectively manage security risks to our people, opera- the alert state was raised, we
tions, and assets . were able to activate these
precautionary measures:
Our Approach • Ensured adequate
transport was on
We take comprehensive steps to address potential threats to our projects around standby to provide for a
the world by: smooth transition to an
• Implementing a low-profile, high social engagement security model for our evacuation point as and
when required.
personnel and project assets
• Alerted our security
• Educating, training, and supporting our personnel for the scope and scale of vendor to ensure we
their security needs received regular
security updates
Our partner, GardaWorld, provides professional services for risk-analysis-led • Ensured standby
security, consulting, and support, both domestically and internationally, and country evacuation
transport was put
assists us in:
on standby.
• Working closely with our customers, local communities, and governmental
agencies to mitigate potential threats to company personnel and assets Simply knowing that the
company was reacting to
• Maintaining the highest international standards, strictly complying with the
the current situation went a
Foreign Corrupt Practices Act (FCPA), the Anti-Corruption Convention adopted long way toward providing
by the OECD (Organization for Economic Cooperation and Development), and assurance and preventing
the International Code of Conduct for Private Security Providers panic with our employees.
– 11 –

12. Environment
Environment
Our mission of a “Good Job On
Time…Done Right” includes a focus
on environmental responsibility .
We recognize that concerns about the
natural environment are increasingly
becoming a critical business issue
for us and our stakeholders .
Our business success relies on
Ali Zein (left), General Manager, maintaining a high standard of
Jerry Nealy (right) environmental management .
The Oman Construction
Company (TOCO) Our Approach
Responsible Operations
TOCO was the first We work to minimize the impact of our operations on the environment
construction company through careful planning and collaboration with our clients by using a
in Oman to be certified systematic approach and by maintaining a sharp focus on regulatory compliance .
as ISO 14001 Environmental
Compliant and as such Spills can damage the environment and put employees and communities at risk .
we are committed to We focus on spill prevention every day by making sure that our operations are
complying with these safely operated and equipment properly inspected and maintained . As a result of
environmental practices, this focus, we achieved zero reportable spills during 2010 .
including the commit-
ment to meet or exceed
We routinely look for ways to reduce energy consumption of our operations,
applicable legal and other
facilities, and fleets:
governmental require-
• Right-size fleet, logistics, and transport for projects and customers
ments. Climate change,
— We use dedicated experts and proprietary information systems to increase
waste management, and
utilization and efficiency of our fleet, streamline operations, and create
energy use are global
cost savings . We plan, implement, and control the logistics of projects to
concerns and we will strive
for continual improve- ensure efficient flow and conform to client requirements.
ment in our environmental • Energy efficiency in our facilities
management system. — In 2010, we created a baseline survey of energy and fuel for TOCO, these data
will be used to set future performance targets .
Award winning Green Camp at
our Mukhaiza project in Oman .
– 12 –

13. Performance Data
• Offices
— In 2010, we continued flexible work programs to reduce
commute-related costs and energy use and to accommodate
working families .
0
Reportable spills to the
environment in 2010*
The energy sector is becoming increasingly concerned about water use as this
0
resource becomes scarcer . In 2010, Willbros Oman completed an inventory of
water use in its operations and facilities in order to better plan, manage, and
allocate this resource in future operations .
Environmental enforcement
actions in 2010*
Minimizing Environmental Impacts of Projects
Our reputation has been built in part on our ability to provide construction and
engineering services in logistically difficult and sometimes environmentally
sensitive regions . We work with our clients to develop stringent operating
practices that enable us to operate responsibly in these areas .
At the onset of a project:
• Our environmental team assesses environmentally sensitive areas such as
water bodies and wetlands and develops plans to avoid or mitigate impacts .
• We integrate environmental issues into decision making at the earliest
stages of project development .
• We innovate with our customers to provide state of the art engineering
We provide the skills and
solutions to further minimize impacts and reduce emissions during the
capabilities our customers need
operating phase of the project .
in developing alternative and
renewable energy projects .
During project construction, we manage the project for the efficient use of
In 2010, we began working
materials, resources, and energy . In Upstream Construction, we have assigned
on the BP Solar array project
environmental staff on large-diameter pipeline projects who oversee environ-
at the Brookhaven National
mentally sound operating practices . On smaller-diameter pipeline projects,
Laboratory in Long Island, NY .
where crew sizes are limited, we designate personnel for a similar role . And,
The facility provides up to 32
we always follow through by monitoring practices to project completion .
Megawatts of energy to the
Long Island Power Author-
Our Performance ity Grid–enough for 4,500
In 2010, we achieved the following key performance goals: homes . Generating electricity
• Zero reportable spills to governmental entities from the solar cells instead of
• Zero enforcement actions hydrocarbon fuels prevents
• Completion of baseline survey of energy and fuel use in Oman the production of 30,950
• Water use assessment in operations and facilities in Oman metric tons of carbon dioxide
a year .
Next steps in 2011
• Complete implementation of The Oman Construction Company
* Represents Upstream and
ISO 14001 Environmental Plan. Downstream 2010 data .
• Implement improved framework for environmental management in
– 13 –
Upstream Construction .

14. HSE&S in Action
Case Study: Downstream wins
Marathon’s “Green Vendor” certificate
for being environmentally responsible.
In 2010, Willbros Downstream was recognized by
Marathon Petroleum Company’s Illinois Refining
Division for being environmentally responsible,
resulting in a “Green Vendor” certificate. Our
environmental practices of recycling steel, plastic,
universal waste, and paper were acknowledged .
The objective of Marathon’s “Green Vendor” program
is to share innovative ways to reduce water, energy,
and chemical use throughout the supply chain .
This certificate recognizes our commitment to
environmentally responsible operations and symbolizes
our team’s hard work and dedication to improving
environmental performance . Innovative, effective, and
efficient waste management benefits Willbros and all
our customers . We are proud to be an environmentally
conscious vendor, and we look forward to working
similarly with other companies .
Case Study: Utility T&D integrates
its HSE&S efforts in Willbros’
performance-based system.
Willbros’ Utility T&D segment spent the last half of
2010 becoming a part of our HSE&S community .
The HSE&S integration efforts focused principally
on three areas: a cognitive-based Safety Leadership
program, incident investigation (e .g . TapRoot®), and
familiarization with the performance-based system .
Each business unit within the segment is currently
working on establishing a management system that
meets the requirements of Willbros’ performance
standards . They have four internal TapRoot trainers
and at least one individual specifically trained in
TapRoot for each business unit . They have established
a working group comprised of a business safety direc-
tor in order to share best practices and gain synergies
in establishing procedures and training .
– 14 –

15. Case Study: Upstream Construction
reports successes for hours worked
without a recordable injury.
In 2010, many successes were made towards the goal
for Total Incident Reporting (TIR) . Near-miss reporting
increased, as we worked 1 .8 million work hours and
reported 575 near misses . Employees worked safer and
reduced our actual recordable injuries from 23 in 2009
to nine in 2010, including one spread of that completed
one million work hours without a recordable injury .
Employees who strived to work safer; who reported hazards,
unsafe acts, and near misses; and who provided
suggestions for safer work practices were acknowledged
with Safe PIPE hats, Safety Leader hats, “Don’t Gamble
with Safety” poker chips, and appreciation dinners .
Case Study: Canada develops
training and certification program for
heavy-lift operators.
In 2010, Willbros Canada developed and deployed a
consistent training methodology for heavy-equipment
operator training and certification. Between January
2010 and January 2011, in partnership with ek pass, 70
operators were trained and certified in many
equipment types. Thirty-five make-and-models –
specific training manuals, customized to the equipment
we operate, have been developed and are industry
endorsed. For example, our side boom training and
certification program, which Willbros Canada first
began utilizing in 2007, meets the Sideboom
Operator Training Standard sanctioned by the Canadian
Energy Pipeline Association (CEPA) on January 12, 2011.
This standard was developed at the request of CEPA
members with the participation of knowledgeable and
experienced industry and government stakeholders .
– 15 –

16. Case Study: TOCO takes aggressive
steps to recognize and eliminate
at-risk behaviors.
In 2010, TOCO focused on recognition and elimination of
at risk behaviors and subsequent reduction of incidents .
The results of the 2010 culture survey for TOCO indicated
that we needed to increase our efforts recognizing and
eliminating at risk behaviors . To help us achieve this,
we took the following actions .
• We designed and implemented an ‘approaching others’
training course, intended to teach employees how to
recognize hazards and unsafe acts and how to
intervene when these were observed .
• We created and implemented a hazard ID picture card system, in which pictures of unsafe conditions
were taken, filed and used during tool box talks and pre-task briefings.
• We modified our Safe Work Incentive Scheme to award points for employees who intervened during
unsafe situations .
– 16 –

17. Appendix I: Awards and Recognition
Appendix I: Awards and Recognition
Internal
2009/2010 Presidents’ Safety Awards and Chairman’s Safety Award Winners
These awards are given to a Willbros employee or team that has gone “above and
beyond” with respect to safety . The key criteria for these awards are as follows:
• Innovation/Learning/Continuous Improvement: The recipients are “change
agents” who have moved safety performance to a higher level within their
spheres of influence. Perhaps, they have arrived at a new approach to solving
a safety challenge, or they have taken the lessons of a safety failure to heart
Pat Clark (left)
and used those lessons to change or create a new program, approach, or even
Winner, Chairman’s Award
a way of thinking .
• Making Safety Unconditional: The recipients have demonstrated that safety
John McNabb (right)
does not have different rules for different situations. Perhaps, they have stood
Chairman of the Board,
up for a safe job when it was not easy to do so. Perhaps, they did something
Willbros Group
that put safety ahead of productivity when the situation called for it .
• Straight Talk on Safety: The recipients have shown that they are “ready, willing,
and able” to wrestle with the tough questions on safety. Perhaps, they have
had the conversations on safety that others have avoided. Perhaps, they have
been willing to challenge conventional wisdom when no one else has .
• Sustainable Safety Solutions: The recipients have avoided the temptations
of making the “quick fix” for a safety problem, but rather have fixed a problem
in a way that allows it to stay fixed. Perhaps, they have focused on the underlying
reasons for a safety issue and addressed its root causes—not merely
its symptoms .
President Award Winners
• George McFarlane: George is a superintendent in Sur, Oman .
• John Rockafellow: John is a site manager for the Syncrude Aurora
site in Fort McMurray, Alberta, Canada.
• Cody Bailes: Cody is a superintendent with US Construction in Houston, Texas .
Chairman’s Safety Award Winner
• Pat Clark: Pat is a superintendent for Downstream, Construction Tank Services.
External
• Willbros Canada, April 2010, from Shell Albian Sands Expansion 1 project
• Willbros Downstream, October 2010, Green Vendor Certificate of registration
from Marathon Petroleum Company LP, Illinois Refining Division
• Willbros Downstream Engineering, December 2010, BP Contractor Safety Award
• Willbros Upstream Engineering, Occupational Excellence Achievement Award from
the National Safety Council
– 17 –

18. Our Values
Our Values
We are committed to strong Leadership across the organization to achieve
Excellence , Accountability, and Compliance in everything we do based on
these Core Values:
• Safety
– Perform safely every single time, for the protection of our people and stakeholders,
including our customers, suppliers, and the community
– Every employee is empowered to stop any unsafe act
• Honesty and Integrity
– Always do the right thing
• Our People
– Respect and care for their well being and development
– Maintain an atmosphere of trust, empowerment, and teamwork
– Have the best people in the right position
• Our Customers
– Understanding their needs and develop responsive solutions
– Promote mutually beneficial relationships
– Everything we do is with the customer in mind, externally and internally
– Deliver a good job on time
• Superior Financial Performance
– Earnings per share
– Cash management
– Strong balance sheet
• Vision and Innovation
– Understanding our business environment
– Imagination and creativity
– Continuous improvement
• Effective Communication
– A clear, consistent, and accurate message
– To our people, our customers, and the public
– 18 –

19. – 19 –

20. Worldwide Headquarters
4400 Post Oak Parkway, Suite 1000
Houston, Texas 77027
1-713-403-8000
May 2011