OSG Health, Safety and Environmental Report 2010 a result of system and data collection improvements made in 2010, our U.S. Flag articulated tug barge (ATB) fleet is now included in

Moving Energy with Integrity

Health, Safety and Environmental Report 2010

Table of Contents 1 Letter to Stakeholders

2 About This Report

3 Environmental, Social and Economic Performance

4 A Message from Shipping Operations

5 Governance

8 Safety, Health and Security

12 Environment

15 Training and Development

19 Community

20 Awards

21 Content Index

Cautionary Statement Relevant to Forward-Looking InformationThis Health, Safety and Environmental Report by Overseas Shipholding Group, Inc. contains forward-looking statements relating to the manner in which OSG intends to conduct certain of its activities, based on management’s current plans and expectations. These statements are not promises or guarantees of future conduct or policy and are subject to a variety of uncertainties and other factors, many of which are beyond our control. Therefore, the actual conduct of our activities, including the development, implementation or continuation of any program, policy or initiative discussed or forecast in this report may differ materially in the future. The statements of intention in this report speak only as of the date of this report. OSG undertakes no obligation to publicly update any statements in this report.

Sustainability efforts at OSG are centered on providing for the safety and health of our employees, maintaining uniform, high quality operational standards across our fleet and ensuring our day-to-day actions mitigate the risks of transporting energy by sea. Our commitment to running one of the safest, cleanest and most reliable fleets in the industry has been part of our culture since the founding of the Company. I am confident that our 2010 Health, Safety and Environmental report will assist you in evaluating our performance across these endeavors.

2010 was a difficult year for the global tanker market and resulted in a disappointing financial performance for the Company. However, despite generally negative freight rate markets during the last 18 months, we have systematically undertaken dozens of actions to improve our business and the operating performance of the fleet. The results of our continuous improvement efforts are evident throughout the Company, and we intend to continue such efforts in the future. Operational performance improved year-over-year, proof that safety programs are gaining traction and have been embraced by sea and shoreside staff alike. Our newly established Technical Services Group managed the delivery of eight ships and completed several technically challenging conversion/newbuild projects. We reorganized our internal assurance function and upgraded our capabilities in managing corporate risk and complex projects. We also kept fleet and shoreside expenses in check without compromising safety, reliability or environmental performance.

Meeting the world’s energy needs is a topic of much public and political debate. While alternative energy sources are promising and necessary for long-term energy sustainability, we expect that the world’s demand for fossil fuels will continue to grow and, as a consequence, so will the seaborne transportation of these fuels. Shipping does and will continue to play an essential role in the global economy, and our fleet of 111 ships plays a small but critical part in the energy supply chain.

In the past two years there have been several high profile safety and environmental disasters that reinforce how critical it is to “Do It Right.” Accidents in the United States led to a public debate about Toyota’s quality control. The Macondo oil field accident brought the risk management practices of all parties involved into question, and the earthquake, catastrophic tsunami and subsequent nuclear disaster in Northern Japan resulted in many questioning Tepco’s preparedness. Our deepest sympathies are with those affected. As these events unfolded, we at OSG further reflected on our own responsibilities. It reinforced how vitally important it is to have a culture that promotes open dialogue and transparency and has zero tolerance for shortcuts to our procedures. It must always be our top priority to ensure that each of our seafarers returns home safe after every assignment. We must never make an economic decision that could result in an accident or injury. Our environmental efforts should be conducted so that future generations will benefit from our behavior today. To this end, we are committed to safety and environmentally conscious actions in all our operations, much of which is discussed in greater depth throughout this report.

This year, we have made several improvements to our second annual Health, Safety and Environmental Report. We have included two years of data enabling readers to assess our performance year over year. We have reported on additional elements of the Global Reporting Initiative framework and we began a process to engage with our stakeholders to better understand their needs as it relates to information in this report. The goal of this report, however, remains the same: to provide our stakeholders with access to straightforward, easy-to-understand information about key operational aspects of our business.

I look forward to reporting again next year on our sustainability progress and priorities.

Morten ArntzenPresident and CEOOverseas Shipholding Group, Inc.

Let te rTo STAkehoLdeRS

Hea l th, Sa fe t y and Env i ronmenta l Repor t 2010

1

Company ProfileFounded in 1948, Overseas Shipholding Group, Inc. is a market leader in global energy transportation services. We own and operate a fleet of international flag and U.S. Flag vessels that transport crude oil, refined petroleum products and gas worldwide.

Scope and BoundaryIn preparing this report, we assessed the environmental impact of our fleet and our safety, health, training and security programs. We present both quantitative and qualitative information about these subjects to allow readers to better understand our operations. This annual publication covers calendar year 2010 and is our second published report of its kind, the first being 2009.

Fleet and operational data is sourced from internal systems, including information received directly from our vessels, and in the case of recycling data, provided by third parties. OSG’s Internal Audit department has reviewed, documented and verified all data, claims and calculations presented in the report.

As of December 31, 2010, OSG’s fleet totaled 111 operating and 11 newbuild vessels. Of the 111 operating vessels in our fleet at year-end, OSG technically managed 84 vessels and 27 vessels were managed by third parties. Vessels that we do not technically manage are therefore not included in health, safety or environmental performance metrics. The size of our fleet fluctuated during the year as new ships were delivered, chartered-in ships were returned to their owners and vessels were sold. Such vessels, including vessels in lay up for all or a portion of 2010 have been proportionately accounted for in all metrics reported. As a result of system and data collection improvements made in 2010, our U.S. Flag articulated tug barge (ATB) fleet is now included in emissions, fuel consumption and waste management metrics.

OSG employs 3,151 seafarers and 450 shoreside employees. Health, safety and training information and select community involvement activities by our staff are also included in this report.

AudienceThe report has been developed for stakeholders, defined as any individual or organization with an interest or influence in OSG’s operations. This includes, but is not limited to, customers, partners, employees, shareholders, financial analysts, regulators, legislators, trade unions, the communities where we have a presence and our employees live and work, and the communities where our ships trade. We welcome feedback from all stakeholders, which can be submitted online in the Safety, Quality and Environmental section of www.osg.com.

organization and office LocationsOur commercial operations are focused on key markets in which our vessels trade: crude oil, refined petroleum products, gas and U.S. Flag. Dedicated personnel are responsible for chartering vessels, which involves securing cargo to be loaded and discharged at specific ports, on or around specific dates and matched with a specific vessel at an agreed upon price. Technical operations is responsible for all aspects of ship management. Corporate service functions provide support throughout the organization.

OSG is a public, U.S.-domiciled company, incorporated in the state of Delaware with corporate headquarters in New York City, New York. Fleet management offices and crewing are located in Athens, Greece; Manila, Philippines; Newcastle, United Kingdom; and Tampa, Florida. Smaller offices with specialized operations or commercial personnel are located in Houston, Texas; London, United Kingdom; Montreal, Canada; Newark, Delaware; and Singapore.

Trading Fleet and Markets ServedThe Company’s crude oil tankers transport crude oil from major oil load ports to consuming nations throughout the world on medium- and long-haul routes. Our product carriers transport the output of refineries to points throughout the world on short-, medium- and long-haul routes. Our U.S. Flag Jones Act fleet transports crude oil and refined petroleum products between U.S. ports.

CustomersOur customers include major independent and state- owned oil companies, oil traders, refiners and U.S. and international government entities. Our customers hold transportation providers to high standards on matters such as health, safety, environmental protection and quality. If we fail to meet our customers’ standards in these areas, which in some cases are greater than those required by regulators, they may choose to do business with certain of our competitors. As such, we have a business incentive to maintain quality operations that conform to the highest standards of sustainability.

Global Reporting Initiative GuidelinesThis report follows the Global Reporting Initiative (GRI) Sustainability Reporting Guidelines, the world’s most widely used sustainability reporting framework (version 3.1, 2011). We self-declare our 2010 Health, Safety and Environmental report Application Level C. A GRI reference index can be found on page 21 of this report and on our website, www.osg.com, in the Safety, Quality and Environment section.

ABouT ThIS

Repor t


2

envIRonMenTAL, SoCIAL And eConoMIC

Per fo rmance

environmental, Social and economic PerformancePerformance indicators reported in the table below are influenced by numerous factors including the number of ships we technically manage, market conditions, utilization of the fleet, regulatory mandates, weather conditions, directives from customers that may contractually specify vessel routes and speed, as well as other factors both within and outside our control.

Environmental Performance Unit 2009 2010

Technically Managed Fleet number 81 84

Emissions1

GHG metric tons 2,665,640 2,634,000 CO2 metric tons 2,555,599 2,616,000 SOx metric tons 40,965 40,392 NOx metric tons 46,771 47,839 PM metric tons 5,975 5,878

Fuel Consumption2

Heavy fuel oil (HFO) metric tons 779,758 769,187 Low sulfur fuel Marine diesel oil (MDO) metric tons 10,169 5,500 Marine gas oil (MGO) metric tons 30,629 64,568

Spills to Sea liters 30.17 45.28

Recycling—Fleet3

Batteries metric tons 1.56 4.60 E-waste metric tons 0.44 4.10 Plastic metric tons — 98.00 Paper metric tons — 6.50

Recycling—Offices

Batteries metric tons 0.10 0.15 E-waste metric tons — — Plastic metric tons 0.09 0.45 Paper metric tons 13.95 9.60

Waste Management4

Food waste m3 144 113 Plastics m3 2,454 2,307 Other, including packing

materials, pallets and cardboard m3 2,873 2,824

Engine room bilge water m3 6,181 5,244

Social Performance Unit 2009 2010

Employees

Seafarers By nationality number 3,150 3,151 Filipino number 1,896 1,879 American number 867 881 Russian number 183 189 European number 135 117 Canadian number 51 48 Chinese number 18 37 Office staff by location North America number 215 207 Europe number 175 182 Asia/Pacific number 61 61Employees covered by collective bargaining (seagoing) percentage 96%Employees covered by collective bargaining (shoreside) percentage —

Safety

LTIF5,6

International fleet frequency 0.63 0.60 U.S. tanker fleet frequency 1.52 3.03 U.S. ATB fleet frequency 7.78 1.37TRCF7

International fleet frequency 2.23 1.13 U.S. tanker fleet frequency 4.55 4.76 U.S. ATB fleet frequency 7.78 5.48

Economic

Performance Unit 2009 2010

Shipping revenues USD million $1,094 $1,046Net income USD million $ 70 $ (134)Earnings per share, diluted USD $ 2.61 $ (4.55)Total assets USD million $4,208 $4,241Long-term debt USD million $1,813 $1,942Expenditures for vessels USD million $ 595 $ 421Annual dividend USD $ 1.75 $ 1.75

1 OSG uses a number of industry-specific formulas, guidelines and methodologies for calculating fleet emissions.

2 Refer to page 13, Reduced Fuel and Energy Consumption.3 Recycled at available facilities in United States and Singapore.4 Fleet waste delivered to shore reception facilities.5 Lost Time Injury Frequency is calculated on a 12-month rolling average and measures the number of injuries per million man hours.

6 An articulated tug barge (ATB) is a vessel class operated by a smaller crew on voyages that are generally shorter in duration. As such, LTIF statistics are presented separately from our U.S. Flag tanker fleet.

7 Total Recordable Case Frequency is calculated on a 12-month rolling average and measures the number of all recordable cases per million man hours. Information in the table above is as of December 31.


3

The safety and security of our seafarers, the success of our environmental programs onshore and at sea and the quality and performance of our fleet are top priorities for OSG and are areas we strive to continually improve. While we are proud of the many accomplishments covered in this report, we are aware our work will never be done.

Providing our customers superior technical management services is core to OSG’s strategy. To this end, every OSG employee is expected to be mindful of his or her actions, follow OSG’s established policies and procedures and strive to consistently deliver service of the highest caliber to our customers. By managing our own fleet and employing our own seafarers we seek to ensure that OSG standards are consistent and we can directly control the quality of our shipping operations. Our training and education requirements, for example, often exceed IMO Standards of Training, Certification and Watchkeeping (STCW). By investing in our people and providing opportunities for professional growth—including the possibility of a lifelong career with OSG for all nationalities we employ—we maintain a high retention rate of 90% across officer and unlicensed ranks. We work hard to develop and retain our people as every employee is critical to our reputation and the quality of service we provide.

We are pleased to see a continually improving safety and compliance culture within our fleet and believe this reflects the actions taken and leadership displayed by senior officers and shoreside operations staff. Our progress is illustrated by the photos and comments in this report contributed by our seafarers, highlighting teamwork and safe behavior among our crews.

Accomplishments in shipping operations in 2010 included adding an international crew conference in Russia, enhancing onboard training and creating a program that assigns permanent officers to ships. In addition, recycling improved at sea and on shore. We are also implementing improved maintenance planning that will improve reliability and more costly high priority spare part requisitions. We have improved our procurement practices to bring more material under contract and to consolidate shipments. These maintenance improvements save money and time, increase operational efficiency and enhance the quality of service we offer our customers.

We would like to thank OSG seafarers and shore staff for their hard work and dedication and the families of our employees for their support. Our employees are an exceptional group and superbly represent the OSG brand to our customers. We are proud of their achievements and are pleased that the publication of this report showcases the results of their hard work, dedication and commitment.

Captain Ian T. BlackleySenior Vice President and Head of International Shipping Operations

Captain Robert e. JohnstonSenior Vice President and Head of U.S. Flag Strategic Business Unit

A MessageFRoM ShIPPInG oPeRATIonS


4

CorporateAt the heart of OSG’s governance structure is an experienced Board of Directors (Board) that is committed to a culture of engagement and transparency. OSG’s Board is made up of 13 directors, including the Chairman and the President and Chief Executive Officer of OSG. The Board has adopted corporate governance guidelines to promote the effective functioning of the Board and its committees, to promote the interests of all stakeholders, and to ensure a common set of expectations as to how the Board, its various committees, individual directors and management should perform their functions. The Board believes that ethics and integrity cannot be legislated or mandated by directive or policy and that ethics, character, integrity and values of OSG’s directors and senior management remain the most important safeguards in quality corporate governance. Governance guidelines, including the definition of independent directors, Board committee charters and the Company’s code of business conduct and ethics can be found in the investor relations/governance section on www.osg.com. The process for stakeholders to nominate directors or make other recommendations is described in the Company’s annual proxy statement, which can be found in investor relations/annual reports, on the Company’s public website.

OSG’s senior management team plays a key role in the overall governance of our business by providing timely and accurate information to the Board to assist directors in their oversight responsibilities. At a minimum, the Board meets quarterly in order to receive detailed commercial, financial and operations briefings from management. On an annual basis the Board meets with the President and Chief Executive Officer (CEO) to review and agree upon short-, medium- and long-term business goals. Regular and candid interaction between the Board and management is another aspect of strong governance to support the long-term interests of OSG’s stakeholders.

Regulatory oversightThe shipping industry operates within a comprehensive global regulatory framework of international, national, local, flag state and classification society compliance requirements.

Not only must our ships, crews and shoreside staff meet standards set by regulators, customers and ourselves, we must also adapt to new and changing requirements. Furthermore, inspection mandates and laws aim to ensure that standards concerning safety, prevention of marine pollution and quality operations are maintained and continuously improved. Within OSG, a cross-disciplinary group is responsible for regulatory readiness and compliance. Regulations that became effective in 2010 included U.S. Coast Guard rules for incorporating salvage and marine firefighting capabilities in vessel response plans, IMO/MARPOL Annex V waste management restrictions, VOC (volatile organic compounds) management plans and new low sulfur fuel mandates.

In-house Technical operationsThe Technical Operations department is responsible for all aspects of ship operations, including crewing, load and discharge operations, day-to-day management and communication with the fleet, the provision of spare parts and supplies, maintenance and repair and emergency response.

The Company’s Safety, Quality and Environmental (SQE) department is responsible for developing, implementing and monitoring the Company’s integrated approach to safety, quality and environmental protection through a management system (MS). The MS is a framework of processes, practices and controls that seeks to address a spectrum of operational risks associated with quality, environment, health and safety policies and procedures. Through regular reviews and audits, the SQE department seeks to ensure the MS remains effective and conforms to international health, safety, quality and environmental standards, legislative and regulatory requirements and industry best practices. The Company’s MS is certified to ISM (safety standards), ISO-9001 (quality management standards) and ISO-14001 (environmental management standards). Environmental and quality certifications attest that the Company establishes, documents, implements, maintains and continuously improves its operations. In 2010, our Manila, Philippines, office achieved ISO-14001 certification, joining our offices in Athens, Newcastle and Tampa.

Governance


5

Performance ManagementIn order to achieve short-, medium- and long-term per-formance objectives, technical operations sets, measures and reports against a wide range of key performance indicators (KPIs). Certain safety and environ mental KPIs unique to OSG or those requiring extensive situational context such as loss of containment, accidents, vetting information or loss of hire are reported quarterly but not included in this report.

Technical management meetings are another mechanism of internal reporting and review. This quarterly meeting assembles approximately 50 employees worldwide via video teleconference, including the CEO and other members of senior management. Participants present and lead discussions on a variety of subjects, analyze statistical data and fleet/crew performance, share best practices, examine pending regulations and preparedness, and

discuss investigations, root cause analyses and corrective action in connection with significant injuries, accidents or near misses.

AssuranceIn 2010, OSG integrated its operational assurance functions under one unit, Marine Operations Assurance and Response. While this group supports technical operations, the head of the department reports directly to the Company’s CEO. The scope of the assurance function includes environmental, safety and security performance monitoring, seafarer training, monitoring upcoming regulatory changes and oversight of the Operations Integrity Group that has responsibility for casualty and incident investigations, operational audits and open report investigations. The group also oversees vessel emergency preparedness and response and select communications to the crew, including an annual DVD of the CEO and heads of shipping operations communicating their safety and environmental message to the fleet.

Working at OSG has given me the opportunity to develop my proficiency and knowledge as a merchant marine officer. Chief Officer Roy Dabucol, pictured above, started his career with OSG as a cadet 17 years ago and now holds his captain’s licence.

—Chief Engineer Karlhanz Radam, Overseas Yosemite


6

enterprise Risk ManagementManaging risk is an ongoing process inherent in all decisions made by OSG management. OSG’s enterprise risk management program is designed to ensure that risks are taken knowingly and purposefully. The governance of the enterprise risk management function is led by the Chief Risk Officer. The Chief Risk Officer reports to the CEO and regularly reports to the full Board and the Audit Committee on the status of OSG’s risk management practices and processes. In addition, the CEO has established a committee composed of members of senior management and other key management personnel who are responsible for assessing the risks and related mitigation strategies for material projects and initiatives of the Company prior to being submitted for consideration to the Board.

Governance StructureThe diagram below represents the general governance structure of OSG down to the vessel level.

Stakeholder engagementStakeholder engagement at OSG is integral to our day- to-day actions. We seek to establish strong, long-term customer relationships and work closely with regulators and

industry groups to provide advice and counsel on current and proposed laws impacting our industry. Last year’s publication of OSG’s first Health, Safety and Environmental report prompted us to think about engaging in a more systematic dialogue with our stakeholders about the value of this report. As a result, we administered a stakeholder survey in early 2011, which was made available on our Company website, to all staff, to OSG vessel masters across our fleet and to those who attended Company-sponsored officer conferences. In addition, we reached out to individual stakeholders encompassing customers, financial analysts, regulators and industry associates. As of June 30, 2011, a total of 77 survey responses had been received. Of those, 93.5 percent responded positively to the statement “the report is a good balance of social, environmental and economic information.” In addition, we received feedback on which report sections readers found most and least useful and open-ended comments provided insight about the interests of stakeholders. We will use this feedback as a baseline for conducting what we intend to be a more comprehensive stakeholder engagement program in conjunction with the preparation of future reports.

DesignatedPerson Ashore

Safety, Quality & Environment

Crewing & Training Board of DirectorsChief Executive Officer

Fleet Management

Master

Officers & Crew

VesselSuperintendent

Heads of ShippingOperations

Enterprise RiskManagement

Marine OperationsAssurance & Response

Oil Supply

Vessel Demand

Ton-mile Demand

Vessel Supply

Deliveries

Orderbook

New Orders

Scrapping

Order Cancellations

Conversions

{{

Sho

re-b

ased

Man

agem

ent

Safety Management System

Shi

pboa

rd M

anag

emen

t

Governance Structure


7

Safet y,heALTh And SeCuRITy

To protect the crew, vessel, cargo and environment, we need to be prepared at all times for emergency response. We conduct regularly scheduled drills such as this fire drill in the paint storage locker to remain familiar with procedures and to enhance the safety culture on board.

—2nd Officer Melvin P. Ikan, Overseas Jademar

The complexity and inherent risks in transporting crude oil, refined petroleum products and gas by sea are wide-ranging. Work on board can be physically demanding. Weather on the open seas can be harsh and unpredictable. Close working conditions, sometimes for months at a time, for crews from diverse backgrounds and cultures makes a shipboard work environment unique. Our ships travel to some of the most remote areas of the world and can transit near, around or in areas where political conflicts and threats of piracy are present. Effective safety, health and security programs and performance are critical to the well being of our people, our fleet, and to our continued success. Reducing the risks in our business requires strong, accountable leadership with a focus on anticipating and identifying these types of hazards and putting in place procedures that limit or mitigate the risks in day-to-day operations.


8

Safety ProgramsOne measure of our success is when each employee returns home safely to his or her family at the end of every work day or every voyage. We strive to cultivate a strong safety culture throughout the Company and provide equipment, education, training and an open environment of communication that fosters awareness, continuous improvement and teamwork. We believe that a variety of fleet wide programs encourage our seafarers to think and act safely, and we use both our leading and lagging indicators to measure our overall safety effectiveness. Leading indicators, such as near miss reporting, enable OSG to analyze data and effectively modify our procedures, training or equipment before potential issues result in injury, spill to sea, damage or loss of life. Lagging indicators, such as injury statistics, provide an overall measure of safety performance and allow us to target specific areas for improvement. Additional programs such as shipboard tool box meetings and safety days develop and enhance safety awareness, safe behavior, teamwork and communications.

n Tool Box Meetings. Implemented in 2008, crew are required to hold brief meetings at the start of the day and at the job site prior to commencing a task in order to ensure they are aware of hazards and risks and to encourage improved teamwork and safe behavior.

n Safety Day. Launched in late 2009, Safety Day promotes safety awareness among all seafarers by dedicating a half day each month to education on safety methods; review of near misses and incident case studies; new safety policies; safe job procedures; personal protective equipment; avoiding slips, trips and falls; and risks associated with specific jobs.

n Permanent Senior Officer Program. In both our U.S. and International Flag fleet, we have programs where senior officers, wherever possible, are assigned to specific vessels or classes of vessels. The permanent officer program provides continuity amongst the senior officers, which is believed to contribute significantly to improved safety and operating performance by building pride, ownership and rapport among officers and crew.

“ Every Incident Is Avoidable” is a tall order, but we believe it is 100 percent achievable. The 1st Engineer conducting a monthly inspection of lifting gears in the engine room is an example of a proactive approach to avoiding accidents or injuries caused by defective or malfunctioning equipment. By identifying potential hazards, we can avoid accidents waiting to happen.

—2nd Assistant Engineer Elizadle Cassi, Overseas London


9

key Performance Indicators and Performance MetricsWithin the MS, we monitor and measure operational aspects of the fleet and crew through a series of industry accepted KPIs. These KPIs are reviewed frequently as described more fully in the Governance section of this report.

n Injury Frequency Rates and Fatalities. Safety metrics such as LTIF (lost time injury frequency) and TRCF (total recordable case frequency) are used to measure our safety performance. In 2010, LTIF and TRCF rates for the international fleet and the U.S. ATB fleet declined, evidence of an improving safety culture. The U.S. tanker fleet across both measures, however, increased. We believe this increase was due to several new vessels being added to the fleet, manned by new crew members not experienced with OSG policies, procedures and expectations. U.S. Flag operations has identified this as an area for improvement in 2011. There were no operational fatalities in 2010.

n Near Miss Reporting. We believe that by identifying potential incidents before they occur and modifying workplace processes, training or equipment, the number of actual incidents and injuries should decrease over time. In 2010, we changed how we measure near miss reports to a frequency measure that provides a more accurate representation of seafarer awareness of risk.

n Open Reports. Our open reporting program is a mechanism whereby mariners can anonymously report actual or perceived non-compliance with safety and environmental policies and regulations. We have a strict policy that prohibits retaliation against anyone who submits an open report. The open report program is an effective feedback mechanism and early warning system that gives senior management awareness of potential problem areas. All open reports are investigated and if needed, corrective action is taken. In 2010 nearly 360 open reports were received compared with 420 in 2009. The decline in open reports is attributable to fewer changes in crew welfare programs, which often elicit open reports. The majority of open reports received in 2010 continued to relate to crew welfare matters, a broad category that includes compensation, assignments and benefits. Less than one percent of the reports in 2010 were related to environmental issues.

FREQUENCY*178.98

262.672009

2010

NUMBER OF REPORTS 3,550

4,2732009

2010

*per million man hours

0 50 100 150 200 250 300

0 1000 2000 3000 4000 5000

Teamwork at sea is very important. Each and every one of us is responsible for preventing accidents that may damage the vessel, or worse, hurt ourselves or our fellow shipmates.

—Chief Officer Junardito A. Vapor, Overseas Rimar


10

health and FitnessWe recognize that physical health and mental well-being are vital to a productive workforce and the success of our business. In 2010, company-wide awareness campaigns promoted the maintenance of good health.

n Initiative Health 2010, an onshore health and welfare program, included sponsored health fairs, screening and vaccination programs. In addition, Lunch and Learn seminars featured topics such as nutrition, smoking cessation, stress relief, time management skills, yoga, Pilates and work/life balance techniques. The Company also sponsored weight loss programs and pays a proportionate amount of gym memberships.

n At sea, our remote medical advisory service assisted more than 165 seafarers. This service supplements health care coverage and is a global network of accredited health care professionals who provide advice, assistance and follow-on care in the case of a remote medical event. In addition, U.S. Flag ATB mariners participated in Healthy Roads, a program that provided telephone and online coaching for weight management, smoking cessation and health improvement.

SecurityThe recent surge in piracy activity in the Gulf of Aden, the Indian Ocean and the Arabian Gulf has focused international attention on methods for preventing and mitigating risks of piracy incidents. OSG vessels follow Best Management Practices for reducing risk and avoiding pirate attacks. We comply with voluntary and mandatory protocols established by the naval coalition protective forces operating in such areas, which includes registering with the MSCHOA (Maritime Security Centre Horn of Africa). OSG senior management, company security officers and shipping operations staff seek to stay abreast of security best practices in a number of ways. These include networking with peers; meeting with subject matter experts and government officials; and reading, analyzing and discussing reports and other publications on the topic. OSG representatives attend maritime industry conferences and forums and participate in associations such as Intertanko, an organization that represents and speaks on behalf of tanker operators at the international, regional and local level.

On the open deck of the car carrier Overseas Joyce


11

Env i ronment

As a responsible corporate citizen, we acknowledge the worldwide concern about atmospheric pollution and the role we can play in mitigating our impact when transporting energy by sea. The operation of our vessels involves the consumption of fuel and energy, loading and discharging cargo, the production of waste and the use and transfer of water, among other activities. Shipping is widely recognized as the most efficient way to transport bulk cargoes. Thus while it is positive that atmospheric pollution from ships has lowered, governments and international organizations continue to evaluate the adoption of specific measures to further reduce air emissions in the future.

n Burning fossil fuels releases exhaust gasses into the atmosphere, predominantly carbon dioxide (CO2), nitrogen oxides (NOx), sulfur oxides (SOx), particulate matter (PM) and greenhouse gas emissions (GHGs);

n Accidental spills to sea of cargo or other fluids can have detrimental impacts to land and sea;

n Shipboard-generated waste and sewage, if not properly treated before being released into the marine environment or landed ashore, can affect water quality; and

n Ballast water which is necessary for ship stability, must be carefully managed.

CommitmentOSG is committed to reducing the environmental impact of our operations on the sea, air and land. We attempt to accomplish this objective through the implementation of environmental risk management policies, procedures and initiatives. We also look for ways to promote environmentally friendly efforts within our local communities (see Community later in this report). OSG’s environmental improvement programs are centered on waste and water management, reducing energy consumption, recycling and meeting or exceeding compliance with all applicable regulatory requirements.

The most rewarding aspect of being an OSG mariner is knowing that I work for a company that upholds strict standards above and beyond what is required in order to maintain the safety of its employees, the quality of the company as a whole, and the health of the environment. I am reminded of such conviction every time I encounter wildlife while at sea. By upholding the highest environmental standards, we are able to do our job and still allow creatures like the bald eagle to thrive.

—3rd Mate Bethany Tonachel, Overseas Boston

NUMBER OF VESSELS Technically managed vessels

8481*2009

2010

DISTANCE TRAVELLED (nautical miles)

4,377,8614,460,449

2009

2010

FUEL CONSUMPTION (metric tons)

820,556839,255

2009

2010

GHG (mt)

2,665,6402,634,000

2009

2010

CO2 (mt)

2,555,5992,616,000

2009

2010

SOx (mt)

40,96540,392

2009

2010

NOx (mt)

46,77147,839

2009

2010

PM (mt)

5,9755,878

2009

2010

SPILLS TO SEA (liters) 30.17

45.282009

2010

CARGO TRANSPORTED (mt)

94,315,247111,451,591

2009

2010

0 20 40 60 80 100

0 200000 400000 600000 800000 1000000

0 1000000 2000000 3000000 4000000 5000000

0 500000 1000000 1500000 2000000 2500000 3000000

0 500000 1000000 1500000 2000000 2500000 3000000

0 10000 20000 30000 40000 50000

0 10000 20000 30000 40000 50000

0 1000 2000 3000 4000 5000 6000

0 10 20 30 40 50

*Ten ATBs were not included in 2009 data collection


12

n Spills to Sea. A total of 45.28 liters of oil was spilled to sea in 2010. The majority of this amount (43.93 liters) was from hydraulic oil that was lost during one incident involving a leak from a bow thruster unit. Root cause analysis determined there was a failure in the bow thruster assembly that in turn caused a seal to leak hydraulic oil. While we did not meet our overall goal of zero spills to sea, the amount of cargo oil spilled to sea in 2010 was zero and the hydraulic oil spill was a small fraction of the 111.5 million metric tons of cargo transported safely during the year. Our goal for 2011 remains zero spills to sea.

n Shoreside Recycling. Recycling is managed at individual office sites and while we saw some improvements in recycling efforts, paper consumption reporting is not standardized. In addition, when preparing our 2010 report, we identified reporting deficiencies of e-waste disposal shoreside. These areas have been identified as areas for improvement for 2011.

Areas for Improvement

Accomplishments

2010 Environmental Performance and Activities

Waste and Water Management

n The reduction in waste delivered to port facilities was due to greater familiarization with recycling procedures across the fleet.

n Bilge water landed ashore decreased year-over-year principally due to improved bilge water management procedures and the redelivery and sale of 17 older vessels between 2009 and 2010. Newer purifier, lube oil and oily water separator systems installed on a number of newbuild vessels in our fleet reduce the volumes of oily waste and oily bilge water generated in the engine room that must be discharged ashore. Oily bilge water is a mixture of fresh water, seawater, oil, sludge, chemicals and various other fluids that accumulate in bilge wells below the engine. Bilge water that cannot be processed in accordance with MARPOL regulations must be landed ashore.

n Ballast water management is one of the most important issues facing the shipping industry. Microorganisms that are transported from one ecosystem to another can be harmful to the balance of local marine life. New regulations established by IMO and various flag states, in addition to more stringent regulations in certain U.S. regions, will mandate the number of detectable organisms permitted in discharged water and affects our newbuild and operating fleet in 2012 and 2016, respectively. Our Technical Services Group is leading the process of preparing OSG for these coming regulations including reviewing commercial agreements, evaluating system suppliers, testing equipment and preparing vessel-specific plans for installing or upgrading equipment required for compliance.

n In our 2009 report we described the testing of an oily water separator system that uses microbes as a method to remove hydrocarbons from wastewater. After further evaluation of the system on board one of our vessels, we determined that the system did not meet our operational needs.

Reduced Fuel and Energy Consumption

n Air Emissions. CO2 and NOx emissions increased, principally due to 10 ATB vessels that are included in 2010 data. Excluding these vessels, CO2 and NOx emissions decreased principally due to reduced miles. SOx emissions declined due to expanded low sulfur fuel content regulations that were in effect in ECAs (emission control areas) and the European Union during the year, as well as California regulations.

n Fuel Consumption. Total fuel consumption increased 2% principally due to the addition of ATBs in the 2010 data. Marine diesel oil (MDO) decreased principally due to the introduction of regulations requiring the use of grades of fuels containing lower levels of sulfur in the European Union, California and ECA. Marine gas oil (MGO), a lower sulfur content fuel than MDO, increased, principally due to the inclusion of ATBs in the current year report and European Union, California and ECA low sulfur fuel requirements.

n Improving Fuel Efficiency. Overseas Sakura and Overseas Tanabe are fitted with wake ducts, a more efficient design that increases the efficiency of ship propellers and reduces fuel consumption on these vessels. OSG anticipates the modification will reduce fuel consumption on these vessels.

n OSG is participating in a European Union research program that seeks to identify factors that influence energy efficiency on board vessels, reduce fuel consumption, and decrease the environmental impact of individual ships. Four OSG vessels are participating in the audit program and are collecting data that will help the project model an energy efficiency profile. The audits are expected to conclude in 2012.

Recycling

n Increased awareness and familiarization processes resulted in greater recycling efforts fleet wide and within our shoreside 14001 certified offices. In addition, we worked with individual recycling companies in order to improve reporting and now receive more detailed reports using a consistent measurement system.


13

Compliance

n No compliance deficiencies were received regarding MARPOL in low sulfur fuel areas including SECA (sulfur emissions control areas) and the coast of California, and California’s Port of Long Beach Green Flag program.

n The Delaware Department of Natural Resources and Environmental Control (DNREC) regulates the Title V permit program that monitors lightering activities in the Delaware River. During 2010, OSG was in compliance with thresholds of cargo moved that were vapor balanced. However, the requirement that our Delaware lightering fleet be entirely vapor balance capable was impacted by the delayed delivery of the OSG 351, which delivered on April 1, 2011.

n In 2010, MARPOL Annex VI air emission regulations became effective for volatile organic compounds (VOC) management and lower sulfur content in ECAs. Compliance required that OSG develop vessel-specific written procedures for minimizing emissions of VOCs during loading, sea passage and discharge of cargoes as well as minimizing VOCs during crude oil washing. Our VOC management plans were approved by the respective flag state or classification societies prior to the implementation date.

Enviro-logger: Installed on all vessels, enviro-loggers provide the chief engineer and shoreside offices the ability to monitor the operation of critical environmental equipment such as the oily water separator, oil content monitor, overboard discharge equipment, overboard discharge valves and incinerators.

Foul Release Coatings: The application of foul release paint reduces hull roughness and fouling, reducing drag through the water, thereby reducing fuel consumption. Foul release coatings have been applied to 12 OSG vessels.

Enviro-tags: The enviro-tag system places tamperproof seals on specific piping connections and equipment to ensure they are not altered or used for illegal purposes.

Trash Compactors: All vessels are equipped with trash compactors in order to reduce the volume of garbage produced and facilitate waste management.

Oily Water Separators: All OSG vessels meet current MARPOL requirements of limiting particles discharged to sea to 15 parts per million (ppm). Three of OSG’s newly constructed vessels delivered in 2010 have high capacity oily water separators that reduce particles discharged to sea to 5 ppm.

Wake Ducts: Two OSG vessels are fitted with wake ducts that improve the water flow towards the propeller, thereby improving fuel efficiency.

Grey Water Holding Tanks: Several ships are fitted with grey water holding tanks which are used near shore coastal waters.

Ship Environmental Features


14

Tra in ingAnd deveLoPMenT

The operational complexities of our business and the distributed nature of our work force demand training programs that are flexible and adaptable.

CommitmentWe are committed to providing quality training to all OSG seafarers in compliance with the requirements set by OSG, clients, flag states, statutory, national and international regulations. We have dedicated training staff and support personnel as well as dedicated training centers in the United States, the Philippines and in Europe. Training matrices are up-to-date and are available to assist senior officers and shoreside trainers in tracking courses required for career advancement.

We believe that training and education leads to increased competence amongst seafarers and enhanced competencies can improve the overall performance of our fleet. This improved performance can result in increased efficiency and a reduction in the number of accidents and incidents on board.

At SeaFor seafarers, OSG’s training curriculum is built upon three pillars: orientation/familiarization training, specialized technical training and recurring/refresher training. Across

both our U.S. and international fleets, OSG sea staff received on average 6–7 days of training. Training is provided in-house, at crew conferences and through union schools in the United States. We also sponsor courses conducted by accredited third-party providers, offer on-the-job training on board and a variety of DVDs are available for computer-based training that is specific to OSG policies and procedures and in some cases, license requirements. The Company’s MS provides for a performance appraisal process for all seagoing employees to effectively target training. OSG believes that education, training and career development are integral to successful operations and provides an incentive for seafarers to pursue long-term careers with the Company.

on ShoreWe are committed to investing in the professional development of our shoreside employees, who with the support and input of their supervisor or manager, develop and complete an annual training plan and career development review. Across our primary office locations, approximately


15

18.2 hours of training per employee were completed. Coursework and seminar topics included developmental job skills, leadership, shipping industry fundamentals, executive coaching, management, writing, time management and team-building.

International Flag Cadet ProgramTrainee officers and engineers take from three to five years to qualify for the junior ranks and up to an additional eight years to reach a senior level rank, making our international flag cadet program critical to developing a pool of skilled future senior officers. The cadet program, in addition to training and mentoring of younger sea staff by senior officers, is essential to developing the experience required and expected by OSG.

In 2010, a total of 22 candidates successfully completed the initial phase of the program. As a prerequisite for consideration, candidates must be graduates of a three-year academic program from a maritime college. To qualify for acceptance into the cadet program, candidates must pass a rigorous screening and selection process that is now followed by three months of in-house shoreside training conducted at our Manila Training Center. Upon successful completion of this phase, a cadet is then assigned to an OSG vessel for one year to gain shipboard experience as a trainee junior officer. On board, the master

“ Officer conferences are a unique venue for shoreside staff to talk directly to our seagoing officers and listen to ideas and suggestions. The conferences also serve to develop a sense of belonging to OSG.”

—Captain Eduard Tkalcic, Vice President, Head of International Crewing


16

n South Tyneside College, a maritime institution based in Newcastle, United Kingdom was invited to observe several training sessions at our Manila, Philippines training center in 2010. The assessment identified several areas to improve including modifications to course content, instructor techniques and presentation skills, and enhancements to audio and visual equipment for the integrated bridge and engine room simulators. Several of these recommendations are being addressed while others are under evaluation.

n Periodic safety, quality and environmental audits conducted by the Operations Integrity Group identified the need to improve compliance with required onboard training and drills, including proper documentation. Operations is addressing this issue through fleet letters, superintendent communications and continued audits taking place through 2011.

Areas for Improvement

Accomplishments

n Investment and expansion of our Manila training center has been integral to improving the performance and reliability of our fleet. During 2010 two permanent training positions were added, a training administrator and an engine room instructor. In addition, the office received accreditation from the Maritime Training Council Administrator of STCW to conduct simulator training.

n Several new in-house training courses were developed in 2010, including bridge resource management. In addition, two DVD training courses were improved and updated: National Pollutant Discharge Elimination System (NPDES) and OSG’s environmental management system.

n E-learning Tools. A web-based safety e-learning tool gives seafarers and shoreside staff access to safety training topics, online safety education, safety alerts and lessons learned from incident root cause analyses. This information is regularly reviewed and updated to provide the most current information regarding occupational safety and health matters. In 2010, the system was upgraded so that senior officers can access the system from

home, providing improved awareness of current safety issues and new policies and enables greater efficiencies during the relief and turnover processes on board our vessels.

n New onboard training programs were deployed including VOC, automated external defibrillator (AED), and civil treatment.

n Nine maritime graduates completed a specialized ATB training course during the year. The intensive 90-day on-the-job program provides practical experience and familiarization with OSG policies and procedures during three 21-day shifts aboard ATBs. Experienced crew members mentor and monitor the progress of each participant, who after successfully completing the program is eligible for available permanent positions in the fleet.

n Retention rates across most ranks exceeded 90%, similar to 2009 levels. Retention of our officers and crew is priority closely monitored and is important not only to us, but to many of our more discerning customers. Some oil majors have manning matrix requirements stipulating company tenure requirements and the duration a senior officer has been in his or her rank.

or chief engineer is responsible for the training plan and ensuring the cadet is afforded opportunities to demonstrate and document tasks and competencies achieved. Simultaneously, there is a cadet program officer in Manila responsible for monitoring each cadet’s progress, reviewing appraisal reports from masters and chief engineers and maintaining all documentation. Mandatory courses, a series of license examinations, positive performance appraisals and an additional three-year period at sea as an operational level officer are required before even being recommended and eligible for positions of chief officer or first assistant engineer. A minimum of two years in rank and additional license examinations are then needed before an upgrade to master or chief engineer. Since inception in 1994, OSG’s cadet program has produced 36 senior level officers and 330 junior level officers across the international flag fleet.

Crew ConferencesCrew conferences are an effective tool for exchanging information in a larger group setting, reinforcing goals and best practices and discussing areas for improvement.

Conferences also provide the benefit of enhancing teamwork amongst our sea staff and technical shore-based personnel. In 2010 approximately 230 officers attended three separate company-sponsored international crew conferences, one of which was held for the first time in the home country of our Russian mariners, giving more officers the opportunity to attend. Staff and guest speakers presented on a range of topics including risk management, safety management, resource management and planned maintenance.

SimulatorsIn 2010, a liquid cargo handling simulator was installed at our Manila training facility. This simulator augments a navigation bridge simulator, which is integrated with an engine room simulator. The simulators create an interactive training environment that is used by cadets, for recruits transferring from other shipping companies and as refresher training courses for returning OSG seafarers. All simulator equipment meets the requirements of STCW 95 Convention and Code and has a class A certification by Det Norske Veritas.


17

Bridge Resource ManagementOSG recently studied the frequency, causes and prevention of collisions and groundings within its fleet. Conclusions broadly reflected those of the wider shipping industry: collisions and grounding incidents are much more likely to occur in pilotage waters. In the United States, for example, many ports present robust navigational challenges to bridge teams and pilots due to high traffic densities, narrow shipping lanes and ever-changing channel depths. As a result, OSG implemented an enhanced bridge resource management (BRM) training course and an outreach program to vessel pilot associations.

Since 2008 OSG has made available a BRM training course, and in 2010, our Manila office became an accredited training site and now offers a 5-day BRM training program in-house. Among other things, the program addresses how the pilots, master and the bridge team can more fully engage in a meaningful dialogue about the passage plan.

In addition, OSG proactively held meetings with a number of pilot associations in North America, Europe and Asia/Pacific. According to Captain George Cuthbert, General Manager, Marine, “We want pilots’ feedback as to how we can improve our operations and our training programs, and they are willing participants.”


18

Communi t y

Good corporate citizenship extends to the communities where our employees work and live and where our vessels trade. As such, we support a variety of non-profit organizations and marine industry associations and have responded to humanitarian crises as they arise in our local communities. Many of our shoreside employees and seafarers initiate socially responsible activities on their own accord with the full support of the Company.

Corporate GivingDuring 2010, we provided financial and other support to causes at the global and local levels. Our giving program supports causes with a maritime industry connection, green/environmental efforts, or social needs in locations where OSG mariners or office staff reside. While the Company’s financial performance in 2010 restricted this giving, OSG still donated more than US$180,000 to several organizations in our communities worldwide.

International Coastal Clean up1–2. For the fourth consecutive year, more than 320 shoreside OSG employees, families and friends participated in the International Coastal Cleanup sponsored by the

Ocean Conservancy. This annual event is the largest shoreline clean up effort of its kind, involving thousands of volunteers throughout the world working to clean up coastal areas, all on the same Saturday in September. We are proud to do our part in keeping the shorelines of our local communities clean. (Pictured: OSG staff, family and friends at Varkiza Bay, Athens and Lake St.-Louis, Montreal.)

Activities at the Local LevelOSG office staff and families often engage in their own outreach efforts for needy causes at the local level. These humanitarian efforts are conducted on a volunteer basis, a few of which are highlighted below.

3. Staff from the Manila office planted 22 mangrove seedlings in Snake Island in Palawan.

4. School supplies were collected by staff in the Houston office for Neighborhood Centers, Inc., a United Way charity.

5. Members of the Newcastle office raised money for Seafarers UK and Royal National Lifeboat Institution by participating in the 24 Peaks Challenge and Great North Run.

6. Members of the Tampa office participated in the annual Making Strides Against Breast Cancer walk sponsored by the American Cancer Society.

1

4

2

5

3

6


19

Several stakeholder groups recognized OSG’s environmental, safety and humanitarian efforts in 2010.

The Chamber of Shipping of America awarded 51 OSG vessels with certificates of environmental achievement for operating without a spill to sea for a two-year period or greater.

Chamber of Shipping of America 2010 Devlin Awards were given to 45 vessels that operated for a full two years or more without a lost time injury. As of December 31, 2010, three vessels in OSG’s fleet have been LTI-free for eight years: Overseas Fran, Overseas Goldmar and Overseas Ania.

The United States Coast Guard awarded 35 OSG vessels with AMVER (Automated Mutual Assistance Vessel Rescue System) awards for participating in this voluntary ship search and rescue program operated by the U.S. Coast Guard. Following these awards, the International Propeller Club of United Port of Piraeus awarded sixteen vessels the Greece AMVER Award.

Lloyd’s List awarded Overseas Primar a 2010 Global Award for an AMVER-assisted rescue at sea. On 11 January 2009, fully laden while in the Mediterranean Sea, Overseas Primar was asked to divert for a rescue. Captain Nicomedes Ruan and his crew saved the lives of 162 Somalian nationals as their 10 meter wooden boat near Malta was sinking in very rough seas. Using the pilot ladder, net and safety harnesses to get everyone on board, the crew made room for the extraordinary number of cold and weary refugees in the accommodation area, administered first aid, provided dry clothes and blankets and served hot food to the appreciative group. All survived.

Awards

Heal th, Sa fe t y and Env i ronmenta l Repor t 2010

20

Content Index

This index references the Global Reporting Initiative (GRI) Sustainability Reporting Guidelines, the world’s most widely used

sustainability reporting framework (version 3.1, 2011). We self-declare our 2010 Health, Safety and Environmental report an

Application Level C report.

GRI Indicators and Aspects Where ReportedStrategy and Analysis

1.1 Forward by CEO Page 1Organizational Profile

2.1 Name of organization Page 22.2 Primary brands, products and/or services Page 22.3 Operational structure of organization Page 22.4 Location of organization’s headquarters Page 22.5 Number of countries where organization operates Page 22.6 Nature of ownership and legal form Page 22.7 Markets served Page 22.8 Scale of reporting organization Page 22.9 Significant changes during the reporting period None2.10 Awards received during the period Page 20

Report Parameters

3.1 Reporting period Page 23.2 Date of most recent previous report Page 23.3 Reporting cycle Page 23.4 Contact point for questions regarding report Back cover

Scope and Boundary3.5 Process for defining report content Page 23.6 Boundary of the report Page 23.7 Specific limitations on scope or boundary of report Page 23.8 Basis for reporting on joint ventures, subsidiaries, leased facilities, outsourced operations, etc. Page 3, 133.9 Data measurement techniques and the bases for calculations Page 33.10 Explanation for any restatements None3.11 Significant changes in scope, boundary or measurement methods Page 2

GRI Content Index

3.12 Table identifying disclosures in the report Inside back coverGovernance

4.1 Governance structure of the organization Page 5, 74.2 Indicate whether the Chair of the highest governance body is also an executive officer Page 54.3 Describe the independent nature of the Board of Directors Page 54.4 Mechanism for shareholders and employees to provide recommendations or direction to the highest governing body Page 54.8 Internally developed statements of missions or values, environment codes of conduct, and principles relevant to economic,

environmental and social performance and the status of their implementationPage 5

Commitments to External Initiatives

4.11 Explanation of whether and how the precautionary approach or principle is addressed by the organization Page 7Stakeholder Engagement

4.14 List of stakeholder groups engaged by the organization Page 74.16 Approaches to stakeholder engagement, including frequency of engagement by type and by stakeholder group Page 74.17 Key topics and concerns that have been raised through stakeholder engagement and how the organization has responded Page 7

Economic Performance Indicators

EC1 Economic performance Page 3Environmental Performance Indicators

EN3 Direct consumption by primary energy source Page 3, 12–13EN16 Total direct and indirect greenhouse gas emissions by weight Page 3, 12–13EN20 NO, SO, and other significant emissions by type and weight Page 3, 12–13EN22 Total weight of waste by type and disposal method Page 3, 13EN23 Total number of volume and significant spills Page 3, 12–13


21

Labor Practices and Decent Work

LA4 Percentage of employees covered by collective bargaining agreements Page 3LA7 Rates of injury, occupational diseases, lost days, and absenteeism and the number of work-related fatalities by region Page 3, 10LA8 Education, training, counseling, prevention, and risk-control programs in place to assist workforce members, their families

or community members regarding serious diseases.Page 15–17

LA10 Average hours of training per employee by employee category Page 15–16LA11 Programs for skills management and lifelong learning that support the continued employability of employees and assist

them in managing career endingsPage 15–16

LA12 Percentage of employees receiving regular performance and career development reviews Page 15LA13 Breakdown of employees per category Page 3


22

Contact Information

If you have inquiries, suggestions or comments related to this report, our performance, or how we present this information, please contact us or complete a feedback form available on the Safety, Quality and Environmental section of our public website, www.osg.com.

Captain Robert LoriganVice President Marine Operations Assurance and Response

Captain Panos HatzikyriakosHead of Safety, Quality and Environmental

302 Knights Run AvenueSuite 1200Tampa, Florida 33602Tel: +1 813-209-0600www.osg.com

Moving Energy with Integrity

Documents

OSG Health, Safety and Environmental Report 2010 a result of system and data collection improvements made in 2010, our U.S. Flag articulated tug barge (ATB) fleet is now included in