2017 REGISTRATION DOCUMENT

BOURBON 2017 Registration Document 82 MANAGEMENT REPORT 3 Social and environmental information 3 DISTRIBUTION OFWORKFORCE BY GEOGRAPHICAL ZONE AT 12/31/2017 12% Europe 15% Asia-Oceania 12% Americas 61% Africa The share of the BOURBON workforce working in their country of origin has increased, going from 58% to 64%. 6.1.1.2 Equal opportunities and fairness The monitoring of gender equality introduced in 2015 has revealed that at BOURBON, like the marine sector in general, women are underrepresented in technical, operational and customer- facing roles. These are all careers in which the necessary skills and experience are by and large obtained in seagoing and vessel command roles, an area that still tends to be male-dominated. In this context, BOURBON is concentrating its efforts on the support functions. During 2017, several promotions increased the number of women in managerial positions. In total, access to training and internal promotion enabled onshore management positions held by women to reach 20% (representing +1% compared to the previous year). Furthermore, surveys and skills assessment methods for onshore personnel help to identify gateways to these operational, technical and customer-facing roles, as well as to managerial positions. The work performed by BOURBON employees is largely unsuitable for the employment and inclusion of people with disabilities (a fit for duty certificate is required for seagoing personnel, and a significant number of onshore jobs require employees to be able to go onboard the vessels). 6.1.1.3 International recruitment policy In 2017, BOURBON employed people from 80 different nationalities. The operational subsidiaries, acting either on their own account or as internal recruitment agencies, managed 73% of the workforce, with 27% of personnel provided by external recruitment and placement agencies. Outside recruitment and sourcing companies are selected according to criteria of compliance with international standards and BOURBON standards. Internal sourcing and manning agencies meet the same standards. Manning and sourcing agencies are audited in a yearly program, which is defined in BOURBON’s quality system. The aim of these audits is to ensure that selection, recruitment, training and management processes meet BOURBON standards and that these agencies meet international standards, including specific MLC certification. For onshore personnel, BOURBON is improving its recruitment standards by including a skills assessment process and identifying the training needs of all employees occupying new positions within the Group. In 2017, the number of internal promotions recorded was 148 for onshore personnel. This figure confirms the internal sourcing policy in force aiming to capitalize on operational skills acquired within the Group in a context of workforce reduction. 6.1.1.4 Hiring and departures The analysis of changes in the workforce, covering all subsidiaries, shows that the workforce decreased during 2017. The subsidiaries recruited 332 personnel to onshore positions, while 388 personnel from this same category left the Group, including 110 due to dismissal or mutually agreed employment termination, i.e . a decrease of 2% for onshore personnel. These subsidiaries also took on 1,877 seagoing or onboard personnel, while in this category 2,679 people left the Company, 601 as a result of a dismissal or mutually agreed employment termination, resulting in a decrease of 13% for seagoing or onboard personnel. At December 31, 2017, the Group retention rate for the workforce as a whole, calculated over two years, was 89%, of which: 3 84% for onshore personnel; 3 85% (1) for seafarer officers. 6.1.1.5 Compensation Continuing the cost-reduction efforts, the Group directives for 2017 confirmed the policy of a compensation freeze for the Group’s onshore personnel. For seagoing personnel, in accordance with national and international regulations and the applicable company or collective agreements, the subsidiaries continued their efforts to reduce salaries and/or reorganize on-board periods to reduce the cost of crew rotations on board the vessels. Over the long term, BOURBON will continue its policy of local compensation management, with each subsidiary being responsible for compliance with the regulations, agreements and practices in force in its area of activity. For seagoing personnel, compensation is established in each organization according to the onboard role and vessel type. For onshore personnel, 69% of subsidiaries must adhere to the minima imposed by legislation and 51% have their own salary scales in place. In a context of cost reduction, the short-term bonus plans existing in the subsidiaries were mostly suspended. For the French companies, profit-sharing agreements were dependent on the Group’s business results. (1) All officers (deck & engine room) working on vessels of the supply type.