Katrine Sharp – VP Group Gender DiversityESCP, Paris – 2 June 2015

Gender Diversity at Technip

Technip Today With engineering, technologies and project management, on land and at sea, we safely and successfully deliver the best solutions for our clients in the energy business

Worldwide presence with more than 38,000 people in 48 countries

Industrial assets on all continents, a fleet of 27 vessels and 6 pipe/umbilical manufacturing plants

2014 adjusted revenue: €10.7 billion

Women occupy only 11% of seats on the board of directors

Women hold a larger proportion of non-executive roles on the Board (13% women) rather than executive roles (just 1%)

Only 6 companies surveyed had a board that had 30% or more women

The leadership pipeline is dominated by men – only 11% of top leadership positions held by women

Of these 11% many hold a position that does not have a natural progression to a Board Director role e.g. HR Director, CFO, Legal Counsel

In the top 100 Oil and Gas Companies:

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Source:Building talent for the top: A study of women on boards in the oil and gas industry, PWC in association with Women’s Oil Council,Nov 2013

In the Top 100 Oil and Gas Companies: Composition of the board of directors

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20-29% Female Directors

Critical Mass of 30% Fe-

male Direc-tors

0-9% Female Directors10-19% Fe-

male Directors

10% 6%

41% 43%

Only 6% of companies have the 30% critical mass of women in their board deemed to allow a real impact

Source:Building talent for the top: A study of women on boards in the oil and gas industry, PWC in association with Women’s Oil Council,Nov 2013

In the Top 100 Oil and Gas Companies: Women’s Roles in top leadership positions

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2013

CFO/Treasurer/Chief Accounting Officer 19%VP HR 14%

Legal/General Counsel & Corporate Secretary 13%Chief Governance/Chief Compliance & Ethic Officer 9%

VP Technology/Engineering/CIO 7%VP of a Region 7%

VP Investor Relations, Communications 6%VP Business Development, Supply & Marketing 5%

COO/VP Operations, Production, Exploration 4%VP Policy, Government & Public Affairs 4%

VP Strategic Policy and Planning 3%VP Health, Environment & Safety/VP Operational Risk 2%

VP Upstream, Midstream, Downstream 1%CEO/President 1%

Source:Building talent for the top: A study of women on boards in the oil and gas industry, PWC in association with Women’s Oil Council,Nov 2013

Technip performs reasonably well on overall gender diversity compared to the benchmark

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13%11%

Overall % of Women

Technip performs very well on Percentage of Female on Board compared to the benchmark

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2/83/13 3/13 2 /9 2/9 2/ 9 2 /9

2/102 /112 /122 /132/132 /13

2/15 1/8 1/91/11 1/11 1/11

0 /3 0 /9 0/110 /12 0/7 0/10

% Women on Board

Alexandra BECH GJORVPartner in Advokatfirmaet Hjort Da

Leticia COSTAAssociate of Prada Assessoria

Marie-Ange DEBONDeputy Chief Executive Officer –

International Activities of Suez Environnement

C. Maury DEVINECorporate Director

Manisha GIROTRAChief Executive Officer of Moelis & Company in India

Five Women on the Technip Board – 42%

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Thierry Pilenko, Chairman & CEOSponsor

SUPPORTS DELIVERY

GIVES IDEAS AND

DIRECTION

23 Regional/ BU representatives

Group Human Resources Director (Excom Member) EVP Group Corporate Counsel• Director Marine Asset Operations (Brazil) VP Group Gender Diversity SVP Offshore Win-it/PL & Technologies President North Sea Canada Region (Excom Member)

MAKES DECISIONSTAKES ACTION

REPORTS TO CEO

SUPERVISES

Technip Group Board

ACTION PLAN

HR Group Gender

Diversity Network

A balanced Governance Framework

Gender Diversity Steering

Committee

Gender Diversity Advisory

Committee

9 Regional / BU representatives

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Strategy - 3 key areas of activity

TRAIN TRACKTELL

Build Awareness about Gender Diversity: starting with all Regional Executive Committees

Train the Trainer – to be able to cascade the message to all managers

Leadership Development and Mentoring with a ‘gender lens’ for men and women

Technip Gender Diversity Forum – to demonstrate commitment and share best practice

Internal Communication: e.g. House Magazine, e-newsletter

External Communication:Sponsor Global Summit of Women 2014 & 2015

Technip Women’s networks and regional Gender Diversity Councils

EDGE assessment and certification:

Understand current situation

Put customised action plans in place to move forward

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Train

McKinsey Women Matter Report 2013: corporate culture is twice as important as individual mindsets in determining whether women believe that they can succeed

Key issues identified: lack of awareness among men of the specific difficulties for women to reach the top. diversity in leadership and communications styles is an important factor with the perception

among women that female leadership styles don’t “fit in” the prevailing styles. roadblock is the “anytime, anywhere” performance model, which is seen by both genders to

be more penalizing for women and puts men at an advantage.

The research reaffirms the importance of implementing an ecosystem of measures, while stressing that the measures must be supported by a transformed, more inclusive culture which welcomes a diversity of leadership styles and performance models.

Organisation Culture and Gender Intelligence - Why this matters

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Tell

Winner « 2014 Trophée des Femmes de l’industrie» – Projects category

TRAIN TRACKTELL

Technip Women’s Networks Internal media and GD Intranet Site

Internal Communication

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TRAIN TRACKTELLGlobal Summit of Women 2014 & 2015

Technip – Sponsor for 2nd consecutive year

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Track

TRAIN TRACKTELL

EDGE Strategy Assessment is based on a triangulation of:

Company statistics covering the period January to December of the assessment year

Answers from the Technip Regional Human Resources Director and the HR team to a gender equality Policies and Practices questionnaire

Employee Survey

EDGE Certification is based on:

Audit by an independent external auditor

Action Plan with resource allocation

Phase 1 countries certified: France, Italy, BrazilPhase 2 countries in process: Malaysia, Australia,North America, UAE, UK

Assessment and certification:

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A Culture Change journey

Numbers alone will not bring about a change in culture

“There is a big difference between diversity and inclusiveness. Diversity is about counting the numbers. Inclusiveness is about making the numbers

count. Whether it is about individuals or companies or countries, the conversation has to shift from talking about whether diversity affects performance to talking about

the conditions under which you’d expect diversity to have a positive effect on performance”

Professor Boris Groysberg, Harvard Business School

We need to create an organization where people genuinely understand and appreciate the value of gender diverse teams

However critical mass is important – one voice is rarely heard, nor two – but once it gets to 3 there is a real difference

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Thank you