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The Company encourages an environment of development and empowerment, enabling each staff member to contribute his/her skills and talents towards sustaining high performance and achieving rewards and recognition. In these times of increasingly complex projects and technical challenges, when the competition for the best energy industry talent is more intense than ever, it is the Company's aim to develop from within and retain the in-house and technical know-how for which the Company is renowned and which remains a key asset. Over recent years, a series of programmes have been implemented within the framework of the Talent Management and Succession Planning process, thereby building the foundations for the Company's continued success.

The global and local People Reviews take place on a yearly basis and help tthe Company ensure that it has the necessary successors ready for key positions.

In 2011, the Company implemented a customised Leadership and Management Development (LMD) programme with the objective of building a common leadership and management culture and reinforcing these skills

throughout the Company. 153 participants have attended the LMD since 2011.

In parallel, 2012 saw the launching of a Middle Management Development Programme (MDP) that embodies the Company's ambitions and is inspired by the LMD. Scheduled over a total of 6 days, it focuses on the following key skills: open communication and organisational buy-in, driving results, building and leading teams, decision-making and problem-solving and cross-border collaboration. A total of 215 participants have attended the MDP since September 2012.

A mentoring process has also been developed within the framework of these programmes, with the objective of solidly anchoring the Company Management competencies and behaviours across the Company. This personal learning contract includes a 360° survey for the participant (the Mentee) generating 3 strong points and 3 points for improvement. The Mentor and the Mentee then jointly define development objectives and implement actions derived from the programme, culminating in a final individual development plan discussion. Following their active participation, attendees become Mentors for future participants in order to guide and challenge them throughout the process as well as provide continued support beyond the end of the training.

Two new programmes have been designed over the course of 2013, including one dedicated to the Discipline Lead Engineers and a Project/Unit Management programme.

Both programmes are scheduled for a Company-wide rollout in 2014.

In addition, the Company continues to offer international career opportunities to a significant number of

employees to enhance their experience within the Company and contribute to the “Work as One” strategic goal. Finally a Company induction path has been developed for all newcomers. It is available on the Company’s intranet system.

Additionally, the Company provides a wide range of training and development opportunities to enhance the skills of its employees in all locations worldwide. A total of 7,350 permanent employees took part in 22,054 courses, which amounted to a total of 306,555 training hours over the course of 2013.

Onshore Staff

Training policy is closely aligned with the Company's objectives and strategy. In addition to Group programmes that are provided, the need for training and development is also discussed during the Annual Performance Appraisal sessions between employees and managers, resulting in individual training plans.

Training provided by the Company covers both in-house training sessions, which are performed by the Company's staff or consultants, and external training, which is performed outside the Company by specialised training providers.

The majority of training courses are around technical and HSSE topics, including technical and scientific software use. Over the last few years, focus has been given to managerial and leadership training, with the development of the Group's programmes in addition to individual training courses.

Offshore Staff

Given the significant technical and safety requirements of the operations onboard, the Company considers on-the-job training, distance learning and external courses to be of utmost importance for all its offshore personnel, whether employed on a permanent or contract basis.

HSSE topics and safety in particular represent the vast majority of training courses that are provided to Company’s offshore staff.

In addition to the above, specific programmes have been rolled-out in 2012, such as Management and

Communications training for OIMs (Offshore Installation Managers) and Superintendents and Supervisory Skills training for Supervisors and people moving to a Supervisory position.The Company has an obvious and extensive commitment to industry best practice, and has embedded OPITO Training and Competence standards, where possible, throughout the Training Plan and Competence Assurance System. Proof of the extent of this approach was recognized by winning, in November 2013, OPITO’s ‘Employer of the Year Award’ in Abu Dhabi.

The importance given to training and development applies not only to long-standing crew and technicians but also to the additional workforce available locally, that needs to familiarise itself with the specifics of the Company's activities. To meet this need, the Company supports nationalisation programmes, specifically in Brazil, Angola, Equatorial Guinea and Malaysia. These programmes include enrolment of personnel into higher education, technical colleges and professional institutions either in their country of origin or even abroad (e.g. Scotland), special leadership and management courses and personal development courses. The Company has also established process simulators (replicating the central control rooms of the FPSOs) located in Brazil and Angola in order to support our training and development activities; these play a key role in our nationalisation