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connect the ? eet ie. our Smart Shipping models are going to change under the in- veloped the Smart Shipping program, a #BOURBONINMOTION. Please give our program will improve safety and reduce ? uence of this severe downturn but also program we’ve been working on for two readers insight to the new, recently an- crew onboard from 15 to 10, under the impact of the digital revolu- years. Smart shipping is the operational nounced plan for the company.

• Building on technological partner- tion, which is also touching our industry backbone for the group’s transformation. In today’s environment, waiting is ships (like the ones we signed with and the behavior of all market players. Through digitalization, this program will not an option for Bourbon. The crisis Kongsberg or Bureau Veritas, for exam- We think it will mean integrated services give us the opportunity to offer our cli- has highlighted the need to change our ple), and business model more than day rates busi- ents more reliable, more ef? cient and model. We have to evolve. We have to • Divest what we identi? ed as a “non- ness model, sharing more responsibili- optimally streamlined operations. We reinvent ourselves. That is what the smart ? eet” (41 vessels) ties and risks with customers (in terms target an operational cost reduction of 20 #BourbonInMotion plan is all about. Finally, #BourbonInMotion also of chartering, fuel oil consumption for to 30% by optimizing our processes and

This plan means better serving our cli- means changing culture and communi- instance). Today, we have the possibility by transferring vessel-borne functions to ents through cation, monitoring the human revolu- to share those risks: we have the data, the land. • Developing integrated services with tion, which is clearly the most complex skills and the assets to jointly participate It is based on three levels: the ves- performance based on data. Not sim- and exciting aspect of this business. with our customers to deliver effective sel, local shore-based support and over- ply by adding new functions, but prag- Everyone’s roles and responsibilities, solutions. There is therefore an issue at all performance management. For the matically, step-by-step, taking measured skillsets and organizations will and are stake here: we need to accept to take vessel, we intend to refocus the crew on risks thanks to digital technology. already changing. more risks to bring value added to our running operations in order to deliver • Splitting Bourbon into three inde- I would say that positioning our- customers. Tomorrow will be the era of operational excellence to our clients. As pendent companies: selves in the best competitive conditions cooperation and partnerships, both tech- for local support, it will be in charge of • Bourbon Marine & Logistic: Ma- to bene? t from the recovery to come, is nological and geographical. the technical and operational vessel sup- rine integrated logistics services de? nitely the objective of this strategic port as well as contractually interfacing

The Smart Fleet: We see there will • Bourbon Mobility: Passenger ex- plan for us. with the client representative on site. be a 75 million euro investment over perience transportation And lastly, overall performance manage-

In announcing #BOURBONINMOTION the next 3 years to connect Bourbon’s • Bourbon Subsea Services: Light ment will provide remote support, based you said “tomorrow will look very dif- “smart