Indeed there is no French in Bourbon Norway

Atypical shipowner, Bourbon continues to surprise by its audacity. Thus, his staff watched, a few days ago, not without pride to the baptism of the "Bourbon Orca", origin tanker tug of anchors (see below) to the very amazing forms with its large bow rounded as the nose of a killer whale. Without early parallel with this marine mammal, because Jacques Chateauvieux, fifty-five years, the CEO of the group, and his leadership team have no predators, it is conceivable that their major competitors have found well voracious French in recent months. Did he not commissioned, in two bursts, 68 vessels as well as thirty shells during delivery These acquisitions will project this outsider of the service to the oil platforms in deep water at the head of the global industry, youth and modernity of its units. "It is our goal and it provides the means to realize the", confirm Jacques de Chateauvieux. These purchases are a 2006-2010 on 1.45 billion euros, announced the end of February. This at the same time as the completion of the first phase of the refocusing of the group.

Already, to mark the radical of the society of origin shift réunionnaise specializing in agri-food, the construction of 27 units had been provided by the investment plan 2003-2007 (EUR 1.2 billion), including the "Bourbon Orca" with its bold forms and its innovative technology, is the flagship. "After the success of this first plan horizon 2010 second is less risky since it is self-funded by the recurrent cash flow activities," considers Caroline Barbery, analyst at Natexis Bleichroeder, before stress that "the major asset of Bourbon, is the youth of its fleet. A fleet that will double in five years and achieve approximately 260 ships.

"In this is that damn inflated, commented on one of the guests, in the port of lesund, in Norway, then the bottle of champagne broke out on the Green hull, long of 86 metres,"orca"." With all these commands and these innovations, they went to the race lead from offshore. "Here again, the qualifier of"inflated"doesn't stick with the ways and the very classic look, or even old France of Jacques de Chateauvieux. It prevents! Since that in 1979, twenty-eight years old, he took in hand the family group, Audacity is the engine of the strategy of this pattern. Already, at eighteen, he had preferred to form the new higher Institute of management in Paris emerged major and then at Columbia University, New York, rather than the route of the great schools open to him.

Almost incidental diversification

In the beginning was a family reunion, producer of sugar and rum in the Mascarene Islands. In 1948, the family sugar companies merge, and then successive acquisitions give rise to a conglomerate that prosperous disparate activities. Agri-food and distribution come fortuitously, in 1992, marine services, via the takeover of the shipowner Chambon, a pillar of the Marseille marine since the 19th century. Jacques de Chateauvieux sought to develop outside the meeting and a part of the family shareholder of Chambon wanted to sell. The expertise-accountant firm, to which both are appeal, promotes their meeting. Bourbon went to owner of the company in two stages. And the heir, who likes his cane fields, and his island decides to watch the sea of the other eye. Chambon has some replenishment vessels for oil platforms located off the coast of Angola or in the Gulf of Guinea. Exploration in deep water starts then. Oil companies assistance services must be adapted to this new profession which, fifteen years later, will be the priority of Bourbon. "When the deep oil eldorado appeared, it was was already positioned", remembers Christian Lefèvre, Director General delegate and former of Chambon.

At the same time, Jacques de Chateauvieux takes more taste to the sea. He bought the bees International society, in 1996, to extend its maritime activities on the protection of the French coast. Then, the same year, Setaf Saget, a bulk transport company. Nine years later, Bourbon has the "Bee Bourbon" and the "Bee", two Cree and powerful last sea rescue tugs, and passed command a dozen port tugs, "it must be given to men the means to realize what they are asked."

A "beautiful bird" ignored

The years pass and the still family group needs money to develop. Its entry in the stock market in 1998, is not a great success. The action drags. Analysts do not give to the penalty to dissect the potential behind this value, reflection of three activities. Worse, Bourbon is unable to shed its image of "sugar" and its commercial success in the distribution do not attract investors. "We were a beautiful exotic bird in a cage that no one looked at," says the CEO of graphically. He then wondered about the fate of this case the maritime industry is promising but represents only 30 of the consolidated activity. "Distribution is an interesting area, because, as in the maritime, is the man who is at the centre of the trade, but it's a profession where it is difficult to differentiate from the competition", remembers this pattern that does not hide his Christian references. Convinced of the potential of development of the market for maritime services, quality, especially for deep offshore, and seduced by the character both strong and responsible seafarers, it opts for this course. In 2005, the sale to 36 of Vindemia, branch distribution Casino provides EUR 200 million, and that of industrial fishing activity 21 million. A realization of assets that will ease the debt caused by the first investment plan 2003-2007.

Today, Bourbon still has a sugar factory in the Viet Nam, "to sell, without urgency in view of the good sugar prices", says Christian Lefèvre. Passionate about sea and sailing, former Commander of ships to Chambon, it is the new face of the situation, one through which passes the action. "It say what you do and do what it said", repeat forever Jacques de Chateauvieux, who entrusted his arm right and his two deputies, Gaël Bodenes and Franck Dambrin, the task put in music the announced strategy. Indeed, one of their challenges will be to find and train crews that requires considerable expansion of the fleet.

"Zero incident, zero accident."

A small team to a group present in 23 countries, sometimes with 100 subsidiaries such as Bourbon Offshore Norway, sometimes with joint ventures to 50-50 as the Mexico, the Qatar or the Brazil, sometimes with holdings such as 25 in the U.S. Ringdon Marine. "Our partnerships are true partnerships." We share knowledge, assets and key positions. "This is the Chateauvieux method, because he believes in the empowerment of men. "Everyone must make decisions in accordance with its hierarchical level." Can seek advice, but it is not necessary to obtain the green light, even if it is desirable to inform his hierarchy, pursues the man who loves the idea of trust. This allowed us to forge privileged relationships with our Norwegian teams for example. "Indeed, there is no French in Bourbon Norway.

Of course, the focus is on the offshore "whose development is supported by a strong increase in production, the price of oil and the preservation of the environment and security requirements increased", as the Director-General. But the Setaf Saget transport activities and its 6 bulkers, aged for only three years, enjoy, too, a program with 5 shells in command. This subsidiary completed turnover EUR 183 million, or one-third of the group in 2005. "Our boats are of average size (50,000 tons) to enter the small ports without unloading infrastructure.". "Specialized in the transport of cement, coal and ores, they operate on a niche, the India and the Australia for example, expected a growth of 25 per year", says Christian Lefèvre.

Quality, safety and preservation of the environment are the framework in which the expensive audacity to Jacques de Chateauvieux must be exercised. "Zero, zero accident is now part of the priorities of the oil industry." "Home, everything is designed and implemented with this in mind, and the youth of our fleet featuring the latest technologies will make of Bourbon the leader in deep offshore", concluded the Director-General, with the quiet strength conferred on him by his commander of ships past.