UNITED STATES

SECURITIES AND EXCHANGE COMMISSION

WASHINGTON, D.C. 20549

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Building a Greater Company - Together Houston, Townhall Meeting -- October 6, 2011 1

Safety Briefing 2

Content 1. Who We Are 2. Technip Subsea Capabilities 3. Why Uniting Makes Sense 4. Integration 3

Who We Are 4

Technip Today * Worldwide presence with 25,000 people in 48 countries * []6.1 B / $8 B revenues in 2010 * Portfolio of state-of-the-art assets * High added-value differentiating technologies * 3 segments for "One Technip": Subsea, Offshore, Onshore * Solid execution delivering financial performance 5

Our Focus on HSE * A core value * Objective of zero incidents and injuries * Integrated at a contract stage * Trust between workforce and management * Training: Pulse now adopted by major clients We want to become the reference company for Health, Safety and the Environment 6

Our People: Our Critical Asset * Effectively manage talent * Harmonized human resource processes throughout the world (HR Without Borders) * Foster mobility in its 3 dimensions (geographic, functional and segmental) * Train people and develop skills through Technip University * Promote diversity * 104 nationalities represented in the Group Our priority: develop talent pools worldwide and offer them exactly the same opportunities, regardless of countries or background 7

Our Worldwide Footprint 8

A Growing and Balanced Backlog [euro] million (not audited) 9

Our Operational Organization Asia Pacific -- Kuala Lumpur Edgar Pushparatnam North Sea and Canada Offshore - Aberdeen Knut Boe North America -- Houston David Dickson Brazil -- Rio de Janeiro Jose Jorge Araujo Middle East -- Abu Dhabi Arturo Grimaldi 10

What We Stand For * Our mission: "Deliver safe and successful energy projects across the world for the benefit of our all stakeholders" * Our vision: "Meet the world's energy challenges through our projects" * Our signature: "take it further" means: Excelling in what we do - Succeeding together Exceeding expectations - Innovating continuously * Our values: 11

Technip Subsea Capabilities 12

Technip Subsea Segment Products Architecture and Engineering Services Deep Water Flexible Pipes Installation and Construction Rigid Pipelines Pipelaying Umbilicals Inspection, Repair and Maintenance 13

Vertically Integrated Business to Optimize Design and Execution *R and D 1 *Design and Project Management 2 Strategic locations World-class * New prototypes * Optimized R and D facilities Paris solutions * Proprietary Aberdeen Le Trait (France) technology * "A la carte" Oslo Aberdeen (UK) * R and D Centers Houston engineering Newcastle (UK) close to Kuala Lumpur * Dedicated teams production sites around the world Rio and Vitoria (Brazil) Perth Rio de Janeiro *Install and Monitor 4 *Manufacture and Fabricate 3 Le Trait (France), Vitoria (Brazil), AsiaFlex (Malaysia) Spoolbases: * Vessels designed Evanton (UK), Orkanger * Flexibles pipes to install our (Norway), Mobile (USA), Dande pipes (Angola) Umbilicals Logistic bases: * Manufacturing * Vertical Laying Vitoria, Angra Porto (Brazil) plants on all system Umbilicals: Newcastle (UK), continents * Monitoring Houston (USA), Lobito (Angola) 14

Technip Flexible Pipe Manufacturing Plants Flexi France (Le Trait, France) Workforce: 1,000 Flexible pipe capacity: 480 km Asiaflex Products (Tanjung Langsat, Malaysia) Workforce: nearly 200 Flexible pipe capacity: 150 km Flexibras (Vitoria, Brazil) Workforce: 1,200 Flexible pipe capacity: 380 km 15

Technip Umbilicals Manufacturing Plants Duco Ltd (Newcastle, UK) Asiaflex Products Workforce: 350 (Tanjung Langsat, Steel/plastic umbilical Malaysia) capacity: 300 km Workforce: nearly 200 Duco Inc (Houston, US) Workforce: 90 Steel umbilical capacity: 300 km Angoflex (Lobito, Angola) Steel umbilical capacity: 100 km 16

Technip Spoolbases Mobile, Alabama, USA Orkanger, Norway Evanton, UK Dande, Angola 17

A High Performing Fleet *Rigid and flexible pipelay vessels 6 units Deep Blue Apache II Deep Energy* Skandi Niteroi* Skandi Vitoria Sunrise 2000 *Subsea construction vessels (flexlay capability) 4 units Deep Pioneer Deep Constructor Normand Pioneer Newbuild vessel for Asian Market * *Diving support vessels (DSV) 10 units Skandi Arctic Seamec 1 Seamec 2 Orelia Seamec Princess Skandi Achiever Venturer Seamec 3 Wellservicer Alliance *Vessels under construction 18

Expanded Project Execution Capabilities Flexible -Lay, Reel-Lay and J-Lay S-Lay Heavy Lift Inter-fields / Export lines Infield lines Technip Global Industries 19

Why Uniting Makes Sense 20

We Complement and Bring Value to Each Other * YOU have strong Subsea capability -which is central to OUR Strategy. * Your business is complementary to ours - bringing a specialized fleet with 2 new flagship vessels, experienced and capable crews, S-Lay and diving capability, a strong presence in Mexico, Middle East and Asia for all activities * We share a common vision on Subsea - great growth potential, larger and more complex projects, international. * We have a common approach to working - trusted teams focused on safety, efficient operations, delivering value-added engineering and project management 21

Together We Will Take it Further * A substantially larger addressable part of the quickly growing subsea market * An expanded offering for our clients -- broader suite of technologies, products and services notably for complex EPCI projects * A larger commercial footprint * Strong revenue and cost synergies * For all our employees greater career opportunities * Conclusion: Our global presence, world-class technologies, assets and services and strong project management track record will enable achivement of the full value and potential of your know-how, assets and experience 22 --------------------------

Legal Do's and Don'ts * Antitrust Requirements - until the deal has closed, Technip and Global must continue to: (1) compete; and (2) make independent business decisions * Significant risk of delay in antitrust clearance and substantial fines for failure to observe * Integration planning is permissible; but implementation is not permitted * Continuum of antitrust risk in integration planning * Least risky -- back office, IT, other support functions * Most risky -- forward, customer facing functions -- sales, marketing, strategic planning 24 --------------------------

Legal Do's and Don'ts DON'Ts: * Technip cannot direct the business activities of Global * We can not require the review/consent to Global's ordinary course contracts * We can not engage in joint bidding, joint negotiations, or joint sales calls with customers, outside of the ordinary course of business and/or without involvement of Legal * Parties cannot stop competing, attempt to "manage" competition or "steer" customers pending closing * Cannot transfer business assets between the companies * Cannot discuss or exchange competitively sensitive information * Cannot hold joint meetings to discuss: * Pricing * Marketing * Customers or competition * Other core activities where we are in competition 25 --------------------------

Legal Do's and Don'ts DO's: * Can conduct joint meetings if we are in a pre-existing commercial alliance * Can inform employees that they will be retained after closing * Can issue "future organization charts" that are subject to closing * Can negotiate packages for future employees subject to closing * Can hold meetings where we describe our current business activities and how we see future integration subject to closing. This applies also to working methodology and technical issues so long as they are subject to closing 26 --------------------------

Integration Team 10 + 10 Disciplines Global Team Leader - Leadership support John Sprot Fleet and Operations: - Fleet Grant Johnson Operations Matt Osborne Business Development Emiliano Pescador HSE and Quality Tim Chetwynd Finance Kim Craig Legal Jim Wynn MIS Sven Feldhaus Human Resources Jamie Hinch Process support Luis Rey Technip Deanna Goodwin - Carl Holmen Ian McCall David McGuire Scott Munro Audrey Brown Franck Topalian John Freeman Sandra Barnett Steve Allen - 27 --------------------------

Integration Objectives (post-closing) 1. Retain the talent and capabilities of Global Industries 2. Build quality back-log of projects 3. Reinforce leadership in Subsea (increase Technip's current addressable market in subsea by 30%) 4. Achieve a break-even result in 2012 5. Achieve the cost-savings target ($30 million in 2013) 6. Achieve the long-term target ROCE of 15% 28 --------------------------

Phases of the Integration Process 29 --------------------------

Near -term plans: October 2011 *October Objective: Gain a common understanding --------------------------

Integration Summary 1. Retain the capabilities = focus on the people 2. Follow the do's and don'ts 3. Our first step is to gain a better understanding of how we each currently operate 4. Our second step will be to create a "common sense" plan * Based on the facts, involving as many people as practical * Focused on the objectives, and * Considering the long-term strategy for subsea. As soon as possible!! 5. Don't lose or break anything 31 * (All subject to closing) --------------------------

SEC Filing legend In connection with the proposed transaction, Global Industries will file a proxy statement and other relevant documents with the SEC. Before making any voting decisions, investors and security holders of Global Industries are urged to read the proxy statement carefully and in its entirety when it becomes available and any other relevant documents filed with the SEC because they will contain important information. Investors and security holders will be able to obtain these documents free of charge at the website maintained by the SEC at www.sec.gov. In addition, documents filed with the SEC by Global Industries are available free of charge by writing Global Industries at the following address: Global Industries, 8000 Global Industries, 8000 Global Drive, Carlyss Louisiana 70665, Attention: Investor Relations. Documents filed with the SEC by Technip are available free of charge from Technip's website at http://investors -en.technip. com. 32 --------------------------

QUESTIONS 33 --------------------------

Houston, Townhall Meeting -- October 6, 2011 34 Building a Greater Company -Together --------------------------