MAROC_TELECOM_REGISTRATION_DOCUMENT_2017

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DESCRIPTION OF THE GROUP, BUSINESS ACTIVITIES, LEGAL AND ARBITRATION PROCEEDINGS Description of the Group

NB: for the average number of employees of Maroc TelecomGroup see Noteb19 to the consolidated financial statements in Chapterb4.

A voluntary employee redundancy plan was launched in Morocco and Burkina Faso to bring in younger workers and help them adapt to the Company’s new businesses. It benefited 1,024 employees in Morocco and 44 in Burkina Faso.

Age and seniority The average age in the Group is 45.6 years, and the average seniority is 19.6byears. Staff turnover

Staff turnover % Maroc Telecom

2017

2016

2015

1.0 1.5 1.1

0.9 2.1 1.2

0.9 2.5 1.4

Subsidiaries

GROUP

The low staff turnover at Maroc Telecom and its subsidiaries is a testament to employee loyalty. Change in staff compensation Payroll costs have changed as follows over the past three fiscalbyears:

(in MAD million) Maroc Telecom

2017

2016

2015

2,190 3,138

2,237 3,260

2,202 3,245

Maroc Telecom Group

3.1.3.2 PROFESSIONAL DEVELOPMENT

Maroc Telecom also offers its employees financial aid covering up to 80% of tuition costs for those wishing to pursue undergraduate and postgraduate degrees (up to master’s level) at the same time as working. Skills development within the Group’s African subsidiaries is also a key part of its modernization strategy. In addition to locally provided training, Maroc Telecom regularly holds seminars, workshops and immersion sessions for the employees of its subsidiaries in order to share with them the Group’s business know-how. Mobility INTERNAL MOBILITY Maroc Telecom encourages internal mobility in the interests of nurturing its employees’ professional development and ensuring the Company’s flexibility in a constantly changing environment. Several programs are in place to help employees get accustomed to their new duties. INTERNATIONAL MOBILITY International career opportunities are available to employees wishing to give their careers with the Maroc Telecom Group a new impetus. Talented employees can take up expatriate opportunities in various subsidiaries as part of the Group’s modernization strategy. In this way the Group encourages the sharing of skills and best practices with its sub-Saharan subsidiaries.

Recruitment Awareof the strategic challenges in the changing telecommunications sector, Maroc Telecom is continually adapting its recruitment policy to consolidate its leadership position. The Group’s recruitment approach is transparent, equitable, rigorous and highly selective. This attracts the best talent from national and international colleges and universities. Training Continuing professional development plays a major part in the skills development of Maroc Telecom employees. The Group provides training in its core activities across its business lines. The training program is regularly updated in light of the latest advances in technology, markets and organizational theory. To meet its training needs Maroc Telecom has a Training Center in Rabat as well as numerous in-house trainers.The Company also relies on in-house part-time trainers to transfer business skills. Altogether, 51% of training is undertaken by the Group’s own staff. Maroc Telecom also uses external service providers for specific training. In 2017, the equivalent of nearly 22,000 training days were provided for 4,100 employees. Each employee receives three days of training per year on average.

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MAROC TELECOM ____ 2017 Registration Document