DERICHEBOURG - Universal registration document 2019-2020

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Financial statements Consolidated financial statements for the year ended September 30, 2020, in compliance with IFRS Presentation of the Group

Economic measures Use of the furlough scheme for staff whose job is no longer needed p or whosehours have been reducedas a result of the Covid-19crisis. Identifying savings opportunities: sponsorship, fees and travel ( de p facto ). Postponinginvestments. p The impact on the Group'svariousbusinesseswas as follows: In France, business activity fell sharply and progressively from p March 17,2020 under the combinedeffect of the temporaryclosure of several scrap metal-consuming plants, and a scarcity of scrap metal supply (shutdown of the automotive industry, lower overall consumption,ban on travel by private individuals),and as of April 10 had flattened to around 15% of the usual business volume. The Group was forced to close most of its small retail sites due to the lack of footfall. All industrial sites remained open and used the furlough scheme. As anticipated,there was a gradual upward trend in footfall after the Easter weekend.The increasecontinuedand was more pronounced from May 11, 2020, when lockdown easing began. By September 2020,the Group had returned to a level of businessactivity comparableto that of last year. In Spain, the drop was also pronouncedand happeneda little later, p falling to 20% of the usual volume before rapidly rising to 40% of its pre-health crisis level. By September 2020,it had returned to a normal level of business activity. It should be noted that the lead refinery had to shut down for one month during the summer due to a lack of battery supplies. Business volume was more resilient in Germany, where it never fell p below50%. In the United States and Mexico, it had almost returned to 100%by June. In Public Sector Services, the volume of activity remained close to nominal volume throughoutthe fiscal year, as this is an essential service to the population. Thanks to the commitment of employees, a high level of service quality was maintained on all of the various contracts throughoutthe year. Multiservicesbusiness The followingchangesoccurredin the Multiservicesbusiness: Cleaning business (approximately 60% of the revenue of the p Multiservicesdivision). This business operates on a very fragmented basis over thousandsof customersites. The businessactivity rate had fallen to about 55%of its nominal volumeby April 10,2020, due to the closure of many customer sites. It gradually rose to 80% at the end of May and 100% in July. It should be pointed out that this business activity is not particularly exposed to the Hotel and Catering, Tourismand Airport markets. DerichebourgPropreté used the furlough scheme for closed sites and support services, which experiencedlower levels of activity. The companywas able to meet additional customer requirementsfor masks, hand sanitizer gel, and disinfection of premises. There is pressure on the level of services requiredby some customers,where not all employeeshave returned to work face-to-face. EnvironmentalServices The followingchangesoccurredin the Recyclingbusiness:

Urban Area business: This business follows the same patterns as the p advertising billboard business, which was almost at a standstill during lockdown. However, the customers of this business pay a contractual share of fixed costs, regardless of the level of activity, whichhas limited the impact on results. General Temporary Work business: Agencies have operated using p home working.Activity for the Retail sectors disappearedduring the lockdown, while activity for low-volume customers and aeronautics also fell sharply. The distribution, logistics and banking sectors held up better. The business activity rate was 30% in April, and 50% by the end of May. It gradually rose to 90% at the end of the fiscal year, with, however, a major effort to modify the customer base to move towardssectors such as logisticsand health. TemporaryWork business for aeronautics:This is the Group'sactivity p that has suffered the most in terms of business volume, since the activity fell to 30% of the usual revenue from April, and to date has only recovered to 35%. Given the difficulties that most customers have in providingwork for their own employees,this business sector will experience a low volume of activity in the coming year. A Business Safeguard Plan (BSP) has been implemented in this subsidiary in order to close branches that no longer had critical volumes,and to adapt costs to the new environment. Industry business (for the aeronauticssector): In France, the business p activity rate fell to around 30% of nominal activity in April, before rising to 50% in June. This figure has changed little since then. Faced with a lack of workload for around 700 employees, the subsidiaryhad two options: immediatelyimplementa BSP for 700 people; ● give itself time, given the support providedby the State through the ● Long-Term Furlough scheme, and hope that business activity will recover within 2 years. It is worth noting the high level of qualificationof the employees,which would be difficult to rebuild if business recovered and these employees had left the company en masse . This is the route that has been chosen. A Collective Performance Agreement was negotiated and signed by the representative trade union organizations. This agreement, which is offered individuallyto all employees,sets out: a commitmentto refrain from dismissal on economic grounds as ● long as the long-term furlough plan provided by the State continueson the same basis, part-time working of 40% for all employees, during which ● employeeswill carry out training, an average reduction of around 15% in gross remuneration, to ● offset the remainder to be paid by the Company for the long-termfurloughscheme. 90%of employeeshave acceptedthis agreement,which has protected more than 500 threatenedjobs in the aeronautics sector. 163 people refused this agreement and left the company under individual redundancy agreements. In the other countries where this business activityoperates(Germany,Spain, UnitedStates, Canadaand China), in which it does not have the same critical size, the impact is even more significant. We have therefore closed the subsidiary in Canada, adopteda BSP in Spain and adopteda restructuringplan in Germany.

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