RUBIS - 2019 Universal Registration Document

4 CSR AND NON-FINANCIAL INFORMATION - Attracting, developing and retaining talents

4.3.1.2 REGIONAL DIVERSITY

Operating in over 40 countries around the world, Rubis is keen to capitalize on the rich cultural diversity of its employees and make an impact in the regions in which it operates. Employees are spread equally across Africa,

the Caribbean and Europe. In order for this cultural diversity to be reflected in corporate culture and management, when acquiring foreign subsidiaries, the Group tries to retain and/or hire local employees, for their

experience and knowledge of the country. Thus, only 2 posts are generally occupied by expatriates in subsidiaries, that of Chief Executive Officer and Chief Financial Officer.

REGIONAL BREAKDOWN OF THE GROUP’S EMPLOYEES

2019

2018

Africa

39.3% 33.1% 27.6%

36.6% 34.8% 28.6%

Caribbean

Europe

4.3.1.3 INTER-GENERATIONAL DIVERSITY

The age structure shows that the Group maintains broad intergenerational diversity in its headcount, which greatly enhances the experience of its teams and the transfer of knowledge. Each age group is represented

in a relatively homogeneous way, without any significant variations between business lines and regions. To anticipate the retirement of senior employees, the Group has set up an active training policy. Furthermore,

the Group contributes to the integration of young people on the labor market through recruitment of interns, students in apprenticeship contracts and young graduates.

BREAKDOWN OF EMPLOYEES BY AGE GROUP

12/31/2019

12/31/2018

Between 30 and 40 years

Between 40 and 50 years >50 years <30 years

Between 30 and 40 years

Between 40 and 50 years >50 years

<30 years

Rubis Terminal (storage)

9.9% 32.5% 33.1% 24.5% 9.9% 33.7% 32.6% 23.6% 13.1% 33.7% 29.7% 23.4% 11.7% 32.1% 31.4% 24.2% 9.1% 31.8% 31.8% 27.3% 11.1% 35.7% 21.4% 35.7% 12.8% 33.6% 30.1% 23.6% 11.5% 32.4% 31.5% 24.1%

Rubis Énergie (distribution/support and services)

Rubis

TOTAL

• paying part of the cost of qualifications cer tif ying skills learned through experience (the French validation des acquis de l’expérience program). For young employees, the Group encourages combined work-study programs, which it sees as a good way of bringing young people into the world of work.

To retain this intergenerational dynamic and maintain proximity between younger and older employees, Rubis Énergie and Rubis Terminal have introduced practices favoring seniors. Since intergenerational diversity is key to social cohesion between all the generations, Rubis Énergie prioritizes: • career development; • development of skills and qualifications; • knowledge transfer. Rubis Terminal is committed to working on: • keeping employees aged 55 and over in the headcount; • ergonomic training;

Rubis Terminal has also signed partnership agreements with organizations that help disabled people back into work and institutions operating in the sheltered sector. For instance, for more than 20 years, the Rubis Terminal company headquarters has been sourcing office supplies and maintenance products from establishments employing workers with disabilities under the auspices of the Commission for rights and autonomy of disabled people (CDAPH).

4.3.1.4 DISABILITY

The Group has adopted a policy of openness in favor of disability, which includes funding associations and institutions working in healthcare as part of its sponsorship activities (see section 4.4.3.2).

110 i Rubis 2019 Universal Registration Document