RUBIS - 2019 Universal Registration Document

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

NUMBER OF TRAINING SESSIONS DELIVERED AND EMPLOYEES IN RECEIPT OF TRAINING 2019 2018

Number of employee recipients

Percentage of employees trained

Number of employee recipients

Percentage of employees trained

Total training hours

Total training hours

Rubis Terminal (storage)

11,909 64,833

355

82.08% 74.53% 68.18% 75.32%

11,867 59,727

342

86.83% 69.01%

Rubis Énergie (distribution/support and services)

2,616

1,783

Rubis

361

15

210

8

50%

TOTAL

77,103

2,986

71,804

2,133

70.98%

In general, the Group kept up its risk prevention work with more than 23.2% of employees trained in health and safety. The

reason this rate is lower than the previous year (31.5% in 2018) is because the amount of training provided varies annually depending

on need, as well as due to the consolidation of the KenolKobil Group in Kenya, where training initiatives are now being rolled out.

NUMBER OF EMPLOYEES TRAINED IN HEALTH AND SAFETY

2019

2018

Rubis Terminal (storage)

295 615 920

254 863

Rubis Énergie (distribution/support and services)

TOTAL

1,117

4.3.3 ENSURING HEALTH, SAFETY

AND QUALITY OF LIFE AT WORK

4.3.3.1 HEALTH AND SAFETY

Mo reove r, nume rou s mea s u re s a re unilaterally taken on health and safety issues in accordance with rules established by the Group and after consultation with employee representative bodies. Rubis Énergie has set the following targets with the aim of maintaining a working environment that is conducive to the well- being of its employees and employee retention: • stabilize the headcount and jobs on a like-for-like basis; • keep its rate of absenteeism for non- occupational illnesses under 2%. Monitoring psychosocial risks The Group specifically targets the prevention of psychosocial risks, knowing that this improves quality of life at work. To increase prevention of these situations, a psychosocial risk assessment is conducted and updated on a regular basis in certain subsidiaries. To encourage the signaling of potential risks, Group employees, as well as external and temporary employees, can report any harassment in a secure manner via the professional whistleblowing line gradually being rolled out in the Group’s subsidiaries (Rubis Integrity Line), in addition to traditional reporting channels (line Managers, HR, staff representatives) (see section 4.4.1.1).

Lastly, health insurance coverage for employees aims to protect them from the potentially significant financial impacts of illness or accidents.

Personal health and safety are key to the Group’s social policy. These risks affect both employees and staff from external companies as well as customers and local residents living near sites operated by the Group. This subject is dealt with in section 4.2.3.2.

MEASURES TAKEN Labor relations

Rubis’ labor relations are based on listening, dialog and mutual respect for all employees. Every subsidiary maintains open and constructive relations with staff representative bodies, where they exist (mainly in companies operating in France). Collective agreements pertain notably to wages, the company savings plan, incentives, profit-sharing, gender equality and training (see section 4.3.4). Collective agreements are concluded with the aim of achieving positive impacts, in particular on employees’ working conditions and the Company’s economic performance. High-quality dialog has a direct effect on the success of developments within the Company to adapt to a changing environment. In France, all Rubis Énergie and Rubis Terminal employees are covered by a collective agreement. The employees of Rubis SCA, the parent company, are not covered by a collective agreement due to the small number of employees and its status as a holding company.

4.3.3.2 QUALITY OF LIFE AT WORK

RISKS The Group is aware of the importance of offering its employees working conditions that allow them to reach their full potential. This is necessary to ensure motivation, cohesion and stability among teams. It is key to performance and builds employee commitment. Moreover, employee commitment is very much dependent on senior Managers’ capacity to help new employees settle in, to inform their teams of what the Company expects of them, how their work contributes to the Group’s success, to be respectful and attentive to the needs of the individual, and to develop the collective intelligence and mutual listening skills required for any relationship built on trust.

112 i Rubis 2019 Universal Registration Document