RUBIS - 2019 Universal Registration Document

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

Work commitment The Group encourages the emergence of initiatives that promote dialog and team spirit. These are, in particular, reflected by: • the organization of team-building events to foster employees’ team spirit; • the improvement of the ergonomics and design of workspaces. Rubis Mécénat (the Group's cultural fund), for example, initiates artistic projects on the Group’s industrial sites or on subsidiaries’ premises, thus helping to establish a culture of well- being and stimulate employees’ creativity; • involving employees in the implementation of sustainable socio-cultural projects. By way of example, Rubis Mécénat has involved employees in projects such as Of Soul and Joy in South Africa (photography program aimed at young people in townships), InPulse art project in Jamaica (creative visual arts platform), and Ndao

Hanavao in Madagascar (social design innovation lab) (see section 4.4.2.3); • seeking employees for community projects. This type of initiative is conducted locally in most subsidiaries (sponsorship or fund-raising, support for charitable associations and the organization of local community events, etc.) (see section 4.4.2.3); • valuing employees’ work (celebrating successes at internal events, etc.). Social security insurance for employees outside France Mindful of the role that social security cover can play in combating inequality and the importance of protecting its employees’ health, the Group is endeavoring to roll out cover for employees working in countries where cover is not mandatory. At Rubis Terminal, employer contributions are made to provident and private health

insurance funds for employees working outside France. At Rubis Énergie, the provision of private social insurance (provident, healthcare) is at the employer’s initiative for employees working outside France, except for those foreign subsidiaries that had implemented such systems prior to their acquisition by the Group. RESULTS Indicators of employee turnover and absenteeism are used to assess changes in the social climate and motivation of employees in subsidiaries. Monitoring of staff turnover shows that the Group continued its dynamic recruitment policy in 2019. At Rubis Énergie, the gaps are mainly due to a stabilization in headcount on a like-for-like basis in 2019, after a year in 2018 marked by restructuring in Madagascar and Haiti, and “mission” employment contracts in shipping (since this activity requires the use of short-term contracts).

EMPLOYEE TURNOVER IN 2019

Departures by mutual agreement

Hirings

Resignations

Dismissals

2019

2019

2019

2019

2018

2018

2018

2018

Rubis Terminal (storage)

58

44

11

19

4

9

8

6

Rubis Énergie (distribution/support and services)

577

773

162

122

86

132

44

243

Rubis

4

3

0

0

0

0

0

0

TOTAL

639

820

173

141

90

141

52

249

The rates of absenteeism for accident or non-occupational illness, as well as for unjustified absences, were relatively stable at a very low level across the Group as a whole.

ABSENTEEISM NOT DUE TO ACCIDENTS AT WORK OR OCCUPATIONAL ILLNESS* Absences due to accident or non-occupational illness

Unjustified absence

2019

2019

2018

2018

Rubis Terminal (storage)

0.53% 0.11%

6.45% 1.40% 0.49% 1.93%

0.32% 0.20%

0.27% 0.04%

Rubis Énergie (distribution/support and services)

Rubis

0%

0%

0%

TOTAL

0.15%

0.21%

0.06%

* Days lost as a percentage of total working days per annum.

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