1 PRESENTATION OF THE GROUP - Business lines and strategy
DEMAND FROM OUR PROFESSIONAL AND INDIVIDUAL CUSTOMERS IS RESILIENT BECAUSE IT CORRESPONDS TO BASIC NEEDS THAT ARE FAIRLY IMMUNE TO DOWNTURNS IN THE BUSINESS CYCLE. MOREOVER, OUR CUSTOMERS AND OUR PRODUCT OFFERINGS ARE EXTREMELY DIVERSE, AND WE OPERATE ESSENTIALLY IN REGULATED MARKETS, ENSURING STABILITY FOR OUR MARGINS. LASTLY, OUR BUSINESS LINES ARE SUBJECT TO REGULATORY AND SECURITY CONSTRAINTS REQUIRING
STRATEGY AND CHALLENGES The markets in which the Group operates are deep and their energy needs essential and growing, particularly in geographic zones where Rubis has increased its operations in recent years (Africa, the Caribbean). In Europe, Rubis remains positioned in sensitive markets, such as butane and propane, synonymous with high barriers to entry, where growth stems solely from efficiency, reactivity and market share gains. In bulk liquid storage, market positions are guaranteed by the location of the terminals and their ease of access, which are determining factors in the quality of the facilities and customer loyalty. Rubis has grown significantly over the past 2 decades, becoming a recognized operator and an expert in its various business lines. This rapid development is the result of an ambitious strategy of organic growth and acquisitions at a time when the major incumbents were withdrawing from the downstream oil business. With each acquisition, the impulse of a strategy, the provision of skills, capital and a new organization, not forgetting the Company’s flexibility, have made it possible to form a multi-local, decentralized and independent group with sound market positions protected by concrete assets, guaranteeing its long-term profitability . This strategy has been successfully implemented in the Group’s various divisions, segments and geographies. Acquisition-led growth, the very core of the Group’s DNA, is one of the chief drivers of Rubis’ development, and would not have been possible without: ● its short and reactive decision- making structure, capable of responding to market developments;
● the importance given to the human dimension in its structure: the Group sees People as the bedrock of its organization and one of its key success factors. Its motto, “the will to undertake, the corporate commitment”, expresses this essential value underpinning the motivation, loyalty and engagement of its 3,965 employees. Rubis is approaching the energy transition confidently as a key link in the logistics chain, equally capable of storing, shipping and transporting new energy to the end consumer. On this point, the Group’s facilities represent an opportunity for promoters of these new products: needs for segregated storage capacity, blending systems, tanks and metering systems for alternative fuels in gas stations, etc. The products and services offered by the Group already reflect the shift towards this transition; for example, LPG, considered a transitional energy, is a model of cleaner mobility enjoying fiscal incentives. In developing countries, it is actively recommended by public authorities as a form of energy and by the WHO for cooking, rather than charcoal or kerosene, both for health reasons and to combat deforestation. To meet the new IMO 2020 maritime regulations aimed at limiting the impact of vessels on the environment, Rubis Terminal offers and is investing in storage facilities equipped with blenders and reactors to reduce the sulfur content of bunkers for ships (Rotterdam, Dunkirk). Rubis Terminal was also the first company in France to store E85, a gasoline containing 85% ethanol, and is supporting the development of HVO (biodiesel from hydrotreated vegetable oil) for its customers.
CONSTANT INVESTMENTS, MAKING SUPPLY SCARCE WHILE INCREASING THE COST OF ENTERING THE SECTOR.