4.5 Working responsibly and with integrity
Operating its businesses responsibly and with integrity is a core issue for Rubis in terms of fulfilling its commitments and protecting its image, reputation and employees. The Group is built on values that have fashioned its culture and driven its success: integrity, respect for others, professionalism and trust are all principles that the Group aims to apply across all its activities to ensure its sustainability. These internal principles, which are rooted in its strong corporate culture, also encourage employees to become involved in the social and economic fabric surrounding them by adopting responsible and supportive behaviour.
Because the Group is present in over 40 countries in Europe, the Caribbean and Africa, the prevention of corruption is a major issue for the Group (section 4.5.1.1). The Group also endeavours to extend its principles of responsibility to its value chain and to gradually introduce a responsible purchasing policy with the aim of having common standards for leading by example (section 4.5.1.2). Lastly, the Group’s subsidiaries attach great importance to dialoguing with stakeholders and promoting dynamism in the regions where they operate, both in terms of the economy and employment and in terms of culture and community living (section 4.5.2).
4.5.1 Rubis’ ethics policy
The Group considers ethics to be an asset that is key to its reputation and loyalty. Integrity is one of the central pillars of the Group’s approach to ethics (section 4.5.1.1), as is the Group’s commitment to respecting its employees’ fundamental rights (section 4.5.1.2).
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Personal integrity is key to ensuring exemplary collective behaviour.
It is the safeguard against wrongdoing that could harm the Company, employees, business relationships or any other external
public or private actor. |
Collective and individual commitment is indispensable to adopting ethical behaviours that meet the Group’s values. To ensure that the rules of conduct are shared and complied with by all, Rubis has included within in its Code of Ethics a common framework for all its subsidiaries, including the Rubis Terminal JV.
This Code of Ethics (which is accessible to the public through the Group’s website: www.rubis.fr/en) lays down the values that Rubis considers to be fundamental:
• complying with competition, confidentiality and insider trading rules, as well as with specific laws that apply to war and/or embargo zones;
• respecting individuals, including by observing fundamental rights and human dignity, safeguarding privacy, and fighting against discrimination and harassment;
In each of these areas, the Rubis Code of Ethics details the general principles that employees must observe while performing their duties. The Code of Ethics is furnished to new arrivals. Subsidiaries organise training sessions to explain the Code’s contents and to answer employees’ questions. The Group CSR & Compliance Department is the point of contact for subsidiaries and employees on ethics issues. This Code of Ethics, dating from 2015, is currently being revised to better reflect the development of the Group’s CSR approach and societal challenges. The new version will be published in 2023.
In line with its values and applicable legislation, and in particular the law on transparency, fighting corruption and modernising the economy of 9 December 2016 (known as the “Sapin II law”), Rubis is putting into practice its commitment to fight against corruption in all its forms as described in its Code of Ethics, by gradually introducing a comprehensive anti-corruption programme. To date, this programme is made up of the following measures:
• the anti-corruption guide, which supplements the Code of Ethics.This guide (which is accessible to the public on the Group’s website: www.rubis.fr/en/) aims to help the most exposed senior executives and employees identify at-risk situations and adopt the related practical preventive measures. The guide was updated in 2021 to make it more educational and to take into account the results of corruption risk mapping;
• third-party assessment guidelines, to help operating staff identify third parties that may present risks, perform appropriate due diligence and implement suitable measures. These guidelines are being updated;
• corruption risk mapping: this analysis was conducted at the operating entity level by subsidiary Managers based on a unified methodology and meetings involving the subsidiaries’ core functions (purchasing, sales, operations, HR, finance, compliance, etc.). A one-day seminar bringing together all the subsidiaries’ Compliance Advisors was organised in November 2019 to familiarise them with the mapping methodology. Risk hierarchisation resulted in an additional review in 2020. This mapping process resulted in the identification of action plans. Since 2021, the risk mapping of the operational entities is reviewed each year and is fully updated every three years;
• regular awareness and training campaigns in respect of ethics and anti-corruption rules in all Group subsidiaries aimed at employees in the most sensitive positions and, in some subsidiaries, for all employees. An online training module (e-learning) on preventing and detecting corruption was made available to the Group’s operational entities in the first quarter of 2022. As of 31 December 2022, 61% of Group employees had validated the e-learning “Preventing and detecting corruption”. Lastly, actions to raise awareness of the Group’s employees about the risks of corruption are rolled out each year on the occasion of the Global Anti-corruption Day, celebrated on 9 December each year, in order to remind people of the Group’s commitments in the fight against corruption;
• a global whistleblowing system, the Rubis Integrity Line, was established in 2018 and has been rolled out in all Group entities. It allows all Group employees and external and occasional employees to securely and confidentially make a report using an outsourced internet platform. These reports can relate to acts of corruption or other ethical issues (environment, security, fraud, personal data, human rights, etc.) and, more generally, to any situation or conduct that may be contrary to the Code of Ethics.The system’s overall architecture was designed to provide a means of filing these reports and processing them internally, while ensuring complete confidentiality. The rules that govern the use of the Integrity Line set out whistleblowers’ rights and responsibilities so that the system can operate smoothly in a climate of trust. In particular, in the rules, the Group reminds users that whistleblowers will be protected against any retaliation. To support the rollout of the Integrity Line, an educational kit was distributed to the Compliance Advisors, and communication initiatives are carried out regularly (Group “Think Compliance” newsletter, subsidiary newsletters, training, etc.). In 2022, the Group received 11 alerts via the system, of which 10 related to human resources issues and one related to a potential conflict of interest. To take into account the changes to the regulations that took place in the fourth quarter of 2022 as part of the transposition of Directive (EU) 2019/1937, the update of the alert procedure is underway;
• modification of entities’ internal rules or employee handbooks (after informing/consulting staff representative bodies, where appropriate) to include specific language stating that a failure to comply with the Code of Ethics or the anti-corruption handbook may lead to disciplinary sanctions. In 2022, 21 disciplinary actions were taken for fraud or non-compliance with ethics or anti-corruption rules, some of which resulted in dismissals;
• assessing that the programme’s measures are being implemented: the internal control risk management system (described in chapter 3, section 3.2.3) includes checks on the application of the Group’s main ethics and anti-corruption rules. In addition, each subsidiary reports annually to the Group CSR Director & Chief Compliance Officer on the progress of the programme’s deployment. The digital non-financial data collection platform has been used since 2020 for this reporting in order to improve the reliability of the reported information.
The Group and its management bodies have made the prevention of corruption one of their priorities. Since 2016, the Management Board’ variable compensation includes an ethics criterion that relates to the implementation of the programme across all entities.
The Group’s CSR Roadmap, Think Tomorrow 2022-2025 (which is publicly accessible on the Group’s website at www. rubis.fr/en/) published in 2021, includes compliance within its third pillar, “Contributing to a more virtuous society”. In particular, the Think Tomorrow Roadmap sets the target of having 100% of employees made aware of ethics and anti-corruption by 2023.
In 2022, 90% of employees were covered by an awareness-raising campaign and 90% of the subsidiaries’ General Managers declared they had participated in an internal anti-corruption initiative or event.
A specific organisation was put in place to support the roll out and monitoring of the anti-corruption programme:
• the Group CSR Director & Chief Compliance Officer, who reports to the Rubis Corporate Secretary, and whose main role is to define the Group’s policies and procedures in the area of ethics and compliance and to support, together with the entities, the deployment and implementation of these policies and procedures within the Group. The Group CSR Director & Chief Compliance Officer proposes enhancements to the programme by incorporating strategic challenges, best practices and regulatory developments, and regularly reports on her work to the Management Board and to the Accounts and Risk Monitoring Committee;
• Rubis Énergie’s and the Rubis Terminal JV’s Compliance Managers, who roll out the programme within their divisions and address operational issues, if necessary, in conjunction with the Group CSR Director and Chief Compliance Officer;
• the 36 Compliance Advisors, who are appointed within operating entities, ensure that the Code of Ethics and anti-corruption policy are properly understood and applied at a local level. A Compliance Advisor has also been appointed within Rubis Photosol.
Tools have been provided to coordinate this network and to support Compliance Advisors in their work, including practical fact sheets on how to deal with gifts and invitations and manage conflicts of interest and Integrity Line training materials for employees. In addition, a biannual newsletter called Think Compliance has been sent to the operating entities since 2018 in order to strengthen the compliance culture within the Group.
The Group is committed to a continuous improvement approach and supplements its anti-corruption programme in view of changes in legislation and best practices.
The main internal fraud risk lies in the theft or misappropriation of products. Therefore, over several years the Group has established strict measures to verify production volumes (such as the automation of transfer stations to reduce human involvement as much as possible, inventory gap checks, and upgrades of control systems).
Finally, the increase in external fraud attempts (CEO impersonation and hacking, for instance) has prompted the Group to strengthen its information campaign with the aim of raising the awareness of all employees who are likely to be approached (accounting, financial or legal positions) so that this type of fraud can be combatted more effectively.
In terms of IT security, the Group and its subsidiaries are constantly working on innovative cybersecurity solutions, using European tools, following the directives of the ANSSI (French national information systems security agency) but also of these various partners. These actions cover the protection of information systems. The Group trains its employees on detecting fraudulent emails (phishing, for example) and on suspicious activity at workstations. Strong and secure authentication solutions for production resources with constant flow analysis systems are also implemented.
The amount of taxes recognised by the Rubis Group (excluding the Rubis Terminal JV) in respect of financial year 2022 amounted to €198 million.
Group companies ensure that tax returns and payments are submitted in accordance with local regulations. They complete the tax returns required in the tax jurisdictions in which the Group operates its businesses. Rubis has opted for tax consolidation in France since 1 st January 2001 (see note 5.2 to the separate financial statements). In accordance with its legal obligations, Rubis carried out its country-by-country reporting by reporting the breakdown of its profits, taxes and activities by tax jurisdiction and established the transfer pricing documentation applicable among Group companies (Transfer Pricing Documentation – Master File).
The Group does not have any subsidiaries that are not underpinned by economic activities (essentially, local commercial operations). In particular, the Group’s presence, via Rubis Énergie, in the Caribbean Islands and the Channel Islands, corresponds to the distribution of petroleum products; Rubis supplies these islands with the energy resources necessary for their operation and manages, for example, the leading automotive fuel distribution network in the Caribbean and Bermuda, and distributes 100,000 m3 of petroleum products per year in the Channel Islands.
Respecting human rights is above all about promoting a model of a responsible employer that protects the fundamental rights of all Group employees in all countries where the Group has a presence. In addition to its legal obligations, Rubis advocates for the respect of individuals as a management principle and prohibits harassment and discrimination. These values are enshrined in the Code of Ethics put in place in 2015, which is distributed to employees.
In practical terms, the Group ensures that in all countries where it operates its human resources policy complies with the principles relating to human rights at work as set out in the International Labour Organization’s fundamental conventions in the areas of:
In 2021, the Group joined the United Nation’s Global Compact in order to reaffirm its commitment to integrating and promoting the principles of protecting human rights, complying with international labour and environmental protection standards and combatting corruption.
In 2020, the Group CSR & Compliance Department, in conjunction with Rubis Énergie’s operational management, conducted an analysis of modern slavery risks in its value chain in order to ensure that adequate preventive measures are in place. This analysis was supplemented in 2022 by a broader mapping of the human rights challenges in the Group’s activities.
Due to the Group’s presence in countries where protection against discrimination based on sexual orientation or religion is not guaranteed by regulations, the Group pays particular attention to these matters. In particular, it will reiterate its principles of non-discrimination against anyone and for any reason whatsoever in its new Code of Ethics, which will be published in 2023.
Challenges related to the health, safety and security of workers and communities are also a subject of particular attention due to the Group’s activities. Significant risk prevention measures have been implemented (see in particular section 4.2 of this document), both in terms of workplace safety and the prevention of industrial and road accidents.
Preventing the risk of forced labour in the shipping business is also a major focus. A crew management manual drawn up by the Rubis subsidiary in charge of managing wholly owned vessels sets detailed standards to be complied with in terms of crew recruitment and working conditions (under a temporary international contract with a Group entity), in line with the principles of the ILO Maritime Labour Convention, which include the rejection of forced labour. Enhanced vigilance is exercised when dealing with crew recruitment agencies. Contracts with these agencies include specific clauses relating to the obligation to comply with international standards, and the ILO Maritime Labour Convention in particular. Annual audits are carried out on these recruitment agencies. For chartered vessels, the services of a leading vetting company are used. Compliance with the Maritime Labour Convention is included in the pre-approval criteria for each vessel.
As regards the working conditions of service station managers, who are not Group employees, an initial assessment has been carried out on two subsidiaries with service station networks in two countries that are particularly exposed, Madagascar and Haiti. No cases of forced or child labour were identified by the commercial inspectors, who regularly inspect service stations, sometimes unannounced. An ethics clause, in which the service station operator undertakes to comply with Rubis’ ethics rules, including compliance with applicable labour laws, the prohibition of forced or child labour, and compliance with employee health and safety rules, is included in certain contracts and must be systematically included when renewing or signing new contracts.
The Group’s whistleblowing line, Rubis Integrity Line, which has been rolled out across all Group entities, is available not only to Rubis employees but also to external and occasional workers and enables them to report non-compliance with rules in a strictly confidential way (see the “Fighting corruption” section on the previous page). The deployment of the line to reach external employees, including the employees of service station managers, must be strengthened.
In addition, the Group ensures that systems for protecting the health and safety of all persons working within in subsidiaries are in place (see section 4.2.3.2.1).
The main suppliers of Rubis’ subsidiaries are equipment suppliers and service providers, mainly in logistics (transport, operations).
The Code of Ethics stipulates that employees have an oversight mission and are to ensure within that context that third parties properly apply the Group’s standards when working on Group sites. If the situation so requires, employees must conduct awareness or training actions and, if ethics rules are violated, advise their line managers.
The Code of Ethics also specifies that the Group’s subsidiaries must require that the external service providers with which they work (suppliers, subcontractors, industrial or commercial partners) comply with internal standards related to safety, environmental protection and respect for individuals in particular.
Any finding of a breach of the Group’s ethical standards must be communicated to the line Manager and/or the Management of the subsidiary or facility as quickly as possible.
Rubis’ CSR Roadmap, Think Tomorrow 2022-2025, (accessible on the Group’s website: https://www.rubis.fr/uploads/attachments/Rubis_CSR% 20 roadmap_2022_2025-EN.pdf ), published in 2021, notably provides for a target of adopting a sustainable purchasing charter from 2023, which would make it mandatory to include CSR criteria when selecting suppliers and service providers for capital expenditures and the Company’s most significant projects.
Lastly, the Group has implemented a management policy for detecting potential or proven conflicts of interest to avoid this type of situation, particularly in the context of relationships with service providers and suppliers. These rules are described in the Code of Ethics and the anti-corruption guide and set out in more detail in the dedicated practical sheets.
The provision of services and supplies used on the Rubis Terminal JV’s industrial sites is governed by the Group’s social and environmental policy (see section 4.2.1).
Rubis’ subsidiaries factor health, safety and environmental issues into the process of selecting solutions from their suppliers when such companies work at their facilities. The subsidiaries therefore favour practices that reduce energy consumption and waste generation, all while guaranteeing optimal security. This is the case in the choice of heating by heat pump that was made for newly constructed buildings for the Rubis Terminal JV.
The Rubis Terminal JV has set itself the target of having all orders fulfilled under terms containing a CSR criterion: all of the joint venture’s service providers whose personnel carry out work on its industrial sites are selected using HSE criteria as a minimum. In addition, the Rubis Terminal JV responded to the Ecovadis questionnaire in 2021 and obtained the Bronze medal. Rubis Énergie, which does not have a centralised Purchasing Department, is considering setting up a target as part of the definition of the Group’s CSR Roadmap. Rubis Énergie also responded to the Ecovadis questionnaire in 2021 and obtained a score of 45/100. The Vitogaz France subsidiary obtained the Gold medal.
Contracts also stipulate that suppliers must comply with applicable labour laws, including the fight against illegal employment and respect of working hours. CSR clauses are also attached to contracts with suppliers and stipulate that they must comply with the Rubis Group’s Code of Ethics, as well as the anti-corruption guide.
Third-party assessment guidelines also provide for ethics risk assessments of their main trading partners, including suppliers and service providers.
The Group ensures that its suppliers, which generally operate nationwide or internationally, are certified whenever possible and that they comply with the stringent regulations liable to be imposed on them (transport of hazardous materials, manufacturing of pressurised equipment, etc.).
A responsible purchasing approach will be launched in 2023 to identify the most at-risk purchasing categories and define an action plan for the priority categories.
4.5.2 Commitment to regional development / NFIS /
Committed to local populations, Rubis’ subsidiaries attach great importance to dialogue with stakeholders and to promoting the dynamism of the regions in which they operate, not only in terms of economics and employment but also in the areas of culture and community living. The Group also commits itself through an active and targeted social engagement policy.
The Group’s stakeholders consist of employees and their representatives (union representatives, Health, Safety and Working Conditions Committee (CHSCT), etc.), shareholders, national and local governmental bodies (DREALs, DRIEE, etc.), regulatory agencies, trade unions, associations and other private agencies working on social and environmental issues, customers and suppliers, as well as communities living near subsidiaries’ facilities.
The Group has also consistently taken into account the impacts its facilities and activities have on residents’ lives. Indeed, this is an obligation for Seveso sites, resulting in the signature of technological risk prevention plans (PPRT) that are negotiated with local authorities and the relevant associations (see section 4.2.3, which details the industrial safety measures implemented).
Measures have been taken in favour of residents living near industrial sites. These measures notably aim to avoid or diminish the nuisances associated with truck traffic, through the purchase or leasing of land to create parking areas for tank trucks waiting to be filled and, at certain sites, the creation of a booking system for truck loading.
When the activity conducted locally requires it, site Managers also have regular contact with all government stakeholders at the local, regional and national levels with respect to the enforcement of regulations and for operating permits:
• in France (Rubis Énergie and the Rubis Terminal JV): DREAL (Regional Directorates of Environment, Planning and Housing), DRIEE Île-de-France (Regional and Interdepartmental Directorate of Environment and Energy), CLIC (Local Information and Consultation Committees), CSS (Site Monitoring Committee), local government, prefectures, SDIS (Fire and Rescue Departments), customs;
• in the Netherlands and Belgium (Rubis Terminal JV): agencies responsible for buildings or for the verification of regulatory compliance, including facility safety and security, compliance with environmental standards and compliance with customs regulations.
The relevant subsidiaries also play an active role in regional campaigns regarding major industrial hazards to inform local populations about operations carried out on its sites, the products stored there and safety instructions. Some site Managers have visited schools to raise public awareness about such risks. Others have organised tours of the industrial facilities for young people, reporters and elected officials.
What is a PPRT?
Introduced by the law of 30 July 2003 on the prevention of technological and natural risks and on compensation for damage and the implementing decree of 7 September 2005, the purpose of technological risk prevention plans (PPRT) is to regulate more closely future urban development around high-threshold Seveso sites.
The PPRT is a document drawn up by the French government. It maps exposure to risk around any given facility, taking into account the nature and intensity of the technological risks and the preventive measures implemented.
Rubis does not have any extractive activities, however, it is careful to respect the various cultures and traditions of the indigenous peoples in the regions where it operates.
For example, a consultation with indigenous populations was carried out for the CEOG project in French Guiana, in which Rubis is not a majority shareholder.
Rubis’ subsidiaries are involved in the economic and social life of the communities within which they operate.
Their involvement is notably reflected in their contribution to the dynamism of the local employment market: more than 98% of the Group’s employees are hired locally. Moreover, the sites most often favour business relationships with local suppliers (over 50%).
Within the Support & Services activity (Rubis Énergie), the SARA refinery also significantly contributes to the dynamism of the local job market: the number of direct and indirect jobs is estimated at 700 across the three French overseas departments (Martinique, Guadeloupe and French Guiana).
In the Retail & Marketing activity (Rubis Énergie), the network of small and medium-sized facilities (service stations, small depots) has an appreciable impact on employment, as the Group operates 1,054 service stations, mostly under independent management. The number of jobs (managers, fuel attendants, security guards) generated by these stations’ activities has been estimated at more than 4,000 (i.e., a low average of around four full-time jobs per station). This estimate was made on the basis of ongoing reporting to better identify our contribution to the creation of indirect jobs. It will be gradually refined.
This is also the case in the Storage activity (Rubis Terminal JV), where terminals work primarily with regional service providers who are perfectly familiar with the various facilities and their developments. This means that the promotion of local employment is combined with optimised maintenance and routine upkeep of sites by contractors.
In addition to the direct impacts caused by hiring, the Group’s facilities are a key driver of the local economy, insofar as the Storage, Retail & Marketing, and Support & Services activities satisfy strategic requirements such as the storage of products used in industrial processes, the supply and transport of bitumen to improve the road network, the provision of fuel, etc.
The Rubis Terminal JV’s depots are part of the logistics chain for chemical products, petrochemicals, agrifoods and liquid fertilisers, supplying industries located nearby. Their presence and adaptability are essential for the development of regional industries. For example, the Rubis Terminal JV’s French subsidiary serves the entire Lyon and Grenoble chemical valley.
Finally, this role in regional development is also reflected in the subsidiaries’ involvement in community life in the areas where the Group operates. Subsidiary and site Managers maintain close ties with local communities, and the law on technological risk prevention plans (PPRT) has further promoted dialogue and closer relationships.
For example, the Rubis Terminal JV’s teams are in close contact with the ports with which concessions have been signed (Rotterdam, Antwerp, Rouen, Strasbourg, Dunkirk and Brest). Site managers are encouraged to take on responsibilities within these port organisations. In general, terminals located in industrial areas are actively involved in the projects of local associations, with a view to maintaining economic activity in the area.
More broadly, the subsidiaries’ involvement in regional communities also results in active participation in efforts supporting, promoting or preserving cultural heritage and the volunteer sector. Commitments of this type are in addition to the Group’s social engagement activities.
For over 10 years, the Group has pursued a policy of international social engagement through the implementation of targeted initiatives within local communities in the countries in which the Group operates.
The community investment carried out by the Group and its subsidiaries are driven by two commitments:
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| Education | Health | |
| Provide better access to education and encourage training and entrepreneurship |
Provide better access to health, hygiene and care | |
| The Rubis Mécénat endowment fund, founded in 2011, is developing around two axes: | ||
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| Contemporary creation | Humanitarian and artistic projects | |
| Support emerging contemporary creation in France |
Develop educational and social projects for the professional integration of young people through artistic practice | |
In 2022, Rubis devoted nearly €2 million to its social engagement actions in around 20 of the Group’s countries.
In response to the Group’s desire to be fully integrated in the regions where it operates and to contribute to their development, Rubis supports, with its subsidiaries, associations or associative projects working with the most vulnerable populations for better access to education and health. Each associative project is supported by the local subsidiary and is adapted to the issue on the ground in order to best meet the expectations of populations.
In order to continue and strengthen its proactive approach, the Group has included the following commitment in its CSR Roadmap, Think Tomorrow 2022-2025: by 2025, 100% of the business units will have implemented community investment meeting a local need in connection with one of the two axes: education and health.
Rubis also supports emergency actions to help populations affected by natural disasters and/or humanitarian crises.
Independently of Rubis’ community investment, each subsidiary is involved in local associative projects of its choice, either on an ad hoc or long-term basis.
Education is a priority for our subsidiaries inthe Caribbean: SARA created the ENAG association (Énergie Nouvelle Antilles-Guyane), which invests in projects run by or for young people in Guadeloupe, French Guiana and Martinique.
In France, Rubis SCA is committed over the long term to associations such as L’École à l’Hôpital (School at the hospital). The Rubis Énergie, Vitogaz France and Rubis Terminal JV subsidiaries participate in these actions with a call for associative projects aimed at their employees. In 2022, the K-Dog, Buncoeur-Damoclès and Caneton Club de Beaumont associations benefitted from the Group’s support. The European subsidiaries also support local associations in Spain (Fundación Aladina), Portugal (Por Uma Cause) and Switzerland (Ken Shin Kai), with a particular focus on health and disability.
In Africa, Rubis and its subsidiaries are particularly involved with local associations that seek to encourage education and training for local communities, thereby responding to a need for the reintegration and professionalisation of African youth. Thus, Galana, Vitogaz Madagascar and Easigas Botswana support schools providing education for children from local communities. Eres Togo supports young African entrepreneurs in the energy field and Rubis Energy Kenya runs a scholarship programme for a selection of promising students. In Rwanda and Senegal, the subsidiaries are committed to the social inclusion of vulnerable populations.
Key figures in 2022
• 33 associations and projects supported in the context of the Group’s community investment.
• Including two exceptional donations to the Fondation de France’s Ukraine Solidarity Fund and the NGO Gift of the Givers following the floods in the Durban region in South Africa.
• 67% of business units committed to the Group’s community investment in Europe, Africa and the Caribbean.
• 3 new countries committed in 2022: Rwanda, Zambia and India.
• Nearly 700 employees involved with associations supported by subsidiaries: sponsorship activities, fundraising, meetings, etc.
• Nearly 50,000 beneficiaries(1) of Rubis’ community investment and the commitments of each subsidiary in Europe, Africa and the Caribbean.
| (1) Excluding beneficiaries of the exceptional donation to the Fondation de France’s Ukraine Solidarity Fund. Change in the calculation method in 2022 vs 2021: the number of beneficiaries is calculated pro rata to the amounts paid to each association. |
Rubis Mécénat is an endowment fund created by the Rubis Group in 2011. Its purpose is, on the one hand, to support emerging contemporary creation in France through aid for artistic productions and, on the other hand, to develop long-term humanitarian, educational and social projects aimed at the professional integration of young people from underprivileged backgrounds through artistic practice in certain countries where the Group operates.
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We affirm our desire to continue to carry out impactful artistic projects that have a social
and societal dimension and convey a positive and constructive message. |
Key figures since 2011
• About 30 aids for artistic production to support emerging artists in France in the creation of new work in collaboration with cultural institutions.
• 3 humanitarian, educational and social programmes with a long-term vocation developed by Rubis Mécénat for the professional integration of young people from disadvantaged backgrounds through artistic practice.
• More than 150 young adults (15-30 years old) supported in the framework of these humanitarian and educational programmes.
• Nearly 100 scholarships granted to these young beneficiaries to access higher studies and support them in their professional careers.
2022 in figures
• Around 50 young adults (15-30 years old) benefited from training and weekly workshops as part of Rubis Mécénat’s three humanitarian programmes in South Africa, Jamaica and Madagascar.
• Around 10 young beneficiaries of these educational programmes received scholarships to access higher-level training in the arts in Jamaica and South Africa.
• 5 young beneficiaries of the Ndao Hanavao programme in Madagascar were supported in the creation of an eco-responsible company.
• 4 artists received the support of Rubis Mécénat with exhibitions in France in the autumn of 2022: Benjamin Loyauté (Saint-Eustache church, Paris), Hélène Janicot (Saint-Eustache church, Paris), Jabulani Dhlamini and Thembinkosi Hlatshwayo (PhotoSaintGermain festival, Paris).
• 2 books were published: a book of photographs for the 10th anniversary of the Of Soul and Joy project in South Africa and an artist book on the performance of the French artist Benjamin Loyauté presented at the Saint-Eustache church in the autumn of 2022.
• 1 episode of the series Art(ist) was released on the French designer Laureline Galliot.
• 1 documentary film was produced celebrating the 10th anniversary of the Of Soul and Joy project in South Africa.