4.4 Working responsibly and with integrity
Operating its businesses responsibly and with integrity is a key issue for Rubis in terms of fulfilling its commitments and protecting its image, its reputation and its 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, 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 behavior.
Due to the fact that it operates on an international level in over 40 countries in Europe, the Caribbean and Africa, the prevention of corruption is a major issue for the Group (section 22.214.171.124). The Group is also endeavoring to extend its principles of responsibility to its value chain and to gradually introduce a responsible purchasing policy with the aim of common standards of exemplary actions (section 126.96.36.199). Lastly, the Group’s subsidiaries attach great importance to dialog with stakeholders and encouraging momentum in the regions where they operate, both in terms of the economy and employment and in terms of culture and “living together” (section 4.4.2).
4.4.1 Rubis’ ethics policy
Ethics is seen as one of the Group’s assets, key to its reputation and loyalty. Integrity is one of the central pillars of the Group’s ethics approach (section 188.8.131.52), as is the Group’s commitment to respecting its employees’ fundamental rights (section 184.108.40.206).
“Personal integrity is key to ensuring exemplary collective behavior. It is a safeguard against any wrongdoing that could be harmful to the Group, to employees, to business relations or to any other external public or private operator.”
Collective and individual commitment is key to adopting ethical behaviors in line with the Group’s values. To ensure that the rules of conduct are shared and respected by all, Rubis has formalized in its Code of Ethics a common framework for all subsidiaries, including its Rubis Terminal JV, which places its actions within this same framework.
This Code of Ethics (accessible to the general public on the Group’s website: www.rubis.fr) lays down the values that Rubis considers fundamental:
|•||compliance with all applicable laws and regulations wherever the Group operates;|
|•||fight against corruption, fraud, misappropriation of funds and money laundering;|
|•||prevention of conflicts of interest;|
|•||compliance with competition, confidentiality and insider trading rules, as well as with specific laws relating to war and/or embargo zones;|
|•||respect for people, including fundamental rights and human dignity, protection of privacy, as well as the fight against discrimination and harassment;|
|•||compliance with rules regarding health and safety conditions at work, as well as those pertaining to environmental protection;|
|•||management of relationships with external service providers;|
|•||requirements in terms of the reliability, transparency and auditability of accounting and financial information;|
|•||protection of the Group’s image and reputation.|
In each of these fields, the Rubis Code of Ethics details the overall principles that employees must observe in performing their duties. This Code of Ethics is given to new arrivals. Subsidiaries organize training sessions to explain its contents and to answer employee questions. Rubis SCA’s CSR & Compliance Department is the point of contact for subsidiaries and employees on ethics issues.
In line with its values and current legislation, in particular the law on transparency, fighting corruption in all its forms and modernizing the economy, referred to as Sapin II, Rubis is putting into practice its commitment, as outlined in its Code of Ethics, to fight against corruption in all its forms, by gradually introducing a comprehensive anti-corruption system. To date, this comprises the following measures:
|•||a guide to applying the anti-corruption policy that supplements the Code of Ethics. This guide aims to help the senior executives and employees who are most exposed to identify at-risk situations and to adopt practical preventive measures. It is currently being updated to make it more instructive and to take into account the results of corruption risk mapping;|
|•||third-party assessment guidelines to help operating staff to identify third parties liable to present a risk, to perform appropriate due diligence and to deal with third parties on a case-by-case basis. These guidelines are also being updated;|
|•||corruption risk mapping: this analysis was conducted at operating entity level by subsidiary Managers based on a methodological guide and meetings bringing together subsidiaries’ core functions (purchasing, sales, operations, HR, finance, compliance, etc.). A one-day seminar bringing together all the Compliance Officers of the subsidiaries was organized in November 2019 to familiarize them with the mapping methodology. Hierarchization of risks resulted in an additional review in 2020. This mapping process resulted in the identification of action plans;|
|•||regular awareness campaigns and training in respect of ethics and anti-corruption rules in all Group subsidiaries for employees in the most sensitive positions and, in some subsidiaries, for all employees. Remote training sessions were maintained in 2020, despite the health situation linked to the pandemic. More targeted training initiatives were held for Compliance Officers (Group Compliance Seminar) and for Group Senior Managers and Directors of Rubis Énergie subsidiaries. Lastly, a communication tool was rolled out for the third consecutive year across the Group on International Anti-Corruption Day, celebrated on December 9 each year to reiterate the Group’s commitments to fighting corruption;|
|•||a global whistleblowing system, the Rubis Integrity Line, was set up in 2018 and is available in all Group entities. It allows all Group employees, as well as external and occasional employees, to issue an alert securely and confidentially via 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 speaking, to any situation or conduct that may be contrary to the Code of Ethics. The overall system architecture was designed to provide a means of filing these reports and processing them internally, while ensuring complete confidentiality. Rules governing the use of the Integrity Line set out the whistleblowers’ rights and responsibilities so that the system can operate smoothly in a climate of trust. The Group reminds users, in particular, that all whistleblowers will be protected against any reprisals. To support the rollout of the Integrity Line, an educational kit has been distributed to the Compliance Officers, and communication actions are regularly carried out (Think Compliance newsletter, newsletters from subsidiaries, training, etc.). In 2020, the Group received eight alerts via the system, five of which related to HR issues;|
|•||modification of entities’ internal rules or employee handbooks, after informing/ consulting staff representative bodies where appropriate, to include specific wording stating that failure to comply with the Code of Ethics and the anti-corruption policy may lead to disciplinary sanctions. In 2020, 15 disciplinary sanctions (including nine in a subsidiary) were taken for fraud or non-compliance with anti-corruption rules, some of which resulted in dismissals;|
|•||an internal accounting control framework (see chapter 3, section 3.2);|
|•||assessment of the implementation of system measures: the internal control risk management system, details of which are given in chapter 3, section 3.2.3, incorporates checks on the application of the Group’s main ethics and anti-corruption rules. In addition, each subsidiary reports annually to the Group’s Head of CSR & Compliance on progress as regards program rollout. To improve the reliability of the data reported, the non-financial data collection platform is now used for this reporting.|
The Group and its management bodies have prioritized the prevention of corruption. Since 2016, variable compensation for the General Management includes an ethics criterion relating to the implementation of the system across all entities. From 2021, compliance will be integrated into Rubis’ multi-year CSR roadmap, currently being developed.
In 2020, 76% of the Chief Executive Officers of subsidiaries indicated they had participated in an internal action or event related to the prevention of corruption.
A specific organization has been put in place to support the roll out and monitoring of the anti-corruption program:
|•||the role of the Group’s Head of CSR & Compliance, reporting to the Managing Director and Rubis’ Corporate Secretary, is primarily to define Group policies and procedures in relation to ethics and compliance and to support, in conjunction with the entities, their deployment and implementation within the Group. She proposes enhancements to the program by incorporating strategic issues, best practices and new regulations and regularly reports on their work to the General Management as well as to the Risk Monitoring Committee;|
|•||Divisional Compliance Managers roll out the program within their divisions and manage operational issues in conjunction, if necessary, with the Group’s Head of CSR & Compliance;|
|•||the 37 Compliance Officers, appointed in operating entities, ensure that the anti-corruption policy is properly understood and is being applied in the field.|
Tools have been provided to coordinate this compliance network and to support Compliance Officers in their work, including practical information sheets on how to deal with gifts and invitations and on managing conflicts of interest or Integrity Line training materials for employees. The “Think Compliance” newsletter was created in late 2018 to support the dissemination of compliance culture within the Group. Two editions were distributed in 2020.
The Group is committed to a continuous improvement approach and supplements its anti-corruption system in line with changes in legislation and best practices.
The main risk of internal fraud lies in the theft or misappropriation of products. The Group has therefore established strict measures to verify production volumes, including the automation of transfer stations to reduce human intervention as much as possible, inventory adjustment checks, or upgrades of control systems.
Lastly, the increase in external fraud attempts (CEO impersonation, hacking) has prompted the Group to conduct an information campaign with the aim of raising the awareness of all employees likely to be approached (accounting, financial or legal functions) in order to fight this type of fraud more effectively.
Group companies ensure that tax returns and payments are submitted in accordance with local regulations. They complete the tax returns required under the jurisdictions where the Group operates its businesses. Rubis has opted for tax consolidation in France since January 1, 2001 (see note 3.10 to the separate financial statements). In accordance with its legal obligations, Rubis implemented its country by country reporting, breaking down its profits, taxes and activities by tax jurisdiction and prepared its documentation on transfer pricing between Group companies (Transfer Pricing Documentation – Master File).
The Group does not have any subsidiaries that are not underpinned by economic activities (mainly local commercial operations). In particular, the Group’s presence, via Rubis Énergie, in the Caribbean and the Channel Islands relates to the petroleum products distribution business; Rubis supplies these islands with the energy sources they need to operate and, for example, manages the largest distribution network of automotive fuel in the Caribbean Islands and Bermuda and distributes 100,000 m3 of petroleum products a year in the Channel Islands.
Above all, respecting human rights is about promoting a responsible employer model that protects the fundamental rights of all Group employees, in all the countries where the Group has a presence. In addition to its legal obligations, Rubis advocates respect for individuals as a management principle and prohibits harassment and discrimination. These values are enshrined in the Code of Ethics put in place in 2015 and distributed to employees.
As a result, the Group also ensures that its human resources policy complies, in all countries where it operates, with the principles relating to human rights at work set out in the International Labour Organization’s fundamental conventions, in relation to:
In 2020, the Group’s 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 the existence of adequate preventive measures.
Preventing the risk of forced labor in the shipping business is a major focus. A crew management manual drawn up by the Rubis subsidiary in charge of managing wholly owned vessels sets out the standards to be respected in terms of crew recruitment and working conditions, in line with the principles of the ILO Maritime Labour Convention, which include the rejection of forced labor. Heightened vigilance is exercised with regard to crew recruitment agencies. Contracts with these agencies include specific clauses relating to the obligation to comply with international standards, and in particular the ILO Maritime Labour Convention. 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 gas station managers, who are not Group employees, an initial assessment has been carried out on two subsidiaries with gas station networks in two countries that are particularly exposed, Madagascar and Haiti. No cases of forced or child labor were identified by the commercial inspectors, who regularly inspect gas stations, sometimes unannounced. An ethics clause whereby the gas station operator undertakes to respect Rubis’ ethics rules, including compliance with applicable labor laws, the prohibition of forced or child labor, 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 temporary workers, and enables them to report non-compliance with the rules, in strict confidentiality (see the “Fighting corruption” section on the previous page). The rollout for external employees, including the employees of gas station managers, is to be strengthened.
In addition, the Group ensures that health and safety protection systems for all those involved are set up in subsidiaries (see section 220.127.116.11.1).
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 a task of oversight, and that it is therefore their responsibility to ensure that third parties properly apply the Group’s standards when they work on its sites. If required, they must conduct awareness or training actions and, in the event where the ethical rules are violated, advise their managers.
Moreover, the Code of Ethics states that the Group’s subsidiaries must require the external service providers with which they work (suppliers, subcontractors, industrial or commercial partners) to comply with internal standards related notably to safety, environmental protection and respect for individuals.
Any breach of the Group’s ethical standards must be communicated to the supervisor and/ or the Management of the subsidiary or facility as quickly as possible.
Lastly, to avoid conflicts of interest, the Code of Ethics specifies that an employee must not (i) acquire a significant interest in a supplier, or in a company or group to which a relative or family of the supplier belongs and with which Rubis has conflicting interests, or (ii) accept any gifts or hospitality not in accordance with the Group’s rules on the subject. These rules are detailed in dedicated practical sheets.
The provision of services and supplies used on Rubis Terminal’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 on their facilities. They favor those that reduce energy consumption and the generation of waste without compromising safety. This is the case in the choice of heating by heat pump in newly constructed buildings for the Rubis Terminal JV.
As a result, the Rubis Terminal JV set itself the target of having all orders fulfilled under terms containing a CSR criterion by 2020: all joint venture service providers working with personnel on its industrial sites were selected using HSE criteria as a minimum. Rubis Énergie, which does not have a centralized purchasing department, is considering setting up a target as part of the definition of the Group’s CSR roadmap.
Contracts stipulate that suppliers must comply with the applicable Labor law, including the fight against illegal employment and the respect of working hours.
Third-party assessment guidelines also provide for ethical risk assessment in relation to 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 meet the stringent regulations liable to be imposed on them (transportation of hazardous materials, manufacturing of pressurized equipment, etc.).
4.4.2 Commitment to regional development
Committed towards local populations, Rubis’ subsidiaries value dialog with stakeholders and the promotion of the dynamics of the regions where they operate, as much at the economic and employment levels as in the area of living together. The Group also engages in an active and targeted policy of community investment and social engagement.
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 also consistently considers the impacts of their facilities and activities on residents’ lives. Indeed, this is a requirement for Seveso sites, resulting in the signing of technological risk prevention plans (PPRT) drawn up with local authorities and relevant associations (see section 4.2.3, which details the industrial safety measures implemented).
Measures have been taken in favor of residents living near industrial sites, aimed notably at avoiding or lessening the nuisances associated with truck traffic, through the purchase or leasing of land to create parking stations for tank trucks waiting to be filled, or the creation of a truck booking system for loading on certain sites.
When the activity conducted locally requires it, site Managers also have regular contact with all government stakeholders at the local, regional and national levels for 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, Belgium and Turkey (Rubis Terminal JV): with agencies responsible for buildings or the verification of regulatory compliance, including the safety and security of facilities, compliance with environmental standards and compliance with customs regulations.|
The subsidiaries also take an active part in regional campaigns on major industrial hazards to inform local populations about operations carried out on its sites, the products stored and safety issues. Some site Managers have accordingly visited schools to raise public awareness about such risks. Others have organized tours of the industrial facilities for young people, reporters or elected officials.
|What is a PPRT?|
|Introduced by the law of July 30, 2003, on the prevention of technological and natural risks and on compensation for damage and the implementing decree of September 7, 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’ subsidiaries are involved in the economic and social life of the communities within which they operate.
Their actions are reflected in their contribution to local employment: more than 98% of the Group’s employees are hired locally. In addition, the sites most often favor business relationships with local suppliers (over 50%).
Within the support & services activity (Rubis Énergie), the SARA refinery also contributes significantly to the strength 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 (gas stations, small depots) has a significant impact on employment, as the Group operates 1,015 gas stations, most of which are run by independent managers. 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 the case in the storage activity (Rubis Terminal JV), where terminals work primarily with local service providers, which are familiar with the various facilities and their developments. This means that the promotion of local employment helps optimize maintenance and routine upkeep of sites by contractors.
In addition to direct impacts in terms of 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 transportation of bitumen to improve the road network and the provision of fuel, etc.
The operations of the Rubis Terminal JV’s depots are part of the logistics chain in the fields of chemical products, petrochemicals, agrifoods and liquid fertilizers, serving industries located nearby. Their presence and adaptability are therefore essential for the development of regional industries. For example, the French subsidiary of the Rubis Terminal JV serves the entire Lyon and Grenoble chemical valley.
Lastly, 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 promoted further dialog and even closer relations.
By way of example, the Rubis Terminal JV teams are in close contact with the ports with which concessions have been signed (Rotterdam, Antwerp, Rouen, Strasbourg, Dunkirk and Brest), and site Managers are encouraged to take on responsibilities within these port organizations. In general, terminals located in industrial areas are actively involved in the work of local associations, with a view to maintaining economic activity in the area.
More broadly, the subsidiaries’ involvement in communities in regional areas also results in active participation in efforts supporting, promoting or preserving the cultural heritage and the volunteer sector. Commitment of this type is in addition to the Group’s sponsorship activities.
As an international group, Rubis has undertaken to become involved in each country in which it operates as an economic, social and cultural player.
|•||the Group’s community investment: committing to associations promoting access to education and health in each of the Group’s host countries;|
|•||the Rubis Mécénat endowment fund: promoting contemporary artistic creation and access to culture.|
In 2020, Rubis SCA allocated €1,270,000 to the Rubis Social Engagement Department, of which €370,000 went to its community investment (education/health) and €900,000 to its cultural fund, Rubis Mécénat.
Rubis SCA has also set up an emergency fund of €1 million to assist its foreign subsidiaries in the fight against Covid-19 and to support medical research in France.
In 2020, Rubis SCA allocated more than €2 million to initiatives in favor of education, health and culture in the Group’s 41 host countries.
In response to the global health crisis in 2020, Rubis, a responsible and committed group, set up an emergency fund of €500,000 to support its international subsidiaries in the fight against Covid-19. In France, the Group also made a donation of €500,000 to the Paris public hospital system (AP-HP) and the Liryc University Hospital research institute. The emergency fund was created with the aim of encouraging each subsidiary to continue the solidarity actions carried out locally with associations, hospitals and other actors to help combat the health crisis. Numerous initiatives were taken, including commitments to the medical sector, local communities and the most disadvantaged people, a commitment that is still ongoing in many countries.
In Europe, 47% of the initiatives carried out consist of health aid, 40% solidarity aid and 13% food aid.
Vitogaz France has set up a solidarity program with a donation to Bouge ton Coq, an association that aims to help small businesses, self-employed people and local producers hit hard by the crisis. Vito Corse, Rubis Energia Portugal and Rubis Channel Islands have set up fuel vouchers for the most disadvantaged people and caregivers, and Vitogas España has donated touch-screen tablets to a nursing home. Vitogaz Switzerland provided food aid through a donation to the Bienne soup kitchen.
|Rubis’ resolute commitment to health and research|
|Rubis has supported the medical sector through a major donation to the Paris Public Hospital System Research Foundation (AP-HP) to provide support for medical staff and research into the fight against the coronavirus, as well as to the Liryc University Hospital research institute in Bordeaux and more specifically to work on the effects of the virus on heart infections.|
In the Caribbean, 47% of the initiatives carried out consist of health aid, 29% solidarity aid and 6% food aid.
Within the Caribbean subsidiaries, numerous solidarity and health initiatives were carried out in partnership with local associations and health establishments. Fuel vouchers were also distributed by many subsidiaries: to healthcare personnel for Rubis Antilles Guyane and SARA, and to the most underprivileged for Rubis Bahamas and Rubis Energy Bermuda. In Jamaica, solidarity aid was directed at local communities, with the distribution of soap to underprivileged communities in East Kingston.
|Rubis Eastern Caribbean supports distance learning|
|Rubis Eastern Caribbean has focused on educational assistance, more specifically access to distance learning through donations of tablets, computers and internet credit to the most impoverished students in St Lucia, Grenada and Saint-Vincent, Guyana, Dominica, Suriname and Barbados.|
In Africa, 64% of the initiatives carried out consist of health aid, 20% solidarity aid and 16% food aid.
In Djibouti and Morocco, subsidiaries helped support the medical sector through donations of fuel and propane to healthcare personnel and facilities. In Madagascar, Galana and Vitogaz donated fuel to the Antananarivo Fire Department and gas cylinders to prepare meals for the city’s homeless. In South Africa and Botswana, Easigas donated LPG to nearly 25 associations working with the most disadvantaged populations. Aid in the form of donations of healthcare equipment was provided by the SRPP in Réunion Island and by Eres Togo. In Madagascar, Galana was able to provide hand sanitizer dispensers to users of inter-regional public transport in the city of Antananarivo.
|Work for local communities in Nigeria and Kenya|
|Special attention was paid to local communities in Kenya and Nigeria. Rubis Energy Kenya has set up a partnership with SHOFCO, enabling the installation of mobile hand washing stations in six underprivileged communities in Nairobi, reaching more than 600,000 people since March 2020. Ringardas Nigeria took part in the Colors on Walls project to raise awareness of good sanitary practices among students at a local secondary school through a talk by a healthcare professional and the creation of a mural on a wall of their school.|
Commitments to education and health, adaptability to each country according to the needs of local populations
In response to the Group’s desire to be fully involved in the regions where it operates and to contribute to their development, Rubis, in conjunction with each of the Group’s subsidiaries, supports projects of charitable associations working in the areas of education and health.
As well as offering financial support, Group employees participate in the work of the local non-profits, getting involved in sponsorship activities, raising money or taking part in local community events.
Keen to act in all of the Group’s countries, Rubis extended its support to three new regions in 2020: Morocco, Switzerland and Kenya.
In France, Rubis SCA is committed to long-term support for four associations working in health and education, including École à l’Hopital and Surf Insertion. Rubis Énergie and Vitogaz France also participate in these actions through the call for associative projects intended for the subsidiaries’ employees, the first edition of which took place in 2019 and will be repeated in 2021. The Group’s European subsidiaries also support local associations in Spain, Portugal, Switzerland and Corsica.
In Africa, Rubis and its subsidiaries are particularly committed to associations seeking to encourage training and education, responding to a local need for the reintegration and professionalization of young people. In this way, Galana and Vitogaz in Madagascar and Easigas Botswana support associations and schools that provide schooling for children in local communities, while ASCA Nigeria is involved in the rehabilitation of schools. In Kenya, the Comoros and Senegal, special attention is paid to health and access to healthcare for all.
Education is also a priority for the Group’s subsidiaries in the Caribbean. Long-term partnerships with rehabilitation and training associations are in place in Antigua, Dominica and Guyana. At the same time, Barbados and Rubis Antilles Guyane support health and medical research initiatives, while Dinasa in Haiti supplies LPG to several charitable institutions.
Since 2011, Rubis Mécénat, the Rubis Group cultural fund, has promoted artistic creativity in all Group countries. The fund develops long-term artistic and social initiatives through educational programs on the visual arts and design with young adults from disadvantaged communities in some Group countries. Parallel to this, it supports artists in France and abroad by commissioning works for specific locations and for the Group’s industrial site, in association with cultural institutions. For each commission, Rubis Mécénat helps with the production of works and supports artists throughout the research and creation process. This support also entails long-term support, via the purchase of works and producing artists’ publications and videos.
|Key figures of the endowment fund – 2011-2020|
3 permanent educational, artistic and social programs
led by Rubis Mécénat in South Africa, Jamaica and Madagascar with the Group’s subsidiaries in the aim of reintegrating and professionalizing young adults from disadvantaged local communities through artistic practice
Over 150 young adults
(aged 15-30) supported in its educational programs
Over 60 scholarships
awarded to young beneficiaries in South Africa, Jamaica and Madagascar to allow them to access tertiary studies in the field of art and to support them in their professional future
Over 100 renowned international artists
invited to participate in these programs and to conduct workshops with their beneficiaries
Over 20 cultural events
organized locally and internationally to give visibility to the program beneficiaries (exhibitions, festivals, residencies, conferences, etc.)
Support for beneficiaries
in their professional development and provision of a network of local and international professionals
commissioned from emerging and mid-career French and international artists in collaboration with cultural institutions and industrial sites of the Rubis Group
19 books published
on Rubis Mécénat projects and artists supported by the endowment fund
1 video series
of artist portraits produced by Rubis Mécénat
Over 100 artworks
acquired from artists supported by the fund and exhibited within the Group and its subsidiaries
During the global health crisis, Rubis Mécénat has set up various support measures as part of its socio-cultural programs in South Africa, Jamaica and Madagascar. Schools and cultural institutions have closed their doors in all three countries, forcing us to suspend our face-to-face art classes and workshops.
The young artists in training went “home” with what they needed to get through the period of lockdown, not only safety and hygiene instructions, but also assignments to be done from home. Each week, our local teams continued to work with the program beneficiaries from a distance, with art projects to be completed at home, allowing them to keep in touch. Basic aid was gradually established, with the Group’s subsidiaries, in the local communities to help the young beneficiaries and their families protect themselves against the crisis.
At the same time, the exhibitions, international exchanges and artistic commissions scheduled for 2020 were postponed until 2021. Rubis Mécénat has chosen to extend the installation “BONES” by artist Tania Mouraud on a Rubis Terminal bulk tank in the port of Dunkirk and to maintain the annual commission given to young artists from the Beaux-Arts de Paris.