Robertet — Environmental & Social Information 2016

Oct 20, 2016

THE 2015 REPORT

CORPORATE SOCIAL Responsibility

ROBERTET GROUP

INTRODUCTION

About the Robertet Group page 5 Our CSR approach - page 8

SOURCING MATERIALS

Supplier evaluation- page 12 Supporting pro ducers - page 16 Subsidiaries and joint ventures- page 1 8Partnerships - page 19

TRANSFORMING RESOURCES

Quality policy- page 22 Respecting the environment - page 24

VALUING PEOPLE

Sustainable employment - page 30 Preserving precious know-how - page 31 Work conditions - page 32 Equality an dhuman rights - page 33

APPENDIXES

Key performance in dicators- page 37 Grenelle II compliance - page 40

CONTENTS

Robertet is a family business, founded in Grasse, France, MR8LIGSQTER]LEWHIZIPSTIHSZIVXLI]IEVWPIHF]ǻZI generations with the same passions: excellence and nature. Today, the Robertet Group is the world leader in natural raw materials, and employs nearly 2,000 people. The Group continues to be faithful to its founding values: long-term vision, innovation and creativity, respecting people, preserving biodiversity, contributing to the community (especially Grasse), and sharing knowhow. These fundamental principles enable us to grow and meet market demands. Today, customers expect more than quality and product safety. The scope of corporate leadership is expanding beyond economic considerations to include social and environmental factors. This change implies important responsibilities with regard to stakeholders in our natural raw materials supply chains. .XEPWSQIERWSǺIVMRKGYWXSQIVWLIEPXLMIVTVSHYGXWERHHIZIPSping cleaner production processes. Our ambition is also to further explore the potential of raw materials and develop the co-products SJXLITPERXWJVSQ[LMGL[II\XVEGXSYVǼEZSVWERHJVEKVERGIW This mission, which draws on our natural product expertise, is the role of Robertet's new Health & Beauty division. To achieve all of these projects, the next step is dialogue on our sustainable development approach with all of our partners, upstream and downstream in the value chain. Progress on raw material sourcing and other challenges depends on collaboration among all the key players in our industry.

PHILIPPEMAUBERT

CEO of theRobertet Group

ABOUT THE ROBERTET GROUP

Key events in our history

1930 to 1960…

Innovation above all

;LMPIGSRXMRYMRKXLIHMWXMPPEXMSRSJREXYVEPMRKVIHMIRXWXLIǻVQ innovates and develops new extraction technologies. The perfume division is created.

1960 to 1980…

)MZIVWMǻGEXMSR

8LIRI[KIRIVEXMSRSJXLI2EYFIVXJEQMP]GVIEXIWXLIǼEZSVW division. The business develops, particularly in Europe and the US. Robertet becomes a listed company in 1984.

1980 to the 2010's

International development

8LIǻVQTYVWYIWKVS[XLMRXIVREXMSREPP]STIRMRKWYFWMHMEVMIW ERHRI[SǽGIWMR*YVSTI1EXMR&QIVMGEERHIWTIGMEPP]&WME Natural raw material supply chains are established worldwide.

1850 to 1930… The development of natural ingredients Two cousins, François Chauve and Jean-Baptiste Maubert, establish the company. A factory is built in Grasse, and the headquarters are transferred there. From the start, the focus is on REXYVEPMRKVIHMIRXWMRGPYHMRKETEXIRXJSVMRWXERXGSǺIIMR Founded in 1850, the Robertet Group is a family company, whose QEMRFYWMRIWWMWXLITVSHYGXMSRSJREXYVEPVE[QEXIVMEPWǼEZSVW and fragrances. Ever since its founding, the company has been specialized in natural ingredients, and today it is the world leader in natural raw materials. Robertet has progressively developed an integrated "Seed to Scent" approach, which provides complete control over the ingredient value chain. The Group is involved at every stage, from farming to transformation and creation.

…And tomorrow ?

Since the recent creation of the Health & Beauty division, the Group has been capitalizing on its expertise in natural MRKVIHMIRXWXSMRRSZEXIMRXLIǻIPHWSJ[IPPFIMRK and nutraceuticals.

Presentation of the Group

Today, through its subsidiaries and holdings, the Group is active in IMKLXIIRGSYRXVMIWSRǻZIGSRXMRIRXW.R+VERGIXLIQEMRFYWMRIWW entities are:

ROBERTET, a pioneer on the natural raw materials market since 1850

CHARABOT, established in 1799, the oldest perfume enterprise still in business

La SAPADc
&5PERXIW&VSQEXMUYIWHY)MSMWXLI[SVPH leader in organic essential oils, with a 25% market share

HITEX specialized in supercritical CO2 extraction of natural EGXMZIMRKVIHMIRXWJSVTIVJYQIWǼEZSVWERHGSWQIXMGW

Our ambition

Our goal is to remain among the top ten enterprises in the fragrance ERHǼEZSVWMRHYWXV];I[MPPEGLMIZIXLMWKSEP[LMPIVIWTIGXMRK our values, for our values shape our identity and establish our reputation:

• Conserving our heritage
• Managing responsibly
• Working with a long-term vision
• Promoting creativity and innovation

No.1 world leader in natural ingredients

• €435 mn consolidated turnover in 2015
• 1 600 employees*
• 900natural raw materials purchased in over 60 countries
• 14 creation centers in the world

CSR Governance & Organization

Firstly, in 2008, Robertet decided to set up a CSR Committee to set and carry out an action plan, and to ensure better visibility, both internally and externally, of the projects conducted within the Group's subsidiaries.

The CSR Committee is a multidisciplinary team representing all of the strategic departments: Quality, HR, HSE (Health, Safety and Environment), Sales, Marketing, Communication, Purchasing and 7IKYPEXSV]&ǺEMVW.XMWGLEMVIHF]/YPMIR2EYFIVX)MVIGXSVSJXLI Raw Materials Division. The CSR Committee meets quarterly to collect information on actions taken within the Group, and to identify new actions to take in the short and medium term.

Ethics

In all of the countries where Robertet operates, the Group respects the laws in force and applies international human rights standards. Robertet's ethical principles are grouped together in a single document, the Robertet Ethical Charter, which is issued to and signed by all Robertet employees. Updated in 2013, the main principles of the Ethical Charter are:

• Respect of employees' rights (eg non discrimination, equal treatment, good labor relations, respect and courtesy for all)
• Occupational health and safety
• Product safety and quality
• Respect for the environment
• (SRǻHIRXMEPMX]SJGYWXSQIVMRJSVQEXMSR
• Durable relations with customers & suppliers
• Law abidance

Long before the term CSR (Corporate Social Responsibility) was even coined, thanks to its business model, activities and corporate culture, Robertet had already adopted sustainable development principles, such as long-term thinking, sustainability of natural resources, preservation of biodiversity, the development of ancestral know-how, and human respect.

Today, the structuring of CSR approaches − with the emergence of labels, certifications, supplier audits, and, generally speaking, the greater focus of all the key players in the value chain (the food, cosmetics and fragrance industries, as well as consumers) on CSR− requires the Robertet Group to formalize its approach, reinforce its actions, and improve communicationon its results.

SOURCING MATERIALS

CSR Policy

In 2008, the year the CSR Committee was create d, Robertet issued a Sustainable Development Charter. Although this charter was originally established for Robertet an d Charabot in Grasse, most of these commitments are communicate d andapplie d in the rest of the Group's subsi diaries, in France an din other countries.

7SFIVXIXƶWǻZIWYWXEMREFMPMX]GSQQMXQIRXW are the following:

• 1/ Ensure the continuation of the business, especially in the Grasse area.
• 2/ Develop and market products that respect our principles:
• create, produce, sell and distribute responsibly, throughout the product life cycle
• raise customer awareness of socially responsible purchasing
• encourage suppliers to take socially responsible actions

3/ Conserve resources (water, energy, raw materials)

• optimize logistics, choose cleaner modes of transport
• control energy consumption
• optimize water management
• preserve biodiversity

4/ Reduce waste

(emissions, packaging, consumables)

• treat and recycle waste
• consume less packaging
• reduce pollution and disturbances relatedto our operations

5/ Contribute to the community

• HR policy: equal employment, career development, work conditions
• Support the local economy by hiring locally when possible

A CSR actionTPERLEWFIIRHIZIPSTIH+SVIEGLSJXLIǻZI commitments, the CSR Committee reviews goals, actions taken or to be taken, expected results, time frames, statuses (not started, in process, done, suspended or dropped) and the persons responsible. The action plan is monitored and updated at each CSR Committee meeting.

Publication of a CRS Report

This is Robertet Group's first CSR report. The primary purpose of the report is to comply with Article 225 of the French Grenelle II Act, requiring listed companies to publish social and environmental information in their management report1. Robertet's CSR report also aims to establish the links between sustainable development and the passion that drives performance and makes our Group distinctive.

8LIWGSTISJXLMWǻVWXVITSVXMWPMQMXIHXSXLI,VSYTƶWTVSHYGXMSR units: Robertet SA (Grasse), Robertet Argentina, Robertet do Brasil, Robertet USA, Robertet de Mexico, Robertet UK, Robertet Turkey, Robertet Bulgaria, Robertet South Africa Aromatics, Robertet China, Charabot, SAPAD and Hitex. Robertet's marketing subsidiaries as well as the businesses in which the Group holds a minority stake (Fragrant Garden, SNN and Indulleida), are excluded except for certain sourcing indicators.

&WXLMWǻVWXVITSVXVIUYMVIHGSPPIGXMRKEPEVKIEQSYRXSJ(7HEXE from subsidiaries, some of the indicators are limited in scope or estimated. Where this is the case, methodological limitations are stated.

In order to present the Group's CSR approach in a fair and true manner consistent with its business, the report has three main sections: sourcing (Sourcing materials), industrial production (Transforming resources) and human resources (Valuing people). The table in Appendix 1 shows compliance with Article 225 of the Grenelle II act on mandatory CSR reporting.

It all starts here − with the discovery of the finest natural ingredients in the world. There are several sustainable development challenges in sourcing raw materials. Firstly, one has to prevent procurement risks, ensure quality over time and effectively manage the supply chain. This cannot be done without attention to preserving biodiversity, and conserving natural resources. We must also safeguard the richness of the soil and sustain traditional farming specific to the local socio-economic context and the needs of the local community. The Robertet Group is dedicated to these principles and implements its own unique procurement policy, which can include exclusive partnerships throughout the world and long-term support of local producers.

Stéphanie Groult, Purchasing director, Robertet Group: "Loyalty, authenticity and knowledge transfer sum up the guiding principles underlying our sustainable 'seed to scent' approach."

ESR CERTIFICATION OF SAPAD

ESR (Equitable, Solidaire et Responsable) is a CSR and Fair Trade standard closely based on the international CSR norm ISO 26000. The certifying body for ESR is Ecocert Environnement, one of the Į±Źď垃ƐÏåŹƒĞĀϱƒĞŇĻƐŇŹď±ĻĞǍ±ƒĞŇĻžƐĞĻƐƒĚåƐƾŇŹĮÚũƐ{%ŷžƐƒĚŹååƐžĞƒåžƐ have been evaluated yearly by Ecocert since 2013. In 2015, as in ƒĚåƐŤŹåƽĞŇƣžƐDžå±ŹžØƐ{%Ɛƾ±žƐ±ƾ±ŹÚåÚƐƒĚåƐŴåžŤŇĻžĞÆĮåŶƐĮ±ÆåĮƐ ±ĻÚƐ±ÏĚĞåƽåÚƐƒĚåƐŴ)DŽÏåĮĮåĻÏåŶƐŤåŹüŇŹķ±ĻÏåƐĮåƽåĮƐŇüƐƒĚåƐžƒ±ĻÚ±ŹÚØƐ ŇĻÏåƐ±ď±ĞĻƐÚåķŇĻžƒŹ±ƒĞĻďƐ{%ŷžƐÏŇķķЃķåĻƒƐƒŇƐžƣžƒ±ĞϱÆĞĮЃDžũƐ )ƐÏåŹƒĞĀϱƒĞŇĻØƐ±ĮŇĻďžĞÚåƐŇƒĚåŹƐÏåŹƒĞĀϱƒĞŇĻžƐ{%Ɛ̱žƐå±ŹĻåÚƐ for organic and fair trade products, represents the success of the

ÏŇķŤ±ĻDžŷžƐƐŤŇĮĞÏDžũ 1 For further information in English, see: www.diplomatie.gouv.fr/en/IMG/pdf/ Mandatory_reporting_built_on_consensus_in_France.pdf

To ensure raw material quality and secure the supply of the most strategic raw materials, the Group Purchasing team continuously evaluates procurement sources. In fact, being directly involved in sourcing enables Robertet to satisfy the most demanding perfumers, flavorists and clients. Factors taken into account in supplier assessments include: crop-specific risks (wild or farmed raw materials), climate risks, geopolitical risks, and economic risks.

According to the results of the evaluation process, the Robertet Group selects one of four possible sourcing approaches:

• 1. Conventional purchasing
• 2. Partnership
• 3. Joint venture
• 4. Subsidiary

Having a range of approaches enables Robertet not just to secure its supply chain, but also to continually discover new raw materials. Thanks to its global partner network, the Group can add around twenty new ingredients to its catalog each year. Robertet can also explore new markets. For instance, the Group has just set up a joint venture with the Spanish company Indulleida, specialized in fruit growing, to develop on the beverage and fruit juice market. The supplier evaluation process includes CSR criteria. Sustainable development requirements are closely tied to the strategic need to secure supplies and improve raw material quality.

For this reason, the Robertet Group uses three distinct tools:

• The Supplier Charter
• CSR questionnaires
• CSR audits

Supplier Charter

The Group has established a Supplier CharterXSVIGEPPǻZIIXLMGEP commitments Robertet suppliers are required to make:

• Compliance with all applicable laws and regulations
• Le Respect of labor law, particularly with regard to child labor, forced labor, freedom of association, collective bargaining, equal opportunity, remuneration and work conditions
• Occupational health and safety
• Environmental protection
• *XLMGEPFILEZMSVIWTIGMEPP][MXLVIKEVHXSGSRǻHIRXMEPMX] of information, and gifts and invitations.

CSR Questionnaires

7SFIVXIX,VEWWIERH(LEVEFSXWIRHX[SHMǺIVIRXUYIWXMSRREMVIW to their suppliers:

• 8LIǻVWXEHHVIWWIWXLIWYTTPMIVƶWCSR approach. The questions concern: the supplier's CSR organization; measures to respect labor law and ensure employee health and safety; conservation of natural resources (origin and sustainability of raw materials, environmental impact of manufacturing processes, water and energy consumption); community action (local purchasing and LMVMRKWYTTSVXSJWSGMEPSVIHYGEXMSREPTVSNIGXW ERHǻREPP]XLI CSR approach taken with their own suppliers.
• The second assesses the environmental impact of the raw materials supplied. The questions concern the fundamental characteristics of the raw material (type, processing location, KISKVETLMGSVMKMRHYVEFMPMX]GIVXMǻGEXMSRXVEGIEFMPMX] VIWSYVGIW used (water, energy, transport); and pollution generated (waste, [EXIVIǾYIRXWEMVIQMWWMSRWTEGOEKMRKHMWXYVFERGIW

The supplier evaluation process is conducted progressively. The 5YVGLEWMRKXIEQSJ7SFIVXIX,VEWWIERH(LEVEFSXǻVWXWIRXSYX the two questionnaires to one list of suppliers in 2012, to a second list in 2013, and a third list in 2014. The fourth list is now in process, with questionnaires going out over the course of 2016. Since 2012, 70 suppliers have been surveyed, representing 70% in value of total natural raw materials purchases made by Robertet Grasse to and Charabot. The objective is to reach 85% by 2018.

Suppliers are graded as follows: A (>70%, high performance); B (between 40 and 70, average performance); or C (<40%, low performance). Certain criteria are considered critical and may pull the suppliers' score down despite good results on other criteria. This is the case, for example, with questions on geographic origin (know or unknown), or durability (whether the resource is under control or not). Based on this grade, Robertet may decide to audit the supplier. Such a decision is based on concertation, considering the strategic aspect of the raw material, and the requirements of the Group's clients.

Of 70 suppliers surveyed, 97% have replied. Only 9% scored under 40 on the "CSR approach" questionnaire and only 4% on the "Impact of raw materials" questionnaire.

CSR Audits

It is Robertet's policy to conduct at least one audit a year, focusing either on a particular supplier country, or on a particular product family. The aim is above all to help the supplier improve if its practices are unsatisfactory. As long as there is a real capacity for improvement Robertet will not drop the supplier; the Group prefers to work out an action plan with them.

CSR audits are conducted by an external, independent service provider, who evaluates human rights and labor law compliance (eg child labor, employment contracts, health and safety), as well as environmental protection issues (eg preservation of resources, use of pesticides or synthetic fertilizers). The audits are generally conducted at harvest time, when employment and corresponding risks are highest.

The audit report determines the supplier's risk and performance levels, considering both international regulations and local standards.

In 2014, Robertet audited three rose suppliers: two audits of its own subsidiaries in Turkey and Bulgaria, and one Moroccan supplier.

• The results of the Robertet audit in Bulgaria were satisfactory overall, although some points for improvement were noted for local rose suppliers, with regard to working conditions of seasonal pickers. Robertet has planned an awareness campaign for rose growers to improve conditions by the next harvest.
• The audit of Robertet Turkey and of the rose supplier in Morocco revealed several instances of nonconformity. Action plans were therefore set up and implemented, including, for example, raising awareness of local rose producers and taking occupational health and safety methods. For each of these entities, a follow-up audit was conducted the following year.

In addition to the follow-up audits in Turkey and Morocco, in 2015, Robertet conducted an audit of a natural raw materials supplier in Tunisia. The results were satisfactory.

To secure the most strategic supply chains, it is necessary to go beyond supplier evaluation and get more directly involved in sustainably improving farming of natural raw materials. This may be through a subsidiary, a joint venture or a partnership. Whatever the form of Robertet's commitment, the ultimate aim is long-term collaboration. In Robertet's Grasse and SAPAD subsidiaries, 65 partnerships over three years old were operating in 2015, representing nearly 25% of the total number of natural raw materials suppliers of the twoentities.

The numerous facets of Robertet's supplier cooperation are detailedbelow.

Farming Practices

The Robertet Group possesses very little of its own land, but GERLEZIJEVQIVWǯXLVSYKLJSVQEPSVQSVEPTEVXRIVWLMTWǯKVS[ WTIGMǻGGVSTWSRXLI,VSYTƶWFILEPJ.RJEGXERIWXMQEXIH tons are indirectly grown by partner suppliers for the French subsidiaries Charabot, Robertet Grasse and SAPAD. This EQSYRXWXSRIEVP] SJXLIWIWYFWMHMEVMIWƶREXYVEPVE[QEXIVMEPW purchases.

To support its producers, Robertet can provide: seeds or plants XSHIZIPSTWTIGMǻGUYEPMXMIW EKVSRSQMGEHZMGISRXLIGVSTWERH harvesting methods; or information on the risks of handling and using pesticides. In Turkey and Bulgaria, for example, local suppliers receive pesticide training from a Group expert, every year before each harvest campaign.

One of the Group's medium-term objectives is to develop organic farming. In South Africa, for instance, Robertet directly grows SVKERMGVSWIQEV]ERHNEWQMRIMRXLIǻIPHWEVSYRHMXWJEGXSV] Robertet encourages producers in its supply chain to switch from conventional farming to sustainable farming or organic farming, where the soil is kept free of any trace of chemical products. In 2015, 93 of the 907 natural raw materials purchased by the Group [IVIGIVXMǻIHSVKERMG.RZSPYQIXLI,VSYTTYVGLEWIHXSRW SJGIVXMǻIHSVKERMGVE[QEXIVMEPW QSVIXLERMR

Organic represents 4% of the Group's total natural raw materials spend. The subsidiary that contributes the most to this result is &5&)WTIGMEPM^IHMRIWWIRXMEPSMPW[LSFSYKLXHMǺIVIRX ZEVMIXMIWERHXSRWSJGIVXMǻIHSVKERMGVE[QEXIVMEPW[LMGL represents 93% of its total purchases.

Traditional Know How & Biodiversity

Robertet wishes to share and exchange knowledge with local farmers. The aim is to maintain and preserve their know-how in the long term. In the Comoros, for example, the Group has supported young people who wanted to grow ylang-ylang, so that the knowledge of the older generations would not be lost.

These actions are in line with the Nagoya protocol on access ERHFIRIǻXWLEVMRKEHSTXIHEXXLI93GSRJIVIRGISR biodiversity. The Nagoya protocol seeks to promote fair sharing of XLIFIRIǻXWSJYWMRKKIRIXMGVIWSYVGIWXSTVIWIVZIFMSHMZIVWMX] ERHXSǻKLXFMSTMVEG]

Technical & & Financial Support

8LI7SFIVXIX,VSYTGEREPWSTVSZMHIMXWWYTTPMIVW[MXLǻRERGMEP and technical support. Firstly, for farmers, Robertet has establi-WLIHQER]TEVXRIVWLMTWXSTVIǻRERGIGVSTW+SVI\EQTPIMRIRMV 8YVOI]XLI,VSYTLEWFIIRǻRERGMRKVSWIJEVQW JSVXLIPEWX years, providing minimum income in advance to 20,000 producers, harvesting over 1,000 tons of rose petals per year. On a smaller WGEPIMRSYXL&JVMGE7SFIVXIXTVIǻRERGIWWTMPERXLIWJEVQMRK guaranteeing income to 30 people who make a living growing XLIWI&JVMGERWYRǼS[IVW

A number of varieties are grown in countries with high levels of biodiversity. This richness can be protected by maintaining local know-how, by promoting sustainable farming and by taking concrete planting actions. In Madagascar, Robertet is working with a Malagasy family via a joint venture to plant 10,000 ylang-ylang plants with them per year, to ensure the plant's conservation. To protect biodiversity, the joint venture has also left several hec-XEVIWSJZMVKMRJSVIWXERHWYVZI]IHPSGEPǼSVEERHJEYRE.R3I[ Caledonia, Robertet decided to create a joint venture with members of a Kanak community to produce sandalwood oil, and in 2009, a ZEWX+(GIVXMǻIHVIJSVIWXEXMSRTVSKVEQ
MRTVSKVIWW[EWWIXYT to replant trees in their natural biotope. Under this program, over 15,000 trees are replanted each year. The Group sources certain raw materials from developing countries where there are real issues of poverty, infrastructures and access to education. Robertet gets involved with local communities and contributes to medical care, development of infrastructures or rural education (eg equipment donations, funding of school transport). This support may be provided directly, or through local NGOs. In Madagascar, SAPAD has sponsored an organization called and producers wishing to promote children's schooling. The phi-

Secondly, for suppliers with production facilities, Robertet can TVIǻRERGIIUYMTQIRXXSLIPTXLIQMQTVSZIXLIMVQERYJEGXYVMRK technologies and processes. For example, in Nosy Bé, Madagascar, the Group contributed to purchases of stainless steel equipment,

which both 907 natural raw materials purchased worldwide in 2015 11,177 tons of natural materials purchased (37% of the Group's total volume of raw materials purchased) 13 reduced the environmental impact of the distillation process, and increased the quality of the ylang-ylang oil produced. In New Caledonia, Robertet built a distillation and extraction unit that operates with recycled solvents. In Egypt, the Group contributed to its suppliers' R&D, to optimize yield and develop new processes for growing and extracting jasmine.

Local Development

SCHOOL since 2003. SCHOOL brings together organic enterprises losophy is to participate in children's education by emphasizing local traditions, hygiene, organic farming, and forestry, in a way that suits local constraints. Firstly, SCHOOL uses donations to build schools and projects dedicated to social well-being (eg drinking water infrastructures, paddy seed banks) for rural populations in the Manakara region. Secondly, SCHOOL runs a sponsorship system between European and Malagasy families aimed at getting children into school. The funds contributed by SAPAD are collected from packaging recycling revenues. In 2014, SAPAD contributed €5,000 to SCHOOL and sponsored the schooling of a dozen children.

Robertet's sponsorship policy is not limited to developing GSYRXVMIW.R+VERGIXLI,VSYTTVSZMHIWǻRERGMEPEMHXSPSGEP institutions related to its business (eg the Perfume Museum) or EGXWMRXLILIEPXLERHWTSVXWǻIPHW.R7SFIVXIXWTIRXEVSYRH €75,400 on charitable actions in France and abroad.

82 TVIǻRERGMRKTEVXRIVWLMTWWMKRIH by the Group in 2015

SUBSIDIARIES AND JOINT VENTURES

PARTNERSHIPS

TRANSFORMING RESOURCES

Raw materials flow from the field to the plant. In combination with other resources, they will be transformed into ingredients, flavors or fragrances. There are two major challenges. Firstly, the qualities of the raw materials must be conserved throughout the transformation and creation process. This know-how is the heart of Robertet's core business and expertise. Secondly, Robertet must minimize the environmental impact of the production process, in the same way it strives to protect the environment when sourcing raw materials.

Robert Sinigaglia, Production Director, Robertet Grasse: "Before listing a product, we must ensure that it is perfectly harmless. We must see how the product acts over time, find the most suitable processing method, and ensure that the required resources are regularly available and sustainable. All of this requires long months of studies and trials. Preparation can even take years, when it concerns a flower that blooms only once a year."

The Robertet Group implements a quality policy in all of its subsidiaries. The Group is committed to optimizing processes through a continuous improvement approach based on a quality management system and certifications. On customer request, Robertet also submits to Sedex Members Ethical Trade Audits (SMETA), to show the CSR performance of its production sites.

Quality Management System

In Grasse, Robertet has established a quality management system which includes an employee quality manual, job instructions and TVSGIHYVIWLIIXWERHWTIGMǻGMRJSVQEXMSRSRQERYJEGXYVMRKTVScesses. A roadmap with short-term quality objectives is displayed at key points. Key Performance Indicators are established to monitor the company's performance and results. These indicators include for example the number of founded or unfounded customer claims; claim processing time; and mean lead time for providing products. In 2015, results actually surpassed objectives for number of founded customer claims (see table below).

The subsidiaries hold training to raise employees' quality awareness. Each subsidiary adopts the most suitable quality system for its respective line of business. For example, for their essential oil production, SAPAD has developed Good Manufacturing Practices (GMP) for pharmaceutical raw materials. These GMP are evaluated by the ANSM, the French medicine safety authority. Robertet Grasse has adopted an FDA program called HACCP (Hazard Analysis and Critical Control Point) for the food market, and also complies with pharmaceutical and cosmetics GMP.

(IVXMǻGEXMSRW

Just as with quality programs, each subsidiary chooses the most VIPIZERXGIVXMǻGEXMSREGGSVHMRKXSXLIPSGEPGSRXI\XERHXSXLI requirements of its business. A few examples:

• +SVJSSHUYEPMX]ERHWEJIX]7SFIVXIX,VEWWIMW'7(GIVXMǻIH 'VMXMWL7IXEMP(SRWSVXMYQ7SFIVXIX9&MWGIVXMǻIH6+ (Safe Quality Food), and Robertet Brazil and Robertet China are FSXLGIVXMǻIH+(
  +SSHEJIX]]WXIQ(IVXMǻGEXMSR
• &5&)MWGIVXMǻIHJSVMXWTVSHYGXMSRTVSGIWWIW
  &32,25 and "Responsible" rating by Ecocert Environment), and for its ǻRMWLIHTVSHYGXW
  4VKERMG)IQIXIV2E-EZIPEEV0SWLIVJSV food, Greenlife and Cosmos for cosmetics)
• Finally, nine sites of Robertet Argentina, Charabot, Robertet China, Hitex, Robertet Mexico, Robertet Grasse, and Robertet 90
  SJXLI,VSYTƶWWMXIWEVIGIVXMǻIH.4

SEDEX MembersEthical Trade Audits

Robertet also wishes to assess its CSR performance at production sites, as this is a determining factor in product quality. Committed to meeting customer requirements and their wish to audit their suppliers, the Robertet Group has decided to regularly undergo Sedex Members Ethical Trade Audits (SMETA).

Sedex is a platform for exchanging information on CSR perfo mance. At its clients' request, Robertet has been a Sedex member since 2007. Membership allows auditees to share their audit results via the Sedex platform. The advantage of this for clients, is that they do not have to conduct their own audits for each strategic supplier, and SMETA standards make it easy to compare suppliers. SMETA appraises corporate practices in four areas: work conditions, health and safety, environment and business ethics. When ERSRGSRJSVQMX]MWMHIRXMǻIHGSYRXIVQIEWYVIWEVIHIXIVQMRIH and put into action. The SMETA audit also provides a list of good practices observed.

Since 2013, Robertet Grasse, Charabot, Robertet Brazil and Robertet Mexico have all undergone a SMETA audit. This represents 30% of the Group's sites worldwide.

){Ɛžƒ±ĻÚžƐüŇŹƐ)ĻƒŹåŤŹĞžåƐÚƣƐ{±ƒŹĞķŇĞĻåƐĞƽ±ĻƒƐ åDŽÏåĮĮåĻÏåũƐŇÆåŹƒåƒƐ±ĻÚƐ̱Ź±ÆŇƒƐÆŇƒĚƐå±ŹĻåÚƐthis distinction in 2012.

Ind ica : fo und ed tor tom laim s / cus er c duc old ts s pro	201 5 RES ULT S	201 5 TAR GE TS
Fla vor s
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ials Raw ter ma

Quality management system results (Robertet Grasse only):

Transforming materials to create fragrances and flavors is an art, but it remains an industrial process nonetheless, with significant environmental impact. To limit this impact, Robertet has an environmental management system that aims to reduce natural resource use and minimize pollution.

HSE Policy

Environmental management, like quality systems, is adapted to the business of each subsidiary. At Robertet Grasse, for example, environmental policy is managed by the HSE (Health, Safety and Environment) manager at each site. Robertet USA has its own HSE policy, which states that the company is to operate in a socially and ecologically responsible manner; consider HSE in its processes and decisions; and implement practices which reduce resource consumption and pollution.

In all of its subsidiaries, the Group attempts to raise employee awareness of environmental protection issues, especially waste management. At SAPAD, for example, all newcomers receive information on organic farming and the company's CSR policy.

As the Group's sites are ICPE2 facilities, they must have measures to prevent environmental risks. In 2015, the Group spent approximately €5.6mn on environmental damage insurance.

Reducing environmental impact related to the production process is a real challenge, and the Group is committed to continuous improvement in this area. In 2011, Robertet Grasse set a goal of reducing water, energy and packaging consumption, as well as greenhouse gas emissions, by 3% per ton produced per year.

Resource Management

Water management

Generally speaking, the Robertet Group tries to reduce water consumption, by installing rain water recovery, closed circuit, and other water-saving systems.

As shown in the graph below, total estimated Group water use3 nevertheless rose 9% between 2014 and 2015. This increase is QEMRP]HYIXSXLISTIRMRKSJERI[ǼEZSVWTVSHYGXMSRWMXIMR'VE^MP in September 2014 and to increased output in China.

Energy consumption

8LI7SFIVXIX,VSYTMWMRWXEPPMRKIRIVK]IǽGMIRXIUYMTQIRX
IK boilers, water heaters, lighting) and energy recovery systems in its subsidiaries. Attention is also paid to building energy consumption. In compliance with French regulations, the 2016 energy audits to be conducted at Robertet Grasse and Charabot will identify further avenues for saving energy.

Total energy consumption (electricity, natural gas and fuel oil) was 2;LMRƳE MRGVIEWIEKEMRWXVIǼIGXMRKXLI general output increase of most of the subsidiaries.

Green chemistry

The Group aims to respect the twelve principles of green chemistry (see box) by the year 2020. Green chemistry has been an important 7)SFNIGXMZIEX7SFIVXIXJSVSZIVXIR]IEVWǻVWXP]XSHIZIPSTTYVMǻIHI\XVEGXWWYGLEWIWWIRXMEPSMPJVEGXMSRW[MXLSYXREXYVEPEPPIVKIRW

Secondly, to develop more ecological processes, such as alternatives to classic fossil-based solvents. For example, the Group has developed a patented formula for supercritical CO2I\XVEGXMSRJVSQǼS[IVW (eg rose, jasmine, orange blossom) as an alternative to hexane. This innovation stems largely from the acquisition in 2014 of the company Hitex, specialized in this very technology. Hitex processes have also IREFPIHXLI,VSYTXSRSPSRKIVYWIHMGLPSVSQIXLERIXSI\XVEGXǼEvors, which generated unrecyclable waste. Finally Robertet R&D is HIHMGEXIHXSQSVIIǽGMIRXYWISJEVSQEXMGTPERXWF]HIZIPSTMRK active co-products in addition to their fragrance fraction.

-YLUJOUH[PVUHSLU]PYVUTLU[HSWYV[LJ[PVUJSHZZPÄJH[PVU 3 Data from water meters and bills, except for Robertet Turkey, whose consumption was estimated.

Reducing pollution

Water, air and soil pollution

As Robertet sites are ICPE4 facilities, they must comply with strict pollution regulations. The sites use several systems to limit air pollution (eg installation of steam condensers to control VOC emissions, monitoring NOx and CO emissions from boilers) and [EXIVIǾYIRXW
IKWXVMGXQEREKIQIRXSJWSPZIRXVIWMHYIW[EXIV TYVMǻGEXMSRXLVSYKLHMWXMPPEXMSRVEMR[EXIVVIGSZIV]SRWMXIQIXLEnization water treatment, regular water analysis). Soil pollution risks are also analyzed and limited by dedicated installations, such as retention tanks and tarps.

Noise and odor disturbances

In Grasse, where Robertet production sites are not far from down-XS[RXLI,VSYTLEWMRWXEPPIHWTIGMǻGW]WXIQWXSWLMIPHXLIXS[R from noise (anti-noise wall, acoustic cladding, natural barriers). Furthermore, very little business is done at night. Odor disturbances are prevented by the use of dust extractors and gas scrubbers.

Climate change

8LIX[SWYFWMHMEVMIWXLIQSWXEGXMZIMRXLIǻKLXEKEMRWXGPMQEXI change are Robertet USA and SAPAD. Robertet USA has set up a videoconference system to reduce the need for business travel. SAPAD promotes carpooling, prefers sea to air shipping, groups shipments to minimize transport, and works with transporters who have an established environmental policy. The company has also recently acquired two hybrid vehicles. Finally, both subsidiaries use renewable energies. Robertet USA has installed solar panels that generated 783 MWh in 2015, virtually 10% of their total electricity consumption.

The Group's greenhouse gas emissions, estimated from energy GSRWYQTXMSRǻKYVIWJSVEPPXLIWYFWMHMEVMIW
IPIGXVMGMX]REXYVEPKEW and fuel oil) represented 17,290 tons5 of CO2 equivalent in 2015.

Greenhouse gas emissions in tons CO2 eq

⁴-YLUJOUH[PVUHSLU]PYVUTLU[HSWYV[LJ[PVUJSHZZPÄJH[PVU

.YLLUOV\ZLNHZLTPZZPVUZHYLJHSJ\SH[LKMYVT[OL(+,4,[OL-YLUJO,U]PYVUTLU[HSHNLUJJHYIVUKH[HIHZL:WLJPÄJ LTPZZPVUMHJ[VYZMVYJV\U[YPLZ^OLYL[OL.YV\WVWLYH[LZ^LYLPKLU[PÄLKMVYLSLJ[YPJP[6U[OLV[OLYOHUKNLULYHSLTPZZPVU MHJ[VYZMVY,\YVWLUV[KPќLYLU[PH[LKIJV\U[Y^LYL\ZLKMVYUH[\YHSNHZHUKM\LSVPS

1Prevent waste

• 2Atom economy
• 3 Less hazardous synthesis
• 4 Design benign chemicals
• 5 Benign solvents and auxiliaries
• 6)IWMKRJSVIRIVK]IǽGMIRG]
• 7 Use of renewable feedstocks
• 8Reduce derivatives
• 9 Catalysis (vs Stoichiometric)
• 10Design for degradation
• 11Real-time analysis to
• 12Inherent benign chemistry

PRINCIPLES OF GREEN CHEMISTRY

VALUING PEOPLE

Waste6

Throughout the Group, Robertet seeks ways to reduce and recycle waste. A few examples:

Robertet Grasse

Plant wastes from extraction workshops are used to make co post MRGSQTPMERGI[MXLWTIGMǻGWXERHEVHW4XLIVTVSHYGXMSR[EWXIMW recycled for energy or materials. Packaging materials are sorted and sent to outside recycling facilities. In 2015, 83% of Robertet Grasse waste was recycled. In coming years the company aims to increase this ratio with new recycling solutions.

Robertet USA

The company undertakes to reduce product packaging. The GSQTER]LEWQEREKIHXSVIG]GPITEVXSJMXWǼEZSVTVSHYGXMSR residues, which can be used in animal foods.

Hitex

In 2015, 97% of the company's production waste was recycled as compostable matter.

SAPAD

In 2015, 85% of its production waste was transformed into compost. Also, 100% of the packaging waste is recycled.

Although it is not systematically traced and measured, in subsidiaries in other countries, such as Turkey, Bulgaria and South Africa, plant waste is also transformed into compost used by neighboring farms.

The production and packaging waste data above excludes Robertet subsidiaries in South Africa and Bulgaria. Production wastedata includes wastewater volume.

The raw materials could not be processed and turned into highly successful products without the excellence of the men and women of Robertet. It is they who explore, test, create and develop new products each year. It is they who preserve our know-how and our corporate culture. The Group owes it to its employees to guarantee employment (especially in Grasse), to help them find professional fulfillment, and to pass on expertise from generation to generation. The Group also has a duty to provide proper working conditions for all employees' well-being, including health and safety, respect of human rights, good labor relations, and fair treatment.

Lionel Picolet, Deputy Managing Director in charge of Human Resources, Robertet Group: "We are deeply attached to passing on our know-how and investing long-term in employee training. We are also firmly committed to developing sustainable employment in the Grasse area."

Packaging waste in tons

PRESERVING

The first responsibility of a company to the local community is to maintain and promote local employment. This is particularly true for Robertet, as a fragrance leader established 150 years ago in Grasse, a city known as the world's fragrance capital. To see the impact of Robertet's commitment, the Group measured its economic footprint for 23 local communities in the Grasse area, as well as for the greater Alpes Maritimes area. The main results are shown below.:

Preserving know-how is one of the Robertet Group's core values for several reasons. Firstly, the Group includes companies like Robertet and Charabot, with a long history and unique knowhow developed over the decades. This expertise is part of the Group's intellectual capital and is one reason for Robertet's outstanding reputation on the flavors and fragrances market today. Secondly, as a family company, Robertet firmly believes in preserving one's heritage, with a real long-term vision. Finally the Group's heart and soul is in Grasse, historically known for its fragrance industry. By preserving its know-how, Robertet contributes to the preservation of the fragrance trade in the Grasse area.

From Generation to Generation

Corporate culture and know-how are transmitted from one employee to the next, day by day, often on an informal basis. Tools have nevertheless been developed to facilitate knowledge sharing. For example, a collective agreement was signed in 2014 concerning crossgenerational teaming. Under this plan, the aim is to hire 4 to 6 people under age 30 on permanent contracts, 15 young people on ETTVIRXMGIWLMTSVUYEPMǻGEXMSRGSRXVEGXWERHMRXIVRWIEGL]IEV for the duration of the agreement. Robertet also committed to hiring 3 people over age 50 per year, and to maintaining the proportion of older people in the workforce at 20%. Under the agreement, older employees are paired with young recruits in order to pass on precious knowledge gained over the years before they retire.

Senior/junior pairs were set up not just for core business (eg creation of fragrances) but also for support functions (eg technical, sales, accounting).

Training & Development

Another way to develop skills and hone expertise is occupational and management training. Robertet provides a wide range of training courses covering the various needs of its employees, MRGPYHMRKJVEKVERGIERHǼEZSVWGLIQMGEPWPIKMWPEXMSRQEREKIment and communication, personal development, and IT. In order to continually match training supply and demand, employees are EWOIHXSǻPPMRUYIWXMSRREMVIWSRXLIMVTIVGITXMSRSJXLIMVXVEMRMRK and how it has helped their work. Managers and supervisors are reminded of the importance of identifying employee training needs..

In 2015, the Group's training expenditure was €550,665, down 6% against the previous year, due largely to a cut in training subsidies in the US. Nevertheless, the mean number of training hours rose 12% between 2014 and 2015

9VILY[L[»ZLJVUVTPJPTWHJ[^HZLZ[PTH[LK\ZPUN[OL3VJHS-VV[WYPU[TVKLSIHZLKVU,\YVZ[H[KH[HHUKYLJVNUPaLKZJPLU[PÄJSP[LYH[\YLLN5VILSWYPaL^PUULY Wassily Leontief's algorithm, and research by the University of Bristol). 8 French administrative division, like a state or county F h d i i i di i i lik

Communities in the immediate Grasse area: Robertet :ʱžžåƐ±ĻÚƐ̱Ź±ÆŇƒƐ̱ƽåƐŁƗíƐÚĞŹåσƐĥŇÆžØƐƾĚĞÏĚƐ sustain 159 indirect jobs in the supply chain, and an additional 129 jobs induced by consumption of ŇÆåŹƒåƒƐžƣŤŤĮDžƐÏ̱ĞĻƐĚŇƣžåĚŇĮÚžØƐ±žƐƾåĮĮƐ±ž åDŽŤåĻžåžƐÆDžƐĮŇϱĮƐŤƣÆĮĞÏƐ±ÚķĞĻĞžƒŹ±ƒĞŇĻžØƐŹåŤŹåžåĻting a total of 1,226 jobs in the Grasse area.

• FĻƐƒĚåƐĮŤåžƐa±ŹĞƒĞķåžƐÚæŤ±ŹƒåķåĻƒ8: In addition to the 938 direct jobs in Grasse, the Group supports 404 indirect jobs and 413 induced jobs. In total, the Group thus represents 1,755ƐĥŇÆžƐĞĻƐĮŤåžƐa±ŹĞƒĞķåžũ
• FĻƐ8ʱĻÏå×ƐƒĚåƐ:ŹŇƣŤŷžƐÆƣžĞĻåžžƐĞĻƐ:ʱžžåƐžƣŤŤŇŹƒžƐ a total 3,328 jobs throughout the country, ie a ķƣĮƒĞŤĮĞåŹƐåýåσƐŇüƐƗũĂƐÏŇķŤ±ŹåÚƐƒŇƐƒĚåƐĞĻЃбĮƐŁƗíƐ direct jobs sustained in Grasse.

The five main sectors impacted are: chemical production, employment services, public administration services, hotels and restaurants, and retail.

THE ECONOMIC IMPACT OF ROBERTET AND CHARABOT IN THE GRASSE AREA

"A SCHOOL BY ANY OTHER NAME WOULD SMELL AS SWEET"

FĻƐƞǑŐǑØƐŇÆåŹƒåƒƐ垃±ÆĮĞžĚåÚƐЃžƐŇƾĻƐŤåŹüƣķåƐžÏĚŇŇĮƐϱĮĮåÚƐ Xŷ)ÏŇĮåƐÚåƐ{±ŹüƣķåŹĞåƐŇÆåŹƒåƒũƐĚåƐŇÆĥåσĞƽåƐĞžƐƒŇƐŤŹŇķŇƒå diversity and originality among perfumers and to preserve ƒŹ±ÚЃĞŇϱĮƐ:ʱžžåƐīĻŇƾĝĚŇƾũƐĚåƐžÏĚŇŇĮƐŇýåŹžƐƒĞĻDžƐÏĮ±žžåžũƐ

In fact, it admits only three students a year. Students attend a üƣĮĮĝƒĞķåƐƞƐĝƐDžå±ŹƐŤŹŇķƐƾЃĚƐŇÆåŹƒåƒŷžƐŇƾĻƐƒå±ķƐŇüƐŤåŹüƣmers. The students may be current or aspiring future employees of the Group.

Beyond the Grasse area, Robertet's global headcount in 2015 was 1,599 – excluding sales subsidiaries and joint ventures. This is up 2% against 2014. The Group's output has been increasing, and in 2015 Robertet hired 254 new people vs 216 departures, thus representing a net gain of 38. Robertet is dedicated to keeping talent, as shown by the Group's mean seniority (including new entities like Robertet Bulgaria and Robertet China) of 13.5 years in 2015.

Robertet ensures that all its employees receive fair remuneration ERHFIRIǻXW.R7SFIVXIXWMKRIHERERRYEPGSPPIGXMZIEKVIIment on remuneration, including a bonus scheme and an 85% contribution to the cost of supplemental health insurance. The ,VSYTƶW[MPPXSSǺIVFIRIǻXWEPWSETTPMIWXSWYFWMHMEVMIWMRSXLIV countries. For example, at Robertet USA and Robertet South Africa, employees also receive company subsidized health coverage. In 2015, total gross remuneration in the Group was €74.5mn, up 5% against 2014. Beyond monetary compensation, the Group seeks to strike a fair balance between work and family life. For example, 7SFIVXIXSǺIVWIQTPS]IIWTEVIRXEPFSRYWIWYRXMPXLIGLMPHVIRƶW XLFMVXLHE]ERHXLVII]IEVWEKSXLI,VSYTGSǻRERGIHXLI creation of an inter-company daycare center in Grasse.

Even as the Group continues to grow, it strongly wishes to maintain a very human approach to employee relations. Robertet is particularly attentive to the quality of work conditions in the Group. This means improving occupational health and safety, and maintaining constructive labor relations.

Occupational Health & Safety

Under the Group's HSE management system (Health, Safety and Environment), there are several means of reducing the risk of accidents. First of all employees are made aware of occupational risks prevention. Health and safety are presented in the Employees manual handed out to all newcomers at Robertet Grasse. Safety audits are also conducted. Furthermore, given our production processes, employee exposure to hazardous chemical substances MWZIVMǻIHERHPMQMXIHXSXLII\XIRXTSWWMFPI
IKVITPEGIQIRXSJ hazardous products with less dangerous ones). Finally, Robertet recently decided to set up an internal Psychosocial risk commission to minimize this type of risk.

Labor Relations

As a family business the Robertet Group prefers open and direct discussion, including between management and personnel. In countries such as France, labor relations are regulated, and em-TPS]IIWEVIIRXMXPIHXSIPIGXIHVITVIWIRXEXMZIFSHMIW
IKWXEǺ representatives, union representatives, company works councils, Employee Health, Safety & Working Conditions Committees) who meet regularly. In 2015, seven collective labor agreements were signed of which two concerned health and safety issues (eg health MRWYVERGIFIRIǻXW

Robertet's Human Resources policy also includes two fundamental issues: gender equality, and more broadly, the respect of human rights.

Gender Equality

Robertet Grasse signed a three-year collective agreement on gender equality in December 2013. Its major goal is to maintain at least 45% women in the headcount.

The agreement covers action in four areas:

• Recruitment: adaptation of certain workstations to make them more accessible to women
• Training: people returning from parental leave will be given precedence for training
• *ǺIGXMZIVIQYRIVEXMSR people returning from maternity or EHSTXMSRPIEZI[MPPFIRIǻXJVSQXLIWEQITE]VEMWIWEWSXLIV employees during the leave period
• Work/life balance:7SFIVXIXǻRERGIWHE]GEVIJSVX[SGLMPHren per employee and reserves parking spaces for pregnant women.

In 2015, at Group level, women represented 43%of total headcount.

Respect of Human Rights

.RPMKLXSJWSQISJXLIGSYRXVMIW[LIVI7SFIVXIXHSIWFYWMRIWWc and the fact that its raw materials suppliers work in agriculture, the Group is exposed to human rights risks.

Robertet strictly prohibits its subsidiaries, suppliers and partners from using forced or illegal labor. This can be an issue, for instance, MRGSYRXVMIW[MXLQMKVEXSV]ǼS[WSV[LIVIJEVQIVWYWIWIEWSREP workers at harvest time. In 2015, Robertet South Africa audited its employment contracts, including for temporary and seasonal workers. The company also makes sure that work permits are properly managed.

With regard to child labor, the Robertet Group forbids employment of minors under age 16. Nonetheless, the Group tolerates some child employment when the work is light, safe for the child's health and development, contributes to their education, and does not interfere with schooling. This is the case in some supply countries [LIVIGLMPHVIRXIRHXSLIPTXLIMVTEVIRXWMRXLIǻIPHW.RWYGLGEWIW the Group is very vigilant that this is an occasional activity that will not harm their well-being or education, and that it complies with International Labor Organization (ILO) standards. Each year, the Group runs awareness campaigns on this subject.

+MREPP]GIVXEMRWYFWMHMEVMIWǯ(LEVEFSX7SFIVXIX2I\MGS7SFIVXIX 'VE^MPERH7SFIVXIX(LMREVYRERMRXIVREPZSPYRXEV]
RSRGIVXMǻIH SA 8000 program. SA 8000 is a standard based on UN and ILO human rights conventions. It covers labor issues (eg child labor, forced labor, discrimination, and trade union rights) and work conditions (eg health and safety, work organization, remuneration).

OCCUPATIONAL HEALTH & SAFETY FOR ALL OUR EMPLOYEES AROUND THE WORLD

• In Bulgaria, technical and safety training ĞžƐŤŹŇƽĞÚåÚƐƒŇƐå±ÏĚƐĻåƾƐåķŤĮŇDžååØƐŤŹĞŇŹƐƒŇƐ each harvest (rose, lavender)
• FĻƐŹďåĻƒĞϱØƐĚå±ĮƒĚƐ±ĻÚƐž±üåƒDžƐƒŹ±ĞĻĞĻďƐĞžƐ ŇýåŹåÚƐƒƾĞÏåƐ±ƐDžå±Ź
• In Turkey, health and safety standards have been tightened, particularly concerning protective equipment and safety rules
• FĻƐƒĚåƐØƐ±ƐåĮĮÆåĞĻďƐžĚŇƾƐĞžƐĚåĮÚƐå±ÏĚƐ Džå±ŹƐƾЃĚƐƒĚĞŹƒDžƐŇŹƐžŇƐåDŽĚĞÆĞƒŇŹžØƐƒŇƐŤŹŇķŇƒåƐ healthier lifestyles to employees

O ver the years, from generation to generation, the Robertet Group has stood out because of its expertise and its position on natural raw materials. In its quest for excellence, the Group has developed a holistic approach to sourcing. We have long realized that respecting social and environmental values ultimately leads to higher quality ingredients. Beyond sourcing, the Robertet Group has been striving to progressively limit the environmental impact of its industrial processes. Furthermore, since the company's founding, Robertet has always handled human relations from the perspective of a family business, founded on shared passion, respect, trust, and professionalism.

The challenge in the years to come will be to build on the CSR approach we have started, and ensure that all of our subsidiaries and employees world wide adhere to our CSR policy and uphold the values that underlie the unique character of the Robertet Group.

Julien Maubert

Director of the Raw Materials Division &President of the Group CSR committee

WHAT THE NEW GENERATIONHAS TO SAY

KEY PERFORMANCE INDICATORS

SOURCING MATERIALS

S O G S U R C I N M A T E R I A L	UN IT	201 4	201 5
SUP POR TIN G P ROD UCE RS
l raw teria ls p urch s (n ber ) Nat ura ma ase um	No.	N/A
Nat l raw teria ls p urch s (m etri ns) c to ura ma ase	t	029 10 0
l raw teria ls o f tot al ra rials Nat ut o ate ura ma w m cha pur ses
Org anic teria ls p urch s (n ber ) raw ma ase um	No.	N/A	93
Org anic teria ls p urch s (m etri c to ns) raw ma ase	t
Org anic teria ls o f tot al n ral r ut o atu raw ma aw mat eria ls p urch ase s
SJT VIǻR 3YQ FIV MRK TEVX LMTW [MX L ERG RIVW teria ls s liers raw ma upp	No.	N/A	82
'YH EPPS HXS ǻRE RGMR VWLM KIX GEXI VXRI TVI KTE TW	€	N/A
Bud allo d to rshi get cate spo nso p	€	95 0 00

9 2014 data excludes Robertet Argentina purchases

APPENDIXES

Key Performance Indicators Compliance with Article 225 of the Grenelle 2 act

UN IT	201 4	201 5
No.	• 88 5 ƽ	• 91 9 • 68 0
	• 89 5 • 29 0	6 • 90 • 30 1
No.	• 85 ƽ ƽ	• 90 ƽ ƽ
No.	195 ƽ	216 • 31

V A L U I N G O P E P L E	UN IT	201 4	201 5
EMP LOY MEN T
Tota l he adc t as at 3 1/12 oun	No.	1 56 1	1 59 9
Gen der bre akd own
• Me n	No.	• 88 5	• 91 9
• W om en		ƽ	• 68 0
Geo phic bre akd own		• 89 5	6 • 90
gra • Eu rop e		• 29 0	• 30 1
• US A ia • As	No.	• 85	• 90
• La tin A rica me • Af rica & M iddl e Ea st		ƽ	ƽ
		ƽ	ƽ
Hire s	No.
Dep artu res	No.	195	216
• inc ludi ng d ism issa ls		ƽ	• 31
nior ity Mea n se	No.	13,6	13,5
Gro ratio id ss r em une n pa	€
PRE SER VIN G K NOW -HO W
Hou f tra inin rs o g	No.	10 1 20
inin g tim Mea n tra e pe r em ploy ee ( hou rs)	No.
Mea inin ditu n tra g ex pen re	€		66 550 5
of Perc ent age ple trai ned peo		59
WO RK CON DIT ION S
Abs eeis ent m		3,3	3,2
Freq ate uen cy r	No.	11,5	15,1
erity Sev rat e	No.	0,2
ber of c olle ctiv ploy Num e em s sig ned nt a ent me gre em	No.	8
fety - inc ludi ng h ealt h an d sa		• 2	• 2
Perc ent of e loye age mp es nted by ive ntat rep rese rep rese bod ies
EQU ALI TY & FA IR TRE ATM ENT
Wo n in h oc atio nal me eac cup cate gor y
ard bers and • Bo mem ma nag ers		ƽ	ƽ
• Su viso per rs		• 56	ƽ
odu ctio and • Pr erat n op ors SǽG SVOI I[ VW		• 39	• 38
Pou tag e de rcen pe rson nes

8
• 2	• 2

ƽ	ƽ
• 56	ƽ
• 39	• 38

e de Pou tag rcen pe rson nes LER HMGE T³I WHE RWP ƶIǺI GXMJ	3,2	3,1

T R A N S F O R M I N G R E S O U R C E S	Uni ts		201 5
QUA LITY PO LICY
5IVG IRX SJW MXIW XMǻI H. 4 EKI GIV
RES PEC TIN G T HE ENV IRO NM ENT
ium id fo viro ntal risk Insu ranc e p rem s pa r en nme	€	5 60 3 12 3	5 63 1 13 1
ptio Wa ter n10 con sum	m3
Ene ptio rgy con sum n (ele ctric ity, ral g and fue l oil ) natu as,	MW h
Gre enh issio ous e ga s em ns	EQ T C O2
Pro duc tion ste1 1 wa	t	526 122
Pac kag ing te11 was	t	0 1 21

10 Water consumption data includes data from Robertet Turkey, where water consumption was estimated

11 Waste data excludes Robertet Bulgaria and Robertet South Africa, where the information could not be collected

LA BO R IN DIC AT OR S		REP ORT REF ERE NCE / R OBE RTE T RE SPO NSE
	Hea dco bro ken do end unt	IV.1 .1 / V.1
Em plo nt yme	by g wn er, d g hic age an eog rap zon e	For hnic al r , Ro ber abl tec tet e to eas ons was un col lect e d ata ag
	Hiri and min atio ter ng n Rem rati leve ls a nd ds tren une on	IV.1 .1 / V.1
Wo rk o niza tion rga	Org aniz atio n of rkin g ti wo me	the hou rk In F ent ran ce, an a gre em on 35- r wo k w igne d in the The r 20 00. wee as s yea ag ree ifie s ho ork tim e is aniz ed for nt s me pec w w org diff s of plo nt t ere ype em yee s.
	Abs eeis ent m	V.I
	Org aniz atio n of ial d ialo soc gue	IV.3 .2
Lab elat ions or r	Rev iew of col lect ive labo r ent agr eem s	IV.3 .2 / V.1
	rkp lace he alth & Wo safe ond itio ty c ns	I IV .3.1
Hea lth & sa fety	Rev iew of hea lth & sa fety col lect ive labo nts r ag ree me	V.1
	;S VOE GGMH IRX MRGP YHM Wǯ RK freq nd erit tes uen cy a sev y ra ; tion al i llne occ upa sse s	IV.3 .1
Tra inin g	inin olic Tra g p y Am t of inin ided tra to oun g p rov plo em yee s	IV.2 IV.2 .2 / V.1
		.:
Equ al o ity rtun ppo	Gen der ual ity eq mea sur es Mea d fa cilit es t ote ate sur o p rom an plo f th e d isab led nt o em yme Ant i-di imin atio olic scr n p y	Rob t Gr itm of erte ote ent ass e p rom s re cru disa ble d p (as r Fr h re gul atio ns) ers ons pe enc and ists the ith the ir a dm inis ive trat ass m w ork for the Ma ison pap erw Dép arte nta le d es P es H and icap ées me ers onn (ag y fo r th rt o f di sab led ns) enc e su ppo pe rso
		. . :
Pro mot ion and t of res pec ILO pri ncip les	Fre edo f as iatio d ri ght to m o soc n an col lect ive otia tion neg s Elim inat ion of e loym ent d mp an tion al d iscr imin atio occ upa n Elim inat ion of f ed pul orc or c om sor y labo r Effe n of ctiv bol itio ch ild labo e a r	. . :
EN VIR ON ME NT AL IND ICA TO RS		REP ORT RE FER ENC E / ROB ERT ET RES PON SE
	aniz atio nvir Org n to ma nag e e on l iss viro l ev nta nta me ues ; en nme a luat ion erti fica tion ach or c ap pro , whe ppl icab le re a	I.2.2 / I / I II.1. 1 / III.1 .2.3 .2
Gen l po licy era	plo viro l pr ctio Em nta ote yee en nme n trai ning d in form atio an n	III.2 .1
	de dica ted ting Res to our ces pre ven iron l ris k an d p ollu tion nta env me	III.2 .1 / III. 2.3
	visi d in ium Pro ons an sur anc e p rem s for iron l ris ks nta env me	III.2 .1
	ting duc ing airi Pre ven , re , or rep ng air, and il po llut ion, wat er, so gra vely aff ing the viro ect nt en nme	II.2. 3
Pol luti and ste on wa nt man age me	ting ling d e lim ina Pre ven , re cyc an ting stes wa	III.2 .3 / V.I
	f no Man nt o ise pol luti age me on or ind ific pol luti ust ry-s pec on	III.2 .3

III.2 .2 / V.I
In 2 , th e R obe rtet Gro sed 015 up pos ses ve ry littl e JE VQP ERH JI[ LI GXE YRH ǯE VIW EVS TVS duc tion sit t so sub sidi arie s. In 16, the 20 es a me Gro cha sed LI G XE MR TEMR ZME XLI up pur VIW y In dul leid hich wil l be far med in com pan a, w ing com yea rs.
Clim ate ris k is nsid d b y th has ing co ere e p urc tea whe ing nat l ra ate rial ms n so urc ura w m s.

SOCIAL INDICATORS

SO CIA L I ND ICA TO RS		REP ORT RE FER ENC E / RO BER TET RE SPO NSE
	Loc al e loym ent d re gio nal mp an dev elo nt pme	.:.
al s ocio ic im Loc t eco nom pac	neig hbo ring loca l ar Imp act on or ea ulat ion pop	.:.
keh old elat ions Sta er r	Dia log ith ind ivid uals d ue w an aniz atio org ns rsh ip o hip Par tne r sp ons ors	for s fo The Gro has mal r di alo up no pro ces gue wit h st ake hol der rthe less , th ork s. N eve e w of d iffe ula rly brin hem in t te gs t ren ams reg ith keh old incl udi tac t w sta tom con ers ng: cus ers , plie duc , lo cal fed tion rad s, t sup rs, pro ers era e unio and arb side nts. ns, ne y re
		:.
	Incl usio n of viro l an d nta en nme ial c ide rati in cha sing soc ons ons pur dec isio ns	II.1 / II .2
Sub ting d trac con an plie sup rs	Imp of sub ting orta trac nce con ; side rati of s ocia l an d con on	II.1 / II .2
	iron nta l re nsib ility in env me spo plie d su bco ntra cto sup r an r rela tion s	The re i uch bco ctin g in the Gro t m ntra s no su up
	Mea es t nt c ptio sur o p reve orru n	I.2.2
Fair ctic pra es	Mea es t ote sur o p rom co nsu me r hea lth & sa fety	III.1 /1 / III. 1.2

GRENELLE II COMPLIANCE