THE GROUP MAKES A COMMITMENT THE GROUP MAKES A COMMITMENT FOR ITS CUSTOMERS AND PARTNERS THE GROUP MAKES A COMMITMENT

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3 A WORD FROM THE PRESIDENT: THE GROUP MAKES A COMMITMENT THE GROUP MAKES A COMMITMENT FOR ITS EMPLOYEES THE GROUP MAKES A COMMITMENT FOR ITS CUSTOMERS AND PARTNERS THE GROUP MAKES A COMMITMENT FOR COOPERATIVE SUSTAINABLE DEVELOPMENT ORTEC PLAYER AND PROMOTER OF BUSINESS ETHICS

4 A WORD FROM THE PRESIDENT: THE GROUP MAKES A COMMITMENT The Ortec Group makes a commitment as a responsible company to respect business ethics and to fight against corruption. A commitment to our customers, through our stated and strong structural choices. In which our model is particularly relevant to guarantee sustained and controlled growth. Our model is based on our diversity. Our multidiscipline business. Our ability to change, on 4 continents. We make a daily commitment to be enterprising. To consolidate our expertise. To make our model permanent through growth plans, to be able to boldly and rigorously achieve our ambitions. We undertake to perform our role as a responsible company, respecting the basic principles of our specialties, through our service quality and by means of in-house training and skill development programs. By being precise and efficient, backed up by our O Lean (Lean management) plan. To innovate, through large investments currently under development. To do everything to André EINAUDI, Chief Executive Officer of the Ortec Group during the annual French and international operations meeting, attended by 500 senior executives of the Group. 4/36

5 guarantee safety on our sites, to protect the health of our employees based on a strong safety identity firmly rooted in the Group s DNA. We make a commitment for all the men and women who make up the Ortec Group. Because the company is one of the strongest pillars of our society, for which the concept of trust is fully meaningful. I want this trust to be long lasting. A collective desire that is shared by all employees in the Group. In which everyone accepts the values that form the Ortec Group s DNA. I am sure that we can rely on the involvement and sense of responsibility of everyone to assure the long term future of the Ortec Group. André EINAUDI Chief Executive Officer of the Ortec Group 5/36

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8 THE GROUP MAKES A COMMITMENT FOR ITS EMPLOYEES THE ORTEC GROUP IS BASED ON STRONG VALUES, FIRMLY ANCHORED IN ITS DNA, THAT MAKE ORTEC MORE THAN AN ENTERPRISE, A RESPONSIBLE LEADING PLAYER, WITH FIRM COMMITMENTS TO ITS EMPLOYEES. HSE POLICY As a responsible company composed of bold and rigorous professionals, the Ortec Group as a whole makes a daily commitment towards safety of its employees under all circumstances. Ortec Exigence, Ortec Safety Department: This Department is fully dedicated to respecting and applying safety rules. It includes head office correspondents - experts on our business typologies - and safety correspondents, in each of the Ortec Group s branch offices. Ortec Exigence is responsible for the Ortec Group s entire safety policy, all business lines and sectors combined, and creates a Safety and Efficiency Action Plan every year based on experience feedback from previous years. The CSO (Ortec Safety Committee): the Ortec Safety Committee and QHSE correspondents in each branch office work together every year to improve safety conditions for our employees. It is composed of the management team and operators, and: - it steers the Group s safety policy, - it organises and analyses feedback and sharing of tools, - it makes a periodic progress review to verify that there is a continuous improvement of our HSE performances. Each branch office uses a safety management system to organise its HSE organisation and to deploy the Action Plan to adopt a progress policy. HSE correspondents in branch offices and the head office Prevention department support branch office management and employees in setting up management systems. Life First, Ortec s Safety Communication: this is the commitment made by everyone to protect his or her own life and the lives of colleagues. All safety-related actions in the Group are based on this theme: the Action Plan produced annually, the Safety Week, the Safety Efficiency Tour of France branches or the HSE Camp in Africa. 8/36

9 SOCIAL The Ortec Group makes a daily commitment towards social relations for its employees through a common project called Living Together, through which Ortec s men and women share the same values every day - solidarity and mutual assistance, sharing and listening, tolerance and respect. The entire Ortec Group is committed to a joint and global approach, because it is important that everyone feels comfortable in his (her) work and his (her) life: Living Together. Housing initiative: the Ortec Group, in cooperation with its partners, offers financial aid and services to facilitate access to housing, to all its employees. Social Action: every employee in difficulty can contact the Ortec Group s social worker who will listen, inform, give advice and support on various subjects. Disability Action: the Ortec Group facilitates integration, welcome and retaining for the handicapped, and is also strengthening partnerships with specialised institutions to increase awareness of employees about the handicapped. O Solidaire, the solidarity fund: in line with its intrinsic values, the Ortec Group makes daily efforts to achieve equal opportunity and support for employees by providing daily assistance. This is why the O Solidaire solidarity fund supplied through some of the Group s profits was created to help employees with the greatest need and to prevent them from falling into a poverty trap. ONE OF THE BIGGEST ASSETS OF THE ORTEC GROUP IS ITS CULTURAL DIVERSITY We support equal opportunity and we encourage diversity at all job levels. No discrimination based on personal characteristics is tolerated. All personal data about employees are treated with the greatest confidentiality and in accordance with legal requirements. Employees of the Ortec Group must be able to work in a stimulating and fulfilling environment: any action or attempt at coercion, or physical, moral, visual or verbal harassment in the place of work is strictly forbidden. The permanent and constructive dialogue set up between managers and employees both in France and internationally guarantees the relation of trust that the Ortec Group intends to promote. 9/36

10 DEVELOPMENT OF SKILLS The Ortec Group responds to increasingly complex and specific daily demands from its customers. It is able to respond as a result of its training and the development of skills that occupy an overriding position in the Group. The Ortec Group has created an inhouse training centre, ÉLÉE. ÉLÉE, in association with the O Métier program, thus provides the means to train and improve the skills of its employees. O Métier, Ortec s skills reinforcement plan: control of its business lines is a genuine vector for performance and safety. Ortec invests in the O Métier approach to assure that each employee is able to improve his or her expertise, technicity and know-how. O Métier has made more than 3,000 reviews during recent years, to precisely identify the skills of the Group s employees. An individual training course is proposed for each person, so that employees can become more skilled in their specialty. A baseline is produced for each business line and key skills are defined in it. Skill baselines are created and written by recognised field professionals from the Group s branch offices and by specialised organisations. In addition to the training that they provide, they assist employees in the field to pass on know-how in an optimum manner. The O Métier technical training centre of the Ortec Group now occupies more than 600m2 of workshops and learning areas. ÉLÉE, Ortec s in-house training centre: providing the best possible training for its employees is one of the Ortec Group s keystones. The Ortec Group created ÉLÉE, its own inhouse training centre in 2001, to be continuously able to meet the expectations and requirements of its customers. ÉLÉE is fully committed to developing the skills of its employees, and its tailored training plans provide support throughout their careers. RECOGNITION Casques d Or (Golden Hard Hats), Ortec s elite corps: Casques d Or make a genuine contribution to the Group s success, and enable the Group to be always more professional and reinforce its expertise image. They form the cement that bonds the company, they are examples of professional success for young generations to whom they can pass on their passion for their work. Rigorous choices had to be made in creating this elite corps. Selection criteria were defined to determine who would be included in it. A Casque d Or must: be an expert in his or her business line, be recognised by his or her peers be recognised as an expert in his or her own branch office have worked for more than 6 years in the company respect safety rules be available and mobile be concerned about the Group s image Casques d Or represent the Ortec Group s know-how and highlight and present its specialties in a good light. They are now present on all sites, guaranteeing quality for customers and partners. 10/36

11 << TRAINING AND DEVELOPMENT OF EMPLOYEE SKILLS ARE OF OVERRIDING IMPORANCE AT ORTEC. >> << CASQUES D OR HELP THE GROUP TO BECOME EVER MORE PROFESSIONAL. >> 11/36

12 OUR VALUES OUR COMMITMENTS SAFETY CHARTER Guarantee the safety of our employees in France and internationally Keep our installations safe and our data secure Contribute to maintaining safety during work on industrial and nuclear customer sites Guarantee safety during the transport of hazardous goods Safety of installations and security of data are overriding challenges for the Ortec Group. Appoint a Group safety manager and safety correspondents for each branch office and for each country Respect internal safety instructions and the safety instructions of our customers (services requiring Defence Secrecy or Confidential Defence services) Train our employees in measures to protect safety (nuclear, transport) Include safety-related risks in each action Set up technical solutions to protect the security of our computer data Signal any suspicious object or behaviour that could induce a safety risk as soon as possible Promote permanent vigilance by our employees Call in our crisis cell in case of situations that induce risks for the safety of our employees Analyse dysfunctions and set up corrective actions HEALTH SAFETY HYGIENE CHARTER OUR VALUES Our Group s leading value is to protect the health and safety of our employees Implement our action plans to promote, share and improve our behaviour to improve safety in each of our business lines OUR COMMITMENTS Respect health and work safety laws, rules and regulations of each country Target our objectives to regularly measure the effectiveness of our actions and to initiate continuous improvement Share and communicate with our employees about our actions and feedback from experience Get our hierarchy involved and provide support for them so that they are capable of meeting their daily commitment in management of site safety Set up certifiable «Health/Safety» management systems Train our personnel in site and business line risks and make them aware of the stakes so that they can reduce dangers for their job Analyse risks and define the most appropriate prevention means for site preparation as soon as possible Organise experience feedback after completion of our services Evaluate risk situations for our personnel abroad 12/36

13 SOCIAL CHARTER OUR VALUES Safety Solidarity Social ties OUR COMMITMENTS In all the countries in which it works, the Ortec Group makes commitments to its employees, to: Not make any discrimination of any type either when hiring or during career development Respect legal and conventional labour law rules applicable in all countries in which the Group works Not call upon illegal or dissimulated labour nor to employ children under school leaving age in the country concerned, or children under 15 years old if there is no rule applicable in a country Ban any practice that could be considered to be physical or psychological harassment Set up training courses that contribute to reinforcing skills and improving professional development and employability Give priority to geographic and occupational mobility Give priority to social dialogue, recognise the freedom of association and the right to collective bargaining Maintain a satisfying work environment conducive to work relations based on communication, mutual assistance and trust Maintain a healthy and safe work environment to avoid accidents and injuries Facilitate the employment of handicapped persons OUR VALUES OUR COMMITMENTS QUALITY Be recognised for the quality of our services Doing it right the first time Put the right men and women in the right places Improve our customer satisfaction Guaranteeing quality services is a major stake for the Ortec Group. Set up certified quality management systems Define action plans and performance indicators Respect legal requirements and requirements of our customers and partners Develop the skills of our employees Promote innovation in performing services Analyse and deal with dysfunctions Take account of audit results Organise experience feedback after completion of our services Adopt an efficiency and continuous improvement approach Improve listening, social relations and support for employees in difficulty Encourage partners, suppliers and subcontractors to develop the same action rules in their own companies 13/36

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16 THE GROUP MAKES A COMMITMENT FOR ITS CUSTOMERS AND PARTNERS BUILDING A SOUND AND AMBITIOUS GROUP ALSO MEANS GIVING PRIORITY TO A CONTINUOUS EFFORT TO IMPROVE QUALITY, EFFICIENCY AND INNOVATION. QUALITY O LEAN, ORTEC EFFICIENCY PLAN: the Ortec Group has set up a policy aimed at improving efficiency. The entire group is involved in and is committed to the plan known as the O Lean plan, to improve operational efficiency and to guarantee high quality on our sites. Innovative measures have been adopted and adapted to our work and engineering branch offices, in order to improve the Group s performances. Every branch office in France and internationally works to achieve a common objective: «Doing it right the first time!». Specifically, the objective is to standardise work methods used within the Group, to adopt the best practices and to set up a cost reduction policy aimed at improving efficiency. INNOVATION INNOV O, ORTEC S INNOVATIONS COMPETITION AND THE TECHNICAL INNOVATION MANAGEMENT: innovation in the broad sense of the term is given priority with Innov O. The Good Idea Trophy is awarded for common sense and good ideas from the field. The purpose of Technical Innovation Management is to work on more complex projects, to adapt and develop higher performance equipment and more efficient processes. An innovation capability that now enables the Ortec Group to anticipate changes in regulations and to be at the spearhead of technical and technological progress. O.FORUM ORTEC FORUM OF INDUSTRY DIRECTORS AND DECISION-MAKERS In organising the first Forum of Industry Directors and Decision- Makers in the year 2000, the Ortec Group consolidated its image of a Services group focussed on its customers. O.Forum is a unit of place, time and action and its vocation is to weave a close connection between industrialists and service companies facing continuous changes in their environment. Each edition attracts internationally renowned speakers such that the Ortec Group is now in a position to gather its main customers regularly to discuss common problems. QUALITY MANAGEMENT The Group uses an efficiency and continuous improvement approach to satisfy regulatory and legal requirements and to guarantee customer satisfaction, making use of management systems certified according to several standards: ISO 9001 (Quality Management) ISO (Environmental Management) EN 9100 (Aeronautical and Space industry) Radiation Shielding MASE, OHSAS (Safety Management) EXPERTISES The Group has set up a pool of experts from the wide range of its business lines and activity sectors in which it operates, to work in all fields (technical, legal, social, etc.), with the main mission of assisting operations personnel while maintaining perfect control over risks. Many computer tools have been designed internally and are available through intranet. Targeted actions are also undertaken to continuously improve the quality of proposed services. 16/36

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18 RESPONSIBLE AND SUSTAINABLE PURCHASING CHARTER OUR VALUES Safety Quality Efficiency Transparency Responsibility OUR COMMITMENTS Set up a purchasing policy and the necessary tools to give priority to our partners, suppliers and subcontractors: Who have satisfactorily answered the verifications made by the Ortec Group as part of its «Get to know partners better» policy Who make a commitment to defend and promote business ethics consistent with the rules defined in the Ortec Group s ethics charter (that can be viewed on the Ortec Group s site in French at address or in English at address (prevention of corruption, respecting the competition law, respecting national and international regulations applicable to import and export controls) Who agree to respect and promote the Human and Citizen Rights and in particular who agree to respect prohibitions in terms of forced labour and child labour and all types of harassment and discrimination For whom it has been demonstrated that they respect the rules of social laws in all countries in which they work and in particular do not make use of illegal labour, who have a remuneration policy complying with the legal framework imposed on them, who respect applicable rules in terms of working time and remunerate overtime within the imposed legal framework Who are committed to a social dialogue, and improving the skills of their personnel by an appropriate training policy For whom it has been demonstrated that they have set up all measures within their organisations for the protection, health and safety of their personnel, customers and partners For whom it will be demonstrated that they have set up adapted certification policies within their organisations For whom it will be demonstrated that they have set up policies within their organisations designed to reduce the impact of their activities on the environment, to give priority to management and sorting of waste and the use of renewable energies Communicate transparently with partners, suppliers or subcontractors in order to optimise close cooperation Set up a loyalty system for partners, suppliers and subcontractors regardless of the country in which they are set up, provided that they have satisfactorily met all our requirements Avoid economic dependency situations that could endanger the Ortec Group or one of its partners, suppliers or subcontractors 18/36

19 JOINT INTERVIEW: MICHÈLE OTTRIA, «INTERNATIONAL DEPARTEMENT» ASSISTANT LEGAL MANAGER, AND BRUNO VAYSSE, INDUSTRIAL PURCHASES MANAGER WHAT IS A MODERN ETHICAL COMPANY? M.O.: It is firstly a transparent and structured company that respects its own rules and procedures, with operating procedures that comply with laws in the countries in which it works, while satisfying its customer expectations. It is also a company that will create its own rules and make its employees aware of the need to respect these rules, when there are no legal constraints or when the legal constraints are insufficient. Our customers expect us to make a strong and sustainable commitment to questions of business ethics and Company Social Responsibility, this is the objective that we would like to achieve. As a result of this commitment, we take great care in selecting our suppliers. We evaluate each supplier and take steps to improve loyalty, so as to set up a lasting relation of trust. B.V.: An ethical company must clearly communicate its values, its vision of the company and its missions. So that it is capable of passing them on to its employees and subsequently its supplier, subcontractor and co-contractor partners. These shared ethical values are the starting point for the selection. This selection is not based on economic criteria alone it is also based on technical and performance criteria, and increasingly on ethics rules. We refuse to work with some companies who would not respect these rules. WHAT TOOLS CAN ORTEC EMPLOYEES VIEW? M.O.: The Group supplies each employee with documents and procedures to be applied, in the 5 majority languages spoken in the Group, namely French, English, Portuguese, Italian and Spanish. Training sessions are also held in France and in our international subsidiaries, in French and in English. IN TERMS OF GOOD BEHAVIOUR, WHAT RISKS NEED TO BE PREVENTED AND IDENTIFIED IN ADVANCE? M.O.: There can be several aspects to corruption. Where is the yellow line that must not be crossed? This is explicitly defined within the framework of our internal procedures, to handle sometimes innocent situations but that we have to be able to manage. This is particularly applicable to business gifts, but there are other aspects. Transparency and trust must be complete. WHAT MEANS ARE USED TO MAKE SURE THAT THESE GOOD PRACTICES ARE RESPECTED? M.O.: There is a framework, internal procedures fix rules and a deontology code has been written for use by our partners. These rules must be read, understood and respected by everyone. This framework is not fixed, it will vary with time through regular training courses and practical cases. Everyone is fully responsible, and trust is mutual. The behaviour of our employees is exemplary. This is confirmed after every inspection, proving the moral involvement of everyone, in the same way as in the Ortec Group. IF YOU HAD TO PASS ON ONE MESSAGE TO OUR CUSTOMERS AND PARTNERS, WHAT WOULD IT BE? B.V.: Ortec is a responsible company. We know-how to take a mature approach to our relations with our partners. We are capable of explaining our approach, our assessment methodologies and our rules. All these elements define the framework within which we work comfortably with our partners, with the ongoing objective of continuously improving our exchanges. M.O.: Our customers can remain assured that we are developing alongside them. We are aware of their expectations and we do everything possible to satisfy them, to adapt ourselves and earn their recognition as a leading, ethical and transparent player. 19/36

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22 THE GROUP MAKES A COMMITMENT FOR COOPERATIVE SUSTAINABLE DEVELOPMENT AS A MAJOR PLAYER IN PROVIDING SERVICES FOR THE ENVIRONMENT, THE ORTEC GROUP IS COMMITTED TO A POLICY OF SUSTAINABLE DEVELOPMENT FOR REASONED GROWTH. WE ACCOMPANY OUR CUSTOMERS TO SEARCH FOR APPROPRIATE SOLUTIONS TO JOINTLY IMPROVE OUR ENVIRONMENTAL PERFORMANCES. THE ORTEC GROUP RELIES ON DIALOGUE AND DISCUSSIONS TO BUILD POSITIVE RELATIONS AND THUS CONTRIBUTE TO PROMOTING REGIONAL DEVELOPMENT BY CALLING UPON LOCAL PERSONNEL AND MINIMISING THE USE OF SUBCONTRACTING. REDUCTION OF THE CARBON FOOTPRINT While France hosted the most recent COP21 climate conference, the Ortec Group is more involved than ever before in reducing its CO 2 emissions, by training its drivers in eco-driving, increasing its investments on equipment that has better respect for the environment (electric transport, replacement of old trucks by trucks with less polluting engines) and optimising displacements of its personnel. The Ortec Group is also mobilised to develop environmental awareness with the young generations. To achieve this, Group branch offices with an environment-related activity organise regular visits to their installations for local schools in order to explain and demonstrate daily reflexes with domestic sorting, management and reuse systems and infrastructures, and the impact and «results» of recycling. These pedagogic actions are performed as part of long term partnerships with schools. This commitment also results in measures for compensation of CO 2 emissions inherent to our activities. CO 2 EMISSION COMPENSATION MEASURES The Ortec Group has a strong presence in Africa, and naturally invests in Africa by contributing to reforestation and re-vegetation programs in countries such as Uganda. Reforestation is not the Group s only commitment in Africa. We are also involved in providing help for the poor through the collection and donation of school and computer equipment (Angola, Congo), in participation in financing the construction of a medical centre (Burkina Faso). A COMMITMENT THAT HAS DAILY EFFECTS ON OUR SITES At the same time as the external actions mentioned above, the Group is committed to daily action within its branch offices: Sort and recycling in offices, branch offices and on sites Set up selective sorting on each site, Collection and recycling of batteries and burned out bulbs brought in by our employees Provide a car sharing platform Installation of recharge terminals for electric vehicles The Ortec Group now employs 3,500 persons locally in Africa. The Ortec Group has been working in Africa since 1970, and is involved in and committed to training and development of the skills of its local employees. The Group is also committed to setting up an ISO energy management system to contribute to more efficient use with better respect for energy sources. 22/36

23 ENVIRONMENT CHAPTER OUR VALUES Limit the environmental impacts of our activities and installations Contribute to control of the environmental impacts of our customers Prevent pollution OUR COMMITMENTS Performing our services respecting environmental rules is a major challenge for the Ortec Group: Target our objectives to regularly measure the effectiveness of our actions and to initiate continuous improvement Respect legal and regulatory environmental requirements Set up certified environment management systems Define action plans and performance indicators Respect and improve waste management on customer sites Apply selective sorting of waste in our operations Monitor energy consumptions Apply good conditions for transport and storage of hazardous products and waste Make our personnel aware about eco-driving Analyse and deal with dysfunctions << THE ORTEC GROUP IS STRONGLY INVOLVED IN AFRICA AND NATURALLY INVESTS IN AFRICA. >> Take account of audit results Organise experience feedback after completion of our services Adopt an efficiency and continuous improvement approach 23/36

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26 ORTEC PLAYER AND PROMOTER OF BUSINESS ETHICS DEONTOLOGY CODE Ortec is committed to assuring that all activities carried out in France and internationally are performed strictly in accordance with applicable regulations and professional ethics and comply with the commitments defined below. ALL Ortec employees are responsible for respecting these commitments described below, otherwise professional or legal sanctions will be imposed on them. All partners of the Ortec Group (suppliers, subcontractors, co-contractors or partners) and all third parties acting on behalf of Ortec will adopt practices conforming with these commitments. This deontology code is available on request and is accessible via the Group s internet site: & Please contact the Ortec Group s Compliance unit (compliance@ortec.fr) if you have any questions about its interpretation and application. 26/36

27 1. RESPECT OF LAWS AND REGULATIONS Strict respect of applicable laws and regulations is essential in all countries in which the Ortec Group performs an activity. 2. REFUSAL OF ALL FORMS OF CORRUPTION Ortec agrees to respect rules of the OECD convention for the combat against corruption (17/12/1999) and all international laws or treaties related to the prevention and combat against corruption enforceable to it due to its activities. Corruption: all actions (or attempted actions) to perform any of the following are prohibited everywhere in the world: i. To directly or indirectly promise, offer or agree to an undue advantage to anyone (for himself or for a third person) in return for this person performing or refusing to perform an action in the course of his duties (active corruption), or ii. To directly or indirectly request or accept an undue advantage (for oneself or for a third person) in return for performing or refusing to perform an action in the course of his functions (passive corruption). Regardless of whether these actions concern French or foreign public servants or private individuals or legal entities. Influence peddling: influence peddling involving a direct or indirect promise, offer or agreement to an undue advantage to a person in return for this person using his influence (real or supposed) to obtain an undue advantage for the person making the promise or for a third person (active corruption), anywhere in the world, is prohibited Regardless of whether these actions concern French or foreign public servants or private individuals or legal entities. 3. RESPECT OF RULES FIXED BY THE GROUP IN TERMS OF CORPORATE INVITATIONS AND GIFTS Any invitation (or acceptance of an invitation) to a restaurant, a show, a sports or other type of event shall comply with rules fixed by the Ortec Group Advertising gifts (with the Group s logo) or other types of gifts intended for our clients or partners are submitted to the Communication & Marketing Department (advertising type gifts) or General Management (other gifts) for validation Gifts offered by suppliers or service providers shall not under any circumstances be delivered to a personal address - they shall be shared between employees in the service concerned. Any gift with a value that apparently exceeds thresholds defined by the Ortec Group shall be refused and returned to its sender The organisation of sports or cultural events designed to assemble a group of the Group s customers and/or employees shall be submitted to General Management for authorisation Gifts to associations, charities and sponsorships are submitted to General Management for validation and must comply with objectives defined at Group level Cash and similar gifts and donations to political parties are prohibited 4. REFUSAL OF SITUATIONS THAT COULD LEAD TO CONFLICTS OF INTEREST There is a conflict of interest when the objectivity, independence or judgement of a person is compromised by a difference between his personal interests and his professional or public interests. The Group asks its employees and partners to: Avoid any situation that could lead to a possible conflict of interest between his personal interests (or the interests of members of his family or close friends) and the interests of the Group Immediately inform his hierarchical manager, the Group Compliance Manager about any situation that might lead to a conflict of interest between his personal interests (or the interests of members of his family or close friends) and the interests of the Group To terminate any situation that leads to a conflict of interest between his personal interests (or the interests of members of his family or close friends) and the interests of the Group 5. PROPER USE OF RESOURCES PROVIDED TO GROUP EMPLOYEES The employee must use the resources provided to him by the Group for legal purposes and this use must be restricted to management of Group business. Their use for management of personal business is tolerated but this use must remain reasonable, limited, appropriate and ethical. 27/36

28 6. RESPECT OF TRANSPARENCY RULES AND COMPETITION LAW Running a business includes respecting national and international rules in competition law that in particular sanction some practices that effectively illegally fix or control prices, restrict competition, share customers, contracts or regions, or agreeing not to submit a proposal, to withdraw a proposal or submit an artificial proposal. These practices can be condemned, regardless of whether they are initiated by a single enterprise or by a plurality of enterprises acting in coordination. Group employees are requested to not use or participate in such practices. 7. RESPECT INFORMATION CONFIDENTIALITY AND INTELLECTUAL PROPERTY Respecting confidentiality of information (of any type and in any form whatsoever) and respecting intellectual property rights (patents, inventions, marks, domain names) held by a company are essential to the survival of this company. Any violation by disclosure or unauthorised use, no matter how small, can cause a serious prejudice and endanger its economic viability and the author of the disclosure may be obliged to pay very high damages and interest. Group employees are asked to take all necessary precautions and advice to be sure that information confidentiality is respected and to protect property rights, concerning information or rights held by the Ortec Group or that the Ortec Group becomes aware of or about which it is informed. Personal data security. This confidentiality obligation is also applicable to «personal data» concerning employees, and our customers, suppliers and partners. It is essential to respect rules applicable for the protection of personal data and to set up measures (technical or otherwise) in all countries in which the Group operates, to protect them against any corruption, destruction, loss, illegal or unauthorised use. 8. EXPORT CONTROLS AND ECONOMIC SANCTIONS Import and export of goods, software services, technologies and technical data are sometimes controlled by restrictions imposed by governments or international organisations. These restrictions can apply to entities and/ or individuals. Therefore it is necessary to: Know the destination and the final recipient of products, data and services for which shipping and/ or communication operations are performed Be sure that there are no restrictions or sanctions applicable to the country concerned or the final recipient, that limit their access to some supplies, services, technologies or technical data. 28/36

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30 THE GROUP S HISTORY This family tree illustrates those who built the Ortec Group as it exists today. Presenting it in this simple manner, without concealing each person s roots, paradoxically contributes to the cohesion of Ortec today. Our past is varied, we have many differences. What unites us is unique. It is a project that we call Ortec CICO CENTRE [Clamecy] 1945 DUCAMP GROUP [Saint-Quentin] 1860 MAISON FORMAT REINIER [Marseille] 1952 BUZZICHELLI [Martigues] 1957 SETIP [Vitrolles] / FRIEDLANDER [Marseille] 1949 SONOVISION GROUP [Paris] SOM Services, Organisation, Methods [Martigues] DMIE Industrial Maintenance and Environment Department [Vitrolles]

31 ORTEC PURCHASES ORTEC ORTEC GROUP [Aix-en-Provence] 31/36

32 ORTEC SERVICES INDUSTRIE ORTEC ENVIRONNEMENT FRIEDLANDER INTERNATIONAL FRANCE FRANCE INTERNATIONAL SOM SAS WORTEST SA ORYS SAS ORTYS GIE DCPI SARL QIB ORTEC INDUSTRIE SAS ORLAG BERRE SAS OFP Maintenance PONTITEC SAS OGD SAS ORTEC SERVICES ENV. SAS BIOCENTRE DE L'OUEST FRIEDLANDER GABON FMHO FRIEDLANDER C.I. FRIEDLANDER CAMEROUN ORTEC INDUSTRIAL SERVICES SOUTH AFRICA EERI-BF FRIEDLANDER UGANDA SWS SOM SAS TECOR CAMEROUN SOM SWITZERLAND SA ORTEC SPS AFRICAXIOR QIB GABON SE MTS FRIEDLANDER ANGOLA FRIEDLANDER ANGOIL TECOR SERVICOS AMBIENTAIS BASLING ORSAM OSI UGANDA EAC SLL LOANGO ENVIRONNEMENT TECOR COTE D IVOIRE FRIEDLANDER CONGO TECOR CONGO FRIEDLANDER IND CONGO FRIEDLANDER RWANDA 32/36

33 ORALIA OWER ORLOG FINANCIERE SONOVISION INTERNATIONAL INTERNATIONAL INTERNATIONAL INTERNATIONAL FRANCE FRIEDLANDER MOZ ORTEC IT SRL ORTEC SL SRL OWER GHANA ORLOG GABON ORLOG COTE D IVOIRE SONOVISION SAS GEDEV SASU LIGERON SAS SONOVISION SAS SONOVISION Canada Inc SONOVISION USA Inc SONOVISION ROMANIA SRL DCS SONOVISION UK LTD SONOVISION DEUTSCHLAND GMBH SONOVISION INGENIEROS SONOVISION AETOS CONTROLLED FRENCH COMPANIES CONTROLLED FOREIGN COMPANIES EXTERNAL PARTNERSHIP COMPANIES 33/36

34 In a given situation. I HAVE A DOUBT? I ASK FOR ADVICE! compliance@ortec.fr 34/36

35 DESIGN AND DISTRIBUTION ORTEC SERVICES - COMMUNICATION & MARKETING SERVICES - ALL RIGHTS RESERVED service.communication@ortec.fr REV1 - MAY 2016

36 Ortec Group Parc de Pichaury - 550, rue Pierre Berthier - CS Aix-en-Provence Cedex 3 France