A strategic plan with increased forward vision
The Groupe Roullier Ambition 2030 strategic plan is designed to accelerate momentum without departing from its existing development model. Close customer relationships, innovation, sustainable products and operational excellence will be leveraged to achieve the clear target of doubling our business volumes by 2030, without compromising our fundamentals.
Ambition 2030: that’s the name of the strategic plan adopted by Groupe Roullier to achieve continuous growth over the next four years. “It’s by no means a question of stepping away from our past strategy; it’s much more about considering how we can step up the pace while retaining a model that has proved its worth since 1959”, explains Sophie Bigaignon, Chief Executive Officer.
Groupe Roullier is a family business founded and intended to stand the test of time, and its decisions have always been based on long termism and generational succession. “We’re currently looking forward over a fifty-year period, but it’s easier to unite our teams around short-term milestones, which is why we decided to set the target of doubling our business volumes by 2030”, continues Sophie Bigaignon.
Another reason behind the decision to accelerate the pace of development is that the agricultural and manufacturing environments in which Groupe Roullier operates is experiencing an unprecedented level of intensification, creating a context in which agility is a central factor.
Four pillars synonymous with resilience
Ambition 2030 is built around four pillars. Building close customer relationships has been a cornerstone of the business throughout its history. 40% of our employees work on the frontline of our business in direct contact with farmers and partners in industry. A similar proportion operate our in-market production facilities. It is the resulting network of regional coverage that gives us the opportunity to see changes in farming and industry practices at first hand, identify emerging needs and support agronomic transitions. Innovation is a natural progression from these close relationships, and leads to the development of patented and validated products designed specifically to meet expectations around soil fertility, plant nutrition, stress management, biostimulation, biocontrol and animal nutrition. Within the Group, innovation is also changing our working and recruitment methods in combination with the widespread encouragement of a mindset that fosters entrepreneurial initiative and individual responsibility.
«We must be able to anticipate structural changes and respond appropriately to external shocks
by applying the pragmatic approach that has always typified our business.»
Thomas Georgelin, Deputy Chief Executive Officer
Lastly, operational excellence is also what ensures the structural strength of the entire system. “We’re investing heavily in upgrading, optimising and updating our production facilities,” says Thomas Georgelin. By giving us the opportunity to test the producibility of innovations ahead of the large-scale rollout to give us the certainty of production performance and product quality, the modular pilot plant is one way we can achieve operational excellence. Employee safety is another important component, and is therefore monitored at the highest level of the Group.
«Our target is clear: doubling our business volumes by 2030 by promoting organic growth from scaling up our activities, at the same time as protecting the security, long-term future and independence of the Group.»
Sophie Bigaignon, Chief Executive Officer
Exploiting the full potential of our markets
The four pillars of Ambition 2030 all interact to strengthen each other. Close customer relationships power innovation. Innovation sets us distinctively apart from competitors. Operational excellence makes this distinctive identity a tangible reality. Sustainable products ensure that our model is fit for purpose over the long term. “It’s a virtuous circle that improves our resilience to difficulties and problems”, emphasises Sophie Bigaignon.
Unlocking our full potential between now and 2030
Thomas Georgelin is focusing on maximising the opportunities presented by existing markets. “We have many growth drivers: unleashing the full potential of our markets by building even closer relationships with our customers, driving innovation to develop high added-value solutions, incorporating sustainability at every stage of the process, and improving our operational excellence and safety standards.” Sophie Bigaignon sees the planned increase in the workforce as a key lever for change. “But our DNA will remain exactly the same: a group of companies faithful to its family and entrepreneurial values, and focused on secure growth.”