In 2022, Groupe Roullier reached a new milestone with a CSR strategy built around a clear ambition: to make corporate social responsibility a shared and sustainable approach, fully embedded across its activities.
This initiative built on the many actions already undertaken by the Group’s subsidiaries, in line with their respective businesses and challenges.
Three years later, this first roadmap comes to an end with tangible achievements, now recognized by EcoVadis, which ranks the Group among the top 15% of companies assessed by the organization.
Beyond the results achieved, this approach has helped lay the foundations for a collective ambition and prepare the next stage: scaling up to accelerate the Group’s transitions.
Looking back on these three years of the Group’s CSR strategy, what is your assessment?
This first structured and measurable CSR strategy marked a foundational step for the Group. Our ambition was first and foremost to launch a shared approach, establish common priorities and provide a framework for our actions, whether newly developed or already implemented within our activities.
Three years later, the overall assessment is positive. We have strengthened our governance, launched numerous initiatives across all our activities and advanced the CSR culture throughout the Group.
Beyond the results achieved, however, this strategy has above all enabled us to build solid foundations. We have learned how to manage our challenges more effectively, measure our impacts, share common methodologies and further integrate CSR considerations into our decision-making processes and ways of working.
This first roadmap allowed us to take an important step forward. It now provides us with the foundations required to pursue a stronger ambition and accelerate our transitions.
In your view, what are the main achievements of this strategy?
This approach has led to the development of concrete actions closely aligned with the challenges and specific characteristics of each of the Group’s activities.
All business activities committed to improving the impact of their offerings and all recorded significant progress, with several achieving or exceeding their objectives. This is the case for TIMAC AGRO, which maintained a rate of 100% of new technological product launches designed to maximize crop efficiency while improving environmental benefits. Terresis significantly accelerated the integration of recycled raw materials into its refractory products. Paticeo now exceeds 80% French sourcing for its strategic ingredients, while Phosphea has seen its range of committed solutions, focused on animal welfare, reduced emissions and feed efficiency, account for more than 10% of its sales volumes.
The Packaging division increased the share of recycled raw materials incorporated into its products to 12%. This momentum continues, with objectives adjusted to reflect market developments and changes in recycling channels. The lessons learned will also help shape the ambitions of our next strategy, which will expand this approach to encompass the entire product life cycle.
Strong momentum was also observed in the social and societal dimensions. All subsidiaries developed internal training programmes designed by employees themselves and strengthened their commitment to local communities through sponsorship, philanthropic initiatives and skills-based volunteering programmes. This momentum will be further amplified in the next strategy, which will build on existing initiatives while opening new avenues related to skills development, employee engagement and our contribution to the communities in which we operate.
This demonstrates that CSR is not driven by a few flagship projects but by the daily commitment of teams across the entire Group.
Not all objectives have yet been achieved. What lessons have you learned from this?
This strategy has enabled us to measure the progress made, but it also shows that some transformations require more time. While the majority of objectives have been achieved, others require sustained efforts over the long term and will therefore be carried forward into our next roadmap.
This is particularly true for safety. Significant progress has been made thanks to the commitment of our teams and the strengthening of our prevention initiatives, including audits, safety routines and awareness-raising events. The Group’s accident frequency rate has decreased by two points, even though we have not yet reached our target level. Since 2024, our internal prevention framework has been reinforced with increasingly demanding standards to accelerate the continuous improvement process at every site.
Access to training remains another area for improvement. While the overall level remained stable during the period, we now aim to accelerate this momentum in order to further support skills development.
Lastly, some challenges, such as reducing greenhouse gas emissions, are by nature long-term journeys. These three years have enabled us to improve the reliability of our data, gain a deeper understanding of our impacts and identify the levers that will deliver the greatest effect in the years ahead.
How has the 2022-2025 strategy prepared the way for the next one?
This first strategy taught us a great deal. It confirmed the most effective levers, highlighted the areas where we need to go further and strengthened our understanding of stakeholder expectations. More than 200 stakeholders were consulted to assess this first roadmap and identify the most material issues for the years ahead, in line with the requirements of the European CSRD directive.
Ultimately, this strategy enabled us to build the foundations. The next one must allow us to scale up. It builds on the work already undertaken while adopting a broader view of our value chain and a strengthened ambition: accelerating the transitions required for the Group’s development by acting on our operations, products, employees, partners and the communities in which we operate.
Faced with climate challenges, resource scarcity and evolving market conditions, we are convinced that sustainable performance will depend on our collective ability to transform our business model. That is the ambition of this new strategy.