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G R O U P E R O U L L I E R

A S T R A T E G I C P L A N

W I T H I N C R E A S E D

F O R W A R D V I S I O N

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 Off icer .

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

f ifty 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 intensif ication 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 f irst 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

specif ically 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 .

Sustainable products form the third pillar of Ambition

2030 . The challenge here is to implement exemplary

production conditions that meet all three key requirements :

environmental , social and economic . From process

decarbonisation to improving the energy mix , ensuring

rigorous selection and enhanced traceability of raw

materials and protecting biodiversity around our own

facilities and at customer sites every investment is targeted

to balance competitiveness with responsibility

We must be able to anticipate

structural changes and respond

appropriately to external shocks

by applying the pragmatic

approach that has always

typif ied our business

Thomas Georgelin

Deputy Chief Executive Off icer

A M B I T I O N 2 0 3 0