csr report - axereal

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Social Responsibility

Our choices, our commitments

Land and people for the future

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The world we live in is undergoing profound and rapid change. Globalisation now shapes both trade and production. It is driving a number of developments, constraints and expectations. It is up to us whether we simply tolerate them or identify opportunities on which to build a future for our organisation.

Every business has impacts on society, people and the environment through its activities. Our Corporate Social Responsibility (CSR) strategy is a formal expression of our desire to make our impacts more positive. It is an opportunity for Axéréal to build an effective, sustainable development model, and in so doing play its part in society.

As an organisation that sits at the heart of a changing ecosystem, Axéréal is committed to its strategy and bases its approach on the idea of creating value for its customers, its employees and its members. We are committed to improving our economic, social and environmental performance.

This document is a way for us to present our CSR strategy to our stakeholders in line with our vision of development and our commitment as a responsible corporate citizen.

Philippe de Raynal C.E.O Axéréal Group

Our CSR strategy is an opportunity for Axéréal to build an effective, sustainable development model, and in so doing play its part in society.

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Farmers decided to create the agricultural cooperative to pool the production, processing and marketing for agricultural raw materials. Our members own the share capital and run the cooperative on a democratic basis. We are stronger together.

Cooperatives have numerous advantages in terms of stability since they cannot be floated on the stock market and cannot be outsourced. The Axéréal cooperative supports economic and social development in the territories in which it operates.

The Axéréal cooperative : a responsible system

Grain BusinessUnit

Business Units17 regions17 sections17 regional councils

Delegates

Shareholders'meeting

AXEREAL BoardChaired by JF Loiseau

7 committees

Bureau

Supervisingdirectors

International trade – Malting – Milling – Animal Feed –

Specialised Activities

“Regardless of the size of a cooperative, what is

fundamental is its ability to work in the collective interest

towards a long-term goal. The quality of our local

representation on the ground is essential.

Dialogue is an ongoing process. That’s how we build Axéréal.”

Jean-François Loiseau Chairman

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CSR : a strategic leverThe Axéréal group has taken a pragmatic, realistic approach to managing Corporate Social Responsibility. Understanding how to develop long-term, sustainable initiatives is the basis of our culture as both an agri-cultural cooperative and an industrial group. We apply the ISO 26000 standard in our approach to continuous improvement for sustainable development. This document sets out our commitments on the seven central issues in CSR. From governance to the environment, nothing is overlooked.

Axéréal’s management wanted to develop a shared, coherent and comprehensive vision of our responsibility from customer to seed, incorporating all our areas of activity. We have therefore established a network of repre-sentatives in the six business units. These are the KEY PEOPLE in CSR, each listening to their own stakeholders. They identify and measure the main effects of collecting and processing grain and other activities on society, people and the environment. The network is run by the Group CSR department, allowing us to monitor the relevant indicators for each sector.

Céline Montauriol, Axéréal CSR Manager

Milling

Malting

Julie Nenquin

Virginie Delorme

Nathalie Leprêtre

Caterine Deschamps

Human Resources, Communication,

Animal Feed

Eric Bastide

Bérengère Hoez

Group Support: Cross-functional Group departments,

Indirect purchases and Finance o�er their expertise to all business units.

International Trade

Olivier Combes

Specialised Activities: Distribution, Vines, Galys Laboratories

Béatrice Gilibert (Galys).

Other businesses: underway

Grain Business

The correspondents network

RESPONSIBLE

COMMITMENT

SOCIETY

WOMEN

CLIMATE

TERR

ITO

RYST

AKE

HO

LDER

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SUSTAINABILITY

PRACTICES

ENERGY

IND

ICA

TORS

VALU

ES

DEVELOPMENT

ECO

NO

MY

GOVERNANCE

ENVI

RON

MEN

T

CO2

MEN

PERFORMANCE

We are fully aware of our social footprint and committed to a voluntary continuous improvement as a good corporate citizen.

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Governance. ....................................................................................... 6

Local economic impact ..................................................................... 10

Response to society’s food expectations......................................... 11

Labour relations and working conditions ....................................... 12

Human Rights....................................................................................14

Fair and ethical practices.................................................................. 15

Environmental compliance ..............................................................16

Indicators........................................................................................... 20

Raising employee awareness day-to-day........................................ 22

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Governance

It is essential that we continue along the same path to retain our credibility with our malting customers. Boortmalt’s customers are already highly committed to sustainability strategies. Some are even aligning their internal CSR programme with the UN’s 17 Global Goals For Sustainable Development agreed by 193 world leaders on 25 September 2015. Our customers are showing real interest in their suppliers’ sustainability strategies, in particular those undertaken by Boortmalt.

Interview with Yvan Schaepman C.E.O Boortmalt Director, an Axéréal subsidiary

We are reducing the amount of water and energy required for each tonne of malt produced.

Boortmalt is a responsible business, insofar as it has

given itself the resources to improve safety and reduce its carbon footprint from year to year. Our policy of gradually incorporating renewable energy sources

into our energy portfolio is another indicator of that responsibility. We have also developed an operational excellence programme

called BOpex, which aims to eliminate all unnecessary losses associated with the business.

Research and Development is also helping to develop solutions for more efficient use of water and energy. Looking ahead to the future, we have launched a theoretical study internally, with the aim of assessing the scale of the challenge become the leading international maltster with no CO2 emissions.

Almost half our investment budget is spent on reducing our carbon footprint.

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GovernanceInterview with Tanguy Poupart D.C.E.O. Grain Business, Milling, in charge of Innovation and R&D

Axéréal has committed to a Corporate Social Responsibility strategy from customer to seed. Our customers are international and most of them have developed their own CSR strategy. They are looking for partners and suppliers who have made the same commitment to a quality policy. What’s more, we are operating in a cereals market with a surplus at the global level. It’s therefore important that we stand out from our competitors in other countries. For us, our CSR strategy is a way of differentiating ourselves and retaining our customers’ loyalty. That said, we need to remain competitive: price is still the main selection criterion. A business’s CSR strategy will become increasingly important until it becomes a market standard.

Over 50% of Axéréal’s grain production is exported.

We export around 50% of what we harvest; Axéréal‘s preferred logistics option is rail transport, which is used for 60% of our operations. It’s the clear ecological choice. SNCF Réseau (former Réseau Ferré de France), which is responsible for track maintenance, has cut its investment significantly. Axéréal had to provide joint funding, along with the departmental and regional authorities, to renovate a section of track to avoid its being closed and having to use lorries to transport our goods.

Another example of a strategic choice made by Axéréal is river transport. We have just finalised a €4.5 M investment in Montereau, in partnership with the Cavap cooperative. The river terminal will allow us to ship 250,000 tonnes to the port of Rouen within three years, and eventually along the Seine Nord Europe canal to serve Dunkirk, Ghent and Antwerp. This system on the Seine joins the existing ones in Corbeil-Essonne and Limay in partnership with the Sevepi cooperative. The new site increases our loading capacity on the Seine to 500,000 tonnes.

If we want to improve our economic performance we have to produce the quality our customers expect. The environmental constraints in France and the lack of genetic progress in varieties have resulted in a stabilisation in the protein level, which is essential for good processing.

Improving the quality of our wheats.

Work with breeders on researching new varieties. Training with teams in the field on implementing

regulations. Development of Farmstar for an optimal

management of nitrogen fertilisation. Strengthen our expertise in batching in silos. Optimising of management of our port silos

with other regions. Research with our Galys laboratory, which is

innovating on sap analyses so that fertiliser is added at the right time.

We support our members in improving their economic and environmental performance.

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Governance

Animal Feed is a key participant in the circular economy.

Animal Feed offers an undoubted advantage for the circular economy: the by-products of some other industries become our raw materials. Bran and spent maize are both turned into feed! We are also working on energy efficiency and have been ISO 50001 (Energy Management) certified at some of our plants since November 2015.

Interview with Jean-Michel Boussit Axéréal Animal Feed Director

We have an R&D programme to reduce methane emissions.

Reducing methane emissions is an integral part of our environmental commitment and we have an R&D programme focusing on it. But methane is not our only

inroad into Corporate Social Responsibility.

Livestock breeding is a way of keeping natural spaces open. A meadow that is

not grazed or mown gradually reverts to woodland and becomes less beneficial in terms of biodiversity. The hedged farmland of

the Bourbonnais is a magnificent example of the type of environment that livestock breeding can encourage.

In addition to the positive impact on the landscape, we are a key player in the livestock breeding sector in central France and contribute to maintaining economic activity in rural areas.

Not only does livestock breeding benefit the landscape, we also contribute to maintaining

economic activity in rural areas.

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Governance

Axiane communicates with its stakeholders Group’s milling subsidiary

Axiane published its Corporate Social Responsibility policy in October 2015. Another step towards shared awareness for the Group. As the No. 2 French miller, Axiane Meunerie needs to manage its development in a way that respects the interests of its employees, its customers and citizens.

In order to meet its commitments, Axiane has developed a monitoring and improvement programme accompanied by tangible measures. The booklet, available on the Axiane website, aims to explain the key principles of the programme.

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Axéréal has long anticipated and incorporated these ongoing changes by diversifying its activities and developing the business internationally.

We have always been determined to build relationships of trust with all the stake-holders who are involved in our commercial process. The business has developed successfully on the basis of listening to them and involving them on a daily basis.

The 3 keys to our economic responsibility

Our economic responsibilityIn a highly competitive environment, with ever-more restrictive regulations, globalisation and market volatility, Axéréal must face numerous challenges in adapting its activities and ensuring the long-term viability of the business.

“ “

The agricultural world needs to build part-nerships to develop relationships of trust.

From local to internationalGuarantee business performance through a customer-focused strategy with an emphasis on international trade.

High-quality productsPromote the production of one of the largest cereal-growing regions in Europe by establishing long-term strategic partnerships.

A vision for the futureEnsure the long-term viability of our cereal activities thanks to an intelligent combination of innovation, agricultural production and marketing.

International development benefits local development. The Issoudun malting plant is a tangible example. Growth is now

driven by the international market, which means going out and finding opportunities. Barley is turned into malt in Issoudun, in the Centre-Val de Loire region, then exported to South America, Africa

and Asia from our port facilities in Antwerp.

Local economic impact

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Developing specialist sectorsAxéréal is developing specialist sectors to promote production from its members that offers high added value and in so doing, respond to consumer demand for well-known brands. This process is already underway but is set to become more clearly organised and be further developped.

Axéréal Bio is growing steadily. Centre Bio, its operational arm, is the no. 1 organic cereals operator in France, marketing 46,000 tonnes of grain.

Innovation: guaranteeing added valueAxéréal ‘s managers are confident that differentiation based on product innovation, brand creation and high-quality production are the keys to recognition of the professionalism and search for excellence that characterises members of the cooperative.

Creating well-known brandsAxéréal has launched its brand policy with its Axiane subsidiary, which focuses on the milling market. Axiane is positioned and recognised as an innovative, empathetic partner that proposes effective “product” solutions.

Their effectiveness has been proven by the growth of its “Cœur de blé” and “Cœur de maman” bagged flour ranges, marketed under the Ebly® brand.

Another illustration of this determination is the “Raison et Sélection® standard”, which promotes the high-quality, traditional flour sector that "La Croquise" products represent.

Supporting R&DAs a member of the “Céréales Vallée” competitive cluster alongside Limagrain, Axéréal contributes to research and development of new cereal varieties, particularly soft wheat, in order to meet the new qualitative and quantitative expectations expressed by our agro-industrial sectors.

R&D is also at the heart of our partnership with Tereos, which involves sharing commercial and industrial knowledge and know-how to provide more effective support for our customers’ development in Boortmalt’s export markets, particularly in emerging countries.

Response to society’s food expectations

Supporting organic producers

Volailles Fermières d’Auvergne Fleur de Colza with Lesieur Banette & Croquise in milling Ebly© production and brand

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Our values,our principles for action

Our ambition of establishing positive labour relations can be seen in numerous policies and initiatives:

Developing our employees’ skills throughout their career in the Group. The diverse range of jobs available. Internal mobility. Promoting an empathetic management policy. Putting in place agreements on well-being and gender equality. Establishing a head office that reflects our positioning and has been designed to

support our employees’ well-being (in terms of atmosphere, furnishings, acoustics, etc.), which enables them to work effectively.

At the same time, our strategy aims to establish a positive and constructive dialogue to plan for the future.

What are the next major projects with regard to the labour relations dimension of Axéréal’s CSR strategy?

We have just finished finalised the definition of Axéréal’s values and principles for action. Our role now will be to implement them in practice at all levels, so that they form an integral part of the workplace and are clear to the outside world. We are determined to increase our visibility by developing our employer brand. We also want to focus on developing collaborative working methods. It’s important that we now integrate our strategy in actions that have a real impact on performance.

Interview with Sophie Tuja Group Human Resources Director

What does the labour relations dimension of Axéréal’s CSR strategy mean?

For us, the Group’s men and women are the key to our performance, and we want to perform well over the long term.

What actions are you taking on a day-to-day basis?

It’s easy for Group employees to see that what they do is meaningful. We work for 13,000 cooperative farmers, so every action we take provides real, measurable added value.

Our HR policy is based on ongoing social dialogue within the Group that aligns with two of our values and fundamental principles for action: empathy and team work.

Building the future through sustainable labour relations.

Labour relations and working conditions

Performance Team WorkLeadershipEmpathyInnovation

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A clear target: zero injuriesIn the business we encounter“near misses”, minor occupational injuries and accidents that cause physical injury, and even some which are fatal. Aiming for zero injuries is a priority to which Axéréal is committed and on which it is taking action.

Driven by Axéréal’s HSE department, raising awareness about good practices, analysing major risks, becoming more aware of behaviours and manager involvement are all key ingredients in our action plan, which aims to make every employee a key actor in safety at work.

Create the conditions for employees to thrive

A fulfilled and therefore engaged workforce is synonymous with performance for Axéréal. Based on this conviction, our organisation is committed to actions that support its employees well-being at work. For example:

Development of empathetic management.

Covering the cost of travel from home to work for 10 years for employees who have been transferred to the new head office and are unable to move house. Introducing flexible working as a way of supporting change. Encouraging socially responsible actions outside the workplace, such as Axéréal employees volunteering for the Telethon .

Labour relations and working conditions

4.93% Absenteeism

rate

43 yearsAverage age

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Equality, gender balance and anticipationEqual opportunity is essential and concerns all businesses. As well as scrupulously avoiding any form of discrimination based on age, background, gender or disability, we are committed to implementing tools to promote diversity within Axéréal. This is an essential element in strengthening motivation and creating empathy between the company and its employees.

We are also preparing for the future of our organisation and its workforce. Through recognised training programmes with the clear aim of establishing a long-term relationship between current employees and the cooperative, but also through a strategy of anticipating future developments.

Equality in the workplace between women and men.

Our gender-equality policy has been formalised in a special agreement and extended to the whole cooperative.

The agreement revolves around the following major items :

Improve the gender balance in jobs with a small proportion of men or women. Encourage gender equality in internal promotions and guarantee non-

discrimination in internal mobility. Guarantee equal pay. Support employees find a good work-life balance.

Human Rights

Training and skills development

Training gives everyone the opportunity to play a proactive role in their professional development and secures our organisation’s expertise and know-how while support-ing our employees’ personal fulfilment and internal mobility.

By investing in training for its women and men, Axéréal is able to adapt continu-ously and develop its skills. The budget allocated to training is twice as high as the regulatory minimum.

In parallel to outside training activities, Axéréal has developed practical internal training initiatives aimed at sharing skills and good practices.

Because we are building the future every day, Axéréal supports its employees in developing and recognising their skills.

5.5% Group

Turnover

€2 Mallocated

to training

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Ethical relationships with customers and suppliersWe are aware of our customers’ growing need to ensure the sustainability of raw materials, including in trade practices.

We respect our customers’ codes of conduct but now we want to develop our own approach by defining our own ethical rules.

Keep up to date on about laws and regulations applicable to the area of activity concerned Monitor compliance with competition rules Prevent corruption and conflicts of interest Define rules on good business practices (donations, gifts, etc.)

Fair and ethical practices

Train employees in compliance with competition rules and good

business practices.

4 key points

We plan to develop a business ethics training plan for all of the Group’s commercial departments as well as Grain Business market leads (crop protection products, seeds, etc.).

Each employee will need a clear understanding of the legal issues, such as anti-corruption laws and competition legislation, but also how to apply the Group’s values and feel comfortable handling ethical dilemmas.

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Environmental compliance

Can you look at this technique objectively; does it really work?

We’ve been working on this for almost 15 years. We have therefore developed real expertise in implementing a comprehensive service offering, from soil charac-terisation to the use of satellite imagery. By developing models, and thanks to our know-how in database management, we are in a position to deliver optimal advice that’s easy for the farmer to put into practice.

Most of these initiatives are run by our Agronomy department and involve cross-functional exchanges of information between members, the department's engineers, technical staff and advisers on the ground. Alongside our actions to support responsible agriculture, Axéréal works with local and national partners on biodiversity.

As we are aware of the potential impact of our activities on the environment and recurring examples of public mistrust in this area, our cooperative is developing solutions for competitive, responsible agriculture.

Interview with Caterine Deschamps Director of Agronomy and Innovations, Grain Business

What are your main projects for the next three years?

We are particularly keen to develop precision farming and make it available to as many of our members

as possible. This objective is entirely in line with our commitment to our members’ performance in three areas: economic, social and environ-mental.

What exactly is precision farming?

Precision farming is about delivering the right quantity to the right place at the right time. In short

that helps to prevent wasting pesticides and fertilisers and also water. It does, however, require some

investment in technology. So we need to help make it accessible to our farmers.

Putting innovation to work protecting soils and

biodiversity.

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Axéréal supports its members in implementing crop practices that respect the natural environment and offers its customers transparent monitoring of its actions.

For its customers, Axéréal offers a series of relevant analysis tools

Life-cycle analysis of our products Quantification of their environmental impact

Carbon footprint Grams of CO2equivalent emitted per kg of product

Grey water footprint Volume of fresh water required to dilute pollutants

Blue water footprint Volume of water taken from surface water or groundwater sources

Green water footprint Volume of rainwater evaporated or transpired as a result of cultivation

So-called “ecological” footprint Surface area needed to produce a kg of product

For its members, Axéréal provides high-performance decision-making tools

Farmstar A crop management and fertilisation tool deployed across 230,000 ha in 2015.

Stratéos A “turnkey” approach to adjusting sowing densities and applica-tions of manure and fertilisers. Target for Stratéos and adjustments within a parcel of land: 10% of the surface area by 2020.

Phylia A tool to manage interventions against wheat diseases.

FARMSTAR

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Increasing involvement in climate changeOperations directors are supported in their development initiatives through expe-rience sharing, technological and regulatory intelligence, and a growing network of experts. In February 2014, the Group continued its organisation of this area and created the Energy Club as a knowledge-sharing and development body.

One tangible result of the Group’s involvement in energy-transition targets is that Boortmalt obtained ISO 50001 certification in July 2015, followed by the majority of the Animal Feed Sector in November 2015, for the production sites and trans-port in St Germain-de-Salles, Le Malzieu, Feurs, Lapeyrouse and Pouligny-Notre-Dame and the poultry production organisation company Force Centre.

Don’t wait for ready-made answers and encourage collective intelligence and

partnership as part of a process of continuous improvement.

Energy Management Certification

Energy consumption(electricity + gas) consumed per activity

Malting 81%

Animal Feed 3%Milling 3%

Grain Business 13%

MALTING

July 2015 November 2015 Underway

ANIMALFEED

MILLING

“ ISO 50001 certification recognises the performance of our energy management and

monitoring system but there is always more work to be done. ISO 50001 implies continuous

improvements in energy efficiency at each of our 10 malting plants

and there are still plenty of opportunities.

So the work goes on! “

“Being ISO 50001 certified is a starting point for a more comprehensive, innovative approach to energy that is linked to sustainable development. We need to continue to improve the energy performance and competitiveness of our production facilities, and reduce our energy consumption and environmental impact, in particular in terms of greenhouse gases.”

Joris Van Valckenborgh,Energy Director Boortmalt

Jean de ChanayIndustrial Director, Animal Feed cluster

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Good sense and intelligence

Increasing waste recovery

Alongside our energy performance, it was also essential to rethink processing- related production procedures with the aim of moving from a linear to a circular economy, where the waste from one stage becomes a resource for the next.

An optimised, responsible supply chain

Transporting and supplying goods are generating an increasing volume of shipments and deliveries. Axéréal is aware of the impact of these activities on the environment and implements an active policy to reduce the impact of transport and logistics operations.

With this in mind, we have mobilised significant human and financial resources and implemented numerous initiatives. For example:

Conducting an annual GHG assessment at all our sites. Raising awareness among our members and carriers by encouraging them

to use direct delivery for both supplies and shipments. Using rail or river freight for over 65% of transport operations. Regularly updating our fleet of heavy goods vehicles with cleaner, more

efficient lorries.

10 tonnesof electronic waste 100% recovered

2,000 tonnesof agricultural waste collected and recycled by Adivalor

100% of paper purchasesenvironment-friendly

2,280 tonnes of by-products recovered through circular economy circuits

100% of our drivers trained in fuel-efficient driving by 2016

30,000 MWh saved and recovered in financial terms through EnergySavings Certificates

Loading a barge at the river terminal in Montereau

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AREAINDICATORS

Global Reporting Initiative equivalent

VALUESPERfORmANCE

2014 Evolution vs 2013

WORkfORCE: WOmEN AND mEN

Workplace injuries G4-LA6

- Frequency rate1

per millions of hours worked

- Severity rate2

per thousands of hours worked

29.1

0.50

+0.3

-0.45

Total absenteeism3 G4-LA6

in % (Axéréal ESU [Economic and Social Unit] only)

4.93% -2.2%

Employee training G4-LA9

€ (millions) 2 -

AREAINDICATORS


VALUESPERfORmANCE

2014 2015 Evolution

ECONOmy AND LOCAL DEVELOPmENT

Economic value created G4-EC1

€ (millions) 285 307 +7.8%

Economic value distributed G4-EC1

€ (millions)

- Operating costs

- Employee wages and benefits (excluding vehicles)

- Payments to providers of capital

- Payments to the Government

2,796

166

34

36

2,863

171

34

36

+2.4%

+3.2%

-

-Direct employment G4-LA1

Number of employees at 1st January 3,193 3,218 +0.8%

Key indicators Scope: all Group business units in France and internationally, excluding specialised activities

Data from 1st January to 31 December 2014

Data from 1st July to 30 June

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AREAINDICATORS


VALUESPERfORmANCE

2014 2015 Evolution

ENVIRONmENT Energy consumption

G4-EN3/EN5

- Total GWh (all energy sources)

- in kWh/tonne processed

1,062

0.45

1,146

0.47

+8%

+0.02

(not significant)

Greenhouse gas emissions

G4-EN15/16/18

- in thousands of tonnes CO2 equivalent

- in kg CO2 equivalent/ tonne processed

254

103.72

250

97.44

-1.4%

- 6.28

Water consumption

G4-EN8

- in thousands of m3

- in m3/tonne processed

4,098

2.17

3,939

1.98

-3.9%

- 0.19

Waste and by-product production

(Milling and Animal Feed only)

G4-EN23

% recovery

- tonnes of by-products

49%

1,550

52%

2,280

+3%

+47%

1) Frequency rate = (Number of days with lost time /number of hours worked)*1,000,000. 2) Severity rate = (Number of days lost/number of hours worked)*1,000. 3) Absences included : Sick leave, workplace injuries, travel injury, occupational illness, maternity and paternity leave, special family leave, sick child leave, parental leave, exceptional leave, unpaid leave, sabbatical leave, business creation leave, unauthorised unpaid leave.

Data from 1st July to 30 June

Key indicators

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The open day on 10 October 2015 welcomed 550 participants!

All Axéréal’s activities were presented by employees from the Group’s Head Office and Business Units. The reason the open day was a success was that it had a simple objec-tive: raise awareness about Axéréal’s activities and give different teams the chance to meet each other. Practical, attractive and fun messages appealed to children as much as parents. CSR is often a very abstract concept rather than being put into practice in businesses. Axéréal chose to get the Group’s employees involved very early on in the process.

Calling on employees’ artistic talents to personify CSR In April 2015, we called on our employees’ creative talents. A drawing competition was organised to create our CSR mascot. Employees from five different countries submitted entries. CESAR was born!

The name uses the letters from the French and English abbreviations RSE (Responsa-bilité Sociétale des Entreprises) and CSR (Corporate Social Responsibility). With the letter A for Axéréal as well, CESAR is off to discover the Group’s responsible actions! The mascot will help to create a shared culture for all our commitments.

Raising employees’ awareness day-to-day

CSR STRATEGY

CSR STRATEGYCSR STRATEGYCSR STR

ATEG

YCS

R ST

RATE

GYFirst name: César

Job title: Axéréal CSR mascot

Address: Everywhere CSR actions take me

Date of birth: 12 May 2015

Nationality: Axéréalian

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3,218

Employees

360

Silos

12

Countries

€3,2 B

Turnover

13,000

Members

6

Activities

24

36, rue de la ManufactureCS 40639

45166 OLIVET CEDEX FRANCE

Phone: +33(0)2 34 59 51 00

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Land and people for the future