A committed group

We put our notion of commitment into practice and have used it to boost our performance since the Group was created more than 60 years ago, when we were becoming pioneers in the transformation of mineral materials to improve nutrition for living things. Today, the diversity of our activities and the passion of our 9,200 employees offer a multitude of perspectives on a collective response to our stakeholders’ expectations.

With the definition of our road map and our 3 commitments, we are reaffirming our heritage and building on our capacity to self-evaluate in order to take our impact management further. These commitments translate into concrete action, both at the global and local levels, driven and carried out by our professionals and support functions with a common ambition: Growing Together.

OUR EXTRA-FINANCIAL PERFORMANCE REPORT 2021

Growin together

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Our engagements

Accompanying

Accompanythe changes towards a sustainable and efficient agriculture

Contributing

Contributingto the development of employees and partners

Protect

Actingfor the benefit of our operating regions alongside our customers

Accompany the changes towards a sustainable and efficient agriculture

In order to form a collective front to face the numerous mutations currently shaking the world of agriculture (demographic growth, climate change, soil depletion, etc.) we are committed to speeding up the development of our production models, in concertation with partners, while at the same time offering innovative, durable, and efficient solutions.

Main challenges:

Sustainable innovation
Contributing to the circular economy
Combating pollution and climate change

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256 research partnerships
53 % recycled water
82 % waste recycled
35 % of biomass amoung energies consumed by the Group

Contributing to the development of employees and partners

Because they provide the Group with the collective energy it needs to progress, we commit to supporting our employees by guaranteeing their safety, well-being and employability. This commitment also applies throughout our value chain, in particular to suppliers, by building new modes of partnership that are both close-knit and long-lasting.

Main challenges:

Encouraging skills development
Continuously improving working conditions
Ethical and sustainable purchasing

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17 hours of training delivered on average per employee
9,650 internal security visits
27 % of the Group workforce are women, 1/4 of all managers are women
402 trainees and apprentices

Acting for the benefit of our operating regions alongside our customers

Through our local, national, and international presence, we will seek to foster development in the areas where we’re located. We aspire to contribute in a way that is concrete, transparent, and fulfills our stakeholders’ expectations. For our clients, this means a closer relationship and reinforced support on the journey to more sustainable and profitable practices.

Main challenges:

Helping regions and customers change the way they operate
Boosting local economies
Building new models for dialogue and community action

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93 employee-led presentations in schools*
85 production plant visits made by external visitors*
118 non-profit organisations supported
434 tonnes of food donated
*Indicators strongly impacted this year by the health crisis

FOCUS ON OUR ACTIONS

LOOP : Phosphea's global energy efficiency strategy

TIMAC AGRO: an employee experience sharing and training network

The UFS: a new facility for employee wellbeing

Our Responsible Purchasing Policy

LOOP : Phosphea's global energy efficiency strategy

The LOOP (Let’s Optimize our Operations Performance) project introduced by Phosphea in 2018 has significantly reduced the company's consumption of electricity and natural gas at its 5 feed phosphates production plants. The initiatives implemented cover a diverse spectrum, from the installation of variable speed drives and operated screening to optimising drying processes by installing additional insulation and reducing the amount of water introduced into the process. In addition to these initiatives, the company monitors its energy consumption on a daily basis to continue improving its performance and identifying any potential energy losses. This reduced energy consumption per tonne produced by 19% between 2018 and 2020, which equates to 21 GWh per year, or the annual energy consumption of around 2,700 French households.

TIMAC AGRO: an employee experience sharing and training network

Experts Training events are interactive training get-togethers for Product Managers and Technical and Sales Managers covering a broad range of current technical and innovation issues. They are designed to facilitate sharing of the latest knowledge on Plant Nutrition and Animal Production, at the same time as discussing cross-company issues, supporting the emergence and rollout of innovations, and encouraging subsidiaries to look to each other for inspiration. To meet all these needs, an average of three sessions have been held every year since the programme was launched in 2017. During the COVID-19 pandemic, video conferencing replaced face-to-face meetings. The format was also shortened from one or two days to two hours.

“Although we all regret the loss of physical contact, it has allowed us to target a wider audience and increase participation to include more than 80 people from 30 countries. The opportunity to stream recorded sessions has also extended their reach.”
Jessica Da Costa, Product and Sector Development Manager at TIMAC AGRO.

The UFS: a new facility for employee wellbeing

Construction of the new building close to the Group head office in Saint-Malo began in 2019, with an opening date in June 2021. The UFS (Universe of Fitness & Sport) is a new 3,000 m² meeting and wellness centre for the exclusive use of our employees and all members of our AS TIMAC sports and cultural activities club. Three sports facilities (including a fully-equipped gym), a restaurant, two rooms for arts and other leisure activities, and many other relaxation spaces are available to all employees over a very wide range of opening hours during the week and at weekends. Our intention in creating and equipping this building is to make it easier for our people to engage in physical activity and leisure pursuits in optimal surroundings close to their workplace. In this way, we are making an active contribution to their wellbeing and personal development by providing a broad range of activities and support resources and giving people the opportunity to build relationships and share experiences in a single setting.

“Sport is about pushing yourself further, and doing so with humility, discipline, passion and teamwork. Sport erases all differences in terms of age, gender, status, education and income. These are the values on which our corporate culture is built.“
Jennifer Braem, UFS Director

Our Responsible Purchasing Policy

With impetus provided by the Group CSR and Ethics & Compliance policies, our Purchasing Department has also taken the decision to integrate sustainability principles into its long-term strategy. Following on from the initial 2019 Responsible Purchasing awareness and training package rolled out to the entire French Purchasing community (Group and subsidiary companies), 2020 took this initiative into a new phase: formalisation of a Responsible Purchasing Policy. Following a successful appeal for volunteers from the Purchasing community, the Department put together a dedicated working group of 6 buyers representing all Group business lines. They were set three goals: to work together on co-constructing a Responsible Purchasing policy, define and implement indicators to measure the impact of our policy, and share good practices. The policy is based on, and structured around, the Sustainable Development Goals so that suppliers can also focus on our shared interests and goals. As a cornerstone of commitment for all our buyers, the policy is designed to unite the entire purchasing community around shared core values and be disseminated internally and externally, first in France before being rolled out internationally. Once fully in place, every buyer will have the opportunity to contribute their best practices to the community as part of helping to build the skills of all their peers throughout the Group.

« Responsible purchasing is an opportunity to create sustainable value for the company. »
Julie Agaësse, Purchasing Director - Goods & Services

Download the Responsible Purchasing Policy

Since 2020, the Groupe Roullier and its subsidiaries have officially joined the international movement of the United Nations Global Compact - a move that represents another step forward in our corporate responsibility strategy, and allows us to bolster our societal commitments on an international scale. Through participation in the Global Compact, we hope to both sustain our actions in favour of the Global Compact’s Ten Principles - which cover human rights, labour standards, the environment, and anti-corruption efforts - and contribute to the achievement of the 2030 Agenda’s 17 Sustainable Development Goals (SDGs).

Previous editions

DPEF 2018 DPEF 2019 DPEF 2020