OUR MAJOR RISKS

CHALLENGE RISK DEFINITION OPPORTUNITY

Safe, healthy products and

services

Effective quality

management of our

products and services

This risk impacts many links in the value chain: product manufacturing processes (as a result of shortcomings in

quality control and raw materials), and the way our products and services are used or consumed by end users

(including consumers downstream of the food chain). More specif ically, these are mainly reputational, regulatory

and f inancial risks.

Higher levels of product added

value and customer satisfaction

Sourcing

Product-related environmental

impacts

Measuring and controlling

environmental impacts

throughout the value chain

(sourcing and use)

Our products have the potential to impose direct and/or indirect environmental impacts (greenhouse gas

emissions, pollution, biodiversity, etc.) at every stage of their lifecycle, from the choice of raw materials to

manufacturing and use.

Premium positioning of our

products at every link in the value

chain, giving us a decisive edge

in markets

Lower GHG emissions

Water management

Controlling the energy and

water consumption of our

production processes

This risk applies to the management of water and energy resources on Group manufacturing and service sites,

as well as the prevention of air, water and soil pollution and associated greenhouse gas emissions. As with all

environmental risks, these include f inancial, regulatory and reputational risks.

Usage optimisation, cost

reduction, manufacturing

innovation and good stakeholder

relationships

Lower GHG emissions

Pollution and ecosystem impact

prevention

Preventing and recovering

waste and waste materials

(including non-energy-

related GHG emissions)

The Group’s manufacturing sites have a role to play in managing their waste and the ways in which they dispose

of materials where these have the potential to result in local air, water and soil pollution and/or greenhouse gas

emissions�

Recovery of by-products,

lower costs, better working

environments and good

stakeholder relationships

Occupational Health & Safety

Ensuring the health and

safety of our employees

and subcontractors

All Group businesses have direct responsibility for limiting the exposure of their employees and subcontractors

to a broad range of physical and psychological risks (occupational accidents, psychosocial risks, occupational

diseases, etc.). Increased vigilance should always accompany non-standard activities or working conditions

(health crises, non-standard processes, etc.), which may differ depending on local cultures and constraints. As

with all employee-related risks, these include f inancial, regulatory and reputational risks.

Employee and subcontractor

wellbeing and performance

Talent management and training

Attracting employees

and supporting them

through their professional

development

The Group must limit the risk of talent drain, ensure ongoing employee engagement and maintain their

employability and their interest in the work they do. These measures anticipate the transformational change and

evolution of all professions and areas of expertise in order to address the aspirations of rising generations and

help experienced employees adapt to changes in their professions, reduce the costs associated with employee

turnover and training, and limit knowledge loss. As with all employee-related risks, these include f inancial,

regulatory and reputational risks.

Talent retention and employee

performance

Ethics

Implementing business

ethics, anti-corruption,

professional conduct and

transparency good practices

Failure to successfully address these risks, the majority of which relate directly to regulatory requirements (e.g.

the French Sapin 2 law on transparency, the f ight against corruption and the modernisation of economic life),

could have f inancial, legal and reputational impacts right across the Group.

Risk management, good supplier

relationships and f inancial

performance

Stakeholder dialogue

and regional identity

Listening to the

expectations of our

stakeholders and operating

regions

The expectations of all stakeholders with a direct or indirect interest in the Group’s activities are addressed through

consultation, integration or dialogue structures, governance structures and processes that measure the stakeholder

impact of our business activities. Stakeholder dialogue is an integral part of anticipating and understanding the

societal challenges posed by the Group’s business activities, and contributes to our management of business risks

and opportunities. Risks related to stakeholder expectations pose the risk of business disruption if stakeholder

expectations are not met.

New regional collaborations,

strong local roots and societal

performance

Our risks and opportunities

OUR SECONDARY RISKS

Ensuring equal opportunities

Measuring and controlling our impact

on biodiversity

Ensuring that environmental and social criteria are

integral to research and development projects

Controlling the social impacts of our value chain

(in terms of human rights and duty of care)

Commitment 1 Commitment 3 Commitment 2 Commitment 5 Commitment 4

37 Non-Financial Performance Statement 2023