FINANCIALREPORTYEAR 2022
Roquette GroupROQUETTE RESTRICTEDMANAGEMENT REPORT

02NOTE 8DECLARATION OF EXTRA-FINANCIAL PERFORMANCE

Since 2018, a significant change for extra-financial reporting,brought about by the transposition of the European Directive on
extra-financial information (2014/95/EU), into French law, which
modifies Article L225-102-1 and R225-105 of the French Commercial
Code in its version that was initially amended by the Grenelle II law.
This new approach is an opportunity for the Group to bring its sustainable development approach to the forefront.
Through a description of the Group's business model, the main
issues related to Corporate Social Responsibility (CSR) and theactions implemented to address them, this report reflects how theGroup meets the expectations of all its stakeholders, creates value
for the Group, its shareholders, its customers, its employees, andinteracts with its ecosystems.

REGULATORY FRAMEWORKThe Group's corporate, social, and environmental information
has been defined, consolidated, and analyzed as of December
31, 2022. In order to respond to the regulatory framework, theGroup describes in this extra-financial performance declaration thecompany's business model, the main CSR challenges linked to its
business, or to the use of its products and services, as well as thepolicies applied in order to meet these challenges and their results(including selected performance indicators). In accordance with the
new regulation, this report will be made available on the Group's
website.
KMPG was tasked with verifying this information as an independent third-party body and Co-Auditor. This resulted in a reasoned
opinion attached to this report concerning the compliance andsincerity of the extra-financial performance declaration. The measurement and reporting procedures were inspired by best practices
and established by a team of experts representing the Group's various departments and business lines. The latter were shared anddistributed in order to consolidate the qualitative and quantitative
information as of December 31, 2022. These methodologies are partof a continuous improvement process within the Group.
This report meets the requirements of article R 225-105-2 of theFrench Commercial Code on the Declaration of consolidated ExtraFinancial Performance concerning the period ended December 31,
2022, in application of the provisions of article L 225-102-1 V of theFrench Commercial Code and of decree no. 2012-557 of April 24,
2012 such as modified by order no. 2017-1180 of July 19, 2017 andof decree no. 2017-1265 of August 9, 2017.
The consolidation scopes cover all the activities in the world overwhich the Group has operational control. Any scope limits aredescribed below.

1. Social Scope
Depending on their type, social indicators and data refer to one of
the following consolidation scopes (unless otherwise specified):• Group Scope: Roquette Frères and all its subsidiaries that are
directly or indirectly more than 50% controlled as of December
31 of the reference year.
• Restricted Scope: Roquette Frères and all its industrial subsidiaries with a workforce of more than 50 employees, directly or
indirectly controlled by more than 50% and belonging to theGroup for at least one year as of January 1 of the reference
year. This restricted scope is justified by the operational complexity of reporting certain social indicators and data.
In 2022, the Group's scope of consolidation is unchanged compared
to 2021. On the other hand, the restricted scope included the addition of a site: Crest Cellulose, a recent acquisition by the Group.
In 2022, the Group’s workforce was comprised of 8,252 employees, including 447 temps (fixed-term contracts and work-study
contracts). Recall that the workforce in 2021 was 8,129 employees.
As of December 31, 2022, the Restricted Scope represented nearly
96% of the Group's permanent workforce (7,528 employees out of
7,805).
The Group collects information as follows:• The data required for social reporting is extracted from theGroup's Human Resources Information System (HRIS) which
was set up in 2017 for the main subsidiaries. Management
and updating are decentralized to the subsidiaries' Human
Resources departments.
• Social data that is not managed in the Group's HRIS is collectedby the Human Resources Departments in each country. The latter are in charge of collecting the social data for their respective
organizations based on a standard form.
The Group's Human Resources (HR) Division as well as the Group's
HSE (Health, Safety and Environment) provide for the consolidationof the social data based on the information contained in the Group
HRIS and feedback from the various countries, after a coherency
check conducted by them.
A Group HR manual explains how human resources are managed
within the Group and presents the organization, processes, anddirectives applicable throughout the Group.
The various HR expertise centers around the world focus on two
main areas of intervention, of which all are directly related to theGroup’s the extra-financial social reporting:• Compensation and social welfare benefits (see section oncompensation), HR systems and excellence (see section on
workforce), and international mobility.
• Human capital development, with employee development
and training (see section on training), change management
and organizational development (see sections on diversity andemployee well-being).

ROQUETTE RESTRICTEDThe Group's medium- and long-term development plan is based on asustainable approach that is built on economic, social, and environmental principles. Since 2008, the Group has implemented a specificapproach to sustainable development. This approach is based onfour pillars: Innovating Sustainably, Acting Sustainably, Biorefining
Sustainably and Sourcing Sustainably. These pillars make it possible
to favor the innovation of proposed solutions and the performanceof the actions implemented at the service of customers and of all of
the other stakeholders. Each one of them has been associated with
precise commitments, supplemented in 2016 with performanceindicators. These pillars, commitments and performance indicators
are presented in this report.

Roquette Group - Financial Report03

MANAGEMENT REPORT

2. Societal Scope
The activities of the Group's sites create direct employment for
8,252 people and also develop a local network of companies which
are very often the Group's service providers. The impact of the local
companies is important and involves open, transparent and responsible exchanges. All of the production sites are in constant contact
with local authorities (town halls, local governments, etc.). In addition, the Group and the Roquette Health Foundation carry out
numerous support initiatives with local communities (see "Activities
with local communities").

• The Group's water consumption performance indicator, as well
as CO2 emissions per kt of raw materials (scope 1 and 2), arecalculated by including all plants (which have been more than
50% owned for at least three years) using the following plantbased raw materials: corn, wheat, potato and peas. Water usedin open loop cooling systems is excluded from the calculation.
• All other energy and environmental data are taken from allindustrial sites (producing ingredients) whose energy consumption is greater than 1,000 TOE per year and whose capitalhas been more than 50% owned for at least three years.
The reporting scope for the various environmental indicators represents more than 96% of the Group's turnover.

3. Environmental Scope
Various scopes have been selected for reporting environmental
indicators:• The energy performance (or Carbon performance) and avoided
CO2 emissions industrial performance indicators are calculated
for all the Group's industrial sites (producing ingredients)
whose total annual energy consumption per site is greater than
5,000 TOE (Tonnes of Oil Equivalent), during the two years prior
to 2022, and whose capital is more than 50% owned for at least
three years.

GOVERNANCE
The Group’s governance changes regularly in order to adapt to the circumstances and the ecosystem in which it operates, thus preparing theits future in a responsible manner. The global context of 2022 confirmed the soundness of the company's strategy which was decided by the
Board of Directors: a strategy dedicated to Food, Nutrition, and Health. The Board of Directors places particular importance on social andenvironmental issues.
The Group promotes sustainable human practices and draws its strength from upholding its values of authenticity, excellence, proactiveness,
and well-being. These core values enable the Group’s entities worldwide to reconcile financial performance and environmental concerns withthe development of the men and women who make up the Group.
12 members of the Board of
Directors

5 family directors including
the Chairman

5 independent directors

There are four committees made up of members of the Board of
Directors:• Appointments and Compensation Committee.
• Strategy Committee.
• Audit Committee.

ROQUETTE RESTRICTED• Ethics and Sustainable Development Committee.

04

2 directors representing theemployees

The group addresses environmental and societal challenges under
the strong impetus of the Ethics and Sustainable Development
Committee, which meets four times a year. This committee is
supported by the SD Committee which is made up of Group employees and coordinated by the Communications and Public Affairs
Department. This operational committee is made up of people fromthe company's main departments and works closely with the Boardof Directors' Ethics and Sustainable Development Committee, proposing the main CSR issues to it. It meets three to four times a year.

BUSINESS MODEL

As in 2021, the Group's business model, a world leader in plantbased ingredients for the Food, Nutrition and Health markets, aims
to describe, for the 2022 financial year, how the company createsvalue and maintains it over the long term by presenting its businessand global operations as they interact with the broader businessenvironment. To do this, the way it is structured and its content isbased on the regulatory framework of the extra-financial performance statement (law of August 9, 2017) and the intersection of therecommendations of the main guides and current reference frameworks relating to business models (IIRC - International Integrated
Reporting Council, MEDEF guide, Business Model Canvas, etc.). In
this regard, it presents five main categories of interdependent information specific to the Group:• The essential resources that its activity relies on ("what werely on"):	The activity is based on several assets: on the one hand, thepotential of plant resources and the agricultural world; onthe other hand, a global customer-oriented organization with
8,252 employees representing more than 45 nationalities, 25
industrial sites, innovation capacities with more than 300 people dedicated to R&D, and over 300 family shareholders.
• A unique value proposition (what makes us unique):	The vision that Nature has the answer to men and women'svarious needs in terms of Food, Nutrition, and Health, thecompany's values (Authenticity, Excellence, Proactiveness,
and Wellness), combined with its 89-year history, create theuniqueness of the Group's business model to this very day.
• Description of the business and markets served through therange of products and services ("what we do and why wematter"):	Using plant-based resources, the Group works with our customers and partners to develop and offer ingredients that help
to better feed people and cure patients. Each of our ingredients
responds to unique and essential needs. They contribute tohealthier lifestyles. The Group's products and solutions serve
the pharmaceutical, cosmetics, food and nutrition, animal
nutrition markets, and other industrial sectors.
• The strategy that the company uses to create value ("how wecreate value"):	The Group's sustainable development approach is basedon four core principles: Innovating, Acting, Biorefining andSourcing. This is expressed through concrete commitmentsthat can be measured, thereby contributing to the emergenceof innovative solutions and new operational initiatives benefiting customers and all the company's stakeholders.

• The way the added value created is distributed among thecompany's various stakeholders ("who we create value for"):	Through its activities, the Group directly or indirectly serves
more than 5,000 customers worldwide through its network of
distributors and maintains close relationships to innovate withthem and develop high quality ingredients. It provides market
expertise and regulatory support. The company favors long
partnerships with its suppliers and all of its other partners. It
is committed to developing its employees and in empowering
them. Preserving the environment and working very closelywith the ecosystem is essential for the company. Together, theGroup is committed, involved, and firmly rooted in the local
communities. The Group's family heritage and values are at
the heart of its culture. They guide its growth vision in the longterm, for the benefit of everyone.
To maintain this value creation process over the long term, theGroup has created a feedback loop where the value created is reinvested to provide new resources as well as tangible and intangible
capital for the company.

2. Context - Future Trends
The Group creates value by adapting to the needs and societal challenges of today and the future. The world is changing and is facing
many challenges such as population growth, new eating habits, anaging population, and resource scarcity.
In 2022, the pandemic (Covid-19) as well as the impacts of the war
in the Ukraine (volatility of commodity and energy markets) rendered the global geopolitical and economic situation uncertain andvery complex. Numerous changes have continued to take place,especially when it comes to consumption, but also in supply chains
and work organization. Over the past 90 years, the Group has gone
through a wide variety of situations and economic circumstancesand has always adapted to them. The situation was unprecedented,
but thanks to a relentless drive to innovate and a long-term vision,
the Group focused on ensuring the continuity of its activities inorder to meet the needs of the food and pharmaceutical markets,
while protecting the health and safety of all its employees.
By 2050, the world's population is expected to reach 9 to 10 billion
people, which means that health and food issues will change. We
are seeing a growing consumer demand for plant-based ingredients,
health-friendly foods, high-quality pharmaceuticals, and environmentally friendly industrial solutions.

3. Description (see the next page)

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1. Methodology

Roquette Group - Financial Report05

MANAGEMENT REPORTOUR BUSINESSHOW WE CREATE VALUE OVER THE LONG-TERM
What we draw on
What makes us unique

The best of Nature
Plant-derived raw materials

corn

wheat

potatoes

Our Vision
peas

Farmers

ONE Roquette
Customer-oriented organization
Employees

Nature has the answer to men andwomen's various needs in terms offood, nutrition, and health, dependingon their lifestyle choices, their age,where they live and what they do.

Our Values
Authenticity
Excellence

Well-being
Proactiveness

Skills and experience
Over 8,200 employees worldwide

45 nationalities

What we doOperations
Production

25 industrial sites
The best technologies
EnergyWater
Supply Chain

Innovation capabilities

Using plant-based resources, we work withour customers and partners to develop andoffer ingredients that help to better feed
people and cure patients.
Each of our ingredients responds to uniqueand essential needs. They contribute tohealthier lifestyles.

300 researchers assigned to R&D
90 years of know-how and expertiseOpen Innovation
Customer Technical Services
40 patents
per year

PHARMA

FOOD &NUTRITIONROQUETTE RESTRICTEDFamily capital

06

300 family shareholders
90 years of investments

COSMETICS

ANIMAL
NUTRITION

INDUSTRIESHow we create value
Innovating

Sourcing

Understanding customers’ needs and anticipating
consumers’ expectations
Developing a sustainable development approachinspired by our customers' expectations

Sourcing sustainably
and responsibly
Continuously improving the quality of
our raw materials

Strengthening sustainability in our innovation
processes

Strengthening links with our raw
materials suppliers

Biorefining

ActingOptimizing our energy use
Conserving water
Reducing other environmental impacts

Putting health, safety and well-being at thecenter of our concerns
Empowering our employees
Building on the richness of our diversity
Developing our activities withlocal communities

Who we create value forCollaborations
More than 5,000 end customers
Sales networkin over 100 countries
Worldwide network of distributors
Close collaboration to innovate
in nutrition and healthResponsible employees
Safe working conditions
Positive, attractive
work environment
Leadership and people
development
About 27 hoursof training
per year per employee

Regulatory support

Supplier partnership

Reducing environmental
Impacts(greenhouse gas emissions)
Conserving water
Optimized useof resources

Our ecosystem
Employment

Market knowledge
High quality ingredients

Environment

Company andshareholders

Turnover: 5.1 billion euros

10% invested in R&D

Attracting new talent
Territorial projects
with local communities
Dialog with the stakeholders andpoliticiansLong-term relationship andand investment projects

Roquette Ventures

partnerships

Return to shareholders

Roquette Foundation for HealthInnovation and developmentof capacities

Roquette Group - Financial Report

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Customers and consumers

07

MANAGEMENT REPORTIDENTIFICATION OF THE EXTRA-FINANCIAL
CHALLENGES
4. Methodology

adding the challenges that are specific to the Group’s activity, theassociated risk was evaluated (impact and likelihood of occurring)and crossed-referenced with an assessment of the stakeholders’level of expectations. These levels were estimated using ratingsfrom 21 interviews with strategic internal stakeholders representing the various departments within the Group. The assessment of
the risk level is based on the internal methodology used by the Risk
Management department, as well as on the ISO 31 000 standard(risk management standard).

The materiality matrix included in this extra-financial performancestatement presents an analysis of the environmental, social, andsocietal issues related to the Group's activities.
These challenges have been identified according to their grossrisk in relation to the Group's activities and the expectations of its
stakeholders. They have been defined based on the information
mentioned in Decree no. 2017-1265 dated August 9, 2017, which
was supplemented with the principles of action of standard ISO
26 000 (a standard concerning Corporate Social Responsibility) anda sector benchmark, as well as the Group’s commitments.

Following this rating, the upper righthand third of the matrix presented below (dark blue area) defines the fourteen CSR challenges
identified and monitored since 2018 according to their gross risk
and stakeholder expectations. In 2022, the fourteen core CSR issues
were still deemed relevant.

For each one of the challenges, based on 42 themes previously
mentioned in Article R225-105 of the French Commercial Code and

8

3

1
2

14

Expectations of the parties involved

10
5

12
4

9

13
6

7

11

Gross risk associated with the CSR challenge
Environmental

SocialROQUETTE RESTRICTEDINNOVATINGSUSTAINABLY

08

Societal

ACTINGSUSTAINABLY

BIOREFININGSUSTAINABLY

SOURCINGSUSTAINABLY

1. Product quality and food safety

5. Health and safety

9. Preservation of water resources

12. Procurement of raw materials

2. Customer satisfaction

6. Training

10. Energy efficiency

13. Supplier selection

3. Innovation

7. Work organization

11. Adaptation to climate change

14. Environmental and human rights in thevalue chain

4. Data protection (security and cybersecurity)

8. Activities with local communities

The CSR issues identified through the materiality matrix were naturally incorporated into the sustainable development approach that
the Group launched over ten years ago. The policies, initiatives, andresults related to CSR challenges posing major risks are described in
the sections below and have been supplemented by the additional
mandatory information described in Article R225-105 of the French

Commercial Code (topics not numbered with an asterisk): responsible, fair and sustainable food, social dialog, diversity, respect foranimal well-being, the fight against food insecurity, food waste, andthe circular economy. This information is noted with asterisks.

Number in the matrix

Pillars of Roquette's Sustainable
Development approach

Product quality and food safety

1

Innovating

Customer satisfaction

2

Innovating

Innovation

3

Innovating

Data protection (security and cyber security)

4

Innovating

Health and safety

5ActingTraining

6

ActingWork organization

7

Acting

Activities with local communities

8

ActingPreservation of water resources

9

Biorefining

Energy efficiency

10

Biorefining

Adaptation to climate change

11

Biorefining

Procurement in raw materials (including the aspects relative to the farming
supply chain)

12

Sourcing

Supplier selection

13

Sourcing

Environmental and human rights in the value chain

14

Sourcing

Challenges

5. P illars and commitments of the Sustainable
Development approach
As mentioned in the introduction, the Group's development plan in
the medium and long term is based on a sustainable approach thatis based on four core principles: Innovating, Acting, Biorefining andSourcing. These four pillars, as well as the associated commitments
and performance indicators, are explained in the table hereinbelow.

In 2022, some challenges are described using quantitative data withno associated target. They are:

In 2022, Roquette made a new major commitment to sustainable
development. The Group committed to reducing its greenhouse gas
emissions by -25% between 2021 and 2030 on scopes 1 and 2, basedon the Science-Based Target Initiative framework. This will be rolled
out in 2023 in the form of action plans and performance indicators.

• Challenge 4: data protection with three associated data: thepercentage of employees who have received training in thecode of conduct, the percentage of employees who havereceived training on data protection and the number of "Dataprotection" courses available in the e-learning catalog.

To achieve this new goal, Roquette has set up a brand new department devoted to sustainable development that reports to General
Management.

A new indicator has been added on Challenge 13 Selecting
Responsible Suppliers. It also includes Challenge 14, environmental
and human rights in the value chain, concerning the communicationand systematic validation of the Group's supplier code of conduct.

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The team was established at the end of 2022 and will coordinate
initiatives and projects with all Group departments and lead efforts
to increase the impact and improve the sustainability culture within
the Group for years to come.

• Challenge 1: product quality and food safety with the percentage of FSSC 22 000 certified sites.

Roquette Group - Financial Report09

MANAGEMENT REPORTINNOVATING

Principles

Commitments

KPIs (Key Performance Indicator)# Understanding our customers' needs and anticipating consumer
expectations by developing innovative solutions for thepharmaceutical, nutrition, food and industrial sectors to improve thehealth and well-being of consumers.

• By 2025, we are committed to ensuring that 80% of the new
solutions provided to our customers as a result of thesesame projects meet the UN's Sustainable Development Goals(Challenge 2).

# Developing a sustainable development approach inspired by ourcustomers' expectations by offering them environmentally friendly,
innovative, sustainable, competitive solutions.

• That 70% of our projects meet the criteria of "sustainable"chemistry (Challenge 3).

ACTING# Strengthening the sustainable development approach in ourinnovation processes by integrating sustainable development criteria
as a key element in our innovation projects.
# Putting health, safety and well-being at the heart of our concerns
by continuing to deploy a leading health, safety, and environment
system and by developing a culture in which personal safety isparamount.

• By 2025, we are committed to achieving a Frequency Rate 1(FR1) of 0.5, a Frequency Rate 2 (FR2) of 1.5 and to deploying
twenty initiatives per year in terms of well-being at work
(Challenge 5).

# Empowering employees by promoting dialog and listening, fostering
engagement and developing skills.

• By 2025, we are committed to ensuring that our employees
benefit from an average of 25 hours of training per year
(Challenge 6).

# Leveraging our wealth of diversity by valuing our differences andencouraging the sharing of best practices within a multi-cultural
network.
# Developing our business with local communities by working in
conjunction with our local communities and contributing to theirdevelopment through sustainable relationships.

SOURCING

BIOREFINING# Optimizing our energy consumption by installing optimized energy
solutions and using competitive renewable energy sources.
# Conserving water by optimizing our processes to minimize
consumption and by installing high-performance purification
technologies.
# Reducing other environmental impacts by continuing to implement
solutions that are best suited to local conditions.

# Sustainably and responsibly sourcing by encouraging local sourcing
and optimizing transportation to combine economic profitability witha minimal environmental footprint.
# Continuously improving the quality of our raw materials by clearlyspecifying our needs, selecting our suppliers and reinforcing thequality control chain from the farm to the factory.

• Our aim for 2025 is to achieve a 25% female workforce and to
deploy 20 initiatives per year to promote interaction between
generations (Challenge 7).
• Each year, we make a commitment to local residents andcommunities by supporting a minimum of 40 projects or
initiatives (Challenge 8).
• Between 2020 and 2025, we are committed to reducing CO2
emissions at the usage level (workshop excluding utilities) per
ton of finished products by 5% (Challenge 10).
• Reducing our water consumption per ton of agriculturalcommodities by 1% each year between 2019 and 2025
(Challenge 9).
• Finally, we are committed to setting up technical facilities that
emit less CO2 and thus avoid 1 million tons of CO2 emissions by2025 (Challenge 11).
• The KPI for our certified or rated "sustainable or responsible"
procurement is being reassessed (Challenge 12).
• By 2025 we are committed to qualifying 90% of our strategic
suppliers using our computerized qualification process to control
supplier risk in a consistent and responsible manner (Challenge
13).

# Reinforcing the ties with our raw materials suppliers by building
partnerships with seed companies and farmers to select and use themost suitable agricultural resources.

EXTRA-FINANCIAL CHALLENGES
6. INNOVATING
Product quality and food safety (1)ROQUETTE RESTRICTED

In 2022, all internal Quality indicators, mainly related to monitoring complaints and product compliance with release specifications,continued to show significant improvement over the past few years.
This good performance is therefore becoming permanently embedded in the company's culture.

10

The Group is making and keeping its commitments by continuing to
implement the Total Quality Culture:• Since 2020, the Global Function dedicated to Quality has beenstrengthened year after year with increased global expertisein quality control and supplier monitoring. In 2022, it is mainly
the global quality control unit that has acquired new analyticalexpertise.

• Planning and implementation of master plans and quality
investments at the sites in the short and medium term.
• The development of skills and quality culture supported inparticular by a range of e-learning modules and a very active
network of instructors.
• An intense customer quality culture, through a varied customer
relationship: from answering qualification questionnaires, tocustomer quality audits and handling complaints. The pandemic has slowed down the dynamics of customer visits, but
the Quality teams have always found ways to stay connectedto the markets they serve.

Roquette delivers a large number of its products to the agri-foodmarkets for which food safety is paramount. In order to serenely
ensure the marketing of its products, Roquette relies on the HACCP(Hazard Analysis Critical Control Point) system. In the processes, thisrecognized method ensures the sanitary safety of food. It makes it
possible to guarantee the safety of products during their final use.
This system is applied throughout the manufacturing and supply
chain: from the receiving of raw materials and packaging to delivery
to customers.
As a result, more than 99% of production lines (all countries combined) are FSSC 22 000 certified (compared to 98% in 2021), withthe extension of the Keokuk plant's certification scope to include theglucose syrup line, which was not certified until then.
In 2022, the Group continued to answer the call for delivering raw
materials for pharmaceutical use, especially those used in manufacturing drugs. With its recognized expertise and its production
facilities that meet pharmaceutical standards, the Group remains
strongly committed to its customers by offering them active substances under GMP (Good Manufacturing Practices) and high-purity
excipients.

Responsible, fair and sustainable food*
PLANT-BASED PROTEINS

Following the increased concerns pertaining to health, the environment or animal well-being, many consumers are diversifying theirprotein intake to plant-based alternatives. Anticipating this demand,
the Group continues to invest in developing plant-based protein
solutions, particularly from peas. In addition, the environmental
footprint of growing peas is particularly low because they requirevery little water and fertilizer and enrich the soil with nitrogen for
future crops.
Plant-based proteins have many applications in vegetarian, flexitarian, dietary, sports, clinical nutrition, and traditional diets. For morethan ten years now, Roquette's scientific teams have conductedindependent clinical studies demonstrating the nutritional quality
and health benefits of NUTRALYS® pea protein, which have been
published in leading scientific journals.
After the inauguration of the Canadian plant in Portage la Prairie
at the end of 2021, the Group developed and marketed new plantbased protein solutions that meet the needs of local markets. The
first certified organic line of pea protein isolate was developed
through a network of farmers growing organic peas in Canada. Other
innovations were launched during the year, including a new range oforganic textured proteins produced in Europe. These new proteinsprovide customers with innovative solutions for tastier, healthier,more sustainable plant-based cuisine.

SPECIALTY INGREDIENTS INCLUDING FIBER
Fiber
Consumers are aware of the quality of their food and how it affects
their health. Fiber is an important key to digestive health: twoout of three consumers say gut health is essential to overall wellness* (*Innova Health & Nutrition Survey 2021). Improving gut anddigestive health is in the top three of consumers' food decisions.
Consumers are increasingly aware of the topic of gut health: threeout of four global consumers have heard of beneficial bacteria, 54%
of global consumers are aware of prebiotics and 30% have purchased prebiotics in the last 12 months**. (**FMCG GURUS, Survey,
Global and regional prebiotics, January 2022).
In 2022, in partnership with academic and private teams, R&D
dedicated to nutrition assessed the health effects of fiber in theGroup's portfolio like NUTRIOSE®. The NUTRIOSE® line of soluble
fibers can be regarded as a prebiotic that promotes the selective
growth of certain bacteria, resulting in a healthy effect on the body.
NUTRIOSE® helps maintain intestinal health. Its excellent digestive
tolerance makes it a good choice to make up for the lack of fiber andcontributes to good intestinal health. At the same time, the R&D
community is seeking to develop new fiber products with sustainable processes aimed at new health benefits.
Roquette's teams communicate with the human food industry about
these studies and the link between a high-fiber diet and health benefits, especially through scientific articles (peer-reviewed journals
or popularization) and presentations (conferences and webinars).
Polyols
In 2022, Roquette invested 25 million euros in its Lestrem site tostrengthen its unique positioning in the polyols market. The Lestrem
plant is thus the largest polyol plant in the world, offering a wide
range of products. In a complex and rapidly changing environment,
Roquette remains deeply committed to continuously improving its
facilities. This major investment ensures a strong, sustainable supply
to the market to meet growing customer expectations for flexibility
and reinforces Roquette's position as a leader in polyols for developing healthy, tasty foods and pharmaceutical excipients used in
medicines.
Reconnecting with customers"Reconnect" was the key word for 2022. After two years of remotemeetings with customers, we were able to meet in person in 2022
at trade shows such as IFT First in Chicago, Health Ingredients Japanin Tokyo, the CPHI (Convention of Pharmaceutical Ingredients) in
Frankfurt and Food Ingredients Europe in Paris.
These events were an opportunity to present to the Group's customers its application innovations, with new food concepts on
the themes of plant-based alternatives, health benefits - digestive health, prebiotics, immunity - sugar management or taste
and texture. Roquette's marketing, R&D Nutrition Health and CTS
application laboratory teams also spoke about their expertise, theirvision, and their advice on how to meet the challenges of the foodindustry in terms of food, nutrition, and health.

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Within the Group, many workshops and processes have beencertified for more than twenty years according to the various international standards and markets targeted (FSSC 22000, ISO 9001,
EFISC, etc.).

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MANAGEMENT REPORT

Food insecurity*

To combat food insecurity, each of the Group's sites is developing
close relationships with its neighboring communities.
Each year, numerous initiatives are implemented.
Here are two examples from 2022:• As part of Giving Tuesday in the United States, the three
American sites provided financial assistance to nine local foodbanks.
• In early December, the Singapore site partnered with a foodbank to sort and package food donations for distribution topeople in need. Thirty Roquette employees from various
departments volunteered their time to pack more than 485 kg
of food rations, which is equivalent to providing approximately
1,560 meals.
These examples of initiatives testify to the Group's involvement infighting food insecurity around its sites.

Customer satisfaction (2)The Group is committed to understanding its customers' needs
and anticipating their expectations by developing innovative solutions for the pharmaceutical, nutrition, food, and industrial sectors
in order to contribute to improving the health and well-being of
consumers.
In order to meet the growing expectations of customers and markets
in this area, the Group is committed to reinforcing its CSR (Corporate
Social Responsibility) approach in its innovation processes by integrating sustainable development criteria.
The UN's Sustainable Development Goals (SDG) give the approach tofollow in order to respond to these requests. They echo the global
challenges that everyone is confronted with. In 2021, building on
the slightly updated approach of the previous year, two of these
SDGs were seen as opportunities for transformation and innovation:“Good health and well-being" (SDG 3) and "Responsible consumption and production" (SDG 12). The company has developed specificinternal criteria for each one of these goals to ensure that new
solutions offered to customers also provide a benefit in terms ofsustainability. The Group is committed to ensuring that, by 2025,
80% of the new solutions brought to its customers, resulting fromprojects meeting the criteria of sustainable chemistry (see chapter
on Innovation (3)), meet the UN Sustainable Development Goals.

Innovating Indicator 2021
% of solutions offeredto our customers
that meet the67%
UN Sustainable
Development Goals*

2022

ChangebetweenN and N-1

2025 Goal73%+ 6 pt80%

ROQUETTE RESTRICTEDThe Group's "Sustainability Assessment of Innovative Developments"
internal directive aims to set up the tools required to assess the sustainability of the Group's development projects as well as that of the
new innovating solutions intended for customers or final consumers.

12

Innovation (3)As mentioned above, the Group is committed to developing a sustainable development approach inspired by the expectations of
its customers by providing them with solutions that respect theenvironment, are innovating, sustainable and competitive, and complying with the Group's "Sustainability Assessment of Innovative
Developments” internal directive.
Innovation, the third challenge of the Innovating principle, is partof the Group's DNA. This is why the Group is committed to goingfurther and reinforcing its sustainable development approach in its
innovation processes by integrating sustainable development criteria as key elements in its innovation projects.

Innovating Indicator 2021
% of projects meetingseveral “sustainable72%
chemistry” criteria

2022

ChangebetweenN and N-1

2025 Goal

71%

-1 pt

70%

In order to define this indicator, the Group has developed internal
criteria based on the twelve principles of green chemistry that specifically take into account the prevention of waste, atom economy,
reducing risks, and energy efficiency. This approach makes it possible to quantify the sustainability of innovation projects.
Given that the target initially set for 2025 was reached in 2021,
a review of this KPI with an even more ambitious target will belaunched shortly.
As an example, Roquette announced in 2022 the launch of its new
NUTRALYS® range of textured organic pea and bean proteins for theEuropean markets. This launch positions the Group as a key partner
for its customers who want to develop new and ever more tasty
plant-based products. Bean and pea proteins are becoming increasingly popular with consumers for their environmental and healthbenefits.

Data Protection – Security and Cyber Security (4)The Group's data protection strategy is focused on people andbusiness activities. The Group works with its network of corporate function data protection coordinators and local DPOs (Data
Protection Officers) to improve its level of compliance, harmonize
practices, and streamline internal processes.
Given the growing cybersecurity threats and new technologicalchallenges, it is more necessary than ever to secure information
systems to protect the personal data of users, customers, partners,
and Group employees.
In this context, the Global Digital, Cyber Security and DPO teams
assessed themselves according to the Cybervadis protocol andobtained a "developed" rating, indicating that the Group takes
into account its information security needs and has developed anadvanced approach to security. The methodology is based on:• The main cybersecurity standards (ISO 27001/2 Standard, NIST
Cybersecurity Framework (CSF), etc.).
• The requirements of data protection laws and regulations(GDPR, etc.).
• Dedicated questions for specific environments.

Percentage of HR employees who have received training indata protection
Number of "Data Protection" training courses available in the2022 catalog (in several languages)

68%
36

Creating a culture of privacy and data protection contributes to theorganization's success in multiple areas: legal, contractual, ethical,
HR, customer relations, and strategic. Creating a culture of personalprivacy shows customers and employees that they are important to
the Group and builds loyalty based on trust. It also provides individuals with an appropriate level of control over the data they sharewith the Group.
To be ethical, the Group's organizational structure must respect
the personal privacy of its employees and customers. Ethics andcompliance are intrinsic to the Group's values and Code of Conduct.
Monitoring certain data is an essential part of this.
In the field of cybersecurity, the Group is continuing to invest,
recruit, and train. The Group takes steps to protect information systems, sensitive information, and production tools. It has adequately
renewed its insurance policy in the face of growing threats and ispreparing its teams to ensure business continuity in the event of amajor incident. It thus confirms its commitment to working to ensure
ever greater security for its employees and for the environment.

Respect for animal well-being*

The Group is taking on the current and future societal challenges by
unlocking nature's potential to deliver the best ingredients for the
Food, Nutrition, and Health markets.
Veganism, flexitarianism, vegetarianism: there are more and morediets aiming to reduce or eliminate the consumption of animals.
Consumers are turning to plant-based alternatives, based on plant
proteins (legumes such as peas/beans or cereals such as soy/corn)
for reasons of individual health, ethics (in particular animal well-being) and also for environmental commitments.
In just 20 years, the Group has developed one of the broadest rangesof pea-based proteins available on the market today and has contributed to its development in the sector of plant-based protein
alternatives to meat.
The Group is constantly innovating to better serve its customers. It
proposes safe and effective ingredients and new solutions based onreliable scientific studies.
The well-being and ethical treatment of animals is one of its
major concerns: as a responsible company, the health, safety andwell-being of everyone (humans and animals) are at the heart ofits commitments.
The Group is working on putting an end to its animal experiments asquickly as possible by adopting alternative methods, such as in vitro
methods, wherever possible, except in cases of regulatory necessity.

7. ACTING
Health and Safety (5)The Group takes care of resources, territories, and communities. We
are constantly innovating in order to contribute to the well-being of
men and women all over the world.
The Code of Conduct, a collection of the company's convictions andcommitments, also mentions the sustainable improvement of thewell-being, health, and safety of people, employees, and partners
who work at or visit the Group's facilities.
Confident that all occupational accidents and illnesses can be prevented, four fundamental principles guide the Group's ambition anddaily operations:• Compliance with local laws and internal health and safety
guidelines.
• Identifying, assessing, and controlling risks.
• Applying operational best practices selected internally or fromrecognized external stakeholders.
• Developing a culture of continuous improvement involving all
the stakeholders at the sites.
In 2022, our main achievements were:• A 40% reduction in the accident severity rate.
• Ten industrial sites including Keokuk in the United States,
Lianyungang in China, Crest in India and Horst in the Netherlands
did not have any lost-time accidents and achieved a cumulative
total of 23 million hours worked without a lost-time accident.
• The sites in China have all obtained the "China HealthWorkspace gold standard" certification.
•
A safety fortnight at the Lestrem site, involving 2,800
participants.
• Deployment of a self-contained safety program for all employees and subcontractors at the Benifaio site in Spain.
• A Safety Award given to the Beinheim site by the European
association Starch Europe for having achieved 1 million consecutive working hours without a lost-time accident involving
an employee or subcontractor.
• Continued deployment of e-learning programs on the "golden
rules of safety".
The Group's TF1 and TF2 indicators show a significant improvement:
the efforts made in the Americas and Europe are bearing fruit andwill be continued.
A safety culture survey was conducted in France, gathering information from over 1,000 employees. The results confirmed theemployees' and the company's strong commitment to this issue.
Work themes were also provided in order to continue to involve andencourage each employee's commitment.
ROQUETTE RESTRICTED

After this first Cybervadis assessment, the Group continued its continuous improvement plan and will pursue its commitments andimplement additional control measures and KPIs.

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13

MANAGEMENT REPORT

It is therefore essential to continue to work on the two areas ofprogress that have already been identified:• The development of field safety leadership to ensure that risks
are perceived and controlled on a daily basis. It is essential that
all those involved systematically take these risks into account:for example, too many accidents are still linked to tripping andfalling.
• Compliance with group requirements in terms of risk management at the sites: for example, managing electrical risks,confined spaces, or co-activity.

2021

2022

Number of initiatives
per year contributing
to employees' wellbeing at work

31

51

65%

At least 20
initiatives per
year

-

12

-

-

Acting Indicator

2021

2022

Frequency rate of work
accidents with stoppage
per million hours worked
(FR1)

2.25

1.55

(45%)

0.5

Frequency rate ofaccidents declared per
million hours worked (FR2)

Number of initiatives
to promote physicalactivity and sports

4.18

3.69

(13%)

1.5

Training (6)

2025
Goal

In 2023, data will be collected that will enable us to set up a moreglobal indicator on employee health (including accidental andchronic events).
In order to strengthen health performance, a long-term HSE roadmap has been drawn up. The human health focus includes threepillars: physical, mental, and social health. They will be implemented
in a collaborative manner with the company's various departments.
In addition, expertise in ergonomics will be reinforced, as well as
expertise in chemical risk prevention, in order to establish concrete
approaches that are tailored to the challenges within the Group.
Well-being and Quality of Life at WorkIn 2022, the Group continued to adapt to the impacts of the Covid19 health crisis by deploying and adjusting its Personal Protection
Plan, developed during the pandemic, as well as local regulations.
The individual and collective involvement at all levels has made it
possible to guarantee, once again this year, the health and safety of
employees at the sites and working remotely.
The Group continues to apply the measures required by the local
Covid situation to ensure the various stakeholders' safety.

ROQUETTE RESTRICTED

Acting Indicator

ChangebetweenN and N-1

ChangebetweenN and N-1

The Group also confirms its intention to implement safety management systems based on the ISO 45001 standard (occupational healthand safety management) at all its industrial sites by the end of 2023,
with a target of 80% of industrial sites certified or certifiable by theend of 2023. This alignment with an international benchmark willlead to a more robust and sustainable working environment for all
employees and subcontractors, with the aim of continually improving. The Group will also include subcontractors when calculating its
TF1 and TF2 indicators in 2023.

14

aimed at employees working both on site and remotely: listening
and support systems in all countries, providing practical guides andreference sheets to "get (re)connected", events held at the sites
to encourage collaboration and cohesion, days dedicated to mental
health, promotion of physical activity through health challenges,
group walks, webinars and workshops held on site, the first social
barometer conducted as a pilot to collect feedback, analyze trends,
and identify avenues for progress to continue enriching action plansfor employee well-being, etc.

In order to assist and support its employees while promoting theirwell-being and quality of life at work, the Group has continued
its "Well-Being" program which is consistent with its core values.
The program was adjusted and enhanced to meet local and global
needs and has led to the implementation of a number of initiatives

2025 Goal

As for this second issue of the Acting pillar, the Group empowers
its employees by promoting listening and dialog, fostering engagement, and developing skills. Training forms a key axis in professional
and personal development for employees and allows the company
to perform better. At the crossroads between the company's needs
and those of its employees, it enables the company to respond to
the demands of internal and external changes, whether they are
related to the business lines or technologies, whether they aretechnical or non-technical, such as leadership, and to support thecompany's strategy, while maintaining and reinforcing the employability of employees.
The objective is to encourage a culture of performance and development, worldwide as well as locally. To do this, the Group continues
to implement its Learning strategy to enable all employees to learn,share, and grow so that they can become contributors who bringhigh added value to their fields and thus meet the company's strategy and needs. Due to Roquette's continuously developing learning
culture, every employee has the opportunity to learn and shareattractive training course content on an ongoing basis.
Since 2020, new training events (such as "Learning Week" and"Learning Days") have become an integral part of the year's
highlights, offering attractive learning formats based on digitaltechnologies (webinars, e-learning, web conferences, and tutorials) or on the dynamics of (re)connecting teams at the site. Even if
the training efforts vary from one geographical area to another, theremote and in-person training course opportunities represent an
important driver of engagement for the group's employees. For thesecond year in a row, the total number of training course hours in
the Restricted Scope will exceed 200,000 hours, with 203,869 hours
in 2022 (compared to 207,221 hours in 2021), or an average of 27.1
hours per employee.
In 2021, the Group exceeded its 2025 target and will keep up thispositive momentum in 2022. This performance is due in particular
to preparations for the Group's strategic transformation in France.
Awareness-raising initiatives on Compliance and Safety have also
contributed to this performance in all countries.

Number of training course hours and average per employee ("Restricted Scope - Permanent Workforce")
Acting Indicator

2021

2022

Total
Hours

Average Hrs/employee

Total
Hours

Average Hrs/employee

Europe109,18925.3

110,269

25.3

Americas31,60830.7

22,657

21.3

Greater Asia

24,84420.8

26,718

22.1

China

41,58047.1

44,225

49.7

Group

207,22127.9

203,869

27.1

Work organization (7)2025 Goal

25 hrs per year per employee

As of December 31, 2022 ("Restricted Scope"), nearly 42.9 % of theemployees work in shifts compared to 42.6 % in 2021.

The work organization, the third CSR challenge in the Acting pillar,
may differ from one country to another depending on the company's needs, which may vary according to the nature of the sites'
activities (industrial and/or commercial). It also takes the rules,
agreements and practices at a local level into account. This includes
the number of days worked per year, the number of hours worked
per day, the number of paid vacation days, etc.

Since 2020, during this unprecedented period marked by the Covid19 crisis, the Group has rapidly adapted its working methods. This
unprecedented situation was also an opportunity to reinvent work
methods for the future. In response to employee expectations,working remotely is now an integral part of the group's working
methods. In addition to working remotely, the gradual implementation of "Smart Working" within the Group since 2021 enables
employees to work with greater freedom and flexibility on siteor remotely. In 2022, priority was given to (re)connecting teams.
Numerous events were held to allow employees to share, collaborate, and create together to ensure the right balance between
flexibility and collaboration for on-site, in-person teams.

However, common points do exist:• Most of the Group's industrial sites operate continuously or on
several shifts. Shift workers work during the day, at night andon the weekend.
• Internal regulations, which are specific to each site, regulate
shift work as well as other work schedules, while incorporating
the mandatory legal and regulatory provisions.
• In addition, the company regularly informs its employees of themain changes in terms of work organization.

Organization of the workforce by Day/Shift work ("Restricted Scope – Permanent Workforce")
2021
Total

2022
Day schedule
Men

Total

Shift schedule

Women

Men

Women

Day schedule
Men

Shift schedule

Women

Men

Women

Europe

4,320

1,911

1,022

1,350

37

4,363

1,947

1,018

1,360

38

Americas

1,028

316

186

490

36

1,066

317

175

526

48

Greater Asia

1,194

390

84

720

-

1,210

388

86

736

-

China

882

209

145

463

65

889

213

152

458

66

Group

7,424

2,826

1,437

3,023

138

7,528

2,865

1,431

3,080

152

Organization of the Full Time/Part Time workforce ("Restricted Scope – Permanent Workforce")
2022
Full time
Total
Europe4,320

AmericasGreater Asia

Men

Total

Part time

Women

Men

Women

Full time
Men

3,217

823

44

236

4,363

1,028

804

222

2

-

1,197

1,111

86

-

-

China

882

672

210

-

Group

7,424

5,803

1,339

46

Part time

Women

Men

Women

3,230

837

77

219

1,066

843

223

-

-

1,210

1,124

86

-

-

-

889

671

218

-

-

236

7,528

5,868

1,364

77

219

The company also offers the possibility the employees who make the request to work part time. The systems that govern part-time work canvary from one country to another depending on the possibilities authorized by the law such as parental leave in France.

Roquette Group - Financial Report

ROQUETTE RESTRICTED

2021

15

MANAGEMENT REPORT

Number of employees

Number of permanent employees ("Group Scope")
2021

2022

Total

Men

Women

Managers

Employ.

Total

Men

Women

Not reported

Managers

Employ.

Europe

4,477

3,354

1,123

848

3,629

4,492

3,383

1,106

3

865

3,627

Americas

1,064

817

247

180

884

1,106

856

250

-

174

932

Greater Asia

1,305

1,196

109

195

1,110

1,276

1,166

110

-

205

1,071

China

923

703

220

181

742

931

703

228

-

177

754

Group

7,769

6,070

1,699

1,404

6,365

7,805

6,108

1,694

3

1,421

6,384

In 2022, the number of permanent employees in the Group Scope was 7,805 (7,769 in 2021).

Number of temporary workers ("Group Scope")
2021

2022

Total

Men

Women

Managers

Employ.

Total

Men

Women

Managers

Employ.

Europe

322

205

117

3

319

418

267

151

2

416

Americas

25

10

15

-

25

18

7

11

-

18

Greater Asia

13

6

7

5

8

11

5

6

5

6

China

-

-

-

-

-

-

-

-

-

-

Group

360

221

139

8

352

447

279

168

7

440

In 2022, the number of temporary employees in the Group Scope was 447 (360 in 2021).
In 2022, the number of total employees in the Group Scope was 8,252 (8,129 in 2021).
Recruiting

Recruiting, which consists of hiring staff for selected positions, is one of the ways in which the Group is able to constantly adapt its strategy,organization, and staffing and skills requirements.
In 2022, 615 permanent employees were recruited within the Group.

Number of new hires ("Group Scope" - Permanent Workforce)
2021

2022
Men

Women

Men

Women

Not declared

Total

Managers

Employ.

Managers

Employ.

Total

Managers

Employ.

Managers

Employ.

Managers

Employ.

Europe

107

4

56

7

40

257

23

163

4

63

-

4

Americas

160

3

118

5

34

223

12

153

5

53

-

-

Greater Asia

17

-

9

-

8

56

6

35

3

12

-

-

China

51

-

38

1

12

79

3

53

1

22

-

-

Group

335

7

221

13

94

615

44

404

13

150

-

4

In the system for permanently adapting the organization, internal mobility is always favored. In line with the principles defined in its Internal
Mobility Charter, the Group encourages each employee to be the "entrepreneur of their career". Once validated, mobility results in the assigning of an employee to a new position as well as in long-term efforts which consist in definitively contractualizing employees who already helda temporary position in the company.
Departures

Number of departures ("Group Scope" – Permanent Workforce)

ROQUETTE RESTRICTED

2022

16

EuropeAmericasGreater Asia
China

Total
321
177
97
73

Resignations
101
104
84
52

Lay-offs
68
49
6
4

Joint
agreement
49
3
2
6

Retirement
94
18
2
10

Death
7
3
3
1

Other
2
-

Group

668

341

127

60

124

14

2

2021

EuropeTotal
243

Resignations
69

Lay-offs
62

Jointagreement
43

Retirement
59

Death
10

Other
-

Americas

214

115

78

5

15

1

-

Greater Asia
China
Group

83
103
643

64
78
326

11
8
159

2
12
62

3
5
82

3
14

-

Increased employee turnover in 2022 is due to significant labor market activity on both sides of the Atlantic and in Asia as a result of thepandemic and also due to a higher number of people retiring.

Social dialog*

The social relations within the company, between the management
representatives and the employee representatives, take many forms
and are governed by the law, whether regarding the exchanging of
information, consultations, or negotiations.
These regular exchanges between the representatives of thepersonnel and the management contribute to the quality of the
management-staff dialog. They not only make it possible to informthe employees on economic, social and organizational subjects, butalso to jointly define and decide internal rules, solutions that areconcrete, precise and adapted to the Group’s specific circumstances
which are suitable to the parties in both the individual as well as
collective aspects.
At the Group's French sites, the company engages in dialog with
employee representative bodies such as the Social and Economic
Committee (CSE) and the Health, Safety and Working Conditions
Commission (CSSCT).
In France, social dialog has made it possible to continue assisting
the company in the special circumstances of the pandemic througheleven agreements.
Any employee can adhere freely to a union or be a candidate in theprofessional elections for the staff representative bodies.
Worldwide (Restricted Scope), 29 agreements were signed in 2022with social partners in France, Italy, India, Brazil, and Spain.

Female managers represent 21.3% of the female workforce - up from
20.4% in 2021 and 18.5% in 2020 (permanent workforce), which isgreater than the percentage of male managers (17.4% of the permanent male workforce). The Group is continuing to implement its
action plan to promote gender diversity. Numerous initiatives havebeen carried out within the Group, including: promoting professional equality between men and women on International Women's
Rights Day, setting up and monitoring a quarterly indicator for professionals for the second year running, showcasing "role models"through sharing testimonials, increasing the number of women in
management bodies, mobility and career development. In 2022, theWomen@Roquette network celebrated its fourth anniversary, continuing to grow with more than 250 members in ten countries. Witha presence on each of the continents where the group operates, thenetwork launches specific initiatives each year that are tailored to
the local circumstances, culture and needs, while meeting the global
challenges of diversity and inclusion. The group can thus rely on
this collaboration and complementary nature of the initiatives carried out by the Women@Roquette network and the overall strategy
implemented by the HR department to pursue its commitments topromote gender diversity.
Where diversity is concerned, in 2022, the Group confirmed its commitment to encouraging interaction between generations, throughintegration programs for new arrivals, apprenticeships, International
Corporate Volunteering, mentoring, awareness-raising sessions on
the theme of generations, and initial pilot projects on skills transfer.
The goal of 20 initiatives per year to promote interaction between
generations was exceeded again this year.

Diversity*

In line with its values and in accordance with its ethics charter, theGroup ensures strict equal opportunity among its employees as wellas compliance with the principle of equal treatment between them.
In order to continue making progress in terms of diversity and inclusion, the Group continued its awareness campaigns in 2022, based
this year on e-learning modules, awareness raising sessions, testimonials, and the implementation of mentoring programs.

Acting Indicator

2021

2022

ChangebetweenN and N-1

Proportion of womenin the workforce

22.6%

22.6%

=

2025 Goal
25%

Acting Indicator
Number of initiatives
per year to promoteintergenerational
interaction

2021

2022

ChangebetweenN and N-1

28

28

=

2025 Goal
At least 20
initiatives per
year

ROQUETTE RESTRICTEDThe Group leverages its wealth of diversity by valuing our differencesand encouraging the sharing of best practices within a multi-cultural
network. As an essential factor in the Group's growth and customer
satisfaction, diversity and inclusion help create a pleasant working environment and are strongly rooted in the local communities
where the Group operates.

Roquette Group - Financial Report

17

MANAGEMENT REPORT

Handicap

In France, diversity is also reflected in a strong commitment supporting the disabled, which resulted in the signing of the first company
agreement on May 13, 2022 for a period of two years.
The three main thrusts are based on:• Integrating and recruiting people with disabilities.
• Maintaining employment and supporting the career paths ofdisabled employees.
• Support mechanisms for employees with one or more dependent children with disabilities.
As part of rolling out this agreement in the second half of 2022, various communications and awareness-raising initiatives were initiatedby Mission Handicap France at the five French sites:• Awareness-raising webinars for all executives and local
managers.
• During the European Week for the Employment of People with
Disabilities in November 2022, as part of the "Handi'tour",awareness-raising workshops such as "I'm learning sign language" or "I'm leaving my mark to build a wall of commitments"
were held for all employees at the French sites. Participantslearned about the different aspects of having a disability. At
that time, they were given the company's disability guide.
• An inspiring conference featuring Louis Noël, French champion
paratriathlete, who is preparing for the 2024 Olympic Games.
• The company's participation in Duoday, fifteen disabled persons were able, during one day, to immerse themselves inthe daily activities of different teams - Digital, Engineering,
Manufacturing, and Research.
The Group is thus continuing its commitments in terms of diversity
and inclusion through ongoing work at all its sites, involving all thecompany's players and its stakeholders to create a positive, attractive workplace for everyone.

Activities with local communities (8)For this fourth CSR challenge in the Acting pillar, the Group commits to developing its activities with local communities by working
jointly with them and by contributing to their development throughsustainable relationships. To do this, the initiatives carried out are
based on an internal directive entitled "Support to Local Community
Involvement process" which harmonizes and formalizes the guidelines for all support (financial, technical, human, etc.) for the local
communities around the Group's facilities. Each year, the company
agrees to work with local people and communities. To further
increase this commitment, we have revised the 2025 objective to
make it more ambitious: "at least 40 initiatives" has become "atleast 100 initiatives"!

ROQUETTE RESTRICTED

The activities being supported are related to nutrition, health, environment, education, emergency aid and more marginally to more
specific local needs (such as building school infrastructures in India).

18

Acting Indicator
Projects or initiatives
with local communities

2021
62

2022
90

ChangebetweenN and N-1
31%2025 Goal
At least 100
initiatives

The number of initiatives has increased by more than 30% due tothe end of Covid lockdowns, the introduction of in-person initiatives, and the addition of the eleven initiatives in Canada (new sitetaken into account). For example, for 2022, several initiatives werelaunched to support the Ukrainian people: Lithuania, Italy, Spain andFrance took up collections at the various sites and the group decided
to make a donation of €200,000 to the International Federation of
Red Cross and Red Crescent Societies.
Roquette Foundation for Health

The Roquette Foundation for Health, created in November 2017
under the impetus of the Fondation de France, has given its support since it was created to 25 different projects, 7 of which areinternational. Nearly 2.5 million euros have thus been distributed.
After five years in existence, a review of the foundation's work,
strengths, and areas for improvement was conducted in 2022. A
small group of employees reflected on the future and on the newroadmap for the next five years. The vision and mission were
adjusted and included the notion of food insecurity.
New support has also been approved for the Écail study (Étude
Clinique Alimentation Infantile), an interventional study that willassess the effectiveness of the "Malin pour bien grandir" program.
The aim of this program is to offer an innovative, sustainable, viable
solution to the nutritional problems of young children from families with socio-economic difficulties, by giving them access to abalanced, quality diet.
In 2021, the Foundation launched a new internal initiative called"Act&Help". This initiative enabled five associations supported
closely by Group employees to receive a "grant" of 5,000 euros for a
project concerning "feeding the most vulnerable". This initiative wasrenewed in 2022 and allowed six new projects (two projects could
not be selected) to be supported. They are located in Cameroon,
Madagascar, Nepal, India, Canada, and Brazil.

8. BIOREFININGThe Group's environmental policy aims to prevent pollution andreduce the environmental impact of its activities. It is incorporated
all throughout the production process and can be broken down into
general objectives. Deployed at the factory and workshop level,
these objectives are controlled and are audited on a regular basis.
The four French sites (Lestrem, Beinheim, Vecquemont and Vic-surAisne) are subject to ICPE authorization and are integrated into thereporting.
The major challenges in the environmental approach are directlyin line with customer satisfaction, employees and communities
around the industrial sites. This is primarily based on controllingthe environmental parameters, reducing waste, optimizing methods, the search for new "cleaner" technologies and the reductionof the impacts linked to the logistics chain. For each one of thegroup's industrial sites, the environmental approach is based on ISO
14001 (standard concerning environmental management). In 2022,
ten sites are ISO 14001 certified (three sites in India, three sites in
China, one site in Italy, one site in Spain, one site in Lithuania, andone site in France), other sites are in the process of formalizing theenvironmental management system in order to be certified in 2023.
The environmental information presented below is calculated using
established methodologies (see Chapter 3 - Environmental Scope),
each defining indicators, calculation or measurement methods, andthe units used.

The environmental data collection software, set up by the Global
Environment division and integrated with SAP, enables environmental data to be collected and consolidated for all relevant sites.

Consumption performance indicators

The Group devotes a substantial amount of resources and investment for preventing environmental risks and pollution. In 2022,
several tens of millions of euros were invested in various initiatives, such as increasing the capacity of the Lestrem wastewater
treatment plant (France), collecting and separating rainwater in
Viramgam (India), improving effluent collection and creating an
emergency reservoir in Keokuk (USA).

The performance indicator, revised in 2020, corresponds to the total
fresh water consumption in relation to the tonnage of plant-based
raw materials. It is more representative of actual consumption.
Biorefining Indicators

2021

2022

Changebetween N
and N-1

2025 Goal

After raising awareness of global warming issues among the
Executive Committee and R&D teams at the end of 2021, other
Climate Mural workshops (a collaborative approach in which participants collectively build a mural summarizing the main mechanismsof climate change) were held in 2022 for various teams, notably
on World Environment Day or at seminars focusing on sustainable
development.

Number of m³ of fresh
water/ton of plantbased raw materials

6.64
m3/t

6.50
m3/t

(2.1%)

5% reduction
from 2019(2019 value =6.96 m3/t)

For the first CSR challenge of the Biorefining pillar, the Group is committed to conserving water by optimizing its processes to minimize
water use and by installing high-performance purification technologies. Water is an essential resource that has to be preserved.
The extraction and manufacturing methods of the Group's industrial
units require the use of an aqueous solution. Certain locations areseeing their taking authorizations for water go down due to increasingly strict regulations. This therefore needs to be anticipated andnew methods of working need to be implemented. The actions thatstem from this revolve around two major lines:

Although water use in absolute terms is relatively stable, the result
for this KPI shows a more efficient use of water.

Energy efficiency (10)The Group is committed to optimizing its energy use by installing
optimized energy solutions for this second CSR challenge in the
Biorefining pillar. Nine production sites are ISO 50,001 certified(Nanning and Lianyungang in China, Beinheim, Vic, Vecquemont andLestrem in France, Benifaio in Spain, Cassano in Italy, and Panevezys
in Lithuania).
The Group is diversifying its energy sources by favoring renewableenergies such as geothermal energy, biomass (wood, rice straw,etc.), and biogas which make it possible to combat climate change.
The Group's two largest energy uses are electricity and natural gas.

• Treating pollution at the source to reduce wastewater treatment circuits.

In 2022, the Group's total electricity use (imported and generated)
was 2,510 GWh compared to 2,534 GWh in 2021.

• Recycling water without diminishing the quality or changing
the properties of the finished products - for example, following
the Viramgam (India) site, the Gokak (India) site invested inzero discharge technology in 2022 with the goal of recycling
100% of the water used.

Natural gas use was approximately 7,492 GWh in 2022 comparedto 7,333 GWh in 2021.

In 2022, the pumping of water (total rivers + water tables + urban
network) is about 45.8 million m3 compared to 46.3 million m3 in
2021.
In terms of controlling the volumes consumed and prevention for
the quality of the water, many investments have been made andhigh-yield internal treatment plants make it possible to treat mostof the takings carried out before discharging into the natural environment. Some of these facilities are equipped with an effluent
methanization unit before biological treatment, which makes it
possible to combine purification treatment with biogas production.
In 2022, the significant events were the commissioning of theincrease in capacity of the Lestrem wastewater treatment plant,
aimed specifically at reducing phosphorus emissions into the riverin order to achieve the best performance under future European
standards, and the construction of a wastewater treatment plant at
the Itapevi site (Brazil) to treat effluents, as well as the improvementof effluent collection and the creation of an emergency reservoir at
Keokuk (USA).

2022 was marked by a more intense use of biomass to the detriment of coal in the Greater Asia region and, for the Europe region,
improved energy efficiency combined with better saturation of production tools.
Energy performance indicators

Several years ago, the Group decided to challenge the energy performance of its plants as well as their CO2 emissions. The utilities
part (electricity and steam production) is already covered by the
avoided CO2 indicator.
To meet this objective, a new indicator called "Carbon Performance
Indicator" was introduced in 2021. It replaced the energy performance indicator previously used. It is built on the same principle. It
compares, workshop by workshop, the quantity of CO2 emitted witha so-called reference quantity of CO2. The reference is based on theperformance of the reference year (2019) and the production of theworkshop. Consolidations by site, country, region and for the Groupare based on weighted averages of quantities emitted.
In order to better monitor this relevant indicator, the Group has
developed software for calculating the indicator, enabling it todirectly collect the energy use data entered in the ERP (Enterprise
Resource Planning) and the production data used by the financial
teams. This makes for a more dynamic calculation, an indicator calculated monthly and a possible workshop by workshop monitoringin terms of CO2 emissions and energy use.

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Conserving water resources (9)Since 2020, the Group decided to set up monthly extra-financial
reporting on water to manage water use in a more detailed manner.

19

MANAGEMENT REPORT

Finally, to allow monitoring at each level of the company, the results
are available to everyone via an online sharing tool.
The energies taken into account cover all the energies used in thetransformation process: electricity, steam, natural gas, etc.

This is defined as the sum of the benefits provided by a set of initiatives aimed at reducing CO2 emissions (tons of CO2 avoided per year)
equivalent to the Group's industrial facilities (variable speed drives,
biofuels, cogeneration, etc.).

This initiative is featured on the “Ambition for climate” site, where
major French companies report on their specific efforts to combat
climate change.

Biorefining
Indicators

Biorefining
Indicators

2021

2022

ChangebetweenN and N-1

Europe

98.1%

95.8%

(2.3)

Americas101.2%

101.3%+ 0.1

Greater Asia

98.8%

94.8%

(4.0)

China

93.0%

92.8%

(0.2)

group

98.2%

96.6%

(1.5%)

2025 Goal

5% reduction
compared to 2019

Adaptation to climate change (11)The Group considers global warming to be a major concern for theenvironment, biodiversity, and all humanity. Therefore, in 2022, theGroup decided to agree on a carbon reduction plan in line with theprovisions of the Paris Accord and in accordance with the ScienceBased Targets Initiative framework. The target has been set at -25%
of GHG emissions in 2030 compared to 2021 for scopes 1 and 2.
This will be rolled out in 2023 in the form of action plans and performance indicators.
In 2022, the Group also established a carbon footprint report including the three scopes in order to define the 2021 baseline.
Decarbonization programs and initiatives to reduce the Group's
emissions are being implemented in the various departments(Manufacturing, Purchasing, Logistics, etc.).
In 2022, three major decarbonization projects won calls for projects
organized by ADEME and will be carried out in the coming years tomake a significant contribution to achieving the objectives.

ROQUETTE RESTRICTEDThe Group agrees to reduce its environmental impact by continuing
to implement solutions that are most suited to the local conditions
and by favoring competitive renewable energies. In 2015, the Groupagreed to set up technical facilities that emit less CO2 in order toavoid one million tons of CO2 emissions by 2025, in order to meet
the third CSR challenge of the Biorefining pillar.

20

Performance indicators on annually avoided industrial CO2 emissions

CO2 emissions

2021

2022

Change between N
and N-1

Scope 1 teq CO2/kt ofplant-based raw materials

285

271

(5.0%)

Scope 2 teq CO2/kt ofplant-based raw materials

79

74(7.0%)

2021

2022

Europe574,154546,174

Americas40,493

22,373

Greater Asia

254,397403,707China

26,41333,891

group

895,457 1,003,572

ChangebetweenN and N-1

12%2025 Goal

1,000,000
teq CO2 avoided

This year, the increase in avoided CO2 is mainly due to a fuel change
at the Gokak site (India), where coal was partly replaced by biomass
from sugarcane bagasse.

Food waste*

The Group's activity is to process all of the plants' constituents without generating waste.

4. SOURCING
Procurement of raw materials (12)The Group's consumption of plant-based raw materials (wheat,corn, potatoes, and peas) for 2022 is stable at approximately 6.9
million tons.
All of the plant raw materials used are recycled almost entirely. They
are derived from agriculture and as such renewable annually. That
is why the company is committed to sustainably and responsibly
sourcing by encouraging local supply and optimizing means of transportation to combine economic profitability and low environmental
footprint. It also commits to continuously improving its raw material
quality by clearly specifying its needs, strictly selecting its suppliers
and reinforcing quality control chains from fields to biorefineries.
For this first CSR challenge of the Sourcing pillar, the company also
wants to reinforce the ties with its raw materials suppliers by building partnerships with breeders and farmers to select and use themore suitable agricultural resources. In Italy since 2021, the X-Farmproject makes it possible to collaborate with several farms and to set
up sensors in the field and a digital app that guarantees full traceability. This app also helps farmers to grow Waxy corn in a more
efficient, sustainable manner (including calculating CO2 emissions).
This is a continuous improvement approach that was agreed uponwith local farmers.
In light of previous achievements and the changing sustainable agriculture standards, this KPI is being revised.
Nevertheless, it should be noted that the drought in all corn supply
regions in Europe resulted in a sharp reduction in yields per hectare
and changed supply areas, which will have an impact on the resultsof this year.

Raw materials are defined as "sustainable or responsible" when they
are purchased with a certification according to the SAI (Sustainable
Agriculture Initiative) reference standard or the equivalent (example
2BSvs), or according to an internal specifications/protocol (inspiredby the best farming practices concerning sustainability comparable
to the requirements of the SAI reference standard).
Sourcing Indicator

2021

2022

Change between N
and N-1% of “sustainable” rawmaterials

37.1%

38.7%

1.63%

Supplier selection (13)The Group's Supplier Code of Conduct is shared with all suppliers.
At the beginning of 2020, a new version was sent to suppliers andput online on the website. In order to meet this second challengeof the Sourcing pillar, this Code of Conduct for Suppliers is basedon the Universal Declaration of Human Rights, the principles of
the United Nations Global Compact and the conventions of theInternational Labor Organization (ILO), as well as the Group's Ethics
and Responsibility Charter and Code of Conduct. It does not serve asa substitute for the various regulations, standards and current laws
in the different countries.
This code is today signed by any new supplier in the framework of
the registration process. In addition, for the main suppliers, a qualification campaign is conducted which systematically includes theirsigning the Code of Conduct. In 2022, the suppliers all signed theCode of Conduct and were all qualified.
In 2020, the company rolled out a supplier qualification tool thatenables it to monitor supplier risks in a consistent, responsible manner (particularly in relation to human rights). In 2023, qualification
will be accelerated, especially with the integration of a new solution.
Qualification indicator% qualification ofstrategic suppliers

2021

2022

2025 Goal

-

70.9%

90%

Environmental and human rights in the value chain (14)Circular economy*

The Group's markets, including food, nutrition, and health, are partof the circular economy. Industrial sites, as ecosystems integrated
in the heart of the territories, are an illustration of the bioeconomy strategy, as they make it possible for optimal use to be madeof farming plant-based resources and are a source of growth andtherefore of jobs.
The Group specifically focuses on three key factors of the circular
economy: material effectiveness, economic and industrial efficiency,
and contributing to the local ecosystem:• Material effectiveness, since all of the Group's plant-based raw
materials are almost entirely processed. Thus, for the corn sector, the starch extracted from the plant is valorized so it canbe made available to the Nutrition and Health or Industrial
markets, while the other components of the plant are directed
towards other markets, such as Animal Nutrition.
• The economic and industrial efficiency, as at the sites ofLestrem, Beinheim, Vecquemont (France), Cassano (Italy),
Benifaio (Spain) where the methanization of effluents generates biogas used in the boilers. This allows for a reduction in
the use of natural gas.
• The contribution to the territorial ecosystem by using the effluents from the plants for farming fertilization, thus generating
an economy for the whole sector. For example, in 2022, at the
Lestrem site, the effluent treatment sludge from the corn andwheat processing was spread and used as fertilizer by farmers
in the fields. They provide nutrients to the crop, improve thequality of the farming soil, and are more economical for the
farmer.

Conclusion
This report reflects the Group’s commitments and actions so as tomeet the expectations of all of its stakeholders and to create value
for the Group, its shareholders, its customers, and its employees byinteracting with its internal and external ecosystems.

Respect for human rights and the environment is a priority for theGroup. For this third CSR challenge in the Sourcing pillar, these two
topics are emphasized in the two codes of conduct: the Supplier
Code of Conduct and the Roquette Code of Conduct. The Universal
Declaration of Human Rights and the principles of the International
Labor Organization (ILO) are the bases of the values defended by thecompany as well as respect for the environment and the preservation of natural resources.
As part of its activities, each Group supplier is required to comply
with and communicate this Code of Conduct to all of its employees and to ensure that these principles or equivalent principles are
known and followed by its own suppliers and subcontractors.

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The code of conduct is systematically communicated and validated
as part of the process of referencing Roquette's suppliers.

Roquette Group - Financial Report21