LIFE
nature@ROQUETTE

extra-FINANCIALREPORT
Year 2021

ROQUETTE GROUP

Note 8. Declaration of extra-financial performance
The medium- and long-term development plan of the RoquetteGroup is founded on a sustainable approach that is based on
economic, social and environmental pillars. Since 2008, theGroup has implemented a specific approach to sustainable
development. This approach is based on four pillars: Innovating
Sustainably, Acting Sustainably, Biorefining Sustainably andSourcing Sustainably. These pillars make it possible to favor the
innovation of proposed solutions and the performance of theactions implemented at the service of customers and of all of theother 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.
Since 2018, a significant change for extra-financial reporting, induced 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 theGrenelle II law. This new approach is an opportunity for the Groupto 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
the Group meets the expectations of all its stakeholders, createsvalue for the Group, its shareholders, its customers, its employees
and interacts with its ecosystems.

REGULATORY FRAMEWORKThe Group's corporate, social and environmental information has
been defined, consolidated, and analyzed as of December 31, 2021.
In order to respond to the regulatory framework, the RoquetteGroup describes in this extra-financial performance declaration
the company's business model, the main CSR challenges linked
to its activity or to the use of its products and services, as well as
the policies applied in order to meet these challenges and theirresults (including selected performance indicators). In accordance with the new regulation, this report will be available on
the Group's website.
Verification of this information was entrusted to KPMG as anindependent third-party body and Co-Auditor. This resulted in areasoned opinion attached to this report concerning the compliance and sincerity of the extra-financial performance declaration.
The procedures for measuring and reporting, inspired by goodpractices, have been defined by a team of experts representing
the various functions and professions of the Group. The latter
were shared and distributed in order to consolidate the qualitative and quantitative information as of December 31, 2021. Thesemethodologies are part of a continual improvement approachinternal to the Roquette Group.
This report meets the requirements of article R 225-105-2 of theFrench Commercial Code on the Declaration of consolidated
Extra-Financial Performance concerning the period ended
December 31, 2021, in application of the provisions of article L 225102-1 V of the French Commercial Code and of decree no. 2012-557
of April 24, 2012 such as modified by order no. 2017-1180 of July 19,
2017 and of decree no. 2017-1265 of August 9, 2017.

Social Scope
Depending on their type, indicators and social data refer to one or
the other of the following consolidation areas (except for special
cases):• Group Scope: Roquette Frères and all its subsidiaries thatare directly or indirectly more than 50% controlled as ofDecember 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
the Roquette Group for at least one year as of January 1 of
the reference year. The existence of this restricted scope isjustified by the operational complexity of reporting certainsocial indicators and data.
In 2021, the Group Scope did not change with respect to 2020.
On the other hand, the restricted scope included the additionof an industrial site: the Portage la Prairie plant in Canada, andthe removal of an industrial site: the Corby plant in the United
Kingdom which closed at the end of 2020.
In 2021, the workforce of the Roquette Group included 8,129
employees, including 360 temps (fixed term contracts and in alternation). Recall that the workforce in 2020 was 8,361 employees.
As of December 31, 2021, the restricted scope represents nearly
96% of the Group's permanent workforce (7,470 employees out of
7,769).
The Group collects information as follows:• The data required for social reporting is extracted from theGroup's Human Resources Information System (HRIS), 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 collected by the Human Resources Departments in each country.
The latter are in charge of collecting the social data for theirrespective 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 consolidation of the social data based on the information contained in
the Group HRIS and feedback from the various countries, after acoherency check conducted by them.
A Group HR manual explains the management of Human
Resources within the Group and presents the organization, processes, and directives applicable throughout the Group.

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The consolidation scopes concern all of the activities in the world
for which Roquette Frères Group has operational control. Any
scope limits are described hereinbelow.

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MANAGEMENT REPORTThe various HR expertise centers around the world focus onfour areas of intervention, of which all are directly related to theextra-financial social reporting of Roquette Group:• Compensation and social welfare benefits (cf. section oncompensation).
• The HR systems and processes (cf. section on the workforce).
• Employee development and training (cf. part on training).
• Change management and organizational development (cf.
section of diversity).

1. Societal Scope
The activities of the Group's sites create direct employment for
8,129 people and also develop a local network of companies which
are very often the Group's service providers. The impact of thelocal companies is important and involves open, transparent
and responsible exchanges. All of the production sites maintainpermanent exchanges with the local authorities (town halls,
local governments, etc.). In addition, many support actions are
conducted with local communities by the Group or thanks to theRoquette Foundation for Health. (See the paragraph “Activities
with local communities”).

2. Environmental Scope
Various scopes have been selected for reporting environmental
indicators:• The energy performance (or Carbon performance) andavoided CO2 emissions performance indicators are calculated
for all the Group's industrial sites (producing ingredients)
whose total annual energy consumption per site is greaterthan 5,000 TOE (Tonnes of Oil Equivalent), during the twoyears prior to 2021, and whose capital is more than 50%
owned for at least three years.
• The Group's water consumption performance indicator, as
well as CO2 emissions per kt of raw materials (scope 1 and 2),
are calculated by including all plants (which have been morethan 50% owned for at least three years) using the following plant-based raw materials: corn, wheat, potato and peas.
Water used in open loop cooling systems is excluded fromthe 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.
This year, the four Sethness-Roquette sites and the Crest site areincluded in the 2021 reporting for energy and environmental data.
Since 2020, the Lianyungang site (China) has been supplied withsteam by an entity (Lianyungang Jieneng New Energy Co., Ltd; acompany owned by the Group), which transfers direct emissions
to indirect emissions.
The reporting scope for the various environmental indicators represents more than 96% of the Group's turnover.

GOVERNANCE
The governance of the Group changes regularly in order to adapt to the circumstances and the ecosystem in which it operates, thus preparing the Roquette Group’s future in a responsible manner. The Board of Directors, which mainly determines the strategic orientation,is particularly keen on societal issues. The Group strives to promote sustainable human practices and draws its strength in respecting
its values of authenticity, excellence, forward looking and well-being. These core values enable the entities of the Group, around theworld, to reconcile financial performance and environmental concerns with the development of the men and women who form 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 people from the Board of
Directors:

ROQUETTE RESTRICTED• Appointments and Compensation Committee.
• Strategy Committee.
• Audit Committee.
• Ethics and Sustainable Development Committee.

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The Group is contributing to the climate and societal challenges under the strong impetus of the Ethics and Sustainable
Development Committee. This committee has a mirror committee,

2 directors representing theemployees

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 from the company's main departments and works closely with the Board of
Directors' Ethics and Sustainable Development Committee. It
meets every two months and proposes the main CSR issues to be
examined by the Ethics and Sustainable Development Committee,
which meets three to four times a year (four times in 2021).

BUSINESS MODEL

1. Methodology• 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; on theother hand, a global customer-oriented organization with 8,129
employees representing more than 45 nationalities, 25 industrialsites, innovation capacities with more than 300 people dedicatedto R&D, and 300 family shareholders.
• A proposition of unique value (what makes us unique):The vision that Nature has the answer to men and women's various needs in terms of Food, Nutrition, and Health, the company's
values (Authenticity, Excellence, Proactiveness, and Wellness),
combined with its 88-year history, create the uniqueness of theRoquette 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 collaborates with our customers and partners to imagine and offer ingredients to better
feed and cure people. Each of our ingredients responds to uniqueand essential needs. They contribute to healthier lifestyles. The
Group's products and solutions serve the pharmaceutical, cosmetics, food and nutrition, animal nutrition markets and otherindustrial sectors.
• The strategy that the company uses to create value (“how wecreate value”):
The Group's sustainable development approach is based onfour pillars: Innovating, Acting, Biorefining and Sourcing. Thiscan be broken down through concrete commitments that canbe measured, thus making it possible to favor the innovation of
proposed solutions and the performance of the actions implemented at the service of customers and of all of the company's
other 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 morethan 5,000 customers worldwide through its network of distributors, and maintains close relationships to innovate with them anddevelop high quality ingredients. It provides market expertiseand regulatory support. The company favors long partnerships
with its suppliers and all of its other partners. It is committed todeveloping its employees and in empowering them. Preserving
the environment and working very closely with the ecosystem isessential for the company. Together, the Group is as such committed, involved and anchored in the local committees. The family
heritage of the Group and values attached to it are at the heart ofits organization. They guide its growth vision in the long term, forthe benefit of everyone.
Maintaining this process of creating value over the long-term
results in the Group's capacity to create a feedback loop, wherein
the value that is generated is reinvested in order to provide new
resources as well as material and immaterial capital for thecompany.
This representation of the business model is the product of theCommunications team's collaboration with the SD Committee
and the company's various departments, with support from thegoverning bodies and validation by senior management.

2. Context - Future trends
The Group creates value by echoing the needs and societal
challenges of today and tomorrow. The world is changing andis confronted with many challenges such as population growth,
increasing middle class, urbanization, new eating habits, aging
population, food allergies and intolerances, preservation of healthcapital, and sustainability.
In 2021, the Covid-19 pandemic continued to rage and had many
impacts on global economic activity. Numerous changes and/or
adaptations continued, especially when it came to consumption,
but also human relations and work organization. The Group's
objective, since the beginning of this pandemic, is to preserve
the health and safety of all the employees, while still ensuringcontinuity of the activities so as to respond to the needs of thefood and pharmaceutical markets.
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, andenvironmentally friendly industrial solutions.

3. Description (see the next page)
This business model and the materiality matrix will be reassessed during 2022, for submission in 2022.
At the end of 2021, the Executive Committee began to reflect on
the sustainable development approach and its internal organization in order to best address environmental and societal issues.
An overhaul of the commitments and new KPIs and targets may
be introduced starting in 2022.

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As in 2020, the Group's business model, a world leader in plantbased ingredients for the Food, Nutrition, and Health markets,
aims to describe, for the year 2021, how the company creates value
and maintains it over the long term by presenting its businessand its global operations as they interact with a broader businessenvironment. To do this, the way it is structured and its content
is based on the regulatory framework of the extra-financial performance statement (law of August 9, 2017) and the intersectionof the recommendations of the main guides and current reference frameworks relating to business models (IIRC - International
Integrated Reporting Council, MEDEF guide, Business Model
Canvas, etc.). As such, it presents five major categories of interdependent information and proper to the Roquette Group:

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MANAGEMENT REPORT

What we rely on

THE BESTOF NATURE

ONE ROQUETTE
CUSTOMER-ORIENTED
ORGANIZATION

What makes us unique
Our Vision – Nature has the answer to provide
people with the Food, Nutrition and Health they needaccording to their lifestyle choices, their age, where
they live and what they do.

PEOPLE

What we do
SKILLS AND EXPERIENCED
WORKFORCE

Using plant-based resources, we collaborate withour customers and partners to imagine and offer
ingredients to better feed and treat people.

8,129 employees
worldwilde
45 nationalities

OPERATIONS

PharmaCosmetics

Food & Nutrition

How we create value
PLANT-BASEDRAW MATERIALSMANUFACTURING

25 industrial sites
Best in class technologies
ENERGYWATER
SUPPLY CHAININNOVATIONCAPABILITIESFARMERSINNOVATING
Understand customers’ needs andanticipate consumers’ expectations
Develop a sustainable development journeyinspired by customers’ expectations
Strengthen sustainability in our innovation
process
In 2025, 70% of our projects will meet“sustainable” chemistry criteria and 80% of the
new solutions we deliver to ourcustomers based on the same
projects will meet the Sustainable
Development Goals of the UN

300 employees
dedicated to R&D
more than 90 yearsof know-how and expertiseOpen innovation
Customer Technical Services
40 patents per year

SOURCING
FAMILY CAPITAL

Source sustainably
Improve continuously
our raw materials’ quality
Strengthen relationship with our raw
materials suppliers

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Nearly 300 family
shareholders
Over 90 years of investment

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Who we create value for
Our Values: Authenticity, excellence, anticipation,
well-being,

Each of our ingredients responds to unique andessential needs and they enable healthier lifestyles.

CUSTOMERS & CONSUMERSCOLLABORATIVE RELATIONSHIPOver 5,000 end customers
Sales network in over 100 countries
Close collaboration to innovate in nutrition and health
Global network of distributors

MARKET KNOWLEDGE
HIGH-QUALITY INGREDIENTSREGULATORY SUPPORT
Animal nutrition

Industries

SUPPLIERS
PARTNERSHIPSEMPOWEREDPEOPLE

Long-term relationshipand partnerships
Innovation and capability
development

Safe working conditions
Positive and attractive work
environment
Leadership and people
development
About 28 hoursof training / employee

ENVIRONMENTGROUP & SHAREHOLDERS

Reduction in environmental
impacts(GHG emissions)
Water preservation
Efficient resources
consumption

To: 3.9 billion
10% invested in R&D andinvestment projects
Return to shareholders

ACTINGIn 2025, a Frequency Rate 1 of 0.5 and a
Frequency Rate 2 of 1.5
Empower employees
Build on our diversity
Develop our activities with local
communities
Every year, support for at least
40 projects or actions

BIOREFINING
Optimize our energy
consumption
Preserve water
Further reduce other environmental
impacts
In 2025, with respect to the year 2015, ourenergy efficiency will improve by 10% and ourwater consumption per ton of product will
drop by 5% (between 2019 and 2025), and1 million tons of CO2 discharge will be
avoided by setting up technicalinstallations that emit less
CO2

OUR ECOSYSTEM

Employment
Attractiveness of new talent
Territorial projects with local communities
Dialogues with the stakeholders andpolicy-makers
Roquette Ventures
Roquette Foundation for Health
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Put health, safety and well-being at
the heart of our concerns

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MANAGEMENT REPORTIDENTIFICATION OF THE EXTRA-FINANCIAL CHALLENGES

French Commercial Code and the adding of challenges specificto the activity of the Group, the associated risk being evaluated(impact and likelihood of occurring) and crossed with an assessment of the level of expectations of the stakeholders. These levels
were estimated through ratings, carried out via 21 interviews withstrategic internal stakeholders representing the various departments within the Group. The assessment of the level of risk isbased on the internal methodology used by the Risk Management
department, as well as on the ISO 31 000 standard (risk management standard).

1. Methodology
The materiality matrix defined in this extra-financial performance declaration presents the analysis of the environmental,social and societal challenges linked to Roquette Group's activity.
These challenges have been identified according to their grossrisk, in line with the Group's activities and the expectation of
the stakeholders. They have been defined based on the information mentioned in Decree no. 2017-1265 of August 9, 2017,
which was supplemented with the principles of actions of standard ISO 26 000 (standard concerning the Corporate Societal
Responsibility) and a sector benchmark, as well as the commitments of the Roquette Group.

Following this notation, the upper right-hand third of the matrix
presented hereinafter (dark green area) defines the fourteen CSR
challenges identified and monitored, since 2018, according totheir gross risk and stakeholder expectations.
In 2021, as in 2020, the Covid-19 pandemic did not fundamentallychange the fourteen CSR challenges, but impacted some of themwith larger and sometimes unexpected variations.

For each one of the challenges, coming from 42 themes completed beforehand and mentioned in article R225-105 of the

8

3

1
2

14
10

9

Expectations of the parties involved

5

12
4
13

6

7

11

Gross risk associated with the CSR challenge
Environmental

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SocialSociatal

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 the value chain

4. Data protection (security andcyber security)

8. Activities with local communities

The CSR issues identified through the materiality matrix are naturally incorporated into the sustainable development approachinitiated by the Group more than ten years ago. The policies,
actions and results linked to the CSR challenges that have majorrisks are described in the following sections and they are supplemented with the additional mandatory information describedin Article R225-105 of the French Commercial Code (themes notlisted with an asterisk): responsible, fair and sustainable food,social dialog diversity, respect of animal well-being, fight against
food insecurity, food waste, circular economy. This information
is noted with asterisks.

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 tothe farming supply chain)

12

Sourcing

Supplier selection

13

Sourcing

Environmental and human rights in the value chain

14

Sourcing

Challenges

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Number in the matrix

Pillars of Roquette's
Sustainable Development
approach

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MANAGEMENT REPORT

2. Pillars 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 pillars: Innovating, Acting, Biorefining and Sourcing. These four pillars, as well as the associated commitments andperformance indicators, are explained in the table hereinbelow.
The commitments made in the last few years remain unchanged. A few new indicators have been added, specifically for the food safetyand data protection sections. Some KPIs have seen their target change or even disappear in 2021 (e.g. Challenge 12 - Sourcing section)and others have been replaced (e.g. Challenge 10 - Biorefining section).
In 2021, (as opposed to 2020), some challenges are described using quantitative data but without an associated target. These are:• Challenge 1: product quality and food safety with the percentage of FSSC 22 000 certified sites.
• Challenge 4: data protection with three associated data: the percentage of employees who have received training in the code of
conduct, the percentage of employees who have received training on data protection and the number of “Data protection” courses
available in the e-learning catalog.
In addition, some challenges are described qualitatively and do not have any associated KPIs or data. These are:• Challenge 13: supplier selection.
• Challenge 14: environmental and human rights in the value chain.

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These challenges are monitored with the same level of importance as the others and are associated with internal KPIs or data, which are
not currently communicated externally.

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Pillars

Commitments

KPI (Key Performance Indicator)

INNOVATING# Understand customers’ needs and anticipate consumer’
expectations: by developing Pharma, Nutrition, Food andindustrial sector innovative solutions that help improve ourconsumers’ health and well-being.
# Develop a sustainable development approach inspired by thecustomer expectations by offering them environmentallyfriendly, innovative, sustainable and competitive solutions.
# Strengthen sustainability in our innovation processes by
including sustainable development criteria as a key element in
our innovation projects.

• I n 2025, we commit that 70% of our supplies will meet the“sustainable” chemical criteria (challenge 3).
•A nd 80% of solutions offered to our customers meeting the
Sustainable Development Goals of the UN(challenge 2).

ACTING# Put health, safety and well-being at the heart of our concerns bycontinuing the implementation of a world-class HSE (Health,
Safety, Environment) management system and developing aculture in which people safety is a core value.
# Empower employees by promoting dialog, fostering engagementand developing skills.
# Build on our diversity by valuing our differences and promoting
the sharing of best practices in a multi-cultural network.
# Develop our activities with local communities by partnering with
our local communities and contributing to their development
through sustainable relationship.

• I n 2025, we commit to reaching a Frequency Rate 1 (FR1) of 0.5, aFrequency Rate 2 (FR2) of 1.5 and to deploying twenty initiatives
per year for employee well-being (challenge 5).
• I n 2025, we commit to our employees being able to benefit on the
average of 25 hours of learning per year (challenge 6).
•O ur ambition for 2025 is to achieve a proportion of women in
the workforce of 25% and to deploy twenty initiatives per year topromote interactions between generations (challenge 7).
•E very year, we implement our commitment to local populations
and communities by supporting a minimum of 40 local projects
or actions. (In 2020, the target was increased to 40 instead of 20)(challenge 8).

BIOREFINING# Optimize our energy consumption by installing energy-efficientsolutions and using competitive renewable energies.
# Preserve water by optimizing our processes to minimize
consumptions and installing efficient treatment technologies.
# Further reduce other environmental impacts by implementing
the most relevant solutions based on local specificities.

• I n 2025 we are committed to ensuring that, compared to 2015, ourenergy efficiency improves by 10% (challenge 10).
• I n that our consumption of water per ton pf product drops by
1%, each year between 2019 and 2025 (this is a modification ofthis indicator with respect to 2019, see the Biorefining chapter)(challenge 9).
•F inally, we pledge to establish technical installations with less
CO2 emissions and thus avoid 1 million tons of CO2 emissions by2025 (challenge 11).

SOURCING# Source sustainably: by encouraging local supply and optimizing
means of transportation to combine economic profitability andlow environmental footprint.
# Improve continuously our raw material quality: by clearlyspecifying our needs, strictly selecting our suppliers andreinforcing quality control chains from fields to biorefineries.
# Strengthen relationship with our raw materials suppliers bybuilding partnerships with breeders and farmers to select anduse the more suitable agricultural resources.

•O ur goal is to ensure that 20% of our raw materials are certified or
evaluated as “sustainable or responsible” by 2025 (challenge 12).

1. Innovating
Product quality and food safety (1)Guaranteeing the satisfaction of customers and final consumers
in a sustainable manner is one of the Group's foremost, ongoingcommitments.
In 2021, all internal Quality indicators, mainly related to monitoring complaints and product compliance with release
specifications, continued to show significant improvement overthe past two years. This good performance is therefore becoming
permanently embedded in the company's culture, thanks to thedeployment of the Total Quality strategy since 2018.
In fact, 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.
• The planning and completion of master plans and Quality
investments in 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 variedcustomer relationship: from answering qualification questionnaires, through customer quality audits to handlingcomplaints. The pandemic has slowed down the dynamics
of customer visits, but the Quality teams have always foundways to stay connected to the markets they serve.
Within the Group, many workshops and processes are certified
according to the various international standards and markets
targeted (FSSC 22000, ISO 9001, EFISC, etc.).
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 theprocesses, this recognized method ensures the sanitary safetyof 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.
Thus, 98% of the production lines (all countries combined) are
FSSC 22 000 certified.
In 2021, the Group continued to answer the call for delivering raw
materials for pharmaceutical use, especially those used in manufacturing drugs. In December 2021, it announced plans to open a
new innovation center in Pennsylvania (United States) to further
drug research. This new state-of-the-art facility will aim to better
serve the Group's customers worldwide by working closely with
its specialized pharmaceutical teams based in Singapore andFrance. With its recognized expertise and its production workshops that meet pharmaceutical standards, the Group remains
strongly committed to its customers by offering them active substances under GMP 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 diversify their
supply sources with proteins benefiting sources coming fromplants. Anticipating this demand, the Group continues to invest
in developing plant-based protein solutions, particularly frompeas. In addition, the environmental footprint of growing peas isparticularly low because they require very little water and fertilizer and enrich the soil for future crops.
Plant-based proteins have many applications in vegetarian, flexitarian, dietary, sports, clinical nutrition, and traditional diets.
For more than ten years now, Roquette's scientific teams haveconducted independent clinical studies demonstrating the nutritional quality and health benefits of Nutralys® pea protein, whichhave been published in leading scientific journals.
In 2021, the Group's scientists once again demonstrated theirexpertise by presenting a study on the nutritional quality of
Nutralys® based on the amino acid profile and its digestibility
according to the methodology recommended by the FAO: the
DIASS methodology. This methodology makes it possible toanalyze the nutritional profile of ingredients in much greater
detail. The use of this method is a first for plant-based protein
ingredients (peas) and, despite its complexity, has confirmed theexcellent nutritional quality of Nutralys®.
2021 was also the year of the inauguration of the Canadian plantin Portage, thus giving the Group the opportunity to meet thegrowing needs of the North American market for plant-based
proteins. Nutralys® produced in Portage meets the dual objectiveof providing a high quality pea protein while offering a productmanufactured locally with local raw materials, thus providing animportant advantage in this plant-based protein market.
FIBER:The Covid-19 pandemic has magnified consumer interest in
health and nutrition. 70% of consumers reported shifting toward
healthy foods in the past 18 months* (*Innova Market Insights,
Fiber Innovation in Food and Beverages report, 2021), with agreater focus on immunity and gut health. If we look at fiber, consumers naturally associate fiber with good health.
The Group's Nutriose® soluble fiber has clinically proven healthbenefits for:• Intestinal health as a prebiotic, through the growth of a specific gut microbiota for a diverse gut.
• Satiety and weight management through calorie reduction.
• Prolonged energy release, through slow, prolonged fermentation in the colon.
• Management of blood sugar levels, through a low impact onblood sugar levels.
In 2021, the R&D Nutrition teams, in collaboration with the
University of Reading, published the results of a study in therenowned European Journal of Nutrition, showing that Nutriose®
soluble fiber has a long-term effect on postprandial glycemia (after
meals) and also on fasting and postprandial satiety Nutriose® soluble fiber, or resistant dextrin, has also been approved in India asa prebiotic ingredient.

Roquette Group - Financial Report - Year 2021

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MANAGEMENT REPORTFOOD SPECIALTIES:
Organic ingredients are gaining more and more consumer
appeal because they are perceived as natural, healthy, and safe.
Consequently, the “organic” label is very popular in all food segments, but especially in baby food. The carbohydrates commonlyused in baby food formulas are maltodextrins, dehydrated glucose syrups, or lactose. Baby foods must be of the highest quality.
In 2021, Roquette designed the Glucidex® Premium line of organic
maltodextrins to provide a safe source of energy, as well as highdigestive tolerance, for the healthy growth of babies.

Food insecurity*
To combat food insecurity, the Group is developing close relations
with its neighboring local communities.
Each year, numerous initiatives are set up by the Group's plants.
For example, in Italy, on International Solidarity Day, the Cassano
site made a financial donation to a local association, Opera
Caritativa San Giuseppe di Cassano Spinola, which provides
food assistance to families in difficulty. In Lithuania, a Wheel of
Fortune game for employees was held. The points collectively
earned were converted into a financial donation to the local
Caritas organization which helps the community in need by providing food and other services.
These examples of initiatives are all proof of the Group's involvement in combating insecurity around its facilities.

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 andwell-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
to follow in order to respond to these requests. They echo theglobal challenges that everyone is confronted with. In 2021,
building on the slightly updated approach of the previous year,
two of these SDGs are 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 specific internal criteria for each one ofthese goals to ensure that new solutions (i.e. new ingredients andproducts) offered to customers also provide a benefit in terms ofsustainability.

ROQUETTE RESTRICTEDThe Group is committed to ensuring that, by 2025, 80% of the
new solutions brought to its customers, resulting from projects
meeting the criteria of sustainable chemistry (see chapter on
Innovation (3)), meet the UN Sustainable Development Goals.

12

Innovating
Indicator% of solutions
offered to ourcustomers thatmeet the UN
Sustainable
Development
Goals*

2020

2021

ChangebetweenN and N-1

63%

67%

+4 pts2025 Goal

80%(*) The indicator is calculated as follows: a list of eleven different criteria has been drawn up to meet two of the UN Sustainable Development
Goals (UN Goal 3: Good Health & Well-being; UN Goal 12: Responsible
Consumption and Production). For each new product development, anevaluation is made: if the product meets at least two criteria, it is deemed
to meet the UN Sustainable Development Goals. The ratio is therefore thenumber of new products meeting these objectives divided by the numberof new products developed.

The internal directive of the Group “Sustainability Assessmentof Innovative Developments” aims to set up the tools required toassess the sustainability of the Group's development projects aswell as that of the new innovating solutions intended for customers or final consumers.

Innovation (3)As mentioned hereinabove, the Group undertakes to develop asustainable development approach inspired by the expectationsof its customers by providing them with solutions that respect
the environment, are innovating sustainable and competitive,
and complying with the Group's internal directive “Sustainability
Assessment of Innovative Developments”.
Innovation, the third challenge in the Innovating pillar, is in
Roquette Group's genes. This is why the Group is committed
to going further and reinforcing its sustainable development
approach in its innovation processes by integrating sustainable
development criteria as key elements in its innovation projects.

Innovating
Indicator% of projects
meeting several“sustainablechemistry”
criteria

2020

2021

ChangebetweenN and N-1

69%

72%

+3 pts2025 Goal

70%

In order to define this indicator, the Group has developed internal
criteria based on the twelve principles of green chemistry thatspecifically 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.

Among the new product launches in 2021, there are two topics
that demonstrate the alignment of the innovation strategy withthe sustainable development objective:• For the Paper - Cartboard market, the Stabilys® range has
been expanded with two new products (BA23 & 25) designed
for food packaging, which provide treated paper or cartboardthat is resistant to greasy substances, water, and gases. These
new ingredients provide customers with sustainable, safe,
bio-based solutions. They are alternatives to certain fluorinated polymers produced by the petrochemical industry
which can be harmful to the environment and human beings.
•Similarly, for the Cosmetics market, a new Beauty by
Roquette® LS 007 product, “100% Plant-based Preservative
Booster”, helps customers reduce the number of preservatives listed while maintaining their formulas.

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.
In 2021, the personal data breach management process and supplier risk management were reviewed, including information
security requirements and compliance with applicable data protection regulations and laws. This approach will be continued, as
will its operational implementation. A catalog of training courses
dedicated to data protection has also been created. This catalog
is divided into sections to provide training courses adapted tothe awareness and information needs of all employees, as well
as best practices according to the business lines and applicablelaws and expertise on data protection management processes
and tools.
Creating a culture of privacy and data protection contributes tothe organization's success in multiple areas: legal, contractual,ethical, HR, customer relations, and strategic. Creating a cultureof personal privacy shows customers and employees that they areimportant to the Group and builds loyalty based on trust. It also
provides individuals with an appropriate level of control over thedata they share with the Group.
To be ethical, the Group's organizational structure must respect
the personal privacy of its employees and customers. Ethics
and compliance are intrinsic to the Group's values and Code of
Conduct; monitoring certain data is an essential part of this.

Respect for animal well-being*
Roquette Group is taking on the current and future societal challenges by making use of the potential of nature in order to offer
the best ingredients for the Food, Nutrition, and Health markets.
Veganism, flexitarianism, vegetarianism: there are more andmore diets aiming to reduce or eliminate the consumption of animals. Consumers are turning to plant-based alternatives, basedon plant proteins (legumes such as peas/beans or cereals suchas soy/corn) for reasons of individual health, ethics (in particularanimal well-being) and also for environmental commitments.
In just 20 years, the Group has developed the largest range of peabased proteins available on the market today and has contributed
to its development in the sector of plant-based proteins as alternatives to meat.
The Group is constantly innovating to better serve its customers. It proposes safe and effective ingredients and new solutions
based on reliable scientific studies.
The well-being and ethical treatment of animals is one of its
major concerns: as a responsible company, health, safety and thewell-being of everyone (humans and animals) are at the heart ofits commitments.
Roquette Group is working on putting an end to its animal experiments as quickly as possible by adopting alternative methods,
such as in vitro methods, everywhere where this is possible,
except in the case of regulatory necessity. Therefore, a laboratory
with innovative cell culture tools was set up in Lestrem in 2021.

2. ACTING
Health and safety (5)The Group takes care of resources, territories, and communities. We are constantly innovating in order to contribute to thewell-being of men and women all over the world.
The Code of Conduct, a collection of the company's convictions
and commitments, also mentions the sustainable improvementof the well-being, health and safety of people, both employees andthird parties, who work at or visit our facilities.
Confident that all occupational accidents and illnesses can beprevented, four fundamental principles are essential to assist us
in this goal and guide our behavior:

Percentage of employees who have received training
on the Code of Conduct

91%• Compliance with local laws and internal health and safety
guidelines.

Percentage of HR employees and French security
officers who have received training in data protection85%• Identifying, assessing, and controlling risks.

Number of “Data Protection” training courses
available in the 2021 catalog (in several languages)

26• Standardizing and applying best operational practices basedon individual and collective expertise.
• Developing a safety culture that involves all employees working to continuously improve safety.

ROQUETTE RESTRICTED

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 is preparing its teams to ensure business continuity
in the event of a major incident. It thus confirms its commitment
to working to ensure ever greater security for its employees andfor the environment.

Roquette Group - Financial Report - Year 2021

13

MANAGEMENT REPORT

Covid-19

In 2021, our main achievements were:• The number of accidents involving external service providers was halved.
• Eight Group sites have had no lost-time accidents and haveachieved a total of 19 million hours worked without a losttime accident.
• Two industrial units have gone more than ten years withouta lost-time accident: the wheat starch factory at Lestrem inFrance and the Lianyungang facility in China.
• Two sites (Beinheim in France and Cassano in Italy) received
a Safety Award from the interprofessional organization
Starch Europe.
• E-learning modules widely used by more than 90% of employees have helped raise awareness of good practices associatedwith the “golden rules of safety”.
The Group's TF1 and TF2 indicators show a significant decline
in the number of accidents in 2021, with contrasting results byregion: while China and now India are confirming their very goodresults, Europe and the USA must this year put into practice theefforts agreed to improve their results.
It therefore remains essential to reinforce the two areas of progress that have already been identified:• The development of field safety leadership to firmly establish risk perception and control on a daily basis. They must
be systematically taken into account by all those involved,
including for everyday situations: for example, many accidents are still linked to tripping and falling.
• Compliance with the Group's requirements in terms of work
permits, risk analysis, safety interactions, and implementation of best practices, combined with any investments.

Acting Indicator

2020

2021

ChangebetweenN and N-1

Frequency rate ofwork accidents withstoppage per million
hours worked (FR1)

1.56

2.25

31%

Frequency rate ofaccidents declared per
million hours worked
(FR2)

3.43

2025
Goal
0.5

ROQUETTE RESTRICTED

Nineteen of the Group's operational sites were audited by the
independent organization Bureau Veritas and obtained the relevant Safe Guard® certification: the objective of this Safeguardlabel is to obtain an independent assessment of the preventive
measures associated with health, safety, and hygiene (actions,processes and procedures, systems and controls) in order tomanage the risks associated with the Covid-19 pandemic. Thisacknowledges individual and collective work at all levels toensure the health and safety of employees at the sites.
In order to assist and support its employees, the Group has continued to deploy its “People Care” program. The program wasadjusted and enhanced to meet the needs of employees working
on-site and remotely and led to the implementation of a number of initiatives: listening and support systems in all countries,
practical guides and reference sheets for “gradually returning to
the site”, reconnection sessions within teams, an awareness campaign on disconnecting, promotion of physical activity throughhealth challenges, webinars and workshops led by clinical psychologists, surveys to collect perceptions, analyze trends andidentify avenues for progress to continue enriching action plans
for the well-being of employees...

Acting Indicator

2020

2021

ChangebetweenN and N-1

Number of
initiatives per
year contributing
to employees'
well-being at
work

35

31

-13 %

2025 Goal
At least
20 initiatives
per year

The slight decrease in the number of initiatives comes from thefact that 2020, which marked the start of the Covid-19 crisis associated with many in-country lockdowns, had seen a large numberof initiatives put in place at the start of the pandemic.

Training (6)
4.18

18%

1.5

The Group also confirms its commitment to implementing safety
management systems based on the ISO 45001 standard (occupational health and safety management) at all its industrial sites by
the end of 2022. Without systematically seeking the associatedcertification, this alignment with an international standard willcontribute to a safer working environment for all employees andexternal service providers.

14

In 2021, the Group continued to adapt to the impacts of the sanitary crisis by deploying its Personal Protection Plan and bycomplying with 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.

Faced with this second challenge in the Acting pillar, the Groupempowers employees by promoting dialog, fostering engagementand 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
the company's strategy, while maintaining and reinforcing theemployability of employees.

The objective is to encourage a culture of performance and development, worldwide as well as locally. Therefore, in 2019, the Group
deployed its Learning strategy to enable all employees to keep
their skills and knowledge up-to-date, to develop and progress,
thus contributing to the strategy and the company's performance. Thanks to the e-learning platform, every employee has
the opportunity to learn and share attractive training 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). The training efforts may vary from one geographical area
to another and despite the fact that the Covid-19 pandemic willcontinue to impose significant health constraints in 2021, thus
limiting the opportunities for in-person training, the total number of training hours in the restricted scope has neverthelessincreased significantly, from 176,668 hours in 2020 to 207,221
hours in 2021, i.e., an average of 27.9 hours per employee which
represents an increase of 18% compared to 2020.
The Group thus exceeded the 2025 target in 2021. This performance is due in particular to preparations for the Group's
strategic transformation in France. Awareness-raising initiatives
on Compliance (as part of the Sapin II law) and Safety have also
contributed to this performance in all countries.

Number of hours of training and average per employee (“Restricted Scope – Permanent workforce”)
2020
Total
Hours

2021

Average Hrs/employee

Total
Hours

Average Hrs/employee

Europe81,54618.1

109,189

25.3

Americas23,45222.3

31,60830.7

Greater Asia

18,556

14.4

24,844

20.8

China

53,114

57.9

41,580

47.1

Group

176,66822.8

207,22127.92025 Goal

25 hrs per year per employee

Work organization (7)The work organization, the third CSR challenge in the Acting
pillar, may differ from one country to another depending on thecompany'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 numberof hours worked per day, the number of paid vacation days, etc.
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
and on the weekend.
• Internal regulations, 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 ofthe main changes in terms of work organization.
As of December 31, 2021 (restricted scope), nearly 42.6% of employees worked shifts, compared with 42.1% in 2020.
Since 2020, during this unprecedented period marked by the
Covid-19 crisis, the Group has rapidly adapted its working methods. This unprecedented situation was also an opportunity to
reinvent work methods for the future. Echoing employee expectations, teleworking is now an integral part of the work modes
that the group wants to keep. In addition to working remotely,
the gradual implementation of “Smart Working” within the Groupsince 2021 enables employees to work with greater autonomy andflexibility on site or remotely.

Organization of the workforce by Day/Shift work (“Restricted Scope – Permanent workforce”)
2020
Total

2021
Day schedule

Shift schedule

Total

Men

Women

Men

Women

Day schedule

Shift schedule

Men

Women

Men

Women

Europe

4,498

1,890

1,019

1,547

42

4,320

1,911

1,022

1,350

37

Americas

1,052

332

181

507

32

1,028

316

186

490

36

Greater Asia

429

89

775

0

1,194

390

84

720

0

918

367

184

333

34

882

209

145

463

65

Group

7,761

3,018

1,473

3,162

108

7,424

2,826

1,437

3,023

138
ROQUETTE RESTRICTED

1,293

China

Roquette Group - Financial Report - Year 2021

15

MANAGEMENT REPORT

Organization of the Full Time/Part Time workforce (“Restricted Scope – Permanent workforce”)
2020

2021
Full time

Part time

Total

Total

Men

Women

Men

Women

Europe

4,498

3,394

809

43

252

4,320

Americas

1,052

838

213

1

0

Greater Asia

1,293

1,204

89

0

0

Full time

Part time

Men

Women

Men

Women

3,217

823

44

236

1,028

804

222

2

0

1,197

1,111

86

0

0

China

918

700

218

0

0

882

672

210

0

0

Group

7,761

6,136

1,329

44

252

7,427

5,804

1,341

46

236

The company also offers the possibility the employees who make the request to work part time. The systems that govern part-time work
can vary from one country to another according to the possibilities authorized by legislation, such as for example parental leave in France.

Number of employees• Number of permanent employees (“Group Scope”)
2020

2021

Total

Men

Women

Managers

Employ.

Total

Men

Women

Managers

Employ.

Europe

4,651

3,522

1,129

862

3,789

4,477

3,354

1,123

848

3,629

Americas

1,079

848

231

171

908

1,064

817

247

180

884

Greater Asia

1,364

1,251

113

185

1,179

1,305

1,196

109

195

1,110

China

959

731

228

174

785

923

703

220

181

742

Group

8,053

6,352

1,701

1,392

6,661

7,769

6,070

1,699

1,404

6,365

In 2021, the number of permanent employees in the Group Scope was 7,769 (8,053 in 2020). 2021 was characterized in particular by thecompletion of the closure of the Corby site (United Kingdom) which began in 2020, as well as by the implementation of productivity
measures through automation and digitization.
• Number of temporary workers (“Group Scope”)

ROQUETTE RESTRICTED

2020

16

2021

Total

Men

Women

Managers

Employ.

Total

Men

Women

Managers

Employ.

Europe

271

175

96

2

269

322

205

117

3

319

Americas

20

11

9

0

20

25

10

15

0

25

Greater Asia

17

10

7

1

16

13

6

7

5

8

China

0

0

0

0

0

0

0

0

0

0

Group

308

196

112

3

305

360

221

139

8

352

Recruiting
Recruiting, which consists in hiring personnel for identified work stations, forms one of the means that allows the Group to constantly
adapt its strategy, its organization and its needs in terms of the workforce and expertise.
In 2021, 335 permanent employees were recruited within the Group.
• Number of new hires (“Group Scope” - permanent employees)
2020

2021
Men

Women

Men

Women

Total

Managers

Employ.

Managers

Employ.

Total

Managers

Employ.

Managers

Employ.

Europe

106

9

64

3

30

107

4

56

7

40

Americas

136

5

100

4

27

160

3

118

5

34

Greater Asia

28

3

14

1

10

17

0

9

0

8

China

55

0

46

0

9

51

0

38

1

12

Group

325

17

224

8

76

335

7

221

13

94

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 resultsin the assigning of an employee to a new position as well as in long-term efforts which consist in definitively contractualizing employees
who already held a temporary position in the company.

Departures• Number of departures (“Group Scope” – permanent workforce)
2021
Total

Resignations

Lay-offs

Jointagreement

Retirement

Death

Other

Europe

243

69

62

43

59

10

0

Americas

214

115

78

5

15

1

0

Greater Asia

83

64

11

2

3

3

0

China

103

78

8

12

5

-

0

Group

643

326

159

62

82

14

0

Total

Resignations

Lay-offs

Jointagreement

Retirement

Death

Other

343

68

161

55

55

2

2

2020

EuropeAmericas

121

59

44

3

13

2

0

Greater Asia

172

112

16

0

38

6

0

86

61

3

17

5

-

-

Group

722

300

224

75

111

10

2

ROQUETTE RESTRICTED

China

Roquette Group - Financial Report - Year 2021

17

MANAGEMENT REPORT

Social dialog*
The social relations within the company, between the representatives of the management and the representatives of thepersonnel, have many forms and are governed by legislation,
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 toinform the employees on economic, social and organizational
subjects, but also to define and decide, jointly, internal rules,
solutions that are concrete, precise and adapted to the specificcircumstances of the Group and which are suitable to the parties
in both the individual as well as collective aspects.

In 2021, the Group reinforced its initiatives to encourage interaction between generations, through integration programs for new
arrivals, apprenticeships, mentoring, awareness raising sessions
on the theme of generations, and initial pilot projects on skills
transfer. The target of twenty initiatives per year to promote interaction between generations has therefore been exceeded.

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).

Acting Indicator

2020

2021

ChangebetweenN and N-1

Number of
initiatives per
year to promoteintergenerational
interaction

25

28

+11%

In France, social dialog has made it possible to continue assisting the company in the special circumstances of the pandemic
through eleven agreements.
Any employee can adhere freely to a union or be a candidate in
the professional elections for the staff representative bodies.
Worldwide (restricted scope), 33 agreements were signed in 2021
with social partners in France, Italy, India, Brazil and Spain.

Diversity*
Roquette Group makes use of its wealth in diversity by valuing
the differences and promoting the sharing of best practices in a
multi-cultural network. An essential lever for the Group's growthand customer satisfaction, Diversity and Inclusion contributeto creating a pleasant working environment and are strongly
anchored in the local communities in which the Group operates.
In line with its values, and in accordance with its ethics charter,
the Group ensures strict equal opportunity among its employees as well as compliance with the principle of equal treatment
between them. In order to continue making progress in terms ofdiversity and inclusion, the Group continued its awareness campaigns in 2021, based this year on e-learning modules, awarenessheightening sessions, and testimonials.

Acting Indicator

2020

2021

ChangebetweenN and N-1

Proportion of
women in theworkforce

21.7%

22.6%

+0.9 pts

2025 Goal
25%

ROQUETTE RESTRICTED

Female managers represent 20.4% of the female workforce - compared to 18.5% in 2020 (permanent workforce), a rate that is greaterthan the percentage for male managers (17.4% male managers outof the permanent male workforce). The Group is continuing to
implement its action plan to promote gender diversity. Numerous
initiatives have been carried out in the Group, including: thepromotion of professional equality between women and men

18

on International Women's Rights Day, the implementation andquarterly monitoring of a dedicated indicator for professionals(a pilot project for this first year), the promotion of “role models”
through sharing testimonials, the feminization of management
bodies, mobility and career development. The Women@Roquette
network is celebrating its third anniversary this year, continuing
to grow with more than 250 members in ten countries.

2025 Goal
At least
20 initiatives
per yearIn terms of disability, the employment rate at all the Group's
French sites is 4.34% (excluding subcontractors), which is higher
than the national average. In 2020, the Group paid 2 million euros
to companies in the adapted, protected and Disabled Independent
Workers sector, and continued its support in 2021.
On a daily basis, nearly 25 employees contribute to the initiativesof Mission Handicap at the Group's French sites, focusing on two
key areas:• Communication and awareness: a total of 610 employees
took part in the #12 million e-learning module, aimed atraising awareness about disabilities and presenting Mission
Handicap France. In the fall, the Group took part in the “DuoDay” during the European Week for the Employment of
Disabled Persons in order to allow a person with a disability
to spend a day learning about a company and a profession. A
disability guide for all employees has also been created andgiven to new employees hired in France. A more extensive
distribution of this guide is planned during 2022.
• Maintaining employment and providing support for professional careers: the Group is particularly concerned withmaintaining the employment of employees with disabilities
and strives to find and propose solutions for accommodating, adapting, or reclassifying whenever possible. Since June
2020, with the financial support of AGEFIPH, the Group has
thus contributed to setting up 24 remote working stations for
employees who have been recognized as disabled workers
in France. Several workstation adjustments have also been
made for employees in the industrial sector.
In 2022, the company wishes to affirm its commitment in terms of
disabilities by signing its first company-wide agreement.
The Group is thus continuing its commitments in terms of diversity and inclusion through ongoing work at all its sites, involving
all the company's players and its stakeholders to create a positive
and attractive workplace for everyone.

Activities with local communities (8)3. BIOREFINING

For this fourth CSR challenge in the Acting pillar, the Group
commits to developing its activities with local communities byworking jointly with them and by contributing to their development through sustainable relationships.

The 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-sur-Aisne) are subject to ICPE authorization
and are integrated into the reporting.

The objective of the Group's internal directive “Support to Local
Community involvement process” is to harmonize and formalize
the guidelines for all support (financial, technical, human, etc.)
in the local communities around the Group's facilities. Each year,
the company agrees to work with local populations and communities, with the objective of supporting at least 40 projects or
initiatives related to nutrition, health, and the environment, andmore marginally to initiatives related to local needs.
In 2021, this guideline was updated with two new categories on
emergency assistance and on the topic of “Education” in general.

Acting Indicator
Projects or
initiatives withlocal communities

2020

2021

70

62

ChangebetweenN and N-1

2025 Goal

At least 40-13% initiatives per
year

The slight decrease compared to 2020 is due to the health situation and the fact that there were almost no initiatives concerning
donations of masks or hydro-alcoholic gel in 2021.
As an example for 2021, in France, the company launched a
Health challenge from September to December, where points areearned for each sports activity done. In the end, these points weretransformed into a financial donation (12,000 euros) for student
associations in difficulty as a result of the Covid-19 crisis and for
associations working for people with disabilities.

Roquette Foundation for Health
The Roquette Foundation for Health, created in November 2017
under the aegis of the Fondation de France, has supported
twenty-two different projects since its creation, including six
internationally. Nearly 2 million euros have thus been distributed.
It relies on three fundamental principles when choosing its projects: believing in progress, sharing knowledge, and changing
behavior. These three strategic areas guide all of the Foundation's
actions and support.
As an example of support, this year the Foundation chose to
become a partner of the ANCA Chair, a partnership chair at
Agroparitech that promotes healthy, sustainable food for everyone, especially for young people ages 18 to 35.

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
2021, ten sites are ISO 14001 certified (three sites in India, threesites in China, one site in Italy, one site in Spain, one site in
Lithuania and one site in France). The environmental information
presented below is calculated using established methodologies(see Chapter 3 - Environmental Scope), each defining indicators,
calculation or measurement methods, and the units used.
The environmental data collection software, introduced in 2019by the Global Environment function and integrated with SAP,
enables environmental data to be collected and consolidated for
all relevant sites. In 2021, the four Sethness-Roquette sites and theCrest site were included in the 2020 reporting.
The Group devotes a substantial amount of resources and investment for preventing environmental risks and pollution. In 2021,
several million euros were invested in various initiatives, suchas increasing the capacity of the Lestrem wastewater treatment
plant, collecting dust and treating runoff water in Lithuania, andtreating odors in China.
In addition, in order to raise awareness about climate change
among employees and management, Fresque du climat workshops were set up for the R&D teams (October 2021) and the
Executive Committee (December 2021). This collaborative
approach where participants collectively build a mural summarizing the main mechanisms of climate change as explained in
the IPCC reports, will be extended in 2022.

Preservation of water resources (9)For the first CSR challenge of the Biorefining pillar, the Group iscommitted to preserving water by optimizing its processes inorder to minimize consumption and by installing high-performance purification technologies. Water is an essential resourcethat has to be preserved.

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In addition, the Foundation launched a new internal initiative
called “Act & Help”. This initiative has enabled five associations
supported closely by the Group employees (in France, India,
Lithuania, and Spain) to receive a “grant” of 5,000 euros for a project concerning “feeding the most vulnerable”. This initiative will
be repeated every year.

Roquette Group - Financial Report - Year 2021

19

MANAGEMENT REPORTThe extraction and manufacturing methods of the Group's industrial units require the use of an aqueous solution. Certain locations
are seeing their taking authorizations for water go down due toincreasingly strict regulations. This therefore needs to be anticipated and new methods of working need to be implemented. The
actions that stem from this revolve around two major lines:• Treating pollution at the source to reduce wastewater treatment circuits.
• Recycling water without reducing the quality or changing
the characteristics of the finished products (for example,
the Viramgam site, which has implemented zero discharge
technology at its site since 2020, has recycled 100% of thewater used).

In 2021, water pumping (rivers, groundwater and urban network
combined) is about 46.3 million m³ compared to 46.9 million m³
in 2020. This reduction is partly due to the commissioning of theeffluent recycling system at Viramgam, but also to the closureof the Corby site. In terms of controlling the volumes consumed
and prevention for the quality of the water, many investments
have been made and high-yield internal treatment plants make itpossible to treat most of the takings carried out before discharging into the natural environment. Some of these facilities areequipped with an effluent methanization unit before biologicaltreatment, which makes it possible to combine purification treatment with biogas production.
In 2021, the significant events are the increase in the capacityof the Lestrem treatment plant and the commissioning of a reedbasin to treat stormwater at the Panevezys site in Lithuania. The
publication of a Group directive on water management in 2021
will also help structure the water consumption reduction process.

Consumption performance indicators
Since 2020, the Group decided to set up monthly extra-financial reporting on water to manage water consumption in a more detailed
manner.
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
Number of m³ of fresh water/ton of plant-based
raw materials

2020

2021

Change between
N and N-1

2025
Goal

6.96 m3/t

6.64 m3/t-4.8 %

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

This decrease is significant because in parallel with this new indicator implemented in 2020, a management plan was implemented in
2021 in order to achieve the reduction goal.

Energy efficiency (10)Energy performance indicators

The Group agrees to optimize its energy consumption by installing optimized energy solutions for this second CSR challenge inthe Biorefining pillar. Nine production sites are ISO 50,001 certified(Nanning and Lianyungang in China, Beinheim, Vic, Vecquemontand Lestrem in France, Benifaio in Spain, Cassano in Italy, andPanevezys in Lithuania).

In 2021, the Group decided to challenge the energy performanceof these workshops as well as their CO2 emissions. The utilities
part (electricity and steam production) is already covered by the
avoided CO2 indicator.

The Group is diversifying its energy sources by favoring renewable energies such as geothermal energy, biomass (wood, ricestraw, etc.), and biogas which make it possible to combat climatechange.
The two largest energy consumptions of the Group come fromelectricity and natural gas.
In 2021, the Group's total electricity consumption (imported andgenerated) is 2,534 GWh compared to 2,381 GWh in 2020 (theincrease is due to the fact that 2020 was not a normal production
year due to the Covid-19 pandemic). In 2021, the Vic-sur-Aisne andPanevezys sites were supplied with electricity having Guarantees
of Renewable Origin certificates.

ROQUETTE RESTRICTEDNatural gas consumption was approximately 7,333 GWh in 2021
compared to 6,482 GWh in 2020, as the Keokuk site used more gas
instead of coal.

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To meet this objective, a new indicator called “Carbon Performance
Indicator” (KENI project) was introduced in 2021. It replaced theenergy performance indicator previously used. It is built on thesame principle. It compares, workshop by workshop, the quantityof CO2 emitted with a so-called reference quantity of CO2. The reference is based on the performance of the reference year (2019)
and the production of the workshop. Consolidations by site, country, region and for the Group are based on weighted averages ofquantities emitted.
In order to better monitor this relevant indicator, the Group has
developed software for calculating the indicator, enabling it todirectly collect the energy consumption data entered in the ERP(Enterprise Resource Planning) and the production data usedby the financial teams. This makes for a more dynamic calculation, an indicator calculated monthly and a possible workshop
by workshop monitoring in terms of CO2 emissions and energy
consumption.
Finally, to allow monitoring at each level of the company, theresults are available to everyone via an online sharing tool.
The energies taken into account cover all the energies used by theprocess: electricity, steam, natural gas, etc.

Biorefining
Indicators

2020

2021

Europe

0.994

0.981

Americas

1.056

1.012

Greater Asia

0.994

0.972

China

0.982

0.930

Group

1.005

0.982

ChangebetweenN and N-1

-1.8%

2025
Goal

5% reduction
compared to2020

Adaptation to climate change (11)In line with the provisions of the Paris Accord, the Group is awarethat climate change is a major concern for the environment, theeconomy and all of humanity. As such, three main areas of action
have been identified: greenhouse gas emissions, water and local
communities where actions will contribute to improving thecompany's environmental footprint and adapting its activities
accordingly. The 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.
The Group commits to setting up technical installations that emit
less CO2 and as such prevent a million tons of CO2 discharges by2025 so as to meet this third CSR challenge of the Biorefining
pillar.

Performance indicators on avoided CO2 emissions annuallyThis 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.).

Biorefining
Indicators

2020

Changebetween2021 N and N-1

Europe555,477

574,154

Americas75,60640,493

Greater Asia

205,900

254,397

China

23,304

26,413Group

860,287

895,457

4%

2025
Goal

1,000,000
teq CO2
avoidedThis year's slight increase in avoided CO2 is primarily due to a
general increase in plant throughput, which is reflected in thesources of avoided CO2. (More biofuel consumed, broader useof tools such as MVR (Mechanical Vapor Recompression) or
cogeneration...).

Food waste*

For example, in 2021, the Lestrem site operated a new mechanicalsteam recompression on one of its workshops and the Panevezys
site made energy efficiency investments on its dryers.

The Group's activity is to process all of the plants' constituents
without generating waste. The plant-derived raw materials thatcome into the site are therefore almost fully recycled and generate very little waste.

As every year, an evaluation of the CO2 emissions was conductedon scopes 1 (direct emissions) and 2 (indirect emissions).

4. SOURCINGThe highlight of 2021 is the full commissioning of the electricity
production of the Group's specific entity in China (PHC) connected to the grid. This has resulted in an increase in Scope 1CO2 emissions. On the other hand, the Keokuk site in the US used
more gas instead of coal, which had a favorable effect on Scope
1 emissions.

Procurement of raw materials (12)Compared to the DPEF 2020, these emissions are now expressedin relation to tons of plant-based raw materials to be consistent
with the indicator on water consumption. In 2021, the CO2 emissions of the Sethness-Roquette and Crest sites were integrated totake into account all the emissions of the production sites.

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 andresponsibly 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.

2021

Change between
N and N-1

Scope 1 teq CO2/kt
of plant-based raw
materials

313

285

-9 %

Scope 2 teq CO2/kt
of plant-based raw
materials

79

79

0%

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 anduse the more suitable agricultural resources. In Italy, 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 fulltraceability. This app also helps farmers to grow Waxy corn ina more efficient, sustainable manner (including calculating CO2
emissions). This is a continuous improvement approach that wasagreed upon with local farmers.
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2020

CO2 emissions

The Group's consumption of plant-based raw materials (wheat,corn, potatoes, and peas) for 2021 is approximately 6.9 million
tons. This is up by approximately 3.3% which can be explainedby the impact of the recovery from the pandemic in 2020.

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MANAGEMENT REPORT

Based on the results of 2019, 2020 and 2021, the 20% target for 2025
is no longer relevant. The subject still needs to mature and bethought through in order to set an ambitious goal for the future.
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 theequivalent (example 2BSvs), or according to an internal specifications/protocol (inspired by the best farming practices concerning
sustainability comparable to the requirements of the SAI reference standard).

Sourcing Indicator

2020

2021

Change between
N and N-1

% of “sustainable”
raw materials

37.4%

37.1%

-0.3 pt

The stagnation of this Sourcing KPI in 2021 can be explained by
the loss of the Corby volumes (90 / 95% certified “sustainable”)
which were not fully compensated by a significantly higher consumption in 2020, as well as by a lower than anticipated ramp-up
of volumes in Canada.

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
and put online on the website. In order to meet this second challenge of the Sourcing pillar, this Code of Conduct for Suppliers isbased on the Universal Declaration of Human Rights, the principles of the United Nations Global Compact and the conventionsof the International Labor Organization (ILO), as well as RoquetteGroup's Ethics and Responsibility Charter and Code of Conduct.
It does not serve as a substitute for the various regulations, standards and current laws in the different countries.
This code is today signed by any new supplier in the frameworkof the registration process. In addition, for the main suppliers(i.e. 80% of purchasing expenditure), a qualification campaign isconducted which systematically includes their signing the Codeof Conduct. In 2021, the suppliers all signed the Code of Conduct
and were all qualified.
In 2021, the company continued to roll out its supplier qualification tool (Ariba supplier performance life cycle) which enables
it to monitor supplier risks in a consistent, responsible manner(particularly in relation to human rights (see Group directive
DGPG005)). The roll-out plan, which began in 2020, is scheduled
to last three years for the majority of the Group's international
operations.

Environmental and human rights in the value
chain (14)ROQUETTE RESTRICTED

Respect for human rights and the environment is a priority for theGroup. For this third CSR challenge in the Sourcing pillar, these
two themes are thus brought to the forefront in the two codesof conduct: the Supplier Code of Conduct and the Roquette Codeof Conduct. The Universal Declaration of Human Rights and theprinciples of the International Labor Organization (ILO) are thebases of the values defended by the company as well as respect
for the environment and the preservation of natural resources.

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In the framework of its activities, each Group supplier is obliged
to follow and communicate this Code of Conduct to all employees
and to ensure that these or equivalent principles are known andfollowed by sub-suppliers and sub-contractors.

Circular economy*
The markets of the Group, in particular those of Food, Nutrition
and Health, are part of 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 made of farming plant-based resources and area source of growth and therefore of jobs.
 he Group specifically focuses on three key factors of the circularTeconomy: 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 thecorn sector, the starch extracted from the plant is valorized
so it can be made available to the Nutrition and Health orIndustrial 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 reductionin the use of natural gas.
• The contribution to the territorial ecosystem, thanks to theeffluents of our factories which are used for farming fertilizer,
thus generating an economy for the whole sector. For example, in 2021, at the Benifaio site, the effluent treatment sludge
from the corn processing was spread and used as fertilizer by
the farmers in the grain fields and almond trees. They provide
nutrients to the crop, improve the quality of the farming soil,
and are more economical for the farmer.
This report reflects the commitments and the actions of RoquetteGroup so as to meet the expectations of all of its stakeholders
and to create value for the Group, its shareholders, its customers, its employees by interacting with its internal and external
ecosystems.