DECLARATION OF EXTRA-FINANCIAL PERFORMANCEROQUETTE
2019

DECLARATION OF EXTRA-FINANCIAL PERFORMANCE
The medium- and long-term development plan of the Roquette Group is founded on a sustainable approach that is based on economic, social andenvironmental pillars. In 2008, Roquette initiated, within the Group, a specific approach concerning Sustainable Development. This approach is basedon four pillars: Innovating Sustainably, Acting Sustainably, Biorefining Sustainably and Sourcing Sustainably. These pillars make 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 other stakeholders.
Each one of them has been associated with precise commitments, supplemented in 2016 with performance indicators. These pillars, commitments
and performance indicators are presented in this report.
Since last year, 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 Code of Commerce in its version that was initiallyamended by the Grenelle II law. This new approach is an opportunity for Roquette to bring its Sustainable Development approach to the forefront.
Thanks to a description of the Group's business model, of the main stakes concerning Corporate Social Responsibility (CSR) and of the actions
implemented in order to respond to this, this report reflects the way in which Roquette responds to the expectations of all of its stakeholders, createsvalue for the Group, its shareholders, its customers, its employees and interacts with its ecosystems.

REGULATORY FRAMEWORKThe corporate, social and environmental information of a Group
scope has been defined, consolidated and analyzed at December 31,
2019. In order to respond to the new regulatory framework, theRoquette Group describes in this extra-financial performance
declaration the company's business model, the main CSR stakes
linked to its activity or to the use of its products and services, as wellas the policies applied in order to meet these stakes and their results(including selected performance indicators). In accordance with the
new regulation, this report will be available on the Group's internet
site.
Verification of this information was entrusted to KPMG, as anindependent third-party body and Co-Auditor. The latter given rise toa reasoned opinion attached to this report concerning thecompliance and the sincerity of the extra-financial performance
declaration. The procedures for measuring and reporting, inspired bygood practices, have been defined by a team of experts representing1.

This report meets the requirements of article R 225-105-2 of theFrench Code of Commerce on the Declaration of consolidated ExtraFinancial Performance concerning the period ended December 31,
2019, in application of the provisions of article L 225-102-1 V of theFrench Code of Commerce 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 concern all of the activities in the world forwhich Roquette Frères has operational control. Any scope limits aredescribed here in below.

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):
the various functions and professions of the Group. The latter wereshared and distributed in order to consolidate the qualitative andquantitative information as at December 31, 2019. Thesemethodologies are part of a continual improvement approachinternal to the Roquette Group.

Group perimeter: Roquette Frères and all of its subsidiaries,
controlled directly or indirectly at more than 50%, on December
31 of the reference year.
Restricted perimeter: Roquette Frères and its industrial
subsidiaries with a workforce of over 50 employees, controlled
directly or indirectly at more than 50% and counted as part of theRoquette Group for at least one full year on January 1 of thereference year. The existence of this Restricted Perimeter isjustified by the operational complexity of reporting certain social
indicators and data.

The Group and restricted perimeters for 2019 have not changed withrespect to those of 2018.
In 2019, the workforce of the Roquette Group included 8,668
employees, including 340 temps (fixed term contracts and inalternation). Recall that the workforce in 2018 was 8,599 employees.
As at December 31, 2019, the Restricted Perimeter represents nearly
93% of the Group's permanent workforce (8,036 employees out of
8,668).
For the collection of information, the Roquette Group proceeds asfollows:The data required for social reporting is extracted from theGroup's Human Resources Information System (HRIS), set up in2017 for the main subsidiaries. The management and the
updating are decentralized at the Human Resources Division of
the main subsidiaries.



The social data that is not managed in the Group's HRIS iscollected by the Human Resources Divisions of each of thecountries. 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.
An HR Group manual was also published explaining the managementof human resources within the Group and in particular presents theorganization, the processes and the directives that apply throughout
the Group.
The various HR expertise centers around the world focus on threeareas of intervention, of which two are directly related to the extrafinancial social reporting of Roquette Group:The compensation, social welfare benefits and the HRIS (seesections on compensation);

ROQUETTE GROUP – DECLARATION OF EXTRA-FINANCIAL PERFORMANCE
Page 2

The development of employees and training (see sections on
training);

Change management.

2.

Societal Perimeter

The activities of the Group's sites generate direct employment for
8,668 people and also develop a local fabric of companies, which very
often are subcontractors of Roquette Group. The impact of the local
companies is important and involves open, transparent andresponsible exchanges. All of the production sites maintainpermanent exchanges with the local authorities (town halls, local
governments, etc.). In addition, many support actions are conductedwith local communities by the Group or thanks to the Roquette
Foundation for Health.

3.

Environmental Perimeter

Various perimeters were retained for the reporting of environmental
indicators:
The performance indicators for centralized heat production
installations and the performance indicators for avoided CO2
emissions are calculated for all of the Roquette Group's industrialsites for which the total annual power consumption exceeds
5,000 TOE (tons of oil equivalent) during the two years before
2019, and for which the capital is owned by more than 50% forat least 3 years;The performance indicators for process water consumption arecalculated for all of the Group's corn and wheat starch plants, forwhich the nominal unit capacity exceeds 400 commercial tons of
cereals per day, and for which the capital is held for at least 3
years by more than 50%;

All of the other energy and environment indicators stem from allof the industrial sites for which the power consumption exceeds
1,000 TOE per year and for which the capital has a majority
holding for more than 3 years.

Consequently, for the tables presented in this report, the industrialsite of Itacel Farmoquimica, located in Brazil (acquired in 2017), andthe acquisitions made by the Group in 2018 (Sethness ProductCompany - US, India, France, China, and Crest Cellulose in India), areexcluded.
The reporting perimeter for the various environmental indicators
represents more than 98.5% of the Group's turnover

ROQUETTE GROUP – DECLARATION OF EXTRA-FINANCIAL PERFORMANCE
Page 3

GOVERNANCE
The governance of the Group changes regularly in order to adapt tothe 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 strategicorientation, is particularly keen on societal issues. The Group strives
to promote sustainable human practices and draws its strength inrespecting
its
valuesofAuthenticity,
Excellence,
Forward looking and Well-being. These core values enable theentities of the Group, around the world, to reconcile financial
performance and environmental concerns with the development of
the men and women who form the Group.

11 members of the Board of Directors

5 family directors
including the Chairman

5 independent directors

There are four committees formed of persons from the Board of
Directors:Appointments and Compensation CommitteeStrategy Committee

Audit Committee

Ethics and Sustainable Development Committee

1 director representing
the employees

The ethics and sustainable development committee has a mirror
committee formed of employees from the Group and coordinated bythe "Communication and Public Affairs" department. This
operational Sustainable Development committee takes account of
the main functions of the company and works very closely with the
Ethics and Sustainable Development Committee of the Group's Boardof Directors. The operational committee meets every 2 months andsuggests the main CSR themes to be treated to the Ethics andSustainable Development committee, which meets 3 to 4 times ayear.

BUSINESS MODEL
1.

Methodology

The business model of Roquette, a world leader in plant-based
ingredients for the food, nutrition and health markets, aims, forfinancial year 2019, to describe the way in which the company
creates value and maintains it over the long term, by presenting its
activity and its global operation in interaction with a broader businessenvironment. To do this, its definition and its content stem from theregulatory framework of the extra-financial performance declaration(law of August 9, 2017) and of the crossing of the recommendationsof the main guides and current reference systems relative to businessmodels (IIRC - International Integrated Reporting Council, MEDEF
guide, Business Model Canvas, etc.). As such, it presents five major
categories of interdependent information and proper to Roquette:

the indispensable resources on which its activity is based("what we rely on")

The activity is based on several capital items: on the one hand thepotential of plant resources and of the farming world; on the other
hand, a global customer-oriented organization, rich with 8,668
employees representing more than 45 nationalities, 25 industrialsites, innovation capacities with more than 300 persons dedicated to
R&D, as well as 250 family shareholders.

a proposition of unique value (what makes us unique)

The conviction according to which Nature has the response to thevarious needs of men and women in terms of Food, Nutrition and
Health, the values of the company (Authenticity, Excellence,
Anticipation and Well-Being), combined with 85 years of history,
create a uniqueness in the Roquette Group's business model to date.
the description of the activity and of the markets served via the
product and services offering ("what we do and why wematter")Using plant-based resources, Roquette collaborates with ourcustomers and partners to imagine and offer ingredients to better
feed and cure people. Each of our ingredients responds to unique andessential needs. They contribute to healthier lifestyles. The products
and solutions proposed by the Group serve the pharmaceuticalindustry, cosmetics, food and nutrition and animal nutrition markets
as well as other industrial sectors.

ROQUETTE GROUP – DECLARATION OF EXTRA-FINANCIAL PERFORMANCE
Page 4

the strategy through which the company generates value ("howwe create value")

The Group's Sustainable Development approach is based on 4 pillars:
Innovating, Acting, Biorefining and Sourcing. This can be broken
down through concrete commitments that can be measured, thus
making it possible to favor the innovation of proposed solutions andthe performance of the actions implemented at the service ofcustomers and of all of the company's other stakeholders.


the way in which the added value created is distributed among
the various stakeholders of the company (who we create value
for)

Thanks to its activities, the Group serves more than 5,000 customers
in the world, maintaining close relations in order to innovate withthem and develop high-quality ingredients, while still contributing its
market expertise and its regulatory support. The company favors
long-term 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 closely with theecosystem is essential for the company. Together, the Group is as
such committed, involved and anchored in the local committees. The
family heritage of the Roquette Group and values attached to it areat the heart of its organization. They guide its growth vision in thelong term, for the benefit of everyone.

This representation of the business model is the result of thecollaboration of the communication team with the operationalsustainable development committee and the various functions of thecompany, with support from the governance bodies and validationby the management.

2.

Context - Future trends

The Group creates value by echoing the needs and societal stakes oftoday and tomorrow. The world is changing and is confronted withmany challenges such as demographical growth, the increase in the
middle classes, urbanization, new food habits, the aging population,
allergies and food intolerances, preservation of the health capital,and sustainability. By 2050, the world population should reach 9 to
10 billion inhabitants, involving significant health and food stakes. We
are seeing increasing demand from consumers for ingredients ofplant origin, foods that benefit health, pharmaceutical products ofvery high quality and industrial solutions that respect theenvironment.
By unlocking the potential of Nature in order to offer the best
ingredients in the Food, Nutrition and Health markets, Roquette's
ambition is to respond to the needs of consumers, today and in theupcoming decades.

3.

Description (see the next page)

Maintaining this process of creating value over the long-term resultsin Roquette's capacity to create a feedback loop, wherein the valuethat is generated is reinvested in order to provide new resources aswell as material and immaterial capital for the company.

ROQUETTE GROUP – DECLARATION OF EXTRA-FINANCIAL PERFORMANCE
Page 5ROQUETTE GROUP – DECLARATION OF EXTRA-FINANCIAL PERFORMANCE
Page 6IDENTIFICATION OF THE EXTRA-FINANCIAL STAKES
1.

Methodology

The materiality matrix defined in this extra-financial performance
declaration presents the analysis of the environmental, social andsocietal stakes linked to Roquette's activity.
These stakes have been identified according to their gross risk, in linewith 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.

For each one of the stakes, coming from 40 themes completed
beforehand and mentioned in article R225-105 of the French Code ofCommerce and the adding of stakes specific to the activity ofRoquette, the associated risk being evaluated (impact and likelihoodof occurring) and crossed with an assessment of the level of
expectations of the stakeholders. These levels were estimatedthrough quotes, taken via 21 interviews with internal strategic
stakeholders representing the various functions present within theGroup. The assessment of the level of risk is based on the internal
methodology used by the Risk Management department, as well as
on standards ISO 31 000 (standard relating to the management ofrisk).
Following this notation, the upper right-hand third of the matrix
presented hereinafter (dark blue area) defines the 14 CSR stakes
identified and monitored, since 2018, according to their gross risk
and stakeholder expectations.
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

12

Sourcing

Supplier selection

13

Sourcing

Environmental and human rights in the value chain

14

Sourcing

Challenges

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

2.

Pillars and commitments of the Sustainable
Development approach

The stakes have been classified according to the four pillars of theGroup's approach to Sustainable Development.
Indeed, as mentioned in the introduction, Roquette's development
plan in the medium and long term is based on a sustainable approachthat is based on four pillars: Innovating, Acting, Biorefining andSourcing. These four pillars, as well as the associated commitments
and performance indicators, are explained hereinbelow. And thecommitments made in the last few years remain unchanged.

INNOVATING# Understand customers’ needs and anticipate consumers’
expectations
By developing pharma, nutrition, food and industrial innovative
solutions that help improve our consumers’ health and well-being.
.
# Develop a sustainable development journey inspired by ourcustomers’ expectations by offering them environmentally friendly,
innovative, sustainable and competitive solutions

ROQUETTE GROUP – DECLARATION OF EXTRA-FINANCIAL PERFORMANCE
Page 7

# Strengthen sustainability in our innovation processes by including
sustainable development criteria as key element in our innovation
projects.

KPI (Key Performance Indicator): Innovating for our customers is in
our genes. In 2025 we are committed to ensuring that 70% of our
projects meet the criteria of “sustainable” chemistry and that 80%of the new solutions offered to our customers from the same
projects meet the Sustainable Development Goals of the UN.
 ACTING# Put Health, Safety and well-being at the heart of our concerns bycontinuing the implementation of world-class HSE (Health, Safety,
Environment) management system and developing a culture in whichpeople safety is a core value# Empower employees by promoting dialogue, fostering engagementand developing skills # Build on our diversity by valuing ourdifferences and promoting the sharing of best practices in a
multicultural network.
# Develop our activities with the local communities by partneringwith our local communities and contributing to their development
through sustainable relationship.
KPI:
Safety is one of our priorities.
In 2025 we are committed to achieving a Frequency Rate 1 of 0.5
and a Frequency Rate 2 of 1.5.
Every year, we implement our commitment to local populations andcommunities by supporting a minimum of 20 projects or activities.

BIOREFINING# Optimize our energy consumption by installing energy-efficientsolutions and using relevant renewable energies# Preserve water by optimizing our processes to minimize
consumptions and installing efficient treatment technologies# Further reduce other environmental impacts by implementing themost relevant solutions based on local specificities
KPI: Our industrial performance is at the heart of our concerns.
In 2025 we are committed to ensuring that, compared to 2015, ourenergy efficiency improves by 10% and our water consumption per
product ton reduces by 20%. At the same time, we are committed
to implementing technical installations that produce less CO2
thereby preventing 1 million tons of CO2 emissions by 2025.
 SOURCING# Source sustainably by encouraging local supply and optimizing
means of transportation to combine economic profitability and low
environmental footprint.
# Improve continuously our raw material quality by clearly specifying
our needs, strictly selecting our suppliers and reinforcing quality
control chain from fields to bio-refineries# Strengthen relationship with our raw materials suppliers bybuilding partnership with breeders and farmers to select and use themore suitable agricultural resources
KPI: We fully optimize all of our raw materials. They are derived fromagriculture and as such annually renewable.
In 2025 we are committed to ensuring that 20% of our supplies becertified or rated as “sustainable and responsible”.

ROQUETTE GROUP – DECLARATION OF EXTRA-FINANCIAL PERFORMANCE
Page 8

The CSR stakes identified thanks to the materiality matrix are
therefore naturally integrated into this Sustainable Development
approach initiated for more than 10 years by the Group. The policies,
actions and results linked to the CSR stakes that have major risks aredescribed in the following sections and they are supplemented withthe additional mandatory information described in article R225-105of the French Code of Commerce (themes not listed with an asterisk):
responsible, fair and sustainable food, social dialog diversity, respectof animal well-being, fight against food insecurity, food waste,circular economy. This information is noted with asterisks.

EXTRA-FINANCIAL STAKES
1.

INNOVATING

Product quality and food safety (1)In order to guarantee the satisfaction of its customers and of the final
consumers in a sustainable manner, Roquette undertakes tosignificantly change the rate of complaints from its customers directlyin line with the quality of the manufactured product.
The objective is to sustainably maintain less than 25 complaints(product reason) for 1,000,000 bags sold (25 kg bags).
For several years, the Group has already set up several actions in thisdirection:


The creation of Global function dedicated to Quality reporting
directly to the General Management since 2018

Continuous leading of the complaint process with an update of
the group directive and the organizing of forums in 2019.



The planning and completion of master plans and quality
investments in the sites.

Continuous improvement of the processes and the setting up of
operational excellence in order to satisfy customers

The development of skills and of quality culture supported inparticular by an offering of "e-learning" modules.

The good results from 2018 are confirmed in 2019. A newclassification for complaints will be deployed in 2020 in order toincrease the level of requirement and identify other paths for
improvement, especially in the area of food safety.
As for food safety, Roquette makes use of the HACCP system (Hazard
Analysis Critical Control Point), a recognized method for controllingthe health safety of food and that makes it possible to guarantee thesafety of the products during the final application thereof. The latter
is applied all throughout the manufacturing and supply chain, fromthe receiving of raw materials and packaging to deliver to ourcustomers.
In order to meet the requirements of the food and nutrition markets,
Roquette has for example reinforced its expertise by opening a new
application center in China in 2019.

Responsible, fair and sustainable food*
Following the increased concerns pertaining to health, theenvironment or animal well-being, many consumers diversify their
supply sources with proteins benefiting sources coming from plants.
Anticipating this demand, Roquette continues to invest in order todevelop solutions with a plant-based protein, in particular comingfrom peas and broad beans. Peas need very little water and fertilizers
and enrich the soil for future crops. Peas are an excellent source ofplant protein. They offer multiple nutritional and function properties.
Not included in the list of major allergens (EU), and possessing
excellent digestibility, it forms a supplement to animal proteins.
Pea or broad bean proteins have many applications in vegetarian,flex, dietetic food or for athletes, clinical nutrition and traditionalfood.

In 2019, Roquette announced the expansion of its plant protein range
in the area of meat alternatives. With this new offering, Roquette is
proposing new perspectives for innovation to stakeholders in plant
food. To its existing range of pea proteins, Roquette is adding two
plant-based textured proteins, one with a yellow pea base and theother with a faba bean base.

Food insecurity*
Roquette is developing close relationships with is neighboring local
communities. Thus, in Singapore, nearly 30 Roquette employees met
on a volunteer basis for an activity that allowed them to get a better
understanding that waste and food safety concerns exist in different
forms. By joining the "Project Eat Better" program, launched by Food
Bank Singapore, Roquette employees collected surplus fruits andvegetables from stand owners in order to distribute it afterwards.
Through these initiatives, Roquette is involved in contributing to thefight against insecurity around its locations.

Customer satisfaction (2)The Group undertakes to better understand its customers’ needs andanticipate their expectations by developing innovative solutions thatare adapted for pharmacy, nutrition, food and industrial sectors; andthis in order to contribute to improving our consumers’ health andwell-being.
As such, Roquette wanting to go beyond all of the actions that havebeen set up to satisfy its customers (second CSR stake of theInnovating pillar), many meeting have been organized this year invarious regions of the world. Responding to the increasing concern
from customers and markets on this subject, the Group strives toreinforce its CSR approach in the process of innovation, 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. Three of these SDGs
form an opportunity for transformation and innovation for theGroup: "Good health and well-being" (SDG 3), "Clean water andsanitation" (SDG 6), and "Responsible consumption and production"(SDG 12). For each one of these goals, the company has developed
internally specific criteria that make it possible to check that the new
solutions proposed to customers also provide a benefit in terms ofsustainability. Roquette undertakes that, in 2025, 80% of the new
solutions supplied to its customers, coming from projects that meetthe criteria of sustainable chemistry (see the stake hereinbelow),meet the UN's Sustainable Development Goals.
Innovating Indicator

2018

2019

2025
Goal

% of solutions offered to ourcustomers
meetingtheSustainable Development Goalsof the UN

92%

95%

80%

The internal directive of the Group "Sustainability Assessment of
Innovative Developments" aims to set up the tools required to assess
the sustainability of the Group's development projects as well as that

ROQUETTE GROUP – DECLARATION OF EXTRA-FINANCIAL PERFORMANCE
Page 9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 expectations of its
customers by providing them with solutions that respect theenvironment, are innovating sustainable and competitive, andcomplying with the Group's internal directive "Sustainability
Assessment of Innovative Developments".

that meets the principle of responsibility and other requirements of
the GDPR, such as:Keeping a log of data processing,Managing the associated risks,Managing the exercising of rights for persons concerned,Managing incidents and data violations.

At the heart of the Group's strategy, this Compliance Program on
Data Protection:

Two products can be mentioned in terms of examples for 2019.



Secures our activity,

The new NUTRALYS® TP-C (pea) and NUTRALYS® TF-C (faba bean)
ingredients offer new options in terms of taste and texture and allow
for the development of several unique recipes such as 100% plantbased steak and fish stick alternatives that are nutritionally balanced.



Demonstrates our ethical and responsible approach,

Reinforces the trust of our customers,Consolidates our "competitive ethical advantage".

The Group undertakes that in 2025 70% of its projects will meet thecriteria of "sustainable" chemistry.
Innovating Indicator

2018

2019

2025
Goal

% of projects meeting several“sustainable chemistry” criteria

61%

66%

70%

In order to define this indicator, Roquette has developed internal
criteria based on the 12 principles of green chemistry that inparticular take account of the prevention of waste, atom economy,
reducing risks and energy efficiency. This approach makes it possible
to quantify the sustainability of innovation projects.
Innovation, the third stake in the Innovating pillar, is in Roquette's
genes. It is for this reason that the Group is undertaking to go further
and reinforce its sustainable development approach for these
innovation processes by integrating sustainable development criteria
as key elements in its innovation projects.

Respect for animal well-being*
Roquette solutions are committed to complying with the regulatory
requirements, in particular on the conducting of tests on animals forvarious industrial applications.
The Group has many ingredients that are not dedicated to a single
application. It is therefore essential that the products be compliant
with the minimum regulatory requirements according to each target
application.
In certain cases, Roquette can as such be bound to conduct on its
products a limited number of tests on animals, for several reasons:compliance with regulations such as REACH (Registration,
Evaluation, Authorization and restriction of CHemicals), laws on
foods, pharmacopoeia, etc.

maintain the commitment in terms of safety, health andenvironment;and characterize or prove the health or nutritional properties of
the ingredients.

Data protection – Security and cyber security (4)Roquette Group has established a policy concerning data protection
and privacy that is compliant with the laws and regulations that apply
in this area. This policy defines the principles, requirements and rulesthat all employees and third parties who act on behalf of Roquettemust comply within terms of Data protection and Privacy.

The Group is very sensitive to animal well-being. As such, it favors
alternative methods that minimize recourse to tests on animals, eachtime that this produces equivalent results.

It can be broken down into a document base on three levels:

Health and safety (5)

The Roquette Code of Conduct which shows the management's
commitment;

A Manual and internal guidelines on Personal data protection;

Operating documentation governing the Data Protection
Management System (according to the principle of continuous
improvement).

In order to increase the awareness and inform the employees and thepersons concerned by this policy, a Privacy & Data Protection Guide
of Good Conduct was developed. It presents in a simple manner, therules and good practices to adopt in the Group's daily activities.
The publication of this guide is accompanied internally by a 6-monthcommunication campaign called "Think Privacy" and related training
on GDPR (General Data Protection Regulation) and on the goodpractices in the Guide.
This "Privacy & Data Protection Guide of Good Conduct" is alsoavailable on our site on the page https://www.roquette.com/dataprotection.
In addition, in the framework of its Compliance Program, Roquette
has developed software for managing the protection of personal data

2.

ACTING

Roquette places health, safety and well-being at the heart of its
concerns by continuing the implementation of a world-class HSE(Health, Safety, Environment) management system and developing aculture in which people safety is a core value. The final objective of
this first CST stake of the Acting pillar is to reach zero accidents. For
this purpose, the Group has set up a Health and Safety policy and has
made substantial investments. Since 2017, the principles of OSHA
(Occupational Safety & Health Administration) were this year applied
to record the accidents, everywhere in the Group, as such making it
possible to standardize the rules.
In 2025, Roquette committed to achieving a Frequency Rate 1 (FR1)of 0.5 and a Frequency Rate 2 (FR2) of 1.5, which corresponds to alevel of excellence.
Acting Indicator
Frequency rate of work
accidents with stoppage per
million hours worked (FR1)Frequency rate of accidents
declared per million hours
worked (FR2)

2018

2019

2025
Goal

1.49

1.61

0.5

2.72

2.90

1.5

ROQUETTE GROUP – DECLARATION OF EXTRA-FINANCIAL PERFORMANCE
Page 10requirements of internal and external change, whether related toprofessions, technology or leadership, and to support the company's
strategy, while still maintaining and reinforcing the employability ofthe employees.

The Frequency Rate FR1 as FR2 are up slightly in 2019, which does
not make it possible to keep the expected rate of decrease. The main
events are linked to tripping and the use of tools/equipment.

The objective is to encourage a culture of performance anddevelopment, worldwide as well as locally. For this, in January theGroup deployed its Learning strategy in order to allow all employees
to keep their skills and knowledge up to date, to develop and toprogress, as such contributing to the strategy and the performanceof the company. Thanks to the launching of an "e-learning" platform,
each employee thus has the opportunity to lean and constantly shareattractive training content.

An approach was initiated with all of the sites concerning the threecommitments of the managerial line: reinforcing the presence in thefield, improving the robustness of the investigations and action plans,
ensuring control of the basics (e.g. work permits, safety behavior
visits).
In Spain, one accident on a low-voltage electrical facility occurred in
October 2019. One of our employees died following their injuries. An
investigation is underway in accordance with the local regulations
and our internal practices. The understanding of this event will makeit possible to draw conclusions on a change in the standards andpractices associated with the electrical risk.

The need to invest in training can vary from one geographical zone toanother. In 2019, the total number of hours of training in the
restricted perimeter is 170,052 hours (164,264 hours in 2018).
The process for monitoring and declaring training hours was clearly
improved in 2019 thanks to e-learning. Indeed, previously mostly
manual, monitoring is this year included in the Group's HRIS. This
improves employee access to training available for theirdevelopment.

Training (6)Faced with this second stake in the Acting pillar, the Group empowers
employees by promoting dialog,
fostering engagement anddeveloping skills. Training forms a key axis in professional andpersonal development for employees and allows the company toperform better. At the crossroads between what the company needs
and what its employees need, it makes it possible to respond to the.

Number of hours of training and average per employee ("Restricted Perimeter – Permanent workforce")
2018

2019

Total Hours

Average H/employee

Total Hours

Average H/employee

Europe83,85718.7

94,007

20.8

Americas20,21523.4

22,291

24.9

Greater Asia

6,388

4.6

12,4149.0

China

53,80455.3

45,936

48.7

Group

164,264

21.4

174,648

22.6

Work organization (7)The work organization, third CSR stake in the Acting pillar, can differ
from one country to another according to the company's needs,
which can vary according to the nature of the activities of the sites(industrial and/or commercial). It also takes the rules, agreements
and practices at a local level into account. This also concerns thenumber of days worked per year, the number of hours worked perday, or the number and the days of paid vacation, etc.

Internal regulations that are proper to each site govern shift
work as well as the other working systems while still
incorporating the required legal and regulatory provisions.

Moreover, the company regularly informs its employees on themain changes in terms of organizing the work.

The Group's internal directive "Design and Manage Organization"
assists in structuring, implementing and managing the organization
in a coherent, simple and transparent way; and this in adequacy withthe main keys defined by the Group and the Functions in accordancewith the local laws and regulations.

However, common points do exist:


Most of the Roquette Group's industrial sites operatecontinuously or over several shifts. Shift workers work during theday, at night and on the weekend.

As at December 31, 2019 ("Restricted Perimeter"), nearly 43% of theemployees work in shifts compared to 45 % in 2018, demonstrating
the stability of the production activities.

Organization of the workforce by Day/Shift work ("Restricted Perimeter – Permanent workforce")
2018
Total

2019
Day schedule

Shift schedule

Men

Men

Women

Total

Women

Day schedule

Shift schedule

Men

Men

Women

Women

Europe

4,474

1,831

989

1,601

53

4,530

1,921

1,024

1,537

48

Americas

865

221

141

479

24

894

347

155

371

21

Greater Asia

1,380

475

69

833

3

1,372

499

86

787

0

ROQUETTE GROUP – DECLARATION OF EXTRA-FINANCIAL PERFORMANCE
Page 11

China

973

314

192

414

53

944

216

163

489

76

Group

7,692

2,841

1,391

3,327

133

7,740

2,983

1,428

3,184

145

Full time
Men

Women

Part time
Men

Women

Organization of the Full Time/Part Time workforce ("Restricted Perimeter – Permanent workforce")
2018

2019

Total

Full time
Men

Women

Total

Part time
Men
Women

Europe

4,474

3,403

781

29

261

4,530

3,424

808

34

264

Americas

865

700

165

0

0

894

718

175

0

1

Greater Asia

1,380

1,307

72

1

0

1,372

1286

86

0

0

China

973

728

245

0

0

944

705

239

0

0

Group

7,692

6,138

1,263

30

261

7,740

6,133

1,308

34

265

The company also offers the possibility the employees who make the request to work part time. The systems that govern part-time work can varyfrom 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 perimeter")
2018

2019

Total

Men

EuropeAmericasGreater Asia
China

4,744
1,006
1,537
979

3,585
800
1,431
733

1,159
206
106
246

Group

8,266

6,549

1,717



Women Managers

Employ.

Total

Men

815
153
179
153

3,929
853
1,358
826

4,774
1,057
1,505
992

3,593
831
1,387
744

Women Managers
1,181
226
118
248

843
168
185
180

Employ.
3,931
889
1,320
812

1,300

6,966

8,328

6,555

1,773

1,376

6,952

Women Managers

Employ.

Total

Men

Women Managers

Employ.

Number of temporary workers ("Group perimeter")
2018

2019

Total

Men

EuropeAmericasGreater Asia
China

274
18
9
32

174
12
5
23

100
6
4
9

2
0
1
7

272
18
8
25

304
22
14
0

190
14
5
0

114
8
9
0

4
0
2
0

300
22
12
0

Group

333

214

119

10

323

340

209

131

6

334

Recruiting
Recruiting, which consists in hiring personnel for identified work stations, forms one of the means that allows the Roquette Group to constantly adapt
its strategy, its organization and its needs in terms of the workforce and expertise.
In 2019, 524 permanent employees were recruited within the Group. Number of recruitments ("Group Perimeter" – permanent workforce)
2018
Total
EuropeAmericasGreater Asia
China

17
1
16
9
91
10
9

2019
Men

Women

Managers

Employ.

Managers

Employ.

17

103

5

46

6
9

131
58

3
2

29
22

1

73

1

34

Men

Women

Managers

Employ.

Managers Employ.

181

13

107

7

54

168

2
12

120
61

2
1

44
18

7

49

3

24

Total

92
83

ROQUETTE GROUP – DECLARATION OF EXTRA-FINANCIAL PERFORMANCE
Page 12Group

54
0

33

365

11

131

524

34

337

13

140

In the system for permanently adapting the organization, internal mobility is always favored. This results in the assigning of an employee to a newposition 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 Perimeter" – permanent workforce)
2019
Total

Resignations

Lay-offs

Jointagreement

Retirement

Death

Other

EuropeAmericasGreater Asia
China

173
117
118
104

65
52
99
67

31
55
2
23

39
3
6
11

24
7
9
3

5
0
2
-

9
0
0
-

Group

512

283

111

59

43

7

9

Total

Resignations

Lay-offs

Jointagreement

Retirement

Death

Other

EuropeAmericasGreater Asia
China

208
133
137
111

88
60
114
67

18
36
4
15

59
19
14
13

28
7
3
6

6
1
2
0

9
10
0
10

Group

589

329

73

105

44

9

29

2018

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 to informthe employees on economic, social and organizational subjects, butalso to define and decide, jointly, internal rules, solutions that areconcrete, precise and adapted to the specific circumstances of theRoquette Group and which are suitable to the parties in both theindividual as well as collective aspects.
On the Group's French sites, the company dialogs with the personnel
representative bodies, such as the Social and Economic committee(CSE) and the health and safety and working conditions committee(CSSCT)in terms of Diversity and Inclusion, in 2019 Roquette launched anawareness campaign entitled "Together, we can make a difference! ".
Thanks to a video testimonial, an interactive e-learning course or
sharing workshops for an inclusive management, Roquette Groupinvites its employees to exchange on the challenges linked toDiversity and Inclusion, encourages getting feedback and continues
to transform its ambition into concrete actions.
Regarding the mix, the proportion of women represented 22% of thetotal workforce in 2019. Female managers represent 16.5% of thefemale workforce (permanent workforce), a rate that is equal to thepercentage for male managers (16.5% male managers out of thepermanent male workforce). The Women@roquette network is
continuing its boom and now has nearly 200 members in about ten
countries.
New initiatives, such as mentoring, Group integrations programs for
new arrivals, sponsoring came to light in 2019 in order to favorinteractions between generations.

Any employee can adhere freely to a union or be a candidate in theprofessional elections for the staff representative bodies. In theworld (restricted perimeter), 14 agreements were signed in 2019with the social partners in France, Italy, India, Spain and in the UnitedStates.

This year, Roquette initiated an "action handicap" diagnostic
managed and financed by AGEFIPH (French agency for promoting
disabled workers) on all the French sites with the contribution ofvarious stakeholders: members of the SACHA group (Know How to
Accompany Each Handicap), employees with a handicap, social
partners, site directors, workplace health service, social service and
HR teams. Three priority axes have been defined:

Diversity*Communication and awareness of the employees

Awareness and training of managers



Job retention and career management.

Roquette makes use of its wealth in diversity by valuing thedifferences and promoting the sharing of best practices in a multicultural network. An essential lever for the growth of the Group andcustomer satisfaction, Diversity and Inclusion contribute to apleasant working environment and are strongly anchored in the local
communities in which the Roquette Group operates.
In adequacy with its values and in accordance with its ethics charter,
Roquette Group ensures strict equal opportunity among its
employees as well as compliance with the principle of equal
treatment between the latter. In order to continue making progress

As such, during handicap week, several presentations were organized
at Lestrem and at Vic-sur-Aisne (France). In parallel, a poster
campaign was launched in order to increase employee awareness ofthe various handicap situations.
The Group is thus continuing its commitments in terms of Diversity
and Inclusion through continuous work conducted over all its sites,

ROQUETTE GROUP – DECLARATION OF EXTRA-FINANCIAL PERFORMANCE
Page 13

involving all the company's players and its stakeholders in order tocreate a positive and attractive workplace for everyone.

Activities with local communities (8)For this fourth CSR stake in the Acting pillar, Roquette commits todeveloping its activities with local communities by working jointlywith them and by contributing to their development throughsustainable relationships.
The objective of the Group's internal directive "Support to Local
Community involvement process" is to harmonize and formalize theguidelines for all support (financial, technical, human, etc.) in thelocal communities around Roquette's locations. Every year, thecompany is committed to the local populations and communities,
with for objective to lend support to a minimum of 20 projects or
actions in food, nutrition health and the environment.
In 2019, Roquette totaled 75 projects or action in food, nutrition andhealth (55 in 2018), distributed into 5 categories in the various
regions:

30 for health

10 for nutrition

1 for nutritional education



16 for the environment

18 for local needs.

In Italy, Roquette lent its support to the Giro Rossa international
women's cycle racing. This partnership, founded on common values
pertaining to sport: health and nutrition, was a great opportunity for
Roquette to be a stakeholder in the local life of Cassano and to assert
its involvement in a healthier way of life while still preserving Human
health.
Roquette Foundation for Health
The Roquette Foundation for Health, created in November 2017
under the aegis of the Fondation de France, gave its support in 2019
to 11 different projects, of which 3 internationally.
To choose these projects, it uses 3 fundamental principles as a basis:
BELIEVING in progress, SHARING knowledge and CHANGING
behavior. These 3 pillars guide all of the Foundation's actions andsupport.
The projects supported have a genuine impact on society, such as forexample, the "Microbiote, according to the discreet charm of theintestine" exhibit, which received 380,000 visitors or the "Vivons en
Forme" program that reached nearly 600,000 people in France.

3.

BIOREFINING

The environmental policy of the Group aims to prevent any type ofpollution and reduce the environmental footprint of our business. It
is incorporated all throughout the production process and can be
broken down into general objectives. Deployed at the factory andworkshop level, these objectives are controlled and are audited on aregular basis. The four French sites (Lestrem, Beinheim, Vecquemontand Vic/Aisne) are subject to ICPE authorization and are integrated
into the reporting.
This year, on the occasion of "Environment World Day", a day ofawareness was organized in many offices and plants of the Group, inparticular in France, Germany, Spain, Italy, Lithuania, India, China,
and the United States.
The major stakes in the environmental approach are directly in linewith customer satisfaction, employees and communities around theindustrial sites. This is primarily based on controlling theenvironmental parameters, reducing waste, optimizing methods, thesearch for new "cleaner" technologies and the reduction of the
impacts linked to the logistics chain. For each one of the group's
industrial sites, the environmental approach is based on ISO 14001(standard concerning environmental management). The
environmental information mentioned hereinbelow is calculatedusing established methodologies, each defining indicators,
calculation or measurement methods and the units retained.
This year, the Global Environment function set up a software forcollecting environmental data, integrated into SAP, so as to allow fora collection and a consolidation of environmental data for all of thesites concerned at December 31, 2019. Certain complex indicators
however are still calculated using standard tables collected from sites
by the Global Process Performance Department.
The Roquette Group devotes a substantial amount of resources andinvestment for preventing environmental risks and pollution.

Preservation of water resources (9)For the first CSR stake of the Biorefining pillar, the Group iscommitted to preserving water by optimizing its processes in orderto minimize consumption and by installing high-performance
purification technologies. The objective is to achieve a reduction of
20% on its consumption of freshwater worldwide that is specific in
2025 with respect to the reference values of 2015. Water is an
essential resource that has to be preserved. The extraction andmanufacturing methods of Roquette's industrial units require the useof an aqueous solution. Certain locations are seeing their taking
authorizations for water go down due to increasingly strict
regulations. This therefore needs to be anticipated and new methodsof working need to be implemented. The actions that stem from thisrevolve around two major lines:

treating the pollution at the source in order to reduce treatment
circuits;



recycling water without however attenuating the quality or
modifying the characteristics of the finished products (forexample, the Viramgam site has implemented the Zero discharge
technology on its site, allowing for a very substantial amount ofrecycling of the water of the effluents after treatment.)

In 2019, water pumping (rivers, tables and urban mains as a whole) is
about 48.2 million m3 compared to 49 in 2018 (note that the data for2018 was reviewed following the change in the Group directive. The
cooling water that is not used in the process is no longer counted in
the Group's water consumption). 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 it possible to treat most of the takings carried out before
discharging into the natural environment. Some of theseinfrastructures are provided with a methanization unit of theeffluents before biological treatment, which makes it possible tocombine the purification treatment with the production of Biogaz.
Process water consumption performance indicators
Set up in 2012, this indicator is based on the water performance ofthe starch plants. It is defined as the ratio between the average
consumption of process water for all of the starch plants and a target
consumption. The ratio obtained therefore does not have a unit andthe targeted objective is to be less than 1.
2018

2019

Europe0.86

0.84

Americas

3.05

0.83

Greater Asia

0.99

0.95

China
Group

0.81

1.16

1.14

0.87

ROQUETTE GROUP – DECLARATION OF EXTRA-FINANCIAL PERFORMANCE
Page 14

Scope 1 eq t CO2/kt ofstarchScope 2 eq t CO2/kt ofstarchEnergy efficiency (10)The Group undertakes to optimize its energy consumption by
installing optimized energy solutions for this second CSR stake of the
Biorefining pillar. This year, at Keokuk, the site integrated wood chips
into the coal burner substituting a part of the coal.
In 2025, the Group commits to, with respect to the year 2015, an
improvement in worldwide energy efficiency of 10%. Roquette isdiversifying its energy sources by favoring renewable energies suchas geothermal energy, biomass and biogas, the latter making it
possible to fight global warming.

2018

2019

0.99

0.99

Americas

0.98

1.00

Greater Asia

0.89

0.86

China

1.00

1.03

Group

0.98

0.99

Adaptation to climate change (11)In line with the provisions of the Paris Accord, the Group is aware thatclimate change is a major concern for the environment, the economy
and all of humanity. As such, three main areas of action have been
identified: greenhouse gas emissions, water and local communities inwhich actions will contribute to improving the environmental
footsteps of the company and to consequently adapt its activities.
Roquette commits to reduce the environmental impacts bycontinuing the setting up of solutions that most suited to the local
specifics and by favoring competitive renewable energies. The Group
commits to setting up technical installations that emit less CO2 and assuch prevent a million tons of CO2 discharges by 2025 so as to meetthis third CSR stake of the Biorefining pillar. For example, this year
the Vic site, which produces pea protein, procured 100% of its
electricity green, thanks to a power supply with guarantees of origin.
CO2 emissions

2018

2019

83

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

Energy indicators

Europe97

Performance indicators on avoided CO2 emissions annuallyEurope

The energies taken into account cover all of the energies used by theprocess and the utilities: electricity, steam, goal, natural gas, wood,oil, heat, cold, compressed air, etc.

724

This year, an evaluation of the CO2 emissions was conducted onscopes 1 (direct emissions) and 2 (indirect emissions).

The two largest energy consumptions of the Group come fromelectricity and natural gas. In 2019, electricity consumption for theGroup is 2,519 GWh compared to 2,651 in 2018 and natural gas
consumption was about 7,068 GWh in 2019 compared to 7,463 in
2018.

Set up in 2017, the energy performance indicator compares,
workshop by workshop, the actual consumption of energy with a socalled reference energy consumption. This reference energy
consumption is based on the specific consumption of the reference
year (2015) and the production of the workshop. For a country, theenergy performance indicator corresponds to the sum of theeffective energy consumption of the sites divided by the sum of thereference energy consumption of the sites. For a region, the energy
performance indicator corresponds to the sum of the effectiveenergy consumption of the countries divided by the sum of thereference energy consumption of the countries. For the Group, theenergy performance indicator corresponds to the sum of theeffective energy consumption of the regions divided by the sum of
the reference energy consumption of the regions.

683

2018

2019

555,448

567,484

Americas34,367

20,400Greater Asia

179,876

208,423

China
Group

44,22028,212

813,912829,5042025 Goal

1 000,000

Food waste*
The activity of Roquette is to valorize all of the constituents of theplants and without generating waste. The plant-derived raw
materials that come into the site are therefore almost fully recycled
and generate very little waste.

4.

SOURCING

Procurement of raw materials (12)The Group's consumption of plant raw materials for the year 2019 isabout 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 oftransportation 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 fromfields to biorefineries. For this first CSR stake 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 the more suitable agricultural resources.
Roquette undertakes that in 2025, 20% of its supplies be certified orassessed as "sustainable or responsible". These commitments areshared in the supplier code of conduct.

% of “sustainable” raw materials

2018

2019

10.2%

24.1%

2025
Goal
20%

The change in 2019 of this sourcing KPI can be explained by theincrease in the number of contracts with our suppliers for raw
materials certified as "sustainable or responsible", especially forwheat and potatoes.

Supplier selection (13)The Roquette supplier code of conduct is shared with the Group's
suppliers. In order to meet this second stake of the Sourcing pillar,
this Code of Conduct for Suppliers is based on the Universal
Declaration of Human Rights, the principles of the United Nations
Global Compact and the conventions of the International Labor
Organization (ILO), as well as Roquette's Ethics and Responsibility
Charter and Code of Conduct. It does not serve as a substitute for the

ROQUETTE GROUP – DECLARATION OF EXTRA-FINANCIAL PERFORMANCE
Page 15various regulations, standards and current laws in the different
countries. In the framework of its activities, each Roquette supplieris obliged to follow and communicate this Code of Conduct to all
employees and to ensure that these or equivalent principles are
known and followed by sub-suppliers and sub-contractors.
In 2019, the company wanted to go further and acquired a tool for
qualifying suppliers that makes it possible to select its suppliers in a
coherent and responsible way and in particular in relation to thehuman rights aspect (cf. Group directive DGPG005). The deployment
plan is scheduled over 2 years internationally.

Environmental and human rights in the value chain (14)Environmental and human rights are a priority for the Group. For thisthird CSR stake of the Sourcing pillar, these two themes are as suchbrought to the forefront in the two codes of conduct: the suppliercode 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 preservationof natural resources.

Circular economy*

The Group responds in particular to three key factors of the circular
economy: material effectiveness, economic and industrial efficiency,
contribution to the territorial ecosystem.
Two examples can be mentioned:

Material effectiveness, since all of the Group's plant raw
materials are valorized almost entirely. As such, for the sector ofprotein peas, the plant proteins are available to the nutrition andhealth markets, and the other components of the plant are
directed to other markets, such as animal food and nutrition.

The economic and industrial efficiency, as on the Lestrem site(France), Vecquemont site (France), Italy, Spain, where themethanization 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, thanks to theeffluents of our factories which are used for farming fertilizer, bygenerating economy for the entire sector.

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

The Roquette markets, in particular those of Food, Nutrition and
Health, are part of the circular economy. The industrial sites, as
ecosystems integrated into the heat of the territories, are an
illustration of the strategy of bioeconomy, as they make it possible
for optimum recycling of the farming plant resources and are bearersof growth and therefore of jobs.

ROQUETTE GROUP – DECLARATION OF EXTRA-FINANCIAL PERFORMANCE
Page 16

ROQUETTE GROUP – DECLARATION OF EXTRA-FINANCIAL PERFORMANCE
Page 17