DECLARATION OF
EXTRA-FINANCIAL PERFORMANCEGROUPE ROQUETTE
2018

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.
Since 2008, Roquette has initiated a specific approach concerning Sustainable Development within the Group. This approach is based on 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 ofthem has been associated with precise commitments, supplemented in 2016 with performance indicators. These pillars, commitments andperformance indicators are presented in this report.
This year marks 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 225 of the French Code of Commerce in its version that was initially amended 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,
2018. 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 stakes identified
pertaining to CSR and linked to its activity or to the use of its products
and services, as well as the policies applied in order to manage thesestakes and their results (including selected performance indicators).
In accordance with the new regulation, this report will be available
on the Group's internet site.
The verification of this information has been entrusted to KPMG, as
an independent third-party body and Co-Auditor, and has given rise
to a 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 representing

1.

the various functions and professions of the Group. The latter wereshared and distributed in order to consolidate the qualitative andquantitative information as at Monday, December 31, 2018. Thesemethodologies are part of an continual improvement approachinternal to the Roquette Group.
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,
2018, 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 hereinbelow.

Social Scope

Depending on their type, indicators and social data pertain to one or
the other of the following consolidation areas (except for special
cases):

As at Monday, December 31, 2018, the Restricted Perimeter
represents nearly 93% of the Group's permanent workforce (7,692
employees out of 8,266).

Group perimeter: Roquette Frères and all of its subsidiaries,
controlled directly or indirectly at more than 50%, on December
31 of the reference year.

For the collection of information, the Roquette Group proceeds asfollows:

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 scope of 2018 changed compared to that for 2017, due tothe various acquisitions that took place: Sethness Product Company(US, India, France, China), Roquette TPP B.V.(Netherlands) and Crest
Cellulose (India) and of the consolidation in this report of the entitiesof Lignoterma (Lithuania), PlantTec Medical (Germany) and Alliance
Gums & Industries (A.G.I.-France). The Restricted Perimeter of 2018
also changed compared to that for 2017: Itacel Farmoquimica (Brazil)
and Roquette Asia Pacifique (Singapore) were included.
In 2018, the workforce of the Roquette Group included 8,599
employees, including 333 temps (fixed term contracts and inalternation). Recall that the workforce in 2017 was 8,399 employees.



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.

ROQUETTE GROUP – SOCIAL, SOCIETAL AND ENVIRONMENTAL REPORTING
Page 2

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);

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
8,599 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
2018, 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, are excluded.

ROQUETTE GROUP – SOCIAL, SOCIETAL AND ENVIRONMENTAL REPORTING
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 values of Authenticity, Excellence, Forward-looking and
Well-being. These core values enable the entities of the Group,
around the world, to reconcile financial performance andenvironmental concerns with the development of the men andwomen who form the Group.

11 membersof the Board of Directors

5 family directors
including the Chairperson

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 andforwards the main CSR themes to be treated to the Ethics andSustainable Development committee, which meets 3 to 4 times ayear.

BUSINESS MODEL
1.

Methodology

Roquette, a world leader in plant-based ingredients for the food,nutrition and health markets, is presenting for the first time its
business model for financial 2018. The latter aims to describe the way
in which the company creates value and maintains it over the longterm, by presenting its activity and its global operation in interaction
with a wider business environment. To do this, its definition and its
content stem from the regulatory framework of the extra-financial
performance declaration (law of August 9, 2017) and of the crossingof the recommendations of the main guides and current reference
systems relative to business models (IIRC - International Integrated
Reporting Council, MEDEF guide, Business Model Canvas, etc.). As
such, it presents five major categories of interdependent informationand 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 8,599
employees representing more than 45 nationalities, 25 industrialsites equipped with technologies, innovation capacities with morethan 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, values of the company (Authenticity, Excellence, Anticipationand Well-Being), combined with 85 years of history, creates auniqueness 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 enable healthier lifestyles. The products andsolutions proposed by the Group serve the pharmaceutical industry,cosmetics, food and nutrition and animal nutrition markets and otherindustrial sectors.

ROQUETTE GROUP – SOCIAL, SOCIETAL AND ENVIRONMENTAL REPORTING
Page 4

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

provide new resources as well as material and immaterial capital forthe company.

The Group's Sustainable Development approach is based on 4 pillars:
Innovating, Acting, Biorefining and Sourcing. This can be broken
down through commitments, 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.

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.



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.
Maintaining this process of creating value over the long term is
illustrated by Roquette's capacity to create a dynamic feedback loop,
wherein the value that is redistributed is reinvested in order to2.

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)

ROQUETTE GROUP – SOCIAL, SOCIETAL AND ENVIRONMENTAL REPORTING
Page 5ROQUETTE GROUP – SOCIAL, SOCIETAL AND ENVIRONMENTAL REPORTING
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 identified, coming from 40 themes
completed beforehand and mentioned in article 22( and the addingof stakes specific to the activity of Roquette, the associated risk being
evaluated (impact and likelihood of occurring) and crossed with anassessment of the level of expectations of the stakeholders. Theselevels were estimated through quotes, taken via 21 interviews withinternal strategic stakeholders representing the various functions
present within the Group. The assessment of the level of risk is basedon the internal methodology used by the Risk Management
department, as well as on standards ISO 31 000 (standard relating to
the management of risk).
Following this notation, the upper right-hand third of the matrix
presented hereinafter (dark blue area) defines the 14 CSR stakes
identified according to their gross risk and stakeholder expectation.

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

ActingWater preservation

9

Biorefining

Energy efficiency

10

Biorefining

Adaptation to climate change

11

Biorefining

Sourcing of raw materials

12

Sourcing

Selection of suppliers

13

Sourcing

Human and environmental rights in the value chain

14

Sourcing

Challenges

2.

Pillars and commitments of the Sustainable
Development approach

INNOVATINGThe stakes have been classified according to the four pillars of theGroup's approach to Sustainable Development.

# Understand customers’ needs and anticipate consumers’
expectations by developing pharma, nutrition, food and industrial
innovative solutions that help improve our consumers’ health andwell-being.

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.

# Develop a sustainable development journey inspired by thecustomers’ expectations by offering them environmentally friendly,
innovative, sustainable and competitive solutions.
# Strengthen sustainability in our innovation processes by including
sustainable development criteria as a 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%

ROQUETTE GROUP – SOCIAL, SOCIETAL AND ENVIRONMENTAL REPORTING
Page 7of our projects meet the criteria of “sustainable” chemistry andthat 80% of the new solutions offered to our customers from thesame projects meet the Sustainable Development Goals of theUN.

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.

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 a culture in whichpeople safety is a core value.

# Further reduce other environmental impacts by implementing themost relevant solutions based on local specificities.
# Empower employees by promoting dialog, fostering engagementand developing skills.
# Build on our diversity by valuing our differences and promoting thesharing 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 toachieving a Frequency Rate 1 of 0.5 and a Frequency Rate 2 of
1.5. Every year, we implement our commitment to local
populations and communities by supporting a minimum of 20
projects or activities.

KPI: Our industrial performance is at the heart of our concerns.
In 2025 we are committed to ensuring that, compared to 2015,
our energy 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 and responsibly: by encouraging local supply
and optimizing means of transportation to combine economic
profitability and low environmental footprint.
# Continuously improve our raw material quality: by clearly specifying
our needs, strictly selecting our suppliers and reinforcing quality
control chains from fields to biorefineries.
# Reinforcing the ties with our raw materials suppliers by building
partnerships with breeders and farmers to select and use the moresuitable agricultural resources.


KPI: We recover all of our raw materials in their entirety. They
are derived from agriculture and as such renewable annually.
Our goal is to ensure that 20% of our supplies are certified or
evaluated as “sustainable or responsible” by 2025.

ROQUETTE GROUP – SOCIAL, SOCIETAL AND ENVIRONMENTAL REPORTING
Page 8

The CSR stakes identified thanks to the materiality matrix are
therefore naturally included in 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 225 of theFrench 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.

ROQUETTE GROUP – SOCIAL, SOCIETAL AND ENVIRONMENTAL REPORTING
Page 9

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.
For several years, the Group has already set up several actions in thisdirection:


The creation of a Global Function devoted to Quality in 2015 witha change in the management of the Quality systemThe reinforcing of the Quality master plans in the sites

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

In 2017 the systematic reinforcement of the analysis of thecauses of complaints and the production of monthly Group
reports including the action plans that stem from itThe attaching of the Global Quality function to the General
Management in 2018

At the end of 2018, the Group had already changed this rate
substantially compared to 2016 and the teams will work on theelaboration of an external follow-up indicator.
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.
As such in response to the increasing demand in the market for healthingredients, the Roquette Group has developed the plant origin
soluble fiber NUTRIOSE®, which preserves the original flavor of the
products and of which the digestive tolerance is clinically proven. It iseasy to use, whether as a nutritional supplement in the existing
formulations or to replace sugars and fat. Adapted to the foodapplications and to drinks, this is a key ingredient of innovation thatcan be used in practically all of the processes. The FDA (US Food andDrug Administration) recently confirmed that NUTRIOSE® is a dietaryfiber.
In addition, in order to meet the requirements of the markets in thepharmaceutical and biopharmaceutical sectors, Roquette has forexample reinforced its expertise by opening a new application centerin Singapore in 2018, to develop new products and solutions thatoffer an optimum level of quality, safety and reliability.

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 has been investing for several
years in order to develop solutions with a plant protein base, inparticular coming from peas. Peas need very little water andfertilizers and enrich the soil for future crops. Pea protein is an
excellent source of plant protein. It offers multiple nutritional andfunction properties. Excluded from the list of major allergens (EU),and possessing excellent digestibility, it forms a supplement toanimal proteins.

Pea proteins have many applications in vegetarian, flex, dietetic foodor for athletes, clinical nutrition and traditional food.
In 2018, Roquette continues its research and investments in pea
protein so as to always best anticipate consumer demand. The newpea protein production workshop that is specific to Vic sur Aisne(France) now makes it possible to reinforce the Group's expertise toadapt the use of plant proteins in daily food. The acquisition with
Texpall of a workshop specialized in extruding proteins of plant origin
and the investment in Equinom, an innovating Israeli company invarietal selection, reinforcing the strategy that the Group isdeveloping around plant proteins coming from peas.

Food insecurity*
Roquette is developing close relationships with is neighboring local
communities. As such, at Keokuk (US), the teams collected last April
more than 680 kg of food to help the local underprivileged
communities. The employees of the Geneva site (US) packaged morethan 2,800 kg of sweet potatoes during the month of august,benefiting families in a situation of high food insecurity. Throughthese initiatives, Roquette is involved in contributing to the fightagainst 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

2017

2018

2025
Goal

% of the new solutions offered tocustomers from the same projects
meettheSustainable
Development Goals of the UN

85%

92%

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 thatof the new innovating solutions intended for customers or final
consumers.

ROQUETTE GROUP – SOCIAL, SOCIETAL AND ENVIRONMENTAL REPORTING
Page 10

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".
Two products can be mentioned in terms of examples for 2018.


The pea protein NUTRALYS® presents advantages to all
stakeholders in the sector, from farmers to consumers:
nutritional, functional and environmental benefits. The newingredient NUTRALYS® S85 makes it possible more particularly to
optimize and to improve the formulations of customers in asustainable manner for example for beverages, or for specialized
nutrition;
For the biopharmaceutical market, Roquette has also developed
a unique quality solution: KLEPTOSE® Biopharma. This productprovides notable benefits to its customers and to patients, whilestill responding to the sustainability criteria.

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

2017

2018

% of projects meet the criteria of“sustainable” chemistry

54%

61%

2025
Goal
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.

Data protection—Security and cyber security (4)As emphasized in the Roquette Code of Conduct, the Group ensuresthat it complies with the laws that govern the protection of theprivate life of its employees and of its partners. The internal manual"Personal Data Protection" defines the main principles that govern
the management system of personal data protection within
Roquette, in order to guarantee the protection thereof, in
accordance with the legal and regulatory requirements in effect.
The Group's internal directive "Management of Cyber Security",
published in 2018, describes the principles and the requirements ofcyber security. It describes the roles and responsibilities of the teams
and provides those responsible for cyber security with rules for
implementing suitable standards, organizations, processes,
procedures and controls for the Group as well as for its partners. The
Group is fully aware of the stakes in its activities. A structured teamwas set up and in 2019 will work on elaborating follow-up indicators.

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.

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.

2.

ACTING

Health and safety (5)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. As in 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

2017

2018

Frequency rate of work accidents
with stoppage per million hours
worked (FR1)Frequency rate of accidents
declared per million hours worked
(FR2)

1.24

1.49

2025
Goal
0.5

3.44

2.72

1.5

Thanks to substantial work under way for several years, theFrequency Rate FR1 concerning work accidents with stoppage
remains in the objectives set by the Group for 2018, even if this rateis slightly more compared to 2017, in particular due to a month ofNovember that was particularly unfavorable with five accidents.
In India, one accident occurred in January 2018 on a production sitewhere a subcontractor died after falling from a roof. The health andsafety of employees and subcontractors is at the core of the Group's
concerns and each person must constantly ensure that the activities
are operating the safest way possible throughout the world.
With regards to FR2, which represents accidents without stoppage,
the target goal for 2018 was largely exceeded, and is down sharply
compared to the preceding year. This indicator reveals the goodchange in safety performance.

Respect for animal well-being*

Training (6)Roquette solutions are committed to complying with the regulatory
requirements, in particular on the conducting of tests on animals forvarious industrial applications, in particular for the cosmetics market.

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

The Group has many ingredients that are not dedicated to a single
application. It is therefore essential that the products be compliant

ROQUETTE GROUP – SOCIAL, SOCIETAL AND ENVIRONMENTAL REPORTING
Page 11requirements of internal and external change (technological changes,
organizational changes, professions…) and to support the company's
development, while still maintaining and developing theemployability of the employees.

and knowledge up to date, to develop and to progress, as suchcontributing to the strategy and the performance of the company.
The need to invest in training can vary from one geographical zone toanother. In 2018, the total number of hours of training in the
restricted perimeter is 164,264 hours (160,255 hours in 2017).

The objective is to encourage a culture of performance and fairdevelopment among the employees, worldwide as well as locally. For
this, a "Learning Strategy" will be deployed soon, in order to provide
all employees with the opportunity to lean and to constantly shareattractive information content. This allows them to keep their skills

The process for monitoring and declaring training hours remains
mostly manual in 2018 but will be included in the Group's HRIS nextyear, in order to improve this monitoring and the access of
employees to training available for their development.

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

EuropeAmericas

2017

2018

Total Hours

Average H/employee

Total Hours

Average H/employee

79,071

17.5

83,857

18.7

21.7

20,215

23.4

8.4

6,388

4.6
55.3
21.4

11,796

Greater Asia

11,603

China

57,78559.0

53,804

Group

160,255

21.6

164,264Work 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, 2018 ("Restricted Perimeter"), nearly 45% of theemployees work in shifts compared to 43.1 % in 2017, demonstrating
the stability of the production activities.

Organization of the workforce by Day/Shift work ("Restricted Perimeter – Permanent workforce")
2017

2018

Total

Day schedule
Men
Women

Shift schedule
Men
Women

Total

Day schedule
Men
Women

Shift schedule
Men Women

Europe

4,515

1,899

991

1,561

64

4,474

1,831

989

1,601

53

Americas

543

157

100

260

26

865

221

141

479

24

Greater Asia

1,381

538

37

806

1,380

475

69

833

3

China

979

307

194

418

60

973

314

192

414

53

Group

7,418

2,901

1,322

3,045

150

7,692

2,841

1,391

3,327

133

Organization of the Full Time/Part Time workforce ("Restricted Perimeter – Permanent workforce")
2017

2018

Total
Europe4,515

Part time
Men
Women

Total

793

27

262

4,474

Full time
Men

Women

3,433

Full time
Men

Women

Part time
Men

Women

3,403

781

29

261

Americas

543

417

126

-

-

865

700

165

0

0

Greater Asia

1,381

1344

37

-

-

1,380

1,307

72

1

0

979

725

254

-

-

973

728

245

0

0

China

Group
7,418
5,919
1,210
27
262 7,692
6,138
1,263
30
261
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.

ROQUETTE GROUP – SOCIAL, SOCIETAL AND ENVIRONMENTAL REPORTING
Page 12

Number of employees


Number of permanent employees ("Group perimeter")
2017
Total

Men

Women Managers Employees

2018
Total

Men

Women Managers Employees

EuropeAmericasGreater Asia
China

4,685
878
1,488
979

3,541
690
1,392
725

1,144
188
96
254

758
137
166
158

3,927
741
1,322
821

4,744
1,006
1,537
979

3,585
800
1,431
733

1,159
206
106
246

815
153
179
153

3,929
853
1,358
826

Group

8,030

6,348

1,682

1,219

6,811

8,266

6,549

1,717

1,300

6,966

Women Managers Employees

Total

Men



Number of temporary workers ("Group perimeter")
2017

2018

Total

Men

Women Managers Employees

EuropeAmericasGreater Asia
China

346
17
6
0

229
11
2
0

117
6
4
0

6
0
0
0

340
17
6
0

274
18
9
32

174
12
5
23

100
6
4
9

2
0
1
7

272
18
8
25

Group

369

242

127

6

363

333

214

119

10

323

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 2018, 540 permanent employees were recruited within the Group. Number of recruitments ("Group Perimeter" – permanent workforce)
2017
Total
EuropeAmericasGreater Asia
China
Group

Managers

22
7
13
4
84
11
4
55
9

23

Men
Employees

Managers

144

Women
Employee
s

7

53

22
9

71
59

3
5

38
11

5

78

3

28

59

352

18

130

2018
Total
171
169
91
109
540

Managers

Men
Employees

Managers

Women
Employee
s

17

103

5

46

6
9

131
58

3
2

29
22

1

73

1

34

33

365

11

131

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)
2017
Total

Resignations

Lay-offs

Jointagreement

Retirement

Death

Other

EuropeAmericasGreater Asia
China

209
82
104
118

92
48
83
72

20
18
4
21

38
1
5
14

39
5
8
3

10
4
-

10
6
4
8

Group

513

295

63

58

55

14

28

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
-

9
10
0
10

Group

589

329

73

105

44

9

29

2018

ROQUETTE GROUP – SOCIAL, SOCIETAL AND ENVIRONMENTAL REPORTING
Page 13

making progress on these subjects which require continuous work,over several years, involving all of the stakeholders in the company.

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)
Any employee can adhere freely to a union or be a candidate in theprofessional elections for the staff representative bodies. In theworld (restricted perimeter), 11 agreements were signed in 2018with the social partners in France, Italy, India, Spain and in the UnitedStates.
Faced with the performance stakes of the Group, a Quality of Work
Life agreement (QVT) was signed at the end of 2017, in France for inparticular to remote work and favor a balance between professional
life and personal life.

Diversity*
Roquette makes use of its wealth in diversity by valuing thedifferences and promoting the sharing of best practices in a multicultural network. In adequacy with the company's values and inaccordance with its ethics charter, Roquette Group ensures strict
equal opportunity among its employees as well as compliance withthe principle of equal treatment between the latter. This desire isreflected in the integration of this dimension into all of the Human
Resources processes, whether in terms of recruiting, training,professional development and compensation. In 2018, theproportion of women represented 21.4% of the total workforce
compared to 21.5% in 2017. Female managers represent 15.4% of thefemale workforce (permanent workforce), a rate that is slightly lessthan percentage as for male managers (15.8 % male managers out ofthe permanent male workforce). The Women@roquette initiative
allows female workers to be a part of an internal network to favorchange in feminine activity at Roquette.
The definition and the taking into account of the regulations on
people with disabilities is specific to each country, and is especiallyregulated in France. This results in that the quantitative reporting on
this theme is for the France perimeter only. As such, the rate of
employment of the disabled in France was 4.7% in 2017 (data for2018 is not available to date).
In order to reinforce its insertion actions in partnership with the
SACHA association (Support for Each Disability), the Group distributes
a quarterly newsletter in France. In 2017, Roquette received the RSE
diversity label for GEIQ Emploi et Handicap (Employer Group for
insertion and qualification).
Moreover, the company complies with the legislation in effect interms of combating discrimination and implements measures in favorof diversity according to its possibilities. This entails for example
recruiting men and women with varied profiles, through the insertionof people with disabilities and internal reclassification for employees
in a situation of incapacity in their job. The Group wishes to continue

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 2018, Roquette totaled 55 projects or action in food, nutrition andhealth, distributed into 5 categories in the various regions:

19 for health

7 for nutrition

2 for nutritional education



13 for the environment



14 for local needs.

On the site of Keokuk (US), the employees came together to provide
various fun activities concerning the themes of science and health, inparticular on cleanliness and food hygiene to be complied with. In
Portage La Prairie (Canada), the subsidiary partially financed the"Roquette After School" program, which allows underprivilegedchildren to participate after school in various activities, homework
help and nutritional education. In the same way, in Benifaio (Spain),more than forty employees got involved in various activities such as
visits to schools, orphanages and underprivileged children
hospitalized in Valence, on World Volunteer Day.
Roquette Foundation for Health
Launched in November 2017, the Roquette Foundation for Health,under the impetus of the Fondation de France, is fully dedicated tothe areas of food, nutrition and health. It perfectly complements theGroup's Sustainable Development approach and is particularly in linewith the "Acting" pillar. The Roquette Foundation for Health supports
innovative or educational programs in the areas of food andnutrition. The question a healthy and balanced died is concerns
everyone, from the newborn to the elderly. The company isconvinced that a balanced diet, combined with a healthy lifestyle andsufficient activity, is essential for being in good health and prevent orfight diseases. For this purpose the Foundation supports innovatingand educational projects as well as studies on the impact of food on
diseases.

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.

ROQUETTE GROUP – SOCIAL, SOCIETAL AND ENVIRONMENTAL REPORTING
Page 14

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. The
information is collected using a standard spreadsheet via the networkof correspondents of the Global Process Performance Department,
then consolidated by site (for significant sites), by region, and finallyfor the Group as at Monday, December 31, 2018.
The Roquette Group devotes a substantial amount of resources andinvestment for preventing environmental risks and pollution.

Water preservation (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 reducing the quality or
modifying the characteristics of the finished products, (forexample, the sites of Gokak and Pantnagar, in India, have set up
Reverse Osmosis systems allowing for the recycling of about 70%of the water).

In 2018, the pumping of water (total rivers + water tables + urban
network) is about 63.4 million m3 compared to 63.9 million in 2017.
In terms of controlling the volumes consumed and prevention for thequality of the water, many investments have been made and highyield internal treatment plants make it possible to treat most of thetakings carried out before discharging into the natural environment.
Some of these infrastructures are provided with a methanization unitof the effluents before biological treatment, which makes it possible
to combine 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.
2017

2018

Europe0.83

0.86

Americas1.66

3.05(a)

Asia

0.95

0.81

India

1.09

0.99

Group

0.98

1.14

(a) As data from one site is not available, and in accordance with the calculation
methodology of the indicator, a broader information for the water consumption
declared at the cost center was retained. This led to a local overestimating andtherefore to a global variation.

Energy 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, a new high-efficiency energy evaporator
was installed at Lestrem (France). This installation allows the Groupto generate a gain of about 24 GWh/year. Moreover, at Wuhan(China), the coal boilers were replaced with gas boilers, whichallowed for a reduction in CO2 emissions and therefore atmosphericpollution.
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.
The two largest energy consumptions of the Group come fromelectricity and natural gas. In 2018, electricity consumption for theGroup is 2,567 GWh compared to 2,552 in 2017 and natural gas
consumption was about 6,526 GWh in 2018 compared to 7,286 in
2017.
Energy indicators
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.
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.
2017

2018

Europe0.99

0.99

Americas

1.00

0.98

China

0.99

1.00

Greater Asia

0.88

0.89

Group

0.98

0.98

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 as

ROQUETTE GROUP – SOCIAL, SOCIETAL AND ENVIRONMENTAL REPORTING
Page 15

such prevent a million tons of CO2 discharges by 2025 so as to meetthis third CSR stake of the Biorefining pillar.
CO2 emissions
Scope 1 eq t CO2/kt of starch

2017

2018

696

692

Scope 2 eq t CO2/kt of starch

77

93This year, an evaluation of the CO2 emissions was conducted onscopes 1 (direct emissions) and 2 (indirect emissions).
Performance indicators on avoided CO2 emissions annually
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.).
2017

2018

Europe499,558

555,448

Americas34,93334,367

Asia

25,04044,864

India

200,586

179,233

Group

760,117

813,9122025 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 less than 0.5% waste.

SOURCING

Sourcing of raw materials (12)The Group's consumption of plant raw materials for the year 2018 isabout 7.2 million tons, as in 2017.
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 supplies be certified or
rated as “sustainable andresponsible”.

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 thevarious 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 wants to go further and will implement thoughton acquiring tools that make it possible to select its suppliers in a
coherent and responsible way and in particular in relation to thehuman rights aspect.

Human and environmental rights in the value chain (14)The "Environment World Day" was the occasion to exchange on thissubject within the Group.

4.

Selection of suppliers (13)

2017

2018

2025
Goal

6.3%

10.2%

20%

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 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.
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 Vecquemontsite (France), where the methanization of the starch potato
effluents generates biogas used in the boilers. This allows for a
reduction of 15% 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.

ROQUETTE GROUP – SOCIAL, SOCIETAL AND ENVIRONMENTAL REPORTING
Page 16