Avril is a major player in the oils and proteins sectors in France, processing over 50% of the country's oilseed production in its domestic facilities. The company reinvests all profits to support the development of integrated value chains and jobs in the French regions. Avril works closely with agricultural partners to support their initiatives for nutritional and environmental progress and ensure the sustainability of value chains from producers to consumers.

1. Sustainable
Development
Report
2015

2. B
The Avril business
model is based on
maintaining close
proximity to the
agricultural world
and taking farmers’
needs into account.
Gérard Tubéry
President of the Fédération française des producteurs
d’Oléagineux et de Protéagineux (FOP - French
Federation of Oilseed and Protein Crop Producers)

3. 1
Contents
Editorial
Avril Group: profile
Avril Group: sustainable development strategy
Our commitments
Developing national sectors 9
Better food for humans 15
Preserving the planet 21
Working together 27
Sofiprotéol: sustainable investments
in the value chains 31
A sustainable development network
serving our commitment
Table of performance indicators
3
4
6
8
36
34

4. Jean-Philippe Puig and Michel Boucly

5. 3
As a major player in French agriculture and the French food industry, Avril is working
towards the goal of establishing fully integrated chains of excellence at the service of the
French Farm. This mission carries with it a number of challenging commitments at social,
environmental and economic level and was illustrated by numerous achievements in 2015.
EDITORIAL
Proteins - a key commitment
of Avril 2020
Founded at the initiative of
the French farmers, our Group
is based on an organizational
structure consisting of integrated
value chains spanning from
agricultural producer to consumer.
This original business model remains
firmly anchored in agriculture and
local communities. Our mobilization
is reflected in the reinvestment
of all our profits in the responsible
development of our value chains,
a choice that sets Avril apart as
an entirely atypical player both
in industry and in France.
This year, our dynamic commitment
to sustainable development was
given added impetus by the COP21
climate conference in Paris in
December 2015. This major event
naturally sparked a correspondingly
major mobilization by our Group,
on the basis of our mission to create
sustainable value in the oilseeds
and proteins value chains, thus
contributing to better food for
humans and preservation
of the planet. Our teams
enthusiastically played their part
in this event, fully assuming
Avril’s implication as a founding
partner of Solutions COP21,
with two essential aims.
First, to position Avril clearly with
regard to the challenges of the food
sector as a key lever in combating
global warming, highlighting
improvement and development
opportunities for the agriculture
of tomorrow. Second, to share our
practical solutions and innovations
with all the other stakeholders.
Our involvement in Solutions
COP21 took the practical form of
participation in work groups on
cross-disciplinary themes (“Consume
better, Waste less”, “Eat better”,
etc.), in order to identify challenges
and solutions. In particular, the work
done in these groups spotlighted
the key role that can be played
in future by plant-based proteins
in the context of the rising global
population and the consequent
increased need for proteins.
The findings from these discussions
were fed back into the Group’s
strategic plan, Avril 2020, and
allowed us to map our course for
the development of plant-based
proteins. Our Group intends to play
a leading role in maximizing the
value of the protein fraction
of seeds, exactly as it has
successfully done, for more than
thirty years, in the domain of
vegetable oils.
Our participation in COP21 also
gave us an opportunity to clearly
reaffirm our commitment to fighting
climate change and, more broadly,
our commitment to sustainable
development, by highlighting
our initiatives and progress over
the long term. From biodiesel
to eco-design, by way of industrial
symbiosis, all our initiatives
establish close interconnections
between growth, performance and
sustainable development, at the
service of the continued prosperity
of our value chains and our activities.
Internally, these approaches are
implemented by our full team of
7,200 employees, who, through
their commitment, are essential
contributors to the success of Avril.
We wish to thank them for their
daily implication and for the passion
they have demonstrated in their
commitment to our Avril 2020
strategic plan.
Michel Boucly
Deputy CEO of Avril
Jean-Philippe Puig
CEO of Avril

6. 4
ITS SEVEN BUSINESS LINES ARE
DEVOTED TO A SINGLE AMBITION:
CREATING INTEGRATED VALUE
CHAINS OF EXCELLENCE
The mission of the Avril Group
is to create sustainable value
in the oils and proteins sectors,
thereby contributing to better
food for humans and helping to
preserve the planet. Avril generates
maximum value from oilseeds, both
to meet nutritional needs and to
provide renewable and sustainable
alternatives for energy and the
chemicals sector. Through its role
as leader in the development
of animal nutrition and animal
products, Avril is also deeply
committed to the livestock and
poultry sectors, remaining close
to local communities and farmers.
In order to rise to its new challenges
with a more agile organization,
the Group has restructured into
seven business lines.
The oilseeds products activities
comprise three business
lines, Oilseeds Processing,
Oils & Condiments, and
Oleochemicals, which cover the
crushing facilities for oilseeds
(rapeseed and sunflower) and all
the activities involved in the use of
vegetable oils in edible oils, sauces
and condiments, biofuels and
renewable chemistry.
These business lines also produce
and market protein-rich oil meals
which are co-products of vegetable
oil production and are used for
livestock feeds.
The animal products activities
also comprise three business lines:
Animal Nutrition, Biosecurity
& Nutritional Specialties, and
Animal Processing (food for
humans). This last business line
processes and markets eggs and
pork. Finally, the Avril Development
business line, which has the mission
of developing new markets for the
Group, comprises the following
companies: Sopral, Terrial, Adonial
and Feed Alliance.
SOFIPROTÉOL, SUBSIDIARY
OF THE AVRIL GROUP
Sofiprotéol is the finance and
development company of the Avril
Group. The mission of this subsidiary
is to support the agricultural and
food industry business lines of the
Group. It contributes to structuring
and developing strong value chains
at national level in France by means
of three levers: establishment
of long-term partnerships, support
for innovation, and stimulation
of new start-ups.
As a major industrial and
financial player in the
oils and proteins sectors,
Avril maximizes the value
of its resource streams
alongside its many
partners in agriculture
and industry, including
crop growers, livestock
and poultry farmers,
researchers and investors.
A business model
structured into value chains
billion euros in turnover
6.1
7,200
employees worldwide

7. 5
AVRIL: A GROUP SERVING THE SEEDS AND PROCESSED PRODUCTS SECTORS
Involvement of Sofiprotéol, finance and development company
COLLECTION OF OILSEED
AND PROTEIN GRAINS
PROTEINSPROTEOCHEM®
LIVESTOCK FARMERS
CRUSHING
OILS
ANIMAL NUTRITION,
BIOSECURITY
GENETICS AND ANIMAL HEALTH,
OTHER INPUTS AND SERVICES
RENEWABLE
ENERGIES
FOOD
POULTRY MILK, MEAT EGGS PORK
SEEDS, PLANT HEALTH PRODUCTS,
BIOTECHNOLOGIES, OTHER INPUTS
AND SERVICES
100,000 AGRICULTURAL
PRODUCERS
RENEWABLE
CHEMISTRY
AVRIL GROUP I PROFILE
Involvement of Avril (industrial and/or finance activities)

8. 6
As a motor of growth and long-term prosperity for Avril, sustainable development
has gained in force and visibility. Three questions to Kristell Guizouarn,
Avril Group Sustainable Development Director.
A rising force
AVRIL GROUP I SUSTAINABLE DEVELOPMENT STRATEGY
2015 was the first year of Avril as a
group. What have been the effects
of this new legal form in terms of
sustainable development?
KG: 2015 was a year of both
continuity and acceleration.
Continuity, because sustainable
development is one of the
fundamental pillars of Avril and is
at the heart of the business model
it has forged with the agricultural
world. Sustainable development
is a philosophy of progress
implemented over the long term,
in line with the strategy of Avril
and for the benefit of all our
stakeholders, from agricultural
producers to end customers.
2015 also marks the acceleration
of our actions in this field by means
of two principal levers: firstly, there
is the strategic plan Avril 2020,
which in particular focuses on
ensuring the long-term viability
of the French value chains, the
development of plant-based
proteins and international growth.
This strategic plan has given new
momentum to our approach,
leading us to define clearly
measurable targets for each of
our five commitments. Secondly,
the mobilization of our employees
has also been reinforced by the
generalization of the “Nourrir la
Vie” (Nourishing Life) initiative,
which promotes the strategic
goals and sustainable development
commitments of the Group on the
basis of several supporting actions,
including an internal competition,
the “Défis de la Performance”
(Performance Challenges).
2015 was also the year of the
COP21 climate conference in
Paris. How did Avril mobilize
for this event?
KG: Avril had already made a
firm commitment to the event
in 2014 by becoming a founding
partner of Solutions COP21. This
commitment enabled us to share
our initiatives with our stakeholders
while emphasizing the long-term
perspective of our actions.
It also enabled us to position Avril
with regard to the various global
challenges related to food, which
are at the heart of both our mission,
and our new strategic vision.
As a founding partner of Solutions
COP21, Avril was deeply involved in
this initiative, taking part in a number
of different work groups and jointly
leading the “Mieux se nourrir”
(Eat better) work group with
Carrefour. These discussions led to
the production, by BIPE, of a study
focusing on the major challenges
for food production in the context
of climate change between now
and 2030. The results of this study
were presented at a round table in
October. This high-impact first stage
was followed up by the presentation
in December, at the Grand Palais
in Paris of all Avril’s actions to
combat climate change, such as the
Rapeseed Diester®
“Démarche de
Progrès” (Progress Initiative) for
rapeseed-based biodiesel, which
has spotlighted the entire value
chain by means of resources such
as first-hand video reports from
the field. The impetus given by
COP21 has also helped to reinforce
the commitment of our employees
through the organization of internal
conferences. This is an essential
lever for vitalizing and expanding
our initiatives.
2015 provided visibility to Avril’s
commitment to sustainable
development. What will be the
next stage?
KG: The aim is to go even further.
Further in the Group’s adherence
to sustainable development, for
example by deploying tools that
assist the appropriation of our
initiatives at every level. We will
also formalize and communicate
our commitments in relation to
several key themes, such as animal
welfare, biodiversity and sustainable
raw materials procurement,
by means of Group policies that
will be communicated to all our
stakeholders. The challenge is to
improve both transparency and
visibility by highlighting our specific
advantage, namely our capacity
to support and foster the progress
of our agricultural partners over
the long term, to guarantee them
diversified market outlets and
to ensure the sustainability
of the complete value chains
of each sector.

9. 13 measurable SD targets
integrated in the Avril 2020 plan
2015 was a year of structuring
and consolidation: in an
unfavorable socio-economic
context, it enabled the Group
to accelerate its initiatives and
to reinforce, via clear public
statements, the visibility of
the Group’s actions and its
commitment to sustainable
development.
Kristell Guizouarn
Sustainable Development Director
5 SD commitments integrated
in the Group’s strategic plan, Avril 2020

10. 8
By structuring
strong integrated
value chains, Avril
gives a sense of
purpose and pride
to each of our
business lines.
SD TARGETS
in 2015
79.4%
17%
France
Romania
Senegal
56%
3%*
target 2020
> 80%
23%
55%
27%
Valorize 55% of the
oilseeds harvested in
France in the French
industrial facilities of
Avril (23% of Romanian
production in the
Romanian facilities,
27% in Senegal)
* 21 % of the oilseeds industrially valorized in Senegal are processed
in the Senegalese facilities of the Group
Supply the
industrial facilities
for animal nutrition
activities with raw
materials of 80%
French origin
In 2015 Target 2020

11. 99To find out more about Avril’s commitment to Developing national sectors, please see http://www.groupeavril.com/en/sustainable-development
01
Developing national
sectors
Founded in close liaison with the agricultural world, Avril has the mission of ensuring the sustainable
growth of locally rooted value chains in its sectors of operation, through a combination of investment
and innovation. In 2015, Avril maintained its dual action of supporting local production and creating
new market opportunities. The Group deploys a proven successful business model through the entire
value chain from producers to consumers.
Underpinning sustainable growth
A JOINT PROJECT WITH FIRM
NATIONAL ROOTS
Avril owes its origin to a joint
initiative from stakeholders in
French agriculture, established to
guarantee the future of the French
oils and proteins sectors. Today,
at nationwide level in France,
the Group provides sure markets
for almost 100,000 rapeseed
producers and 27,000 livestock
and poultry farmers.
This proximity to the farming
community has shaped the Avril
business model, which has two
unique features.
Avril reinvests all its profits to
support the development of
complete value chains and the
preservation of jobs in the French
regions. The new integrated oilseed
processing facility in Bassens,
Gironde, illustrates this goal of
anchoring our business in local
communities. Avril has invested,
over three years, more than
60 million euros in the creation
of an agro-industrial facility that
is unique in France, dedicated to
oilseeds processing and with the
mission of revitalizing the entire
economic zone.
Another key advantage of the Avril
business model is the Group’s ability
to operate alongside its agricultural
partners and to assist them
in their initiatives for nutritional and
environmental progress, which are
essential to the creation and success
of strong value chains in the relevant
sectors. This co-construction
approach is the key enabling factor
behind the production of the
Fleur de Colza rapeseed oil from
Lesieur, an oil of documented
100% French origin, all the way from
the field to the plate. To highlight
its commitment to consumers,
Avril has partnered with the Terres
OléoPro brand, which authorizes
the use of its logo on the packages
of products that comply with strict
specifications (French origin, good
farming practices, etc.). The Lesieur
rapeseed oil Fleur de Colza
is the product that inaugurated
this quality mark.
OILSEEDS VALUE CHAINS:
A STRATEGY OF MAXIMIZING
VALUE FROM SOURCE TO END
PRODUCT
With more than 50% of French
national oilseeds production
processed and valorized in its
industrial facilities of Saipol and
Lesieur, Avril is a major player in the
plant-based oils and proteins sector.

12. 10
56%
of oilseeds harvested in France
are processed in the French
facilities of the Group
17%
of oilseeds harvested in Romania
are processed in the Romanian
facilities of the Group
21%
of oilseeds industrially valorized
in Senegal are processed in the
Senegalese facilities of the Group
“ WE ARE A GROUP SPECIALIZING IN POULTRY. IN 2015, WE
ENTERED INTO AN ALLIANCE WITH AVRIL, WHICH SOLD US
ITS BUSINESSES IN SLAUGHTERHOUSES AND PROCESSED
PRODUCTS AND AT THE SAME TIME BECAME OUR STRATEGIC
PARTNER FOR THE NUTRITION AND PRODUCTION OF OUR
POULTRY.
This acquisition enabled us to consolidate our position and to set out to reconquer
the French market. Today we have become a pivotal player for this sector in Europe,
with leading brands such as Loué, Le Gaulois, Maître Coq and Marie. We believe
in a long-term, pragmatic and responsible vision. This is because our interests are
the same as those of each of the stakeholders in our sector, from poultry farmers,
suppliers and employees to customers and consumers. ”
Denis Lambert - Chairman of the Board of Directors, LDC
To reinforce its business model based
on integrated value chains as the
guarantee of the long-term viability
of the Group and its partners, Avril
has pursued a strategy that combines
the development of agricultural
resources with new market
opportunities. The key challenge is
to reduce dependence on imports
by locating production as close as
possible to centers of consumption.
In France, Avril, through its
subsidiary Sofiprotéol, has
contributed to the establishment
of a French soybean sector based
on the integrated model that has
already proved successful for the
rapeseed and sunflower value chains
(see box on p. 11). The Group is also
active on the international market,
where its development model has
been successfully transposed.
For example, the two value chains
developed under the “Maroc Vert”
(Green Morocco) strategic plan
- olives and sunflowers - have
expanded dramatically, with the
production of 9,000 metric tons
for olives and 25,000 metric tons
for sunflowers. Pilot production
has also been launched in Tunisia.
Innovation, via RD, is the other
lever for maximizing the value of
complete value chains in each sector
and opening up future market
opportunities. Avril is a partner
of two unique major structures
in Europe: the P.I.V.E.R.T*
Energy
Transition Institute, which has
the aim of developing the basic
conditions and tools necessary for
the development of biorefineries
for oil crops. And the IMPROVE**
platform, a technical center
dedicated to the development of
technologies in the plant-based
proteins segments. In 2015, the
Group’s research in the domains of
proteins led firstly to the emergence
of a promising technology for
reducing the use of formaldehyde
resins in particle boards (see chapter
“Preserving the Planet”), and
secondly to an award at the French
government’s “Concours Mondial
d’Innovation” (Worldwide Innovation
Challenge) for a project designed
to develop the use of rapeseed
and sunflower proteins in foods
for human consumption.
* Picardie Innovations Végétales, Enseignements
et Recherches Technologiques (Picardie plant-based
innovations, lessons and technological research)
** Institut Mutualisé pour les PROtéines VEgétales
(Mutualized institute for plant-based proteins)

13. 11
100% French
soybean sector
Due to its composition, soybean
meal, which is mainly imported from
Brazil, constitutes the main protein
source in animal feed. To reduce the
dependence of the French supply
chains, Avril has contributed to the
relaunch of a non-GMO French soybean
variety. This soybean production
chain is based on the establishment
of a cohesive industrial system
spanning from the valorization of the
existing production centers to the
contracting of downstream industrial
partners in order to guarantee market
opportunities for the long term.
This initiative supports local production
(more than 100,000 hectares planted
in 2015) and permits a reduction in
the greenhouse gas emissions caused
by deforestation and transport, while
at the same time contributing to soil
enrichment due to the agronomic
characteristics of the plant, which fixes
nitrogen (see chapter “Sofiprotéol:
sustainable investments in the
value chains”).
ANIMAL PRODUCTS SECTORS:
ENSURING THE LONG-TERM
VIABILITY OF FRENCH
PRODUCTION AND PROVIDING
MARKET OPPORTUNITIES FOR
LIVESTOCK AND POULTRY
FARMERS
Avril is mobilizing its forces to
support and valorize the French
animal products sectors by creating
innovative value chains that propose
high-quality products of documented
French origin corresponding to
consumer demands. To this end,
the Group has entered two major
partnerships in the pork sector.
The first of these partnerships was
concluded with Tönnies, Germany’s
leading specialist in processed
products; this partnership has given
rise to a joint company, l’Alliance
des Viandes de France.
The aim is to market products
of fully documented French
origin for the French network, in
compliance with Avril’s “5F” supply
chain label (for pigs born, reared,
slaughtered, cut and processed in
France). This project has succeeded
in creating 60 jobs in Normandy.
The second partnership was formed
in 2015 with Fleury Michon and
aims to establish a chain of
excellence based on the “Engagés
dans l’élevage” (Committed to
Livestock) label for responsible
animal husbandry, which is issued
on the basis of strict specifications
concerning sustainable development,
animal welfare and nutritional
quality. These partnerships create
value for all the stakeholders in
the value chain.
01 OUR COMMITMENT: DEVELOPING NATIONAL SECTORS
partner-farmers, customers
and/or suppliers
27,000
Side-by-side with
79.4%
of the raw materials
processed in the
industrial facilities for
animal feed activities
are of French origin
To find out more about Avril’s commitment to Developing national sectors, please see http://www.groupeavril.com/en/sustainable-development

14. 12
2
million metric tons
of biodiesel produced
3.2
million metric tons
of animal feed produced
Avril is committed
to local and sustainable
investment, to contribute
to the development
of our regions and
local communities
520,000
metric tons of biobased
products (oleochemicals)

15. 13To find out more about Avril’s commitment to Developing national sectors, please see http://www.groupeavril.com/en/sustainable-development
01 OUR COMMITMENT: DEVELOPING NATIONAL SECTORS

16. Our commitment:
the quality of our
products.
SD TARGETS
Contribute
to meeting
the needs of
30 million people
in proteins
attained
target
88%
Satisfy the
annual needs
of 100 million
people in plant-
based oil 77%
attained
target

17. 15
As a major player in the global food industry through its oils and proteins (animal products and
animal nutrition) business lines, Avril has set itself the goal of constantly providing the capacity
to meet the growth in global consumption. Building on its integrated value chains, the Group’s
strategic approach consists in producing high-quality foods accessible to the largest possible
number of people.
02
Better food
for humans
To find out more about Avril’s commitment to Better food for humans, please see www.groupeavril.com/en/sustainable-development
THE CHALLENGE: PRODUCING
MORE, PRODUCING BETTER
In 2015, Avril estimates that it met
the plant-based oil requirements
of 77 million people and the protein
requirements of 26 million people,
in line with its main objective
and mission: to satisfy the rapidly
growing global demand for both
quantity and quality. To this end,
Avril invests in research and
innovation. Avril builds on two
structures, Terres Inovia (Technical
center for oilseed crops, grain
legumes and industrial hemp)
and Ferme d’Innovations et de
Recherches de Sourches (Sourches
experimental farm), which is owned
by Avril and dedicated to the animal
products sectors. In order to steer
its own work and to improve
its long-term vision, the Group
also helps to fund independent
studies. The latest of these,
produced by BIPE*
, focuses
on the challenges facing food
production in the context
of climate change from now
until 2030.
* Strategy consulting firm
PROGRESS STARTS WITH
THE AGRICULTURAL STAGE
Since the Avril business model is
structured into integrated value
chains, the Group is able to take
action at each stage in the chain,
from initial farm production to
final product processing, ensuring
quality and traceability from
upstream to downstream, in
accordance with the expectations
of customers and consumers. Avril
is also systematically deploying
this approach outside France,
in order to locate production as
close as possible to the centers of
consumption, to satisfy the demand
of growing populations and to
ensure food security. For example,
in Morocco, the olive, sunflower
and rapeseed sectors have been
set the target of partially replacing
soya imports. Avril also encourages
the implementation of innovative
agricultural practices that reconcile
quality, productivity and due
consideration of their environmental
footprint. This approach has led the
Fleur de Colza rapeseed oil from
Lesieur to become the first brand to
sign the quality charter introduced
by Terres OléoPro.
In the animal products sectors, Avril
is investing in high-performance
Satisfying the increasing needs for food

18. 16
26
million individuals
have their protein
needs met by
the Group
77
million individuals
have their plant-
based oil needs
met by the Group
facilities and working with farmers
to support their strategies for
improvement and progress.
This year, the main advances were
in the field of the sustainable health
management of livestock and poultry
farms. Multi-disciplinary work
groups, including all the specialized
animal nutrition and production
departments of the Group, were set
up to propose alternative solutions
to antibiotics, focusing in particular
on prevention. In the course of this
process, more than 40 technicians
have already been made aware
of the problems of resistance to
antibiotics, and 150 technicians will
be attending training courses on
water quality management in the
context of livestock and poultry
breeding. Avril also conducted
studies in animal welfare, with
a view to defining a formal policy
in the course of 2016.
In this context, the specification
drawn up in cooperation with Fleury
Michon for the “Engagés dans
l’élevage” (Committed to Livestock)
excellence program for the animal
husbandry sector will instate more
progressive responsible farming
practices, with binding commitments
that go beyond the currently
applicable legislation. Significant
improvements have in particular
been implemented in certain poultry
farms, with the introduction of
natural light to henhouses.
CUSTOMER-CENTRIC CULTURE
AT THE HEART OF THE AVRIL
APPROACH
Always alert to the needs of its
customers and consumers, Avril is
making major investments aimed
at improving the nutritional and
organoleptic quality of its products.
In the domain of oils and condiments,
new products have been launched
on every market. In Morocco,
Lesieur Cristal has upgraded its
product range with the launch of
Lesieur 3G (standing for 3 “graines”
or seed types), a cooking oil that
combines the benefits of rapeseed,
sunflower and soybean. In Romania,
Expur has conceived oils enriched
in Omega 3 or vitamin D for its
Bunica brand. Puget, for its part, has
drawn up a “Charte Moulins” (Oil
Mills Charter), which reaffirms the
authenticity of its brand and requires
binding commitments from its
suppliers concerning the quality
of their olives.
Important advances have also been
made in meat products. After the
Bleu-Blanc-Coeur supply chain, the
“J’aime” range from Fleury Michon
now guarantees pork products from
pigs reared on feeds entirely free of
both GMOs (0.9%) and antibiotics
(after 42 days). In addition to
introducing innovations in its
products, Avril is also taking steps
to raise awareness and improve
consumer information.
3.2
million eggs
produced by
the Group
Merger between Avril and The Kerfoot Group:
a partnership that creates value
The Kerfoot Group is a British family company that specializes in the packaging
and distribution of edible vegetable oils, including a cold-pressed and packaged
rapeseed oil. The merger with Avril makes sense: the two companies share
the same vision for the sector and the same desire to anchor their production
for the long-term in the heart of their local communities. The oil comes from
local farms, in Yorkshire, and is pressed and packaged close to the source.
This oil, of 100% documented British origin, is a mark of quality and authenticity.
Since it is highly sought after by British consumers, its long-term market
outlets are assured.

19. 17To find out more about Avril’s commitment to Better food for humans, please see www.groupeavril.com/en/sustainable-development
02 OUR COMMITMENT: BETTER FOOD FOR HUMANS
This initiative was launched by
Lesieur, which has positioned itself
as a partner for simple, food-loving
home cooking. In 2015, the subsidiary
organized a conference of the
“Observatoire des cusines populaires”
(Popular Cuisines Observatory) to
attain a better understanding of how
cooking expertise is transmitted and
shared. Lesieur also organized “Les
Rendez-Vous de la Nutrition” (The
Nutrition Meetings), an interactive
scientific conference designed to
provide concrete answers to doctors
on the subjects of healthy ageing and
obesity. The aim is always the same —
to reconcile pleasure with health.
VALORIZING RESOURCES
AT EVERY STAGE
Avril is mobilizing its forces to
maximize the value of its resources
and to prevent food waste all the way
from upstream to downstream.
In 2015, the Group distributed
83,000 eggs and 18,500 liters of
sunflower oil to the food banks that it
partners. This commitment of solidarity
to the community is in line with its
history and echoes the missions of the
Avril Foundation (see box on p. 18).
“ SUCCESSFUL IMMERSION IN
THE FLEUR DE COLZA SUPPLY CHAIN
To introduce consumers to the Fleur
de Colza supply chain and its CSR
commitments (100% French production,
nutrition, quality, environment and
social commitment alongside farmers), we launched
an innovative and fun publicity campaign based on
interactive digital media. The idea? A film that goes
back in time from the bottle of oil in the consumer’s home
to the seed in the farmer’s field. In this way, through
a combination of images from action camera and CGI,
we discover each stage of production in reverse sequence.
The experience starts at the consumer’s home, and then
the camera goes back to the supermarket, from there
to the bottling plant, then to Saipol for the crushing and
refining processes, then inside the silos of the storage
agencies before finally returning to the fields cultivated
by our partner farmers.
This project is interactive and encourages further
curiosity: at each production stage, the web user can
obtain further information by viewing the interviews
with key persons.
This innovation contributes to modernizing the image
of Lesieur while also reinforcing public information and
raising awareness of our corporate social responsibility. ”
Sophie Bogdelin - Marketing Director, Lesieur
To find out more: http://auxsourcesdefleurdecolza.lesieur.fr/

20. 18
Avril supports the structured
organization and improved
quality of local production,
with the aim of contributing
to the food security of every
country in which it operates
and meeting the demands
of each population.
1.3
million liters of cooking
oil produced
268,000metric tons of animal products
(eggs, pork) produced by the Group
About Fondation Avril
Created in 2014, Fondation Avril (the Avril Foundation),
recognized by the French government as a public utility,
is a shareholder in the Avril Group. Its action is rooted
“in the heart of rural communities”, with three main
priorities: in France, to contribute to the development
and revitalization of the countryside, in solidarity with
local communities; in the South, to protect biodiversity
and anticipate the effects of climate change on family
farms, and finally to promote healthy and sustainable
foods accessible to every population.
To find out more: www.fondationavril.org

21. 19To find out more about Avril’s commitment to Better food for humans, please see www.groupeavril.com/en/sustainable-development
02 OUR COMMITMENT: BETTER FOOD FOR HUMANS

22. 20
Our oils are
the outcome of
agricultural and
industrial practices
that help to reduce
our environmental
footprint.
Valorize more
than 2 million
metric tons
of certified
sustainable
plant-based
oils
SD TARGETS
Contribute to
achieving a 10%
cut in greenhouse
gas emissions of
farmers involved
in the “Démarche
de Progrès”
(Progress
Initiative)
attained (in 2014)
58%
Target
attained
56%
Reduce the
Group’s energy
consumption
by 10%
Target
Target
Increase
the share of
renewables
to 33% of the
Group’s energy
consumption
Target
attained
80% attained
86%

23. 21To find out more about Avril’s commitment to Preserving the planet, please see www.groupeavril.com/en/sustainable-development
03 Preserving the planet
UPSTREAM AGRICULTURE:
CONTINUAL IMPROVEMENT OF
ENERGY PERFORMANCE
Avril is mobilizing its forces in
partnership with crop and livestock
and poultry farmers to deploy
action plans aimed at reducing
their greenhouse gas emissions.
Rapeseed producers have signed
up for the Rapeseed Diester®
“Démarche de Progrès” (Progress
Initiative), which encourages
them, via their storage agencies,
to implement improvements
in their agricultural practices.
This initiative is gaining momentum
with the increasing number of
storage agencies involved (see
comment from the field on
p. 22). Avril is also supporting
27,000 livestock and poultry
farmers in reducing their energy
consumption, as a major lever in
reducing on-farm CO2 emissions.
For example, the Group is helping
to spread the implementation
of technical improvements, such
as economical heat exchangers
and fans that cut gas consumption
by 20% to 40% and electricity
consumption by 80%, respectively.
Moreover, the Group is conducting
studies into the use of renewable
energies in farms.
INDUSTRIAL FACILITIES:
MASSIVE INVESTMENT
Avril is implementing a proactive
policy of reducing energy
consumption and optimizing
energy performance at all of its
industrial facilities, in continuity
with the long-standing programs
for the reduction of greenhouse gas
emissions implemented via Saipol
for the production of the Diester®
biodiesel. The new organization of
the Group, with seven business lines
has accelerated this approach: all
sites related to oilseeds products
activities in France now have
an energy management system
certified to ISO 50001, while in
the activities related to animal
products the certification process
was initiated in 2015, with the
establishment of an inventory of
consumption (of water, electricity,
gas, etc.) at its facilities, with
a view to identifying potential
sources of progress and launching
corresponding action plans. Sopral,
like Abera before it, is now certified
to ISO 50001.
The share of renewables in the
energy consumption of the Group
has continued to increase: after the
installation of the second biomass
boiler burning olive pomace at
the Aïn Harrouda site in Morocco,
Saipol has commissioned a new
esterification plant in Sète (Hérault,
France) using a biomass boiler
that burns sunflower hulls. Over
the last three years, more than
From upstream agriculture to downstream industry, Avril is implementing long-term strategies to reduce
its environmental footprint and increase the share of renewables in its energy consumption, thereby
contributing to the worldwide efforts to preserve the planet. This commitment is the right response
to the needs of local development and was given added resonance in 2015 with Avril’s participation
in the Solutions COP21 initiative.
Innovative solutions to tackle the climate challenge

24. 22
80 million euros have been invested
in modernizing the Avril processing
facilities, with the result that almost
50% of the energy used to produce
Diester®
biodiesel comes from
renewable energy sources.
ANIMAL NUTRITION:
INNOVATION TO REDUCE
GREENHOUSE GAS EMISSIONS
Well-informed and systematically
controlled animal nutrition through
the entire supply chain (optimization
of feed composition, adaptation
of quantities to the real needs
of the animals, sustainable
sources of supply, etc.) constitutes
an essential lever in reducing
greenhouse gas emissions.
Avril benefits from its existing
expertise and its experimental farm
in Sourches in order to introduce
innovative pilot studies, in particular
in the field of nutritional efficiency.
Its research into the feed conversion
ratio (the quantity of feed necessary
to produce one kilo of animal
product) has helped to reduce the
Group’s environmental footprint:
over the course of twenty years,
the feed conversion ratio has been
reduced by a full 10% for pork and
chicken, resulting in significant
reductions in greenhouse gas
emissions (almost 29,000 metric
tons CO2 equivalent for pork*
and
24,000 for chicken*
). In 2015, one of
the key areas of research that Avril
decided to focus on in greater depth
was precision feeding. For example, a
new high-performance experimental
building was added to the Sourches
farm for the study of dairy cows.
One of its objectives was to develop
detailed knowledge of the nutritional
needs of the animals.
2015 also brought progress in
sustainable sources of supply
of soya (soybean), a crop which
has seen a tenfold increase in its
global production over the last
50 years. Avril, via its subsidiary
Feed Alliance, has reinforced its
commitment to the Round Table
on Responsible Soy (RTRS) and has
also joined forces with other players
in the animal feed sector and the
WWF to constitute the Duralim
platform for sharing and exchanging
information on the sustainability
of feeds for farm animals.
In 2015, the work of this group led
to the establishment of a formal
charter aimed at promoting and
improving the sustainability of feed
for farm animals.
* Reduction calculated on the basis of an average feed
formula and the quantities of food produced by Sanders
“ THE DÉMARCHE DE PROGRÈS IS ADVANCING DUE TO THE IMPLICATION OF THE
STORAGE AGENCIES, WHICH ARE JOINING THE SCHEME IN INCREASING NUMBERS
EVERY YEAR: CURRENTLY 71 AGENCIES HAVE PLEDGED THEIR SUPPORT TO
SAIPOL.
Being increasingly aware of the importance of sustainability, these agencies are
establishing improvement plans for rapeseed cultivation practices (in particular with
regard to fertilization), which have a significant impact on the environment. With
regard to agricultural practices, the storage agencies have started to experiment
new avenues for progress, such as the efficiency of new forms of nitrogen fertilizer
with lower greenhouse gas emissions or the introduction of pulses in association with
rapeseed or in crop rotation.
With regard to tools, the agencies have continued to provide agricultural producers
with Decision Support Tools (DSTs) on the subject of nitrogen fertilization. ”
Pascal Simonin - Engineer in charge of the “Démarche de Progrès” (Progress Initiative)
and of water quality at Terres Inovia
in on-farm GHG emissions
of farmers engaged in the
“Démarche de Progrès”
(progress initiative)
between 2012 and 2014*
* 2015 data not available at time
of publication
-5.8%
1.73
million tons
of certified sustainable
plant-based oils used
-5.6%
in Group energy
consumption since 2012

25. 23To find out more about Avril’s commitment to Preserving the planet, please see www.groupeavril.com/en/sustainable-development
03 OUR COMMITMENT: PRESERVING THE PLANET
A CIRCULAR ECONOMY
STRATEGY TO PRODUCE BETTER
WITH FEWER RESOURCES
Avril pursues two goals: limiting
the extraction of natural resources
and reducing the production of
waste. 2015 saw significant progress
towards both of these goals.
Indeed, almost 9 3% of the recyclable
waste of the Group was recycled,
in particular in the companies
of Avril Développement:
70,000 metric tons of food industry
by-products and production waste
were processed into animal feed by
Adonial, and 320,000 metric tons
of effluent from livestock and
poultry farms and organic waste
from industrial facilities were
recycled as compost or biogas
by Terrial. Downstream, the Group,
via its subsidiary Lesieur, took a
new step in the ecological design
of its packaging: 50% of the plastic
packaging of the Lesieur brand
now comprises recycled PET,
and, since 2015, 100% of Fleur
de Colza rapeseed oil bottles
are made of recycled PET.
This initiative prevents the
emission of 1,300 metric
tons CO2 equivalent per year.
Energy performance: progress in practice
Over the last five years, the initiatives of the Group have halved the energy consumption of the
esterification units and increased the share of renewable energy sources in the total energy consumption
of the Group to almost 27% in 2015. Overall, energy consumption has been reduced by almost 6%
compared to 2012. This result is due to the initiatives taken by several subsidiaries, such as Oleon, which
has undertaken an ambitious lean management plan that has yielded substantial savings. “The process of
continual improvement was accelerated considerably in 2015 by the restructuring of the Group and the
inclusion of all the business lines,” stressed Patrick Marzat, Energy Director of the Avril Group: by the end
of 2016, the vast majority of sites in France will be certified to ISO 50001. Besides certifications, 2015 saw
another major advance: a comprehensive consumption metering system (for steam, electricity, compressed
air, water, etc.) was deployed across all sites. These measurements showed that the Group had prevented
the emission of 116,000 metric tons of CO2, in particular through the use of biomass boilers. Studies were
also initiated by the logistics department to establish a transport optimization scheme as another major
lever for progress.
26.4%
share of renewable energy
used by the Group in 2015
93%
of the Group’s reusable
waste has been valorized

26. 24
Sustaining the energy transition
with biodiesel made in France
A RENEWABLE ENERGY SOURCE
THAT BENEFITS ITS FRENCH ROOTS
Diester®
is a biofuel developed in
France to maximize the value of
rapeseed cultivation. By federating
farmers, cooperatives and industrial
facilities distributed across France,
Avril has instigated the creation of
an entirely French supply chain that
helps to maintain the vitality of the
regions by creating value at each stage
of production with a shared growth
rationale.
A SOURCE OF EMPLOYMENT
AND NEW OPPORTUNITIES
FOR FARMERS
In France, the importance of biodiesel
to the economy is considerable,
representing almost 20,000 direct,
indirect and induced jobs that cannot
be relocated outside the country.
The biodiesel sector represents,
annually, a 2 billion euro improvement
of the French trade balance, since it
permits a reduction in imports of soya
meal and fossil diesel. Consequently,
the self-sufficiency of France in plant-
based proteins has risen from 25% to
65% in thirty years, and the country’s
energy dependence has been reduced.
AN EFFECTIVE SOLUTION
FOR THE ENVIRONMENT
Diester®
is, both from environmental
footprint and an energy perspective,
a viable solution to contribute to
the global energy transition, now
and in the future. Its greenhouse gas
emissions are 60% lower than those
of fossil diesel, and it also reduces
particle emissions, improving air
quality. Moreover, in conformity
Transport, which is responsible for
25% of greenhouse gas emissions in
Europe, is one of the key factors in
climate change. To meet this challenge,
biodiesel is seen as an efficient
alternative to fossil diesel. In the 90’s,
the Avril Group launched a French
national supply chain for rapeseed
diesel, under the name Colza Diester®
.
Biofuel production enables the Group
to obtain optimal economic value from
rapeseed oil and to offer diversified
market outlets to producers while at
the same time, with meal obtained
by crushing the seeds, meeting the
increasing demand for animal feeds
rich in plant-based proteins.

27. 25
100,000rapeseed farmers are part
of the Diester®
biodiesel
supply chain
and proteins sector, the Group is
responsible for the “Démarche de
Progrès Colza Diester®
” (Rapeseed
Diester®
Progress Initiative),
which brings together
10,000 rapeseed producers
(www.progrescolzadiester.fr).
The aim is to systematically reduce
the greenhouse gas emissions of
all the biodiesel produced from
French rapeseed, with the goal
of achieving at least 50% lower
GHG emissions compared to fossil
diesel by 2017. In practice, this
initiative means the improvement
of upstream agricultural processes
combined with the modernization
of downstream industrial facilities.
Avril has invested 80 million euros
over three years to reduce the
energy consumption of processing
facilities while increasing the use
of biomass-based renewable
energy sources. The investment
of 30 million euros at the Saipol
plant in Sète (Hérault) illustrates
this commitment. This investment
has enabled the commissioning
of a new esterification unit and
the construction of a sunflower
hull-burning biomass boiler, with the
result that 75% of the site’s energy
needs are now met by renewable
sources. With this momentum, Avril
is demonstrating that it is resolutely
committed to this promising
industry, which is destined to
make further gains in the overall
energy mix: after increasing its
incorporation rate from 7% to 8%
in the road vehicle diesel sector,
biodiesel is now entering the
non-road diesel sector.
with European Union requirements,
the 2BSvs certification scheme
guarantees the sustainability of
Diester®
production, in particular with
regard to biodiversity preservation
and carbon storage. Finally, rapeseed
has attractive agricultural properties,
contributing to improvements in the
potential yield of the cereal crops that
succeed it, while also contributing to a
reduction in the use of fertilizers and
phytosanitary products necessary for
these crops.
AVRIL, AS BIOFUEL PIONEER, PLAYS
A BIG PART IN ENERGY TRANSITION
Since 2007, Avril, alongside its partners,
has undertaken a dynamic process
of continual improvement of its
environmental and energy performance.
The biggest challenge is to anticipate
and exceed the regulatory requirements
that determine the future of the sector.
Together with Terres Inovia, the
technical center for the vegetable oils
90%
reduction in annual
GHG emissions from
the Sète plant thanks
to the construction
of a biomass boiler
1 million
French-sourced biodiesel
prevents the CO2 emissions
of more than
vehicles
FOCUS

28. 26
Ensuring health
and safety at work
and nurturing
the growth of our
employees are
at the heart
of our mission
as manager.
attained
71%
attained
12% attained
89%
Reduce
workplace
accidents
in the Group
by 80%
Employ
more than
6% disabled
employees
at each site
Double the
number of
apprentices
or work-study
students
employed in
the companies
of the Group
SD TARGETS
Target
Target
Target

29. 27
For Avril, the performance of the Group is inseparable from employee development and satisfaction, since Avril’s
employees constitute the driving force of its success. This vision is expressed through three core values – respect,
boldness and performance – and is deployed via all the proactive initiatives aimed at ensuring progress for all. New
life has been breathed into the existing actions with the adoption of the new organization and managerial identity.
To find out more about Avril’s commitment for Working together, please see www.groupeavril.com/en/sustainable-development
04
Committed to continuous improvement
Working Together
ADVANCING TOWARDS A NEW
MANAGEMENT MODEL WITH
THE AVRIL ACADEMY
An ambitious management program,
Manager@Avril, was launched in
2015. This program is addressed to
managers and will support them in
the accomplishment of their mission.
The aim of the program is to deploy
a new management model that
reflects our identity, our values and
our own corporate culture.
This program supports managers in
the development of their expertise
in four key missions: safety, the
spread of a culture of excellence,
employee development, and the
ability to encourage initiative.
It constitutes the first large-
scale action undertaken by Avril
Academy, a knowledge base and
training platform deployed to help
employees grow over time and
to accelerate the sharing of best
practices and skills internally in
the Group. All previously deployed
training courses will be progressively
integrated into this program.
CONTINUAL IMPROVEMENT
OF SAFETY
Safety is the first commitment of
every employee. The Group has set
the ambitious target of reducing the
number of workplace accidents by
20% per year. This target has almost
been met, since in three years the
reduction has reached 57%.
This progress has been the result
of a proactive long-term policy
focusing on three main pillars:
• raising the awareness and
implication of each employee,
in particular by establishing
a safety challenge as part of
the “Défis de la Performance”
(Performance Challenges) in order
to encourage the sharing of the
best initiatives;
• mobilization of the chain of
command; this mobilization has
been reinforced since 2015 by
the definition of safety as one
of the individual performance
targets of our managers;
• emphasis on prevention, with
the implementation of targeted
initiatives aimed at continual
improvement.
In this context, the resources
deployed (training courses, the
“risk alert” scheme, the site safety
inspections by managers, etc.) have
been increased: the number of
site inspection visits has increased
substantially, from 450 in 2013
to more than 3,300 in 2015.
The transmission and processing
of risk alerts have been successfully
extended to a number of sites,
such as the Lesieur plant in Vitrolles,
where this initiative has contributed
to passing the milestone of
800 days without accident.
The Purchases department has also
set up workshops, in liaison with
suppliers, to improve performance
in specific fields, in particular risk
assessment and the training of
temporary employees.

30. 28
HEALTH AND WELL-BEING:
INITIATIVES INCREASINGLY
STRUCTURED
In the wake of the new organization,
workplace safety and well-being
have been given new impetus with
the appointment of a manager in
charge at Group level. His mission
is to structure a global approach,
maximizing the benefits of the best
practices initiated at the various sites
for the improvement of working
conditions, for example the launch
of an ergonomics initiative at Lesieur,
together with training in appropriate
body posture and movements
for increased working comfort,
the promotion of physical exercise
and nutrition. For example in Bruz,
the headquarters of the Animal
products business lines has been
awarded the PNNS label (standing
for the national nutrition and
health program) on the model of
the Monceau facility in Paris and
many others to come. Team spirit
and unity have also been reinforced
by several high-profile events:
80 employees from a number of
different countries came together
under the Avril banner to run in the
“La Route du Louvre” race, and the
Podometer Challenge, launched in
2015, witnessed the participation
of 400 employees in teams from
subsidiaries located in five different
countries (see comment from
the field below).
DIVERSITY: ACCELERATION
The Group is mobilizing its
forces to integrate persons with
disabilities and young people on
work experience sandwich courses.
In this context, certain subsidiaries
have for several years been
deploying long-term programs
based on tuition and mentoring
for the efficient integration of young
people (for example the Sanders
Sales School and the Excellium
Academy in Morocco). The initiatives
undertaken in the course of 2015
have resulted in the signature of
a partnership agreement with the
French State in January 2016 at
the Bassens site as part of the
“Entreprises et Quartiers” (Business
and Neighborhoods) charter.
This step reflects a momentum that
is propelling the Group well beyond
its legal obligations. For example,
the Group has undertaken to accept
400 young trainees on sandwich
courses by 2018 (compared to 153
in 2014) and to ensure that at least
6% of its total workforce at its
facilities in France and abroad are in
a situation of impaired ability. Avril
and its affiliates are also increasingly
investing in the training of young
people and their integration into
active working life by means of
partnerships with various NGOs,
such as: Nos Quartiers ont des
Talents, Sport dans la Ville,
and Réseau Entreprendre 93.
12%of sites had a workforce
that included more than
6% employees with
disabilities in 2015
-57%
Reduction in workplace
accidents since 2012
“ WELL-BEING IS A CONTINUATION OF THE HEALTH AND SAFETY COMMITMENT OF THE GROUP
I instigate a global approach at Group level by federating the various local initiatives in the field. I am also
responsible for security, a role that goes together with the increase in importance of our international
business. In 2015, I laid the foundations for my action by structuring a number of initiatives. For example,
I made sure that sporting events were more accessible and that they created links, as in the case of the
Podometer Challenge, which was conducted in teams (400 participants) and saw us exceed the 7,700 km
mark in four days. I also launched a workshop on psycho-social risks and stress at the workplace. Together
with my colleague in IT Security, we organized internal conferences to raise the awareness of employees
to the question of safety and data security. ”
Jean-François Enselme - Security and wellness manager for the Avril Group

31. 29
232
apprentices and
work-study students
in the Group in 2015
“Nourrir la Vie” : boosting teamwork
“Nourrir la Vie” (Nourishing Life) is an initiative for showcasing the strategic pillars
and long-term commitments of Avril. Its aim is to mobilize employees in a dynamic
movement of progress and accelerated implementation of the Group’s strategy
by promoting the reporting and sharing of best practices. “Nourrir la Vie”, which is
relayed through the entire Group by a network of 45 “ambassadors”, is based on four
promotional pillars, including an internal competition, “Les Défis de la Performance”
(Performance Challenges), which encourages employees to submit innovative
value-added projects. “This initiative will soon be supplemented by inter-site
cross-disciplinary meetings and progress indicators,” adds Claudia Leveau, Manager
responsible for “Nourrir la Vie”. Extended to the entire Group during 2015, this
initiative has grown in momentum, as is reflected by the success of the Performance
Challenges, which mobilized a total of 1,700 employees and showcased 275 projects,
including 24 winners.
To find out more about Avril’s commitment for Working together, please see www.groupeavril.com/en/sustainable-development
04 OUR COMMITMENT: WORKING TOGETHER

32. 30
Our role is to
finance innovative
projects in order
to reinforce our
value chains.
SD TARGETS
Co-invest 40 M€,
between the end
of 2012 and end of
2020, in venture
capital projects
in agriculture and
the food industry
attained
51%
Invest 430 M€, between
the end of 2012 and end
of 2020, for the benefit of
the companies in the value
chains, via Sofiprotéol,
the Group’s finance and
development company
attained
44%
Target Target

33. 31
Sofiprotéol: sustainable
investments in the value chains05
To find out more about Sofiprotéol sustainable investments, please see www.sofiproteol.com/en
Sofiprotéol, long-term commitment to value
chains and local communities
In 2015, Sofiprotéol,
a subsidiary of
the Avril Group,
continued to invest
in the French Farm
activities. Its key
aims are the general
public interest and
the creation of value
at the service of
the agricultural and
industrial sectors.
LONG-LASTING SUPPORT TO
THE AGRICULTURAL WORLD
As the finance and development
company of the Avril Group,
Sofiprotéol deploys long-term
partnerships with stakeholders in the
oils and proteins sector and related
sectors (crop farming and animal
husbandry). In 2015, the subsidiary
invested almost 36 million euros,
essentially in the form of minority
holdings and loans to support its
partners in their development
projects. It endeavors to provide its
partners with long-term support and
encourages them to keep track of
extra-financial (i.e. environmental,
social and governance) indicators,
notifying them of the Avril Group’s
binding undertakings and advances
in the field of health and security.
In 2015, Sofiprotéol decided to
go even further in its supporting
mission. It launched an initiative
to encourage its partner companies
to commit themselves to a dynamic
process of continual improvement
(see comment from the field
on p. 32). This approach is destined
to be generalized and subsequently
extended to other fields.
DEVELOPMENT OF LASTING
VALUE CHAINS
The mission of Sofiprotéol is to
structure competitive value chains
that preserve the dynamism of
localized firms and communities.
In 2015, based on the model already
in place for the rapeseed and
sunflower value chains, Sofiprotéol
relaunched soybean cultivation in
France, with the result that France
now has more than 100,000 hectares
devoted to this crop. Sofiprotéol’s
intervention consisted in uniting
all the stakeholders of the sector
(seed growers, technical centers,
farming cooperatives and industrial
companies) in the common aim of
establishing a cohesive industrial
presence at national level.
Sofiprotéol played the role of
architect of the value chain,
instigating the establishment and
financing of soybean crushing
facilities in order to maximize
the value of nationwide soybean
collection, and the manufacture of
soybean meal for the animal feed
networks. A processing line was
built in 2015, and at least one other
unit will be constructed in 2016.

34. 32
Sofiprotéol also took part in the
consolidation of the animal product
sectors by establishing high
value-added partnerships at each
stage of the value chain: the sale
of its operations in slaughterhouses
and processed products to LDC led
to the creation of a major player
on the European poultry market,
with investment secured for
the long-term.
SUPPORTING INNOVATION
IN UPSTREAM AGRICULTURE
Innovation is a major lever of
progress for Sofiprotéol, which
supports research projects in
line with the Group’s sustainable
development commitments, i.e. to
preserve the planet’s resources,
to satisfy the increasing demand
for food and to identify new markets
for agricultural production. The
subsidiary works together with
FASO*
on long-term projects, with
a third of its finance devoted to
upstream agriculture: for example
it contributes to seed research
programs with the Biogemma
laboratory.
Sofiprotéol is also a founder partner
of CapAgro Innovation, the first
venture capital investment fund for
the agribusiness sector in France.
Founded in 2014, this fund has
enjoyed increasing success, with
holdings rising from 37 to more
than 60 million euros in 2015.
Since its launch, 11 start-ups have
been supported in various domains
(precision agriculture, animal health,
food, health, etc.).
* Le Fonds d’action stratégique des oléagineux et
protéagineux (Strategic Oilseeds and Pulses Action Fund)
“ SOFIPROTÉOL WISHES
TO ENLIST ITS PARTNER
COMPANIES IN A DYNAMIC
CONTINUAL IMPROVEMENT
PROCESS IN THE FIELDS OF
WORKPLACE HEALTH AND
SAFETY.
Together with the
Commitments Committee,
I am tasked with supervising
this innovative initiative.
We have structured this
approach according to
three guiding principles:
providing information to
convince companies of the
benefits of this approach,
developing in-house expertise
by means of training courses
in order to stimulate further
initiatives, and supporting
these initiatives by providing
consulting services during
the initial diagnosis and
then following up the
actions and their impacts
in the framework of the
corresponding management
committee meetings.
We advance progressively,
starting with a pilot program
in a first company before
generalizing the initiative.
Safety is a major factor in
the efficiency of a company
and the well-being of its
employees.
Our aim is to propose a
structured approach that
takes the human dimension
into account.
That is the philosophy behind
our approach. ”
Alain Fournol
Consultant Engineer
“ SOFIPROTÉOL HAS BEEN A SHAREHOLDER OF
SEEDS COMPANY EURALIS SEMENCES FOR MORE
THAN THIRTY YEARS.
More than a financial partner, Sofiprotéol is a strategic ally that
has accompanied the company in its major strategic decisions and throughout
its development. One of the species for which Euralis Semences has invested
considerably in RD is soybean. The historic partnership with Sofiprotéol has
resulted in the perfecting of key varieties for the market. At the same time, Euralis
and Sofiprotéol are currently working on the establishment of a soybean value
chain for a new crushing facility that will produce soybean meal from French
soybeans. This facility, located in Vic-en-Bigorre has a capacity of 25,000 metric
tons of soybeans per year and will be able to provide a high-quality product of
documented local origin to meet the vegetable protein needs of the livestock
farmers of the region. ”
Philippe Saux - CEO, Euralis Semences

35. 33
INVESTMENT IN INDUSTRIAL ECOLOGY
Sofiprotéol is pursuing its investment in renewable energies
and methanization, a still emerging activity that maximizes
the value of the waste products from agriculture and the
food industry by transforming them into energy (biogas) and
fertilization products (compost). In partnership with Suez
Environnement, Sofiprotéol has purchased a minority holding
in Méta Bio Énergies, a unit with the capacity to process up
to 60,000 metric tons of materials per year. “We acquired
this holding to sustain the long-term operation of the facility”,
explains Claire Maingon, Investment Director.
“ We reinvest
the major part
of our profits for
the benefit of the
sectors concerned.”
Claire Maingon
Investment Director, Deputy Director
of Commitments – Sofiprotéol

36. 34
Kristell Guizouarn
Sustainable
Development Director
Clément Tostivint
Sustainable Development Manager
Karine Nisseron-Miller
Sustainable Development
Engineer / SD Coordinator
Sofiprotéol
Hans Amaya
Environment Engineer
Anne Moreau
SD Coordinator
for the Oilseeds
Processing business line
Marie Triomphe
SD Coordinator
for the Oils
Condiments business line
Marjan Maes
SD Coordinator
for the Oleochemicals business line
Nezha Hafid Azhari
SD Contact
Lesieur Cristal
A sustainable development network
serving our commitment
Claudia Leveau
Manager “Nourrir la Vie”
Nicolás De Miguel
Sustainable Development
Project Leader

37. 35
Thomas Kerihuel
SD Coordinator
for the animal products
business lines
Industrial
Development
Department
Gabriel Krapf
Francis Flénet
Pascal Simonin
HSE Department
Laurent Laskri
Florence
Doat-Matrot
Catherine Bureau
FOP
Nathalie
Gosselet
Gabriel Dufour
SD Contact Sofiprotéol
HR Department
Philippe Lamblin
Communication
Department
Sébastien Delerue

38. 36
Commitment n°1: Developing national sectors
Proportion of French/Romanian/Senegalese oilseed production 56% / 17% / 3%*
Target 2020: 55% / 23% / 27%
valorized in the corresponding national industrial facilities
Proportion of raw materials of French origin processed 79.4% Target 2020: 80%
in the animal nutrition facilities of the Group
Turnover (in billion €) 6.1 -
EBITDA (Gross operating profit) / Turnover 3.4% -
Total industrial investments, specific to Avril 127 Change: + 8.5% compared to 2012
(in million €)
including industrial investment in developing 10.2 -
and emerging countries (in million €)
Total workforce of the Group (end of 2015) 7,200 -
Breakdown of employees per type of contract 95% / 4% / 1%
Permanent/Fixed-term/Other (in %)
Commitment n°2: Better food for humans
Equivalent number of people whose nutritional needs 77.4**
Target 2020: 100 million
in oil are covered by the Group (in millions) Change: + 31% compared to 2012
Equivalent number of people whose nutritional needs 26.3 Target 2020: 30 million
in animal proteins are covered by the Group (in millions) Change: + 2% compared to 2012
Production volumes (tonnage per general type of product) p. 59 of the Activity -
Report 2015
Commitment n°3: Preserving the planet
Energy consumption of the Group 2.77**
Target 2020: - 10% compared to 2012
(in million MWh) Change: - 5.6% compared to 2012
Ratio of energy consumption from renewable sources 26.4%**
Target 2020: 33%
to total energy consumption Change: + 63% compared to 2012
Reduction of GHG emissions from rapeseed hectares - 5.8%***
Target 2020: - 10% compared to 2012
in the “Démarche de Progrès” (Progress Initiative)
Participation rate in the “Démarche de Progrès” (Progress Initiative) 61.7% -
among cooperatives having contracted with Saipol (France)
Table of performance indicators
2015
Performance indicator 2015 Comments

39. 37
Quantity of certified sustainable vegetable oils used 1,726 Target 2020: 2,000 kT
(in thousand metric tons)
Valorization rate of recoverable industrial waste 92.7%**
-
Total water volume used per metric ton of finished product (m3
/t) 1.73**
-
* 21% of the oilseeds industrially valorized in Senegal are processed in the Senegalese facilities of the Group
** Change in method of calculation compared to previous reports
*** 2014 data. The figures for 2015 were not available at the time of publishing the report
Indicators corresponding to the SD targets in the Avril 2020 strategic plan
Reporting scope
The indicators are consolidated worldwide, unless otherwise stated, and cover the calendar year 2015.
The data from the companies in which Avril is majority shareholder are fully consolidated (not in proportion to their integration in the Group).
The indicators relating to apprentices, work-study students and trainees and to gender equality are representative of 96% of the physical workforce
of the Group. 2012 is the base year for the SD targets in the Avril 2020 strategic plan.
Commitment n°5: Sustainable investments in the value chains
Amounts invested (disbursed during the year) by the finance 36.7 Target 2020: 430 million
and development company Sofiprotéol (in million €) from end of 2012 to end of 2020
Amounts invested (disbursed during the year) 12.8 Target 2020: 40 million
by the CapAgro Innovation fund (in million €) from end of 2012 to end of 2020
Proportion of Sofiprotéol investments 100% -
evaluated in terms of social responsibility
Number of employees in the companies in which Approx. 8,300 -
Sofiprotéol invested during the year (France)
Commitment n°4: Working together
Change in TF2 (accident frequency rate with and without - 3.6 points Target 2020: - 80% compared to 2012
lost time) over one year Change: - 57% compared to 2012
Change in TF1 (lost-time accident frequency rate) - 1.4 point Change: - 34% compared to 2012
over one year
Change in SR (severity rate) over one year - 0.06 point Change: - 47% compared to 2012
Proportion of Avril’s sites employing more than 6% 12% Target 2020: 100%
of disabled employees (in France)
Number of apprentices (apprenticeship or professional 232 Target 2020: 260
training contract) or work-study students
(sandwich course, PhD, etc.)
Total number of trainees 222 -
Ratio of female to male in the workforce (end of 2015) 0.39 -

40. AVRIL
Sustainable Development Department
11 rue de Monceau – CS 60003
75378 Paris Cedex 08
Tél.: +33 1 40 69 48 00
www.groupeavril.com
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