CSR report - Axereal

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Social Responsibility
Our choices, our commitments
Land and people for the future

2
The world we live in is undergoing profound and rapid
change. Globalisation now shapes both trade and production.
It is driving a number of developments, constraints and
expectations. It is up to us whether we simply tolerate them
or identify opportunities on which to build a future for our
organisation.
Every business has impacts on society, people and the
environment through its activities. Our Corporate Social
Responsibility (CSR) strategy is a formal expression of our
desire to make our impacts more positive. It is an opportunity
for Axéréal to build an effective, sustainable development
model, and in so doing play its part in society.
As an organisation that sits at the heart of a changing
ecosystem, Axéréal is committed to its strategy and bases its
approach on the idea of creating value for its customers, its
employees and its members.We are committed to improving
our economic, social and environmental performance.
This document is a way for us to present our CSR strategy to
our stakeholders in line with our vision of development and our
commitment as a responsible corporate citizen.
Philippe de Raynal
C.E.OAxéréalGroup
Our CSR strategy is an opportunity for Axéréal to build an
effective,sustainable development model,and in so doing
play its part in society.

3
Farmers decided to create the agricultural cooperative to pool
the production, processing and marketing for agricultural raw
materials. Our members own the share capital and run the
cooperative on a democratic basis.We are stronger together.
Cooperatives have numerous advantages in terms of stability
since they cannot be floated on the stock market and cannot
be outsourced.The Axéréal cooperative supports economic and
social development in the territories in which it operates.
The Axéréal cooperative :a responsible system
Grain Business
Unit
Business Units17 regions
17 sections
17 regional councils
Delegates
Shareholders'
meeting
AXEREAL Board
Chaired by JF Loiseau
7 committees
Bureau
Supervising
directors
International trade – Malting –
Milling – Animal Feed –
Specialised Activities
“Regardless of the size of a
cooperative, what is
fundamental is its ability to
work in the collective interest
towards a long-term goal.
The quality of our local
representation on the
ground is essential.
Dialogue is an ongoing process.
That’s how we build Axéréal.”
Jean-François Loiseau
Chairman

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CSR :a strategic lever
The Axéréal group has taken a pragmatic, realistic approach to managing Corporate Social Responsibility.
Understanding how to develop long-term, sustainable initiatives is the basis of our culture as both an agri-
cultural cooperative and an industrial group.We apply the ISO 26000 standard in our approach to continuous
improvement for sustainable development. This document sets out our commitments on the seven central
issues in CSR. From governance to the environment, nothing is overlooked.
Axéréal’s management wanted to develop a shared, coherent and comprehensive vision of our responsibility
fromcustomertoseed,incorporatingallourareasofactivity.Wehavethereforeestablishedanetworkofrepre-
sentatives in the six business units.These are the KEY PEOPLE in CSR, each listening to their own stakeholders.
They identify and measure the main effects of collecting and processing grain and other activities on society,
people and the environment. The network is run by the Group CSR department, allowing us to monitor the
relevant indicators for each sector.
Céline Montauriol,
AxéréalCSRManager
Milling
Malting
Julie Nenquin
Virginie Delorme
Nathalie Leprêtre
Caterine Deschamps
Human Resources, Communication,
Animal Feed
Eric Bastide
Bérengère Hoez
Group Support:
Cross-functional Group departments,
Indirect purchases and Finance offer
their expertise to all business units.
International Trade
Olivier Combes
Specialised Activities:
Distribution, Vines, Galys
Laboratories
Béatrice Gilibert (Galys).
Other businesses: underway
Grain Business
The correspondents network
RESPONSIBLE
COMMITMENT
SOCIETY
WOMEN
CLIMATE
TERRITORY
STAKEHOLDERS
SUSTAINABILITY
PRACTICES
ENERGY
INDICATORS
VALUES
DEVELOPMENT
ECONOMY
GOVERNANCE
ENVIRONMENT
CO2
MEN
PERFORMANCE
We are fully aware of our social footprint and committed to a
voluntary continuous improvement as a good corporate citizen.
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Governance......................................................................................... 6
Local economic impact......................................................................10
Response to society’s food expectations.........................................11
Labour relations and working conditions........................................12
Human Rights....................................................................................14
Fair and ethical practices..................................................................15
Environmental compliance ..............................................................16
Indicators........................................................................................... 20
Raising employee awareness day-to-day........................................22
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Governance
It is essential that we continue along the same path
to retain our credibility with our malting customers.
Boortmalt’s customers are already highly committed to sustainability strategies.
Some are even aligning their internal CSR programme with the UN’s 17 Global
Goals For Sustainable Development agreed by 193 world leaders on 25 September
2015. Our customers are showing real interest in their suppliers’sustainability
strategies, in particular those undertaken by Boortmalt.
Interview withYvan Schaepman
C.E.O Boortmalt Director,an Axéréal subsidiary
We are reducing the amount of water and energy
required for each tonne of malt produced.
Boortmalt is a responsible business, insofar as it has
given itself the resources to improve safety and reduce
its carbon footprint from year to year. Our policy of
gradually incorporating renewable energy sources
into our energy portfolio is another indicator of
that responsibility.We have also developed
an operational excellence programme
called BOpex, which aims to eliminate all
unnecessary losses associated with the
business.
Research and Development is also helping to
develop solutions for more efficient use of water
and energy. Looking ahead to the future, we have
launched a theoretical study internally, with
the aim of assessing the scale of the challenge
become the leading international maltster with
no CO2
emissions.
Almost half our investment budget is
spent on reducing our carbon footprint.

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Governance
Interview with Tanguy Poupart
D.C.E.O.Grain Business,Milling,in charge of Innovation and R&D
Axéréal has committed to a Corporate Social
Responsibility strategy from customer to seed.
Our customers are international and most of them have developed their own
CSR strategy.They are looking for partners and suppliers who have made the
same commitment to a quality policy.What’s more, we are operating in a cereals
market with a surplus at the global level. It’s therefore important that we stand
out from our competitors in other countries. For us, our CSR strategy is a way of
differentiating ourselves and retaining our customers’loyalty.That said, we need
to remain competitive: price is still the main selection criterion. A business’s CSR
strategy will become increasingly important until it becomes a market standard.
Over 50% of Axéréal’s grain production is exported.
We export around 50% of what we harvest; Axéréal‘s preferred logistics option
is rail transport, which is used for 60% of our operations. It’s the clear ecological
choice. SNCF Réseau (former Réseau Ferré de France), which is responsible for
track maintenance, has cut its investment significantly. Axéréal had to provide
joint funding, along with the departmental and regional authorities, to renovate a
section of track to avoid its being closed and having to use lorries to transport our
goods.
Another example of a strategic choice made by Axéréal is river transport.We have
just finalised a €4.5 M investment in Montereau, in partnership with the Cavap
cooperative.The river terminal will allow us to ship 250,000 tonnes to the port of
Rouen within three years, and eventually along the Seine Nord Europe canal to
serve Dunkirk, Ghent and Antwerp.This system on the Seine joins the existing ones
in Corbeil-Essonne and Limay in partnership with the Sevepi cooperative.The new
site increases our loading capacity on the Seine to 500,000 tonnes.
If we want to improve our economic performance we
have to produce the quality our customers expect.
The environmental constraints in France and the
lack of genetic progress in varieties have resulted in a
stabilisation in the protein level, which is essential for
good processing.
Improving the quality of our wheats.
Work with breeders on researching new varieties.
Training with teams in the field on implementing
regulations.
Development of Farmstar for an optimal
management of nitrogen fertilisation.
Strengthen our expertise in batching in silos.
Optimising of management of our port silos
with other regions.
Research with our Galys laboratory, which is
innovating on sap analyses so that fertiliser is
added at the right time.
We support our members in improving
their economic and environmental
performance.

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Governance
Animal Feed is a key participant in the circular
economy.
Animal Feed offers an undoubted advantage for the circular economy: the by-
products of some other industries become our raw materials. Bran and spent maize
are both turned into feed!
We are also working on energy efficiency and have been ISO 50001 (Energy
Management) certified at some of our plants since November 2015.
Interview with Jean-Michel Boussit
Axéréal Animal Feed Director
We have an R&D programme to reduce methane
emissions.
Reducing methane emissions is an integral part of our environmental commitment
and we have an R&D programme focusing on it. But methane is not our only
inroad into Corporate Social Responsibility.
Livestock breeding is a way of keeping
natural spaces open. A meadow that is
not grazed or mown gradually reverts to
woodland and becomes less beneficial in
terms of biodiversity.The hedged farmland of
the Bourbonnais is a magnificent example of
the type of environment that livestock breeding
can encourage.
In addition to the positive impact on the
landscape, we are a key player in the livestock
breeding sector in central France and contribute to
maintaining economic activity in rural areas.
Not only does livestock breeding benefit the
landscape,we also contribute to maintaining
economic activity in rural areas.

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Governance
Axianecommunicateswithits stakeholders
Group’s milling subsidiary
Axiane published its Corporate Social Responsibility
policy in October 2015.Another step towards shared
awareness for the Group.
As the No. 2 French miller, Axiane Meunerie needs to manage its development in a
way that respects the interests of its employees, its customers and citizens.
In order to meet its commitments, Axiane has developed a monitoring and
improvement programme accompanied by tangible measures.The booklet,
available on the Axiane website, aims to explain the key principles of the
programme.
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Axéréal has long anticipated and incorporated these ongoing changes by
diversifying its activities and developing the business internationally.
We have always been determined to build relationships of trust with all the stake-
holders who are involved in our commercial process.The business has developed
successfully on the basis of listening to them and involving them on a daily basis.
The 3 keys to our economic responsibility
Our economic responsibility
In a highly competitive environment, with ever-more restrictive regulations, globalisation and market volatility,
Axéréalmustfacenumerouschallengesinadaptingitsactivitiesandensuringthelong-termviabilityofthebusiness.
“
“The agricultural world needs to build part-
nerships to develop relationships of trust.
From local to international
Guarantee business performance
through a customer-focused strategy
with an emphasis on international trade.
High-quality products
Promote the production of one of
the largest cereal-growing regions
in Europe by establishing long-term
strategic partnerships.
A vision for the future
Ensure the long-term viability of our
cereal activities thanks to an intelligent
combination of innovation, agricultural
production and marketing.
International development benefits local development.
The Issoudun malting plant is a tangible example. Growth is now
driven by the international market, which means going out and
finding opportunities. Barley is turned into malt in Issoudun, in the
Centre-Val de Loire region, then exported to South America, Africa
and Asia from our port facilities in Antwerp.
Local economic impact
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Developing specialist sectors
Axéréal is developing specialist sectors to promote production from its members
that offers high added value and in so doing, respond to consumer demand for
well-known brands.This process is already underway but is set to become more
clearly organised and be further developped.
Axéréal Bio is growing steadily. Centre Bio, its operational
arm, is the no. 1 organic cereals operator in France,
marketing 46,000 tonnes of grain.
Innovation:guaranteeing added value
Axéréal ‘s managers are confident that differentiation based on product innovation, brand creation and high-
qualityproductionarethekeystorecognitionoftheprofessionalismandsearchforexcellencethatcharacterises
members of the cooperative.
Creating well-known brands
Axéréal has launched its brand policy with its Axiane subsidiary, which focuses
on the milling market. Axiane is positioned and recognised as an innovative,
empathetic partner that proposes effective“product”solutions.
Their effectiveness has been proven by the growth of its“Cœur de blé”and“Cœur
de maman”bagged flour ranges, marketed under the Ebly® brand.
Another illustration of this determination is the“Raison et Sélection® standard”,
which promotesthehigh-quality,traditionalfloursectorthat"LaCroquise"products
represent.
Supporting R&D
As a member of the“CéréalesVallée”competitive
cluster alongside Limagrain, Axéréal contributes
to research and development of new cereal
varieties, particularly soft wheat, in order to meet
the new qualitative and quantitative expectations
expressed by our agro-industrial sectors.
R&D is also at the heart of our partnership withTereos, which involves sharing
commercial and industrial knowledge and know-how to provide more effective
support for our customers’development in Boortmalt’s export markets, particularly
in emerging countries.
Response to society’s food expectations
Supporting organic producers
Volailles Fermières d’Auvergne Fleur de Colza with Lesieur Banette & Croquise in milling Ebly© production and brand
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Our values,
our principles for action
Our ambition of establishing positive labour relations can be seen in numerous
policies and initiatives:
Developing our employees’skills throughout their career in the Group.
The diverse range of jobs available.
Internal mobility.
Promoting an empathetic management policy.
Putting in place agreements on well-being and gender equality.
Establishing a head office that reflects our positioning and has been designed to
support our employees’well-being (in terms of atmosphere, furnishings, acoustics,
etc.), which enables them to work effectively.
At the same time, our strategy aims to establish a positive and constructive
dialogue to plan for the future.
What are the next major projects with regard to the
labour relations dimension of Axéréal’s CSR strategy?
We have just finished finalised the definition of Axéréal’s values and principles for
action. Our role now will be to implement them in practice at all levels, so that
they form an integral part of the workplace and are clear to the outside world.We
are determined to increase our visibility by developing our employer brand.We
also want to focus on developing collaborative working methods.
It’s important that we now integrate our strategy in actions that have a real impact
on performance.
Interview with Sophie Tuja
Group Human Resources Director
What does the labour relations dimension of
Axéréal’s CSR strategy mean?
For us, the Group’s men and women are the key to our performance, and we want
to perform well over the long term.
What actions are you taking on a
day-to-day basis?
It’s easy for Group employees to see that what
they do is meaningful.
We work for 13,000 cooperative farmers, so
every action we take provides real, measurable
added value.
Our HR policy is based on ongoing social
dialogue within the Group that aligns with
two of our values and fundamental principles
for action: empathy and team work.
Building the future through
sustainable labour relations.
Labour relations and working conditions
Performance Team WorkLeadershipEmpathyInnovation

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A clear target:zero injuries
In the business we encounter“near misses”, minor occupational injuries and
accidents that cause physical injury, and even some which are fatal. Aiming for
zero injuriesisaprioritytowhichAxéréaliscommittedandonwhichitistaking
action.
Driven by Axéréal’s HSE department, raising awareness about good practices,
analysing major risks, becoming more aware of behaviours and manager
involvement are all key ingredients in our action plan, which aims to make every
employee a key actor in safety at work.
Create the conditions for employees to thrive
A fulfilled and therefore engaged workforce is synonymous with performance for
Axéréal. Based on this conviction, our organisation is committed to actions that
support its employees well-being at work.
For example:
Development of empathetic management.
Covering the cost of travel from home to work for 10 years for employees who
have been transferred to the new head office and are unable to move house.
Introducing flexible working as a way of supporting change.
Encouraging socially responsible actions outside the workplace, such as Axéréal
employees volunteering for theTelethon .
Labour relations and working conditions
4.93%
Absenteeism
rate
43 years
Average age
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Equality,genderbalanceandanticipation
Equal opportunity is essential and concerns all businesses. As well as scrupulously
avoiding any form of discrimination based on age, background, gender or disability,
we are committed to implementing tools to promote diversity within Axéréal.This is
an essential element in strengthening motivation and creating empathy between the
company and its employees.
We are also preparing for the future of our organisation and its workforce.Through
recognised training programmes with the clear aim of establishing a long-term
relationship between current employees and the cooperative, but also through a
strategy of anticipating future developments.
Equality in the workplace between women and men.
Our gender-equality policy has been formalised in a special agreement and extended
to the whole cooperative.
The agreement revolves around the following major items :
Improve the gender balance in jobs with a small proportion of men or women.
Encourage gender equality in internal promotions and guarantee non-
discrimination in internal mobility.
Guarantee equal pay.
Support employees find a good work-life balance.
Human Rights
Training and skills development
Training gives everyone the opportunity to play a proactive role in their professional
development and secures our organisation’s expertise and know-how while support-
ing our employees’personal fulfilment and internal mobility.
By investing in training for its women and men, Axéréal is able to adapt continu-
ously and develop its skills.The budget allocated to training is twice as high as the
regulatory minimum.
In parallel to outside training activities, Axéréal has developed practical internal
training initiatives aimed at sharing skills and good practices.
Because we are building the future
every day,Axéréal supports its employees
in developing and recognising their skills.
5.5%
Group
Turnover
€2M
allocated
to training

15
Ethical relationships with customers
and suppliers
We are aware of our customers’growing need to ensure the sustainability of raw
materials, including in trade practices.
We respect our customers’codes of conduct but now we want to develop our own
approach by defining our own ethical rules.
Keep up to date on about laws and regulations applicable to the area of activity concerned
Monitor compliance with competition rules
Prevent corruption and conflicts of interest
Define rules on good business practices (donations, gifts, etc.)
Fair and ethical practices
Train employees in compliance
with competition rules and good
business practices.
4
key points
We plan to develop a business ethics training plan for all of the Group’s commercial
departments as well as Grain Business market leads (crop protection products,
seeds, etc.).
Each employee will need a clear understanding of the legal issues, such as
anti-corruption laws and competition legislation, but also how to apply the
Group’s values and feel comfortable handling ethical dilemmas.
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Environmental compliance
Can you look at this technique objectively;does it
really work?
We’ve been working on this for almost 15 years.We have therefore developed real
expertise in implementing a comprehensive service offering, from soil charac-
terisation to the use of satellite imagery. By developing models, and thanks to
our know-how in database management, we are in a position to deliver optimal
advice that’s easy for the farmer to put into practice.
Most of these initiatives are run by our Agronomy department and involve
cross-functional exchanges of information between members, the department's
engineers, technical staff and advisers on the ground. Alongside our actions to
support responsible agriculture, Axéréal works with local and national partners on
biodiversity.
As we are aware of the potential impact of our activities on the environment and recurring examples of public
mistrust in this area, our cooperative is developing solutions for competitive, responsible agriculture.
Interview with Caterine Deschamps
Director of Agronomy and Innovations,Grain Business
What are your main projects for the
next three years?
We are particularly keen to develop precision farming
and make it available to as many of our members
as possible.This objective is entirely in line with
our commitment to our members’performance
in three areas: economic, social and environ-
mental.
What exactly is precision
farming?
Precision farming is about delivering the right
quantity to the right place at the right time. In short
that helps to prevent wasting pesticides and fertilisers
and also water. It does, however, require some
investment in technology. So we need to help make it
accessible to our farmers.
Putting innovation to work
protecting soils and
biodiversity.

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Axéréal supports its members in implementing crop practices that respect the natural environment and offers
its customers transparent monitoring of its actions.
For its customers,
Axéréal offers a series of relevant analysis tools
Life-cycle analysis of our products
Quantification of their environmental impact
Carbon footprint
Grams of CO2
equivalent emitted per kg of product
Grey water footprint
Volume of fresh water required to dilute pollutants
Blue water footprint
Volume of water taken from surface water or groundwater sources
Green water footprint
Volume of rainwater evaporated or transpired as a result of cultivation
So-called“ecological”footprint
Surface area needed to produce a kg of product
For its members,
Axéréal provides high-performance decision-making tools
Farmstar
A crop management and fertilisation tool deployed across
230,000 ha in 2015.
Stratéos
A“turnkey”approachtoadjustingsowingdensitiesandapplica-
tionsofmanureandfertilisers.TargetforStratéosandadjustments
withinaparcelofland:10%ofthesurfaceareaby2020.
Phylia
A tool to manage interventions against wheat diseases.
FARMSTAR
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Increasing involvement in climate
change
Operations directors are supported in their development initiatives through expe-
rience sharing, technological and regulatory intelligence, and a growing network
of experts. In February 2014, the Group continued its organisation of this area and
created the Energy Club as a knowledge-sharing and development body.
One tangible result of the Group’s involvement in energy-transition targets is that
Boortmalt obtained ISO 50001 certification in July 2015, followed by the majority
of the Animal Feed Sector in November 2015, for the production sites and trans-
port in St Germain-de-Salles, Le Malzieu, Feurs, Lapeyrouse and Pouligny-Notre-
Dame and the poultry production organisation company Force Centre.
Don’t wait for ready-made answers and
encourage collective intelligence and
partnership as part of a process of
continuous improvement.
Energy
Management
Certification
Energy consumption
(electricity + gas) consumed per activity
Malting
81%
Animal Feed
3%
Milling
3%
Grain Business
13%
MALTING
July 2015 November 2015 Underway
ANIMAL
FEED
MILLING
“ ISO 50001 certification
recognises the performance of
our energy management and
monitoring system but there is
always more work to be done.
ISO 50001 implies continuous
improvements in energy efficiency
at each of our 10 malting plants
and there are still plenty of
opportunities.
So the work goes on! “
“Being ISO 50001 certified is
a starting point for a more
comprehensive, innovative
approach to energy that is linked to
sustainable development. We need
to continue to improve the energy
performance and competitiveness
of our production facilities, and
reduce our energy consumption
and environmental impact, in
particular in terms of greenhouse
gases.”
Joris Van Valckenborgh,
Energy Director Boortmalt
Jean de Chanay
IndustrialDirector,AnimalFeedcluster

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Good sense and intelligence
Increasing waste recovery
Alongside our energy performance, it was also essential to rethink processing-
related production procedures with the aim of moving from a linear to a circular
economy, where the waste from one stage becomes a resource for the next.
An optimised,responsible supply chain
Transporting and supplying goods are generating an increasing volume of
shipments and deliveries. Axéréal is aware of the impact of these activities on the
environment and implements an active policy to reduce the impact of transport
and logistics operations.
With this in mind, we have mobilised significant human and financial resources
and implemented numerous initiatives. For example:
Conducting an annual GHG assessment at all our sites.
Raising awareness among our members and carriers by encouraging them
to use direct delivery for both supplies and shipments.
Using rail or river freight for over 65% of transport operations.
Regularly updating our fleet of heavy goods vehicles with cleaner, more
efficient lorries.
10 tonnes
of electronic waste 100% recovered
2,000 tonnes
of agricultural waste collected and
recycled by Adivalor
100% of paper purchases
environment-friendly
2,280 tonnes
of by-products recovered through
circular economy circuits
100% of our drivers
trained in fuel-efficient driving by 2016
30,000 MWh
saved and recovered in financial terms
through EnergySavings Certificates
Loading a barge at the river terminal in Montereau

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AREA
INDICATORS
Global Reporting Initiative
equivalent
VALUES
Performance
2014 Evolution
vs 2013
Workforce:
women and
men
Workplace injuries
G4-LA6
- Frequency rate1
per millions of hours worked
- Severity rate2
per thousands of hours worked
29.1
0.50
+0.3
-0.45
Total absenteeism3
G4-LA6
in % (Axéréal ESU [Economic and
Social Unit] only)
4.93% -2.2%
Employee training
G4-LA9
€ (millions) 2 -
AREA
INDICATORS
equivalent
VALUES
Performance
2014 2015 Evolution
Economy
and
Local Development
Economic value created
G4-EC1
€ (millions) 285 307 +7.8%
Economic value
distributed
G4-EC1
€ (millions)
- Operating costs
- Employee wages and benefits
(excluding vehicles)
- Payments to providers of
capital
- Payments to the Government
2,796
166
34
36
2,863
171
34
36
+2.4%
+3.2%
-
-
Direct employment
G4-LA1
Number of employees at 1st
January 3,193 3,218 +0.8%
Key indicators
Scope: all Group business units in France and internationally, excluding specialised activities
Data from 1st
January to 31 December 2014
Data from 1st
July to 30 June

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AREA
INDICATORS
equivalent
VALUES
Performance
2014 2015 Evolution
Environment Energy consumption
G4-EN3/EN5
- Total GWh (all energy sources)
- in kWh/tonne processed
1,062
0.45
1,146
0.47
+8%
+0.02
(not significant)
Greenhouse gas emissions
G4-EN15/16/18
- in thousands of tonnes
CO2
equivalent
- in kg CO2
equivalent/ tonne
processed
254
103.72
250
97.44
-1.4%
- 6.28
Water consumption
G4-EN8
- in thousands of m3
- in m3
/tonne processed
4,098
2.17
3,939
1.98
-3.9%
- 0.19
Waste and by-product
production
(Milling and Animal Feed
only)
G4-EN23
% recovery
- tonnes of by-products
49%
1,550
52%
2,280
+3%
+47%
1) Frequency rate = (Number of days with lost time /number of hours worked)*1,000,000.
2) Severity rate = (Number of days lost/number of hours worked)*1,000.
3) Absences included : Sick leave, workplace injuries, travel injury, occupational illness, maternity and paternity leave, special family leave, sick child leave, parental leave, exceptional leave, unpaid leave, sabbatical
leave, business creation leave, unauthorised unpaid leave.
Data from 1st
July to 30 June
Key indicators

22
The open day on 10 October 2015 welcomed
550 participants!
All Axéréal’s activities were presented by employees from the Group’s Head Office and
Business Units.The reason the open day was a success was that it had a simple objec-
tive: raise awareness about Axéréal’s activities and give different teams the chance to
meet each other. Practical, attractive and fun messages appealed to children as much
as parents. CSR is often a very abstract concept rather than being put into practice in
businesses. Axéréal chose to get the Group’s employees involved very early on in the
process.
Calling on employees’artistic talents to personify CSR
In April 2015, we called on our employees’creative talents. A drawing competition
was organised to create our CSR mascot. Employees from five different countries
submitted entries. CESAR was born!
The name uses the letters from the French and English abbreviations RSE (Responsa-
bilité Sociétale des Entreprises) and CSR (Corporate Social Responsibility).With the
letter A for Axéréal as well, CESAR is off to discover the Group’s responsible actions!
The mascot will help to create a shared culture for all our commitments.
Raising employees’awareness day-to-day
CSR STRATEGY
CSRSTRATEGY
C
SR
STRATEGY
CSR
S
TRATEGYCSRSTRAT
EGY
First name: César
Job title: Axéréal CSR mascot
Address: Everywhere CSR actions take me
Date of birth: 12 May 2015
Nationality: Axéréalian

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3,218
Employees
360
Silos
12
Countries
€3,2 B
Turnover
13,000
Members
6
Activities

24
36, rue de la Manufacture
CS 40639
45166 OLIVET CEDEX
FRANCE
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www.axereal.com
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Land and people for the future

CSR report - Axereal

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