HOMEThanks to its teams’ dedication and strategic decisions, the Cooperative is improving its economic performance, committing to debt reduction and consolidating the foundations for its future development in an agricultural, economic and geopolitical environment that remains unstable.
Improved economic performance in a challenging environment
In the 2024-2025 financial year, Euralis achieved a turnover of €1.6 billion, a slight increase of 1.3% over the previous financial year. Operational performance also improved, with EBITDA up 4.1%, reflecting the effectiveness of the action plans implemented across all divisions.
This improvement comes amid major climatic uncertainties, falling grain prices, persistent geopolitical tensions and the gradual emergence from the bird flu crisis. Faced with these challenges, the Group has opted for rigorous management, combining financial discipline, reduction of fixed costs, significant cutback in inventories and prioritisation of cash flow. The debt has started to decrease thanks to these levers.
Key figures
BUSINESS TURNOVER: €1.6 billion
INTERNATIONAL SHARE OF BUSINESS TURNOVER: 32%
INVESTMENT IN R&D: €39 million
All divisions at work
Each division contributed positively to this overall performance.
Agricultural Division: growing overall profitability
The overall profitability of the Agricultural Division is up over the previous fiscal year: market share has remained stable (despite declining markets) and fixed costs have fallen sharply.
For the 2024-2025 financial year, the Division’s various activities showed mixed results:
- Plant production is down due to a decrease in contracted acreage (seeds and sweetcorn) and unfavourable weather conditions.
- The profitability of livestock production sectors is increasing: in place since the end of 2024, the Cattle partnership with Lur Berri is proving effective. In addition, operating as a producer organisation has led to an increase in poultry and duck volumes (+6% and +5% respectively).
- The agrosupply activity is regaining competitiveness, particularly thanks to the return to central purchasing.
- Point Vert stores saw a slight decline in business (-1%) in a market that was down overall (-5%). Despite this situation, the Group is bringing in new franchisees.
- Eurasolis continues to develop its solar business: 32 projects have been launched, 39 have been completed and 36 have been commissioned.
During the financial year, the Agricultural Division completed the restructuring of its various sectors into Business Units to facilitate synergies between upstream agriculture and downstream industry.
Seed Division (Lidea): sales growth in Europe and inventory optimisation
During the financial year, to best manage the structural decline in its export markets (linked in particular to the war in Ukraine and restrictive measures taken in Russia), Lidea adapted its production plans, achieved savings in fixed costs and significantly reduced its inventories.
In a declining European market, Lidea has reported growth in maize and sunflower volumes (+5.7% and +5% respectively). This recovery in market share over the financial year can be explained in particular by:
- high-performance genetics;
- a strong sales dynamic supported by an ambitious training plan and occasional stock clearance initiatives.
The rapeseed marketing year, meanwhile, resulted in strong volume growth (22%), driven by recognised genetics (Lid Invicto and Lid Bessito).
Lidea continues its commercial development plan outside Europe with the opening of two new subsidiaries.
Finally, R&D teams are stepping up their efforts with a record number of registrations, particularly for maize, which should help consolidate market share in the future.
Duck Division: a return to normal activity after several years marked by bird flu
For the Duck Division, the 2024-2025 financial year was marked by securing the upstream market, thanks to vaccination against bird flu, by an increase in the cost of ducks, and by a market that was once again highly competitive.
In this context, Euralis Gastronomie’s turnover is growing: the 2024 holiday season was satisfactory, with significant growth in foie gras volumes and increased duck meat sales throughout the year.
Industrial reorganisation projects have been carried out:
– at the Les Herbiers site, to manage the increase in volumes linked to slaughtering carried out on behalf of third parties.
– at Maubourguet, to absorb the transfer of volumes from the Sarlat plant, which closed during the financial year.
Rougié celebrated its 150th anniversary and developed a customer loyalty program: “R by Rougié”. The brand has also launched a range of seafood products with encouraging initial results. Maison Montfort, for its part, continued to revamp its product lines.
In terms of overseas exports, Euralis Gastronomie hopes to break into new markets following the health diplomacy initiatives launched during the financial year.
Delicatessen Division: overall performance recovery
Over the financial year, the Delicatessen Division improved its overall performance, thanks in particular to a sharp increase in industrial efficiency, organisational simplification and greater versatility among teams. It also managed to reduce costs, with a particular focus on overheads, especially energy expenses.
In supermarkets, sales returned to growth (+5.2%), driven by a more aggressive commercial policy and a record salad season (+21%), while the butchers-delicatessen-caterers network saw a slight decline in volumes in a market that remains challenging.
Work on product innovations is accelerating, incorporating CSR issues in terms of nutrition and packaging.
Structural choices to prepare for the future
The 2024-2025 financial year was also marked by structural decisions: adjustments to production plans, site closures and industrial reorganisations. All employees affected by these decisions benefited from individualised, localised support that helped them find a personalised solution (return to work, training, business start-up project, retirement, etc.). These measures, which were sometimes difficult, were taken with a clear objective in mind: to strengthen the Group’s financial position and give it the flexibility to keep investing.
At the same time, the Euralis Group continued to invest in research, the modernisation of its industrial tools, the decarbonisation of its activities, and supporting its members in moving toward more sustainable and resilient agricultural models. In line with its commitments, it also continued to roll out the Oxygène action plan, an internal project promoting gender equality at the workplace.
A clear trajectory for 2025-2026
For the 2025-2026 financial year, Euralis intends to maintain the momentum it has built up: continuing to reduce debt, consolidating its financial foundations, and gradually returning to a level of investment capacity that will benefit its sectors and regions. The proposed merger between the cooperative and Maïsadour is a collective response aimed at building an effective cooperative tool to serve new generations of farmers in Southwest France and capable of responding to environmental, economic and societal challenges.
Christophe Congues, Euralis President
“For farmers and our cooperative alike, the 2024-2025 financial year was marked by considerable uncertainty. The historically low autumn harvest in 2025 due to unpredictable weather conditions is a new challenge to be faced in the current financial year. In this context, Euralis is staying the course and keeping up its efforts to support farmers and develop competitive, value-creating sectors. True to our cooperative values, we remain focused on our fundamentals: innovation, sustainable value-added sectors and green energy production. The proposed merger with Maïsadour is fully in line with this collective ambition: to be stronger together, to better support our members and consolidate the cooperative model in southwestern France.”
Thomas Chambolle, Euralis CEO
“The improvement in our economic performance and the start of debt reduction are the result of action plans carried out with energy, discipline and efficiency by our teams. Lowering inventory levels, reducing fixed costs, adjusting production plans: these efforts are paying off. At the same time, we continued to invest in research, our industrial tools and decarbonisation. Our goal is clear: to put Euralis on a sustainable path and strengthen its ability to support farms in the years to come.”
Press contact: Nathalie Salmon: nathalie.salmon@euralis.com – +33(0)6 48 08 52 88