“Soil is an asset worth protecting”
From Vivescia to Terrena, via Poulain and Tipiak, Alain Le Floch has spent his career leading agricultural cooperatives and food companies. At CREADEV’s invitation, he has recently accepted the position of Chairman of the Board of Directors of FCA Fertilux. He tells us why.
Alain, your career suggests you have a soft spot for the finer things in life.
I have indeed worked with quite a few delicious brands! Poulain, Carambar, Krema, Malabar, Hollywood, Tipiak, Francine, La Nouvelle Agriculture… But I have also led two major agricultural cooperatives. What I love about this sector is how deeply rooted it is in the real world. Growth may not always be spectacular, but we build businesses that stand the test of time.
After feeding people, you're now turning your attention to feeding the soil?
That's a nice way of putting it! I'm joining the Board of Directors of FCA Fertilux, a company that develops fertilisation solutions with a strong focus on soil health. Throughout my career, I've always been sensitive to this issue: soil is an asset we pass on to future generations, and one we must protect.
Why did you agree to join the FCA Fertilux board?
I like industrial companies that have a clear sense of purpose. I've spent my career in operational roles, dealing with the realities of agriculture, global markets and climate cycles. I feel a strong connection with FCA Fertilux's management team. My role will be to listen to them, challenge them and help them succeed. Of course, I'll be working closely with CREADEV, which placed its trust in me by inviting me to join the board.
You're joining FCA after 35 years of development. Feeling the pressure?
Quite the opposite, it's fantastic! Pascal Tronçon and his teams have already built a remarkable company. Now, the challenge is to successfully navigate its next phase of growth. Taking things even further is an exciting prospect.
What really appeals to me is the humility of the people I've met. In agriculture-related industries, you learn that you can't control everything. You work with seasons, cycles and raw materials. It teaches you to keep your feet firmly on the ground.
Tell us about your first board meeting.
It took place on September 9. I had the opportunity to meet the FCA Fertilux teams in person. I visited the factory near Charleville-Mézières: crushers, mixers, trucks, but above all, expertise and skilled people… Everything I love!
I'm always interested in people and their work before looking at the numbers. Financial performance is obviously essential, but it's the result of what we build on the ground.
What did you think of CREADEV's approach during the board meeting?
Collaborative. Take the closed-door session, for example: at the end of the board meeting, shareholders meet privately for a few minutes before providing management with consolidated feedback.
It's respectful, straightforward and constructive. Having been a CEO myself, I know how valuable thoughtful feedback can be.
And outside board meetings?
CREADEV's team members are deeply involved. They're not just sitting on the sidelines filling out Excel spreadsheets.
I've worked in cooperative organisations where the chairman is elected by fellow members and the CEO oversees execution. That model only works when there is strong, ongoing dialogue between the two.
I recognise that same powerful approach to governance here.
What do you hope to bring to FCA Fertilux?
Hopefully, some experience and methodology! I can share my combined knowledge of the food industry and the agricultural sector.
FCA has very ambitious growth targets. The company already has proven expertise, effective products, strong references and an established customer base.
There are opportunities to expand its coverage across France, develop new markets and structure its processes.
I know the world of agricultural cooperatives and food manufacturers well, many of which have embarked on decarbonisation initiatives. FCA's solutions can help address their supply chain challenges.
My role will also be to help organise this growth. FCA is like a spirited horse: we need to preserve its energy while helping it move in the right direction.
Have you experienced a similar growth journey before?
Yes, at Malteurop, which produces malt for brewers and whisky manufacturers. I became CEO in 2005. Five years later, we had doubled in size and become the global market leader.
We had opened or acquired factories in the United States, Canada, Australia, Poland… All in a very short period of time.
But the most interesting part was that we had anticipated a major transformation in our market: large brewers were becoming global groups. They needed suppliers capable of supporting them wherever they operated. So we adapted our business model to meet this new reality.
And when you're not chairing a board meeting, what do you do?
I'm a member of the Strategic Committee of Go Local and Chairman of the Arts et Métiers Foundation, which notably works to inspire young people to pursue careers in engineering.
Otherwise, I live in northern Brittany, enjoy a bit of athletics for pleasure and have a soft spot for classic cars. I'm a pretty active retiree!
