G. M. Transformation is a continuous process. It’s true that the divestment of Délifrance is a major turning point, but it is also a normal stage in the life of a group. I joined VIVESCIA to help drive a new 2030 roadmap for development, alongside Christoph and the Board, one that strengthens VIVESCIA’s leadership in grain-based ingredients and sustainable plant value chains. You have chosen to call this new strategic plan “VIVESCIA 3.0, for sustainable value chains and ingredients.” What are its objectives? C. B. The name is significant. “3.0” sets our sights on 2030; it projects a “version” of a cooperative group that is more efficient, more sustainable, more connected, and more digital. It marks the opening of a third chapter, with the first being the creation of our Group in 2012 and the second the recovery and return of confidence (2019–2025). Our ambition is clear and consistent with who we are: strong and sustainable regional agriculture that extends its influence through ingredient value chains in France, across Europe, and around the world. The challenge ahead is to make our values of “Collaborative Spirit” and “Entrepreneurial Mindset” second nature for all our employees, so that they can successfully carry our new growth ambitions and the VIVESCIA 3.0 plan for sustainable grain value chains and ingredients. GUILLaUme MOTHe INTeRVIeW WITH... 15