Called "All united 2028", This strategic plan traces a clear growth trajectory : reach 400 million consumer sales units in 2028, Or +30 % in four years. This ambition is supported by two structuring bases - pleasure and responsibility - and two development levers : the conquest and strengthening of leadership.
The concept of balance is at the heart of the fine food labeyria model. Capital balance first : The group is held in equal parts by PAI Partners, Reference player in European investment capital, and by the agricultural cooperative Lur Berri, long -standing French food sovereignty (46 % each), the balance being held by group employees. Then balances in the offer, thanks to a solid presence on several markets : smoked salmon, shrimp, foie gras, aperitif, vegetal. A multiple base, But a constant red thread : the pleasure, in the fresh department, in all its forms. The group is also a leader in France in its historic markets : 35,9 % on smoked salmon, 54,9 % on spreads, 23,6 % on half-cooked foie gras and 45,8 % on shrimp (source : Circana, 2024). Balance finally in activity, with a distribution of 50 % of national brands and 50 % of distributor brands. This positioning gives concrete results : in 2023-2024, Labeyrie Fine Foods achieved a turnover of 867 million euros. This CAP is carried on a daily basis by 3,315 employees divided between the head office and the 12 production sites (including 9 in France), "Gathered around the same ambition, inscribed in the raison d'être of the group : "Give the desire to re-unite around the same table" "".
Pleasure, A strategic lever
The 2028 Plan 2028 of Fine Foods is based on two structuring pillars : pleasure as a differentiating engine, Responsibility as a competitiveness accelerator. For Fine Foods Labeyria, Pleasure is a full -fledged strategic lever, aligned with societal expectations : 48 % of French people consider that, Even in times of crisis, Brands must contribute to joy and pleasure (Havas Prosumers, 2024). The group defends accessible food pleasure, embodied by a useful innovation adapted to new uses : plant spreads or the new vegetable brand with small onions, Launched at the end of 2024. The displayed objective is to systematically appear at the top of organoleptic tests on its strategic categories.
Sustainable sectors : achievements and projects
The group has reduced its greenhouse gas emissions by 25 % since 2019. For four years, He has invested 100 million euros in the modernization of his industrial tools, including 41 million in the past two years, In order to combine sustainable performance, Energy sobriety and improvement of working conditions. The group structures its supplies around key raw materials - salmon, canard, shrimp, Chick and wheat peas - in a long -term logic. Labeyrie Fine Foods also supports the right remuneration of farmers via the agri-ethics label France, Applied to its wheat sectors, Chickpea and duck. Projects : Millenial Salmon, Decarbonated food for salmon ; CARE SALMON collective, Progress plan on animal welfare, From breeding to slaughter ; The first animal welfare barometer for the duck sector ; Mangrove program in Asia, Plan to capture CO2, Protect ecosystems and fight erosion. Finally, The positive pact : This initiative launched by Labeyrie Fine Foods in 2022 brings together producers and partners to support the agroecological transition of French sectors via concrete projects and structured long -term support.
Leadership and conquest to change scale
Labeyrie Fine Foods intends to consolidate its positions in its historic markets, Thanks to its Labeyrie brands, Delply, Buy, The Blini workshop and its distributor brands in France and the United Kingdom.
The objective is to double the volumes of innovations by 2028, with products designed to respond to new uses (portions, hot consumption, moments), arbitrations between prices and pleasure and societal expectations (Lightened packaging, sourcing durable, Built -in sectors). Innovations designed as value levers. For consumers, by providing concrete answers to their expectations. For distributors, by enriching the offer with meaning. For sectors, by creating new lasting perspectives. The distributor brand is also a full -fledged strategic lever. It is a pillar of the growth strategy : A new generation of MDD, traceable, responsible, co -constructed, Thoughts for each brand. The example of the partnership with Tesco in the United Kingdom is proof of this : A premium range, accessible, locally produced, resulting from demanding industrial cooperation. This model now inspires French strategy. Final issue : Capture 50 % of the 110 million growth units covered by 2028.
New growth relays
Three priority segments have been identified in GMS. Olives, At the crossroads of two strong dynamics - the aperitif and the plant - with the Olive Father marks and the Blini workshop. Smoke trout, natural complement of smoked salmon, constitutes a legitimate extension for the labeyrie brand. PREMIUM CHARCUTERIE and poultry, segments where the group intends to stand out with an offer combining taste requirement and responsibility, in particular via the Agri-Ethics France label. Beyond GMS, Fine Foods Labeyrie identifies a strong growth potential on specialized networks and out -of -home catering, where the group intends to make the difference with high -value products. Labeyrie Fine Foods also offers its customers a tailor -made MDD offer, based on industrial cooperation and qualitative differentiation.
The new plant : The beginnings of a strategy
Historically positioned on animal proteins, Fine Foods Labeyrie began a strategic transformation in favor of the plant, In response to the boom in flexitarianism. Today, The best -selling houmous in the group is that of the Blini workshop. Labeyrie Fine Foods has taken a new step with the brand with small onions, Launched at the end of 2024, range of premium vegetables designed for large distribution. Plant is more than ever one of the priority engines of future growth in Fine Foods Labeyrie.
Growing internationally
Already present in more than 50 countries, Fine Foods Labeyrie still has an important international growth potential. The group has identified its geographic priorities : Near Europe (Belgium, Suisse, Italy), as well as large export areas, especially in Asia and the Middle East. In these markets, The group capitalizes on the power of its Labeyrie and Père Olive marks, and on the international recognition of its organoleptic know-how, with an export team of 20 employees.
