Soboriz identity card : “First rice mill created in Reunion, in 1968 ; at the origin of the Le Forban brand in 1987 ; 40 employees today ; an annual production of 16,000 tonnes of rice on a market of 40,000 tonnes, i.e. a market share of 35% ; turnover of 30 million per year. » But the history to which Soboriz belongs goes much further back in time. If it hardly produces any more on its territory, Reunion Island belongs to the world of rice. It is good to remember this because this Reunionese history of rice is currently beginning a new chapter. : that of a trend decline in consumption, which is accentuated (- 4% in volume last year), as the population continues to grow. The evolution of consumption patterns, with the change of generation, accelerates. This challenge, The Réunion rice mill has been anticipating it for a long time. It demonstrates creativity and strategy to diversify its offering as close as possible to expectations while resisting the pressure from imports of finished products.. This is why it remains a leader and, strong in the projects she has in her boxes, she should stay that way for a long time. Soboriz benefits from the high quality of its productions (like Phka Malis fragrant rice, awarded best rice in the world in 2025 for the sixth time). The growing success of basmati encourages it to offer an even wider range to satisfy all tastes and budgets.. in parallel, the company is redoubling its efforts to promote the other great asset of local production : permanent availability of the product. Its general director, Xavier Bocquillet, does so, in the interview he gave us, the distributors’ excellent customer service rate (95% in 2025), the great satisfaction of his first year in office.
Meeting Leader : You took over the management of Soboriz a little over a year ago. How would you describe this period? ?
Xavier Bocquillet : This year has been particularly interesting : I discovered the company, its products, its markets, especially rice. It is one of the basic products of the Reunionese diet., but its market turns out to be more complex than it seems. In reality, it is divided into two main categories : basmati rice, and fragrant rice. Each of these varieties targets different consumers, with very distinct preferences : some prefer stickier rice, while others seek a more aromatic rice.
This duality, associated with declining overall demand, requires a certain strategic finesse to navigate a demanding sector. Mastering this market requires an understanding of its various facets and dynamics.
Does this complexity not also come from an economic climate which remains to this day full of uncertainties? ?
We are a little preserved from this climate. It’s not on rice – one of the cheapest foods – that families save money. The decline in sales volume is much more correlated with changing habits. Global rice consumption fell by 4% in 2025 compared to 2024 : a very significant drop for a basic necessity and mass consumption product like rice. If we look at the statistics from just over five years ago, we see a market decline on average of 2% per year. It is therefore a long-term trend and the acceleration recorded in 2025 confirms that it is consumption patterns that are changing.. The age pyramid is changing. Younger people eat a little less rice than older people. Pasta, potatoes (especially fries) diversify a diet previously centered on rice. We do not have absolute certainty on this point., but it also seems that the quantities of rice consumed per meal are decreasing.
Is import pressure still strong? ?
For us who employ 40 employees, competition from imports constitutes another source of complexity to manage. Independent private operators try to seize business opportunities with low-cost products. Importing finished products, already machined, packed, packaged, branded, experienced notable dynamism in 2025. For this reason, we were a little surprised this year by the result of the call for tenders for the supply of rice to school canteens – not because we lost it, but because it was a rice importer who won without apparently taking into account the added value brought to the territory by local production.
What lessons do you draw from the evolution of the rice market? ?
What we realize, is that consumers like new products. They enjoy discovering new brands, to taste rice they don't know. But conversely, they also like to go back to basics. This is why Le Forban and our other brands have not been too penalized by the general decline in the market., since we meet these two expectations and our reliability is recognized. We offer a varied range of basmati rice, suitable for all budgets. “Tradition” basmati rice is our high-end product : this is an extra-long grain rice, matured for two years for optimal quality and fragrance. Its price is certainly a little higher than that of classic rice., but it offers a taste experience and a beautiful elegance when cooking. To meet the expectations of as many people as possible, we have also developed a mid-range product, highly appreciated for its excellent value for money. Finally, we have developed the BQP range (Quality-Price Shield), which provides access to safe and quality products at the most competitive prices possible. Our goal : satisfy all budgets, without ever compromising food safety. Point to emphasize : despite the insularity, additional logistics costs and our modest size, our rice is cheaper in Reunion than in mainland France. This particularity deserves to be highlighted !
What is the most consumed rice reference in Reunion Island? ?
Fragrant rice still dominates the Reunion market : it represents 60% of the volumes consumed, followed by basmati rice (30 %). The remaining 10% is divided between luxury and semi-luxury rices, without forgetting other varieties such as wholemeal rice, steamed or sushi. Among the most popular references, The fragrant Forban takes first place. This rice, le Phka Malis, was once again voted the best rice in the world in 2025, distinction obtained for the sixth time. Pride for the brand, which offers Reunion consumers a product of excellence ! However, it is basmati which has experienced strong growth for 2 to 3 years, with an increase of more than 6% in 2025. Conversely, luxury and semi-luxury rice are in sharp decline : – 25% over the same period. These developments confirm to us that consumer choices are guided by a generational change.
What were your highlights during this year 2025? ?
We came close to 95% service rate ! This very good figure is not strictly speaking a highlight, but it is one of our great satisfactions of the year. It is extremely important for us to have achieved this level of service quality in order fulfillment.. We must secure it now by continuing our competitiveness and logistical organization efforts.. Thanks to these efforts, Soboriz embodies reliability in the rice market and the company is here to stay : reliability of deliveries, reliability of production. We also worked a lot with the production teams to improve the productivity of our machines and the skills of our employees., so as to produce more rice per unit of time. This is another satisfaction.
Since the health crisis, the question of food sovereignty is central in the overseas territories. How does an actor like Soboriz fit into this reflection? ?
For us, it is essential to buy good quality rice at the right price and bring it to our territory with the existing international logistics network, to then be able to clear customs and transport them to our site. The goal, it is to have large and sufficient stocks. Our stocks are distributed between our raw material silos, the factory itself which processes between 70 and 80 tonnes of rice per day, and our finished products warehouse housing just over 3,000 pallets. We deliver between 12 and 15 trucks of goods every day. This storage capacity is the fruit of the company's investment at the same time as the basis of its territorial anchoring. Our serenity rests on it, and we are also considering increasing it further. I like to point out that we are almost more logisticians than industrialists. We obviously have industrial DNA but we also have to be excellent in logistics., in supply chain and flow management.
Soboriz mills 16,000 tonnes of rice per year. Stable for 10 years, this production represents a market share of 35%. In this declining market, isn’t this consistency already a success? ?
We are doing everything we can to preserve our volumes. Our resolutely defensive strategy allows us to gain market share. It’s a success and I would like to salute all of our production teams, logistics, purchases, of sales and marketing for this remarkable work, and I thank all of our customers for the trust they have placed in us for many years. Thanks to the dynamism of our sales force, to our in-store events, to the visibility of our brands on social networks, to the quality of our products, we manage to satisfy our customers and ever more consumers. We have developed all these skills in-house. We know how to promote brands to which the people of Reunion are deeply attached..
What are the main challenges facing the company today? ?
There are the logistics I was talking about. Soboriz news is marked by logistical challenges, especially at the moment due to tensions in the Middle East. The hazards are numerous : boat delays due to bad weather or damage, tight supplies… Another challenge : constant vigilance on cost management. Inflation impacts both consumers and businesses. Our goal is to limit price increases as much as possible.. Thanks to our efforts, Soboriz prices have generally fallen this year on the Reunion market. To maintain this dynamic, we are continuously working on improving our productivity, maintaining our equipment and strengthening team cohesion. These actions allow us to offer attractive promotions and maintain competitive prices for consumers.. Finally, there is the industrial challenge of productivity, of the modernization of our production tool.
Soboriz directly employs 40 people.
What industrial or technological investments have been made to strengthen your performance ?
Our company carries out two types of investments. First renewal investments : we continually modernize our equipment to improve our economic and industrial performance. Recently, we commissioned a new state-of-the-art colorimetric sorter. This innovative tool makes it possible to remove non-compliant grains in terms of color with increased precision., and thus reduce “collateral losses”. The other series of investments concerns the comfort and safety of our employees. We invest in safety equipment (guardrail, securing loading docks) and in solutions to improve working conditions. Shortly, the installation of an automated palletizer will eliminate manual handling of boxes, freeing our teams for higher value-added tasks.
Is Soboriz still rigorous in its compliance checks?, quality and food safety an element of differentiation with imports, especially for basmati ?
Our commitment to quality control remains unchanged : we continue to invest in laboratory analyzes, well beyond regulatory obligations. These controls, completely voluntary, represent six-figure budgets. We are collaborating with Eurofins, an international reference laboratory whose subsidiary based in Germany specializes in pesticide residue analyzes. Each load of raw materials is systematically checked to guarantee its compliance with French and European standards.. We control the presence of toxins that can be produced by microorganisms in the event of poor cultivation or storage conditions.. We control the purity of basmati : In France, rice can only be labeled “basmati” if it contains at least 93% pure basmati. At Soboriz, 100% of basmati loads are analyzed by this independent laboratory before being shipped to Reunion Island.. In case of non-compliance, the product does not leave the country of origin. To guarantee our customers impeccable products, I perpetuate this policy without any concession.
Are you still critical of certain names of imported rice? ?
Yes, that's correct, some actors don't play by the rules. Rice sold as “basmati” does not always contain the 93% required by regulations. During a recent analysis that we did internally, one product contained barely 60% ! This situation suggests that some importers lack rigor in their controls. Fortunately, things seem to be moving in the right direction : tests carried out in recent months by the authorities have shown rice to be compliant.
Does belonging to the Marbour Group give you a financial or logistical advantage? ?
The Marbour Group is a family group which gives us full operational autonomy. The advantage lies in sharing information, pooling of skills, strategic exchanges around sourcing and market knowledge. Our business is strong. It has the necessary resources to finance its investments, whether internally or through banking partnerships.
Top left : painting of the Soboriz rice mill taken from life by the painter Allan Stephens as part of an artistic series on the Reunion industry. The company is continuously modernizing its industrial equipment. Bottom right : the new colorimetric sorter which allows non-compliant grains to be separated more precisely in terms of color.
What does the dried vegetable market represent?? A complement to the range, or a real growth driver ?
The dried vegetable market is around 5,000 tonnes per year and like rice, we occupy a leading position there with around 35% market share. Dried vegetables represent a little more than 15% of our activity. Unlike rice, this market is characterized by a certain stability, without significant variation in volume. Pulses and legumes are gaining recognition for their nutritional benefits. These are products that benefit from particular attention in terms of quality and sourcing. We work closely with Malagasy producers – long-standing partners in whom we have great confidence. Despite recent difficulties caused by cyclones, they were able to maintain a regular supply of dried vegetables, thus guaranteeing the continuity of our offer.
The Climate and Resilience law of 2021 paves the way for strong development of bulk sales in supermarkets by 2030. Do you see an opportunity? ?
We identify real potential in the development of bulk rice. However, political ambition is one thing, the operational and economic reality is another. In Soboriz, we are thinking about a “real bulk” solution, that is to say a system where the consumer directly fills their container without having to open a bag. Several problems need to be resolved : weighing management to ensure accuracy and fairness, making the product available in a practical and secure manner, the risk of contamination after opening the container – a particularly sensitive issue in a tropical climate like ours. And then a key question remains : Does this offer meet consumer expectations for rice? ? We are convinced of the potential of this approach and we are ready to play a leading role in this area to explore, with the signs, the possibilities, but operational implementation promises to be complex.
Soboriz markets two renowned canned food brands : Aucy vegetables, and Connétable tuna. Are you going to develop this trading activity ?
Trading represents an opportunity for us to supplement our income and secure our 40 jobs.. To also broaden the offer offered to consumers. With our sourcing skills, in logistics and in-store brand animation, we are now able to offer Reunion consumers quality products at competitive prices. Besides, in the next 18 months, we plan to introduce new products to the market. The rule in this area, is that our proposals bring real added value to brands. Without this, they will turn to their purchasing centers, whose power far exceeds ours.
Soboriz is present in Mayotte. Do you have export objectives? ?
Since the beginning of this year, Le Forban rices are available in Mayotte ! This is a first step in our ambition to expand our presence in the region. In the coming months, we wish to offer Le Forban as well as our other brands to consumers in the Indian Ocean islands. Le Forban is a brand with a navigator’s soul : like any sailor worthy of the name, it cannot be content with remaining anchored in the same place... Its horizon extends to the other islands of the Indian Ocean and why not, tomorrow towards other territories. The Forban will go where the winds carry him !
The Soboriz rice mill has little environmental impact. How do you do ?
Thanks to the renewable electricity available in Reunion, our production is based on green energy. In addition, we benefited from the France 2030 plan to invest in a photovoltaic power plant. This installation will allow us to smooth our energy consumption and significantly reduce our CO₂ emissions.. On the other hand, at Soboriz we have no waste : all our co-products are valued locally. The rice bran from our milling is resold to breeders for animal feed. Broken rice is used to produce a beer well known to the people of Reunion Island., as well as locally produced dog and cat food. Soboriz also promotes them under its own Rabato brand – a range of farmyard foods.
If you had to summarize Soboriz's performance in a few key indicators for mass distribution, which ones would you highlight ?
I would remind you of our 95% service rate ! And I would emphasize that our priority is to ensure the delivery of products at the right time and to the right place, to meet the expectations of our partner brands. This ability to guarantee impeccable logistics, coupled with the quality of our products and brands, constitutes a fundamental asset. We go further than just supplying products, with an approach based on strong commercial and marketing expertise, and on the constant desire to promote our brands through commercial events, product highlights, games, gifts. Our sales and marketing team is important for a company of our size. It works in the service of these two objectives : satisfy end consumers with attractive experiences, and support our distribution partners by strengthening their commercial performance.
XAVIER BOCQUILLET change in continuity
Engineer graduated from the Higher School of International Agro-Development (The same), Xavier Bocquillet began his career in Vietnam where, for 12 years, he carried out advisory and support activities for aquaculture companies and small agricultural producers, before founding his own fruit processing company : La Petite Épicerie Saigon. He joined Madagascar in 2018 to manage the agriculture division of the SMTP group. (today Inviso), then to ensure the coordination of the four seafood sites of Madagascar Seafood, an export-oriented activity. In the meeting, Xavier Bocquillet managed Nutrima from December 2020, one of the Urcoopa group companies specializing in the manufacturing and export of aquaculture feed. He took up his position as general manager of Soboriz on November 15, 2024.. From 2022 to the end of 2024, Xavier Bocquillet chaired the Qualitropic competitiveness cluster. With its international experience, he is also France's foreign trade advisor within the CCE Réunion committee..
