Our key figures
With a turnover of €6.3 billion in 2024-2025, 22% of which was generated internationally, the Lambert Dodard Chancereul Group enjoys controlled, sustainable growth. With €317.6 million in current operating income, Lambert Dodard Chancereul is a solid Group able to invest nearly €300 million in its industrial tools and of innovating to prepare for the future, relying in particular on its 120 R&D employees. With 26,700 employees currently working at 120 production plants in France and Europe, the Lambert Dodard Chancereul Group relies on a family shareholder scheme (more than 69% of the capital) that promotes stability. See our commitments
Our family history
Since the 1950s, the Lambert family, based in Sablé-sur-Sarthe (Sarthe), and the Dodard Chancereul, settled in Saint-Denis-d’Anjou (Mayenne) were known for the quality of their poultry. Each family had a stall in the markets at Loué and Châteauneuf-sur-Sarthe.
Geographic neighbours and professional twins, the two family companies both specialised in the slaughter of poultry and shared values and recognised know-how. In 1968 the merger project came into being. The idea was to develop together and to supports the growth of the poultry sector, which tied in with the development of mass distribution. From the outset the families relied on their expertise in farm poultry.
Faced with the emergence of new consumer trends and and strengthened by their expertise in farm poultry, the two companies created Lambert Dodard Chancereul in 1970. The new factory, with a workforce of 90, was designed to meet new consumer expectations. With a turnover of €12 million, the Group developed and diversified its activity to include poultry cuts, processed poultry products, and later on the convenience market.
Milestones in the Lambert Dodard Chancereul Group’s history
50 years later, the Lambert Dodard Chancereul Group has a workforce of more than 23,500 and 93 production plants with a turnover of nearly €5.1 billion. This progression is due to organic and external growth and the development of our brands.
We draw real strength from this growth. Each acquisition is an opportunity to meet new people, to open up and to get new ideas. It also prompts us to ask questions and helps us to remain humble.
Thanks to the contribution of each of the companies that has joined the Group, and the people that form these companies, Lambert Dodard Chancereul Group has become a European leader in poultry and the second stakeholder on the convenience market in France.
Our project
Our landmark project is based on 3 key areas:
Feed consumers well with high quality, accessible, healthy and responsibly-produced products that contribute to the development of our regions,
Satisfy our customers’ needs in the long term by providing quality, service, proximity and innovation,
Ensure that everyone, whether they be employees, farmers or partners in the industry, feels fulfilled in their contact with the group by promoting an approach that focuses on benevolence, respect, listening and performance sharing.
In 2020, the Group set itself 4 commitments in response to the challenges of Sustainable Development with its “Acting with our regions” program: Sustainable farming, Living and working together, Respecting the nature and Providing healthy food.
Our values
Our business governance
From left to right: Violaine Grison (Sofiproteol) – Laurent Guillet – Cécile Sanz – Alexandra Pelletier – Thierry Chancereul – Gilles Huttepain (Société Mancelle Huttepain) – Denis Lambert (Président) – Monique Meneuvrier – Philippe Pancher (Cafel) – Cécile Schweitzer – Stéphanie Laurent (SC Rémy Lambert) – Jean-Paul Sabet – Manuela Gourichon – Christophe Lambert
Missing from photo: Patrice Chancereul & Béatrice Bastien
Our governance reflects LDC's two main characteristics:
A majority family shareholder with a strong presence on the Supervisory Board under the chairmanship of Denis LAMBERT,
A tightened Executive Board, chaired by Philippe GELIN, fully focused on operational management and the achievement of growth and profitability objectives.
The Executive Board is vested with extensive powers with respect to third parties to act in all circumstances in the name of the Group, subject to the powers expressly attributed by law and the bylaws to the Supervisory Board and to Shareholders’ Meetings. It meets as often as the Group’s interests require. It is the Group’s decision-making and administrative organ.
Its missions:
Define Group strategy and follow its implementation,
Define the Group’s performance objectives (financial, commercial, operational, etc.), their roll-out by activity and the monitoring of their achievement,
Allocate the Group’s resources (human resources, financial resources, etc.),
Define the principles of organisation and its processes, to best serve customers and the development of skills.
The Executive Board works closely with the Management Committee, which is the forum for discussion and debate on the challenges facing the Group. Its composition guarantees the balanced representation of the Group’s various activity divisions.
The Supervisory Board oversees the management of the Group led by the Executive Board and reports thereon to the shareholders. It ensures the quality of information provided to shareholders and the markets. For more information, see the Supervisory Board’s rules and regulations.
The Supervisory Board has formed two committees – The Audit Committee and the Compensation Appointments Committee – whose role is to study and prepare the Board’s deliberations.
LDC’s Supervisory Board has thirteen members, seven men and six women. This respects the proportion of 40% members of each sex, as required by law.
LDC applies the recommendations of the Middlenext code, which is the corporate governance code to which it voluntarily refers. Five members of the Supervisory Board qualify as independent in accordance with the criteria set out in this code.
Middlenext code
Published in December 2009, then revised in 2016, the MIDDLENEXT governance code aims to provide listed companies with governance assessment tools compatible with their size, capital structure and history.
The code leaves sufficient flexibility in the rules of governance to adapt them to the realities of companies.
As this code was particularly well suited to the size of our company, we have been using since May 2010 to assess our governance.
To access the Middlenext code: Click here
LDC Supervisory Board rules and regulations
The purpose of this regulation is to specify the operating procedures of the Supervisory Board, to remind members of their various duties and to promote good governance practices.
Our organisation and our activities
Organisation of the Groups
The Lambert Dodard Chancereul Group is currently based on decentralised organisation. The subsidiaries, which are organised around geographic centres, are autonomous, each headed by a site manager, which facilitates decision-making and action that is as close as possible to the expectations of the field. Teams are aware of their responsibilities and are therefore responsive and effective. Our family-based model offers the flexibility and creativity of a SME. Thanks to our transversal roles, ensuring consultancy, control, consistency and communication, we move forward in synergy and share best practices and experiences.
The Group consists of a multitude of companies each developing their project autonomously and in line with the Group strategy. Over the course of its history, the Group has developed its divisions by activity and by region to support its growth with an adapted and local organization that preserves decentralisation. The Group has therefore polarised its organisation around its two activities:
• For Poultry,
– The Upstream division, 22 plants and 11 production organisations,
– The Poultry Division: 52 plants. This division is divided into 7 entities: the “LDC TERRAVENIR” division, the “VDR” division, SBV, VOLENA, Maître CoQ, Cailles Robin, and the Hauts-de-France division,
– The International division: 16 plants.
• For Convenience:
– 12 plants. The division is made up of 6 entities : Marie, Marie Surgelés, Agis, La Toque Angevine, Régalette et Espri Restauration.
The Lambert Dodard Chancereul Group also has 14 logistics centers, 13 of which are in France and 1 in Belgium.
The head office includes functional departments that support the subsidiaries: human resources, management control, the environment, the European processed products sector, the international sector, the poultry sector, IT, logistics, marketing and media, prevention, quality, research and development (R&D), occupational health and safety, technology and sustainable development. Within the regional divisions, the subsidiaries are increasingly developing local support roles.
Our plants
Lambert Dodard Chancereul Group activities are distributed over 93 plants across Europe, 16 plants for the Upstream division, 51 plants for Poultry division, 14 plants for the Export & International division and 12 for the Convenience food division. The Group also has 14 logistics centers.
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