Business Plan Hi-Rice AG
Sustainable Premium Rice – Increase to 8,000 Tons by 2027
Status: 11/21/2025 – Version 1.0
Summary
1.1 Hi-Rice AG at a glance
Hi-Rice AG is a Swiss food & impact company that aims to set a new standard in the global rice and carbohydrate market through:
- water-saving rice cultivation
- proprietary seed technology
- Zero Rice (sugar-free, low GI)
Based on the current financial plan, Hi-Rice scales from 650 tonnes in 2026 to around 17,600 tonnes in 2030, generating over five years:
- ≈ CHF 168 million in cumulative revenues
- ≈ CHF 89.6 million in cumulative profit before tax
1.2 Problem & solution
Problem
Global rice production is:
Global rice production is:
- highly water- and resource-intensive,
- under pressure from climate, regulation and sustainability,
- not aligned with the rising demand for healthier carbohydrates (low GI, sugar-free) and sustainably produced foods.
Traditional brands and private labels only partially address this combination of health + sustainability + impact.
Solution: The Hi-Rice model
Hi-Rice fills this gap with an integrated model that combines:
- water-efficient cultivation in selected regions (e.g. Thailand, Morocco, Sri Lanka)
- proprietary seed / recipe developed by Michael Blatter
- functional products such as Zero Rice (sugar-free, low GI) for health-conscious consumers
- processing and quality control under Swiss standards, via partners such as Reismühle Nutrex
1.3 Business model & cost structure
Hi-Rice operates an integrated value chain from cultivation to branded products and value-added lines.
Key economics:
- Target COGS: CHF 1.30 per kg
- including cultivation, transport, processing and reserve
- Weighted average product selling price: approx. CHF 3.35 per kg (based on the current revenue forecast and product mix). At a target COGS of CHF 1.30 per kg, this corresponds to a product-level gross margin of roughly 60 %.
This leads to a weighted gross margin of around 40 % on product level.
Through the intended channel mix (online/D2C, retail, B2B), the effective gross margin increases:
- Online / D2C:
- ≈ 10 % of volume
- ≈ 80.4 % gross margin
- Retail:
- ≈ 60 % of volume
- ≈ 53.45 % gross margin
- B2B / wholesale:
- ≈ 30 % of volume
- ≈ 40 % gross margin
Across all channels, this results in an average gross margin of around 52 % on net sales.
1.4 Production & scale-up
Production is scaled across multiple growing regions, with 10 % of each harvest held back as a security reserve to safeguard supply and quality.
Planned harvest volume (rounded):
- 2026: approx. 650 t
- 2027: approx. 8'000 t
- 2028: approx. 10'400 t
- 2029: approx. 13'520 t
- 2030: approx. 17'576 t
In total, Hi-Rice produces around 50'146 t over five years.
In parallel:
- farmland and partnerships in the growing countries are expanded,
- for each growing region, a local production manager is appointed –
- recruitment and training from 2026,
- full operational responsibility from 2027 onwards.
1.5 Markets & positioning
In its initial phase, Hi-Rice focuses on three core European markets:
- Switzerland, Germany and France
- clear positioning in the premium and specialty segment
- focus on health, sustainability and partially organic/BIO offerings
In all three markets, the premium segment is substantial; a mid-term 5 % market share in the premium segment per country already translates into double-digit million revenues per market.
Additional layers of the market strategy:
- Growing countries as local markets
- target: sell 50 % of the harvest locally (retail, gastronomy, institutions)
- remaining 50 % supply export and premium markets (e.g. CH, EU, US)
- US market as medium-term upside
- significantly larger than the Swiss market
- even a small single-digit premium share could create tens of millions in revenueside.
1.6 Financial profile (current plan 2026–2030)
Based on the updated financial plan, Hi-Rice shows the following financial trajectory:
Revenue growth:
- from approx. CHF 2.2 million in 2026
- to almost CHF 59 million in 2030
→ around CHF 168 million in cumulative revenues over five years.
Profit before tax:
- from approx. CHF 0.08 million in 2026
- to around CHF 37.1 million in 2030
→ around CHF 89.6 million in cumulative profit before tax over five years.
Break-even:
- operational break-even is expected already in 2026
- first positive profit before tax despite being an early scale-up year
Investment & capital needs:
- total funding requirement of CHF 20 million, with the main tranches planned as follows:
- approx. CHF 5 million in 2025 (production build-up, brand, certifications, core team)
- approx. CHF 7.5 million across 2026/27 (scale-up of capacity, market entries in DE/FR, expansion of the sales organisation)
with the remaining funds reserved for further expansion and working capital.
Funds are allocated to:
- production build-up & farmland
- certifications & ESG
- brand & market entry (CH/DE/FR)
- team & organisation (CFO, production managers, KAM, field sales)
- working capital (including a peak of approx. CHF 3–5 m)
The model thus combines a capital-efficient structure with high scalability and a clearly visible transition into a highly profitable phase.
1.7 Team & execution
Hi-Rice is led by a lean, experienced core team:
- Founder / Chairman – Michael Blatter
- seed development, cultivation concept, sourcing network
- deep expertise in rice, agriculture and supply chains
- CEO – Besim Ramadani
- building Hi-Rice AG
- managing strategic partners (production, logistics, processing, sales)
- responsible for market entry and revenue growth
From 2027 onwards:
- a CFO will join to lead:
- group finance and controlling
- investor reporting
- international legal & tax structuring
In the growing countries:
- production managers are recruited and trained from 2026
- full operational responsibility from 2027
They are complemented by:
- key account management for retail & wholesale (from 2027),
- 1–2 field sales roles from 2028 to support regional market development,
- external experts for certification, legal, IT/traceability and marketing.
1.8 Investment case
For investors, Hi-Rice offers a combination of product innovation, scalable economics and ESG impact:
- Clearly differentiated product & technology
- Zero Rice (sugar-free, low GI)
- water-saving cultivation model
- proprietary seed technology with licensing potential
- Access to growing premium & health segments
- Switzerland, Germany, France as core markets
- additional upside in growing countries and the US
- Scalable, high-margin financial model
- early break-even in 2026
- profit potential of over CHF 37 million per year by 2030
- attractive gross margins (~52 %) with a lean cost base
- Strong ESG & impact profile
- reduced water use and improved ecological footprint
- local value creation in growing countries
- innovative charity and licensing models that generate recurring funding for social projects
Hi-Rice invites investors to co-create a business that is:
- economically attractive,
- environmentally meaningful, and
- globally scalable.s investors to co-create a business that is economically attractive, environmentally meaningful and globally scalable.
1
2. Company & Vision
2.1 Company profile
Hi-Rice AG is a Swiss food and impact company that has been rethinking the rice market since 2022. The company combines innovative, water-saving rice cultivation in selected growing countries with Swiss quality standards, modern brand building and a clear focus on health-conscious consumers.
The core of the business model is the combination of:
- proprietary seed and cultivation concept (developed by Michael Blatter),
- scalable cultivation partnerships in countries such as Thailand, Morocco and Sri Lanka,
- processing and quality control in cooperation with Reismühle Nutrex and other Swiss partners,
- and a strong brand positioned in the premium and health segment.
Hi-Rice is set up as a lean, capital-efficient organisation and works with specialised partners (production, logistics, certification, marketing) in order to scale fast and sustainably.
2.2 Vision
Hi-Rice’s vision is to establish a new global standard for rice – healthy, resource-efficient and economically attractive.
Hi-Rice aims to establish itself as a leading provider of sustainable premium rice through
In concrete terms, this means:
- rice that requires significantly less water than traditional flooded cultivation,
- products such as Zero Rice (sugar-free, low GI) that combine health, taste and everyday convenience,
- a value chain that connects farmers, trade, consumers and investors,
- and a model that can be replicated in other countries and regions, including licensing and cooperation models with governments and private investors.
2.3 Mission
Hi-Rice’s mission is to intelligently connect rice cultivation, nutrition and impact:
Hi-Rice AG produces and distributes
sustainable, certified premium rice varieties
that bring nutrition, climate and health into harmony.The company combines
Key elements of the mission:
- Enabling healthier nutrition: products that actively support people focused on health, fitness and blood sugar management (e.g. diabetics, low-carb target groups).
- Preserving resources: cultivation with reduced water usage and a focus on soil health, climate and biodiversity.
- Sharing value fairly: long-term partnerships with farmers and production partners, including stable purchase volumes and income perspectives.
- Building scalable models: structures that can be rolled out to further countries, markets and licensing projects.
- Making impact visible: transparent communication on water usage, CO₂ footprint, social standards and projects with charity organisations.
2.4 Values & principles
Hi-Rice operates based on clearly defined values, which apply internally and towards partners and investors.
- Sustainability & responsibility
Environmental and social criteria are not “nice to have” but an integral part of the business model. Water usage, soil health, fair working conditions and certifications are core elements.
- Health & quality of life
Hi-Rice develops products that offer real health benefits – for example through a low glycaemic index, sugar-free variants and high-quality nutritional profiles.
- Transparency & trust
Supply chains, growing regions and partners are openly communicated. Data on cultivation, quality, certifications and impact should be traceable for consumers, trade and investors.
- Partnership & co-creation
Hi-Rice sees itself as a partner for farmers, retailers, gastronomy, governments, investors and charity organisations. Projects are developed jointly rather than imposed top-down.
- Innovation & scale
Proprietary seed, new product formats (e.g. chips, crackers, flours from broken rice) and digital tools for traceability are expressions of a clear innovation and scaling logic.
2.5 Value proposition – overview
Hi-Rice’s value proposition can be summarised on three levels:
- For consumers:
Healthier rice with a better nutritional profile (Zero Rice, low GI), produced with less water and under Swiss quality control – without compromising on taste or convenience.
- For retail & gastronomy:
A differentiated premium product with a strong story (health, sustainability, Swiss brand), attractive margins and reliable availability.
- For investors & partner countries:
A scalable, high-margin model with clear impact metrics, a visible ramp-up path (650 t → 17,600 t) and the option to roll out the concept via licences and cooperation models.
This chapter sets the foundation; the following sections of the business plan will go into detail on markets, products, ESG impact and the financial model.
2
3. Products & Business Model
3.1 Product portfolio
Hi-Rice starts with a focused yet scalable range of five core rice products, complemented by future value-added products based on broken rice:
- Primal Jasmin Rice – classic fragrant rice for everyday consumption, main volume driver.
- Primal Pathum Rice – aromatic premium rice, close to the Jasmin segment.
- Primal Zero Rice – functional rice with a low glycaemic index, sugar-free, designed for diabetics, low-carb and fitness target groups.
- Primal Red Rice – nutrient-dense wholegrain rice with high fibre content.
- Primal Black Rice – antioxidant-rich rice for premium and gastronomy concepts.
The current volume split in the base portfolio:
- 70 % Primal Jasmin Rice
- 10 % Primal Pathum Rice
- 10 % Primal Zero Rice
- 5 % Primal Red Rice
- 5 % Primal Black Rice
This results in a weighted average selling price of approx. CHF 3.35 per kg for the base portfolio.
3.2 Zero Rice & functional products
Zero Rice is Hi-Rice’s functional flagship product:
- sugar-free,
- low glycaemic index (Low GI),
- targeted at health-conscious consumers, diabetics, low-carb and fitness communities.
With Zero Rice, Hi-Rice clearly moves beyond commodity rice and positions itself at the intersection of rice, health and functional nutrition.
We are continuously working to expand our portfolio to meet growing market needs:
- Basmati Rice
- Baby Rice
- Sticky Rice
- Sushi Rice
- Risotto Rice
Over time, additional functional lines are planned, for example:
- sports and performance-focused blends,
- products for clinics and institutions (e.g. diabetic diets),
- child-friendly and convenience formats.
3.3 Value chain & cultivation concept
The Hi-Rice value chain combines cultivation in selected countries with processing and quality control in Switzerland.
- Cultivation in partner countries
- Cultivation in countries such as Thailand, Morocco and Sri Lanka, using a water-saving, non-flooded cultivation system.
- Use of a proprietary seed / recipe developed by Michael Blatter.
- Long-term partnerships with local farmers and farm operators; each country is managed by a local production manager (recruitment & training from 2026, full responsibility from 2027).
- Processing & quality in Switzerland
- Transport of rice to Switzerland, including customs and logistics.
- Cleaning, sorting and packaging in cooperation with Reismühle Nutrex and other partners.
- Quality management according to Swiss standards, including residue and quality controls.
- Sales in core and growing markets
- Sales via retail, gastronomy, B2B and D2C in Switzerland, Germany, France and additional markets.
- Development of local markets in growing countries, with the goal to sell 50 % of the harvest per country locally.
3.4 Business model & revenue streams
Hi-Rice’s business model comprises several interlinked revenue streams:
- Base rice portfolio (B2B, retail, D2C)
- Core revenues from the five main SKUs in 1 kg and larger packs.
- Focus on recurring volumes with retailers, gastronomy, wholesalers and online customers.
- Value-added products from broken rice
- Use of broken rice to produce rice chips, rice crackers, rice flour and additional lines.
- Increases value per tonne of rice and reduces waste.
- Country & licensing models (mid- to long-term)
- Option to license the Hi-Rice cultivation and product concept to governments, ministries and private investors.
- Potential revenue from licence fees, joint ventures and PPPs.
- Charity & project models
- Structured cooperation with charity organisations that participate in specific cultivation projects and receive a share of proceeds to fund their own initiatives.
3.5 Pricing & margin structure
Based on the current cost and pricing calculations:
- Hi-Rice COGS per kg:
- Local cultivation: CHF 0.20/kg
- Transport/customs to Switzerland: CHF 0.10/kg
- Processing up to warehouse in Baar: CHF 0.89/kg
- Reserve (seed, contingencies): CHF 0.11/kg
- Total COGS: CHF 1.30/kg
- Weighted average product price:
- approx. CHF 3.35/kg based on the current product mix.
- Gross margins:
- The channel mix results in an effective average gross margin of approximately 52%.
Target channel mix:
- B2B / wholesale: 30 % of volume, approx. 40 % gross margin
- Retail (direct to retailers): 60 % of volume, approx. 53.45 % gross margin
- D2C online shop: 10 % of volume, approx. 80.4 % gross margin
The model is designed so that volume is scaled via retail and B2B, while D2C provides a disproportionate contribution to overall margin.
3.6 Product roadmap 2026–2030
The product roadmap aligns with the production scale-up:
- From 2026:
- Focus on the core portfolio (Jasmin, Pathum, Zero, Red, Black Rice) in 1 kg packs.
- Launch of initial foodservice and B2B SKUs (e.g. 5 kg bags).
- From 2027:
- Expansion into targeted gastro and foodservice formats, including larger bulk packaging.
- Preparation of the first value-added products from broken rice (chips, crackers, flours).
- From 2028:
- Scale-up of snack and flour products via retail and D2C.
- Expansion of functional product lines (e.g. sports, medical nutrition).
- From 2029/2030:
- Preparation and implementation of international licensing and cooperation models, especially with governments and institutional partners, based on validated projects from the earlier years.
3
4. Market & Customers
4.1 Overall market & trends
Rice is one of the world’s most important staple foods – and at the same time, demand is shifting:
- towards health-conscious consumers (low GI, low sugar, plant-based diets),
- towards premium and specialty segments (organic, origin, sustainability, transparency),
- towards functional foods that deliver more than “just calories”.
Regulatory requirements (residues, certifications, transparency) are rising, while pressure on water use, climate and soil health is increasing. Hi-Rice positions itself exactly at this intersection: as a provider of healthy, sustainable and differentiated rice with a Swiss quality promise.
- Worldwide rice market: several hundred billion USD
- Steady growth, especially in the premium, organic, and health segments
- Rice cultivation is heavily dependent on water availability, climate, and soil – a **strategic advantage for low-water concepts** like Hi-Rice.
- In all three core markets, the premium and organic/BIO segments are growing faster than the overall rice category. Hi-Rice is designed to play exactly in this intersection: sustainable cultivation, functional health benefits and, over time, organic-certified SKUs.
4.2 Core markets: Switzerland, Germany, France
In its first phase, Hi-Rice focuses on three core European markets.
4.2.1 Switzerland
Switzerland is Hi-Rice’s home market and an ideal launchpad:
- high willingness to pay for premium and health products,
- strong preference for Swiss quality, organic and sustainability,
- manageable market size with a clearly addressable target group.
Hi-Rice is positioned as a Swiss premium brand with international sourcing, a strong health story (Zero Rice, Low GI) and a credible ESG profile.
4.2.2 Germany
Germany – rice market
- Total rice market volume: approx. EUR 1.805 bn
- Specialty & premium segment: approx. 25 %, i.e. around EUR 450 m
- Hi-Rice target market share in the specialty segment: 5 % → approx. EUR 22 m revenue potential
Germany is particularly attractive due to its large retail landscape, fast-growing organic and health segments and strong openness towards international brands.
4.2.3 France
France – rice market
- Total rice market volume: approx. EUR 1.4 bn (≈ 1,400 m)
- Specialty & premium segment: approx. 25 %, i.e. around EUR 350 m
- Hi-Rice target market share in the specialty segment: 5 % → approx. EUR 17.5 m revenue potential
France, as a traditional food and gourmet market, offers strong potential for premium, organic and specialty rice – both in retail and gastronomy.
Core market conclusion
These figures illustrate that in the three core markets Switzerland, Germany and France alone, there is a very substantial medium-term revenue potential in the premium segment – even before entering markets such as the USA or additional EU countries.
4.3 Markets in production countries
With each new growing region (e.g. Thailand, Morocco, Sri Lanka), a local market emerges in parallel:
- Target: sell around 50 % of the harvest per country directly in the respective growing country (retail, gastronomy, institutions).
- The remaining 50 % is used to supply export and premium markets (e.g. Switzerland, EU, USA).
Hi-Rice thus not only builds an export model but also strengthens local value creation and food security in its growing regions. Each new cultivation project effectively opens up a new local market.
4.4 US market (upside option)
US market (example)
The US rice market is a multiple of the Swiss market. Even a small single-digit percentage share in the premium segment could already translate into tens of millions in annual revenues.
In this business plan, the US market is deliberately positioned as an option and upside:
- Priority lies on Switzerland, Germany and France and on establishing robust production structures.
- The US will be addressed once DACH and France are established and production capacities are scaled accordingly.
The US thus represents a clear future growth path without diluting focus in the first phase.
4.5 Target groups
Hi-Rice addresses several distinct target groups:
- Health-conscious consumers
People who care about nutrition, exercise, sugar intake and quality carbohydrates.
- Diabetics, low-carb and fitness segments
Consumers for whom blood sugar management (Low GI, Zero Rice) is crucial.
- Premium customers
Shoppers in organic, health food, delicatessen and specialty retail who are willing to pay a premium for quality, origin and sustainability.
- Gastronomy & system catering
Restaurants, chains, canteens, hospitals and elderly care, looking for reliable quality and products with a clear health story.
- B2B customers in foodservice and processing
Companies that use rice in further processed products (convenience, ready meals, snacks).
- D2C customers with high loyalty
Online customers with subscriptions and high repeat rates, who buy directly from Hi-Rice and value brand, story and impact.
4.6 Market barriers & access hurdles
Despite the attractive potential, several barriers exist:
- Price sensitivity
Parts of the market are heavily price-driven and oriented towards private labels and standard brands. Hi-Rice therefore needs to communicate its added value (health, sustainability, Swiss quality) very clearly.
- Listing and promotion costs
Entering retail requires listing fees, promotions and marketing investments. These are reflected in the financial plan and funding allocation.
- Regulatory requirements
Strict requirements regarding residues, origin, certifications, organic standards and documentation must be met. Hi-Rice therefore relies on clear certification and audit processes (e.g. LCA, organic/BIO, SRP).
Even with these hurdles, the market for a clearly positioned, credible premium health product with a Swiss quality seal is highly attractive – especially in the premium and specialty segments where Hi-Rice intends to play.
4
6. Marketing & Sales (EN)
6.1 Positioning & brand strategy
Hi-Rice is positioned as a premium and health-driven brand in the rice segment, with a clear focus on:
- health (Zero Rice, low GI, sugar-free),
- sustainability (water-saving cultivation, impact in growing countries),
- Swiss quality & trust (processing, standards, brand management).
The goal is to be perceived by consumers, retailers and gastronomy as:
“The smart rice for health and sustainability – powered by Swiss Quality.”
Key elements of the brand strategy:
- Differentiation from classic rice and private label products via health, sustainability and storytelling.
- A clear premium claim without losing everyday relevance.
- Consistent communication across all channels (online, retail, foodservice).
6.2 Go-to-market strategy & channels
The go-to-market approach is a multi-channel strategy balancing volume, margin and brand building.
D2C (Direct-to-Consumer)
- Online shop as brand and storytelling hub.
- Highest margin (approx. 80.4 %) and direct access to end customers.
- Ideal for new product launches, A/B testing and community building.
Retail (grocery & specialty)
- Main lever for volume and visibility.
- Presence in premium and specialty shelves (e.g. Coop, Migros, Alnatura, Globus, organic and delicatessen stores).
- Target: long-term listings in CH / DE / FR.
Gastronomy & wholesale (foodservice)
- Acts as a volume and image channel.
- System catering, canteens, hospitals, elderly care, catering.
- Stable volumes and strong reference effect.
Ethnic & specialty trade
- Presence in ethnic and specialty stores where rice plays a central cultural role.
- Strengthens authenticity and brand visibility among rice-intensive communities.
6.3 D2C & performance marketing
The D2C channel is strategically important for two reasons: highest margin and direct access to the target group.
Core elements:
- Online shop
- Clear product worlds (Health, Family, Gastro, Zero Rice etc.).
- Transparent communication about cultivation, seed, water use and impact.
- Social media (Meta, TikTok, LinkedIn)
- Meta & TikTok: reach, storytelling, recipes, everyday usage.
- LinkedIn: impact story, B2B, retail and investor communication.
- Influencer & creator collaborations
- Partnerships with fitness, health, food and sustainability influencers.
- Focus on credibility rather than pure reach.
- Content marketing
- Recipes, meal prep, nutrition tips, diabetic and low-GI education.
- Stories about farmers, growing regions, water savings and CO₂ footprint.
- Subscription & club concepts
- Subscription boxes (e.g. “Family Rice Box”, “Zero Rice Health Box”).
- Community elements such as exclusive content, promotions and early access.
6.4 Sales & key account management
Retail and foodservice are mainly developed via key account management and field sales:
- Key Account Management (from 2027)
- Manages large retail and wholesale customers.
- Negotiates listings, category development, promotions and secondary placements.
- Builds long-term strategic partnerships with selected chains.
- Field sales (1–2 FTEs from ~2028)
- Regional support for stores, gastronomy and foodservice partners.
- In-store training, product tastings, promotion support.
- Collects market feedback and monitors competition.
6.5 Sales & marketing channels (overview)
Key channels at a glance:
- Premium & specialty retail
- e.g. Coop, Migros, Alnatura, Globus, organic and fine food stores.
- Health food & zero-waste stores
- Focus on organic, sustainability and conscious consumption.
- Ethnic stores
- Markets with strong rice affinity (Asian, African, Middle Eastern etc.).
- Gastronomy / system catering
- Restaurants, hotel chains, canteens, hospitals, care homes.
- Wholesale / foodservice
- Wholesalers serving gastronomy and institutions.
- Own online shop & selected marketplaces
- Hi-Rice online shop as primary D2C channel.
- Selected marketplaces as potential reach extenders.
6.6 D2C KPIs & target values
To manage the D2C channel, Hi-Rice defines clear target KPIs:
- Average order value (AOV): approx. CHF 35–45
- Customer acquisition cost (CAC): approx. CHF 18–28
- Conversion rate: approx. 1.5–4 %
- ROAS (Return on Ad Spend): approx. 2.2–3.5
- Repeat purchase rate: approx. 25–35 %
These KPIs serve as benchmarks for scaling:
Improving repeat rates and ROAS are key levers to make D2C a highly profitable and scalable growth engine.
Improving repeat rates and ROAS are key levers to make D2C a highly profitable and scalable growth engine.
→ Average target gross margin across the entire product and channel structure: approx. **60 %**, despite a 10 % harvest reserve, as D2C and premium products push the margin up.
6
7. ESG & Impact
7.1 Starting point: water, climate & nutrition
Conventional rice cultivation is:
- highly water-intensive,
- often vulnerable to climate extremes,
- frequently lacking robust regulation around residues, soil health and social standards.
At the same time, pressure is increasing on:
- water resources,
- CO₂ and methane emissions,
- transparent and sustainable supply chains.
Hi-Rice directly addresses these challenges with water-saving cultivation, measurable impact and a structure that creates local benefits in its growing regions.
7.2 Ecology: water, climate & soil
Water usage & cultivation method
Hi-Rice employs a dry or significantly water-reduced cultivation system compared to traditional flooded rice paddies.
Conservatively, Hi-Rice assumes at least 20 % lower water use, with scientific validation (e.g. LCA studies) planned from 2026 onwards.
Conservatively, Hi-Rice assumes at least 20 % lower water use, with scientific validation (e.g. LCA studies) planned from 2026 onwards.
Key elements:
- No permanently flooded fields;
- targeted water management, adapted to climate and soil;
- focus on soil regeneration and sustainable yield improvements.
Climate & CO₂
Lower water use, improved management and modern cultivation practices help reduce the climate footprint of rice production. Hi-Rice plans to:
- conduct Life Cycle Assessments (LCA),
- document CO₂ (and where relevant, methane) emissions,
- establish ongoing monitoring of key environmental indicators.
7.3 Social impact & local value creation
Hi-Rice sees itself as a shared value platform: value should be created not only in Switzerland but also in the growing countries.
Key elements:
- Long-term purchase commitments with local partners and farmers, rather than opportunistic spot buying.
- Job security and creation in agriculture, logistics and basic processing.
- Building local capabilities through training and knowledge transfer:
- recruiting and training local production managers from 2026,
- training farmers in water-saving techniques, soil health, crop rotation and sustainable fertilisation.
With every new growing region, a local market is developed in parallel: Hi-Rice aims to sell around 50 % of the harvest per country locally (retail, gastronomy, institutions), with the remaining 50 % serving premium and export markets.
7.4 Certifications & transparency
To make environmental and social standards measurable and comparable, Hi-Rice is building a structured certification roadmap:
- Organic / BIO
- Stepwise organic certification of selected products according to EU organic standards and relevant national schemes.
- CO₂ & LCA
- Conducting LCA studies to quantify the climate footprint.
- Documenting the benefits of water-saving cultivation.
- Sustainable Rice Platform (SRP) & similar frameworks
- Alignment with leading rice sustainability standards (water, soil, social criteria).
- Food safety & residue management
- Cooperation with Reismühle Nutrex and accredited laboratories for residue and quality checks.
- Compliance with – and where possible, exceeding – EU and Swiss thresholds.
The goal is to provide investors, retailers and consumers with clear, verifiable evidence – not just marketing claims.
7.5 Local country benefits & knowledge transfer
Hi-Rice’s ambition in the growing countries is not only to buy rice, but to co-develop structures:
- Technical upgrades & infrastructure
- Supporting the planning and build-up of drying, storage and basic processing facilities.
- Introducing processes that meet international quality standards.
- Training & knowledge transfer
- Developing and training local production managers (from 2026).
- Collaborating with local universities, agricultural schools and public agencies.
- Participation & governance
- Involving ministries, public institutions and local partners in the design and development of projects.
- Option for public–private partnerships or joint ventures with governments and local investors.
Hi-Rice thus becomes a replicable blueprint for sustainable rice cultivation – actively fostering technological progress, training and participation in its growing regions.
7.6 Charity partnerships & rice cultivation
A distinctive element of Hi-Rice’s impact model is its collaboration with charity organisations in Switzerland and abroad:
- Charity partners can define rice cultivation projects together with Hi-Rice (specific fields, areas or volumes).
- Based on the yields from these areas, the organisation receives a recurring financial share of the proceeds.
- These funds can then be used freely to support the organisation’s own projects (education, health, social initiatives, development projects etc.).
Transparent agreements on areas, yields and revenue shares, combined with regular reporting, ensure that donors and supporters can clearly see how rice cultivation generates ongoing funding for meaningful projects.
This model strengthens Hi-Rice’s ESG and impact profile and positions the company as a partner for sustainable project financing, not just as a product supplier.
7.7 Hi-Rice production capacity – Scenario B vs. Scenario C
Hi-Rice plans to build up its production capacity in two stages: a conservative Scenario B and a scaling Scenario C. Both scenarios are based on the same fundamentals (cultivation concept, partnerships, COGS, channel mix), but differ in the degree of expansion beyond 8,000 t.
Scenario B – conservative scaling (stabilisation at 8,000 t)
In Scenario B, production capacity is ramped up quickly and then stabilised at a sustainable level:
- 2026: build-up phase with a harvest of approx. 650 t
- 2027: step-up to approx. 8,000 t – the key scaling milestone
- From 2027 onwards: capacity is stabilised at around 8,000 t per year
This scenario demonstrates that Hi-Rice can achieve an attractive revenue and profit profile with a sustainable capacity of around 8,000 t. It serves as a downside/base case for investors: existing cultivation partnerships and markets are fully utilised without an overly aggressive expansion strategy.
Scenario C – dynamic scaling beyond 8,000 t
In Scenario C, Hi-Rice does not stop at 8,000 t but continues to scale dynamically. Based on the current plan (illustrative figures):
- 2026: approx. 650 t
- 2027: approx. 8,000 t
- 2028: approx. 10,400 t
- 2029: approx. 13,520 t
- 2030: approx. 17,576 t
Within four years after reaching 8,000 t, Hi-Rice more than doubles its production volume again. This scenario illustrates the full scaling potential of the model – especially when additional growing areas, countries and licence projects are added.
Investor perspective
- Scenario B proves that Hi-Rice already has a strong, profitable business at a stabilised capacity of 8,000 t.
- Scenario C shows the upside potential: further ramp-up of production in existing and new regions allows the business to grow significantly beyond 8,000 t.
Both scenarios are based on the same cost structure (COGS ~CHF 1.30/kg, gross margin ~52 %) and the same core markets (CH/DE/FR + growing countries). The key difference lies in the depth and speed of expansion – and thus in the scaling profile of revenues and profits.
7
11. Implementation & Milestones (RM 2025–2030)
11.1 Overview
Hi-Rice follows a clear, phased roadmap:
- 2025: Brand building, structure & preparation
- 2026: Production start & break-even
- 2027: Scale-up to 8,000 t & organisational build-out
- 2028: Product deepening & value-added products
- 2029–2030: International scaling & licensing model
The goal is to synchronise commercial scaling and impact – moving from a brand & structure phase into a globally scalable platform.
11.2 2025 – Foundation & brand building
Strategic focus 2025:
- Brand building in Switzerland
- sharpening positioning (health, sustainability, Swiss quality).
- finalising branding, packaging, product stories (Zero Rice, premium varieties).
- Building D2C infrastructure & online shop
- launch of the Hi-Rice online shop as the central hub for brand, content & community.
- technical setup (shop, payments, fulfilment, analytics).
- Content & community
- starting social media activities (Meta, TikTok, LinkedIn).
- creating content: recipes, health & sustainability stories, cultivation & impact insights.
- Pilot customers in retail & gastronomy (Switzerland)
- onboarding first pilot retailers and gastro partners.
- testing price points, assortment, pack sizes and consumer response.
- Background structure & funding preparation
- fine-tuning the financial model, business plan and pitch deck.
- preparing and structuring funding rounds (total target: CHF 20 m across several tranches).
11.3 2026 – Production start, scale-up & break-even
Strategic focus 2026:
- Production volume ~650 t
- ramp-up of initial growing areas (e.g. Thailand, Morocco, Sri Lanka).
- ensuring quality, processes and logistics.
- Market launch in Switzerland & first DACH steps
- extending presence in Swiss retail and gastronomy.
- preparing market entry in Germany & France (partner discussions, first tests).
- Strengthening online & D2C
- optimising conversion, AOV, CAC, ROAS.
- building a loyal repeat customer base via subscriptions/club models.
- Building governance & reporting
- implementing reporting structures for investors (KPIs, impact, risk).
- establishing planning and controlling processes.
- Financial milestone
- reaching break-even (first positive profit before tax, approx. CHF 80k).
- forming the basis for the next funding and scaling phase.
11.4 2027 – Scale-up to 8,000 t & organisational build-out
Strategic focus 2027:
- Step-up to approx. 8,000 t production capacity
- expanding growing areas in partner countries.
- scaling supply chains end-to-end.
- Market expansion in Germany & France
- targeted roll-out with selected retail and wholesale partners.
- building key accounts in DACH & FR.
- Team expansion & governance
- CFO joining from 2027 – professional financial steering, investor reporting, structuring the growth phase.
- local production managers in each growing country with full operational responsibility.
- onboarding a Key Account Manager for retail & wholesale.
- Impact & certifications
- starting scientific measurement (e.g. water usage, LCA).
- preparing organic certifications for selected lines.
11.5 2028 – Product deepening & value-added products
Strategic focus 2028:
- Stabilisation & moderate growth beyond 8,000 t
- production volumes in the 10,000+ t range (according to Scenario C).
- optimisation of yields, quality and processes.
- Extension of the portfolio & value-added products
- launch of rice chips, rice crackers and rice flour based on broken rice.
- expansion of functional lines (e.g. sports, medical nutrition, institutional products).
- Sales expansion & field force
- hiring 1–2 field sales representatives to cover key regions in CH/DE/FR.
- intensifying trainings, tastings and in-store promotions.
- Strengthening D2C & brand community
- expanding subscription models, loyalty programmes and digital community.
- deepening influencer and creator partnerships.
- Certifications & ESG transparency
- first organic labels and published impact metrics (water, CO₂, social impact).
11.6 2029–2030 – International scaling & licensing model
Strategic focus 2029–2030:
- Scaling production to 13,520 t (2029) and approx. 17,576 t (2030)
- further expansion of acreage in existing countries, potential new growing regions.
- stabilising yields, quality and supply reliability.
- Market expansion beyond CH/DE/FR
- targeted entry into additional European markets.
- preparation and pilot tests in the US market as an upside option.
- Roll-out of the licensing & cooperation model
- offering the Hi-Rice concept to governments, ministries, development banks and private investors.
- building country projects where Hi-Rice provides know-how, seed and concept – partners provide land, capital and local teams.
- Deepening impact & charity collaborations
- expanding charity-linked rice projects that generate recurring funding for social initiatives.
- integrating these models into ESG reporting and investor communication.
- Financial scaling
- revenues of almost CHF 59 m in 2030 (base case) with approx. CHF 37.1 m profit before tax.
- cumulative profits and cash flows enable reinvestment, potential dividends and further expansion.
11.7 Funding Requirement
- Total: CHF 20 M (2025–2028)
- Structure: 3 tranches
11.8 CapEx Plan (Example)
- 2025: CHF 5.0 M
- 2026: CHF 7.5 M
- 2027: CHF 7.5 M
Total: CHF 20 M
11. 9 Working Capital
- Stock build-up, incl. 10% safety reserve
- Working Capital Peak: approx. CHF 4 M
11.10 Scenario B – Conservative (8,000 t from 2027, stable)
Assumptions:
- Avg. Sales Price: CHF 3.35/kg
- Target Purchase Price: CHF 1.30/kg
- Avg. Gross Margin: approx. 52%
- 10% of harvest as reserve, accounted for in planning
Focus: Achieve capacity, stabilize processes, build brand, optimize returns.
11.11 Scenario C – Scaling (Growth beyond 8,000 t)
This scenario shows the upside potential with further capacity expansion and additional market development (incl. USA, other EU countries and cultivation regions).
11.12 Break-even Analysis
- Break-even Revenue: approx. CHF 1.8–2.1 M
- Expected Break-even: 2026
- CFO costs only from 2027, so as not to delay break-even
11