Business Plan Hi-Rice AG

• 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 aims to establish itself as a leading provider of sustainable premium rice through

• Swiss quality standards,

• innovative cultivation methods, and

• a strong international brand presence.

• 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.

Hi-Rice AG produces and distributes
sustainable, certified premium rice varieties
that bring nutrition, climate and health into harmony.

The company combines

• innovation in rice cultivation

• with CO₂ neutrality,

• low-arsenic rice, and

• socially responsible production in emerging markets.

• 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.

1. 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.

1. 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.

1. 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.

1. 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.

1. 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.

• 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.

• 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.

• 70 % Primal Jasmin Rice

• 10 % Primal Pathum Rice

• 10 % Primal Zero Rice

• 5 % Primal Red Rice

• 5 % Primal Black Rice

• sugar-free,

• low glycaemic index (Low GI),

• targeted at health-conscious consumers, diabetics, low-carb and fitness communities.

• Basmati Rice

• Baby Rice

• Sticky Rice

• Sushi Rice

• Risotto Rice

• sports and performance-focused blends,

• products for clinics and institutions (e.g. diabetic diets),

• child-friendly and convenience formats.

1. 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).

1. 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.

1. 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.

1. 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.

1. 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.

1. 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.

1. 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.

• 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%.

• 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

• 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.

• 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”.

• 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.

• 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.

• 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

• 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

• 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).

• 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.

• 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.

• 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).

1. International brand players
   Classic brands serving the mass market, with a focus on price, availability and brand recognition.

1. Private labels
   Retailer brands (e.g. Coop, Migros, Denner, Edeka, Rewe, Carrefour) that position rice as a price- and volume-driven staple and cover a large share of the standard segment.

1. Specialty and organic players
   Smaller and mid-sized brands that focus on origin, organic, fair trade or speciality varieties and target the premium segment.

• operate in the premium and organic segment,

• emphasise origin, organic, fair-trade or sustainability,

• and compete in the same shelf space (premium/specialty rice, organic aisles, delicatessen).

• premium and organic rice brands in mainstream and organic retail,

• premium lines of private labels (e.g. “Bio”, “Sélection”, “Gourmet” ranges),

• origin-focused brands (e.g. Italy, India, Thailand).

• water-saving cultivation,

• functional properties (Low GI, Zero, health focus),

• proprietary seed technology as a technical USP,

• or a credible Swiss quality and impact story.

• quinoa, bulgur, millet, couscous, lentils and other pulses,

• konjac rice and similar products with very low carbohydrate content,

• other low-carb and functional carbohydrate products in fitness and diet segments.

“As easy to use as regular rice – but with the health and sustainability benefits of modern functional foods.”

1. Proprietary seed & cultivation concept

• The seed / recipe has been developed by Michael Blatter and is not easily replicable.

• The concept can be protected via patents and/or licences over time.
  → This positions Hi-Rice as a technology and know-how player, not merely as a trading brand.

1. Water-efficient, resource-friendly cultivation

• In contrast to traditional flooded rice systems, Hi-Rice uses dry or significantly water-reduced cultivation methods.

• This substantially reduces water use (conservative assumption: at least 20 % less, with scientific validation planned) and improves the ecological footprint.

1. Zero Rice & health focus

• Zero Rice as a sugar-free, low GI rice is a clear functional USP versus standard rice.

• It opens segments that conventional rice brands barely reach (diabetics, low-carb, fitness, medical nutrition).

1. Swiss premium positioning & quality control

• Processing and quality assurance follow Swiss standards (via Reismühle Nutrex and partners).

• This strengthens trust, facilitates certifications and is a strong sales argument in CH/DE/FR.

1. Smart use of broken rice

• Broken rice is not treated as waste but used for value-added products such as chips, crackers and flours.

• This increases value per tonne and improves overall economics.

1. Licensable, scalable model for governments & investors

• The Hi-Rice concept can be sold or licensed as a business model to governments, agriculture ministries and private investors.

• This makes Hi-Rice attractive as a platform – not only as a consumer brand.

• Building cultivation partnerships, including technology, training, seeds and ESG standards.

• Developing a functional health product (e.g. Zero Rice) with credible validation.

• Ensuring Swiss-level quality and process standards, including certifications.

• Securing the required capital and know-how for an integrated model (cultivation, processing, brand, impact, licensing).

• health (Zero Rice, low GI, sugar-free),

• sustainability (water-saving cultivation, impact in growing countries),

• Swiss quality & trust (processing, standards, brand management).

“The smart rice for health and sustainability – powered by Swiss Quality.”

• 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).

• 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.

• 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.

• Acts as a volume and image channel.

• System catering, canteens, hospitals, elderly care, catering.

• Stable volumes and strong reference effect.

• Presence in ethnic and specialty stores where rice plays a central cultural role.

• Strengthens authenticity and brand visibility among rice-intensive communities.

• 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.

• 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.

• 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.

• 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 %

• highly water-intensive,

• often vulnerable to climate extremes,

• frequently lacking robust regulation around residues, soil health and social standards.

• water resources,

• CO₂ and methane emissions,

• transparent and sustainable supply chains.

• No permanently flooded fields;

• targeted water management, adapted to climate and soil;

• focus on soil regeneration and sustainable yield improvements.

• conduct Life Cycle Assessments (LCA),

• document CO₂ (and where relevant, methane) emissions,

• establish ongoing monitoring of key environmental indicators.

• 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.

• 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.

• 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.

• 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.).

• 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

• 2026: approx. 650 t

• 2027: approx. 8,000 t

• 2028: approx. 10,400 t

• 2029: approx. 13,520 t

• 2030: approx. 17,576 t

• 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.

• Lean core, strong partners: a small core team complemented by specialised external partners (production, certifications, legal, IT, marketing).

• Clear roles: strategic control and key functions remain with Hi-Rice, while parts of the execution are handled by partners.

• Scalability: the structure is designed to scale from 650 t to over 17,000 t without creating disproportionate fixed costs.

• Develops the proprietary seed and cultivation concept,

• leads the build-up of cultivation partnerships in countries such as Thailand, Morocco and Sri Lanka,

• drives innovation, product development and the long-term impact strategy.

• Leads Hi-Rice AG and is responsible for overall build-up and scaling,

• manages partners (production, logistics, processing, sales),

• responsible for market entry, business development, investor relations and coordination of the core markets (CH/DE/FR).

• Joins from 2027, after break-even has been reached in 2026,

• responsible for financial steering, controlling, investor reporting, liquidity planning,

• structures international legal and tax setups,

• supports fundraising rounds and evaluation of licence and country models.

• Production manager per country

• Recruitment & training from 2026, full operational responsibility from 2027,

• coordinates cultivation, quality, harvest planning and cooperation with local farmers,

• acts as the key interface to Hi-Rice in Switzerland (reporting, quality and volume planning).

• Farming teams & local coordinators

• implement the cultivation concept in the field,

• participate in training on water-saving techniques, soil health and certifications.

• Key Account Manager (from approx. 2027)

• manages retail and wholesale key accounts,

• negotiates listings, category development, promotions and secondary placements,

• coordinates with marketing and supply chain.

• 1–2 Field Sales Representatives (from 2028)

• regional support for gastronomy, retail and specialty customers,

• conducts in-store trainings, tastings and promotions,

• gathers market feedback and competitor intelligence.

• Back office / administration & assistant

• supports management and sales,

• coordinates meetings, offers, documentation and reporting.

• External experts

• Certifications & audits (organic, LCA, SRP, etc.),

• Legal & IP (contracts, licences, patents, corporate structuring),

• IT & data / traceability (supply chain tracking, reporting, documentation),

• Marketing & communications (brand strategy, campaigns, social media, content).

• Entrepreneurial mindset: employees and partners are encouraged to think like owners, take responsibility and actively seize opportunities.

• Transparency: openness regarding numbers, challenges and goals – especially towards investors and strategic partners.

• Impact-driven decisions: decisions are evaluated not only economically but also in terms of their impact in growing countries and for consumers.

• Partnership-based collaboration: farmers, partner companies and charity organisations are seen as co-creators of the model, not just suppliers or beneficiaries.

• Production ramp-up (base case):

• 2026: approx. 650 t

• 2027: approx. 8,000 t

• 2028: approx. 10,400 t

• 2029: approx. 13,520 t

• 2030: approx. 17,576 t

• COGS per kg: approx. CHF 1.30/kg
  (local cultivation, transport/customs to CH, processing up to warehouse in Baar, seed reserve etc.)

• Weighted average selling price: approx. CHF 3.35/kg (based on the current financial model)
  Average gross margin: product level approx. 60 %, resulting in around 52 % on net sales when including the channel mix (B2B, retail, D2C)

• Average gross margin:

• including channel mix (B2B, retail, D2C): around 52 % gross margin on net sales.

• Target channel mix:

• B2B / wholesale: 30 % of volume, ~40 % margin

• Retail (direct): 60 % of volume, ~53.45 % margin

• D2C online: 10 % of volume, ~80.4 % margin

• 2026: approx. CHF 2.2 m

• 2027: approx. CHF 26.8 m

• 2028: approx. CHF 35.6 m

• 2029: approx. CHF 45.3 m

• 2030: approx. CHF 58.9 m

• 2026: approx. CHF 0.08 m

• 2027: approx. CHF 9.1 m

• 2028: approx. CHF 16.0 m

• 2029: approx. CHF 27.2 m

• 2030: approx. CHF 37.1 m

• Revenues: around CHF 168 m

• Profit before tax: around CHF 89.6 m

• Personnel costs (CEO, CFO from 2027, COO/production, warehouse/logistics, farming, key account, marketing/sales, admin).

• Farming costs per country (Thailand, Morocco, Sri Lanka), including labour, operations and local infrastructure.

• Certifications & audits (organic, LCA, SRP etc.).

• Marketing & brand building, including listing fees, promotions and retail marketing contributions.

• IT, administration, legal, tax advisory, insurance.

• Rent/warehouse CH, transport, packaging & materials.

• Break-even:
  Hi-Rice expects to reach break-even already in 2026, with a first positive profit before tax of approx. CHF 0.08 m, despite ramp-up costs and relatively low volumes (650 t).

• Profitability:
  From 2027 onwards, profit before tax grows strongly (≈ CHF 9.1 m) and reaches around CHF 37.1 m per year by 2030.

• reaching and exceeding 8,000 t,

• the ~52 % gross margin,

• and the lean, partner-based organisational setup.

• Approx. CHF 5 million in 2025
  for setting up production, building the brand, obtaining certifications, and establishing the core team.

• Approx. CHF 7.5 million in 2026/27
  to scale production capacities, expand into new markets, and grow the sales team.

• Remaining amount
  reserved for further expansion and as a buffer for working capital
  (with an expected peak requirement of approx. CHF 3–5 million).

• CapEx for production & cultivation

• development and expansion of fields in Thailand, Morocco and Sri Lanka,

• infrastructure, machinery, drying and storage capacity,

• investments in seed, technology and processes.

• Brand, certifications & market entry

• brand building, packaging, certifications, market launches in CH/DE/FR,

• listing fees, promotions, launch campaigns.

• Working capital

• financing of inventories, payment terms and stock,

• expected working capital peak in the range of CHF 3–5 m at full utilisation.

• Production ramps up to 8,000 t by 2027 and remains stable thereafter.

• Revenues and profits continue to grow moderately (through mix, pricing, efficiency).

• Serves as a base/downside scenario, proving that 8,000 t already represent a strong business case.

• Production continues to increase significantly after 2027 (e.g. 10,400 t / 13,520 t / 17,576 t).

• Additional hectares, new countries and licence projects are rolled out.

• Revenues and profits grow substantially faster; the upside versus Scenario B is material.

• Scenario B demonstrates the robustness of the model.

• Scenario C highlights the scaling potential if expansion proceeds as planned.

• COGS: approx. CHF 1.30/kg

• Average gross margin: approx. 52 %

• Production: 650 t → 17,576 t (base case 2026–2030)

• Revenues 2030: approx. CHF 58.9 m

• Profit before tax 2030: approx. CHF 37.1 m

• Cumulative profit 2026–2030: approx. CHF 89.6 m

• Total funding requirement: CHF 20 m

• Break-even: 2026

• systematic identification of key risks,

• assessment of likelihood and impact,

• concrete mitigation measures to limit downside and volatility,

• ongoing monitoring and investor reporting.

• low-priced private labels,

• established mainstream brands,

• short-term promotions.

• slower market penetration,

• stronger dependence on education, storytelling and brand building,

• temporary volume or pricing pressure in times of weaker consumer sentiment.

• Clear premium positioning focused on value, not price:

• health (Zero Rice, Low GI),

• sustainability (water-saving cultivation),

• Swiss quality control.

• Channel diversification:

• organic/specialty retail, online, gastronomy, export markets with higher willingness to pay.

• Strong storytelling & brand building:

• positioning Hi-Rice as a “smart carb” and impact brand,

• transparent communication on seed, cultivation, water use and impact.

• Cost & efficiency management:

• leveraging economies of scale in cultivation and processing,

• lean organisation, disciplined capital deployment.

• climate, water availability, soil conditions,

• political and regulatory frameworks in growing countries,

• yield fluctuations through weather, pests or disease.

• fluctuating yields and quality,

• temporary shortages and higher costs,

• negative effects on supply reliability and reputation.

• Water-efficient, resilient cultivation methods
  – Hi-Rice’s own water-saving concept is part of the answer to climate-related risks.

• Diversification of growing regions
  – multiple countries and regions (e.g. Thailand, Morocco, Sri Lanka) to spread risk.

• Soil regeneration & research partnerships
  – cooperation with universities and agricultural innovation centres.

• Monitoring & data collection
  – building an environmental tracking system (water use, soil data, yields) for early risk detection.

• 10 % harvest reserve
  – keeping a buffer to smooth yield fluctuations and stabilise supply.

• proof of sales potential,

• listing and marketing investments,

• shelf space in competition with existing brands and private labels.

• delayed or limited listings,

• higher upfront costs,

• longer brand build-up phase.

• Stepwise market entry
  – pilot markets and partners in Switzerland and DACH before broad roll-out.

• Cooperation with strong retail & gastronomy partners
  – building beacon references to demonstrate traction.

• Targeted communication strategy
  – social media, PR, influencers, doctors/nutrition experts to build awareness and understanding of Zero Rice & sustainability.

• Sales & training measures
  – training for key account and field sales,
  – education for retail and gastronomy sales teams (health, sustainability, Swiss quality arguments).

• FX and country risks in growing regions,

• regulatory changes (e.g. import rules, organic standards),

• reputation risks (food safety, social media dynamics).

• regular risk and performance reporting to investors,

• scheduled review meetings on project and risk status,

• clear responsibilities (CEO, CFO, production managers, external auditors).

• 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

• 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).

• 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.

• 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.

• 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).

• 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.

• Total: CHF 20 M (2025–2028)

• Structure: 3 tranches

• 2025: CHF 5.0 M

• 2026: CHF 7.5 M

• 2027: CHF 7.5 M

• Stock build-up, incl. 10% safety reserve

• Working Capital Peak: approx. CHF 4 M

• 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

• 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