Let’s return to 2024-2025. Do you have any comments on last year’s financial results? C. B. Our results are respectable, given the extremely challenging conditions in our malt, milling and agricultural markets, compounded by a disastrous 2024 harvest. They are not as good as the previous year’s, of course, but still among the best in the Group’s recent history. G. M. The key word is resilience. The Group’s resilience and that of our agricultural activities: we posted positive results and we continue to invest more year-on-year. VIVESCIA Industries’ various businesses have also shown resilience, despite adverse market conditions. C. B. The first stage of our growth is over, and we are now closing a cycle that began in 2019: the recovery has been completed and confidence has been restored. A new chapter of development, innovation and transformation is beginning — and Guillaume is joining us at precisely the right time to lead and orchestrate this exciting mission! So what is the ambition behind the VIVESCIA 2030 strategic plan? C. B. Over the past two years, we have been working with our teams to define a new development ambition for VIVESCIA, with a particular focus on the scope of our industrial activities. This led the Board and me, last spring, to decide to bring in the family- owned Vandemoortele Group, a recognized leader in the frozen bakery industry, as a new shareholder for our frozen bakery business, Délifrance. Thanks to this decision, we can continue playing a leading role in the grain industry as a 100 % French-controlled cooperative group. It gives us greater room for maneuver and more capacity to focus our investment where it is needed and boost our competitiveness, so that we can fully deliver on our role across our agricultural activities and in creating value from our grain through ingredients. Productivity, decarbonization, and biodiversity are categorical imperatives for the agriculture of the future… CHRIStOPH BÜREN Visit of the Vitry-le- François malting plant, September 2025. 14