VIVESCIA 2023-2024 Consolidated Report

TED REPORT IDA SOL CON 2 4 2 0 2 3 - 2 0 #EVERYONE I S I NVOLVED #EVERYONE CONTRIBUTES!

TED REPORT IDA SOL CON 2 4 2 0 2 3 - 2 0 THANK YOU! To the 900 employees of all the Group’s businesses who met in the fields of Les Céréalistes, VIVESCIA’s event on innovation in large-scale field crops — 3 June 2024 in Somme-Vesle.

Our cooperative model explains what we are about. It dictates what we do and how we do it: “acting together” to build a sustainable business and agricultural model that benefits VIVESCIA’s cooperative farmers. VIVESCIA Cooperative Group was born of connections, and now more than ever it remains about making connections along the entire grain value chain. Upstream and downstream, from field to fork, we cultivate these connections with the same exacting standards to leverage progress and results. Thanks to our agricultural roots, we are sensitive to the profound changes the sector is undergoing, and we develop innovative scientific, technological and economic solutions in response. We develop grain value chains where excellence is the norm. We are constantly strengthening and diversifying connections to internal and external stakeholders to help us go further and faster. Our sustainable development policy, LINK, guides our strategy and irrigates all the Group’s businesses. This second consolidated report presents a selection of initiatives that illustrate how we cooperate. concrete action to meet tomorrow’s challenges, VIVESCIA To take is cooperating here and now to face the significant challenges that lie ahead! ONE #EVERY VED OL IS INV ONE #EVERY ! S ONTRIBUTE C CONSOLIDATED REPORT 2023-2024 03

VIVESCIA PART GROUP FINDING P. 06 PROFILE NEW AND KEY FIGURES 01 P. 12 ME ET CHRISTOPH SOLUTIONS P. 16 BÜREN, President of VIVESCIA GROUP P. 18 A GRICULTURE, A LAND OF CHALLENGES! P. 20 VIVESCIA, THE FLAGSHIP OF TOMORROW’S AGRICULTURE... P. 25 3 QUESTIONS TO CÉDRIC COGNIEZ, Managing director of PART agricultural businesses LINK 02IN MOTION P. 26 P. 26 TANGIBLE PROGRESS! 3 QUESTIONS TO VALÉRIE FRAPIER, Group CSR director and Director of the TRANSITIONS Programme P. 30 O UR 20 COMMITMENTS AND A FOCUS ON THE ACTIONS WE ARE TAKING 04

Sommaire P. 34 SPECIAL REPORT PART FORGING P. 18 AGRICULTURE, LINKS... P. 42 A LAND OF CHALLENGES! 03 P. 20 VIVESCIA, THE FLAGSHIP HIGHLIGHTS FROM OF TOMORROW’S OUR BUSINESS AGRICULTURE... ONE YEAR OLD ALREADY: UNITS THROUGHOUT P. 25 3 QUESTIONS HIGHLIGHTS FROM THE YEAR TO CÉDRIC COGNIEZ, THE FIRST YEAR Managing director of agricultural businesses PART 04 TO FIND OUT MORE P. 52 FINANCIAL INDICATORS P. 60 C SR INDICATORS • Summary of our commitments, our objectives and our main indicators • Table of correspondence with the UN’s Sustainable Development Goals (SDGs) • Methodology 05

A MODEL cREated bY faRmERS foR faRmERS Record results 9,500 member- farmers for the year ending own the VIVESCIA cooperative 30 June 2024 7,100 employees billion euros divided between our agricultural and food processing businesses turnover 4.1 million euros Progress on CSR 224 EBITDA at 30 June 2024 million euros 116of investment 82 % average score SBTi FLAG certification for compliance of turnover with the Environmental Targets for 2023 %generated on international Management Charter obtained 56 markets by VIVESCIA sites Nearly 114 42% reduction € 700,000 sites without in absolute scope 1 and 2 in subsidies for a workplace accident GHG* emissions for at least a year new cooperative farmers and young farmers 29% 100,000 reduction in absolute scope 3 packs of Francine GHG* emissions flour distributed 1/4 of French food banks’ annual *Greenhouse gases requirements 06

Profile and key figures THE COOPeRATIVE aNd ItS aGRICULTURAL VIVeSCIa IndUSTRIES, SUBSIDIaRIES a major player in grain a key agricultural player in processing industries the north east of France Malteurop, one of the world’s Grands Moulins de Paris, Consulting Grain leading maltsters the leading French miller and services trading NEALIA, a regional leader Délifrance, one of the leading Transport Viticulture in animal nutrition European frozen bakery manufacturers KALIZEA, Europe’s second-biggest ARD, research Seeds Agricultural maize processor and biotechnologies supplies Natural and delicious products, and brands that are well-known to the general public CONSOLIDATED REPORT 2023-2024 07

VIVESCIA IS... THE COOPeRATIVE and its agricultural 1,200 subsidiaries 80% expert of our grain employees is harvested and processed within million tonnes a radius of less than of grain 300 km from our 3.4 harvested cooperative territory in the Cooperative’s territory for 25% the year ending 30 June 2024 5% of French of French wheat malting barley Dunkerque Aire-sur-la-Lys Béthune Martainville- Landrecies Rethel Épreville Aisne Pauvres Gennevilliers REIMS Bazancourt PARIS REIMS Metz Verneuil-l’Étang Marne Meuse Landévant PARIS Saint-Martin-sur-le-Pré Pringy Einville-au-Jard Theix Seine-et- CHÂLONS-EN-CHAMPAGNE Vitry-le-François Briare Marne Brienne-le-Château Dompaire Vosges Surgères TROYES Haute-Marne Romans-sur-Isère Yonne Bordeaux Côte Haute Saône d’or Avignon Doubs Marseille Jura 08 08

Implantations Milling Frozen bakery Malting Maize processing Animal nutrition - Aliane Research & innovation - ARD NEW ZEALAND Head office of Groupe VIVESCIA 55 VIVESCIA production sites around the world IndUSTRIES 66 5,800 viennoiserie products in produced and sold by Délifrance around employees 1 3 the world every second around the world French bakers work with Grands Moulins de Paris 1 2,000 Francine beers 2.9 million 3 brewed with Malteurop billion euros product tonnes of grain malt are enjoyed every purchased every processed by second worldwide turnover for the year second in France our businesses ending 30 June 2024 Source: Circana 2023 around the world CONSOLIDATED REPORT 2023-2024 09

Agricultural entrepreneurs who 23 are more SOCIaLLY COMmItTeD cooperative farmers aNd RESPoNSIBLE than ever Cooperative farmers are central to our governance structure. A guarantee of the stability of our cooperative group, our governance structure is solid, active and % continuously improving to support the Group’s growth and change. 93 attendance TWO MAIN GOVERNANCE BODIES, rate of FULLY COMMITTED TO FINANCIAL administrators AND NON-FINANCIAL CHALLENGES. for the 13 board meetings THE BOARD OF ADMINISTRATORS, made up of 23 administrators and chaired by Christoph Büren, represents VIVESCIA Cooperative’s member-farmers. It sets the Group’s objectives and strategy and monitors their realisation. THE EXECUTIVE COMMITTEE, made up of 320 11 directors, is responsible for the Group’s overall elected farmers performance and financial results. It works closely with (section councillors) the Board of Administrators and implements a strategy in 18 sections designed to achieve the objectives set by the board. Last The Board of Administrators in Somme-Vesle in June 2024. June, a change brought to our operational management Top row, from left to right: structure was agreed with the recruitment of a Group Antoine Oudet, Eric Charle, Jacky Goubault, Christoph Büren, managing director, who will be in charge of overseeing Nicolas Perardel, Jean-Marc Longuet, Louis Jaillant, Marie Gailliot, Mickaël Portevin, Nicolas Demoury, Laurent Berthe. the activities of the Cooperative, VIVESCIA Industries, Bottom row, from left to right: and VIVESCIA Services (the Group’s support functions). Thierry Nice, Alain Deketele, Alban Collard, Damien The managing director of agricultural businesses (Cedric Fosseprez, Jean-Philippe Mignot, Sylvain Hinschberger, Cogniez, who arrived on 3 June 2024) and the managing 67 Aurélien Boyau, Eric Courageot, Alain Boynard. directors of the Group’s food processing businesses, as Absent: well as the directors of its support functions, will report meetings with Stéphane Borderieux, Emmanuel Vieillart and Emmanuel to him. the Cooperative and Joannot. VIVESCIA Industries’ Executive teams VIVESCIA’S MANAGEMENT BODIES VIVESCIA COOPERATIVE VIVESCIA INDUSTRIES % Board of Administrators 84 VIVESCIA’S MANAGEMENT COMMITTEE SICOM, the general partner compliance with the Section councils and Supervisory board recommendations territorial councils GROUP EXECUTIVE COMMITTEE of the HCCA’s* governance guide for cooperatives. SPECIALISED COMMITTEES *Haut Conseil de la Coopération Audit committee Remuneration committee Financial engagement committee Agricole: CSR committee Ethics committee the Authority for Agricultural Cooperation 10

Governance 2,100+ participants in 2023 annual 18 section meetings STRONG COMMUNICATION… The highlights of the Cooperative year for farmers and VIVESCIA employees alike include annual general meetings and regular section and territory council meetings, where we explain our cooperative group’s strategic direction and present our plans for the future. These events are also opportunities to meet, discuss ideas, ask questions and build for the future together. Preparing the next generation with the Young Farmers’ Committee Created in 2022 with a view to engaging dialogue with young cooperative farmers and making cooperative governance more attractive to them, the Young Farmers’ Committee has 23 members who volunteer for a three-year term. The first group was the class of 2023-2026. All have the same ambition: to understand their business better, but also to ensure their voices are heard, and to contribute to developing VIVESCIA’s future strategy through workshops, discussions with the Board of Administrators, field trips, training modules on governance, and by learning more about our different business lines… A hands-on workshop at the Paris Bakery and Patisserie School to learn the techniques and steps that go into breadmaking, with a practical session and tasting. 4-6 SEPTEMBER 2023 Châlons Agricultural Fair, discussion with the sociologist JUNE 2024 François Purseigle. 10 DECEMBER 2023 Deep dive into the A roundtable at the wheat/flour/bread SEPT. VIVESCIA Day. JAN. value chain in Reims SEPT. and Paris. 2023 2024 JANUARY 2024 5 SEPTEMBER 2024 18 SEPTEMBER 2024 DEC. Field trip to JUNE Châlons Agricultural Meeting with the the Netherlands to Fair, meeting with board and the Exco, discover the challenges Group employees. discussion on our currently faced by CSR policy, LINK. Dutch agriculture. CONSOLIDATED REPORT 2023-2024 11

MEET ChrISTOph BüReN PRESIDENT OF VIVESCIA GROUP 12

Meet Christoph Büren VIVESCIA Group posted record levels What stands out to you about this of EBITDA in 2023-2024. What’s your transformation? perspective on this? C.B. First, I would highlight the CHRISTOPH BÜREN It’s true that determination and energy of our employees and their managers. Since these results are unprecedented. This is very much a shared success, built 2020, they’ve faced tremendous on the contributions of everyone who challenges—from the pandemic to the war works within the Group. The Board of in Ukraine and inflation—and they’ve risen to the occasion. Next, the patient and Administrators, which I have the honour of chairing, is extremely satisfied with rigorous execution of our manufacturing, these results, because we’re conscious commercial and operational plans, of how far we’ve come, and the obstacles combined with continued innovation, has delivered impressive results across all we’ve had to overcome to get here. Every single employee at our plants and our processing businesses. Malteurop’s silos – from Reims and Ivry-sur-Seine in EBITDA has risen by more than 30% France to Meoqui in Mexico – has played in the past two years, bringing it in line a role in this success story. Of course, with the best performers in its industry. the contributions of manufacturing Meanwhile, Délifrance has grown its sales and production operations were key, as and doubled its EBITDA compared to last expected. These strong results are all the year, giving itself the assets it needs to more remarkable given the unstable and thrive in a buoyant frozen bakery sector. turbulent economic climate we’ve been operating in, with consumption slumping As for our agricultural activities, being worldwide. Against this backdrop, I see a cooperative means that performance these achievements as proof that the is measured in terms of our ability to transformation we’ve been undergoing enhance the competitiveness of our for the past four years is paying off, thanks member-farmers’ operations. The to a tremendous team effort. economic dynamics are different from those of our food processing businesses. A new chapter began with the deployment of the Ma Coop 2025 strategic plan. Today, our Cooperative has improved its logistics systems, gained market share in grain collection, advanced its digitalization through e-commerce and mobile apps, strengthened its value chains, and it continues to innovate… ... CONSOLIDATED REPORT 2023-2024 13

All our indicators are green. Let’s talk about the TRANSITIONS programme, C.B. Yes, and that’s something we’re all very which was launched in 2023. Has it maintained its momentum proud of! Not only is the VIVESCIA Group meeting its financial targets, but we’re also C.B. demonstrating a dynamic spirit of innovation Absolutely! We took a very bold position, and we’re seeing it through! The subsidiaries and making tangible progress on CSR issues, especially in our supply chains and on themes of VIVESCIA Industries and our manufacturing relating to climate change, soil and biodiversity. customers are behind us because they share the same bold ambition, and have committed to Without strong financial results, we’d have no tonnages and premiums. We must decarbonise, credibility. But without a strong environmental and social impact track record, even a company preserve the soil, and protect biodiversity, alongside cultivating resilience and continuing with good financial results is considered pretty much out of the game, by both its staff and to produce – that’s the fundamental lesson we learnt from the 2024 harvest. As well as providing stakeholders. Despite the challenging conditions more support for farmers, we need to mobilise of recent years, in 2021 our senior management the entire value chain. Our aim continues to be decided to drive forward a CSR programme that achieving fair value for sustainable, low-carbon cuts across all the Group’s businesses. That’s food, starting with the consumer and working how LINK was born, with us drawing up a climate 1 through to food manufacturers and distributors. strategy and SBTi -certified targets for 2030, as well as launching our TRANSITIONS programme. 1. Created following the Paris Agreement, and a product of a collaboration between several institutions around the world, including the UN, the Science-Based Targets Initiative (SBTI) is now the benchmark in terms of companies’ carbon trajectories: https://sciencebasedtargets.org/ 14

Meet Christoph Büren COLLecTIVE Agriculture has been under severe pressure for several years now, with volatile prices, a lack of competitiveness, geopolitical PRIDe! Not only is VIVESCIA Group meeting its turbulence and unpredictable weather again FINancIaL TARGetS, causing major disruption to the 2024 harvest. but we’re also demonstrating a dynamic What can be done? and C.B. spirit of InNOVaTIOn The TRANSITIONS programme is one part making tangible progress on issues, of the solution. Innovating and managing risk is CSR what farmers and farm managers do, and they’ll especially in our supply chains and on have to do it even more in the future. Looking ahead, and agreeing on effective actions to take themes relating to climate change, soil and biodiversity. together – that’s what our Cooperative is for! We need to take a systemic approach, leveraging genetics and varietal innovation, data, and robotics, if we’re to achieve a balance between CHRISTOPH BÜREN maintaining yields, being competitive, protecting the environment, restoring biodiversity, and PRESIDENT OF VIVESCIA GROUP building resilience in the face of climate change. We all have a role to play: the Cooperative, farmers and the wider industry, naturally, but also the authorities, as they chart a course for French and European agriculture and the food industry, and set the conditions for competitiveness. Simplifying standards in our sector and ensuring the sovereignty of inputs such as nitrogen fertilisers are major priorities. Farmers need to dare to be enterprising, both individually and collectively with VIVESCIA. This year, TRANSITIONS has gone well beyond the pilot stage, with 230 VIVESCIA farmers coming on board in autumn 2024 to make a Looking ahead, what direction will the Group total of 420 farmers. What’s more, the coalition take? of customers and partners has expanded. Its robust agronomic model and use of data make this programme all the more credible and C.B. To answer that question, we need to go effective. I’m also very proud that TRANSITIONS back to our roots a century ago and to our raison has officially won the support of the French d’être. VIVESCIA is a cooperative group that was authorities, through France 2030. TRANSITIONS built on close ties with its regions and with a view is a long-term, open-source programme that to creating value for its cooperative members, produces grain and data as proof of concept for farm managers who are currently facing new more sustainable farming techniques. Again, economic and climatic challenges along with the programme is designed to be replicable profound sociological shifts. VIVESCIA is aligning and to extend beyond VIVESCIA’s territory. its future vision to these new conditions. We’re It’s absolutely vital that we establish a shared going to keep up this momentum of change, language around regenerative agriculture and focusing on key areas such as supply chains, the reach a consensus on business models. VIVESCIA agro-ecological transition, partnerships, and can, and must, contribute to this – and that’s what shared resource management. We’re already hard we’re doing with TRANSITIONS. at work! CONSOLIDATED REPORT 2023-2024 15

PART FINDING 01 NEW SOLUTIONS Our businesses emerged from the earth. Today, it is the Earth that is the nexus of some of our greatest environmental challenges: The resilience of crops to climate change, the protection of biodiversity, the energy and agro-ecological transitions, the low-carbon revolution… The future of our businesses – indeed, the very future of humanity and the planet – depends on the health of this ecosystem. The only solutions are systemic. So let’s join forces and put our heads together to find new solutions! 16

Finding new solutions CONSOLIDATED REPORT 2023-2024 17

2024, We try to answer a good year this question with the perspective of experts from four different fields: economics, for facing sociology, agronomy THE and geopolitics. CHALLENGeS SÉBASTIEN ABIS Associate researcher at IRIS, director of Club Déméter and author of “Veut-on nourrir of agriculture? le monde ? Franchir l’Everest alimentaire en 2050” (“Do we want to feed the world? Climbing the food mountain in 2050”, everal indicators seemed to published by Dunod). point to 2024 as a turning point… Little did we know that FRANÇOIS PURSEIGLE political instability in France, Lecturer in the sociology of agriculture Sa historically poor harvest, at ENSAT, Toulouse (south-west France), and health crises in livestock author of “Une agriculture sans farming would throw a spanner in the agriculteurs” (“Farming without farmers”, works… In this context, faced with published by Sciences Po University Press), who is in charge of the GERMEA research emergencies and long-term challenges chair on changes to for farmers, it is more urgent than ever agricultural business to address the issue. We do this with models with VIVESCIA*. the perspective of experts from four different fields: economics, sociology, NICOLAS BOUZOU agronomy and geopolitics. Here we Writer and columnist specialising in feature highlights from a roundtable economics, author of “La civilisation organised by VIVESCIA during the de la peur” (“The civilisation of fear”, Châlons Agricultural Fair published by XO). on 2 September 2024. MICHEL-PIERRE FAUCON Associate director of research at WATCH THE UniLaSalle in charge of the research ENTIRE chair “Resilient farms that benefit the ROUNDTABLE BY climate and biodiversity” with VIVESCIA. SCANNING THE QR CODE *In partnership with cooperative groups EURALIS and TERRENA. 18

Finding new solutions We still have another 45 to 50 years of demographic growth before the global population starts to fall. We will need farmers more than The 2024 crisis revealed ever to survive this century. Our common agricultural policy is our the fragility of farms, cement; it identifies us, it emphasises what we have in common despite despite their multifaceted nature. a great diversity of situations. And yet, since 2020, we have seen the The common denominator among emergence of various national plans with a different objective: carbon farmers, wherever they are based neutrality. Agriculture is the best project there is for Europe to exist and whatever they grow, is they feel st as a power and establish a shared narrative. The challenge of the 21 helpless – from a personal, economic, century is not to produce more and more ecologically, it’s to produce and technological standpoint – with as much as we currently do, as consistently as possible, for as long as certain value chains in particular possible, and to improve our methods. SÉBASTIEN ABIS having a limited access to innovation. The demand is not just to eliminate standards, it’s more about adapting standards and public policy, making ensuring that legislation, rules and restrictions make sense… FRANÇOIS PURSEIGLE Geopolitics now dominates economics; we live in a world of passion and irrationality, which makes it more unpredictable. What Europe is missing is the ability to see itself as a global power and not just as a zone Every year is useful for understanding the best of peaceful market economies… Economic power is not sufficient, way to ensure the stability we are trying to achieve. If you look at but it is absolutely necessary for any the level of a grain production zone, recent studies in Europe and the form of power. USA have shown that the main factor that promotes stability is crop NICOLAS BOUZOU diversification. Year-long soil coverage plays a bigger role in reducing greenhouse gas emissions and protecting soils than the length of crop rotation cycles. The second factor is to look after the soil… 40% of an ecosystem’s biodiversity is found in the soil, and the healthier your soil is, the more resilient it will be. MICHEL-PIERRE FAUCON CONSOLIDATED REPORT 2023-2024 19

VIVESCIA, THE FLAGSHIP OF TOMORROW'S aGRICULTURE... We have considerable challenges ahead of us: feeding people and protecting the planet, decarbonisation, defending the competitiveness of our agriculture and industry, restoring food sovereignty… Because the Earth We aim to leverage every available tool is a living system, we favour an innovative, systemic to address these major challenges while approach to make our models increasingly resilient also providing solutions to everyday and sustainable. We are leveraging all VIVESCIA’s issues, such as weed control, agronomic expertise and know-how. The aim is to move for example. forward with and for our regional farmers by mobilising all our stakeholders to boost the competitiveness of SAVINE OUSTRAIN agriculture. VIVESCIA Cooperative’s Director of Research, Innovation and Agronomy 500 SECURING YIELDS THROUGH varieties tested every year by the EXPERIMENTATION AND VARIETAL Cooperative on INNOVATION 15,000 ha The search for new varieties is one of the ways of achieving more resilient, sustainable agriculture. As the leading French producer of certified small grain seeds, VIVESCIA’s expertise in seed multiplication is well known. We work in close collaboration with 230 upstream breeders and originators to direct research trials on a programmes towards adapting varieties to different variety of soil types and climates based on our customers’ themes expectations and in response to increasingly frequent climate events. This means cooperative farmers can quickly enjoy the benefits of genetic innovations, which also benefits our food processing businesses. Our seed multiplication contracts are also a source of 10,500 added value for our network, with 550 cooperative mini test farmers who work as multipliers. fields 20

Finding new solutions RECONCILING PROFITABILITY AND DECARBONISATION The decarbonisation of agriculture is a key challenge. Nitrogen fertilisers are one of the key issues. VIVESCIA is working on developing partnerships on this front through the TRANSITIONS programme in particular. MANAGING PESTS AND DISEASES We have considerable challenges ahead of us: feeding people and protecting the planet, decarbonisation, defending the competitiveness of our agriculture and industry, restoring food sovereignty… Because the Earth is a living organism, we favour a systemic approach innovative to make our models increasingly resilient and sustainable. We are using all VIVESCIA’s agronomic expertise and know-how. The aim is to move forward with and for our regional farmers by mobilising all our stakeholders to boost the competitiveness of agriculture. THE BRIDGING TECHNOLOGY FOR BETTER YIELDS AND MORE SUSTAINABILITY Drone-based weed detection, soil mapping, fungicide application management through decision-support tools (DST), connected weather stations, drone- deployed trichogramma, robots... many technological solutions exist. Precision agriculture, like precision seeders or ultra-localised fertilisation using on-board sensors are effective ways of reducing the environmental impact of farming while making savings and optimising yields. DIGITALISATION OF OUR SERVICES TO FARMERS A real farm management tool, our mobile application for cooperative members, Arterre, gives cooperative members 24/7 access to a grain trading platform to consult general and agronomic information as well as the ArterreSHOP, to freely enjoy all our products More than More than and services. 4,680 2,200 cooperative members have access to VIVESCIA’s have downloaded services through Arterre ArterreSHOP CONSOLIDATED REPORT 2023-2024 21

A scientific conference hIGHLIGHTS... IN THE LOOKING aHEaD, BUT WITHIN PLANetArY FIELD LIMITS “To address global hunger and environmental challenges … held during Les Céréalistes, VIVESCIA’s event simultaneously, we must operate within the framework of planetary boundaries. on innovation in large-scale field crops organised This means reconciling things that, from 3 to 6 June in Somme-Vesle. at first glance, appear irreconcilable, which means we need to imagine bespoke solutions. Each region and SOIL, CARBON, BIODIVERSITY: WHAT SYNERGIES each farm must find its own way. ARE POSSIBLE FOR FARMS? TOWARDS A SYSTEMIC The TRANSITIONS programme is a great APPROACH… model in this respect.” CHRISTIAN HUYGHE Several concrete themes were on the agenda: Why and Scientific Director for Agriculture at the INRAE how to regenerate soil and store organic carbon. What for and in what framework? How to manage biodiversity THINKING SYSTeMICaLLY in agri-systems and regions that cultivate large-scale field aNd COLLecTIVELY crops? As VIVESCIA’s President, Christoph Büren, said: “We need healthy soils. Soil is the S“The conclusion is clear: there are no one-size-fits-all solutions. cornerstone of terrestrial ecosystem We need to look for incremental effects, and therefore to work services! Moreover, soil fertility is the together, and we must be able to put dogma aside!” only lever truly within human control. Everyone should be free to choose their own path. What matters is that we adopt a systemic approach and harness collective intelligence. Everyone benefits!” 330 PASCAL BOIVIN farmers, customers, press WATCH Professor at HES-SO Geneva and partners. THE FULL CONFERENCE “Among the many benefits of HERE! biodiversity, pollinators play an essential role. There is a great diversity of insect species, each of which has complementary niche functions. Functional agrobiodiversity helps to improve yields, crop quality, the environment, and human health and well-being.” THOMAS DAMESTOY Thomas Damestoy, professor and researcher in ecology and entomology at UniLaSalle Beauvais “There are clear synergies to be found between protecting biodiversity and maintaining yields. But you can’t improve what you can’t measure.” MICHEL-PIERRE FAUCON Michel-Pierre Faucon, professor and researcher in plant ecology and agro-ecology and Director of Research at UniLaSalle Beauvais. 22

Finding new solutions DId YOU KNOW? 80% of our crops travel less than 300km to Building together be processed in our own maltings, maize processing plants FOR THE FUTURE and mills, or on our customers’ own sites s well as serving traditional supply chains for high- volume markets such as starch production, ethanol production, and malting/brewing, we are accelerating the development of specific supply agreements for 32 specialty markets with stringent specifications. We are also focusing on a key issue that affects all our industries: specific supply A agreements have been decarbonization. With 80% of the grains collected signed, including 18 for processed by manufacturers within a 300-kilometer radius, wheat with VIVESCIA we play a fundamental role in structuring markets in our region and Industries and other food driving the creation of sustainable plant-based supply chains. processing customers This local sourcing enables consistent supply, reduces logistic costs to preserve added value for producers, and contributes to the decarbonisation of the supply chain, which is a real plus for our customers. The long-standing partnerships we have built with customers are based on our ability to deliver the expected quality, to optimise the entire logistics chain, to meet delivery deadlines, % and to adapt to the specific requirements of their facilities, 30 individual needs, and unique market demands. These recognised strengths foster a long-term vision and lasting relationships. of the grain harvested is stored on the farm (3,328 farmers) 7.1 These sourcing agreements don’t just provide million euros additional income, above all they provide the * satisfaction of seeing the quality of our work in grain storage premiums paid out recognised and valued, because we are trying to do our best to feed the planet while protecting it. CYRIL COLLOT, Cooperative farmer based in Maisons-en-Champagne (51) *€8.23/T on average (excluding bimonthly premiums). €17 bonuses for long-term storage and €8 for short-term storage are dependent on strict compliance with the grain collection schedule managed by the Cooperative. Test bakery in the Brienne-Le-Château mill. CONSOLIDATED REPORT 2023-2024 23

CLUB FRANCINE, A 100%-VIVESCIA SUPPLY CHAIN Attentive to the needs of consumers, our Our food processing customers’ iconic brand, Francine, is continually changing main expectations are around to remain relevant for more than 10 million French households, and is committed looking decarbonisation, biodiversity, soil health, after people and natural resources for a more and local sourcing – to meet consumers’ Asustainable future. With Club Francine, it is now also promoting more virtuous farming expectations in that respect; everyone is practices. Club Francine works with 316 VIVESCIA rushing to find solutions. Cooperative members who are committed to growing wheat according to specifications that are in line with VIRGINIE HEBERT , Purchasing Director, level II environmental standards. It also organises meetings and events to connect the field and the fork. Grands Moulins de Paris On the agenda this year: a visit to Reims mill, publications about the brand, discussions about agronomy and, in 2025, farm open days with consumers to celebrate th Francine’s 60 anniversary. The VIVESCIA Cooperative was a natural Celebrating farmers partner given how close they are to on the pack! our mill. This collaboration guarantees reliable sourcing of high-quality local The brand’s flagship product, its T45 wheat flour, boasts wheat while being in line with our a brand-new packaging. A label on the front of the pack CSR commitments around sustainable now advertises Francine’s specific wheat sourcing, with text on the back explaining what is special about the development and supporting the local wheat used as well as quotes from farmers their pride economy. in contributing to it. This product represents more than 40% of Francine’s annual volumes, making it a real opportunity to talk to French consumers about P AUL VENARD, Purchasing Manager the wheat-flour value chain! for Signy-l’Abbaye mill Nearly VIVESCIA cooperative farmers have signed agreements with Signy-l’Abbaye for a 100%-local, premium wheat-flour-bread 100 value chain. 24

Finding new solutions Thinking out of THE BOX and relying on the COLLecTIVE... 3 QUESTIONS TO... CÉDRIC COGNIEZ Presumably you’re channelling Managing Director of this spirit as you draw up the You only joined last June, Agricultural Businesses Cooperative’s new strategic plan, but you’ve known VIVESCIA for a Ma Coop 2030? long time. How do you see the Group Yes, but not just that. I’m already working and its agricultural businesses? Isn’t there a danger that the with our processing businesses on the 2024 harvest will undermine this next steps. We need to think about resilience at every level to manage the Yes, I’ve obviously been keeping an eye momentum? current change within agriculture and on VIVESCIA for many years, since I’ve its food and energy value chains. We spent my career in the agricultural and have to take account of the agronomic, As we all know, the 2024 harvest was not cooperative world. VIVESCIA is a leader organisational and economic dimensions, on its territory, and that inevitably means good. It’s not the first time it’s happened, as well as the sociological side, because people are keeping an eagle eye on what and it won’t be the last. One thing I’ve learned from these recurring spells of we’re already seeing a change in the its Cooperative does! I should add that makeup of our farming community. bad weather is that our Cooperative’s I’m from a family of farmers and I still have very close ties with the agricultural role is above all in how we process The important thing is to stay ahead the harvested grain, to extract the of the curve without losing sight of the community. My decision to join VIVESCIA says a lot about the value and potential maximum value out of it, to market it as Cooperative’s core mission, which is to that I see in the Group, especially in its effectively as possible, and to honour meet our cooperative member-farmers’ very real – and pragmatic – day-to-day our contracts with our customers. I’m Cooperative and its supply chains ! I’m needs, all year round, AND to boost the very impressed by the determination to confident, because everyone who works competitiveness of the Cooperative and for the Cooperative – from the silos tackle head-on the huge challenges posed to the traders – is used to dealing with its subsidiaries in the short, medium by ongoing changes in the agricultural and long term, so we can continue to world, the sheer diversity of the many this kind of situation. They’ve proved it in the past, and will prove it again this serve them as efficiently as possible. To projects under the umbrella of Ma Coop cope with successive crises – each one year. The Cooperative will also act as 2025, and the bullish approach of our a buffer, cushioning the impact so that different from the one before – we have very capable workforce. Some decisions cooperative members can afford to to become even more agile, to think may have been difficult to take – and outside the box and, now more than ever, to come to terms with – on the ground, invest for the 2025 harvest, prepare their but our strategic plan paid off, as we soils and buy seed and fertiliser, without be open to, and rely on, the collective. The TRANSITIONS programme has having to sacrifice next year’s harvest. It can see in the revenue and EBITDA is nonetheless essential to strengthen the proved that the Group has the capacity we generated in 2023-2024. And with ability of farms – all farms – to withstand and the legitimacy to do that. So let’s these good results under our belts, we’re climate change and all the other continue to pool our resources and talent, now deliberating on the future of the both internally and externally, so our challenges we face. The same applies to Cooperative and its subsidiaries as we cooperative members have confidence in the Cooperative, which is also suffering head towards 2030. from the fallout. us and in the future! CONSOLIDATED REPORT 2023-2024 25

PART 02 LINK IN MOTION The agri-food industry has a major role to play in facing the challenges of climate change, biodiversity, food safety, the energy transition, and supporting local economies. This is how our sustainable development policy, LINK, guides and trickles down into VIVESCIA’s strategy, enabling the Cooperative’s members and the group’s employees to work together more harmoniously and creating a coherent framework that will allow us to hit stringent, quantified targets. Our TRANSITIONS programme, which was launched this year, is an illustration of that. But it’s not the only one. 26

LINK in motion CONSOLIDATED REPORT 2023-2024 27

TANGIBLE PROGRESS! We look back at the year with Valérie Frapier, Group CSR director and Director of the TRANSITIONS Programme What is your biggest cause for satisfaction this Cooperative, to our processing year? businesses and, above all, to cooperative farmers and the rest of the value chain. There The Group CONTINUeS I have multiple causes for are also continued or new 1 partnerships with organisations to strengthen its focus on satisfaction: SBTi certification like Symbiose to promote (including SBTi FLAG2), biodiversity, and research and obtained in June 2024, which SUSTaINaBLE teaching chairs with GERMEA confirms that VIVESCIA Group has the right response to climate and UniLaSalle… Without PERFoRMancE change; the rollout of our forgetting VIVESCIA’s incredible — encompassing economic, solidarity, with farmers who Environmental Management have donated wheat to Grands Charter, and the real progress environmental, and social dimensions recorded this year with an Moulins de Paris, who in turn — which has become an integral part average compliance rate among use that grain to make Francine flour which it donates to our sites of 82%. There is also, of of our daily operations. French food banks. All these course, TRANSITIONS, which is partnerships strengthen our part of LINK and whose benefits VALÉRIE FRAPIER trickle down to the entire actions and make them more Group ecosystem — to the meaningful. PROGRESS FOR LINK Launch of the TRANSITIONS programme Signature of The TRANSITIONS LAUNCH MARCH a 5-year partnership Launch of the FEB. programme is JUNE SEPT. with biodiversity Environmental presented to the OF LINK association Symbiose Charter Cooperative’s farmers 2021 2022 2023 Signature Launch of an assessment Commitment to Results of a study of a 3-year on the impact of climate SBTi on our 2030 on the local socio- OCT. partnership SEPT. change on agriculture in OCT. climate objectives MAI economic impact with Banques the Cooperative region of VIVESCIA Alimentaires 28

LINK in motion daily support to all other In short, we are making for (scope 3), in particular those functions engaged in addressing from upstream agricultural progress! These achievements these challenges. Communities are the result of the activities. Another development commitment and efforts of are growing around the Group’s concerns water — a critical major cross-functional projects, issue both in agriculture and everyone across all the Group’s entities, and I extend my sincere such as climate ambassadors manufacturing — which is now driving the decarbonisation part of our strategy. Work on thanks to them! This collective strategy, ambassadors for the engagement is undoubtedly my ve this aspect will begin in 2025. In implementation of the Group’s greatest satisfaction, as it is the the spring of 2024, VIVESCIA CSR essential condition for making Environmental Charter, and Group also started evaluating éduction GOVERNANCE progress in this area. coordinators for all non- its nature footprint using the financial reporting efforts. IN ACTION IN ésilience SBTN3 methodology. We More generally, our teams 2023-2024 Does this mean that will use this work to define sustainable development is — and not just those directly objectives that promote now an integral part of the involved in CSR — have made biodiversity, regenerate the soil, significant strides in how they and protect nature. We plan to st Group’s business model? approach and think about their start analysing the results in work. CSR is advancing both 1 early 2025. We want to work in actions and in mindsets, and on environmental issues more The Group continues meeting of the to increase its focus on that is the key to success! systemically and that requires a sustainability to encompass (See testimonials on pages 40/41). cultural change, which is why we CSR community in June 2024, an economic, environmental, are launching the LINK School. event that will and social dimensions — it Some commitments We are also seeking to move has become an integral part have changed this year. forward on the issues of gender take place every equality and disability. There is of our daily operations. The Which ones and why? six months leadership teams are both no shortage of projects! Next drivers and active participants year promises to be a very busy time. Progress is continuing, and in this transformation. The Over time, as we gain it’s a continuous effort! Board and the Exco organise experience, it is natural — regular events devoted entirely and desirable — for us to 1. C reated following the Paris Agreement, and to LINK. Non-financial criteria 3 adapt, refine, and deepen a product of a collaboration between several institutions around the world, including the are part of our medium-term Group CSR our commitments. This year, UN, the Science-Based Targets Initiative plans (MTP) and business we have aligned our climate (SBTi) is now the benchmark in terms of Committee companies’ carbon trajectories. reviews. On the ground, CSR commitments with the Group’s governance is fully operational meetings 2030 trajectories, following the 2. SBTi FLAG (Forest, Land, and Agriculture): Since March 2023, this new sector-specific across the Group’s various SBTi framework I mentioned carbon methodology has been helping to set business lines and is part of the earlier. Recognised for its targets aligned with the Paris Agreement for reducing CO2 emissions related to agriculture, Group’s overall governance. robust methodology, the forestry, and land use. This includes CSR Committees SBTi framework sets targets 3. S BTN (Science-Based Targets for Nature): The 2 within each of the major for reducing greenhouse gas Science-Based Targets for Nature initiative is a global effort to establish clear, measurable business lines, dedicated CSR emissions that we are directly CSR workshops managers and directors, and responsible for. It also drives scientific targets for conserving and restoring nature, similar to the Science-Based Targets with governing regular working meetings. initiatives to reduce emissions (SBTs) established for climate action. bodies These expert teams provide we are indirectly responsible Launch of VIVESCIA TRANSITIONS goes from strength Workshop with Board Group’s nature footprint to strength: 420 farmers signed up of Administrators assessment for the programme and Executive Committee. FEB. APRIL SEPT. Launch of a biodiversity Group CSR assessment for all VIVESCIA committee Cooperative members 2024 Launch of the VIVESCIA/ Certification Launch of Francine’s CSR policy UniLaSalle research chair MAI JUNE of our 2030 climate targets The Group signs a new three-year by SBTi partnership with Banques Alimentaires CONSOLIDATED REPORT 2023-2024 29

OUR CONNECTION TO THE EARTH CLIMATE, MITIGATION AND ADAPTATION > Reduce our scope 1, 2 and 3 GHG emissions by 29%, including a 42% CONCRETe reduction in our scope 1 and 2 GHG emissions by 2030, to support efforts achieve net zero emissions by 2050. Benchmark year 2021. > Evaluate the impact of climate change on COMMITMENTS... crops in the Cooperative territory and our sourcing regions in France and around the world, and develop adaptation plans. AGRO-ECOLOGICAL, BIODIVERSITY AND WATER TRANSITIONS 20 50 100+ > Make proposals and drive change among commitments targets monitoring and VIVESCIA’s member-farmers in terms of management the agro-ecological, low-carbon and soil indicators conservation transitions. > Evaluate our biodiversity footprint and aim for a positive impact through virtuous farming and industrial practices. > Build a consolidated vision of challenges related to water: evaluation of impact and dependencies, and definition of strategies for mitigation and resilience. ENVIRONMENTAL MANAGEMENT > Promote the Group Environmental Charter and ensure all sites comply with it. > Minimise the environmental footprint of our packaging by adopting eco-design approaches and developing recycling. CONNECTIONS ARE CENTRAL > Aim for excellence in cooperative governance to guarantee the long-term TO OUR COOPERATIVE survival of our business model. BUSINESS MODEL 30

LINK in motion OUR CONNECTIONS OUR CONNECTIONS TO PEOPLE TO OUR INDUSTRIES AND REGIONS HEALTH AND WELL-BEING GRAIN AND VALUE CHAINS IN THE WORKPLACE > Grow our value chains by combining > P rovide a safe workplace where innovation and sustainability. well-being is paramount by preventing > Responsible sourcing of ingredients psychosocial hazards and creating for our products and a search for natural a stronger safety culture ingredients. TALENT FROM THE FIELD TO YOUR KITCHEN > B oost the Group’s employer brand and WITH FRANCINE increase colleague employability > Pursue the construction of an DIVERSITY AND INCLUSION intra-group Francine sourcing chain and coordinate the brand’s global social > A ctively promote equality of opportunity, responsibility programme. gender equality, diversity and inclusion VIVESCIA’S COMMITMENT TO QUALITY CULTURE > G uarantee food safety at every stage of > P romote a Group culture and cultivate production and develop continuous improvement processes while anticipating our unique cooperative farming DNA. future challenges. DEVELOPING THE LOCAL ECONOMY AND SHARING KNOW-HOWS > Drive a dynamic and inclusive economy in the Cooperative’s territory. > Strengthen the positive impact of our French and international production facilities on local communities. > Share our knowledge and know-how, contribute to the development of entrepreneurship and the sustainability of agricultural professions. > Ensure we always do business > U se effective governance and transparently and ethically. constructive dialogue with our stakeholders to make sustainable development an integral part of how we do business CONSOLIDATED REPORT 2023-2024 31

SBTI-certified targets for 2030 CLImatE - Benchmark year 2021 CHANGE: SCOPE 1 AND 2 42% MITIGATIoN reduction in absolute direct and GHG emissions aDAPTATIoN These are the two sides of our response. They are SCOPE 3 interdependent because, faced with the challenge 29% of climate change, our answers must be systemic: we are innovating, we are reinventing how we reduction operate and devising new forms of cooperation in absolute indirect GHG within our agri-food value chains. In parallel emissions1 with the reduction of greenhouse gas emissions, VIVESCIA is working on the fundamental challenge In accordance with the SBTi’s guidance, of adapting to the impact of climate change, which VIVESCIA has also set non-deforestation is also already visible – this is the second pillar of targets for all its main raw materials the Group’s climate strategy. that may be concerned, for 31 December 2025. INDICATORS AT 30 JUNE 2024 % 4.1 n mid-June, the Science Based Targets initiative VIVESCIA Group’s climate (SBTi) officially certified VIVESCIA Group’s commitments are robust reduction in scope 2030 climate change mitigation targets. 1, 2 and 3 emissions, VIVESCIA Group signed up to SBTi in February roadmaps and structured for and a 12.5% reduction 2023, making climate change a key priority. each business on ambitious in scope 1 and 2 I The result of work started more than two projects and actions that emissions years ago involving all VIVESCIA’s teams, the (compared to benchmark Group’s climate roadmap aims to quantify, evaluate, year 2020-2021) target our most significance model and implement ways to reduce GHG emissions. emission sources. Our climate It was approved in the autumn of 2022 by the Board commitment means all striving of Administrators and the Executive Committee based on two unifying targets for 2030. together towards shared objectives. 1. The reduction breaks down as follows: a 25% reduction in scope 3 emissions 6.8 (excluding FLAG and - 30.3 % including FLAG (Forest, Land and Agriculture: JEANNE-MARIE CARRÉ The new sector-based carbon methodology launched in 2023)). VIVESCIA Group MtCO e CSR Manager 2 in scope 1, 2 and 3 GHG emissions vs 7.1 MtCO₂e (benchmark year 2020-2021) 32

LINK in motion ONE #EVERY VED OL IS INV ONE #EVERYBUTES! CONTRI MALTEUROP – DECARBONISATION OF PRODUCTION SITES: THE EXAMPLE OF SEVILLE As part of a global plan to decarbonise its malting plants, Malteurop is conducting assessments on all its sites in order to identify the best decarbonisation solution based on the specific challenges they face, their location and the local context. In Seville, Spain, the decision was made to build a biomass plant which will be fuelled with wood chippings, olive stones and almond shells, depending on what is available. The project will reduce greenhouse gas emissions by more than 70% as well as reducing the site’s dependence on fossil fuels, which will be reduced significantly, to around 20%. The plant will be commissioned in the first quarter of 2025. Grands Moulins de Paris, DÉLIFRANCE – SOURCING “100 years young and still plugged in!” LOW-IMPACT INGREDIENTS As part of the climate roadmap, supplier GRANDS MOULINS DE PARIS – questionnaires were sent out and meetings were held across Europe during the first half of 2024. ENERGY EFFICIENCY AND For relevant materials, the goal is to move toward DECARBONISING LOGISTICS certifications that ensure environmental benefits for the most impactful resources. Carbon criteria Switching to new engine types, electric vehicles, are also included in transportation service tenders. or biogas-powered vehicles — various solutions are A sequential roadmap has been established for currently being tested with service providers for our replacing refrigerants with solutions that have the delivery fleet. Another area of ongoing improvement is lowest global warming potential. On the energy optimising load capacity. On the energy front, audits front, audits at the most energy-intensive sites are conducted on the most energy-intensive sites will ongoing, and initiatives to monitor and standardise lead to action plans starting in 2025. Studies are also on-site practices have been launched. underway to reduce or even eliminate gas as an energy source due to its higher emissions and to adjust the energy mix accordingly. CONSOLIDATED REPORT 2023-2024 33

P. 34 SPECIAL REPORT FOR PROACTIVE, ONE YEAR OLD REGENERATIVE, ALREADY: PRODUCTIVE, HIGHLIGHTS AND SUSTAINABLE FROM THE FIRST YEAR AGRICULTURE itigation, adaptation, and the resilience of agricultural and agri-food chains: faced with these Mchallenges, VIVESCIA Group and its grain processing industries are working alongside their customers and cooperative members in its region. The TRANSITIONS programme is an example of this. A collective, cooperative programme that includes the entire value chain, the aim is to help nearly 1,000 farmers in north-east France to transition to more resilient, low-carbon, biodiversity-friendly agriculture by 2026. This programme is a model for a more sustainable agri-food and energy industry. LINK School by VIVESCIA : Training for everyone! It is useful to understand climate change and its impact on biodiversity, natural resources and society, but knowing how to act as a citizen and as an employee is even better: that is the aim of this online course on climate change developed by AXA Climate. Training and raising teams’ awareness is one of the keys to successfully fighting climate change. Accessible on multiple devices, the modules can be adapted based on the user’s function and responsibilities (whether they work in an office, in a silo, or on a production site). This course is divided into modules featuring 5-to-7-minute-long educational videos followed by a quiz. It will be rolled out gradually from the end of 2024 and will eventually be included in the onboarding of all new employees. An engagement campaign and support plan for managers are also being developed to support the rollout. 34

TRANSITIONS: A PIONEERING PROGRAMME THAT IS MAINTAINING ITS COURSE Faced with climate change and tomorrow’s challenges around agriculture, food and energy production, VIVESCIA and its partners decided to shake things up with TRANSITIONS, the first large-scale programme of its kind in Europe. Because only a collective response can enable us to pool costs, and thereby de-risk farmers from a financial and technical standpoint, TRANSITIONS unites farmers with a unique cooperative approach that brings together upstream and downstream stakeholders in plant and grain industries.

The first large-scale programme of its kind in Europe TRANSITIONS is a model of cooperation and collective progress. Innovative both in terms of its agronomic and economic approach, it offers comprehensive support at the level of the whole farm. The objective is, by 2026, to help some 1,000 farmers from the north-east of France to transition to regenerative, low-carbon agriculture that promotes soil health and biodiversity. Because no single stakeholder can bear the risks alone, VIVESCIA has united cooperative farmers from its territory, its customers, and the companies of VIVESCIA Industries, as well as many institutional and technical partners. This collective – this committed coalition – shares the same ambition: to shift practices towards regenerative agriculture that is good for the planet, mitigates climate change and promotes biodiversity. TRANSITIONS is concrete 4 FUNDAMENTAL PILLARS A robust and systemic agronomic foundation that concerns the entire farm 4 indicators are monitored over a three-year period: Reduction of greenhouse gas emissions, soil health, carbon storage in the soil, and biodiversity/environmental accreditation. Significant financial support for the farmers involved Support based on results and progress: on average €100 per hectare per year for level I (start) and €150 for level II (performance) depending on the crops concerned: this premium per tonne of grain exceeds the additional costs of the agronomic measures taken. Increased customised support: a key to the project’s success 40 VIVESCIA TRANSITIONS ambassadors, 9 half-days per year to help farmers make the best choices for their farm (collective and individual training). Robust data and digitalisation: the cornerstone of the programme ANNUAL CUSTOMER REPORTS Improving farming practices FOR 3 YEARS VIVESCIA DATABASE Maximising crop value

SINCE ITS LAUNCH IN SEPTEMBER 2023, WE HAVE SEEN A DYNAMIC COLLECTIVE AND CONCRETE RESULTS TRANSITIONS, WINNER OF FRANCE 2030 The TRANSITIONS programme benefits from €1.9 million in subsidies and advances to support training for farmers who join the programme and the cooperative’s engineers. 23 February 2024, signature at the Paris International Agriculture Show. RESEARCH CHAIR “Resilient farms that benefit the climate and biodiversity” in partnership with UniLaSalle Polytechnic. Carried out in collaboration with the INRAE, this research chair, launched in 2024, is central to the TRANSITIONS programme to reinforce scientific understanding of the available agronomic tools and stimulate innovation. TRAINING AND SUPPORT In addition to the financial support, which is essential to de-risk farmers and compensate them for their efforts, technical support for farmers is crucial. DATA MANAGEMENT The first transitions data report was produced using all of the data provided by farmers via the traceability tool vi@parcelle, developed by WIUZ. This report is based on the four indicators of TRANSITIONS’ agronomic framework. Specific greenhouse gas emissions factors for each crop were also provided to all partners. 196 38 customised training action plans sessions HEINEKEN AND st MELLE DESSERTS 1 JOIN TRANSITIONS 40 IN JUNE 2024 cooperative data report shared Heineken, the world’s second biggest brewer, engineers trained in July 2024 joined the programme through its partner, Malteurop. Melle Dessert, a key player in the frozen pâtisserie industry, also joined 250,000 TRANSITIONS for three years through its flour supplier, Grands Moulins de Paris. data points processed

TESTIMONIALS... Our working hypotheses were confirmed! BASTIEN SACHET 1 Director of the Earthworm Foundation, founding partner of the coalition “TRANSITIONS really makes France pioneers! After nearly two years of work together, which was necessarily 1. Earthworm Foundation is an international somewhat theoretical, this year, we have been able to confirm non-profit organisation that helps companies TRANSITIONS’ attractiveness to farmers and companies alike. develop more sustainable supply chains. ” An exemplary approach. FRANCK LEROY President of the Grand Est Region “To design an engaging, collective approach that shares the cost and risk among all stakeholders is really setting an example. Congratulations, because TRANSITIONS is a model that we must adapt to practically every aspect of our society in the Grand Est region.” A collective and territorial approach. PHILIPPE MAUGUIN President of INRAEE “VIVESCIA’s initiative addresses many issues that farmers cannot manage on their own. It combines a massive need for support to make the agro- ecological transition a success with a collective, local approach alongside individual actions. ” Châlons Agricultural Show, 8 September 2023. Virtuous value transfer. BRUNO BONNEL Secretary General for Investment, in charge of the France 2030 plan “Agricultural cooperatives are very important intermediaries on the ground. We wholeheartedly support the TRANSITIONS programme. The idea is really to get upstream and downstream stakeholders Christoph Büren, President of VIVESCIA Group, working together to promote the virtuous transfer of value. and Bruno Bonnell at the Paris International The state will continue to support this coalition as it develops. ” Agriculture Show, Monday, 26 February 2024.

SEPTEMBER 2024, TRANSITIONS TURNS ITS VISION INTO ACTION AN AMBITION REALISED CONTINUED SUPPORT FROM Châlons Trade Fair: feedback and testimonials on the technical support OUR MANUFACTURING with cooperative farmers Jean-Philippe Mignot and Stéphane Borderieux; and sales engineer Rémy Chobriat. PARTNERS Etea Sedamyl, Roquette and Tereos, alongside Grands Moulins de Paris and Malteurop, the food processing partners who supported us from the very beginning, have decided to extend the partnership with a commitment to purchase additional volumes. 230 NOVEMBER 2024, new farmers FIRST ANNUAL SEMINAR committed Three new customers sign a three-year commitment to TRANSITIONS: Puratos with Grands Moulins de Paris, Griffith Foods with KALIZEA, and Brasserie Caulier with Malteurop. 160 participants on the campus of UniLaSalle Beauvais.

PROVIDING EDUCATIONAL RESOURCES WITH HECTAR1 Alongside one of France’s leading grain cooperative we want to provide educational groups, resources on the challenges of decarbonisation and biodiversity within our plant and grain industries. HECTAR is continuing its role in accelerating the socio-economic transition of regenerative agriculture. AUDREY BOUROLLEAU Co-founder of HECTAR 1. HECT AR is a pilot farm based on regenerative agriculture, Signature of a three-year partnership at the Châlons trade fair which tests new organisational models. on 6 September 2024. The agri-food transition is above all about finding solutions to de-risk farming. Changing farming practices while maintaining yields on all crops implies two levels of protection: to ensure farmers’ financial security and to ensure the technical reliability of the solutions offered. In one year, we have grown, learned, and overcome obstacles at every link in the programme. There is a collective energy and mutual trust! VALÉRIE FRAPIER Group CSR director and Director of the TRANSITIONS Programme

FOR PROACTIVE, REGENERATIVE, PRODUCTIVE AND SUSTAINABLE AGRICULTURE 3 AREAS OF PERFORMANCE AND PROGRESS, 4 INDICATORS LOW CARBON 1 1 Reduction of GHG emissions Teq C0 2 SOIL HEALTH 2AND RESILIENCE Duration of soil coverage VIVESCIA territories Humified carbon in the north-east of France returned to the soil 420 BIODIVERSITY cooperative farmers 3Environmental committed for 3 years certification: (between 2023 and 2024) 2 CE2, CE2+ and HVE TARGET FOR 2026 1. Greenhouse gases. 2. Environmental certification level II, High Environmental Value. 1,000 " TRANSITIONS is the optimistic and positive vision of a collective that believes in proactive, sustainable, high-performance agriculture! And this year, TRANSITIONS turned its vision into action! TRANSITIONS is innovating and making progress thanks to the wonderful energy of all its customers and partners, the 420 farmers involved, and VIVESCIA’s teams. CHRISTOPH BÜREN "President of VIVESCIA Group

WATCH PROGRAMME HIGHLIGHTS AND VIDEOS with our farmers, customers and partners on www.vivescia.com/transitions SCAN THE QR CODE TO FIND OUT MORE ABOUT TRANSITIONS WITH THE COMMITMENT OF C0 M20 Y100 K0 Agence labellisée *** RSE Agences Actives [email protected] C50 M90 Y75 K70 WITH THE SUPPORT OF FOUNDING PARTNER Contact us: [email protected]

LINK in motion TOWARDS AN ADAPTATION STRATEGY n parallel with the reduction of greenhouse gas emissions, VIVESCIA is working on the fundamental challenge of adapting to the existing impact of climate change, the second pillar of the Group’s climate I strategy. A first assessment has been carried out on the impact that climate change will have on crops in the Cooperative’s territory (north-east France) between 2030 and 2050, based on the IPCC’s scenarios. In order to take into account local disparities in soil and climate within the Cooperative region, 18 different zones were mapped. The study aims to understand and measure the impact of changes to three crucial factors (temperatures, rainfall, and sunlight) on 15 different crops. VIVESCIA’s agronomy teams are working to implement these roadmaps with Cooperative members. Other assessments are underway to determine the impact of climate change on the Group’s processing subsidiaries. We are ramping up our Connected weather stations provide precise, parcel-level data on rainfall, temperature, humidity, and dew point for maximum “Projection 2030-2050” project accuracy. related to climate-related issues. The weather and the climate are decisive for a successful harvest. Our ambition is to anticipate To be able to adapt, you need to be able what the climate will be like in to measure and quantify changes and years to come in different regions their impact in order to understand where VIVESCIA operates. why and how we can enact change. DAMIEN ROUSSEAUX VINCENT MARCHAL VIVESCIA agronomy expert Director of the agri-transition at AXA Climate CONSOLIDATED REPORT 2023-2024 35

BIODIVErSITY: acting SYSTEMICALLY Overexploitation of natural resources, pollution, climate change, shifting habitats, invasive exotic species… It is undeniable that biodiversity loss EVALUATING THE GROUP’S BIODIVERSITY at global level is ongoing. In light of this FOOTPRINT major challenge, we have committed to evaluating our impact and dependencies Group-level biodiversity footprint assessment in order to define where our action can be was launched in the spring of 2024 using the SBTn methodology. A nature-oriented methodology, it provides the most useful and effective. The scope a structured and scientifically proven framework to guide of this strategy spans our entire value conservation and sustainability initiatives at global level. chain, at every level, covering the regions AThis initiative recognises the correlation between the climate and natural systems and seeks to align companies’ where the Cooperative and its subsidiaries activities with planetary limits. It encourages us to define objectives are active, all VIVESCIA Industries sites, that minimise our negative impact on ecosystems and promotes the and our raw materials supply chains. The regeneration and protection of nature. aim is also to help VIVESCIA cooperative RAISING AWARENESS AND EVALUATING THE members transition to agricultural IMPACT AND BENEFITS OF BIODIVERSITY practices that have a positive impact. AT THE LEVEL OF THE FARM In 2022, VIVESCIA launched a simplified carbon footprint ® assessment. In the autumn of 2024 it launched AgriBest using the same principle: a self-assessment tool, this time devoted to biodiversity and agricultural practices.A simple, free tool developed Towards a nature strategy jointly by CDC Biodiversité and La Coopération Agricole Grand Ouest and optimised with the help of VIVESCIA teams. for VIVESCIA Group 1 2 3 RAISING EVALUATION DEFINING THE AWARENESS STRATEGY 2022 2024 2025 st December • Evaluating the Group’s biodiversity footprint to identify the most significant areas of impact 1 semester Biodiversity Fresco • Raising awareness and evaluating the impacts and benefits of biodiversity at the level Defining the Group’s strategy workshop during of the farm for VIVESCIA Cooperative members the VIVESCIA forum 36

LINK in motion 3 2 After analysing all the self-assessments, we will conduct a first biodiversity inventory for VIVESCIA farms across our territory, a crucial step for speeding up our response and providing 1 solutions for our food processing customers who are starting to work on the issue themselves. This tool will also become part of the TRANSITIONS programme, using indicators to help us better calibrate the biodiversity part of the agronomic framework. 1 PARTNERSHIP WITH SYMBIOSE VIVE SCIA _AGRI BEST _AFFI CHE_I MPRI MEUR. pdf 1 19/0 7/202 4 08:47 ON OUR COOPERATIVE TERRITORY: À P AR TIR DU A CCESSIBLE À T OUS LES SIMPLE, GR A 3 SEP TUIT TEMBRE A THE THREE PROJECTS ARE PROGRESSING! SSOCIÉS-COOPÉR A TEUR S ET R 202 APIDE 4 VIVESCIA 40MIN DIA VIVESCIA Group and its manufacturing subsidiaries are contributing GNOS TIC BIODIVER to funding three long-term projects, with a five-year action plan and LANCEZ-V SITE OUS DES MAINTENANT provisional budget. One of the main aims is to incentivise member- farmers to introduce practices that positively impact biodiversity, A •comprendre et évaluer les effets de vos p VEC L ’OUTIL r agricoles sur la biodiversité atiques and measure the extent to which such practices are implemented. •id A * entifier et visualiser les voies de progrès p GRIBES des p our r T , atiques agricoles en faveur de la b p iodiversité • ermettre à votre Coop ér ative de vous p V un accomp roposer OUS POURREZ agnement technique sur mesure et des formations adap tées DÉMARREZ DÈS MAINTENANT EN V OUS CONNEC T et d ANT SUR écouvrez notre esp avec d ace dédié sur tous les enjeux Biod es vidéos, un tutoriel, un guide b iversité iod iversité sur Arterre. Ce diagnostic biodiversité est proposé gr VIVESCIA. P atuitement à tous les associés-coopér our toute information, contactez votre agronome spécialisée sur l'eau et la biodiversité à biodiversite@v ateurs ivescia.com PROJECT AUBE *AgriBEST est un outil codéveloppé par La Coopération Agricole et CDC BIODIVERSITE 1 Protecting ponds in the Chaource region 30 ponds have been chosen for ecological maintenance operations Evaluating the impact of (dredging, clearing, tree pruning, etc.) that will begin in the autumn of 2024. Leading the initiative are 14 volunteer farmers as part of 2 our practices on biodiversity a CPSE project. will help us see more clearly 2 PROJECT MARNE where we have room for Creation and restoration of a green corridor across improvement. It will also allow 11 municipalities south of Châlons-en-Champagne us to anticipate forthcoming Five or six ponds restored or created, and 10 km of hedgerows planted in the autumn of 2024 by 13 volunteer farmers. international and European The financial support of VIVESCIA Group and its subsidiaries legislation, which is evolving (Malteurop, Délifrance, Grands Moulins de Paris) enabled the projects to obtain an 80% subsidy by the National Water Board very quickly on this issue. via the Green Investment Fund this year. 3 PROJECT ARDENNES MARIE THÉODORE Soft hydraulic techniques to combat soil erosion. VIVESCIA water and In 2023, six farmers planted 2.2 ha of grass strips, 1,180 linear metres biodiversity expert of hedgerows, and 265 linear metres of fascines as part of a five-year 2 CPSE agreement. 1. “Symbiose, pour des paysages de biodiversité” (“Symbiosis, for biodiverse landscapes”) is a 2. Environmental services contracts. non-profit umbrella group for managing biodiversity in the Champagne-Ardenne region, bringing together researchers, farmers, hunters, beekeepers, naturalists, technicians, funders and other interested parties. An environmental protection association that is officially recognised as being in the public interest, it comprises 28 member organisations in various categories (community associations, local authorities, professional farming groups). CONSOLIDATED REPORT 2023-2024 37

eNVIRONmeNTaL management: improvements SITeS on all Beyond our commitments to the climate, biodiversity and agro-ecological transition, our credibility depends on what we do on our own sites. As soon as LINK was launched, we CHARTE LA developed a series of ambitious and robust environmental ALE ONNEMENT ENVIR CIA OUPE VIVES DU GR principles to implement across all our sites: our Environmental AIRES ALITÉS COMPLÉMENT 3 MOD ALE NT E M E N N RO NVI HARTE E UDIT POUR PROGRESSERLA C IA DE SUIVI ET D’A PE VIVESC U RO U G par le Groupe D le référentiel établi appuie sur - Elle s’ aluation v ’auto-é LElle de la Charte. he de c ar m rs de , sa dé e Management Charter is the foundational element of this shared v a assurer du respect des principes r de s’ IA, au t et permet pe VIVESC ou VIVESCIA Le Gr pes i nc i pr e de l n soc u e r i ru onst c à é engag est ’ s e, abl r Du t est réalisée chaque année par un référent désigné au sein du site. oppemen l e v Dé e d e r t mè i ils r pé son r u du Groupe, s es d i l métiers so t e x eu xperts i t i b m a taux n isés par des eme - Réal ne on r i v n Les audits internesIls contribuent à nourrir le e les sites. irecte. application des principes sur responsabilité d valuent l’ évironnemental. Un échantillonnage en ns de management ommu pes c i nc i sur les enjeux t des pr i bl ta dialogue e é l ta n me onne r i v n e E art h a C i, l ns Ai t r e i n a établi chaque année. e v é t à pr n se i v s l des sites audités ser pe. I ou Gr u d rs e i t es mé culture. It strengthens our management of environmental risks s l ou t es à bl ca i appl audit indépendant, ils act de nos mp i ’ r l nue i m i t d Réalisés par un cabinet d’ , e x - tau n me xternes ne e on r i v n audits ues e Les sq i es r r l e et s i r t i a m Charte la de principes des er e r ég t n r i effectiv de pou i s gu application ou l’ e n art h érifier v a C , l de e tag o l i l de p i t permettent e ou tabl du i ér és. V t i v i ct a-financière a xtr e performance la de stants xi e . audits és t les i v i ct dans on de nos a i t s’intègrent es a g ans l t d n me onne r i v n e ’ Groupe.l 4. Le 2 n 20 a fi i à l c i ’ es d t i 00% des s ée par 1 immédiate pect es place e r r t t ê i mise en e do l l objet de la E l’ a faire vr IA s de VIVESC l e i r non-conformité de st u nd oute es i T t i es s c s l e u v o a e t ouvr on c i t ca and lays out a certain number of principles connected to key i appl ’ e d r t mè i r actions de remise en conformité pé n d’ es, ou d’un pla ses t e e v i t a r actions correctiv oopé d’ C a de l année Groupe ’ l e ou t et/ ou rts t e eau métier es ouv t i al (niv es s l es, i centr r st en u nd I t ms e i e des échéances précises et validées x de R eu t c n aux, do e r ns bu i rta e ue c i q ns i es a l o c i es agr l a i l VIVESCIA).fi ne. i Se - r u s - ry v ’I d TÉ ET DE PÉRENNITÉ themes: energy, greenhouse gas emissions, water, biodiversity, UNE SOURCE DE FIERplan chacun, sur le vironnementale engage chacune et Notre Charte En impose de repenser e respect de ses principes individuel et collectif. Lpar- , certains gestes et habitudes au quotidien, de agir certaines manières d’ atiques, de mesurer sans cesse nos progrès… xpériences et bonnes pr tager eactivités est une vironnement dans la conduite de nos en l’ ation de ’intégr Lde notre capacité à faire face aux coproducts and waste, nuisances and pollution. priorité absolue. Il en va de notre crédibilité, changements, et donc de la pérennité de nos activités. . Une publication de la direction de la communication du Groupe VIVESCIA. Février 2023. Ne pas jeter sur la voie publique. Crédit photos : Guillaume Czerw, Axel Coeuret, VIVESCIA. Imprimerie IRL, 6 rue Lucien Trousset, 51350 Cormontreuil 01/02/2023 09:22:1401/02/2023 09:22:14 20230110_CharteEnvironnementale_Depliant_A5-V5DEF.indd 1-320230110_CharteEnvironnementale_Depliant_A5-V5DEF.indd 1-3 AN ANNUAL SEMINAR rganised for the second consecutive year in Reims, on 14 October 2023, this seminar is intended as a place for sharing experiences about the rollout of our charter. Highly anticipated, 120 Opeople were in attendance (in person and remote): sites directors, QHSE managers, manufacturing and engineering managers, silo managers and the Cooperative’s regional operations managers. On the agenda were 20 speakers from the Group’s different businesses who presented a dozen best practices on environmental management systems, energy, water, and many other subjects. It also presented the chance to discuss audits and compliance rate by business, and to address what needs to be done for all sites to be compliant with the charter by mid-2025. A third seminar was held on 15 October 2024, where workshops with the different business units were organised throughout the day to continue discussions and sharing of best practices. 82% 100% INTERNAL AUDITS is our production sites’ average The objective is for 100% As well as self-assessments, audits are also starting compliance rate with VIVESCIA’s of sites to be compliant with to take place: 5 mock audits were held between Environmental Management the Charter by June 2025 January and June 2024 on various malting, milling, Charter in June 2024, frozen bakery, and maize processing sites, and at up significantly from 58% ARD. The first external audits were carried out in in 2023. the summer of 2024. 38

LINK in motion ONE #EVERY VED OL IS INV ONE #EVERYBUTES! CONTRI MALTEUROP – RECYCLING WATER Malteurop’s Manufacturing Excellence project has enabled the Group to reduce its water consumption by 26% in the last 10 years. To go even further, in December 2023 Malteurop launched the Jouvence programme devoted to managing water consumption and optimising the treatment of effluents. This project aims to help Malteurop maintain the practices that have enabled it to reduce its water footprint. The next step is water recycling. Once conventional optimisation methods have already been implemented, the aim is to improve the resilience of malting plants in regions with significant water stress and where there is a high risk of restrictions. The primary focus is currently on France, Spain, and Australia. This new initiative will identify sites where there is a risk of water restrictions or drought and select water recycling technologies suited to the malting plants’ operations while taking into account local regulations and customer expectations. DÉLIFRANCE – DEVELOPMENT OF A REPLICABLE METHOD FOR ANALYSING ENVIRONMENTAL IMPACTS THE COOPERATIVE’S SILOS AND SEED STATIONS – Created and rolled out in Béthune IMPLEMENTATION OF AN EMS* in February 2024, this method A comprehensive effort has been made to formalise and harmonise enables us to evaluate the site’s environmental analyses, the management of environmental incidents, and environmental impact and identify regulatory compliance. A dedicated environmental committee, comprising key challenges in order to define all relevant managers, meets quarterly to monitor the implementation of priorities. After experimentation, the charter, share feedback, develop action plans and track indicators. To this model was rolled out to implement initiatives on the ground, an Environmental Committee has been Dunkirk in June 2024. The aim established in each of the Cooperative’s five territories, supported by local is to roll it out to all the other managers. Additionally, an Energy Performance Manager has been hired, and Délifrance sites. a dual approach — focusing on both environmental and economic aspects — has been implemented for energy, water, and waste management. To provide structure, meaning, and coherence to these efforts, a rollout kit for the Charter has been distributed to nearly 70 sites. *EMS: Environmental Management System. CONSOLIDATED REPORT 2023-2024 39

These are the people making LINK In their a reality. How do they implement LINK in their everyday work? What does LINK OWN words bring their company? What are their expectations for the future? STRONG CUSTOMER EXPECTATIONS, AN IMPORTANT POINT OF DIFFERENCE The LINK strategy has changed how we As supplier to brewers, what helps communicate our needs to our wheat us on the market is being able to suppliers. We now always add the clearly communicate our strategy to criterion of greenhouse gas emissions customers with results and concrete reduction. We can no longer afford to initiatives that illustrate the LINK procrastinate! strategy and its impact on our company. SYLVAIN JAOUEN Wheat purchasing manager JEAN-YVES DÉJARDIN Grands Moulins de Paris Key account manager Malteurop There is customer demand We work closely with our customers, for low-carbon maize products. as a business partner, so we can go beyond focusing purely on price negotiations. MARINE FOUQUERANT Business development manager KALIZEA STÉPHANIE BRILLOUET Marketing Director UK and Ireland It is very positive in our relationship with suppliers and customers, who are highly sensitive to the importance of this policy. It is a non-negotiable competitive advantage! Indeed, employees are looking for socially responsible companies where they can find meaning in their work. Having a strong CSR policy is important, and we must SCAN THE QR CODE TO communicate on it to attract potential candidates. FIND OUT MORE ABOUT LINK, VIVESCIA’S CÉDRIC LETISSIER SUSTAINABLE Business Development Manager DEVELOPMENT POLICY NEALIA 40

LINK in motion LINK: A FRAMEWORK, OBJECTIVES, AND INDICATORS VIVESCIA’s CSR strategy has The evaluation of our raw materials changed my decision-making will give us an idea of which products process. I now ensure that my have a lower carbon impact, which is choices are in line with and useful information for our customers. consistent with the Environmental Charter. DAVID MERLET Environmental Manager NICOLAS JONNEAUX ARD Director of the Cooperative’s Montcornet Grain Elevator We are implementing a new Being able to track these indicators Group performance framework annually helps us improve. We aligned with the latest regulatory also communicate on them to our requirements for non-financial employees and our customers. reporting. It will be a key pillar in the Group’s management strategy. JULIEN HUMBLOT ANSELMO FERRANDIZ Director of the Vitry-le-François Chief Financial Officer malting plant of VIVESCIA Group INNOVATIVE PROGRAMMES WORKING FOR FARMERS The CSR strategy changed how I think The TRANSITIONS programme is a about the projects I work on. I am real innovation. This means changing now working on a project with AXA how we support farmers and helping Climate to evaluate the risk of climate them adapt their farming methods change to all crops VIVESCIA produces and practices. between 2030 and 2050. KEVIN JEAN ANGÉLINE HUREAU Agronomist specialising in oilseed Cooperative sales engineer CONSOLIDATED REPORT 2023-2024 41

PART 03 FORGING LINKS... It was a busy year. Some of the events organised are yearly occasions, others are directly related to our agricultural or food processing activities – the harvest, inaugurations, agricultural fairs – and others were firsts, like Les Céréalistes. All have one thing in common: they allowed the opportunity to foster connection, dialogue, and open our eyes and ears. Each occasion served as a platform to discuss solutions, innovations and to create solidarity in how we address today’s and tomorrow’s challenges! 42

Forging links... CONSOLIDATED REPORT 2023-2024 43

GROUP hIGHLIGHTS THE COOPERATIVE AND ITS AGRICULTURAL SUBSIDIARIES THROUGHOUT THE YEAR VIVESCIA INDUSTRIES LAUNCH OF THE TRANSITIONS PROGRAMME AT THE CHÂLONS A MIXED AGRICULTURAL FAIR Inauguration of 2023 HARVEST Malteurop’s new malting plant in Satisfactory for some, Meoqui disappointing for others, (Mexico) 2023 was once again a year of surprises, with yields highly variable VIVESCIA’s malting business continues to depending on the region, conquer new markets the type of soil and water with a virtuous value reserves. chain. As well as the €112 million invested in this malting plant, over the past three years, Malteurop has developed 100%-local sourcing thanks to a partnership with some 500 local farmers who produce malting barley. Marc Fesneau, Minister for agriculture and Food sovereignty, and Christoph Büren, President of VIVESCIA. This project is the first investment in Mexico by a malt producer. First group-wide Great Place ® To Work engagement survey The survey revealed a high number of ARD opens the respondents who feel pride in their second line of its employer. 59% of the answers received to BioDémo industrial the 60 questions that make up the Trust © demonstrator Index were positive. This new line doubles 75% response rate ARD’s capacity, cementing its place as Several countries certified: a leading international Délifrance UK (70%); Kalizea Romania (82%); player in industrial Malteurop China (79%), New Zealand (77%) biotechnology. and Mexico (74%) JULY-aUGUSt 2023 SepT.2023 OCT.2023 44

Forging links... CONFERENCE-DEBA TE “Is sustainability compatible SCAN THE QR CODE with competitiveness in French TO FIND OUT MORE agriculture?” #Wheatdonation As part of the Cooperative and VIVESCIA 100,000 packs of Francine Industries’ AGMs, a conference was organised involving several high-level flour donated to Banques guests from very different backgrounds: Alimentaires Guillaume Gomez, representative of the French President for food and gastronomy; Audrey Bourolleau, the (1/4 of their annual founder of Hectar, a specialised private requirements). VIVESCIA farmers donated 86 tonnes institution of higher learning; Laurent Duplomb, senator of Haute-Loire and of wheat in 2023. Following a call from the Minister of agriculture author of a report on the competitiveness of agriculture; Éric Birlouez, sociologist last autumn, VIVESCIA Group and its subsidiary Grands specialising in food, AgroPariTech. Moulins decided to donate 36 additional tonnes of flour. VIVESCIA wins The Young Farmers’ the LCL-GreenFlex award Committee on a field trip thanks to its simplified to the Netherlands carbon footprint analysis! Three busy days full of rich insight LCL bank and its partner took participants from Groningen GreenFlex rewards companies to Amsterdam, where they were that are committed to the able to talk to farmers from the environmental transition and a Royal Cosun cooperative, more sustainable economy. the Young Farmers’ Union, and agri-food analysts from Rabobank to explore the challenges of decarbonising Dutch agriculture. The programme also included visits to agricultural machinery production facilities, a cacao storage site in Amsterdam, BASF’s experimental aquaponic greenhouse for vegetable seeds, and Cargill’s starch production plant. nOV.2023 DEC.2023 JAN.2024 CONSOLIDATED REPORT 2023-2024 45

... SIA 2024 N o une édition sous le signe de TRANSITIONS, riche en événements, S en échanges et en récompenses ! U 26 FEBrUARY C O F TRANSITIONS DAY 1 MARCh 11:30 AM VIVESCIA RECEIVES Launch of the research chair “Resilient farms that AN AWARD FROM benefit the climate and biodiversity” in partnership with UniLaSalle Polytechnic BANQUES ALIMENTAIRES (See TRANSITIONS insert). VIVESCIA’s chain of human solidarity in action for the second edition of its wheat donation drive. 2 MARCh Francine and VIVESCIA’s cooperative farmers are the stars of the Intercéréales booth, helping the general public learn more about the wheat value chain. 12:30 PM Roundtable on TRANSITIONS: “A win-win collaboration between upstream and downstream partners to develop a model for regenerative agriculture that fights climate change and promotes soil health and biodiversity.” An engaging discussion in front of an audience of journalist and aLL WEEK stakeholders. 2 PM Grands Moulins de Paris’s TRANSITIONS, Brotherhood of Bakers winner of France 2030. Members of Grands Moulins de Paris’s Brotherhood of Bakers appeared alongside the CNBPF (French 4 PM confederation for the bakery and patisserie industry) to organise demonstrations highlighting artisan bakers’ know-how to the general public. VIVESCIA takes part in INRAE’s conference: “Transitioning regional agricultural and food processing systems.” TO FIND OUT MORE, GO TO LINKEDIN 46

Forging links... GROUP THE COOPERATIVE AND ITS AGRICULTURAL VIVESCIA SUBSIDIARIES SAFETY WEEK VIVESCIA INDUSTRIES Organised every year, simultaneously in the 25 countries where we operate, Safety Week VIVESCIA GROUP’S is an important event that allows our employees to discuss real- 2030 CLIMATE world issues related to safety in the workplace. The 2024 edition TARGETS CERTIFIED Francine boosts focused on the theme of just its commitment to culture*, which was also the focus BY THE SCIENCE- transparency with of the 2023 edition. BASED TARGETS the deployment *Designed in consultation with the Institute for an INITIATIVE of blockchain Industrial Safety Culture (l’Institut pour une culture de sécurité industrielle, ICSI), the first part of our CARE 2025 technology on programme focuses on identifying and managing major (SBTI FLAG) risks related to the Group’s various business lines. The its Label Rouge- second part consists in developing a “just culture” based on open dialogue and a relationship of trust between staff certified flour. and managers, and between employees themselves. APRIL 2024 MaI 2024 JUNe 2024 CONSOLIDATED REPORT 2023-2024 47

... N o S U C O F A large-scale event worthy of the challenges we face! 3-6 JUNe 2024 16 ha devoted to presenting agricultural innovation; 100 demonstrations showcasing varieties grown using the latest agronomic techniques; 21 themes discussed; a scientific conference and roundtables on a variety of themes… This was an unprecedented professional and educational event! DAY oNE DAY 2, 3 aNd 4 Visits of VIVESCIA Group’s customers and a scientific conference Around 100 Spanish and German brewers, and artisan bakers representing the food industry, were able to visit the test fields and talk to farmers involved in the TRANSITIONS programme Kick-off with top management, about their methods and expectations. The world’s second-biggest the Cooperative’s agronomic and brewer, Heineken, and a key player in the frozen patisserie industry, technological experts, and numerous Mademoiselle Desserts, officially announced they were going to stakeholders. join the TRANSITIONS programme. I’m very impressed by the number of booths, the level of expertise and the pedagogy employed. It is an excellent start for our global programme, which we want to implement with VIVESCIA and Heineken Europe. GERT JANN VAN WIJK The 900 VIVESCIA employees who made the Global category leader trip shared their enthusiasm and pride. Heineken 48

Forging links... Discussions with our customers and partners 4 21 days of meetings different themes and discussions discussed around agronomy and 3,200 innovation visitors 16 ha (property farmers, employees, customers, of agricultural partners and innovation students) in the fields 4 roundtables devoted to farmers’ expectations Discussion on certified seeds, precision agriculture, Biosolutions and how to reconcile The event concluded profitability and decarbonisation with with a look to the fertilisation. future with the future leaders of tomorrow’s agriculture: students from regional agricultural high schools. CONSOLIDATED REPORT 2023-2024 49

GROUP THE COOPERATIVE AND ITS AGRICULTURAL SUBSIDIARIES VIVESCIA INDUSTRIES VIVESCIA AND NITROCAPT, A PARTNERSHIP TO INNOVATE AND MEET THE CHALLENGE OF DECARBONISING AGRICULTURE A DISAPPOINTING HARVEST WITH RECORD LOW WHEAT YIELDS Regularly disrupted by rain, just like the entire 2024 growth cycle, the summer harvest was Christoph Büren This partnership aims to develop the mixed, not to say disappointing (President of VIVESCIA Group, production of low-carbon fertiliser thanks left) and Gustaf Forsberg ® – catastrophic even in certain to SUNIFIX , an exclusive process based (CEO, NitroCapt) officialise regions – both in terms of yield their partnership on fixing atmospheric nitrogen developed by NitroCapt, a Swedish technology and quality. In this difficult on 6 September at the Châlons-en-Champagne start-up founded in 2016. This innovative context, the Cooperative technology enables the production of leveraged its operational agricultural fair. excellence and implemented sustainable fertiliser exclusively from renewable energies, which can help to exceptional support and cash flow improve the agronomic and economic measures to mitigate the impact performance of farming practices and help members prepare for a while contributing to the transition to successful 2025 season. sustainable and resilient food systems. #Wheatdonation - Third edition Our great chain of human solidarity once again was set in motion with the entire group mobilised to help Banques Alimentaires fight food poverty in the Cooperative’s territory. JULY-aUGUST 2024 SepT. 2024 50

Forging links... WATCH THE BEST OF .… HERE . Châlons Agricultural Fair . N Photos from 10 days of intense activity. Friendly discussions, diverse perspectives, o and debates with industry professionals, farmers, the general public, and stakeholders S — the Châlons Agricultural Fair was all of this and more! U C O F 30 aUGUSt Inauguration, meetings and discussions with Yaël Braun-Pivet, President of the National Assembly; Arnaud Robinet, Mayor of Reims and President of the urban community of Grand Reims; Franck Leroy, President of the Grand Est region; François-Xavier Bellamy, Eurodeputy, Vanina Paoli-Gagin, Senator of Aube; Xavier Albertini, Lise Magnier, Laure Miller and Maxime Michelet, Deputies of the Marne Department; and Senators Anne-Sophie Romagny, Cédric Chevalier… 2 SepT. Roundtable 3 SepT. and debate Meetings and discussions between on the theme “2024, Jeunes Agriculteurs Grand Est and a good year for facing the challenges of the Cooperative’s elected officials. agriculture?” Biodiversity event, for cooperative members to talk with members of the agronomy team and the CSR LINK team. The aim was to discuss the challenges of biodiversity in agriculture, Signature of a new three-year societal expectations, and to partnership to donate wheat and flour launch the AgriBest biodiversity to French food banks with president of assessment for farms. VIVESCIA, Christoph Büren and the vice president of the French Federation TO FIND OUT of food banks, Bernard Bonnes. MORE, GO TO 30 aUGUSt TO 8 SEpT. 2024 PAGE 18 CONSOLIDATED REPORT 2023-2024 51

PART GOING 04 FURTHER This section of the report includes our financial indicators (the Cooperative’s accounts as well as the Group’s consolidated accounts), our LINK CSR indicators, our materiality matrix, tables summarising our commitments, and tables of correspondence with the U.N.’s sustainability goals, a note on the methodology used, and the report of one of our statutory auditors on our non-financial performance declaration. TO GO BEHIND THE SCENES AND LEARN MORE ABOUT OUR INITIATIVES AND PROJECTS, GO TO OUR WEBSITE, LINKEDIN, INSTAGRAM, AND YOUTUBE. 52

Going further CONSOLIDATED REPORT 2023-2024 5353

THE COOPERATIVE'S acCOUNTS AT 30 JUNE 2024 to help them keep their businesses profitable. he financial year ending 30 June The Cooperative’s EBITDA was €23.2 million 2024 was marked by a stabilisation of markets after the impact of for the 2023-2024 financial year, compared to €26.7 million in the previous year. Storage the Russia-Ukraine war, which had caused great disruption premiums totalling €7.1 million were distributed to 3,328 member-farmers. Net financial expense the previous financial year. This Tmeans prices have returned to for the year rose by €3.9 million to reach -€1.8 more normal levels, albeit with million. Interest rates stabilised in the wake of an considerable volatility over the year as a result of inflationary period, but remained high on average over the year. The average 1-month Euribor tension on global trade. Crop prices generally held up, while prices for mineral fertilisers remained was 3.72%, compared with 1.73% the previous high, mainly due to continued supply shortages. year. The Cooperative was able to offset this rise in interest rates by significantly reducing Across the regions served by the Cooperative, its borrowing to finance operations, due in part the 2023 harvest was up slightly on the previous higher crop and fertiliser prices. Extraordinary year, rising by 2% to 3 million tonnes. Added to profit was €12.4 million, chiefly because the this is traded grain, giving a total of 3.4 million National and International Audits Department tonnes. The summer of 2023 was particularly sunny, and the harvest was carried out under (DVNI) dropped the tax dispute it initiated in good sanitary and logistical conditions. In total 2017. The VIVESCIA Cooperative therefore recorded extraordinary income of €9.4 million the Cooperative’s turnover amounted to €1,214 for the 2023-2024 financial year. This means that million, down 21% on the previous year. This drop was mainly due to the general fall in the price of the Cooperative’s financial structure is solid, with grain, oilseeds and fertilisers. Operating expenses shareholder equity of more than €388.3 million rose due to significant inflation. and net receivables of €15.8 million, which is considerably lower than the year before due to As a result, all our main operating costs rose, a reduction in the value of grain and fertiliser including energy, transport and labour. Against stocks at 30 June 2024. this turbulent backdrop, the Cooperative stood alongside its member-farmers and customers 54

Going further Turnover EBITDA (in millions of euros) (in millions of euros) 2023-2024 1,214 2023-2024 23.2 2022-2023 1,536 2022-2023 26.7 Debt and net cash flow Turnover (in millions of euros) by business line 24% 71% FARM SUPPLIES CASH FLOW 15.8 GRAINS 1% 2023-2024 SERVICES AND MISCELLANEOUS DEBT 10.2 %% 2022-2023 4% SEEDS PRODUCED CONSOLIDATED REPORT 2023-2024 55

VIVESCIA GROUP'S CONSoLIDatED RESULtS AT 30 JUNE 2024 espite the considerable uncertainty VIVESCIA Industries, for its part, delivered strong across its markets throughout the EBITDA (up 24%) for the 2023-2024 financial year. This was achieved not only by harnessing the 2023-2024 financial year, VIVESCIA Group managed to generate record contributions its six grain-processing business, but also by implementing action plans that EBITDA, underpinned by the results posted by its industrial and food improve operational efficiency, plus proactively innovating and going after new business. Despite processing division VIVESCIA sluggish global consumption across all its markets, DIndustries. The Group reinforced its sustainable development policy in addition to extremely volatile raw material and input prices, the teams at VIVESCIA Industries LINK with the launch of TRANSITIONS, a managed to overcome these obstacles while also regenerative agriculture programme (soil, carbon ramping up sustainability and decarbonisation and biodiversity), and by increasing investments initiatives. In total VIVESCIA Group’s consolidated related to its climate strategy. The Cooperative and its agricultural subsidiaries had a satisfactory turnover totalled €4.15 billion, down 9.5% compared with the 2022-2023 financial year. financial year with strong momentum in their EBITDA reached an all-time high of €224.4 million, trading and viticulture businesses. The 2023 a year-on-year increase of 15%. The working harvest benefited from satisfactory weather capital requirements improved, mainly as a result conditions. The harvest saw a modest 2% uptick, of lower agricultural commodity prices combined while input sales rose by 6% thanks to an increase with a reduction in stock levels. The Group’s net in market share. The Cooperative continued to debt stood at €542.1 million, down €54 million on roll out its Ma Coop 2025 strategic plan covering the previous financial year. The VIVESCIA Group specific supply agreements and Club Francine, as well as maintaining the support it provides to its set aside €116 million for investment over the members around carbon and biodiversity issues. period. 56

Going further Turnover EBITDA (in millions of euros) (in millions of euros) 2023-2024 4,145 2023-2024 224 2022-2023 4,583 2022-2023 195 Turnover Net debt by business line 22% (in millions of euros) 6% FROZEN BAKERY OTHER 25% MANUFACTURING COOPERATIVE BUSINESSES 2023-2024 542 % 2022-2023 596 6% 29% OTHER MALTING AGRICULTURAL 12% BUSINESSES MILLING Turnover by region 44% % 56% France International CONSOLIDATED REPORT 2023-2024 57

A COOPeRATIVE and eNTrepRenEUrIAL business model Our business model has been based on the same entrepreneurial principle THE VALUES for the last 100 years: to join forces THAT UNITE US and pool our strengths to build a sustainable farming business model that benefits our member-farmers. Continually strengthening ties between WORK BE upstream farming activities and TOGETHER GENUINE downstream industry with its food processing businesses, the Cooperative has operations all along the grain value The pleasure of sharing our The choice to be yourself; chain and connects the farmers who ideas and finding effective to be honest and fair in your grow the grain to the customers that solutions together, to achieve relationships with others. process it. our objectives and meet the It is also about challenging challenges of the future. your beliefs and showing respect for other people and OUR PURPOSE IS cultures, as well as the rules and the environment. Creating value for IMMUTABLE: its cooperative members and helping them to make a sustainable living DARE TO BE WORK FOR THE from their profession of agricultural entrepreneur thanks to the strength ENTREPRENEURIAL LONG-TERM of VIVESCIA’s business model. OUR PURPOSE BRINGS TOGETHER FARMERS The desire to act boldly and The desire to anticipate, to act, AND INDUSTRY decisively to build for the future, and to impart a long-term vision, to surpass yourself, create and with patience and determination. A VIVESCIA community committed to taking care of the earth and the innovate by taking measured risks. grain, from field to fork, to nourish people, and constantly adapt to their changing needs and expectations. VIVESCIA IS PRESENT ALONG THE ENTIRE VALUE CHAIN, ADDING VALUE TO GRAIN, FROM FIELD TO FORK, IN FRANCE AROUND THE WORLD 58

Going further A HISTORY OF ENTREPRENEURIAL FARMERS FOR MORE THAN 100 YEARS… THE 1920S COOPERATIVE ROOTS The birth of the THE 1960S Cooperatives that preceded FACTORIES AT THE END OF THEIR FIELDS VIVESCIA in the North-East The first mills of France and malt houses in VIVESCIA’s region THE 1990S TOWARDS INTERNATIONAL DEVELOPMENT Over the years, 2012 we have followed our customers to VIVESCIA IS BORN! the four corners Merger of the of the Earth Champagne Céréales and Nouricia cooperatives, forming a leading player in the agricultural industry TOdaY A SPIRIT OF ENTREPRENEURSHIP, IN FRANCE AND AROUND THE WORLD Our cooperative group combines regional roots with international growth CONSOLIDATED REPORT 2023-2024 5959

MATERIALITY ANALYSIS THE FIRST StAGe IN DEFInING oUR CSR StRaTEGY To achieve this, we conducted an extensive consultation with our stakeholders between February and March 2021, complemented by two additional approaches: one-hour telephone interviews and an online survey. We then prioritised the issues based on a predefined list provided by each stakeholder group consulted and conducted a detailed analysis of the results by stakeholder typology and major CSR responsibilities. The aggregated results were subsequently represented in this matrix. THE FOUNDATION OF OUR LINK STRATEGY LAUNCHED IN JUNE 2021 Expectations It reveals the convergence of internal and external stakeholders on the importance of and challenges related of external to our environmental responsibility at Cooperative level and as a Group stakeholders • Cooper ative governance • and business model Support protecting biodiversity • Help for farmers to reduce their MAJOR ISSUES environmental footprint and boost climate resilience • Reduction of the Group ’s environmental footprint • Reduction of the Group ’s • environmental footprint L ocal development • • Product quality Health, safety and quality • of life at work ISSUES Traceability of value chains SIGNIFICANT • L ong-term vision for a farming model for tomorrow and support for future generations of farmers TE • • Div ersity and inclusion Talent retention and development Expectations ISSUES of internal INTERMEDIA stakeholders MAJOR ISSUES SIGNIFICANT ISSUES INTERMEDIATE ISSUES Stakeholders • VIVESCIA Industries’ individual • Public authorities and local and shareholders national elected officials • Cooperative members • Food processing customers • Schools and universities • Employees • Consumers • Governance bodies • Start-ups • Professional farming organisations • Media • Employee representatives • VIVESCIA Industries’ cooperative • Banks and financial institutions shareholders • Local and national associations Our LINK strategy continues to be informed annually by strengthened dialogue with our stakeholders. Regular opportunities for exchange include engagements with our shareholders, the Châlons-en-Champagne Fair — a dynamic venue for discussions with farmers, grain industry stakeholders, and local political representatives — regular meetings with the press, field trips with customers in June, 15 section meetings, AGMs, and more. These initiatives help us deepen our dialogue and work together toward shared goals. THE PILLARS OF OUR LINK STRATEGY OUR CONNECTION OUR CONNECTIONS OUR CONNECTIONS TO TO THE EARTH TO PEOPLE OUR INDUSTRIES AND REGIONS > Climate change, mitigation and adaptation > Safety and well-being in the workplace > Grain and value chains > Agro-ecological transitions, > Talent > From the field to your kitchen biodiversity & water > Diversity and inclusion with Francine > Environmental management > Culture > VIVESCIA’s commitment to quality > Developing the local economy & sharing know-hows Find out more about our commitments and the related indicators in the following tables. 60

Going further SUMMARY of oUR COMmItMentS, oUR obJeCtIVeS aNd oUR MAIN INdICATORS CONNECTIONS ARE CENTRAL TO OUR COOPERATIVE BUSINESS MODEL COOPERATIVE GOVERNANCE AND ETHICS AND CSR GOVERNANCE AT 30 JUNE AT 30 JUNE COMMITMENTS KPIS OBJECTIVES 2023 2024 % compliance with the recommendations of the 100% 84% 84% Aim for excellence in cooperative governance HCCA governance guide for cooperatives in 2023 to guarantee the long-term survival of our business model Number of meetings with the young farmers’ Launched in 2 4 committee over the past year March 2023 meetings meetings 100% Ensure we always do business % of targeted employees who have received on 30 Sept. Launched in 78.5% training on corporate ethics transparently and ethically 2023-2024 2024 3 3 Number of group CSR committee meetings/year 3/year Use effective governance and constructive (2022-2023 (2023-2024 dialogue with our stakeholders to make period) period) sustainable development an integral part 2 2 of how we do business Number of board and Exco CSR workshops/year 2/year (2022-2023 (2023-2024 period) period) OUR CONNECTION TO THE EARTH OUR CLIMATE COMMITMENTS AT 30 JUNE AT 30 JUNE COMMITMENTS KPIS OBJECTIVES 2023 2024 COe reduction by 2030 - 42% Reduce scope 1 and 2 GHG emissions 2 - 3.3% - 12.5% Baseline 2021 by 2030 Reduction of the Group’s total carbon - 4.1% COe reduction by 2030 - 29% 2 * footprint (scopes 1, 2 and 3) in accordance Baseline 2021 by 2030 Based on with the Paris climate agreement 2022-2023 data Forecasting study carried out on the Cooperative Evaluate the impact of climate change territory on crops in the Cooperative territory 20 different and our sourcing regions in France pedoclimatic regions and around the world, and develop Adaptation plan adaptation plans currently being defined *New indicator for 2023-2024. CONSOLIDATED REPORT 2023-2024 61

AGRO-ECOLOGICAL, BIODIVERSITY AND WATER TRANSITIONS COMMITMENTS KPIS OBJECTIVES AT 30 JUNE 2023 AT 30 JUNE 2024 [TRANSITIONS Programme] 1,000 * 196 Number of farmers committed in 2026 farmers committed [TRANSITIONS Programme] Amount of training * 8 (collective or individual) each farmer half-days benefited from on average [TRANSITIONS Programme] 196 Number of individual transition plans * plans with 3-year forecast (1/farmer) Make proposals and drive change among VIVESCIA’s member-farmers in terms [TRANSITIONS Programme] 4 half-days of the agro-ecological, Support, training and discussions with low-carbon and soil partner customers in the coalition: * 2.5 days on average conservation transitions – Dedicated collective working groups per customer – Individual support (support and training) (bilateral discussions, training, etc.) [TRANSITIONS Programme] Launch in February 2024 of a research chair with UniLaSalle: “For resilient farms that benefit the climate and biodiversity” Number of trials related 118 to agro-ecological practices Evaluation of VIVESCIA - - Assessment began in H1 2024 Group’s biodiversity footprint using the SBTn methodology Evaluation of AgriBest, a tool developed by Coopération Roll-out of an awareness-raising tool Agricole Ouest and CDC Evaluate our biodiversity for evaluating the impact and benefits - - Biodiversité in 2023-2024 footprint and aim of biodiversity in the farm Made available to cooperative for a positive impact members on 3 Sept. 2024 through virtuous farming with a 6-month information and industrial practices and rollout plan Support for biodiversity projects 5-year partnership in the Cooperative’s territory - - with Symbiose signed by our processing businesses in September 2022 Develop a consolidated A first raising awareness step vision on the challenge of was suggested to VIVESCIA water: evaluation of impact Group’s management bodies in and dependencies and September 2023 definition of strategy Work to commence in 2025 *New indicator for 2023-2024. ** Symbiose, pour des paysages de biodiversité (“Symbiosis, for biodiverse landscapes”) brings together researchers, farmers, hunters, beekeepers, naturalists, technicians, funders and other interested parties committed to managing biodiversity in the Champagne-Ardenne region. Recognised as being in the public interest, it includes 28 different organisations of various kinds (associations, local authorities, professional agricultural organisations). 62

Going further ENVIRONMENTAL MANAGEMENT COMMITMENTS KPIS OBJECTIVES AT 30 JUNE 2023 AT 30 JUNE 2024 80% in June 2024 78% of sites % of sites compliant with the Baseline have a score Group Environmental Charter Promote the Group 100% above 80 Environmental Charter and in June 2025 ensure all sites comply with it Sites’ average compliance with 100% 58% 82% the principles of the Charter in June 2025 % of sites audited All sites audited 9% 70% (internal and external audits) within 5 years [Cooperative] 106 95 Number of Adivalor collection collection points collection points Minimise the environmental footprint points on VIVESCIA sites of our packaging by adopting eco-design approaches and developing recycling [Cooperative] 2,300 2,500 Tonnes of waste collected and tonnes collected tonnes collected recycled by Adivalor OUR CONNECTIONS TO PEOPLE HEALTH AND WELL-BEING IN THE WORKPLACE COMMITMENTS KPIS OBJECTIVES AT 30 JUNE 2023 AT 30 JUNE 2024 Frequency rate fR/2 11.98 11.03 vs 2021 sR

TALENT COMMITMENTS KPIS OBJECTIVES AT 30 JUNE 2023 AT 30 JUNE 2024 Campaign underway % of employees who have an annual 100% 50% appraisal and customised by June Following change development plan (excl. Délifrance) 2025 of process Boost the Group’s employer 3% brand and increase % of the wage bill devoted to training by June + 1.4 % 2.2% colleague employability 2025 % of employees to have followed 80% at least one course in the past year by June 96% 96% 2025 DIVERSITY AND INCLUSION COMMITMENTS KPIS OBJECTIVES AT 30 JUNE 2023 AT 30 JUNE 2024 Cooperative: 87 Cooperative: 81 Compas: 84 Compas: 78 Index Grands Moulins Grands Moulins Professional gender equality index >= 80 de Paris: 99 de Paris: 99 Scope: France – all entities by June Délifrance: 94 Délifrance: 94 2025 ARD: 83 ARD: 93 VIVESCIA VIVESCIA Services: 93 Services: 87 Actively promote equality of opportunity, 40% gender equality, diversity % of women in executive positions by June Not monitored 32% and inclusion 2025 % of workers with disabilities - 2.1% 1.6% % of entities to have implemented 100% Monitored a disability charter by June 13% since 2023-2024 2025 CULTURE COMMITMENTS KPIS OBJECTIVES AT 30 JUNE 2023 AT 30 JUNE 2024 21.4% % of section councillors/administrators 100% Started in of section councillors who have visited a VIVESCIA site 2023-2024 82% of administrators Develop Group culture and cultivate our % of employees who have followed 100% Not provided 42% cooperative farming Welcome VIVESCIA in 2025 DNA % of executives who have followed Grain Route an onboarding programme including 100% onboarding information about challenges faced - in 2025 programme restarted by the Cooperative and agriculture in October 2024 64

Going further OUR CONNECTIONS TO OUR INDUSTRIES AND REGIONS GRAIN AND VALUE CHAINS COMMITMENTS KPIS OBJECTIVES AT 30 JUNE 2023 AT 30 JUNE 2024 [Cooperative] % of grain sold through specific - 36% 35.4% supply agreements* [Cooperative] % of grain collected and - 80% 80% processed within a radius of less than 300 km Growing our value [Grands Moulins de Paris] chains by combining 33% innovation and % of grain milled through 2026 20% 23.5% specific supply agreements harvest sustainability [Malteurop] % of barley SAI-certified - 44% 35% or SAI equivalent* [KALIZEA] - 55% 59% % of maize SAI-certified** 100% for Délifrance Europe 100% by 100% for Délifrance Europe [Délifrance] 31 December Third-party products and Asia: 30% third-party % cage-free eggs not monitored products in Europ 2025 0% products in Asia 100% 53.8% segregated [Délifrance] segregated by 100% mass balance % RSPO palm oil*** 31 December and segregated 46.2% 2024 mass balance Responsible [Délifrance] 100% by 38.5% sourcing % Rainforest Alliance- 31 December 22% UTZ-certified of ingredients certified cacao*** 2025 cacao for our products and a search for natural [Délifrance] 100% by ingredients % of sustainable flour end of 2030* Not monitored 5.9% in products*** [Délifrance] 100% by 71% 67% of products % products concerned 31 December of products compliant compliant with by the additive reduction programme*** 2025 with the programme the programme 100% 100% raw materials 100% by of raw materials and and Recettes de [Grands Moulins de Paris] 31 December Recettes de mon Moulin mon Moulin % of cage-free eggs 2025 83% of frozen products 90% of frozen products * Specific supply agreements: Customer contracts that include specifications/specific requirements pertaining to CSR. ** SAI: International standard for evaluating agricultural practices in terms of sustainability requirements, developed by the Sustainable Agriculture Initiative (organisation of agri-food value chain stakeholders). *** Indicator that concerns products made by Délifrance. Outsourced products are not currently included within the scope. Délifrance is working with its suppliers to help them achieve the same standards. CONSOLIDATED REPORT 2023-2024 65

FROM THE FIELD TO YOUR KITCHEN WITH FRANCINE COMMITMENTS KPIS OBJECTIVES AT 30 JUNE 2023 AT 30 JUNE 2024 Number of farmers who have - 200 318 joined Club Francine % of Francine wheat flour 100% (Blé, Fluide, Suprême packs) by 30 June 57% 57% included in Club Francine Continue to build 2025 the intragroup Francine wheat % of farmers who have 100% value chain and joined Club Francine in the by 2030 * 30% manage the TRANSITIONS Programme brand’s global CSR programme Finalisation of the First elements defined for the creation BSR programme Definition of a brand social responsibility programme - of a BSR roadmap around three pillars: RACINE for Francine planet, consumers, French value chains Roll-out in and communities 2024-2025 *New indicator for 2023-2024. QUALITY COMMITMENTS KPIS OBJECTIVES AT 30 JUNE 2023 AT 30 JUNE 2024 100 % % of sites certified using a food safety management 100% 100% Meoqui in system food safety progress [Cooperative] % of volumes stored - Not monitored 2% on farms audited Guarantee food safety at every stage of production and develop 31 continuous improvement processes [Cooperative] 123 audits while anticipating future challenges Number of audits of - Not monitored planned on-farm storage by June 2025 [Cooperative] % of farmers using on-site storage having talked to 100% Not monitored 100% an AEO during the storage installation visit 66

Going further DEVELOPING THE LOCAL ECONOMY AND SHARING KNOW-HOW COMMITMENTS KPIS OBJECTIVES AT 30 JUNE 2023 AT 30 JUNE 2024 8,000 direct and indirect jobs* Number of direct and indirect jobs generated by Assessed in 2023 - VIVESCIA Group on the Cooperative’s territory Must be renewed every Drive a dynamic and 3 to 5 years inclusive economy in the Cooperative’s Subsidies for new cooperative farmers and young farmers - €610,000 €688,000 territory Quantity of flour donated as part of the food drive 65 tonnes 100 tonnes - in partnership with Banques Alimentaires of flour of flour Strengthen the positive impact of our French and Number of charity initiatives - 80 95 international production implemented by the sites facilities on local communities [Malteurop] Number of farmers who have received advice - 1,050 922 or training on agronomic practices [Grands Moulins de Paris] Maintaining baking know-how - 276 313 The Paris Bakery and Patisserie School Number of apprentices trained in the year [Grands Moulins de Paris] - 125 7 Number of adults retraining [Grands Moulins de Paris] 253 460 Number of professionals following - trained trained continuing training professionals professionals Training of new generations 210 Sharing our knowledge - Not monitored students at and know-how Number of visits to test fields open to students Les Céréalistes Contributing to the 6 visits of the development of Cooperative and entrepreneurship and Number of visits of Group sites by students - Not monitored 7 of Malteurop the sustainability of sites agricultural professions 20 students and #New generations To be three professors #Entrepreneurship Number of students invited monitored #Prospective planning - (Châlons-en-Ch. to a VIVESCIA AGM starting in council - 2023-2024 Vallée-de-Marne) [Grands Moulins de Paris] Development of entrepreneurship - 105 125 Number of artisan bakers to receive support in starting a new business (400 to date) Prospective planning Financial support for the GERMEA research chair - 6 publications See below Number of publications since 2021 At 30 June 2024 1 book 4 training courses provided to students • • 19 articles in peer-reviewed journals 19 publications intended for professionals • • 11 publications in national seminars • and the general public to defuse knowledge and international (interviews, articles, podcasts and speeches) 7 research projects carried out since 2021 11 events within the VIVESCIA community • • 3 scientific events (seminars) • * Results of a socio-economic impact study carried out in 2023 in the Cooperative’s territory (VIVESCIA Group’s agricultural and industrial activities). CONSOLIDATED REPORT 2023-2024 67

TABLE OF CORRESPONDENCE WITH THE UN'S SUSTaINaBLE DEVeLOpmeNT GOALS (SDGS) OUR CONNECTION TO THE EARTH COMMITMENTS SUSTAINABLE DEVELOPMENT GOALS TARGETS Reduce our scope 1, 2 and 3 GHG emissions by 29%, 7.2 including a 42% reduction in our scope 1 and 2 GHG emissions 7.3 9.4 by 2030, to support efforts achieve net zero emissions by 2050. Benchmark year 2021 13.1 15.2 Evaluate the impact of climate change on crops in the 13.1 Cooperative territory and our sourcing regions in France and around the world, and develop adaptation plans Make proposals and drive change among VIVESCIA’s 2.4 2.5 member-farmers in terms of the agro-ecological, low- carbon and soil conservation 6.3 — TRANSITIONS programme 6.4 6.6 12.2 15.1 15.3 15.5 15.8 Evaluate our biodiversity footprint and aim for a positive 2.5 impact through virtuous farming and industrial practices 6.6 12.2 15.1 15.3 15.5 6.3 Build a consolidated vision of challenges related to water: 6.4 evaluation of impact and dependencies, and definition of strategies for mitigation and resilience 6.6 17.14 Promote the Group Environmental Charter and ensure all 6.3 sites comply with it 6.4 7.1 7.2 7.3 8.4 9.4 12.3 12.5 Minimise the environmental footprint of our packaging by 12.3 adopting eco-design approaches and developing recycling 12.5 68

Going further OUR CONNECTIONS TO PEOPLE COMMITMENTS SUSTAINABLE DEVELOPMENT GOALS TARGETS Provide a safe workplace where well-being is paramount 3.6 by preventing psychosocial hazards and creating a stronger 8.8 safety culture Boost the Group’s employer brand and increase colleague 4.4 employability Actively promote equality of opportunity, gender equality, 4.4 diversity and inclusion 5.1 5.5 8.5 10.3 10.4 Promote a Group culture and cultivate our unique cooperative farming DNA OUR CONNECTIONS TO OUR INDUSTRIES AND REGIONS COMMITMENTS SUSTAINABLE DEVELOPMENT GOALS TARGETS Growing our value chains by combining innovation 2.4 and sustainability 12.1 12.2 Responsible sourcing of ingredients for our products 2.4 and a search for natural ingredients 12.2 Drive a dynamic and inclusive economy 2.1 in the Cooperative’s territory 9.5 11.a Pursue the construction of an intra-group Francine sourcing 8.4 chain and coordinate the brand’s global social responsibility 12.1 programme 12.2 12.8 Guarantee food safety at every stage of production 3.d and develop continuous improvement processes 9.4 while anticipating future challenges Strengthen the positive impact of our French and international 4.3 production facilities on local communities 4.4 4.5 11.a 12.3 Sharing our knowledge and know-how, contributing to 4.3 the development of entrepreneurship and the sustainability 4.4 of agricultural professions 4.5 4.7 17.16 CONSOLIDATED REPORT 2023-2024 69

METHODOLOGY The scope of reporting used for these indicators is the Waste consolidated VIVESCIA Group. All companies under Non-organic waste recorded includes metal, paper/cardboard, VIVESCIA’s operational control (> 50%) are included in the plastic, glass, wood/pallets and non-hazardous industrial waste. scope. Companies in which VIVESCIA holds a minority interest Waste was measured by mass. A distinction is made between are not included in the scope of this CSR report. Similarly, recovered and non-recovered waste. We define “recovered” entities such as property management companies and financial waste as that which is recycled or incinerated with energy holding companies, where the evaluation of workforce and recovery. Conversely, “non-recovered” waste is sent to landfill environmental indicators is not meaningful due to their type (with or without our biogas recovery) or incinerated without of business, are not included. The scope of reporting for the energy recovery. Our activities generate minimal organic indicators below is in accordance with decree no. 2017-1265 waste, and only sporadically throughout the year. However, dated 9 August 2017 issued for the application of order as it is inherent to our business, this issue is addressed in the no. 2017-1180 dated 19 July 2017 regarding non-financial sustainability report. VIVESCIA recovers 99.8% of coproducts reporting by certain large companies and certain Groups of and organic waste, essentially as animal feed. Hazardous waste, companies. Environmental indicators are measured on our which is a minor issue for our activities, includes materials production sites. Offices are excluded because they have a requiring special disposal measures to ensure the protection minimal environmental impact compared to production sites. of human health and the environment. Specific channels have The workforces of the following businesses are excluded: the therefore been established for their safe disposal. Paris Bakery and Patisserie School (31 employees at 30 June 2024) as it has association status; and Aliane (114 employees at Employees 30 June 2021), as it is a joint venture. The total number of VIVESCIA employees takes into account people on short-term contracts and open-ended contracts present on the final day of the financial year, i.e. 30 June 2024, REPORTING PERIOD excluding work-study students and interns. The data reported for the various indicators relates to the Health and safety 12-month period from 1 July 2023 to 30 June 2023. The frequency rate for accidents employee accidents (short- term contracts and open-ended contracts) is calculated over the financial year. The formula is as follows: METHODOLOGY FOR CALCULATING KEY Number of employees suffering lost-time accidents x 1,000,000/Number of salaried hours worked over the period. PERFORMANCE INDICATORS The severity rate for accidents employee accidents (short-term contracts and open-ended contracts) is calculated over the Energy financial year. The formula is as follows: Number of days lost due to employee accidents x 1,000/ Each site declares all sources of energy used to fuel facilities and industrial equipment on the site, as well as vehicles and Number of salaried hours worked over the period. handling equipment. Examples of energy: heating oil, diesel, natural gas, electricity, etc. Training The proportion of payroll expenses devoted to training is Greenhouse gas emissions calculated based on all training expenses, including teaching Our carbon footprint analysis for scopes 1, 2 and 3 was carried costs, logistics costs and the salaries paid to employees during training. Rate = total training costs divided by total payroll out according to the relevant international standards (GHG costs. The percentage of employees having followed at least Protocol, organisational approach). Our 2022-2023 scope 1, 2 and 3 emissions were 6.8 MtCO2e. one training course over the past financial year is calculated All subsidiaries of VIVESCIA Group are included in this total. based on the number of employees (contracted on the final day of the financial year). All upstream agricultural activities are taken into account. However, for downstream activities, only primary processing steps that our businesses are aware of are addressed. Considering the diversity of uses our products are put to, taking the analysis all the way to the end user generate too many possible hypotheses, making the results difficult to interpret. VIVESCIA Services’ support functions were also excluded because they were judged to be not significant in comparison to VIVESCIA Group’s total emissions. 1. Scope 1 covers the direct GHG emissions produced by the company, Scope 2 refers to indirect emissions associated with energy consumption that occur offsite, and Scope 3 encompasses indirect emissions that are outside the company’s direct control. 70

Going further BREAKDOWN OF EMPLOYEES Breakdown by business % % % 81.4 16.1 2.5 work for processing work for agricultural work for support businesses businesses functions Breakdown by gender 65% 35% of men of women Breakdown by age Breakdown by region Under 25 Champagne- years old: Ardenne: Grand Est region Over 55 6.6% 25.4% (including years old: Oceania: 1% Champagne-Ardenne): 19.1% 25.7% 25-34 years old: 22.1% Asia: 11.4% % The Americas: % 3.1% 45-54 years old: Europe France (including 25.2% 35-44 (including France): Grand Est region): years old: 84.5% 60.5% 27.1% CONSOLIDATED REPORT 2023-2024 71

THE SCOPE OF VIVESCIA GROUP COOPÉRATIVE VIVESCIA GRANDS MOULINS STORIONE DÉLIFRANCE Hellas VIVESCIA INDUSTRIES MALTEUROP SA DÉLIFRANCE Singapore PTE VIVESCIA INNOVATIONS MALTEUROP Canada DÉLIFRANCE Hungaria AGRILIANCE MALTEUROP North America DÉLIFRANCE Iberica VIVESCIA TRANSPORT MALTEUROP New Zealand DÉLIFRANCE Italia COMPAS MALTEUROP Australia DÉLIFRANCE Norden AB MINJARD MALTEUROP Baoding DÉLIFRANCE Osterreich SEPAC COMPAGRI INTERMALTA DÉLIFRANCE Polska VAUTHIER SEPAC MALTEUROP FOOD INGREDIENT DÉLIFRANCE Roccia SEVEAL SA DIAMALTERIA Italiana DÉLIFRANCE Suisse VIVESCIA SERVICES MALTEUROP France DÉLIFRANCE UK ARD MALTEUROP Deutschland PARIS BANGKOK BAKERY WHEATOLEO MALTEUROP Pologne DÉLIFRANCE Netherlands NEALIA MALTEUROP Ukraine* DÉLIFRANCE Belgium KALIZEA France BELGORSOLOD DÉLIFRANCE China FOOD Products KALIZEA Polska MALTEUROP Mexico DÉLIFRANCE China LA BOULANGERIE KALIZEA Boromir DÉLIFRANCE SA NUOVA COGEA GRANDS MOULINS DE PARIS DÉLIFRANCE Deutschland * Given the geopolitical context, data from our Ukrainian malting plants are only partially integrated – no data from Kharkov, but data for Chernigov. 72

Going further REGULATORY ISSUES • The implementation of strict quality specifications to ensure Any regulatory issues not discussed in the 2023-2024 sustainable development report are addressed here. that grain performs optimally during processing stages, in particular for maize at Kalizea. Working on our product Greenhouse gas emissions formulations to make the most efficient use of raw materials, in accordance with customer requirements, in particular at The transport part of scopes 1, 2 and 3 is based on data from Nealia. 2022-2023 representing 532.5 kTCO2e, most of which comes from road transportation, then rivers and canals, as well as rail • Délifrance’s warehouses have established a partnership transportation. with Les Restos du Cœur and the Secours Populaire. When products’ ship-by dates have passed but their use-by dates Animal welfare are still several weeks away, Délifrance distributes them to Our businesses are not directly exposed to the issue of animal charities. Through these actions, Délifrance demonstrates welfare. However, Délifrance intends to purchase 100% that it is acutely aware of the food waste issue. cage-free eggs by the end of 2025. Currently, approximately 100% of Délifrance products made in Europe, and 30% of Promotion of physical activity and sport third-party products, are made with cage-free eggs. This policy Our business activities are not directly exposed to the issue is currently being rolled out to other sites outside of Europe. of the promotion of physical activities and sport within the GMP, which aims to source 100% cage-free eggs by the end company. of 2025, is currently on course to achieve this for these raw materials and Les Recettes de mon Moulin, and is at 90% on Connection between the corporate world and the military frozen products. VIVESCIA Group has not currently implemented any specific actions to promote connections between the corporate world The fight against food waste and the military and thereby to encourage its employees to join the military reserve. For VIVESCIA Group, the main action we take to combat food waste is to minimise waste during storage and processing. Here are some examples of the best practices our Group has Collective bargaining agreements developed: The Group’s HR directors regularly meet with career, training, • Improving production efficiency, which is a continuous compensation and benefits experts in order to work on an process. annual roadmap aiming to harmonise HR tools, practices and • GMP recycles downgraded products internally (so long as this policies for all its subsidiaries. Many collective agreements have does not affect product quality) and manages the quantities been put in place regarding remote work, quality of life at work of gluten incorporated according to flour protein content. and strategic workforce planning with union representatives. • The selection of barley varieties with optimum germination The most recent agreements signed concern profit-sharing rates by Malteurop. The company has R&D teams working on policies, which are all structured in the same way with the same selecting the best barley varieties for malting. rules. CONSOLIDATED REPORT 2023-2024 73

REPORT* BY ONE OF THE STATUTORY AUDITORS DESIGNATED BY A THIRD PARTY TO CHECK THE CONSOLIDATED NON-FINANCIAL PERFORMANCE DECLARATION In our capacity as an independent third-party body (“third party”) accredited by COFRAC (COFRAC accreditation for validation/verification, No. 3-1891, scope available at www.cofrac.fr), and as one of the statutory auditors of your company (hereinafter referred to as the “Entity”), we conducted work to provide a reasoned opinion expressing limited assurance on the compliance of the consolidated non- financial performance statement (hereinafter referred to as the “Statement”) for the financial year ending 30 June 2024, in accordance with the provisions of Article R. 225-105 of the French Commercial Code. We also assessed the reliability of historical data (observed or extrapolated) provided pursuant to points 3° of I and II of Article R. 225-105 of the French Commercial Code (hereinafter referred to as the «Information»), prepared in accordance with the Entity’s procedures (hereinafter referred to as the «Standard»), as presented in the management report in compliance with the provisions of Articles L. 225-102-1, R. 225-105, and R. 225-105-1 of the French Commercial Code. Conclusion Based on the procedures implemented, as described in the section “nature and scope of work”, and the evidence we collected, we have not observed any significant anomalies that would lead us to doubt that the consolidated non–financial performance report complies with the applicable legislation and that, taken as a whole, the information is presented in good faith and is in line with the Standard. Comments Without prejudice to the above conclusion, and in accordance with the provisions of article A. 225-3 of the French Commercial Code, we have the following remarks concerning the climate, mitigation and adaptation commitments: – The scope 3 carbon footprint analysis presented is based on data from 2022-2023. – The strategy presented in the VIVESCIA’s transition plan concerns the 2022-2030 period. *To find out more, the EY report is available upon demand from the Group CSR department. READ ALL THE LATEST NEWS ABOUT VIVESCIA INDUSTRIES AND FIND ALL THE INFORMATION YOU NEED ON: www.vivescia.com Together, VIVESCIA and its farmers, partners, food processing customers, Postal address: VIVESCIA – 2, rue Clément Ader 51100 Reims, France and stakeholders from large-scale field crop industries, E-mail address: [email protected] have joined forces to rise to the challenge of climate change and the agri-food transitions. Registered office in Reims • 2, rue Clément Ader, 51100 Reims • +33 (0)3 26 78 62 00 • Graphic design: Anthony Texeira – DotStudio • Copywriting and editorial design: Corine Delahaye, Valérie Desprets - Sapristi Factory, VIVESCIA’s communication department • Photo credits: Ballade Studio, Bertrand Boissimon, Axel Coeuret, Guillaume Czerw, Jacques Dieppedalle, Claire Jachymiak, Clément Lemaire, Guillaume Ombreux, Benoît Pelletier, Léo-Paul Ridet, Stéphanie Tétu - La Company, Visu Communication, La Coopération Agricole, Malteurop, Grands Moulins de Paris, Francine, Campaillette, Délifrance, Kalizea, NEALIA, VIVESCIA • Printed by: Galaxy. This document is printed on paper from sustainably managed and PEFC-certified forests. Published by VIVESCIA Group’s Communication department. • November 2024. 74

Together, VIVESCIA and its farmers, partners, food processing customers, and stakeholders from large-scale field crop industries, have joined forces to rise to the challenge of climate change and the agri-food transitions. SCAN THE QR CODE TO FIND OUT MORE ABOUT TRANSITIONS

In 2025, we’re celebrating the anniversary of Francine, our iconic household brand. Follow us to make sure you don’t miss out! Seine – 351 466 495 RCS Créteil - 10/2024 - sur - aris SA au capital de 37 232 832 € - Siège social : 99 rue Mirabeau 9400 Ivry Competitions and Anniversary packs Grands Moulins de P brand new goodies in-store And lots more Meetings with surprises! farmers Events for staff ENCART_FRANCINE_60ans_EN_210x285mm.indd 1ENCART_FRANCINE_60ans_EN_210x285mm.indd 1 19/12/2024 14:59:0419/12/2024 14:59:04