Announcement PDF S U N R I C E G R O U P A N N UA L R E P O R T 2 0 2 5 — Rice at our heart SHAPING OUR FUTURE WITH SUNRICE GROUP ANNUAL REPORT 2025 A About this Report SUNRICE GROUP ANNUAL REPORT 2025 — ABOUT THIS REPORT Reporting boundary and period 1 SunRice’s Annual Report covers Ricegrowers Limited ABN 55 007 481 156 and its controlled entities. Unless otherwise stated, all disclosures in the Annual Report relate to the Financial Year ended 30 April 2025 (FY25). In this report, “the year”, “this year”, “crop year 2024” and “CY24” all refer to FY25. The “2025 harvest”, “crop year 2025” and “CY25” all refer to the rice crop harvested in 2025, which will be processed and marketed in the Financial Year ending 30 April 2026 (FY26). “SunRice”, “SunRice Group”, “Group”, “we” and “our” refer to Ricegrowers Limited ABN 55 007 481 156 and its controlled entities, as defined in this report. Reporting frameworks The FY25 Financial Report (on pages 89–129) and Directors’ Report (on pages 75–87) have been prepared in accordance with Australian Accounting Standards and Interpretations issued by the Australian Accounting Standards Board and the Corporations Act 2001. The Operating and Financial Review, which is a required element of the Directors’ Report, can be found in the CEO’s Report on pages 7–12. This Annual Report has been prepared and reported to align with the 2021 Global Reporting Index (GRI) Standards and the 2022 GRI Agriculture, Aquaculture and Fishing Sector Standards. The Sustainability Data Book (see 2025 Reports Portfolio) includes the disclosures and where they are located within this report. Report assurance The Remuneration Report on pages 76–85 and the Financial Report on pages 89–129 have been audited. All disclosures in the Annual Report have been subject to SunRice’s internal review and approval processes by management, the executive and the Board, as appropriate. Stakeholder engagement and materiality SunRice undertakes both a formal materiality assessment to identify the issues that are significant to the business and to key stakeholders, as well as informal engagement throughout the year, in order to respond to our stakeholders’ insights. In FY24, SunRice commenced a refresh of its stakeholder engagement framework and undertook a double materiality review. Our renewed Stakeholder Engagement and Materiality Statement can be found at sunrice.com.au/sustainability-reports. The Group’s refreshed material topics are reported on page 16 and informed our new Sustainability Strategy (see page 18). 'Sustainability' and 'sustainable' About SunRice’s structure Our approach to sustainability aims to balance environmental, social and economic considerations in a way that creates long term value for our stakeholders. We recognise that in many cases these considerations will be interdependent or may compete or conflict with each other. In executing against our Strategy, we aim to understand and balance the environmental, social and business impacts of the Group in a way that seeks to create value overall. References to 'sustainability' and 'sustainably' in this report or other disclosures do not mean that there will be no adverse impacts or trade-offs between our thematic pillars and/or our business priorities. The structure of Ricegrowers Limited (trading as SunRice) contains Non-Standard Elements, including: 2025 Reports Portfolio • Annual Report – provides information on SunRice, including governance, strategy, sustainability, key risks, financial and non-financial performance and outlook, and includes the Annual Directors’ Report and Annual Financial Report. sunrice.com.au/annual-reports • Interim (Half Yearly) Financial Report – provides information on SunRice’s half-yearly financial and non-financial performance and outlook. sunrice.com.au/financial-reports • Corporate Governance Statement – provides an overview of our policies, procedures and practices to ensure application of the ASX Corporate Governance Principles and Recommendations (4th Edition). sunrice.com.au/corporate-governance • Sustainability Reporting – provides further information on SunRice’s sustainability framework, strategy, policies and other mandatory reporting, including our Modern Slavery Statement, Environmental Protection Agency (EPA) Monitoring Data and the Australian Packaging Covenant Organisation (APCO) Report and Action Plan. sunrice.com.au/sustainability-reports • Sustainability Data Book – provides information on SunRice’s annual sustainability performance across our commitments to Thriving People, Thriving Planet, Thriving Communities and Inspiring Products. The data book also includes the GRI Index, which outlines where to locate 2025 disclosures made in accordance with the 2021 GRI Standards and the 2022 GRI Agriculture, Aquaculture and Fishing Sector Standards. sunrice.com.au/sustainability-reports Other reports and information • Tax Transparency Disclosures – SunRice is a signatory to the Board of Taxation’s Tax Transparency Code. The Tax Report (issued annually) complements the Group’s tax disclosures and enhances our stakeholders’ understanding of the Group’s compliance with Australian tax laws. sunrice.com.au/financial-reports • Other information – presentations and announcements made to stakeholders during the year. See the Results and Reports section of the SunRice investor website. investors.sunrice.com.au 1. The Company has a dual class share structure with differential voting rights; 2. The Company’s constitution imposes shareholding limits on A Class Shares and B Class Shares; and 3. The Company’s constitution outlines the composition of the Board of Directors. Details of these Non-Standard Elements are available on SunRice’s website. One of the conditions of the Company’s admission to the official list of the ASX in 2019 was the provision by SunRice of an undertaking to the ASX that it would disclose, in last year’s Annual Report, whether it had considered removing the NonStandard Elements from its structure and operations, and if it had decided not to remove the Non-Standard Elements for the time being, its reasons for this. In line with this obligation, SunRice disclosed last year that it was conducting a strategic review including a review of its structure and operations and that this would include a review of the Non-Standard Elements to assess whether the structure continues to be in the best interests of the Company and its shareholders generally. As at the date of this report, no decision has been made or approved by the Board to modify the structure. The Board considers that any changes to the Company’s capital structure require careful consideration of a range of strategic, commercial, and stakeholder factors. Should any material recommendations arise from the Board’s periodic reviews, they will be the subject of consultation with the ASX and, where required, will be submitted to shareholders for approval. It should be noted that the interests of A Class Shareholders are in achieving returns through Paddy Prices. The interests of B Class Shareholders are in achieving dividends on B Class Shares and improvement in the market price of B Class Shares. The Directors are required to act in the best interests of the Company as a whole. SunRice’s Directors have actively managed the interests of both A Class and B Class shareholders, in a listed environment on both the NSX and ASX for more than 18 years and the Directors believe they have demonstrated a strong track record in balancing the interests of both classes of shareholders. In addition, the Board has adopted procedures to manage any potential conflict or divergence of interests which may arise, including establishing a committee of non-grower Directors (the Independent Committee). These procedures are set out in the SunRice Conflict of Interest Policy and the Paddy Pricing Policy. Copies of both policies are also available on SunRice’s website. For more details of the NonStandard Elements of SunRice’s structure see investors.sunrice.com.au. SUNRICE GROUP ANNUAL REPORT 2025 — ABOUT THIS REPORT ABOUT THIS REPORT Welcome to the FY25 SunRice Group Annual Report. This year marks 75 years for the SunRice Group. 75 YEARS Over the past 12 months we’ve started to implement our 2030 Growth Strategy, aligned with our renewed Purpose, Vision and Values. These foundations allow us to focus on achieving our ambition: to be everyone’s favourite rice food company. Because, from our beginnings as a co-operative 75 years ago to our bold aspirations for the future, rice has always been and will remain at our heart. We’re on an ambitious growth journey as a global food company with deep Australian heritage. Fundamental to our success are our ~2,400 employees, who operate across ~60 sites in 10 different countries. We remain committed to operating sustainably, ethically and transparently as we continue to grow and evolve for the next 75 years. As the SunRice Group, we seek to continuously improve the way we communicate long-term sustainable value to our A and B Class Shareholders and other important stakeholders. Our financial and non-financial reporting is combined to provide information on all aspects of our performance in one report, the Annual Report. An Australian success story 1950 Ricegrowers’ Co-operative Mills Limited formed. 1950s Leeton Mill built. Sunwhite rice branded retail pack launched. 1960s Coleambally Mill built. 1970s 1980s 1990s 2000s 2010s 2019 2020s 2024 2 2025 Deniliquin Mill built. Trukai Industries Ltd (PNG) established to extend Riverina rice markets. CopRice acquired to process and sell rice milling by-products. Start of value-added products (rice cakes, rice bran, horticultural products). Rice Cakes plant built in Leeton. Rice Research Australia Pty Ltd (RRAPL) established. SolRice (Solomon Islands) acquired extending markets for Riverina rice. Koshihikari developed for Japanese market. Riviana Foods (non-rice products) acquired. Growers vote to change co-operative’s structure. Company registered as Ricegrowers Limited (trading as SunRice). National Stock Exchange (NSX) listing (2007). Ricegrowers Singapore Pte Ltd incorporated to extend markets and global sourcing capabilities across Asia. SunRice hits $1 billion in turnover (FY12). SunRice acquires 100% ownership in SunFoods (US). Acquisitions of Roza’s Gourmet and Fehlbergs Fine Foods (Riviana Foods), Feed Rite’s Wangaratta, VIC assets (CopRice) and a rice processing mill in Vietnam. SunRice lists on the Australian Securities Exchange (ASX), following an A and B Class Shareholder vote in 2018. Further organic and strategic growth pursued, including acquisitions of KJ&Co (Riviana Foods); Riverbank Stockfeeds Leongatha VIC business, NZ dairy nutrition business, Pryde’s EasiFeed and SavourLife (CopRice). SunRice achieves record revenue, with $1.88 billion in turnover (FY24). 2030 Growth Strategy launched. SunRice celebrates 75 years. Deregulation of the singlemarketing export desk (known as vesting) from 1 July 2025. CONTENTS Group CEO’s Report How we Create Value Thriving People Thriving Planet S U N R I C E G R O U P AN N UAL R E P O RT 2 0 2 5 — F Y2 5 H I G H L I G H TS Thriving Communities Inspiring Products Australian Rice Pool Business International Rice Rice Food Riviana Foods CopRice Corporate Our Outlook Our Strategy Our Approach to Risk Corporate Governance Corporate Management Team Directors’ Report Remuneration Report Auditor’s Independence Declaration Financial Report Consolidated Entity Disclosure Statement Directors’ Declaration Independent Auditor’s Report Shareholder Information 3 Corporate Directory F Y2 5 H I G H L I G H TS In FY25 we continued to deliver across key metrics, while embedding our 2030 Growth Strategy. We are shaping our future with rice at our heart, as we build on the legacy of the last 75 years. ^ Chairman’s Report 1 4 7 13 19 23 27 30 33 39 43 47 51 55 56 57 59 67 73 75 76 88 89 130 131 132 136 138 $1.85b2% $147.7m^3% $70.7m^4% Revenue EBITDA1 Net Profit After Tax 1. EBITDA is defined as earnings before net finance costs (asset financing charges are not considered a finance cost/income for the purpose of the EBITDA calculation), tax, depreciation, amortisation and impairment. ^ About this Report 5% Reduction in Scope 3 FLAG emissions2 2. Compared to the Group’s FY23 Scope 3 FLAG emissions. See the Sustainability Data Book for more detail. SUNRICE GROUP ANNUAL REPORT 2025 — CHAIRMAN’S REPORT FY23 $461 FY24 $430 CY24/FY25 tonne $406 per 6% ^ 4 Chairman’s Report PA D DY P R I C E FOR MEDIUM GRAIN RICE F U L LY F R A N K E D DIVIDEND PER B CLASS SHARE FY23 50c BASIC EARNINGS PER B CLASS SHARE FY23 83.8c FY24 60c 3 FY24 97.5c FY25 65c ^8% FY25 102.9c ^6% This is my last Chairman’s Report and provides me with the opportunity to reflect on the continual changes that SunRice has faced and largely overcome since we were founded 75 years ago. Many of our new investors are not aware of our heritage before our listing on the ASX in 2019. This rich history is outlined at the front of this report. Some of our dedicated rice growers saw the emergence of the then Ricegrowers’ Co-operative Mills Limited (RCL) at the Whitton Hall in 1950 and most were involved in the vote to convert from a co-operative to a company in 2005, and our subsequent listing on the NSX in 2007. 3. FY24 included a special dividend of 5 cents per B Class Share. SUNRICE GROUP ANNUAL REPORT 2025 — CHAIRMAN’S REPORT CHAIRMAN’S REPORT 5 I was President of the Ricegrowers’ Association of Australia (RGA) at the time, and then Chairman Gerry Lawson noted: “Over the last 50 years RCL has become successful through a deliberate path of innovation and change. We have evolved beyond the growing, processing and marketing of an agricultural commodity, to a global business that exports value-added rice food products around the world”. These words remain true today. SunRice has developed even further, and now also sources rice from around the world to mitigate supply risks such as drought to our international markets. We have continued to embrace change and innovation to become the global business we are today, including our listing on the ASX in 2019. A strong set of results On behalf of the Board, I am pleased to present a strong set of results, which included improved profitability despite a small downturn in revenue, and a record total fully franked dividend of 65 cents per B Class Share for FY25. Since listing on the ASX, SunRice has delivered a Total Shareholder Return (including dividends) of 149%,4 representing a Compound Annual Growth Rate of 16.4%. On moving to the ASX in 2019, the Board was aware that a lack of liquidity for our newly listed B Class Shares would be challenging. However, over the last two years, liquidity has increased, with a 30-day median volume to 31 May 2025 of $360,380, compared to the 30-day median volume to 31 May 2023 of $25,843. This represents a more than 10-fold increase in liquidity, admittedly from a low base. The Board will continue to focus on this important value driver for our B Class Shareholders. 4. Investment period 30 April 2019 to 30 April 2025, Total Shareholder Return considers movement in B Class Share price and dividends paid, and assumes all dividends are reinvested on the dividend ex-date. CY24 paddy return impacts The CY24 paddy return of $406 per tonne for medium grain has been a disappointing result for our Riverina growers. This is a significant reduction on the $461 per tonne return for the CY22 crop and the $430 per tonne result for CY23. The excellent onfarm yields that most growers achieved and the relatively lower temporary water pricing during the year, have hopefully enabled our growers to generate positive cash flows. We are acutely aware of the impact of inflation on inputs like fertiliser, chemicals and machinery, particularly when combined with high interest rates, on our growers. While USD-AUD exchange rates have remained low and hence favourable for exports this year, the poor mill-out rates for the CY24 crop, which were the lowest experienced in more than five years, was the material driver of the lower paddy return, with the rebound of the Californian rice crop from severe drought also impacting international tender markets and pricing. Our analysis has shown that if just average mill-out rates had been achieved for the CY24 crop, we would have exceeded last year’s paddy return irrespective of global tender markets and other impacts. Importantly our focus on branded positions delivered notable growth in the Middle East, which in part has helped deliver a solid underlying paddy price. Industry challenges and opportunities Over the next 12 months we will be marketing the CY25 crop, and I am pleased to say that exceptional on-farm yields have been achieved across all valleys and varieties. I believe a 32-hectare crop from one of our growers of Matilda that averaged 17.3 T/ha is a world record for medium grain. Over 400,000 tonnes of Matilda was produced at an average of 12.5 T/ha. I don’t believe any other rice producing country can replicate yields like this. With growers as capable as these, using leading technology, we should expect a strong future. However, State and Federal Governments continue to shift the goal posts in their pursuit of water reform. The Riverina community has presented solutions on riverine health and biodiversity that balance the need to retain viable industries and employment in the region. RGA and SunRice continue to make high level representations about the impact of major buybacks. The magnitude of water purchased by the Federal Government in such a small timeframe over the last six months places acute pressure on water pricing. SunRice has never supported buybacks, and we strongly urge both the Federal and State Governments to moderate buybacks as the primary tool to achieve the Murray Darling Basin Plan. On top of this, general security water rights are being eroded bit by bit and are targeted as a solution to climate change challenges. This uncertainty may impact major investments we are making in our research and breeding programs that will increase on-farm yields and reduce water usage per tonne. SunRice and our growers have shown we can rise to the challenge and help achieve these positive outcomes for our environment, while driving productivity and keeping jobs in the region. In line with this, the Board remains focused on overseeing Management’s execution of our 2030 Growth Strategy. A key part of this is ensuring the maintenance of a strong and viable Australian rice industry. During the year, we also approved the Group’s Sustainability Strategy and oversaw the validation of the Group’s emissions reduction targets by the Science Based Target initiative (SBTi). Transitioning to a deregulated environment and becoming a Buyer of Choice The Australian rice industry was built on the back of farmers collectively marketing their rice under the NSW Government’s rice marketing arrangements known as vesting. International rice markets are rarely freely traded and vesting enabled SunRice to achieve the scale necessary to compete effectively. SUNRICE GROUP ANNUAL REPORT 2025 — CHAIRMAN’S REPORT CHAIRMAN’S REPORT 6 Many Government reviews and policy changes have led to SunRice’s support to transition to an operating environment without the Sole and Exclusive Export Licence (SEEL), which will take effect from 1 July 2025. As a result, this year, much like 1950, is a foundational one for us. SunRice is very focused on the value we can create for our Australian rice growers in this post vesting environment as we transition from being the Buyer of Last Resort to becoming the Buyer of Choice. As I shared with many of you at our CY26 launch dinners, CY26 is just the start, and we are looking at new ways to reward SunRice growers who consistently deliver volumes of high-quality paddy to us. Retirement and election of Chair-elect After serving on the SunRice Board for 18 years, I will retire following our AGM on 4 September 2025. I was elected to the role of Chair by my fellow Directors in November 2014 and it has been an honour to serve our growers and shareholders over the past 10 years. When I sought re-election for a fifth term in 2023, I indicated that I would focus on a successful transition to our new Group CEO Paul Serra and the next Chair of the Board. Further, if this went well, that I may not serve my full term. I am pleased to say that this has come to pass. John Bradford, my Deputy Chair since 2022, was elected unopposed by the Board to replace me as Chair at the conclusion of the AGM. John has demonstrated his abilities as Chair of Trukai Industries in Papua New Guinea since 2018 and as the previous Chair of the Grower Services Committee. He shares my passion for this great Australian company and our growers and shareholders. SunRice Chair, Laurie Arthur, Chair-elect, John Bradford and Group CEO, Paul Serra. Paul has been with us for almost two years and has proven to be a very capable CEO. The Board has full confidence in his ability and leadership of our dedicated Management team, as evidenced by our FY25 results and our strategy for the future. You are in good hands. Acknowledgements I extend my thanks to my fellow Directors, past and present; the Rice Marketing Board of the NSW; and the RGA, which is celebrating 100 years of rice growing this year, while we celebrate 75 years of SunRice. It has been a privilege to work with the wonderful people that make up the Australian rice industry, including our growers, shareholders and employees, and the many other people and organisations that support this incredible industry. With your ongoing support, the SunRice Group will continue to grow and deliver for all of us for another 75 years. Going forward, I will continue to supply paddy to SunRice exclusively and enjoy the benefits of being a grower and shareholder. Laurie Arthur SunRice Chairman FY24 REVENUE FY23 $1.64b FY24 EBITDA FY23 $143.9m $117m NET PROFIT AF T E R TAX FY24 FY23 $68.2m $54.8m B CLASS SHARE PRICE AT 3 0 A P R I L FY23 $6.20 7 $1.88b FY25 $1.85b 2% ^ S U N R I C E G R O U P A N N U A L R E P O R T 2 0 2 45 — G R O U P C E O ’ S R E P O R T Group CEO’s Report FY25 $147.7m ^3% FY25 $70.7m ^4% FY25 FY24 $6.51 $11.00 ^69% “Our 75-year journey has shaped us into a truly global business, with approximately 60% of our revenue now generated internationally. In FY25, we continued to deliver improved earnings while executing strategic initiatives that better position us for our next chapter of growth.” We effectively managed a complex operating environment in FY25 while growing the value of our established brands and pursuing strategic growth initiatives. This culminated in a solid set of results, supported by improved profitability across the business, highlighting the quality of the Group’s earnings despite pressures on the top line. SunRice reported revenue of $1.85 billion in FY25, compared to $1.88 billion in FY24. Earnings Before Interest, Tax, Depreciation, Amortisation and Impairment (EBITDA) was $147.7 million, and Net Profit After Tax (NPAT) reached $70.7 million, up 3% and 4% respectively on FY24. Total Shareholder Return (TSR) was 82%5 for the 12 months to 30 April 2025, compared to the S&P/ASX 300 Accumulation Index of 10%. 5. Investment period 30 April 2024 to 30 April 2025. TSR considers movement in B Class Share price and dividends paid, and assumes all dividends are reinvested on the dividend ex-date. GROUP CEO’S REPORT SUNRICE GROUP ANNUAL REPORT 2025 — GROUP CEO’S REPORT As we began to implement our 2030 Growth Strategy, our global team embraced FY25 with: Rice at our heart: Leaning into our roots and what we do best – our branded, vertically integrated rice products – in Australia and New Zealand (ANZ) and close to 50 markets around the world; Global mindset: Balancing our global scale with local consumer relevance, backed by a ‘one group’ approach and the discipline and agility to turn opportunities into advantages; and Consumer focus: Placing consumers at the heart of what we do, to develop innovative solutions to their every day meal needs. We made significant changes to our organisational structure and operations, all focused on one ambition: becoming everyone’s favourite rice food company. These changes, effective from 1 May 2025, better position us for 75 more years of growth and open new possibilities for the SunRice Group, which are outlined in Our Strategy on pages 57–58. A summary of our progress against strategy in FY25 can also be found in this section. Our performance drivers in a strategic and global context Volume opportunities and challenges Pricing pressures Around 70% of the Group’s sales related to branded product in FY25. The strength of our brands and product portfolio continued to deliver volume growth across several parts of the Group. Key drivers of this growth included: Sales price deflation together with the need for additional discounting in a number of our markets and product categories were the primary reason for the overall slight downturn in Group revenue. • Growth in the Middle East (ME), following new product launches and a successful Ramadan campaign; • The strong performance of our Toscano range in the Australian Bakery category; • An expanded international customer base in Rice Flour and additional ranging and distribution in Australian retail channels in Rice Cakes; • Sales into the branded pet food channel in Australia, supported by our acquisition of SavourLife in August 2024; and • Substantial growth in our United States (US) export volumes underpinned by ample rice supply in the Northern Hemisphere. These positive drivers were partly offset by other areas of our business which were under pressure during FY25. Challenges during the year included: • Intensified competition across our key Pacific markets and US distribution channels; • Cost of living pressures impacting the Food Service sector and consumer spending patterns in Australia, particularly in the Microwave Rice, Premium Biscuit, Pickled Vegetables and Equine categories; • A contracting dairy feed sector in both Australia and New Zealand; and • Low wholegrain mill-out rates of the CY24 crop, which impacted our ability to place product in some markets. 8 These pricing pressures were primarily driven by increased rice supply in the Northern Hemisphere (which drove a significant drop in global tender pricing), reductions in the cost of some ingredients used in animal feed production and intensified competition in a number of markets and product categories. Improved profitability Despite the challenges affecting revenue, the Group improved its overall profitability in FY25, primarily through improved product mix, innovation and cost savings across various parts of our supply chain, including procurement, logistics and distribution. Profit margin growth was further fueled by a range of factors, including manufacturing efficiencies across our operations (including raw material usage optimisation), particularly in Rice Foods and CopRice, and the non-repeat of FY24 costs related to increased working capital risks in specific markets. In addition, we continued to implement appropriate pricing strategies where possible to help absorb inflationary headwinds, including global rice price fluctuations resulting from the Indian Government’s export ban on non-Basmati rice varieties during 1H FY25; the sharp depreciation of the PGK against USD denominated rice imports in PNG; and the depreciation of the AUD against the USD and EUR, which particularly impacted our portfolio of imported products. The improvement in the quality of our earnings demonstrates the strength of our brands and our 2030 Growth Strategy in action. GROUP CEO’S REPORT AUSTRALIAN RICE POOL BUSINESS PROFIT BUSINESSES Rice Pool Favourable factors supporting the Australian Rice Pool Business included strong volumes of branded and traded sales across key markets and ample Riverina rice supply. However, the paddy price was impacted by the lower wholegrain mill-out rates of the CY24 crop (similar to those experienced in CY18), and, to a lesser extent, a sharp fall in global tender pricing compared to FY24. International Rice Rice Food Increased competition in key Pacific Additional Australian retail channel markets and domestic US channels, opportunities in Rice Cakes, new along with falling global tender export business in Rice Flour, and prices, impacted the top line despite product innovation across the ongoing growth in the ME. While portfolio supported volume growth, profitability was challenged by despite pressures from lower higher rice sourcing costs and foreign priced offerings, particularly in exchange (FX) pressures in key Pacific Microwave Rice. Profit margins were markets, it was maintained via pricing further supported by optimised initiatives across a range of markets pricing strategies, the realisation and the non-repeat of FY24 costs of manufacturing efficiencies and related to increased working capital improved raw materials utilisation, risks in specific markets. particularly in Rice Flour. REVENUE REVENUE per tonne $406 6% ^ $430 CY24/FY25 per tonne R I V E R I N A C R O P S I Z E (0 00 S) CY23/FY24 ~500 9 paddy tonnes harvested CY24/FY25 ~618 paddy tonnes harvested $893.8m FY25 $860.4m 4% FY24 $121.0m FY25 $132.5m ^10% FY24 FY24 $221.8m FY25 $230.8m ^4% $252.7m Corporate EBITDA was impacted by the lower asset financing charges received from the Rice Pool Business, as well as the nonrepeat of non-core asset sales in FY24. This was partly offset by the cycling of several one off costs incurred in FY24, which included the refresh of the Group’s strategy and increase