Danone S.A.

Please be advised that today's conference is being recorded.

I would now like to hand the conference over to your first speaker today, Mathilde Rodier, Head of Investor Relations. Please go ahead. Thank you, and good morning, everyone. Mathilde Rodier speaking. Thank you for being with us this morning for Danone's 2024 full-year results call. I'm here with our CEO, Antoine de Saint-Afrique, and our CFO, Jürgen Esser, who will go through some prepared remarks before taking your questions. And before we start, I draw your attention to the disclaimer on slide 42 of the presentation related to forward-looking statements and the definition of financial indicators that we will refer to during the presentation. And with that, let me hand it over to Antoine.

Thank you, Mathilde, and good morning, everyone. A very warm welcome to our 24 full year results presentation. Juergen and I are delighted to be with you today to share what is another strong set of results. These results have a particular meaning to all of us as they mark the successful close of the first chapter of Renew Danone, a chapter we opened three years ago. The strategy which we initiated then is starting to bear fruit and gives us a solid base as we enter the next chapter of Renew. We are progressively becoming a different company, truly science-based and consumer and patient-focused, a company which stands for health through food, a company which is rediscovering the power of execution and consistency. And for all of this, and before I do anything else, I'd like to express my gratitude to all the owners. They are making this happen day in, day out. So big thanks to you guys. Let's move to the results on slide number three. As you will have seen in the press release, and Jurgen will cover in more details later, we delivered a strong like-for-like sales growth of plus 4.7% in quarter four, leading to a plus 4.3% growth for the full year 24. Importantly, and as we intended in our Renewed Announce Strategy, we have kept improving the quality of our growth, transitioning over the past three years from a negative to a consistently positive volume mix, delivering a plus 3% contribution in 24. With a volume mix back to our factories, we are benefiting from operating leverage, and this enhanced by another year of record productivity is allowing us to further invest behind our brands and capabilities and to proactively drive our categories while expanding our profitability. In 24, we increased our operating margin by 39 basis points versus 23, bringing it to 13%. It is the way we intended the Renew business model to work. The strong financial discipline we apply to the business starts showing on many levels. At EPS level, with a plus 2.5% increase, when it comes to free cash flow, with an impressive $3 billion delivery, helped by strong working capital management. And last, but certainly not least, it is an important one to us, we are back in double-digit ROIC territory, a 110 basis point increase in just two years. So on our purely financial side as well, we start seeing the power of Renew Danone. And importantly, we do all of this while driving sustainability in a focused but impactful way, as we are convinced it is critical for the long-term resilience of our business. We move to the first place of the AT&I index from number four in 23. So we are delivering on the Renewal Strategy, trying to be very consistent and systematic, addressing what needs to be addressed, but also facing to what still needs improvement. Let me now move into a bit more details on slide four. As I said earlier, we have been, over the last three years, working at rebalancing our growth model between price and volume mix. And there, we have made consistent progress. Quarter four marks the sixth consecutive quarter of volume mix improvements. Our categories are showing good growth, and the resilience of our portfolio is improving step by step. Our winning platforms are again growing double digit in 24, including high protein, coffee creation, and medical nutrition. We are making progress on our core, as shown by our positive volumics in EDP Europe for five consecutive quarters after 10 years of decline. But there, the journey is not over, and there is still plenty to do. from sharpening silk in the US to continuously strengthening Activia, to quote two of our large brands. We have also proven that with proper focus and discipline, we can turn around underperformers. MyZone is a good example of this. It has again grown double digit in 24, on the back of stronger fundamentals, combined with relevant innovation. Our electrolyte products, which many of you tasted in June, are showing encouraging results. Now moving to slide five. As you may recall from our June CME, we are convinced that the food industry is at a tipping point and that we feel equipped and relevant for the world to come. we start seeing some tangible signs of it. Firstly, the categories in which we are playing keep growing faster than the average of foods. Gut health, the microbiome, proteins, healthy hydration, immunity are more relevant than ever. Secondly, our portfolio is about health through food and recognized as such. We were extremely proud to have been ranked number one by AT&E this year, as I mentioned earlier. What is even more important is that our products deliver not only on taste, but also on health. Close to 90% of our portfolios cost three and a half stars or more in the health star rating system. We do not only play in healthy and growing categories, we also play in healthy and growing channels. In 24, more than 50% of our sales were outside mass retail, and we are growing in these channels, such as away from home, hospital, pharmacy, and home care, two to three times faster than in mass retail. We reach more people in different places at different moments in their life. This contributes as well to the resilience of our model. Now moving to slide six. To remain relevant and competitive in the long run, we are focused and we will keep focusing on what makes the difference. We keep investing into brands and capabilities. We keep focusing on operational excellence, but also on differentiating science. We also work at improving the quality of our spending. We test more. We have a better balance of working to non-working media. There are some good progress, but still some way to go. On average, over the last three years, we have invested additionally around 100 BPS per year behind our brands and capabilities. And we didn't only increase the amounts while we invested in future growth drivers. We have been also focusing on executional excellence and operational efficiencies. And it shows in the numbers, be it with above industry average productivity or high levels of customer service. And there, too, we are investing for the future. In 2024, we open new integrated planning centers with a focus on leveraging AI to provide a further drive of future operational efficiencies. We told you in Saclay almost two years ago and in Utrecht last June that science was back at the heart of what we are doing. It is starting to show very concretely. We are accelerating the number of scientific papers we publish and the number of patents we file, directing our scientific and technological resources towards key areas taking into account emerging trends and insights into many aspects of nutrition. We're also successfully deploying digital health technology as key value levers for balance brands, collecting millions of health data points, and submitting digital health tech patents. So I'm moving to slide seven. The name of the game for us is not only to invest in future-looking science, but obviously to turn this science into a relevant consumer and patient-centric innovation, and in doing so, to drive the growth of our categories. We see this happening, for example, in North America in many different ways. For instance, with our initiative addressing diabetes, In recent digital campaigns, we noted direct increase in our yogurt consumption, with consumers looking for reduced sugar options. We are also providing valuable nutritional support dedicated to individuals on a weight loss journey. We see a broader trend around consumers living a more active lifestyle, knowing that both these journeys drive a need for protein and for better gut health. And it shows. Our low-cost high-protein proposition in the US has now hit retail sales value of over $1 billion. What is true for yogurt is even more relevant for infant formula, where science-driven innovation plays a critical role. Nurturis, our pioneering innovation based on advanced breast milk research, was launched softly in Hong Kong only a few months ago and shows encouraging early sign. It comes on the back of Essensys, another ultra-premium format launched in China in late 23, which is now meaningfully adding to our growth in China. Across our portfolio, we have engaged in a very systematic approach to drive consumer-relevant superiority. Superiority in taste and experience, as food is about pleasure. Superiority when it comes to benefits, as food is about health and nutrition. We are progressing step by step. As you can see, for instance, in Activia, where we start reclaiming the gut health territory. or on protein with benefits such as muscle recovery. But this is only the start of our journey, and there remains lots to be done, more opportunities to be addressed. Moving to slide eight. All of this is enabled by a deep cultural change, which we initiated when we started Renew, and which we will keep embedding in the coming years. A culture where we play to win rather than play not to lose. A culture where things move on a different rhythm. Our 90-day reviews keep going with an intensity to push the limits and achieve even more. And importantly, a culture much more focused and open to the world, working in partnership to learn, to benchmark and to set the bar higher. There, too, the journey is far from over and keeps going on. And with this, let me hand over to Jürgen. Jürgen, over to you.

Thank you, Antoine, and good morning, everyone. Let's begin our financial review with slide number 10 and our net sales performance. We are very pleased to end the year with a strong finish, reaching in this fourth quarter like-for-like sales growth of as much as plus 4.7 percent. It was the strongest quarter of the year, not just in terms of the overall growth, but more importantly, also in terms of its quality. While your mix contributed is more than 4 percent, driven by multiple growth platforms across the regions, while pricing remains within the expected corridor at plus 0.6 percent. It is great to see increasingly the benefits of our strategy in action, seeing the results of our very intentional reinvestment approach. And this is probably best explained when moving to the next slide, slide number 11. Our full-year growth reached plus 4.3 percent like-for-like in 2024, and as illustrated here, all our regions and all our categories are contributing to it. This is important as we are leveraging today a portfolio which has a larger number of winning platforms. It makes our delivery more and more resilient and balanced, a key asset in this volatile world. You may be interested to know that the component of volume mix alone has also been positive for all categories and all regions, which is another proof point of the underlying quality of our growth. If we come shortly to the performance review by regions, let me here just briefly comment on the dynamics by category. Our EDP business delivered solid growth of plus 3.8% in 2024. We are very pleased with the continued strong performance in countries like the US, Canada, or Japan. Whilst in Europe, the portfolio transformation is now bearing fruits. as we have been delivering a positive volume mix contribution in each quarter of the year after so many years of decline. Our leading platform of high protein continued to grow double-digit, and we have landed this year meaningful innovations, notably with the muscle recovery claims on high protein, as well as a new great-tasting kefir product in Europe under the Activia bread. In specialized nutrition, sales were up plus 4.6% in 2024. This growth was driven by our medical nutrition business, with China again growing double-digit in this segment. While the medical segment continued its stellar growth trend, infant milk formulas posted yet another year of solid growth. Our premiumization strategy is working well, with strong growth in the after-meal brands during all year 2024. And lastly, in Waters, where our business grew by plus 5.1% in 2024, with notably strong double-digit growth of the MyZone platform in China, as Antoine mentioned before. Worth mentioning here also the very strong performance of our Avion brand in Europe, as well as in North America, winning market share in many markets with its premium positioning. Before commenting on the regions, let's move on to the traditional sales bridge on slide number 12. The plus 4.3 percent like-for-like growth was driven by plus 3 percent volume mix, while the price effect continued to normalize, reaching plus 1.3 percent. Outside of the like-for-like, Forex and others had a negative effect of minus 0.3 percent, reflecting notably the depreciation of emerging market currencies against the euro, partially offset by the impact of hyperinflation. Scope also had a negative impact at minus 4.8 percent, mainly resulting from the deconsolidation of our EDP Russia, as well as the Horizon Organic businesses. In total, reported sales were slightly down, with minus 0.9 percent for 2024, bringing our net sales to 27.4 billion euros. It's important to better understand the like-for-like performance by region, and so I propose to start with Europe on slide number 13. In Q4 2024, Europe sales were up plus 1.8% on the like-for-like basis, with volume mix at plus 3% and price at minus 1.2%. The zone registered the fifth consecutive quarter of positive volume mix, demonstrating the step-by-step progress of our EDP business. In the dairy category, the growth is driven by products such as our high protein range, as well as by the immunity platform with Actimel. We are also confirming a solid growth contribution from our Alpro brand in the plant-based segment, which is now back into competitive growth momentum since several quarters. In specialized nutrition, we delivered good growth, especially in our medical nutrition business, with both brands Fortimel as well as Fortini growing double digit. And in waters, we posted strong growth in this last quarter of year, driven by the Evian, Volvic, and Gibbets Drouille brands. Looking at the full year, Europe delivered plus 1.7% like-for-like sales growth with a plus 1.4% contribution from volume mix. The recurring operating margin increased by plus 48 bps to 11.9%. We are pleased with the fact that we increased the region's profit margins thanks to operating leverage. And we could, at the same moment, reinvest significantly into our business to further step up the superiority of our products, services, and brands. And with that, let's move on to North America on slide number 14. In North America, Q4 sales were up with a stellar plus 7.7% on a like-for-like basis, led by volume mix up plus 5.9% and price up plus 1.9%. In dairy, the performance was driven by the exceptional growth of our high-protein platform, namely Oikos Pro, which was benefiting in this last quarter from a particularly strong demand for the yogurt category. Also, our coffee creations portfolio delivered another quarter of strong growth, driven by both brands, International Delights and Stoke Coffee. Specialized nutrition, the growth is led by our medical nutrition platform, and here especially by the pediatric specialties portfolio. In waters, we are seeing continued strong demand for our Evian brand, which is expanding its market shares in the premium segment. And finally, plant-based, where the teams are applying the learnings from our successful Alpro turnaround in Europe, repositioning the brand on clear occasions and consumer needs. At the same moment, we are complementing the Silk branded portfolio with added value innovations like the KISS range, which we launched in this last quarter of the year 2024. Looking at the full year, North America closed with like-for-like sales up plus 5.2 percent, with a strong contribution from volume mix at plus 4.1 percent. Margin was significantly up, plus 124 bits to 11.4 percent, mainly driven by operating leverage and a high level of productivity in our supply chain. And with that, let's now move on to China, North Asia, and Oceania region on slide number 15. Q4 sales in the region were up plus 6.8% on a like-for-like basis, with strong volume mix at plus 9.8% and price at minus 3%. The demand for our product in China remains very high, demonstrated by this almost double-digit volume mix performance. We have at the same moment invested into expanding our distribution, particularly for our innovation in the IMF space, which is driving the price effect temporarily down. Important to say that this price effect will normalize rather soon in 2025, as our new portfolio is now placed successfully in the market. A few comments on the different business sales. In specialized nutrition, our infant milk formula continued to deliver significant market share gains in a category which is showing further signs of improvement. Our premiumization strategy is working well, and indeed, we are particularly pleased with what we call the Essences platform, which we launched over the last quarter into the ultra-premium segment. This Essences range is already contributing greatly to our market share performance. In parallel, our medical nutrition business maintained its strong momentum with, again, double-digit growth for the quarter, driven by both the Nutrison and Neocate brands. And finally, in waters, MyZone confirmed its momentum with another quarter of solid growth, while EDP sustained its strong performance in Japan with the continued success of our Oikos and Activia brands. For the full year, sales in the region grew plus 8%, with volume mix of plus 9.1%. The full year operating margin was down slightly to 29.4%, reflecting the additional investment allocated to drive further market share gains in the specialized nutrition space. And with that, let's turn to Latin America on slide number 16. In Latin America, Q4 sales were up plus 4.7% on the like-for-like basis, with volume mix up plus 1.2% and price up plus 3.5%. In EDP, we posted solid growth despite being still impacted by the licensing out of our milk business in Brazil, thanks to the strong performance of our Danone, Danette, and Yopro brands. Specialized nutrition delivered strong growth, led by Aptamil, while waters benefited from the normalization of the weather conditions, which caused a softer third quarter, as you may remember. For the full year, like-for-like sales were up plus 4.2%. The full year margin was down minus 68 bps, impacted as in the first semester of 2024 by the consequences of the hyperinflation in Argentina. What is important is what is happening with the underlying performance, and here we can report a more comparable margin progression outside of currency effect of almost plus 90 bps. You will be able to see the benefits of that positive margin development reported in our numbers once inflation and devaluation is normalizing. And here we see first encouraging signs for year 2025. And finally, let's have a look at our AMER region on slide number 17. Net sales in this region increased in the last quarter by plus 5.4% on a like-for-like basis, with volume mix up plus 1.7% and price up plus 3.7%. Growth was notably led by the solid performance of Specialized Nutrition, where the Optimal brand is growing again double-digit. Worth mentioning the strong performance in India, especially in the IMF super premium segment, where we are going two times faster than the market, as well as with our protein powders, namely our ProteinX Diabetes Scale. In EDP, Dairy Africa showed continued progress, particularly in Morocco, where we are now delivering a number of quarter solid growth numbers. The business model, which is further stepping up, is profitability and cash addition. For the full year, net sales of the region were up plus 5.7%, with volume mix up plus 1.4%, and price up plus 4.2%. The operating margin was pretty steady at 10.4%, reflecting both a significant increase of the gross margin as well as meaningful reinvestment to be able to capture future growth opportunities of this zone. I suggest we conclude here the zone review and move on to the margin bridge for the full year 2024 on slide number 18. Our recurring operating margin reached 13 percent in 2024, marking an improvement of 39 bps compared to previous year. And this is where we can confirm that our business model is working. Our focus on quality growth and record productivity is driving a strong increase in the margin from operations up as much as plus 242 bps. This has enabled us to reinvest into the business by as much as 173 bps into A&P, research and innovation into sales and marketing capabilities. On the back of this, we have worked our portfolio, renovated many of our brands to drive superiority and bring meaningful innovations. As we move into year 2025 and as our share of voice is now much more aligned with our share of market, we will turn our attention to more category leadership initiatives continuing to invest for future growth. Lastly, what we call in this slide, other effects, reflects notably the impact of scope arising from the before-mentioned deconsolidation of dilutive businesses, which are more than offset by a negative Forex impact for a combined effect of minus 14 BPs. Let's now move on to the EPS bridge on slide number 19. Recurring EPS reached €3.63 in 2024, which presents a plus 2.5% increase compared to last year. Importantly, the main contributor of recurring EPS growth was a strong operational performance, which we just went through, at plus 14.2%. We were at the same time able to increase the benefits from tax associates and minorities, thanks to a strong managerial focus by the teams. Those two positive building blocks were partially offset by a negative impact from currency, as well as a negative scope effect resulting from the deconsolidation of our businesses, as already discussed. And now let's look at some of our other financial results on slide number 20. You will remember from our CME presentation in June last year that we have an ambition to turn our company into a consistent value compounder. In 2024, our strong step up in earnings, combined with a continued focus on working capital management, has enabled us to post a record free cash flow reaching as much as 3 billion euro, an increase of 14% compared to last year. While we cannot yet claim to be a structural 3 billion euro free cash flow company, we have made another important step towards this objective, demonstrating the ability of our organization to drive high cash conversions. The cash flow of 3 billion euro is enabling us to reduce significantly our debt leverage, with net debt reducing to 8.6 billion euros in 2024, bringing us to the lower end of our target leverage corridor at 1.9 times. At the same moment, we are also very pleased that Antoine mentioned that we have increased our ROIC back to double digit at 10%, the first time since the acquisition of Wide Wave in year 2016. driven by the increase in earnings. For us, this marks a very important milestone in our value creation journey, as we ambition to maintain the ROIC structurally in double digits. And finally, let me mention that we will propose a dividend of €2.15 per share, keeping our dividend payout ratio stable at 59%. Those good numbers, combined with the underlying strong dynamics of our categories and brands, make us confident to deliver on our future value creation ambition, which leads me very naturally to my last slide, slide number 21, on our financial guidance. We have successfully demonstrated over the past three years that our business model is effective in delivering consistent results. We have taken difficult decisions in order to make our portfolio future fit, and have now the right assets, the right culture, and the right capabilities to start becoming a true value compounder. The mid-term guidance we provided as our capital markets is also defining our ambition for this coming year, 2025. We want to be in line with this mid-term guidance, achieving net sales growth of plus three to plus five percent like for like, with recurring operating income to grow faster than our net sales. And with that, Let me hand it back to Antoine for the conclusion.

Thank you, Jürgen. As we close this call and before we open to questions, I want to leave you with a few thoughts. The first one, and let's move to slide 23, is to repeat what we told you at the June capital market event. We believe that the industry is at a tipping point as people come to realize that health and nutrition are more intertwined than ever. We see changes in the way people eat, age, and live as structural tailwinds for Dana. We also believe that the markets play to what makes us unique. Our focus on health, our deep science, our brands and the categories in which they are playing, which are proving month after month to be growth categories. We're helped also by the fact that in what becomes a multipolar world, we run a truly global model. So we see the opportunity, and we believe we can address it, as we are now, as you've seen, a different company from what we were three years ago. Moving to the final conclusion chart. While there is still plenty we can improve, we believe that we are now stronger than we were, as I was just saying. more resilient, certainly ready for more. As I told you in June, the next chapter of Renewed Anon is fundamentally about a few things. It starts, and it's very important, with doubling down on Renewed Anon fundamentals, driving consistent value creation and a culture of continuous improvement on capabilities, culture, and talents. It is about pivoting the way we look at our categories, broadening our reach and our business model to become a truly multi-channel company and further expanding our geographic footprint. It is about moving to the front foot on portfolio strategy and become more acquisitive while staying very financially disciplined. And in the end, it is about becoming, as Jürgen just said, a value compounder by consistently delivering on what is a long-term business model. So we believe the best is still to come. And with that, I hand over back to Mathilde.

Thank you, Antoine. So we'll now open the Q&A and start with the first question from Guillaume Delmas, UBS.

Thank you, Mathilde, and good morning, Antoine and Jörgen. Two questions for me, please. The first one would be on your raw material and pricing outlook for 2025. So curious to hear the kind of commodity cost inflation you're anticipating for this year and how it compares to 2024. And as a result, pricing-wise, do you expect this kind of continued muted development, so in line with the previous three quarters you reported, or would you be looking for a gradual buildup through the course of the year for pricing? And maybe on this pricing element, can you just shed a bit more light on what happened in specialized nutrition in Q4 because pricing turned negative all of a sudden? And then my second question is on your level of reinvestments. because it keeps on increasing year after year. If I remember well, I think we were at 60 basis points in 2022, 100 basis points in 2023, and now 170 basis points. So questions here would be, what are the key areas where these 330 basis points over the last three years have gone? Are you getting the traction you were initially hoping for? And I guess more importantly, looking ahead, as you enter the new chapter of Renew Danone, what do you think is the right level of reinvestment? So should we stay at these kind of elevated levels or would you expect some kind of normalization starting in 2025? Thank you very much.

Good morning, Guillaume, and we'll do, as per usual, a duet with Jürgen on that one. Let me start with the second question. I'm sure Jürgen will complement and take the first one. As you said, we have been reinvesting very consistently, and the way we reinvested is basically on three elements. We progressively rebuilt our share of voice to share of markets. We reinvested behind our brands. in media, and there the journey is not over. And the journey is not over because obviously we moved from a place where we are massively underinvested to a place where we are getting closer to our fair share. But the name of the game when you are category leader is to drive your categories. So the journey there is not over. By the way, it's a mix of reinvesting, but also making sure that our reinvestment is being impactful and efficient. So as I said during my opening statement, we are much more disciplined in what we test, how we test it. We are raising the bar on our thresholds to make sure that every euro we invest gets more traction. The second area of our investment was really our capabilities. And you can broadly divide it into two parts. One is research and development. We believe in science. We are a science-based consumer and patient-driven company. Science makes a difference. There is a whole field of innovation in protein, and you see it impacting in the market. There is a whole field in the world of microbiote. And, I mean, that is opening lots of opportunities, both, by the way, in our core businesses of, I mean, EDP, but also in SN. So, I mean, same story. We are extremely disciplined in the way we spend the money, but we will keep investing in R&R. The last point, or the last big block, is what we do in data and IT. And that, it applies across the company. I mentioned in my speech we are improving the way we are planning, for instance, by upping our game, applying artificial intelligence to it. We apply artificial intelligence, by the way, to creative in advertising. So we start doing really cool things in terms of content production. We obviously leverage it in R&I or in R&D. I mean, you start combining things in a radically different way. So there, too, the journey is not over, which is why we have the model that we have, which is delivering consistently a quality top line, reinvesting into the long term of our business while increasing our profitability, and we stick to that model. Maybe on price, Jürgen?

Good morning, Guillaume. Starting with the Cox inflation. You are absolutely right that 2024 we were benefiting from, especially the first half, in fact, from some lower commodity prices, which have bounced back in a number of areas, which makes that we foresee for year 2025 what I would call an almost back to normal level of inflation remaining within a reasonable corridor. From what we know today, and that's important, this inflation will be driven mainly by milk, milk ingredients, and few components of packaging. However, I mean, we are living in a volatile world, and so there could be some ups and downs, ups and downs which could come from energy, ups and downs which could come from potential custom duties, and there's news every day in the newspaper. So the way we're going to manage it is threefold. driving again productivity to the max. Antoine was talking about digital investments. A lot of this goes actually into supply chain. And you have seen us driving record productivity in year 23, 24, and the same ambition is here for year 2025. We want to maximize the operational leverage by going against our volumes in year 2025. It's a big lever for us, especially in EDP. And lastly, increasing our prices. And here, again, in a targeted manner, not broad-based but it will be again consumer-led we will go especially for those products which have a more differentiated setting in the in the shelf for those products which have more functional and emotional benefits and i believe with that we have the right recipe to drive quality top line and quality bottom line

In the end, it will vary region by region because the profile of inflation is very different region by region, and it will vary based on consumer focus. In the end, what makes the most sense for the consumer gives us the best balance between the leverage of our assets, the competitiveness, of our products. So we run a full mix operation.

And maybe just a quick one, because you asked about specialized nutrition and pricing, which is very much driven by what you saw in China, which is a very temporary impact. As I said, we have been launching very successfully the census range in China. we made sure that we got very fast to the necessary level of distribution, and that's particularly in the back end of the year, to carve out also all the old GB, so the old recipe products. So you will see that normalizing very fast in year 2025, but that was indeed a very good investment, which is paying back quite immediately.

Thank you very much.

Thank you, Guillaume. The next question is from John Cox, Kepler.

Thanks very much, Mathilde. Just a couple of questions for me. On the free cash flow, you're saying you're maybe not quite structurally a 3 billion euro company. We don't have all the financials, but I can see the working capital improvement. Why should that deteriorate all of a sudden? Just trying to help us with the modeling. I think if you look at consensus, People have around 2.5 billion pre-cash flow and maybe a bit of change on that over the next couple of years, but nowhere near 3 billion. How close to 3 billion should we be already for 2025? Second question, just on momentum in terms of the Q4 organic sales growth overall was very decent. Are you seeing that sort of continued momentum into the first quarter? And sort of as an add to that, we've obviously seen this extraordinary growth going on in yogurt protein products in North America, maybe not helped by what's happening with GLP-1s, et cetera. Are you seeing any signs of this coming into Europe yet? Obviously, you are improving your business there. Do you think you will see a similar thing? You talk about the whole – Whole of the food industry is at a tipping point. Do you see that sort of acceleration coming through? But do you think maybe Europe is maybe overly saturated when it comes to yoga anyway? And maybe you won't see that sort of trend emerge into Europe. Thanks very much.

Hi, John. Good morning. Let me take the second question. And Juergen will take the first one. First, as you know, we don't give our quarterly guidance. So our I won't get into any form of quarterly guidance. On the trend, I mean, obviously, the trend of GLP-1 is very significant in the U.S., depending on your talk. It's between 6% and 15% of people that are on GLP-1 in the U.S. with the effect that you're seeing. And the effect is, or the counter or negative effect for the people is the risk of muscle loss. So you need protein and some form of gut disorder. So yogurt with protein become the absolute answer to what is a deep, deep trend in the US. We see, by the way, no slowing down of the GLP-1 trend in the US. Interestingly, we see in the US a push for more natural and healthier food with the new administration, which happens to be very much in sync with what we are selling. So we look at the market with some appetite. When it comes to Europe, I think it's not a question of saturation, but Europe has always been slower in adopting new trends or new fashion. Our problem of obesity is the same in Europe, to a slightly different degree, but the trend of obesity is very important in Europe. The reason I think, but don't hold me on that, why the adoption is a bit slower is obviously the legalities of registering and the legalities of reimbursing or not reimbursing in Europe are much more complicated and longer than in the U.S. But do I see this trend coming at some point in Europe? Yes, we do. Which is why we keep doing what we are doing, which is re-anchoring Activia into gut health driving or rolling out what we do with proteins. So step by step by step. We are not only strengthening our EDP portfolio in Europe, but we are getting it in future ideas. I think the trend is going to be the same at some point.

Good morning. Good morning, John. On cash flow, obviously, we are very happy with the delivery of year 2024 with the 3 billion euro, which you could see, which is driven actually by two components, an increase in our underlying absolute earnings, and that's important, and that's something which is going to continue, as much as a further step up of our working capital, which contributed greatly to the 3 billion euro in 2024, which is now reaching minus 8.5% on net sales. While, and this is very important, at the same moment, we have been increasing our CapEx investment, as we have been discussing in June last year. Why are we not yet declaring victory that we are already structurally a 3 billion euro company? Because we want to make sure that we increase our absolute earnings, step by step. as a value compound, as Antoine was saying before, while making step by step also the annual contribution of working capital structural. At minus 8.5%, we are there, but repeating every year 500 million of contribution as we have seen it in year 2024 is obviously not an easy one. So very important step towards our objective, be on the right path, the focus is there, and the business model is focused exactly on that KPI.

I hope that people start realizing that, structurally, we are delivering free cash flow that is above the $2.5 billion mark, as we said at the CME.

Thanks, and well done.

Thanks.

Thanks, John. So the next question is from Charlie Yates from Redburn.

Yeah, thanks. Good morning, Antoine, Yates, and Mathilde. I was wondering if you could give an update on the North America EDP business across high protein, but then also plant-based and your regular yogurt. And have you updated your marketing in U.S. yogurts for the new FDA-approved claims around type 2 diabetes yet? Thank you.

Yeah, so good morning, Charlie. Let me start with the end of your question. If you look at our digital campaigns, actually we have out there digital campaigns to help people that are facing diabetes issues to give them advice. And we see, by the way, an uptake on yogurt that is more important. in this population. So there is a direct correlation and we see the impact of it. I mean if we look at the total all together it's running very, very well. There are still things, and we are very open about it, there are still things that we need to improve. We are making good progress to good. We still have progress to be made on our kids' range, for instance. Everything we do around our creamers and everything we do around coffee is doing very, very well. we still have our progress to make on our silk. Although, by the way, we are making progress step by step by step. But it's a long-term fix. So it's, I mean, altogether going in the right direction. are still a number of things to be fixed, which is why we don't declare any kind of victory. By the way, you won't hear me declare victory, because in a large family, you always have a business that is challenged. So when something will be fixed, something else will have to be fixed. But altogether, you see the development of the dairy category, very, very dynamic in the US. You see a stabilization in our plan-based, but not yet where we want it to be. And you see the rest of the categories doing pretty well.

Thank you. And then my second one was just on China IMF. And can you just talk about the rollout of a census, where we are in that process, and how it goes into 2025? And then also your view on the stabilization of birth rates in China, whether you think this could be a longer-term trend or if it's just driven by the year of the dragon? Thank you.

So on stabilization of birth rates, the honest answer is I don't know. We will know. It will take a bit more time to know. Obviously, it was very encouraging to see the stabilization. Obviously, there must be something that is linked to the Dragon Air, but there is also a very intentional push from the Chinese government to stabilize growth rate. What is the proportion of growth? I don't know at this stage, but that's one we are tracking very, very closely. To be honest, I mean, we're super happy with the stabilization. As you know, when there are a number of babies in one year, it carries over from a product standpoint for the first two years of the life of the babies. So I take the first year, and I'm looking for the second. As you know, we launched in the back half of last year. The first results are really, really encouraging. I was in the stores in China. The product is cutting through the shelf. It's a very impactful packaging. The team did a superb job in launching it, so we are getting quite a bit of quite a bit of traction beyond the census, and you see it reflected in the overall results in China. So we are quite happy and grateful to the China team for consistently doing a very good job.

Thank you, Antoine.

Thank you, Charlie. So the next question is from Warren Ackerman from Berkeley.

Good morning, Antoine, Jürgen, Mathilde. It's Warren here at Barclays. A couple from me as well. The first one is on the free cash flow. Obviously, great results. But the obvious question now is where does that cash get spent? I heard you talking about debt at the bottom of the range. I heard you talking about acquisitions. Are you able to, Antoine, talk a little bit about your M&A priorities by category or by region? your hurdle rates and how ROIC plays into that. I know that you've been in India. You talk about India as a big priority, but you also want to build out specialized nutrition. What kind of size are you thinking here? Are we talking bolt-ons or something bigger? Just the whole topic around where does that cash get used and how you're thinking about it. And then secondly, can we maybe dive a bit into European EDP trends? I think, if I saw it correctly, European EDP organic growth in the fourth quarter in isolation, I think, was flat. And then within that, I'm sure you're seeing slightly positive volumes and negative volumes. pricing can you talk a bit about what's actually happening on the ground in terms of your everyday portfolio versus the high protein rollouts and what your kind of outlook is because on the scanner data we can see it's still showing some weakness and I just want to get a feel for looking forward to what your plans are on some of the big kind of brands like Activia, which still seem to be seeding market share. Thank you.

Hey, Warren. I will do probably a duet on that. Let me start with your question on acquisition. Obviously, I'm not going to tell you what, where, how much, and at which price, as you would expect. But, I mean, clearly, we want to move to the front foot on acquisition. with a filter, which is, does it improve our market? Does it improve our market shares? Does it improve our market position in places where we are not? Does it bring us our businesses or capabilities in places where we are lacking those capabilities? And we want to do that in a way that is fundamentally responsible. So making sure that the impact on ROIC is very limited in time and where that acquisition is structurally improving the quality of our business. So that's the future we permanently look through. We will indeed look at everything in the field of specialized nutrition. There is no secret, we have been buying some home care businesses last year in a couple of geographies. You've seen us make a move on kefir in the U.S. The two points that are common between that is products where our science can make a difference and products that are at the heart of our mission of delivering health through our food. That is the filter. We are pretty active, but you will understand that I'm not going to share more details on where and at which price or what kind of elements.

Jürgen? Yeah, and just to reiterate one thing which Antoine said, we have been celebrating this morning the fact that we have been first time posting a 10% ROIC since year 2016. And when you talk about hurdle rates, it's very important that we are staying structurally in double-digit ROIC territory, which I think is a very important and strong frame also for our M&A activities.

On EDP Europe, first we are happy to see that volumix is in positive territory and not for one quarter, coming out of 10 years of decline. So the work is starting to pay. It is very clear also that there are still plenty of things to be done. Interestingly, in Europe, you don't have one Europe. I mean, you have very, very different situations, country by country. So you take Activia, we start seeing also an improvement in the volume mix part. But actually, the things are very spread depending on the countries. We see some countries where it's getting markedly better. We see some other countries where there's still more work to do, so we keep going at it and we improve it. Actimel is, I mean, the relaunch that we've made and the work that we are making is universally positive and it's doing very, very well. We are working on the volumes of our core and there we are getting traction on volume and we've made a choice to go for volume because it gives us leverage in our factories. Also, it drives the penetration into the category. And then country by country, there are things that we need to fix. My preferred brand in the French portfolio, Danette, is not where I want Danette to be. So in some ways, it's a country by country thing. But altogether, the direction is the right one. We work at every level of the portfolio, much more disciplined at rolling out winning mixes, but we're also very practical. When something is working, say, in France and not in Spain, well, we rework in Spain while we keep diving in France. So that's a bit the way we look at EDP. Quite a bit of progress versus where we have been for the last 10 years, but nowhere near the end of the journey.

Many thanks.

Thank you, Warren. And so for the last question, we'll have Victoria Petrova from Bank of America.

Thank you very much. I have one clarification question and one general. When I look at your performance in developed versus emerging markets, particularly on the margins versus expectations, we're seeing somewhat weaker dynamics around emerging markets. Is it just a function of cost of goods sold and coverage around raw material inflation, or are there any other aspects related to pricing or your maybe bottom-up initiatives? And my second question is, obviously, in several categories, but one which stands out where you were very successful with coffee creations, one of your core competitors has been increasing capacity and is kind of doubling down on the categories. Are you seeing anything happening in terms of your market share challenges or tougher competitive environment? And are you doing anything to protect and grow your market share further? This is specific for you as coffee creamers. Thank you.

No, thanks, Victoria. Well, there again, we'll do it on coffee creation, to be honest. I mean, there has been competition all around. I mean, private label have been very aggressive. Chobani is doing a very good job. Another competitor has announced that they were coming. So competition is good. It will grow the category, which matters enormously. It will keep us on our toes, which matters enormously as well. So I mean, I love competition. Do we see something that is horrible right now? No, it always gets tougher and in some ways it's good because it will avoid that we become complacent. On emerging markets, we'll do a duet with Jorgen, but let me say one word in our introduction. Besides what we will explain on currencies and all the rest of it, we have been very, very systematic. at cleaning our portfolio, cleaning our business model, cleaning the way we go at our market, in emerging markets. And we've done that in a number of different ways. We've exited a number of categories. So you take what we did in Brazil with Power List Amir, which we licensed out. We have shored some of our business model and what we see in Morocco is super encouraging. because we are gaining momentum, we are becoming much better. We have allocated very clear priorities to some of those countries, which is to say, guys, couldn't care less about volume, couldn't care less about your market shares. Frankly, you need to fix your business model. Showing progress in a number of countries, still work to do in some others.

Actually, there's not a lot to add to what Antoine just said. It happens that some of the remaining underperformers indeed still sit in this pocket of the emerging markets, which we indeed see as an opportunity moving forward.

And on the coverage, I'm more talking about hedging strategies, coverage of your cost dynamics. Are there any differences we should bear in mind in the cost inflationary environment between emerging markets and developed ones?

There is structurally no difference between emerging markets and developed markets. It's a question of business model, Antoine was referring to that, and to make sure that we are delivering the right product at the right level of differentiation for each and every of those markets. So again, we see that rather as an opportunity than anything else.

Thank you very much.

Thank you, Vika. And with that, we close the Q&A for today.

Thank you, everyone. And I'm sure we'll see a number of you in the coming days and weeks. So looking forward to continue the conversation. And good day to everyone.

Ladies and gentlemen, this concludes today's conference call. Thank you for participating. You may now disconnect.