Givaudan Sa · SIX:GIVN
Givaudan Sa — Investor Day (August 2025)
128 slides from Givaudan Sa's investor day presentation, Aug 27, 2025
Slide 1: Slide 1
Slide 2: Welcome to our Summer Investor Conference: 2030 strategy
27 AUGUST 2025 Welcome to our Summer Investor Conference 2030 strategy
Slide 3: Housekeeping
Housekeeping Claudia Pedretti – Head of Investor Relations Presentation download Summer Investor Conference: Live at the Widder Hotel and via the live webcast. Presentation: Available via QR Code and can be downloaded on the web platform. Q&A session: Questions from audience in the room and to join
Slide 4: Presenters and agenda
1 23 45 Gilles Andrier CEO Antoine Khalil President Taste & Wellbeing Maurizio Volpi President Fragrance & Beauty Stewart Harris CFO Q&A Audience in Zurich & on webcast • 2025 half year results • T&W 2030 strategy • F&B 2030 strategy • Value creation history • 2025 strategy recap overview overview •
Slide 5: Gilles Andrier
Gilles Andrier CEO
Slide 6: Givaudan announces CEO and Chairman succession plans
Givaudan announces CEO and Chairman succession plans Executive Committee Board of Directors Gilles Andrier Christian Stammkoetter Calvin Grieder • Retiring as CEO on 1 March 2026 • Joins Givaudan from Danone • Retiring from Board of Directors • Proposed for election as Chairman and takes over as CEO
Slide 7: 2025 half year results
2025 half year results
Slide 8: 2025 half year results: Strong financial performance
2025 half year results Strong financial performance Sales Strong sales growth of CHF 3,864 million, an across all business segments, geographies and customer groups, increase of 6.3% LFL* demonstrated by continued outperformance in Fine Fragrance, and 3.4% in Swiss francs a 10.0% increase LFL* in th
Slide 9: Strong performance in high growth markets
2025 half year results Strong performance in high growth markets +1.7%* +8.6%* MATURE NOAM EAME 1,986 million CHF +2.9% LFL* HIGH GROWTH 1,878 million CHF +10.0% LFL* +9.4%* +5.3%* LATAM APAC * Like-for-like: excludes the impact of currency, acquisitions and disposals Summer Investor Conference - 20
Slide 10: Sustained strong performance
2025 half year results Sustained strong performance Fragrance & Beauty Taste & Wellbeing Sales Comparable EBITDA Sales Comparable EBITDA of CHF 1,955 million, an of CHF 540 million, of CHF 1,909 million, an of CHF 433 million, increase of 8.6% LFL* a margin of 27.6% increase of 4.1% LFL* a margin of
Slide 11: Navigating new trade tariffs
Navigating new trade tariffs Assessing their impact on our business Givaudan operating model Tariff related impact Protecting our business Givaudan’s operating model is largely based on We have some cross-border flows, mainly raw We continue to explore sourcing and supply sourcing, manufacturing & d
Slide 12: 2025 outlook
2025 outlook Key themes review 2025 strategy 2025 Non-recurring delivery outlook costs • Fully on track to deliver our 2025 • Confident in our focused strategy, • Acquisition, restructuring, and strategy commitments on average our portfolio and our market position project related expenses of like-fo
Slide 13: Looking back
Looking back Value creation through our 2025 strategy
Slide 14: Committed to Growth, with Purpose
Our 2025 strategy Committed to Growth, with Purpose
Slide 15: Our 2025 strategy: Committed to Growth, with Purpose
Our 2025 strategy Committed to Growth, with Purpose Creations E S G Nature E G We create inspiring We show our love solutions for happier, for nature through healthier lives impactful actions Growing together with People S G our customers Communities E S G We nurture a place We bring benefits to whe
Slide 16: Key achievements
Key achievements
Slide 17: Key achievements: Overall
• Delivering on our ambition to grow with our customers through high value-added products and solutions. KEY ACHIEVEMENTS • Bringing new and innovative solutions to drive differentiation in products and technology. Overall • Strengthened our natural hedges across business, STRATEGIC CYCLE 2021 - 202
Slide 18: Delivering on our sales growth ambition
Delivering on our sales growth ambition Strong LFL growth over the strategic cycles 2021-2024 Sales revenue Taste & Wellbeing Fragrance & Beauty • Strong sales growth in the current cycle across business 7,412 segments, customer groups and geographies. 7,117 6,915 6,684 3,660 • Volume lead organic g
Slide 19: Sustained high level of profitability
Sustained high level of profitability Industry leading performance 2021-2024 Comparable EBITDA margin • Sustained high level of profitability across the 2021- Taste & Wellbeing Fragrance & Beauty 2024 cycle, demonstrating the strength of our portfolio 24.5% and the value that Givaudan brings to our
Slide 20: Extend customer reach
• Stronger reach to local and regional customers: 58% of 2024 revenues from local and regional customers, up from 53% in 2020. KEY ACHIEVEMENTS • Targeted M&A as supporting lever. Extend • Major digital transformation milestones enabling customer reach: customer reach − Customer Foresight launch - p
Slide 21: Local and regional customers as drivers of growth
Local and regional customers as the drivers of growth over the past strategic cycles Sales share by customer group Local & Regional outperformance 47% 42% 57% 56% 2.0x 1.5x 1.2x 53% 58% 43% 44% 2010 2015 2020 2024 2011-2015 2016-2020 2021-2024 Local & Regional Global LFL* growth Local & Regional ver
Slide 22: Focussed market strategies
• Double-digit growth in LATAM and EMEA, gaining share in mature and high-growth markets. • Strong gains in China, Brazil, Middle East, and India through targeted investment and strong customer partnerships. KEY ACHIEVEMENTS • Targeted acquisitions boosting regional presence: Custom Focussed market
Slide 23: Increased growth in the high growth markets
Increased growth in the high growth markets over the past strategic cycles In CHF million Mature markets High growth markets LFL* growth average of the cycle 7,412 2011-2015 2016-2020 2021-2024 6,322 HGMs 8.7% 7.4% 11.9% 3,456 2,676 Mature 1.8% 3.0% 3.5% 4,239 4,396 1,714 2,027 HGMs outperformance 4
Slide 24: Expand the portfolio: Taste & Wellbeing
TASTE & WELLBEING KEY ACHIEVEMENTS • Plan to exceed our business plan targets in several key segments including Taste Solutions in Sweet & Savoury, Integrated Solutions, Beverages & Snacks. • Further expanded our portfolio in natural colours – strengthened position in a growth, on-trend category. •
Slide 25: Expand the portfolio: Fragrance & Beauty
FRAGRANCE & BEAUTY KEY ACHIEVEMENTS • Doubled our Fine Fragrance business in absolute value and received international awards for creations in Fine Fragrances. • Success of the first biodegradable fragrance encapsulation. • New premium biotech active cosmetic ingredients and entered the market for f
Slide 26: Delivering on our performance commitments
Our strategy Delivering on our performance commitments AMBITION Sales growth Free cash flow Purpose commitments 4.0% − 5.0% >12% of sales 2021-2025 2021-2025 Purpose-linked Average LFL* sales growth Average FCF** as % of sales targets STATUS 2024 7.2% of sales 12.1% Ongoing progress Average LFL* sal
Slide 27: Progress on our current purpose targets
Progress on our current purpose targets NATURE CREATIONS NATURE NATURE Our operations’ carbon emissions We will double our business through Our operations’ carbon emissions We will be a climate positive (scope 1+2) will be cut by 70% creations that contribute to happier, (scope 1+2) will be climate
Slide 28: Looking forward
Looking forward Value creation through our 2030 strategy
Slide 29: Megatrends
Megatrends Influencing our business
Slide 30: Macro environment
2030 strategy Macro environment Geopolitical Regulation Technological Supply chain and and innovation resilience economic transparency and digital and conditions transformation adaptation Summer Investor Conference - 2030 Strategy - Company proprietary information 30
Slide 31: Geopolitical and economic conditions
Macro environment trends Geopolitical and economic conditions Increasing geopolitical volatility, trade restrictions, and fluctuations in macroeconomic conditions. POTENTIAL IMPACTS • Trade restrictions and increased costs in sourcing • Possible disruptions in supply chain • Fluctuations in operatio
Slide 32: Regulation and transparency
Macro environment trends Regulation and transparency Increasing business-related and climate-related regulations. POTENTIAL IMPACTS • Increased compliance costs • Demand for clearer labelling and ingredient transparency • Increased demand for reformulation OPPORTUNITIES • Differentiate through innov
Slide 33: Technological innovation and digital transformation
Macro environment trends Technological innovation and digital transformation Technological innovation continuously reshaping our industry. POTENTIAL IMPACTS • New tech world expectations in terms of transparency and speed • Growing influence of social media and influencers’ impact • Cyber threats OP
Slide 34: Supply chain resilience and adaptation
Macro environment trends Supply chain resilience and adaptation Global supply chains continuing to be challenged by various external factors. POTENTIAL IMPACTS • Volatility in costs and disruption affecting overall performance • Climate change and biodiversity loss impacting availability, quality an
Slide 35: Consumer trends
2030 strategy Consumer trends Conscious Health, Seeking Shifting purchasing wellness and happiness demographics self-care and augmented experiences Summer Investor Conference - 2030 Strategy - Company proprietary information 35
Slide 36: Conscious purchasing
Consumer trends Conscious purchasing Consumers are seeking balance between quality and cost, and are increasingly attentive to what they are buying. POTENTIAL IMPACTS • Demand for transparency, and sustainable and clean-label products • Increased focus on local brands and local sourcing • Cost consc
Slide 37: Health, wellness and self-care
Consumer trends Health, wellness and self-care Consumers are looking for products that support their physical and mental health. POTENTIAL IMPACTS • Sustained focus for products that allow one to live longer and better • Demand for naturals • Next wave of alternative proteins OPPORTUNITIES • Capital
Slide 38: Seeking happiness and augmented experiences
Consumer trends Seeking happiness and augmented experiences Heightened demand for more intense, more indulgent, more joyful experiences amid a fast changing world. POTENTIAL IMPACTS • Excellent taste and smell being not only a ‘must have’, but increasingly driving differentiation • Reinforcement of
Slide 39: Shifting demographics
Consumer trends Shifting demographics World demographics continue changing and shifting the preferences and needs of consumers. POTENTIAL IMPACTS • Increasing share of Gen Z and Gen Alpha consumers with distinct preferences • Longer lifespans creating dedicated habits of spending • Strong population
Slide 40: Our 2030 strategy
Our 2030 strategy
Slide 41: Our purpose
Our purpose Creating for happier, healthier lives with love for nature. Let’s imagine together.
Slide 42: Slide with animation
Slide with animation Summer Investor Conference_Animation 1_Corporate Summer Investor Conference - 2030 Strategy - Company proprietary information 42
Slide 43: 2030 strategy
2030 strategy Deepen geographical presence Extend Expand customer categories reach and portfolio Why Value creation What Driving Our purpose is sustainable 4–6% growth* creating for happier, growth with >12% free cash flow healthier lives with love for nature. How customers Reaching our 2030 Let’s i
Slide 44: Three growth drivers
Three growth drivers Where to Play
Slide 45: Our growth drivers
Our growth drivers Deepen geographical Expand categories Extend customer reach presence and portfolio Inspire our customers and continue Intensify our presence in high growth Elevate our core capabilities and extending our market reach to fast markets and amplify our investments in selectively expan
Slide 46: Three growth enablers
Three growth enablers How to Win
Slide 47: Innovating for differentiating solutions
Innovating for differentiating solutions Image Image Leading portfolio Consumer-relevant benefits Differentiating technologies Create iconic solutions that consumers Amplify the emotional benefits of our Develop new sustainable conversion love and that stand the test of time. offerings and continue
Slide 48: Delivering value with excellence and agility
Delivering value with excellence and agility Differentiating Sustainable and competitive Resilient and effective digital solutions operations supply chain Focus our digital initiatives where they Invest in the next generation of operations Equip our supply chain to effectively deliver the most value
Slide 49: Caring for people, nature and communities
Caring for people, nature and communities Image Image Image Belonging together Growing together Safe together Sustainable together Foster inclusion, increase Build winning teams and create Achieve best-in-class Leverage sustainability to win transparency, and simplify personal career growth environm
Slide 50: Growing through selected high value-added M&A
Our growth enablers Growing through selected high value-added M&A TASTE & FRAGRANCE & STRENGHENING BREAKTHROUGH WELLBEING BEAUTY THE CORE TECHNOLOGIES ADJACENCIES ADJACENCIES Summer Investor Conference - 2030 Strategy - Company proprietary information 50
Slide 51: Key evolutions
Key evolutions
Slide 52: Key evolutions compared to our current strategy
Key evolutions compared to our current strategy KEY EVOLUTIONS IN OUR GROWTH DRIVERS Increase our customer reach in high growth markets with localised solutions. Continue to strengthen our core businesses. New strategic call outs: • Beauty • Pet food Pursue further acquisitions in targeted segments
Slide 53: Antoine Khalil
Antoine Khalil President Taste & Wellbeing
Slide 54: Food and nutrition market trends
2030 strategy Food and nutrition market trends TREND Conscious purchasing and Health, wellness and nutrition Humanisation of pets Digital and tech innovation experience focus IMPACT Consumers seek food Sustained focus on healthier ‘Pet parents’ treat their pets like Extensive data, AI and new experi
Slide 55: Market size: Taste & Wellbeing
Market size Taste & Wellbeing
Slide 56: Sharpening our Where to Play choices
2030 strategy Sharpening our Where to Play choices: CHF 36 bn MARKET OVERVIEW AND STRATEGIC POSITIONING CHF bn Flavour & Taste Health & Nutrition Ingredients Functional Ingredients 2030 Strategy Where to Play FLAVOUR & TASTE • Flavour • Speciality Taste Enhancers 36 • Flavours for Pet Food incl. Spe
Slide 57: Increase of Taste & Wellbeing market opportunity
2030 strategy Increase of Taste & Wellbeing market opportunity through extended Where to Play Flavour & Taste Health & Functional Taste & Wellbeing 17 bn 19 bn 36 bn CHF + CHF CHF Market potential Market potential Market potential as of 2025 as of 2025 as of 2025 (Givaudan scope (Givaudan scope of a
Slide 58: 2030 strategy: Taste & Wellbeing
2030 strategy Taste & Wellbeing
Slide 59: T&W 2030 strategy
T&W 2030 strategy Accelerate Health, Expand our Functional and position in Colour Pet Food Solutions Strengthen Increase our leadership in reach Flavour & Taste in HGMs Ambition Value creation What Driving Partner with our sustainable Reaching our 2030 customers to deliver growth with corporate fina
Slide 60: Strengthen our leadership in Flavour & Taste
Where to Play Strengthen our leadership in Flavour & Taste
Slide 61: Strengthen our leadership in Flavour & Taste: Investing in key areas
Strengthen our leadership in Flavour & Taste Investing in key areas TASTE BEVERAGE SOLUTIONS CULINARY ALTERNATIVE PROTEIN Build unique, market-leading Enhance our beverage solutions Become a true culinary Address new forms of proteins capabilities in taste – i.e. and continue to differentiate in pow
Slide 62: Accelerate Health, Functional and Colour Solutions
Where to Play Accelerate Health, Functional and Colour Solutions
Slide 63: Our ambition
Our ambition We will strengthen our existing ingredient portfolio in the wellbeing space to create healthy, authentic and multi-sensorial food experiences as well as healthy clean-label solutions.
Slide 64: Accelerate Health, Functional and Natural Colour Solutions
Accelerate Health, Functional and Natural Colour Solutions Enhancing our portfolio for healthy, authentic and multi-sensorial food experiences ACCELERATE HEALTH ENHANCE NATURAL COLOUR BE PREFERRED PARTNER IN SOLUTIONS LEADERSHIP FUNCTIONAL SOLUTIONS Grow in mind and energy solutions for Be the prefe
Slide 65: Expand our position in pet food
Where to Play Expand our position in pet food
Slide 66: Evolving demands of pet parents drive our innovation
Expand our position in pet food Evolving demands of pet parents drive our innovation portfolio Human-like meals Rooted in nature Personalised wellbeing Pet parents view their pets as Pet owners seek food made from Demand for customised diets family members and demand natural ingredients without base
Slide 67: Leveraging our portfolio of taste, wellbeing and functional solutions
Expand our position in pet food Leveraging our portfolio of high-quality taste, wellbeing and functional solutions CULINARY INSPIRED AROMAS AND PALATABILITY ENHANCERS ANTIOXIDANTS BOTANICAL EXTRACTS NATURAL COLOURS Leverage differentiated Capitalise on natural extracts Promote responsibly sourced Le
Slide 68: Increase reach in high growth markets
Where to Play Increase reach in high growth markets
Slide 69: Expanding our presence in markets with greatest strategic value
Increase reach in high growth markets Expanding our presence in markets with the greatest strategic value and potential PRODUCT OFFERING FOOTPRINT AND INFRASTRUCTURE PEOPLE, CULTURE, AND WAYS OF WORKING Ensure products meet consumer needs such Expand footprint and increase proximity with Enhance cap
Slide 70: Lead through innovation
How to Win Lead through innovation
Slide 71: Reinforcing Flavour & Taste technology and boosting investments
Lead through innovation Reinforcing our Flavour & Taste technology and boosting investments in Nutrition, Wellbeing, and Pet Food TASTE HEALTH, FUNCTIONAL AND COLOURS FOCUSED INNOVATION ECOSYSTEM Proprietary technology innovations: Advancements in health & nutrition, functional Partnerships and sele
Slide 72: Deliver best-in-class customer engagement model
How to Win Deliver best-in-class customer engagement model
Slide 73: Strengthening partnerships and service models
Deliver best-in-class customer engagement model Strengthening partnerships and service models for our broad customer base GLOBAL COMPANIES, LOCAL AND REGIONAL, START-UPS, AND DISTRIBUTORS FOOD SERVICE PRIVATE LABEL Ensure customer touchpoints are managed Strengthen go-to market approach with Enhance
Slide 74: Nurture a winning culture, capabilities, and personal growth
How to Win Nurture a winning culture, capabilities, and personal growth
Slide 75: Building a high performing, engaged workforce
Nurture a winning culture, capabilities, and personal growth Building a high performing, engaged workforce with industry-leading capabilities CREATING A WINNING CULTURE ACCELERATING CAPABILITIES ENABLING PERSONAL GROWTH Anchor culture around sense of belonging, Invest in building functional capabili
Slide 76: Drive value through digital solutions
How to Win Drive value through digital solutions
Slide 77: Creating a faster, memorable and personalised approach
Drive value through digital solutions Creating a faster, memorable and personalised approach INSIGHTS AND FORESIGHTS ENHANCED CUSTOMER ENGAGEMENT NEW PRODUCT DEVELOPMENT OPERATIONS Build a data-driven Deliver seamless, personalised Operate in a fully digital, agile and Modernise operations to be mor
Slide 78: Invest in operations, procurement, EHS and sustainability excellence
How to Win Invest in operations, procurement, EHS and sustainability excellence
Slide 79: Remaining the preferred partner for our customers
Invest in operations, procurement, EHS and sustainability excellence Remaining the preferred partner for our customers OPERATIONS PROCUREMENT EHS SUSTAINABILITY Strengthen supply chains Deliver sustainable and resilient Proactively address EHS Improve product and ingredient and simplify operations t
Slide 80: Key takeaways: Taste & Wellbeing
Key takeaways Taste & Wellbeing
Slide 81: Slide with video animation
Slide with video animation Summer Investor Conference_Animation 2_T&W outro
Slide 82: Maurizio Volpi
Maurizio Volpi President Fragrance & Beauty
Slide 83: Fragrance & Beauty revised market potential
Market size Fragrance & Beauty revised market potential
Slide 84: Where we play and where we do not
Where we play and where we do not Continue our focus on high value-added segments where innovation is key MARKET OVERVIEW* AND STRATEGIC POSITIONING 2030 WHERE TO PLAY CHF bn Consumer Products Fine Fragrance Active Beauty FIB • CHF 13.0 bn market of Consumer Products • CHF 3.7 bn market of Fine Frag
Slide 85: Upward market revision: a gateway to new opportunities
Upward market revision: a gateway to new opportunities A bigger market Consumer Products 13.0 bn Fine Fragrance 24.8 bn* Market share CHF revised to 15% 3.7 bn 15% MARKET SHARE Fragrance Ingredients Business and Active Beauty** 2025 ESTIMATION 8.1 bn *In CHF bn. 2025 Estimation based on 2024 figures
Slide 86: Fragrance & Beauty consumer trends
Fragrance & Beauty 2030 strategy Consumer trends TREND Wellness Ultra sensoriality Premiumisation and The new customers Digital acceleration mass prestige IMPACT • 86% believe scent • Emotion-driven superiority • Premium hedonics drive value • Gen Z and Alpha: ~4 billion • Growth driver for Fine aff
Slide 87: 2030 strategy: Fragrance & Beauty
2030 strategy Fragrance & Beauty
Slide 88: F&B 2030 strategy
F&B 2030 strategy Further Accelerate invest in our in key growth products geographies Expand Adjacencies: in L&R further develop and global Beauty accounts Ambition Value creation What Driving By expanding our sustainable Reaching our 2030 leadership in growth with corporate financial and fragrances
Slide 89: Customers: expand in Local and Regional and multinational accounts
Where to Play Customers: expand in Local and Regional and multinational accounts
Slide 90: Customers: expand in Local and Regional and multinational accounts
Customers: expand in Local and Regional (L&R) and multinational accounts LOCAL AND REGIONAL CUSTOMERS We continue the MULTINATIONAL ACCOUNTS L&R will represent a significant portion of the rebalancing of our Opportunities behind innovations and increased growth accounts leveraging both investments i
Slide 91: Products: a portfolio to support our growth
Where to Play Products: a portfolio to support our growth
Slide 92: Products: a portfolio to support our growth
Products: a portfolio to support our growth We will continue our growth in beauty including fine fragrance, high-precision beauty ingredients and make-up while consumer products will remain ca. 50% of our sales. We will strongly prioritise dedicated growth strategies in key categories of products su
Slide 93: Regions: accelerate in key growth geographies
Where to Play Regions: accelerate in key growth geographies and export areas in mature markets
Slide 94: Regions: accelerate in key growth geographies and export areas
Regions: accelerate in key growth geographies and export areas in mature markets SAMEA, APAC and LATAM will remain strong enablers of growth, alongside with other key high growth markets but we also see strong potential in export mature markets. Substantial growth potential in SAMEA Mature markets w
Slide 95: Adjacencies: assess potential new opportunities in Beauty
Where to Play Adjacencies: assess potential new opportunities in Beauty
Slide 96: Adjacencies: assess potential new opportunities in Beauty
Adjacencies: assess potential new opportunities in Beauty ODM in Beauty (Original Design Manufacturer – innovation and solutions provider) Summer Investor Conference - 2030 Strategy - Company proprietary information 96
Slide 97: Growing with all customers across all categories
Where to Play Growing with all customers across all categories
Slide 98: Growing with all customers across all categories
Growing with all customers across all categories FABRIC AND HOME CARE PERSONAL CARE FINE FRAGRANCE SKIN CARE MAKE-UP Estimated retail value 168 220 82 152 72 2024 in CHF bn* Frequency of usage High High High Medium Medium Penetration High High Low High Medium/High Fragrance investment High Medium Hi
Slide 99: Sustainable innovation
How to Win Sustainable innovation
Slide 100: Drive product superiority for our customers
Sustainable innovation Drive product superiority for our customers FRAGRANCE FRAGRANCE FRAGRANCE ACTIVE BEAUTY ACTIVE BEAUTY INGREDIENTS ENCAPSULATION HEALTH & WELLBEING INGREDIENTS MAKE-UP Ingredients for fragrance Leverage Givaudan Leverage malodour Leverage superiority Leverage unique mix of supe
Slide 101: Best customer experience
How to Win Best customer experience
Slide 102: Superior service to customers
Best customer experience Superior service to customers Continue enhancing our service model to leverage local and regional customers growth Investment in automation Keep a lean supply chain whilst covering the local needs Regulatory as a strategic support Investments in safety and environmental prot
Slide 103: Growing with our people
How to Win Growing with our people
Slide 104: Develop, keep and retain talent, and improve on diversity
Growing with our people Develop, keep and retain talent, and improve on diversity BELONGING TOGETHER GROWING TOGETHER PARTNERING TOGETHER • Keep our record low • Keep our historic investment in • Keep the excellent talent pipeline attrition with our culture of talent developments: from the creativit
Slide 105: Digital for fragmented markets
How to Win Digital for fragmented markets
Slide 106: Digital for fragmented markets
Digital for fragmented markets Leverage digital platforms and e-commerce to support business growth in key areas (step-by-step approach) Increase the win rate: generative AI, consumer data modelling as key tools Increase customers reach: AI used to support creation submission Leverage digital platfo
Slide 107: M&A: strengthening our presence
How to Win M&A: strengthening our presence
Slide 108: M&A: strengthening our presence
M&A: strengthening our presence LOCAL AND INNOVATION INTEGRATED REGIONAL CAPABILITIES SOLUTIONS CUSTOMERS IN BEAUTY Summer Investor Conference - 2030 Strategy - Company proprietary information 108
Slide 109: Key takeaways: Fragrance & Beauty
Key takeaways Fragrance & Beauty
Slide 110: Slide with video animation
Slide with video animation Summer Investor Conference_Animation 3_F&B outro
Slide 111: Stewart Harris
Stewart Harris Chief Financial Officer
Slide 112: Value creation history at Givaudan
Value creation history at Givaudan A strong track record of growth and value creation
Slide 113: Value creation: the journey of growth
Value creation The journey of growth 2011 - 2015 2016 - 2020 2021 - 2024 CHF million 214 -1,075 1,951 -590 1,255 39 4y average 994 -876 1,261 7.2% 5y average 5y average 7,412 4.7% 4.9% 6,322 6,322 4,239 4,396 4,396 Opening (1st Jan) LFL Acquisitions Currency Closing (31st Dec) Opening (1st Jan) LFL
Slide 114: Our history: value creation through recent acquisitions
Our history Value creation through recent acquisitions TASTE & WELLBEING Naturals Naturals Health & wellbeing Active Beauty Natural flavours Naturals Speciality Ingredients Integrated solutions Natural flavours Naturals Flavours & Fragrances Natural colours 2014 2015 2016 2017 2018 2019 2020 2021 20
Slide 115: Value creation: Comparable EBITDA
Value creation Comparable EBITDA 2011 - 2015 2016 - 2020 2021 - 2024 CHF million 47 327 212 65 22 180 1,816 5y average margin 5y average margin 4y average margin 1,442 1,442 22.0% 1,050 1,050 22.3% 22.6% 963 Opening (1st Jan) F&B T&W Closing (31st Dec) Opening (1st Jan) F&B T&W Closing (31st Dec) Op
Slide 116: Value creation: Free cash flow
Value creation Free cash flow 2011 - 2015 2016 - 2020 2021 - 2024 CHF million 347 91 283 1,158 811 811 5y average FCF as 720 720 5y average FCF as 4y average FCF as % % of sales % of sales of sales 437 12.0% 12.6% 12.1% Opening (1st Jan) FCF generated Closing (31st Dec) Opening (1st Jan) FCF generat
Slide 117: Sustained value creation for shareholders
Value creation Sustained value creation for shareholders Share price evolution vs SMI Dividend per share in CHF Total shareholder return 1400% 80 6,000 1200% 70 5,000 60 1000% 4,000 50 800% 40 3,000 600% 30 2,000 400% 20 200% 1,000 10 0% 0 0 2000 2003 2006 2009 2012 2015 2018 2021 2024 2000 2003 200
Slide 118: Industry leading financial performance
Value creation Industry leading financial performance Like-for-like sales growth* Comparable EBITDA Margin Free cash flow** as % of sales 12.3% 15.6% 11.4% 13.3% 9.6% 24.5% 12.6% 10.0% 8.7% 22.5% 11.2% 22.4% 9.0% 7.9% 7.0% 20.9% 9.4% 9.0% 20.6% 20.7% 9.8% 6.0% 21.0% 19.2% 7.5% 6.0% 20.5% 6.7% 6.7% 7
Slide 119: 2030 strategy: Performance ambitions
2030 strategy Performance ambitions
Slide 120: 2030 strategy: Performance ambitions
2030 strategy Performance ambitions SALES GROWTH FREE CASH FLOW PURPOSE AMBITIONS 4.0 – 6.0% >12% of sales Purpose linked targets 2026 – 2030 Average 2026 – 2030 Average FCF** as % of sales 2026 – 2030 Like-for-like* sales growth Progress towards all published purpose targets * Like-for-like (LFL) i
Slide 121: Performance ambitions – organic sales growth
2030 strategy Performance ambitions – organic sales growth 2021 – 2025 GUIDANCE 4.0 – 5.0% 2026 – 2030 GUIDANCE 2021 – 2025 Average Like-for-like* sales growth 4.0 – 6.0% 2021 – 2024 2026 – 2030 Average Like-for-like* sales growth 7.2% 2021 – 2024 Average Like-for-like* sales growth * Like-for-like
Slide 122: Performance ambitions – Free cash flow
2030 strategy Performance ambitions – Free cash flow 2021 – 2025 GUIDANCE >12% 2026 – 2030 GUIDANCE 2021 – 2025 Average FCF* as % of sales >12% 2021 – 2024 2026 – 2030 Average FCF* as % of sales 12.1% 2021 – 2024 Average FCF* as % of sales * Free cash flow (FCF) refers to operating cash flow after n
Slide 123: Capital allocation priorities
2030 strategy Capital allocation priorities GIVAUDAN PRIORITIES 1 Investments in organic business 2 Growing annual dividend 3 M&A 4 Share buybacks 123
Slide 124: Our purpose ambitions
Our purpose ambitions Creating for happier, healthier lives with love for nature. Let’s imagine together. 2030 Specific future focus Nature Climate: 2045 • We will reduce scope 1+2+3 GHG emissions in line with the Climate: Let’s imagine together that we show our SBTi Net Zero Standard trajectory • W
Slide 125: Q&A session
Q&A session 2030 strategy Driving sustainable growth with customers
Slide 126: 2030 strategy
2030 strategy Deepen geographical presence Extend Expand customer categories reach and portfolio Why Value creation What Driving Our purpose is sustainable 4–6% growth* creating for happier, growth with >12% free cash flow healthier lives with love for nature. How customers Reaching our 2030 Let’s i
Slide 127: Disclaimer
Disclaimer No warranty and no liability: While Givaudan is making great efforts to include accurate and up-to-date information, we make no representations or warranties, expressed or implied, as to the accuracy or completeness of the information provided on this presentation/handout and disclaim any
Slide 128: Follow us on social media @givaudan
Follow us on social media @givaudan