Ladies and gentlemen, welcome and thank you for joining Eurofins FY 2024 results presentation. Please note that this call is being recorded and will later be available for replay on the Eurofins Investor Relations website. Throughout today's presentation, all participants will be in a listen-only mode. The presentation will be followed by a question-and-answer session. If you would like to ask a question, you may press star followed by one on your touch-tone telephone to register for questions. For operator assistance, please press the star key followed by zero. During this call, Eurofins management may make forward-looking statements, including, but not limited to, statements with respect to Outlook and the related assumptions. Management will also discuss alternative performance measures such as organic growth and EBITDA, which are defined in the appendices of our press releases. Actual results may differ materially from objectives discussed. Risks and uncertainties that may affect Eurofins' future results include, but are not limited to, those described in the risk factors section of the most recent Eurofins annual and half-year reports. Please also read the disclaimer on page two of this presentation, subject to which this call and Q&A session are made. I would now like to turn the conference call over to Dr. Gilles Martin, Eurofins CEO. Please go ahead. Hello everybody. Thank you for joining our call regarding our preliminary annual result for 2024. We've decided to move things forward as our company grows, is more mature, and our financial processes further strengthen, and that gives you an overview of our performance for last year. I think we've had a very good year last year, and I'm happy to report strong results. The last few years were impacted by lots of extraordinary events: the COVID pandemic, which had initially negative impact and positive impact for us, and then the very strong impact of the war in Ukraine on supply chains and inflation. Inflation may not be fully over now, but its impact is much less, and we've been able to make price increases again part of our normal operating model, so the impact of inflation is now not significant on our results. So if I go on, we have a slideshow. If I go on page five, we've decided to put things in perspective and not only discuss the improvements this year in 2024 compared to 2023, but also compare our result to the pre-pandemic in 2019. And I'd like to discuss here what we have achieved in the last five years if we somehow not focus on the three years with ups and downs due to COVID. Well, first of all, we've had significant growth of our revenues, on average 9% per annum. And as you can see, our EBITDA, whether it's adjusted or reported, increased faster than our revenues growth. Our EPS increased twice as fast each year on average as our EPS growth since 2019. And on the cash flow side, we've had even more impressive results. The impressive thing about that is that we are still in the middle of a building phase. A lot of the investment we have made in the last five years has not yet provided beneficial impact. There are costs. It takes a long time to build a building, to validate it for BioPharma, to validate it for CDMO, or even for food or environmental testing. We have lots of CapEx that is being fully underutilized or not utilized at all now that still is weighing on our cash flow and our returns, but that will definitely provide positive benefits. The same thing for large investments in digitalizations that we have made over the last five years and that are only in part providing positive impact. So that's why we feel the last five years have been a very good run for Eurofins. They are basically the result of 2024, show the resumption of a historic growth trend, not only for our top line, but also even more strongly for bottom line and cash flow, although we can still do much better than that as this five-year investment phase finalizes by 2027. On page six, we discuss a bit more what we're doing for this investment phase. We discussed it in greater detail elsewhere, but we are building a hub-and-spoke network with very large central laboratories to do analysis in very large volumes and benefit from economies of scale. We have local spoke labs close to customers to do the things that need to be done very close to customers because transportation times might modify the result, like microbiology, for example, or water testing, short-haul turnaround time samples. When we buy companies, they don't always fit that model. So there is usually a significant transformation of the assets we've acquired so they fit this model, which provides much higher leverage and profitability. However, as we can see on this slide six, even though we plan a budget of EUR 400 million per annum for that, we are making progress and we start benefiting from past investments. As percent of revenues, the CapEx for that program is starting to trend down. What we also can observe for the first time this year is also that CapEx and depreciation start to invert. Basically, this is also good for our cash flow because we start to have to invest less than the depreciation we're benefiting in our cash flow. IT is a very important CapEx area because for our sector, there are no real full IT solutions one can buy, and laboratories historically have a large number of different IT solutions that have different life cycles, have to be bridged, connected, etc., and depend on a number of vendors. We are developing for each of our business lines our own IT solutions to cover the whole range of needs, and they provide a lot of advantages in quality, performance, TAT, and overall cost. This has probably been over the last 10 years our largest investment and is also in some business lines starting to bear fruit, and our IT costs, we see it, are then reduced and our businesses are much more efficient and reliable, so this is making progress. Startups, we continue to make startups, although over the last couple of years of this five-year plan, there will be fewer startups because we want to see the benefits of those and we want our investors to see it too. On page seven, we have presented our result in a way that maybe we should have done before, but that illustrates basically what we are doing. We have two scopes. We have the mature scopes, the businesses that have been in our group for a long time, or we have more or less finished the setup of the hub-and-spoke network, the alignment of our businesses to our operating model. And then we have the non-mature businesses, which are either startups, businesses we started greenfield, or we are basically completely refocusing on a different market, and acquisitions that we've bought and that don't fit this model and that are being reorganized. And you can see the result of both scopes. Our investments on the startup and non-mature, you can see it cost us on top of the CapEx about EUR 70 million of losses in EBITDA that are strictly allocated and attributable to that scope. And we have the mature scope. And if you look at the performance of the mature scope, it is pretty big in the meantime. It represents EUR 6.5 billion revenues. We've adjusted EBITDA margin of 23.7%, which is very close to our 24% target margin for 2027. And that alone should illustrate where we are confident to get there for the whole group. And even the SDI on the component are very close to the 0.5% that we set as a target for 2027. And that mature scope, if you value that mature scope alone with any kind of metrics that can be used for comparable, one can easily see why we feel that buying our share at the moment is a very significant opportunity for using the cash of the company. And of course, we believe strongly in our startups that they will generate strong profits once they mature over the next two or three years, and that's why we are making those investments. So that's a new presentation of our result that you also can find in the detailed notes. On page eight, we discuss our investments because, of course, people can say Eurofins invests a lot, and we do that because we believe in the extraordinary potential of our market and our strong market position to generate on a secular basis for a very long time, very high returns, very good margin, and very high cash flow. So over the last five years, we've generated revenues that have been growing and that now represent almost EUR 7 billion, and they generated quite a lot of cash. As you see, the cash generation has significantly improved over the years. It has been about 20% of our revenues, which is quite significant. Overall, our operations are very profitable, but we have opted to invest of those EUR 6 billion, EUR 5 billion that we could have just kept if we didn't want to grow the growth. Of course, especially those investments done in the last couple of years, they are not yet providing the benefits, the returns that they should provide because it takes time, as I said earlier, for a building to be commissioned, to be qualified, to be audited by clients and authorities, etc. And the same applies for IT solutions. So very significant investments that we have been doing. And also, we invested in buying companies, quite significant amounts. We've also, since our large campuses, we're going to need forever, and we don't want to be held at ransom by landlords because we make so much investment in those buildings to make them basically into laboratories. We believe owning our laboratories is a very good investment for the long term, and we'll come back to that. On top of that, during this period, we've distributed, we've returned to shareholders more than EUR 1 billion, which is beginning, it's very modest compared to what we think we can do in some ways, but it's still already significant amounts. On page nine, we've looked at the returns. Again, we're not at a point where we can show peak returns because we, as I mentioned, we're not seeing yet by design the full benefits of all the investments we have done that are, of course, in the calculation of returns included. Only part of them provide full returns yet, but still, since 2019, you can see how our returns have improved. They have significantly improved between 2023 and 2024. Overall, as you can see on our capital, our net debt has actually been almost constant over the period, and our financial leverage, since our margins have increased a lot and our total profit and our size has increased a lot, our leverage has gone down significantly. The other interesting thing is for some time, people said, "Yes, but Eurofins' share count is increasing." Actually, considering what we've done to buy back our shares, we've already bought back 70% of the share that we issued at the beginning of COVID as there was uncertainty and potential need for cash. Our share count actually has been only very modestly. That means we've pretty much the same capital. We are now generating much better results, and we think this trend can only continue and amplify. And the interesting thing about that is, as we've seen, some of our markets have been a bit more challenged in the course of this year, and especially in the second half. And in the second half of 2024 and also in fourth quarter, although our growth was less than our long-term average target, in which we still believe, we still were able in H2 to significantly increase our margins. So we now have a size that we can adjust. If growth is a bit less, then we adjust costs and we still improve our profits. And we have a long runway to continue to do that. And on page 10, we've looked at historically other transactions in the sector, just to put things into perspective of how we decide and explain how and why we decide to deploy capital the way we do. And now we have much more free capital to deploy because, as I mentioned, the building of our network is nearing completion. So those are transactions of sizes between EUR 100 million and maybe EUR 500 million of smaller tech businesses. And you can see the multiples. And the multiples haven't changed much between the historic period, 2019 pre-COVID, and now a bit less now, about 15 x EBITDA. We've deployed about EUR 630 million of capital this year to either buy companies or buy our own shares. And you can see that with the companies we've bought last year, we bought them at an EBITDA multiple of 10x. And that's the first year. They haven't started being improved by all the measures we are doing to integrate them. And we bought our own shares last year for EUR 290 million at only an EBITDA multiple of 8.7x. And so if we had done that to buy assets like others did in the market, which we think are less well-invested assets and assets with much less potential than Eurofins as a whole, we would have spent almost EUR 500 million more. So that shows the opportunity. It's very rare that we can buy something for 50 that actually should be worth 100. And we have taken the opportunity of that when we buy back our own shares. And if things don't change significantly on our valuation, we will continue. And now we have much more cash flow to do that. And even last year, we could do it while we reduced our leverage. There will be no doubt some discussion about how is BioPharma doing and what is the outlook on BioPharma. And so we wanted to give on page 11 a bit more granularity on the evolution because indeed, in the full year and also in Q4, BioPharma growth overall, the activity that we describe as BioPharma, which contains also other ancillary activities that are related to BioPharma, can be also GLP, etc., but are not strictly BioPharma. So we have a number of verticals in BioPharma. And the core vertical, which is BioPharma Product Testing, is doing actually quite well. It's still growing at mid-single digit. And we see that continuing and actually improving. For a long time, it was growing at double digits. We don't see why that would not come back. However, we have a small group of companies that represented last year about EUR 400 million that actually decreased 10% last year. There is a number of reasons for that. Agroscience Services was probably, or Crop Sciences was probably the hardest hit. This is an area where we do research for the launch of new agrochemicals, for registration of agrochemicals, registration of new seeds or biostimulants. And that industry has been struggling a bit. They've suffered challenges in registration of new agrochemicals, and they are now in a phase where they are reducing their spend. So what we've done there, we've adjusted our cost. This will not go to zero. We don't expect things to worsen, but they might not pick up immediately. So we've adjusted our costs so that in spite of that, we can continue to increase our profits. We had some challenges due to project ends in our CDMO in France, Italy, and India. And there is another thing we discussed already. We have an activity that is central laboratories running tests for the usual phase three clinical trials and related bioanalysis testing, which depend on studies. And studies can be very large. They can represent tens of millions of euros, but they are a bit lumpy. So, until a new study starts. And that's exactly what we are on a couple of very large studies, what we have been experiencing recently. So overall, we had a 10% contraction of revenues on what is a fairly small part of BioPharma in total and of the group. And so if we didn't have this impact, our organic growth last year for the whole group would have been 5.8%, and for the BioPharma area, 4.1%, which is not bad and very close to our long-term objectives. So that was an impact. We think it is temporary. There's no absolute certainty of when things will exactly pick up, but we see things on the long term going back to the trends we've seen for a very long time. We had also softer, but not negative, but flat growth in Discovery, which are the very early phase of BioPharma product development and in Genomics, and we see those things also returning to historic growth rates. Biotech funding is starting to pick up, so we think it's hard to say exactly which quarter this will trend up, but our leaders are positive that they see very good outlooks ahead of them, so that's for the things that impacted especially the second half in terms of organic growth and particularly in Q4, but we are, although it's of course a negative blip for a very small part of the group, we think this is temporary and will pick up. That's why we've maintained our objective for 6.5% organic growth on average over long periods. That's it for my introduction. Laurent will now discuss a bit more detail of the financial results. Thank you, Gilles. Good afternoon. I'm happy to present our 2024 financial results, which show a very solid improvement versus last year in line or above our latest objectives. If we turn to page 13, you can see that we delivered a very solid set of results on all fronts. Our revenues were able to grow by 6.7% year on year. We have increased our EBITDA margin by 180 basis points year on year. We have reached an adjusted EBITDA level of 22.3%. We have reduced our SDI. If you look at how it translated, our net profits have increased by 32% versus last year and our earnings per share by 41% versus last year. Moving to slide 14 on our revenue bridge, you can see that we had a very limited, slightly negative FX impact. Our organic growth amounted to 4.7%, stronger in H1 at 5.6% than in H2 at 3.9%, and we had contribution from M&A in the magnitude of EUR 132 million. Going into more details on page 15 into the analysis of organic growth by activity, you can see that our life segment of activity, which regroups Food and Environment Testing, was very dynamic. They posted a growth on organic growth of 7.4%. They were very strong in all geographies. As Gilles mentioned it, you can see that pharma was subdued at 0.9% organic growth, but a very contrasted picture because BPT was mid-single digit organic growth, which is a bulk of the segment, whereas we suffered from a trend in ancillary segments such as Agroscience or early-stage pharma activities. On the other hand, the clinical growth was in line with our expectation, and that despite tariff cuts that happened in France, which is a large market for us in September, and the Consumer and Products line of activities was in line also with our expectations for organic growth. Turning to page 16, looking at the profitability improvement by region, so you can see the most significant factor was a very good progress of our margins in Europe. They grew by 280 basis points, and they are catching up with the rest of the group, and the growth was especially significant in the DACH region, and this was all achieved through price increases, volume growth, and contained cost. At the same time, you can see that in the North American region, we were still able to progress our margins by 100 basis points year on year, despite a very high level of margins already, thanks to the contribution from the food and environment activities. And in the rest of the world, we were also able to increase our margins by 200 basis points, and we continue to be accretive to the group in Asia, in the Pacific, and the Middle East. Turning to slide 17, maybe the most significant achievement for the year is a very strong progress of our free cash flow to the firm. It grew by 69% year on year, thanks of course to our very good margin improvement, but also to a strong improvement of net working capital and a very disciplined CapEx spend. This resulted in a very strong cash conversion of 56%, and that enabled us to basically self-finance all needs, I mean here CapEx, M&A, interest, dividends before any share buyback. Going to slide 18, coming back to the net working capital improvement, you can see that it decreased from 5.1% to 3.8%, thanks to stable inventories and DPOs, but also reduced DSOs, which improved by five days year on year following the internal actions that we launched earlier last year. Now moving to the CapEx analysis on slide 19. As Gilles mentioned, we were able to reduce our CapEx spend by 80 basis points to 7.5% of our revenues. We are halfway through the infrastructure program that we are building, and we have allocated our CapEx spend by 30% to build our own sites and 34% to lab equipment, 20% to IT, and 16%. To conclude on page 20, you can see that our financial leverage improved slightly by almost 0.1 turn to reach 1.9 turns despite all the significant share buybacks we did, thanks to a very strong cash generation in 2024. Overall, we still maintain a very balanced debt maturity profile with ample and untapped liquidity access. Thank you for listening, and I now turn the mic back to Gilles. I'm on page 21. I'll talk a bit about the strategic initiatives that we have to complete our five-year infrastructure program. On page 22, we are presenting the progress of building our hub-and-spoke laboratories network. As I mentioned earlier, we want to have very large laboratories to centralize all the complex tests and the network of local labs. We don't necessarily want to own the local labs because the investments in there can be much less. But those large central laboratories, they have tens of millions of investments, rooms, etc., the HVAC, and all of that almost doubles the value of the building. And we've been often in situations where if we rent one of those large sites, we can have a contract for five years or 10 years. At the end of that period, the landlord knows that it's extremely costly for us to move, and they can actually hold us to ransom and jack up the rent. We've just had a case in the U.K. where the landlord wanted to extract a 50% rent increase and also force us to lock in that for 10 years because moving was extremely expensive, and we had invested a lot in that site. Of course, we don't want those things to happen, and that's why we prefer. We think it's wise for Eurofins to own its very large laboratories. We will use them forever, so we can accept a slightly lower return than other investments in M&A or organic investments. We can see that what we've done. Between 2018, where we had about 240,000 sq m of labs that we owned, now we've almost tripled that to 630,000 sq m. And by doing that, we can already more or less estimate the savings of rent that we are making because we have comparable rents that we pay for other buildings in the same country. So we are almost saving EUR 100 million in rents. And the yield on that is already above 10%. So certainly, it's not the 12% we want or the 30% we want on organic investments, but it is acceptable. So we are continuing that program. On page 23, you see some of the examples of labs that we have added this year or came online. On the next slide, on the page, still page 23, you see other examples of labs that we will open. The exact amount is always a bit difficult to calculate because it depends when those labs come into service, when they are completed. And we already spend money on labs that are basically being built each year, but that are not opened in that year. But we give an idea for 2025, 2026 of how much we think we should add. And the good thing is this is not infinite. We don't need to own all our sites. Between the sites that are owned by related parties and Europeans, we are almost at 50% of our sites. The related party is a friendly landlord, so there's no risk of anything happening there. So we don't need so much to basically own all the sites that we consider strategic. And there are countries where we can't really own sites, like China, for example. So we are confident that by 2027, we'll be done by this large capital deployment. And that capital deployment, again, is discretionary. If we were owned by private equity, they would do the opposite. They would do a sale and lease back of those 630,000 sq m of lab, which would yield a billion or EUR 2 billion of cash, and they would go and lease it back and sell the business four years later after having shown great financial performance. We don't do that because we think long term. And of course, in those buildings, when we do that, we can make them better, environmentally friendly, with lower energy requirements, etc., and better revenues per square meter because we optimize. But it's a significant discretionary allocation of the cash we are generating. On page 24, we discuss a bit our investment in startups. It's another thing that's very dilutive because a startup requires capital. I don't know how much we invested last year just in CapEx for startup, but certainly over EUR 50 million. And that also induces losses because we have building, people, expenses, and it's not full immediately. It's not profitable immediately. That takes two or three years. And that's very dilutive, very dilutive of the overall result. And that's why we show this non-mature perimeter so investors can appreciate what it is. Sometimes people say our numbers are complex. I think they are rather providing more transparency on what we do and how we are organized and the different areas where we deploy capitals and we invest than if we just showed our reported results. But our reported results are already quite good with EBITDA margin in excess of 20%. So that's for the startup. And we believe this is something we should continue to do. Although also there, at some point, we're going to run out of areas where we should do startups. So we might not do that forever in that magnitude. On page 25, we summarize some acquisitions that we did together. We gave statistics. So they represent about 225 pro forma revenues in 2024. And we paid 1.5 x revenues, about 10 x EBITDA. Of course, we're going to work on them to make them even more profitable and fit them in our hub-and-spoke network. We think we can continue more or less at that level. It might be a little bit higher next year because we've signed the acquisition of SYNLAB in Spain. It's a company that's not profitable, so we're going to have some dilution there, but we paid a very low price for it. Together with our own Spanish business, we think it's going to be a strong business in Spain, probably the leader in its market, and that will, over time, provide good profitability and an excellent return. On top of that, this year, we'll do many other smaller bolt-on acquisitions. The outlook for acquisitions for 2025 is good. Over the five years, I'm sure we'll do our average of EUR 250 million extra revenues per annum, although last year we did less, and the main thing, again, on that, as I discussed earlier, is the return. We could buy a lot more. We could pay much more for businesses. The average for large businesses is 15 or more in our scope, and 15x EBITDA. But we try to do, we go for acquisitions, not for size, but we go for return, so we don't focus strictly on the current margin. We focus on the margin those businesses can have three years later and the return we can have on those acquisitions. Another thing we do and all our businesses do is invest in innovation. And I'm proud to say that we are often the first to develop new tests, new capabilities that contribute to helping our clients solve difficult problems. And we are often the first in the market to be able to offer those solutions. So to summarize, on page 28, I've summarized our objective. You can see them and read them in our press release. I will not go through all of them. But basically, we're convinced that we are in very good markets, in very good markets that enjoy secular growth. The things we are doing to invest in our business to be the most efficient, the most digital, provide the fastest turnaround time, we think will allow us, over the long term, growth in our segments, in our core areas of activity that is superior than the market, that is, of course, much superior to the GDP. We've seen pharma being soft already in 2012, 2011. Right now, not the whole of BioPharma is soft, mostly the first phases, the early phases, and biotech. But our view is that this will normalize. The revenues hit we've had in Agroscience are certainly not and certainly not permanent. We had a lot of clinical testing. We won big contracts, but I think we can win it again. So that's why we are confident to set and also the inflation that includes some inflation. Our objective for secular growth at zero inflation was 5%. Of course, we don't know what inflation will be on average on our scope, but there will be a bit of inflation. So probably 6.5%, we think, as an average for a long period is something we can shoot for. A margin of 24% in 2027 seems highly achievable for us. As I showed, we already almost achieved that in our mature scope. We definitely aim that our under development scope, startup scope, will be much smaller by 2027. Mature scope should be able to exceed 24%. A lot of it is not even linked to the market or anything. We just have huge spend, huge investments, for example, in digitalization that we know we'll get under control, we'll reduce. We are just finishing this year the rebuilding of all our internal IT network in much more resilient, smaller scopes, fitting to our local businesses. The cost of that will be reducing definitely from 2026. We are investing hugely in our IT solutions, but many of them get completed, and the cost will go down. There is that element that makes us confident. And also, we'll get the benefit of using all those buildings that are partly empty that we have, better utilization, all the measures we are taking to benchmark our labs, become more efficient, produce our own reagents, etc., will provide benefits. So that's why we are confirming that objective. And of course, we see as our fixed CapEx, as some elements of our spend in cash are fixed or will go down, the CapEx, then free cash flow to the firm and return on capital employed can only increase. And we thought about the way we give objectives. Giving fixed numbers doesn't make a real sense because they depend anyway on a lot of factors that we cannot influence, especially exchange rates, for example, or inflation. And so we think those ways of formulating our objectives are actually more helpful for investors. And that's what we're doing for 2025. We've set a mid-single-digit objective for organic growth. It's a bit lower than our long-term average organic growth target because we don't know exactly when the early phases of BioPharma will start growing again. As the rest of BioPharma, Agroscience need to bottom out. Some studies have to restart, but we're confident on that. And we think we can continue to improve profitability also this year. So just to conclude on page 29, so we have achieved a lot. We think we've had a really good year and a year that really demonstrates that we're not here just to have a big size. We're here to generate cash, profit, returns. And of course, the numbers for 2024 are still very modest compared to what we think we can achieve at the end of our investment cycle. But they show a very good trend, and they show our intentions and what we want to do, and really, what we are working for, for investors, is that by 2027, we think we will deliver an extraordinarily successful company with high growth, high margin, high returns, and high cash flows, with very, very strong market positions, very defendable market positions in three or four very exciting life science markets, which should enjoy a lot of growth, a lot of organic growth for many, many years, so it's building. It's not like we're not focusing on next quarter or the next two quarters. Our focus is to build something that has a very defendable market position that is loved by clients, that provides unique services, and also because we have large market shares in our chosen markets, we are very focused. We don't have so many verticals, and we can make the right investments, right heavy investments in digitalizations in each of our verticals. And we will continue to do that. But in 2024, you could already see the first result. And as I said, even in the second half of 2024, where the organic growth was not as strong as we think it should be and will be, we could still improve our margins and cash flows. And that's what we whatever the growth is exactly, whether it's five or six and a half, is something we intend to continue doing. That's it for our long introduction, but we can take some questions now. Thank you. Ladies and gentlemen, at this time, we will begin the question and answer session. Anyone who wishes to ask a question may press star followed by one on their touch-tone telephone. If you wish to remove yourself from the queue, you may press star followed by two. If you are using speaker equipment today, please lift the handset before making your selections. Anyone who has a question may press star followed by one at this time. The first question will be asked by Annelies Vermeulen from Morgan Stanley. Annelise, your line is live. Hi, good afternoon. I have two questions, please. So I just wanted to come back on the medium-term growth guidance, 6.5%. You haven't hit that this year, even on an ex-BioPharma basis, and clearly, perhaps don't expect to hit that this year, given there's still relatively limited visibility across some of your end markets. So I'd be curious as to what gives you the confidence that this is still the right level of growth to consider for this business, particularly if you think about the mix of mature versus startup labs evolving over time, whether you can still hit that growth rate. And then secondly, just on the related party, real estate, any update to that process? I think you talked at the end of last year about running a valuation process and potentially doing a shareholder vote in the first half. Has anything changed in that regard? Thank you. Thank you. Well, we look at the 6.5% as an average long term, and we've had years at 8%, 9%, 10% organic growth. And so we think there's no reason why BioPharma should stay at the level where it is. Normally, BioPharma is almost a double-digit business, and it could well be that it returns to that, but even short of that, our businesses are becoming better and better, so their ability to win share is increasing, and we think that will only be strengthened and continue over the years, so we have some inflation that we didn't have a few years ago when we were already growing 6%, 7%, 8%, so of course, nobody can predict the future, but our best guess is that on average, we have some years that will be higher, some years that might be lower. We can achieve this organic growth. Related parties, yes, we are working on it. We've started to commission some comparables. Now, of course, we have a specific situation now is that the best investment for Eurofins now is to buy back its own shares. Whatever the capitalization rate that we take for real estate, and it can vary. It's a matter of region, opinion, location, whether you take 6%, 5%, 8%, 9% capitalization rate, you still end up with multiples that are significantly above 10x. When we can buy our own share at 8.5, and that was on last year's EBITDA, not even on this year's EBITDA, it's hard for us to recommend doing anything like that to investors, the return, because those buildings are not going to go away. They're going to stay available. We might do a few. If we need to invest on a site, expand the site that could create the impression of conflict of interest, we might prioritize some of the larger buildings or campuses that we need to expand. But it's very hard for us considering the situation, which could change, and it could change fast. We don't know. The markets are fickle, and it's a lot a matter of sentiment sometimes more than it's not like private markets. Private markets, we know the value of transactions. But public markets can be changing. As we see at the moment as a management of the company, we feel that the best investment, if we have extra cash flow in addition to our organic investment, is to buy back our own shares for significant quantities. Understood. Thank you. Thank you. The next question will be from Suhasini Varanasi from Goldman Sachs. Your line is live. Hi. Thank you for taking my questions. Two from me, please. Growth slowed a little bit more in 4Q versus 3Q. Can you maybe discuss how you see growth developing in 1Q this year? Will there be a further step down versus 4Q, or should we expect a stabilization at these levels? And then maybe it starts improving in the second half of the year as we lap easier competitors. And maybe related to that, given the lower growth levels in first half potentially, as you annualize some of those declines, do you think you can deliver margin expansion at all in first half, or is it more stable levels that we should be thinking about first half and maybe expansion later to second half of the year? Thank you. Thank you very much for the question. There are many moving parts. And what we know, there are some impacts that we know already. For example, we had a drop of reimbursement in clinical in France in September. So that's going to affect in terms of base the next three quarters, Q1 to Q3. BioPharma, we know some studies will restart, but we don't know exactly when they will restart. We think Agroscience will bottom out, but whether it bottoms out in Q2 or in Q3, there are many moving parts, and that's why we hope to not give more precise things, and there are many programs that we do internally anyway, so I'm afraid I can't really be more specific because each of our businesses have their own dynamics and things that all have some. It's basically estimates by our leaders, so we didn't do the effort of weighing all of that in order to give the market a quarter-by-quarter outlook. We think overall in the year, we can improve. We can improve, of course, on top line, and we can improve the margins, and we can generate more cash. Also because there are many programs that are totally independent of revenues that should improve the profitability. And we do think that some of those things will take time, and that's why we said probably we'll see more of the effect in H2. Thank you. Thank you. The next question will be from Pablo Cuadrado from Kepler. Pablo, your line is live. Yes. Hi. Good afternoon, everyone. Just two quick questions on my side. The first one will be on the consumer and technology products. I saw that probably there was a little bit of turnaround during Q4, where organic growth was only 2%. At the end of nine months, it was close to 8%. So I was wondering whether there was any kind of strange things during the quarter or if there is any kind because I was surprised about the slowdown going through the end of last year. Just to have a little bit more details on that. And the second question will be on the comments that you make, Gilles, on the share count and clearly buying back shares at this price being very profitable. Can you confirm the idea is that from the shares that you bought back last year will be to cancel them, or if you're with the current share buyback that is ongoing, the idea will be to use those shares to cancel them, or what's the idea [audio distortion]? Thank you very much. Yes. In consumer, we've had a couple of things. We shut down two companies, small companies in the U.K. and in Germany, and that has had an impact. They were doing local, and one of them doing factory air emission testing at very low margins. So that has an impact on revenues. As I understand, they've had a slightly softer market in EMC testing in the U.K. and in wireless, especially one site in China. They're also working a lot on local market. The local Chinese market is very competitive. That's what I got as a feedback. And also, we do a lot of material science testing, and we did a very strong first half because there was a lot of stocking related to AI and so on on semi and semi equipment that we did testing that was completed before the end of the year. So November, December were softer on that. I think that's the explanation. And yes, we don't see what we could do on the second question, what we could do with those shares. We use a little bit every year, and we have used a bit this year for people who exercise stock options or RSU plans. But of course, we are buying much, much more than the need for that. So yes, we probably will cancel those shares at some point. I don't think our shares being, at least at the moment, highly undervalued in our opinion. Even if we were to do M&A, we wouldn't want to pay with shares. So I don't see any other outcome than. All right. That's clear. Thank you. Thank you. The next question will be from James Rowland Clark from Barclays. James, your line is live. Hi. Thanks very much. My first question is just on your free cash flow in 2024. So you saw a big working capital boost and lower CapEx than you guided. In 2025, you're talking about an improvement in free cash flow to the firm. Can you just talk about your conviction in delivering that, given you won't have the same working capital boost and you're actually guiding to CapEx of EUR 600 million? And then secondly, you talked about a margin progression to 2027 as more back-end loaded or back-weighted. I just wondered what's changed from your original thinking here because my impression was it's meant to be a little bit more front-end loaded. So are you putting extra expansion into digitalization, or is it because you've got some more margin dilutive M&A? And then my third question is the rest of the world, and you may have just answered this, and apologies if you have, but the rest of the world slowed down to, I think, 5.7% organic in Q4 from 10% in Q3. So any extra color you can provide around the deceleration there? Is it still the comp? Anything else you can provide? Thank you. Yes. Thank you. Yes. We've had a working capital boost, and I wouldn't shoot for much lower working capital as percent of revenue. Of course, our teams will work hard and will always try to improve on that. I don't think it's in the bank that we improve on 3.8%. So I wouldn't expect the same benefit next year. The larger benefit would be that we should increase our margin on higher revenues. So that's one thing. Also, SDI, we think, should reduce if they will stay meaningful, but they should reduce a bit. And we'll see, of course. By how much we increase the free cash flow will depend on how much CapEx we end up spending. If you look at the free cash flow after the discretionary allocation to buy buildings, that will depend on how fast we buy buildings, how much potentially we buy back from related parties, so there are some moving parts in there, but the main thing we'll explain, we'll disclose it, and we see CapEx slightly different than the market. Maybe the market sees it as wasted money, spent money. We see it a bit more as generating future profits, so the more we decide to end up doing CapEx, that means the more profits we think we will do. There are areas where we actually do a budget each year, and our leaders come to us and say, "Oh, I have those opportunities to grow and to generate very strong returns on that immediately," and we authorize more CapEx. That's why we flag to the market the quantum in order of magnitude. But what we end up spending depends also on how the market develops, how fast we grow, and things like that. The less we grow, the less we spend a little bit on the growth CapEx. The thing on the back-end to 2027, actually, we already achieved more. If you linearize from 2023, we are quite ahead of the margin improvement that would have been linear to 2027 because I think we had to do something like 60 basis points or 70 basis points per year, and we've done the double last year. We are ahead of ahead. Why do we say it could be back-end loaded? Because the spend that we will do on digitalization those couple of years, and we see that spend really significantly reducing, mostly in 2027. So that's totally within our control. Then, of course, there is the utilization that will grow, and when exactly it grows, we'll see in the cycle. But we are ahead through the result of last year in this progression. Also, acquisitions might dilute. Okay. They might fall. The one we do in Spain, if it gets closed, depending on when it gets closed, would be in the reorganization scope because we have a lot of duplication of our existing business in Spain, and a lot of improvements can be made over the first couple of years. But other smaller acquisitions, of course, we rarely buy companies that have 24% EBITDA. So mostly what we buy is a bit dilutive. And rest of the world, I think the impact on the rest of the world organic growth was due to a large extent to the things we disclosed in the ancillary BioPharma activities. In India, especially in Q4, we have programs in CDMO and in other activity, very early-stage activities in BioPharma where we concluded studies earlier. But we see the India business picking up, or there were delays in finalizing studies that we couldn't book the revenues this year, and we will book it when we complete the studies next year. So there is a big chunk in that BioPharma in India, especially in the rest of the world. And what I disclosed did mention already in the CPT for the wireless in China. Great. Thank you very much. Thank you. The next question will be from Himanshu Agarwal from Bank of America. Himanshu, your line is live. Yeah. Hi. Thank you for taking my questions. First one is on the free cash flow, the midterm objective. I see that you no longer mentioned free cash flow approaching EUR 1.5 billion, but instead guiding for a cash conversion of above 50%, which I think you achieved 56% this year. And you are talking about further improvement in probably CapEx, etc. So shouldn't we expect more? Or if I look at the 50% itself, then to me, it sounds like a downgrade to the free cash flow guidance. So that's the first one. Second one, we don't have the full disclosure yet, but I tried to backsolve the share-based, the amount that is in share-based payment and acquisition-related expenses, the amortization. And to me, it looks like that number has increased quite substantially in 2024 at around EUR 170 million versus it used to be around EUR 135 million-EUR 140 million historically. So can you please confirm that? And the last question I have is around the working days impact. Can you quantify the impact in Q4 and also any potential impact you expect in Q1 or Q2 next year? Thank you. Yes. As I mentioned, we don't think it's beneficial to give absolute numbers considering they contain some elements that are absolutely unpredictable. FX, we have 40% of our revenues in dollars or linked to U.S. dollars, and we report in euro, and that can be very big swings. Of course, nobody knows. Inflation, the relative position of interest rate on both sides of the Atlantic and things like that can impact. So giving absolute numbers, we think, doesn't make any sense. Also, considering the current level of our valuation, we don't see any benefit in giving you three digits free cash flow conversion targets. And we think if investors don't think 50% free cash flow to the firm is good enough, they should not buy our shares. And we think it's a reasonable target. We might do better, but we don't see the point in setting higher objectives at this stage. Of course, this will depend. There is leverage, obviously. If the EBITDA grows and our CapEx stays constant or goes down, this will improve. Element of discretionary, depending on where you look at the free cash flow to the firm, if it's after buying our own buildings, we could say if we have a lot of cash in 2026 or 2027 and our share price has recovered, we could say, "Okay, then we buy back all the buildings from the related parties," and we close that forever. So there is an element of things we just cannot predict. But we think if you have a company that is making 24% EBITDA and 50% free cash flow to the firm, just calculate the cash flow in your model, and you will see that the company is highly undervalued today anyway. Yeah. On the next question on the share-based payment charge on acquisition-related, of course, our financials are not yet fully audited, but the number should not materially change from the EUR 140 million we had last year. It should be pretty much in line for 2024. Okay. And on the working day impact? The working day's impact, it was about one working day in the Q4, and next quarter, I don't know, - 1.1%. - 1.1% in percent. Percent. Oh, percent. Okay. So working days are going to be a drag in Q1 versus they were a tailwind in Q4, if I got it that right. Likely, yeah. Yeah. Okay. Thank you. Thank you. The next question will be from Allen Wells from Jefferies. Allen, your line is live. Hey. Good afternoon, gentlemen. Three from me, please. Firstly, could I just maybe just start with the pharma business and particularly the areas that you call out as going more flat or down -10%? Could you maybe just provide some commentary around exit rates on those businesses in December and maybe what sort of levels of growth you'd expect those couple of areas or those few areas to do that's assumed in that 2025 guidance, please? Well, it's going to be a comparison with, what is it called, comparable quarter by quarter. And we don't have. It's very hard to say in Agroscience because it is a studies-based business, and the studies take months or quarters to several quarters to complete. Depending on the season, we plant, and then we harvest, and we build according to the program. So it's very hard to model by quarter. Over the full year, our business leaders in Agroscience think this will bottom out in 2025. What this does exactly quarter by quarter, I haven't had conversations that makes me confident we can really model it. Okay. Thank you. So similar levels of growth may be the right place to be thinking about for much of 2025. Second question. No, no. That's not what I said. I said we think it could bottom out in 2025, not that it will continue to go down 10%. We think going down 10% is quite extreme. Okay. And then just thinking about kind of following up on Himanshu's question around free cash flow and maybe less around the absolute number, sorry, the absolute moving parts. But if I look at the 50% free cash flow conversion, make some assumptions around revenues and a reported EBITDA number, it looks like that roughly implies a EUR 1 billion free cash flow to the firm number for 2027. And just in terms of order of magnitude, that's about 50% [audio distortion] lower than the EUR 1.5 billion. So it's a reasonable downgrade overall. Rather than the absolute number, I'm just interested in how you think about the key variables behind this. What's changed from when you set those targets to now that make you less confident in being able to hit a higher free cash flow number? I think if you want me to be totally frank, we have changed nothing. We think it's your job to model whatever you want to model. What we say is we think we shouldn't do any worse than that. Whether we do 60, 70, 80, or 50 will depend on a lot of factors. We don't see any benefit in giving any other numbers than that. Because whether it's a downgrade or not a downgrade, it would be a very good result in 2027. Okay. That's fair. And then finally, just on the CapEx numbers again, obviously, CapEx fell. That was a driver of improving free cash flow. I just wanted to get your sense of that confidence on that current level of CapEx at 5.2% of sales. If you were to accelerate growth as you plan to back towards the 6.5% kind of ambition, and mindful of your comments where you talk about CapEx being indicative of the outlook for growth, should we not expect that CapEx number to start to increase again as you get more confident on the growth outlook? I'm just trying to work out how that tallies with driving improved free cash flow over the next three years? We've done a lot of CapEx. There is a lot of elements. In that CapEx, you have EUR 100 million of IT CapEx, which at some point will reduce because we will be done with a lot of those developments of software. So we know some of it will go down. And we already have a lot of growth CapEx in what we spent last year. But we think you should be on the safe side. Put in your model the worst assumption you want. Put the EUR 600 million, look at the cash flow, and on that basis, you can decide if it's a good investment or not a good value should be. And if we do better, we'll do better. I think there are a number of reasons why we should. But it hasn't proven that given strict absolute numbers is a good way to set objectives, and we're just not going to do it anymore. Okay. That's fair. So am I right in thinking that at around the 5% CapEx to sales number, just over 5%, you're comfortable that you can meet a 6.5% growth ambition with CapEx around the levels that we're seeing now? Yeah, of course. Of course. But the variables will be more what we do to what we invest to buy our own buildings or things like that. That is very hard to predict. Also, when we do M&A, do they have buildings that we buy or that we don't buy? What will be any dilution we get from M&A when they enter our mature scope? They might enter our mature scope at 10%, or they might enter it at 20%, depending on when we are done with integrating them. Okay. Thank you. Thank you. We'll take our last question today from Arthur Truslove from Citi. Arthur, your line is live. Thank you very much, everybody. A few from me, if I can. The first one I had was you've obviously done really well on the working capital, reducing that working capital intensity. Are you able to just run through exactly what drove that and whether you think you can do more of that going forward? Second question. You said a couple of times that you feel at the moment your own shares are the best investment the company can make. Obviously, your midterm guide has talked to try to buy 250-odd million of revenue per year. How does the interaction between your view on your own shares and potential 2025 M&A work? And then I guess the final one is, obviously, you've done unbelievably well on margins in the year, considering that the higher-than-group average BioPharma business was a bit soggy and the organic growth generally being lower than usual. Can you just run through a little bit more about sort of how you actually have done that in terms of what measures you've taken to deliver those excellent margins? Thank you. No, do you want to comment on the net working capital? Yeah, yeah. So the result of the improvement in net working capital was a result of all the actions we launched, mostly on the receivable side. So basically, we engaged actions with each leader to review payment terms whenever possible, but also to accelerate and build revenues and to collect overdues. This has resulted in an improvement of five days in the DSOs. We had a similar effort on the payable side, which resulted in an improvement of one day. This is a long-term action. There was a strong push this year. Indeed, it's hard to replicate such an effort every year, but we will continue to engage there because we believe that we could continue to do better in the long term. Yes. In terms of M&A, well, each acquisition is something we look at on a case-by-case basis, and it's driven by return on year three. We look at a company, we look at its historic growth and profitability, leadership team, potential synergies of our businesses, and so on. And we decide where we think that business could be if part of Eurofins three years later. That determines what we're prepared to pay for it. It has shown that we usually don't like to pay for bad assets, and we let other people buy them, especially when the multiples they pay are, in our opinion, extremely high. We are prudent in our M&A strategy, and we intend to continue to be prudent. It's impossible to predict what will come our way, what assets will be available, and what will be the opportunities. We look on a broad range. We are present in more than 60 countries and in four verticals. Four verticals is much less than other tech companies, but still, its significance and it gives a lot of options. As we saw last year, we did a lot. I think this year we'll do even a bit more in M&A. We intend to buy them at acceptable multiples. Then we don't know what our shares will do. Actually, there is one multiple we could have added in that table. Two years ago, we sold our digital business, and I think we also sold it at 14x or 16 x or more EBITDA. So we have assets within Eurofins. If I go through your thinking one step further, if we wanted to, if we were maybe more short-term financially driven, we have assets in Eurofins that might not be core that we could sell for a very high multiple and buy back even more shares. And maybe some of you would advise us to do that. You are trading shares day to day, so you can do those arbitrage. We're not in the business of arbitraging. We think over the long term, the market does it anyway. We just have to be patient. What we did to improve margins, it's a lot of things. Our margins, I would say, in my view, are overall pretty bad because we have a lot of homework. We are doing many things. We have invested to buy many companies and integrating companies, consolidating sites. All of that is highly disruptive. We have a lot of startups that take time to ramp to profitability. We've taken some risks. So we have a lot of things that we can improve and that are improving. All those programs to deploy new IT systems are highly disruptive. First of all, they don't work well. We are less productive when we start deploying systems. They don't work well together. Every new deployment of systems causes, for the first year, a negative impact on operations. So as all those things start to work and more and more we are done with deploying those systems in a broader part of our group, more and more we see the benefits instead of seeing the cost of the disruption. So it is a really very systematic, but slow process of improving our own businesses, of getting our hub-and-spoke labs to be in the right shape and to have the right IT systems everywhere. So the benefits we had last year were a result of all those investments and a little bit of the stop of things not doing well. Because in 2024, we had a very large number of businesses that underperformed, like probably any company. And little by little, we are fixing that. We are fixing that. We're putting the right leadership. We finalize the site footprint, and then they start working, and they start to generate a lot of profits. We shut down a couple of sites last year. Of course, we can show the exceptionals, but the disruption that that causes is captured in our mature business, even though the write-off of the cost of the leasehold improvement can be exceptionals. Each year, we make a bit of progress, and we lock in a bit of progress that carries on into the next year. That's another reason why we're very optimistic for the medium-term outlook for the group as a whole. I'm a bit impatient. All of that takes more time than I would wish, but it does make progress, and it creates an incredibly strong business when I compare it to our competition. We can do that because we are more focused and also because we are less, let's say, disturbed by any short-term lack of appreciation by the market. We just do what is right for the long term, and we do it consistently, persistently, and little by little, we get the benefits. Thank you. Thank you. This does conclude the question and answer session for today. I will now hand the call back to Dr. Gilles Martin for closing remarks. Thank you very much for joining our call. Of course, we'll have meetings with many of you in the next couple of weeks, and we're happy to take more questions. We are continuing to invest, but we are getting close now to being done with this investment phase. I'm delivering an extremely successful company, extremely well invested, fully digital, that will make investors happy for a very long time, we think. So thanks a lot for your support, and looking forward to talking to some of you in person soon. Goodbye. Ladies and gentlemen, the call is now concluded, and you may disconnect your telephone. Thank you for joining, and have a pleasant day.