Good morning and welcome to our H1 2024 presentation. We have delivered outstanding results across all our key performance metrics. These levels of performance have been building over time despite the difficulty of the external environment, and it is pleasing to see the fruits of our labors beginning to shine through as the external environment is starting to stabilize. So although over the last two years we've had to take significant price to offset the unprecedented levels of inflation, consumer demand for our brands remains strong, and this half we've delivered volume growth of 4.4% and revenue growth of 11.2%. We've also expanded our margin by 60 basis points despite increasing the A&P investment behind our brands by nearly 39%. Adjusted EBIT was up 17.7%, and adjusted EPS grew 18.5%. Our Healthier People, Healthier Planet metrics were also strong. On the people side, we continue to benefit from top quartile employee engagement, and we're very proud of our industry-leading 20 calories per serve across the total portfolio and just over 10 calories per serve in GB. On planet, we continue to reduce our carbon emissions in line with our science-based targets. At Prelims in November, I set out a clear and compelling growth algorithm for Britvic. We operate in a resilient and growing soft drinks category, driven by increasing consumption, widening consumer repertoires, and population growth. There is also the opportunity to expand margins as value outgrows volume and the category premiumizes. Beyond capturing category growth, we've identified three incremental growth accelerators that enable Britvic to outperform the category. Firstly, we have a long-established track record of our scale family-favorite brands outgrowing their respective market segments. We also continue to build share in channels where we underindex, which is also positive for mix and margin. Secondly, Brazil is now a major growth market for us. We have a clear expansion plan for our existing and newly acquired brands that continues to deliver strong double-digit growth. This market is now sufficiently large to move the dial for the group, both in terms of revenue growth and margin improvement through increased operational efficiency and building our presence in higher-margin categories. And finally, our presence in new, faster-growing segments like iced tea and coffee, and plant-based drinks, offers further opportunity to drive growth ahead of the market. I am confident these growth accelerators will deliver an accelerated and market-beating growth profile for Britvic going forward. I'll now go through each of these in turn, starting with the category. The soft drinks category has delivered consistent long-term growth, typically between low- to mid-single digits, driven by both volume and price. Recent growth rates have clearly been higher due to the increased price suppliers have been forced to take to offset inflation. This price-driven value growth is now starting to normalize with volume growth returning. This slide shows the volume and value growth rates from Nielsen across our key markets for the last 6 months. In GB, retail performance remains strong, and hospitality volumes are declining slightly, although value is still increasing. The strong Ireland figures largely precede the introduction of the Deposit and Return Scheme in February. Although it is still too early to see the full impact of this, consumer adoption and return rates are comparable to other markets at this early stage of implementation. France volumes are a bit softer than our other markets, given the significant cost of goods increases and necessary price rises, but they are stabilizing and the category continues to offer positive value growth. Brazil continues to grow the fastest in both volume and value terms. Overall, the soft drinks category remains resilient, growing, and is in robust health. This slide breaks down where Britvic's first half growth has come from. We've delivered 7% year-on-year revenue growth in our family-favorite brands, which form the bulk of our business, nearly 35% growth in Brazil, and over 63% in our fast-growing smaller brands. As another way to look at this, of our 11.2% revenue growth, 6.2% is driven by family-favorite brands, Brazil added over 3%, and new growth spaces added another 1.7% to the top line. While the exact numbers will, of course, always vary, it's clear that these segments are driving outperformance for Britvic. I will now pull out some highlights from the half. In GB, we've continued to benefit from our broad and established portfolio. Pepsi had a standout half, growing 8.5% and achieving a 30.7% value share, particularly on the back of the unmissable global brand refresh. Both core Pepsi Max and flavours are driving growth, with Max Mango achieving over GBP 17 million retail sales value since its launch in October. The full commissioning of our latest can line has also enabled us to meet expanding consumer demand for all our carbonate brands. Fruit Shoot had a particularly strong half, growing 7.6%, underpinned by increased feature and display, as well as multiple activations such as Fruit Shoot for the Moon and a Halloween partnership with Great Ormond Street Hospital. Fruit Shoot remains the number one kids' drink with no added sugar, artificial flavors, or colors, and we've just launched Fruit Shoot Squash in Ocado and Amazon in two variants, Berry Galaxy and Tropical Jungle. Britvic started to distribute Lipton Ice Tea 15 years ago, and in the last five years we have more than tripled its size. The cold-hot category is the fastest-growing market segment in GB soft drinks, and Lipton is the clear category leader in iced tea with over 60% value share. The brand grew over 27% this half, benefiting from the launch of multi-pack cans and new flavor innovation. In Ireland, Ballygowan continues to grow strongly, up over 18% year-on-year. This is driven both by the core water brand and Hint of Fruit flavors, which grew 73% in the half. Hint of Fruit has now reached a market share of 29% two years after being launched. We have also invested EUR 6 million in our Newcastle West site, increasing production capacity to meet growing consumer demand. We continue to execute compelling brand activations through sports partnerships, including Ireland Rugby and the Gaelic Athletic Association. Performance in Brazil has been outstanding, with nearly 35% revenue growth. Organic growth was 20%, with strong growth in multiple categories, as shown on this slide. We engaged consumers through a targeted range of sports and carnival sponsorships in quarter two, and we also started to build distribution of our existing brands into the regional heartland of our acquired brands, where the established warehousing and route-to-market offered one of the key synergies anticipated from the recent acquisition. Extra Power grew nearly 35% in its first six months of Britvic ownership, driven by growth in existing core region of Goiás near Brasília, and through expansion into regions where Britvic is already strong, such as Rio de Janeiro. We've completed the back-office integration and are starting to yield the anticipated cost synergies in increased margin. We also continue to invest into the business, expanding our merchandising team by 39% and installing a new small carton line to meet growing demand for Fruit Shoot and our other juice brands in a more accessible pack size. We continue to evaluate further opportunities to expand our Brazil footprint in terms of regions, categories, and supply chain. New growth spaces have accelerated this half, growing 63.5% as we added Jimmy's Iced Coffee to the existing portfolio, which includes Aqua Libra, London Essence, Mathieu Teisseire, and Plenish. To pull out some highlights, starting with Aqua Libra. Overall, Aqua Libra revenue grew 35%. The brand's packaged portfolio was up over 106% and now includes still and sparkling water in cans, alongside our infused range of lightly flavored sparkling water with no sweeteners or artificial ingredients of any kind. As you know, we offer three tap propositions under the Aqua Libra brand: table bottling for hospitality, standard still, sparkling, and hot water taps, and our industry-leading flavor tap for the workplace. This half we secured a number of new contracts and grew tap revenue by 15%. Our global premium portfolio comprises London Essence, mixers, and sodas, alongside Mathieu Teisseire syrups. Portfolio revenue grew 24%, largely fueled by Mathieu Teisseire expansion in Europe and the ongoing expansion of London Essence in GB, where it continues to take share. London Essence is significantly outperforming the category in GB retail. Notable new hospitality listings include Center Parcs, Miller & Carter Steakhouses, Silverstone, The Belfry, and P&O Cruises. We bought Plenish 3 years ago. Since then, we've developed the proposition, executed a complete brand relaunch, expanded the Health Shots range, and developed the only barista plant milk in the U.K. that's free from oils, gums, or other additives. Our hard work is now bearing fruit. First half growth is 168%, and we are now the number three plant-based milk brand in retail, as well as the number two and fastest-growing Health Shots brand in GB. We acquired Jimmy's last summer to access the fast-growing iced coffee segment. So far we are focused on leveraging the Britvic customer network to expand distribution across retail, convenience, and the wholesale channels. We are also expanding the offer through a larger pack format and a market collaboration with Myprotein. The added protein variant is already the number one SKU in Jimmy's online shop, and it was the fastest-selling Jimmy's SKU in a major supermarket chain. We've also launched the first Jimmy's multi-packs across all five flavors. In summary, then, this has been an outstanding half, continuing our momentum across all key metrics and proving the strength of our strategy and growth algorithm. The past few years have been challenging for everyone due to so many well-publicized external factors, so it is extremely gratifying to see the benefit of our hard work starting to show up in material outperformance, as the external environment shows some signs of stabilizing. We continue to outperform a vibrant soft drinks category through our family-favorite brands, and both Brazil and our new growth spaces are now large enough to have a meaningful impact on our top-line growth for Britvic. This excellent revenue growth has cascaded through to substantial profit and earnings acceleration, enabling us to continue our strong track record of compounding shareholder returns. We are confirming another increase in the dividend, and today we're also announcing a further GBP 75 million extension to our share buyback program. We have good momentum going into the second half, and we are confident our stronger growth profile will continue as we move forward. I'll now hand you over to Rebecca to take you through the financials in more detail. Thank you, Simon, and good morning, everyone. I'm delighted to report Britvic's best-ever first half performance. As a reminder, I'll be focusing on adjusted measures, and everything will be shown on a like-for-like constant currency basis. Volumes grew 4.4% as consumer demand for our brands remains robust. We continue to execute revenue management initiatives to drive revenue growth of 11.2%, allowing us to invest in our business with A&P growth of 38.9% while expanding adjusted EBIT margin by 60 basis points. Our adjusted EBIT grew by 17.7%, and we delivered over GBP 100 million of profit for our first half. Conversion to earnings was strong, up 18.5% year-on-year, which has allowed us to continue accelerating returns to shareholders by announcing both an increased dividend and the extension of our share buyback program through another tranche of GBP 75 million. Despite our recent acquisitions, an extra payment run, and our half-year working capital high, leverage at 2.3 times remains well within our targeted year-end range. Our GB business delivered a really strong performance, with revenue growth of 8.8% and brand contribution growth of 13.4%. Volumes are up, even though the trading environment remained challenging, with retailers competing very hard on share. Our revenue growth came from both our owned brand portfolio and PepsiCo brands. The largest revenue increases came from Pepsi, Fruit Shoot, Tango, and Lipton Ice Tea. Importantly, we grew revenue in both retail and hospitality channels at 9.6% and 5.6% respectively, with Jimmy's and the Aqua Libra company also in growth. We are seeing a gradual normalization of cost of goods inflation after two consecutive years of double-digit growth, but we have still needed to execute well on our revenue management program, which took price a month earlier this year in October. All of this helped grow our brand contribution margin by 170 basis points, and that includes increased investment in our brands, with a 40% hike in the first half A&P spend. Brazil performance in the half was outstanding, with volume growth of 22.3% and revenue growth of 34.7%, demonstrating the effectiveness of our plan to build out our existing business in new categories and regions and a laser focus on execution. As we expand, we also expect to improve margin through increased operational efficiency and entry into higher-margin categories. The new Extra Power energy business has now been successfully integrated into the Brazil business unit. As well as delivering its cost synergies, the higher product margin of the acquisition has helped us to increase our brand contribution margin by 280 basis points. Importantly, however, organic revenue growth of 19.6% demonstrates that growth has come from both the established core brands portfolio and the Extra Power acquisition. Extra Power itself grew nearly 35% compared to last year when it was under a different ownership. As Simon has said, we saw underlying volume increases in all key categories, and ingredients, our fruit processing business, has also returned to growth this year. France, Ireland and our other international markets all grew revenue at around 8%. Ireland's growth was particularly pleasing as the Deposit Return Scheme launched in February, impacting volumes towards the end of the half as retailers changed over from old to new SKUs. It's still too early to evaluate the full impact, but implementation has gone well and redemption rates are increasing largely as expected. We've previously outlined how France has been the most challenged market, with the highest levels of raw material inflation and therefore the largest price increases. We are now starting to lap the largest increases, and as a result, there's a more stable year-on-year performance, though the pricing gap to private label remains significant in the market. Performance across our other international markets collectively has also been strong. Top-line growth was delivered by our global premium adult brands, with the largest contributor a 70.8% year-over-year increase in Mathieu Teisseire, driven by strong performances in Asia and Europe, which benefited from the brand launching in Germany. As well as increasing margins, we've also invested significantly in our business. Among a number of technology investments, we completed the rollout of the SAP Extended Warehouse Management across our GB and Ireland sites. This gives us full visibility of all materials and finished goods for food safety standards and ensures everything is in perfect date rotation. We're also investing in new digital channels and e-commerce. In the half, we opened a Tango TikTok Shop to launch Tango Mango, which sold out on the platform within three days. We launched Mix with Britvic, an industry-leading digital training platform that features educational videos on everything from how to create the perfect mojito through to advice on what garnish and glassware to use. Moving to brand building, we increased first half A&P spend by 38.9% year-on-year. While last year's comparable was low as we held back spend due to the inflation pressures, we expect to demonstrate a significant increase in year-on-year spend at the full year. The largest spend in half one was the omnichannel activity around the Pepsi relaunch, though we also significantly supported our flavor concentrates brands, Robinsons, MiWadi, and Teisseire, our flavored carbonates brands, Tango and Club, and importantly, invested behind the acceleration of the new growth spaces with sizable investment in our Wake Up with Plenish campaign and a premium outdoor advertising and social media campaign for London Essence. Finally, on this slide, we've continued to invest in expanded production capacity, with our latest can line in Rugby now fully operational and delivering incremental year-on-year volume. We have also installed digital monitoring on all our production lines at Rugby, allowing us to gain even more efficiency through reduced downtime on the lines, increased volume output, and energy efficiency. In Ireland, we've expanded capacity at Newcastle West to support the strong growth of Ballygowan Hint of Fruit. In Brazil, we've recently invested in a new small carton line as demand for this affordable pack continues to grow. People are our biggest asset, and we continue to invest in our passionate and committed workforce. This year, we have expanded our field sales force and used our data and analytics capability to dynamically retarget where they call to achieve maximum impact. We have a new online learning platform through LinkedIn and have also expanded our graduate scheme while continuing to offer operational apprenticeships. From a planet perspective, our power purchase agreement is now fully operational, which supplies 75% of our GB factory electricity with solar power that previously came from the grid. Our heat recovery system is now fully operational at our Beckton site, and we have invested in our water process plant at Rugby, where, as well as now using less water, we also use 60% less energy. In November, we gave some forward guidance on the net interest and the tax rate for the full year. I'm delighted to report that through careful management, we have accelerated our translation to earnings, and we expect this will flow through to the full year. Net interest costs for the half are GBP 14.9 million, up on last year due to the higher cost of borrowing, but below our guidance range. Much of this is due to careful cash and working capital management, leading to lower debt levels. We have, however, also in the first half, borrowed GBP 150 million of U.S. private placement debt at rates sitting below current floating rates. This issuance maintains our headroom, extends our maturity profile, and rebuilds our fixed-rate debt cover. The reduced interest costs allowed us to capture the benefit of the strong adjusted EBIT progression of 17.7%, flowing through to earnings growth of 18.5%. Our capital allocation policy remains unchanged. We are a highly cash-generative business, which gives us great options to both reinvest and return excess capital to shareholders. While our free cash flow for the half year shows a net outflow of GBP 27.9 million, you will remember that includes an extra payment run. Our first priority is to ensure our business receives the investment it needs. This half, we have invested GBP 32.9 million across a range of CapEx projects, including supply chain, technology, and commercial assets. We will continue with our long-established 50% dividend payout ratio. We're confirming today an interim dividend per share of GBP 0.095, up 15.9% year-on-year. M&A will continue to be an accelerator of our strategy. We'll remain disciplined in pursuing accretive opportunities which make financial sense. In October, we completed the Brazil energy acquisition. We will seek to maintain our debt leverage within our published year-end range of 1.5-2.5 times net debt to EBITDA. At half one, this was 2.3 times, reflecting the peak working capital ahead of the summer. Where we have cash that we deem to be excess, we will seek to return it efficiently to shareholders. Given our leverage is still comfortably within our published range, we have today announced the extension of our share buyback program with another tranche of GBP 75 million. A quick update on our technical guidance. For 2024, our effective tax rate remains unchanged at between 23%-24%. Our net interest cost will be lower than previous guidance and now is expected to be between GBP 30 million-GBP 32 million. Our cash pension contribution remains at GBP 5 million per annum. This year, capital expenditure is expected to fall in the range of GBP 75-GBP 85 million. Adjusting items are estimated at GBP 13-GBP 15 million, the vast majority of which is non-cash acquisition-related amortization. Inflation has moderated as expected and guidance therefore remains unchanged. We estimate low to mid single digit for the full year. We're confident there will continue strong growth in half two. Finally, before I close, I will look ahead to the second half of the year when we have an exciting program of marketing activity and innovation launches to engage our consumers. Some of the key highlights include new Tango flavors specifically for the convenience channel, bringing the magic of Tango Ice Blast into packaged format for the first time. We also have Pepsi Electric Blue specifically targeted at this channel. Pepsi will activate around the Champions League final, which this year is in London. Robinsons is expanding The Hundred cricket partnership across the squash range as well as ready to drink. In Ireland, we're running a multimedia campaign telling consumers that any time is MiWadi time to help drive usage occasions and frequency. Ballygowan Hint of Fruit will gain a new watermelon flavor and a four-pack. In France, Mathieu Teisseire will be sponsoring the Women's Tour de France, providing the fantastic platform for in-store activation and consumer engagement. In Brazil, we're running a targeted Maguary promotion from July to September, where consumers who spend 20 BRL are entered into a draw to win instant cash prizes. So, in summary, we're delighted with our first half performance, which demonstrates how our strategy continues to deliver. We've shown you how our strong revenue growth closely follows the algorithm we set out at Prelims, with family favourites in growth, accelerating returns from Brazil, and the excellent performance in new growth spaces. We continue to invest in our business while also expanding margins. Profit conversion to earnings is strong, allowing us once again to increase the dividend and extend our share buyback program. In terms of the full year, we have a strong program of marketing activation and innovation launches ahead of us that gives us confidence in our ability to deliver growth in half two and beyond. Thank you for your attention and will now take your questions. Thank you. Ladies and gentlemen, if you wish to ask a question at this time, please signal by pressing a star one on your telephone keypad. If you find that your question has already been answered, you may remove yourself from the queue by pressing star two. Again, it is star one to ask a question. Our first question comes from Mandeep Sangha from Barclays. Please go ahead. Good morning, Simon, Rebecca, and Steve, and thank you very much for taking my questions. My first one is really just looking at Brazil. You've mentioned, obviously, that the integration is now complete. Could you maybe update us on sort of how the portfolio and geographical expansion has been going? Have you been able to bring Extra Power fully into your existing footprint? And obviously, vice versa, are you now able to very much leverage your existing portfolio in the new regions? And if not, maybe how should we think about that sort of ge ographical expansion going into the future? And then maybe my second question is just on COGS. You reiterated the guidance of low- to mid-single-digit for the full year. Could you confirm what the COGS inflation was in the first half and then also how you'll hedge for the remainder of the year at this stage? Th ank you very much. Great. Thanks, Mandeep, and good morning to you. I'll take the first question on Brazil, Rebecca, if you want to pick up the COGS one. So yeah, look, the Brazil integration's gone very well. Obviously, we bought 4 brands dominated by Extra Power, which is by far the greatest brand. And actually, the growth is primarily driven out of growth in Goiás and Brasília, the regions where the brand has a 40%+ share. And we're just starting to take the brands into the regions where we're stronger, like Rio de Janeiro, and then subsequently, we're going to São Paulo. So it's very early days from a regional expansion perspective. But what we have also started to do, as you rightly point out, is taken some of our existing portfolio into the route to market that we have in the Midwest, where we weren't very strong before. And that's certainly benefited some of our brands, as you've seen, our organic growth up 20%. From a strategy perspective, we've still got loads of headroom in Brazil. We participate in less than 10% of the category. You've seen us successfully innovate our participation into new subcategories like grape, like coconut, like tea, or indeed kids with Fruit Shoot. And secondly, through M&A. And then, of course, regional expansion is something that we can continue to do. So yeah, we're very excited about the performance so far and indeed the longer-term potential of Brazil. Rebecca. Thank you, Simon. In terms of COGS and how to think about the first half, we saw inflation moderate as we expected, i.e., within the range of the low- to mid-single-digit guidance we shared with you at Prelims. The inflationary pressures in the first half were around business services and people, as well as agricultural products. Offsetting that, we had tailwinds from certain packaging costs and energy costs. There's no change to our guidance for the full year. Half two, we are thinking the same, low- to mid-single-digit. You asked how hedged we are. As you know, we hedge what we can, and we've got cover for the rest of this year, and obviously, have started taking cover for 2025 as well. If I look at this year, which was your specific question, on all of the commodities that we can hedge, we are 85% or more covered for the remainder of 2024. Just as a little reminder for you, the sort of things we can hedge are aluminum, sugar, fuel, gas, and power. And we do that through a combination of financial hedges and physical contracts. Just to summarize, no change in what we're seeing, low- to mid-single-digit. Thanks, Rebecca. Thank you both. Thanks, Mandeep. Our next question comes from Edward Mundy from Jefferies. Please go ahead. Morning, Simon. Morning, Rebecca. A couple from me, please. The first is, on page 7 of your statement today, you talk about sustainably outperforming your historical top-line growth rate. I just want to double-check what is the right reference point there, given you've had a couple of tricky years with COVID and a couple of years where growth's probably been inflated with the post-COVID boom and the very high inflation. It's 5.2% CAGR, which is, I think, the number you gave in your slide deck back in November. Is that the right reference point against which you think you can outperform? That's my first question. Great. All right, Ed. Thanks very much. I think great question. Obviously, we don't guide on our top line specifically, but just let me try and help you with your question. So, I mean, I guess the first thing to say is that despite the challenges that you've articulated over the last few years, we've been purposefully building this business over time. I think it's fair to say that we are in great shape. We're well invested. We're more agile, more focused, and a faster-growing business than ever. I think it's important to say that, as articulated in the presentation, we are fortunate to participate in a resilient and growing category, low- to mid-single digits from a volume and price mix perspective. Then on top of that, with our growth algorithm, we've identified these three areas that will drive additional growth. So we've said that we believe we'll continue to outperform the categories that we compete in with our family favorite brands. Brazil, strong double digits or double digits on an ongoing basis. And then our smaller brands, strong double digits. So you can effectively do the math yourself, Ed, to kind of add those up if you like. And then I think I'd give ourselves some range because they're not all going to come in every time, all the time. But you're seeing us increase our AMP to support growth. I think we've got some excellent marketing programs, not only in the second half, but some excellent platforms from which we can build, and the brand momentum that we have is fantastic. And I think our customer relationships have probably never been in a better place across the board. Of course, with winning brands that have momentum, the customer conversations tend to be easy. They're also looking for new and exciting both activity from a brand perspective and/or innovation. So our new growth spaces and our new smaller brands are gaining great traction and interest from our big customer base as well. So that's why we say we're confident we'll continue to grow at a faster pace than we have in the past. And we believe we'll be top quartile as measured against any consumer goods company. So hopefully, that gets you most of the way to your answer, Ed. Yeah, really helpful, Simon. I mean, I guess if I forget trying to do some of that math, if your family favourites are nearly 90% or 88% of the business, and let's say you're growing 5% in there, and then Brazil, which is what, 10% of your business, and you're growing at least double digits, and then new spaces, what, 2-3, growing, I don't know, 25% or so, you're getting yourself to sort of a 6-ish number, which is ahead of your five-year CAGR of 5.2. I mean, is that math? I mean, clearly, every year will differ, but is that math sort of the right way of looking at it? Yeah, I mean, I guess I've always been a better marketer than mathematician. But I think you're in the right sort of direction, Ed. I think you'd probably think that's somewhere near top quartile from a consumer goods perspective as well. Got it. Very good. And then just my final question. Clearly, Brazil's coming pretty good. And then some of these new spaces are coming pretty good as well. How does that make you think about M&A? Your balance sheet's quite strong. Are you thinking to add more speedboats to your core businesses, or are you looking to expand into more territories or broaden distribution within Brazil? I mean, how are you thinking about some of the non-core parts of business as you think about the medium-term profile here? Yeah, I mean, great question. I think we've done share buybacks for the last now three years, but that hasn't stopped us doing acquisitions, right? So I think we bought four businesses in that period of time. So we definitely don't see it as an either/or. And we've got a very clear capital allocation strategy that you know well. I mean, the way we think about M&A, Ed, is, look, we don't need it. So we're really confident in our growth profile and accelerating growth profile without any further M&A. In the markets that we participate, there are certainly always opportunities to look to infill our portfolio. In markets like GB, those opportunities are probably less so than they might have been in the past. But the consumer continues to change. And so we'll either innovate or possibly look at infills, but it is a little harder than it used to be. In other geographies where our portfolio is less broad, I think it does create more opportunity for us. And certainly in Brazil, there's also regional expansion given the size of that geography. So yeah, the strategy remains there from an M&A perspective. But as I say, we're in a position where we don't need M&A. So what we want to do is buy the right stuff at the right price. And actually, what I'm really excited about is if you look at what we're doing with what we have bought in recent times, it's really starting to show through in creating value for us and our shareholders. So really pleased with our approach, and it's a good place to be. Great. Thanks, Simon. Thanks, Ed. Thanks for the questions. C harlie Higgs, Redburn Atlantic. Please go ahead. Yeah, good morning, Simon and Rebecca. Hope you're both well. My first one is just on Rockstar. And if you could maybe just comment there on how the turnaround plan is progressing. I think there's a strategy to focus on the top 10 biggest cities. So maybe any color there, please? Yeah, certainly. I mean, I think, look, Rockstar, we've always said, is very much a long-term game. It's a big category dominated by two players, as you well know, Charlie. Thank you for the question. And yeah, we are continuing to evolve our strategy. So yes, you're quite right. We have a dedicated team of people, 40-plus people, focused on top 10 cities where we have significantly improved our distribution, our share of shelf and importantly, share of fridge space with the facings that we've gone after. And indeed, where we have been calling, we see a good tick-up in our rate of sale. So what we're doing now is we start to expand beyond those 10 cities and also continue our marketing program. So we're kind of confident that our push strategy, if you like, is working for us. And what we now need to do is really start to create more of that consumer pull to get that rate of sale going. So clearly, last year, there was a big campaign headed by Stormzy. We've learned from that. And we've got more marketing campaigns coming through this year. We're headline sponsors for Live Nation music festivals, which is great for our target market. We've got an outdoor campaign. We're leading with flavors. We know that's where a lot of energy consumption takes place. And we've got a big tasting program as well. So look, there's more work to do. We've got a strong second half. And although we inherited a pretty weak brand, we're in it for the long term. And I think we're going to start to see a better second half as well and look forward to talking to you about it at Prelims. Thanks. And my second one is, maybe can you just comment on the health of the U.K. consumer and what you're seeing at the moment as we head into summer? Because I know you kind of called out a softer hospitality sector in H1, but I think we're also suffering some pretty poor weather. So any changes to consumer trends that you're seeing in the U.K.? Yeah, look, I mean, I'd actually say that consumer sentiment is improving. Yeah. So I mean, obviously, there's some slightly higher unemployment rates come out yesterday. But on the whole, I think sentiment's improving. Got real wage growth. You've got the prospect of interest rates coming down. You've got energy prices have come down. So I'd say sentiment is generally improving. They're not to say that we're over the worst. I think there's still more to go. I think that has shown up in the hospitality sector where footfall is still down. Volumes are still slightly negative, although you're seeing some revenue growth coming through. Some of the quick-serve restaurants, I think, have shown slightly lower level of performance, which is always a good indicator of general consumer behavior. So I think not strong yet, but I would say improving. Clearly, hasn't been helped with the weather. I think we've had one good weekend that I can remember in the first half. I always say that it's our job, even though we're in soft drinks, to deliver a great performance irrespective of the weather. If you look forward to the half, I mean, you'll remember that last year, May and June were actually quite good months. I think that we had 10% positive growth last year in those months, year-on-year. Whereas big summer months of July and August were probably -5% or something. So a much weaker lap to follow. So look, we're always hoping for a good summer, but we're not banking on one. And yet, we're still confident we're going to have a very strong performance this year. Thanks very much. Thanks, Charlie. The next question comes from Richard Withagen from Kepler Cheuvreux. Go ahead. Yeah, good morning, Simon and Rebecca. Two questions from me as well, please. First of all, on GB, I mean, the commercial execution, I think, has accelerated or has improved compared to a couple of years ago. I think you see it in London Essence or the work you've done already on Jimmy. So what has changed internally in the organization or internal processes to realize this improvement? And then the second question I'd have is on Robinsons. Maybe you can talk a bit about how it's doing in terms of market share and concentrates and any strategic initiatives or specific marketing actions you're planning for the brand. Okay, great. Good questions. Thanks, Richard. Yeah, look, I mean, we're really proud of the GB execution. I mean, I think the business has done a fantastic job. And I think it's across multiple drivers. First of all, our demand forecasting and planning is much better than it used to be. We've worked really hard on that. And that makes a real difference when you have capacity constraints in your supply chain. We've also continued to invest in the supply chain. So while we've got a real strong, well-invested base following the program of the last number of years, we still need more can capacity in particular. And we put down new PET line as well. So we've got now headroom in our capacity, and we'll continue to put down new capacity to meet demand. That's made a big difference. We've invested in our systems. So whether that be manufacturing systems such as our enterprise-wide stock management system or indeed our commercial systems, which we spoke about at Prelims, which gives us the flexibility to manage our promotions and discounts much more effectively and really help us with our revenue growth management. And then people. The team's fantastic team. It's a really well-led team from the top down. We've invested more in our people, in leadership development, in learning and development. And I think the culture and the engagement of the team across the GB business and indeed the whole of Britvic is at an all-time high. It's fantastic. So that has led to great execution. And the one that I'd really call out, actually, is what we refer to as Project Titan, which is the Pepsi brand refresh. And you couldn't miss that in GB. The team that we had some fantastic collateral from our partners in PepsiCo. And the GB team executed it absolutely brilliantly. So it's been a standard delivery. And the brand growth has shown through from it. So great performance there. And there's some of the reasons for that improved execution. Second question about Robinsons. We didn't call it out in the presentation. Obviously, it's one of our key brands. And it's actually had a pretty good half. It's not the biggest half for Robinsons. Obviously, the summer is that much more important. But it's in slight revenue growth. It's pretty much held share. And in fact, there's a slight shift with single concentrate to double concentrate, etc. But if you look at the number of serves, it's actually growing. It serves by low- to mid-single digits. So relatively strong performance. And I think we are starting to benefit from some of the work that we put in place last year in terms of new brand look and feel, in terms of shelf layout, in terms of category growth drivers, working hard with our customers. And that's really starting to come through. Customers are getting behind the category. Customers do see the benefit of the category and the role it plays in families across the geographies that we sell concentrates in. And Robinsons got a big half coming up. So we've got The Hundred cricket, which will go across Robinsons' core squash, as well as our RTD format, which continues to grow really nicely. We've got a Super Summer Splashdown, which is like 7 or 8 weeks of activity offering prizes for waterparks and things. We've got a media campaign outdoor and through TV and social. So big, big half ahead. And we're looking forward to a good summer. One other thing that I'd say, which hasn't yet affected Robinsons, but I think is interesting, it's early days yet. But in Ireland, where we've seen the DRS come into play, MiWadi had a particularly good half, up 15%. And I think some of that is people are really clocking the sustainability of this category. So it's low calories. So health and wellness is getting ticked. But then also, when you're starting to see a deposit, you've only got one deposit on 20 drinks. You're really starting to see the sustainability story come through. So I think there's more that we can do around that as we look forward as well. But so far, so good on Robinsons. Thanks, Simon. Thank you, Richard. Thank you. Deirdre Mullaly from Deutsche Numis. Please go ahead. Thanks for taking my questions. My first question is on Jimmy's. I'm just wondering if you can comment on performance since acquisition. What is it that you are most pleased with? And I think that you referenced in the statement that you're working to utilize the supply chain and procurement capabilities to realize cost savings. Can you provide just a little bit more detail on what this entails? That's my first question. Okay, great. So yeah, look, we're really pleased with Jimmy's. I think it's really going to be a really exciting acquisition for us. It's obviously early days. We've owned the brand for six or seven months. But we've got a good team that came with it. And we've integrated it really well into our business. The category is big. It's GBP 300+ million, and it's growing. Strong double digits or 14%-15%. And I think Jimmy's really stands out. The taste is fantastic. Smooth and cream. It definitely has a reputation as being better for you. It's lower in calories, sugars, and saturated fats than most of the competition. And obviously, also from a sustainability perspective, it wins through because it comes in a BottleCan format, which is a real icon pack for us, and then in can. So very, very, very, very successful from a sustainability perspective. So I think the proposition's great. I think the shelf standout's fantastic. And the taste delivery's brilliant in a growing category. What we've been focused on is kind of bringing it into the Britvic family, starting to leverage our scale and our customer relationships and some of our supply chain know-how. So we are considerably improving the number of listings. And that'll start to shine through the rest of spring and into the summer. So growing our listings. We're also increasing the number of SKUs. So we've got multi-pack in a number of the grocers. We've got a bigger BottleCan with 380 ml BottleCan coming through. And we've also done a collaboration with Myprotein, actually, which has been very successful. And then we've also launched in the Netherlands with one of the grocers there. So starting to get the brand out there. And what we find with this brand is we're not spending a huge amount above the line. It tends to be proximity media, lots of tastings, and lots of sampling. But the standout is fantastic. And when we get it on shelf, the rate of sale is actually really good. So lots of potential, early days. And as you say, we are continuing to work on the supply chain, which will take a bit more time. But we understand what we've got. And we're starting to build our expertise into the core business, if you like. So yeah, one to watch. But it's of a reasonable size. And we really believe that we can scale this brand. And it's going to make a real difference to the portfolio. Okay, that's great. And then my second question is just on the 5.8% growth you saw on hospitality in GB. I'm just wondering if you can unpack this performance a little bit. Are there any particular brands driving this performance? Is it more focused on the newer brands, or are you seeing kind of good growth from kind of the core Pepsi brands as well? Yeah, look, I mean, Pepsi is the big driver in hospitality. And it has been. But brands like Tango are doing really well. R. White's has done really well. We're also starting to see more of Mathieu Teisseire coming through in some of Mitchells & Butlers outlets, for example, with local cocktail serves and non-alcoholic serves. So it tends to be the core brands. But having said that, brands like Aqua Libra, we're starting to make some inroads with our table bottling and focus. We have the opportunity now with Plenish, now that we've got a barista range, to sell that into the on-trade because the performance of those particular liquids are excellent with coffee in particular. So that's a new expansion for us. Obviously, London Essence continues to grow its footprint in hospitality as well. We're still very much focused on the top end, but starting to come down more in a slightly wider distribution point. Continue to build our number of outlets in the hospitality channel there as well, both with mixers and sodas. We see premium adult and our London Essence sodas playing a strong role there as a good future opportunity. Finally, on London Essence, we've revamped our dispense serve so that it does mixers and sodas now in a slightly new format, which we think is really exciting from a sustainability perspective as well. It's all around. I mean, across the trade, we've probably seen a slightly slower quick service performance in some of our QSR customers, which hopefully will come back as we go into summer. And I think our managed customers, big managed customers, are doing better probably than the independents generally, although we continue to take share in the independent trade, which is really important to us from a mix and margin perspective as well. So there's a bit of flavour around hospitality. Hopefully, that helps, Deirdre. Yep, super helpful. Thanks very much. As a reminder, to ask a question, please signal by pressing star one. The next question comes from Philip Lane from JPMorgan. Please go ahead. Hi, guys. Good morning. Thanks very much for taking my questions. 2, please. Firstly, just on the new spaces growth and across those brands, is the growth being driven primarily by increased penetration and being present in more retailers and more at the entry? Or are you also seeing kind of strong growth in terms of the like-for-like channels year-on-year? just be interested to kind of hear some color around how you're performing in the like-for-like channels. And then my other question was on GB. You spoke a bit in the recent presentation about optimizing your promo. I just want to understand what kind of work you're doing that's helping to optimize the promo and where kind of your promo as a percentage of your overall sales sits now versus where it was historically. Thank you. Okay, sure. Let me take those, Philip. Thanks very much. So yeah, I mean, I think the new spaces growth is definitely both. So look, these brands are all still relatively small, but we believe are all scalable and scalable within the next three to five years. And that kind of means GBP 30-40 million retail sales value for us in each of the markets that they operate in. It is distribution as well as rate of sale driving growth. So any one of them, it could be Aqua Libra, water cans, or infused water, still massive distribution opportunity. But where it is distributed and we start to activate, we do get improved rate of sale. So it's definitely both. London Essence is the same. I mean, we've gained significant distribution in retail. But the rate of sale is also improving. And therefore, our share and our share growth in this half was upwards of 28%, I think, versus a category which has declined slightly. So it is both across all of those. And we would expect it to be both for some time to come. And then in terms of optimizing promo, look, I mean, it's a very competitive category, as you know. Obviously, the retailers very much—it's a big category for the retailers and really important for them. So I think for us, it's all about working really closely with our customers, really understanding our price points and our price elasticity, really understanding the revenue growth drivers that we have at our disposal. I think it's something we've got particularly good at over the years, and particularly in the last two or three years where we've seen this massive inflation period. It's helped by the systems, commercial systems that I talked about earlier. So I think it's something that we focused on. I think it's something that we've just got very good at. We need to be in this category, which is very much promotionally driven. We know it's an expandable category. And if you get the price and the feature display right, you absolutely sell more. And that's why it's such a critical capability that we really intend on being great at, if you like. Great. Thank you very much. Good. All right. Thanks for the questions, Philip. Thank you. As there are no further questions at this time, I'd like to hand the call back over to Simon. Great. All right, guys. Well, listen, thanks very much for joining the call today. Thanks very much for your time, as ever. Thanks very much for your questions. Hopefully, it was useful for you. And look forward to seeing you shortly. Take care.