Good afternoon, everyone, and welcome to this session. It's my great pleasure to introduce Filippo Lanzi, President, of the EMEA and LATAM division of Haleon. Filippo, over to you. Thank you. Thank you very much, Tom. Can you hear me well? Thank you. Good afternoon, everyone. My name is Filippo Lanzi. I have the privilege to lead EMEA, LATAM at Haleon. As you can easily figure out from my accent, I am Italian. My background is mostly FMCG and consumer healthcare, having worked before with Nestlé, with J&J, and then Novartis. I joined Haleon in 2015 and have worked in and lived in different geographies in Asia and in Europe. Today, for me, it's a great pleasure to be together with you and to really have the opportunity to drive you through some information and discussion about the track record of sustainable growth that we have been having in EMEA, LATAM. EMEA, LATAM is a region which offers a wide portfolio of category-leading brands. We have a balanced growth profile in EMEA, LATAM between developed and emerging market, and we will talk more about that. We have a compelling route to market with strengths across the different channels and with a unique competitive advantage in the pharmacy channel. I really want to give you a sense of the opportunity that we have in this region to keep growing and to contribute to the overall strategy of Haleon. So, to start with, let's get a little bit more into the details of the region. EMEA, LATAM is a region which is home to 44% of the global population. We account for 40% of the revenues of Haleon in total. Last year, the revenues accounted for GBP 4.5 billion. We have quite a wide footprint across EMEA, LATAM, as we serve more than 100 markets, and in several of these markets, we are, we have leading competitive position. We are organized across seven business units, who are in charge of the entire portfolio within their geographical remit. We have a setup where we are fully integrated with 13 factories that are serving our different markets. In some cases, we have dedicated supply to the geography. So for instance, LATAM is fully supplied from within. I think starting from this wide footprint, it's important to share a bit more about how we have been maximizing the potential of growth in this region. And this is really about a portfolio of categories, which is fairly balanced. So one-third of our revenues come from oral health. Next, a bit less than one quarter comes from pain relief, and later, I will talk a little bit more about these two categories in terms of our strategy, in terms of the drivers for growth. We have been delivering a good progression of strong organic growth in the last three years, as you can see from the slide here, at an attractive margin level, which has been delivered through initiatives in terms of net revenue management, which is a key driver for the region. In terms of efficiencies in the COGS, but in the overall operations that we run, in terms also of mix and choices across the region. I started to refer to the portfolio and the categories we play in, and I want to go a little bit deeper into that and to share more about the portfolio we leverage. It's a portfolio which is well-positioned to tackle the GBP 60 billion addressable market in EMEA, LATAM. We have a leading position. We are number one in pain relief and respiratory health, and we have a leading competitive position in oral health and VMS, vitamins and supplement. Two-thirds of the revenues in the region comes from power brands, which are well-known, category-leading brands, such as Panadol, Sensodyne, Voltaren, Parodontax, so without naming all of them. This portfolio of power brand is complemented with local growth brand, which have an important equity, footprint, and heritage in some markets, with a more limited geographical footprint. You see some of them here at the bottom of the slide, and I want to call out a couple of example. The first one being Be-Total. Be-Total is a B12 VMS, VMS brand in Italy.... I mention it because I remember when I was a child, which means several years ago, whenever I had cold and flu, the pediatrician would have recommended my mom to give me Be-Total to gain back energy and to regain shape. So this is really a brand with a meaningful heritage, at least for the Italian consumer, because it's a truly Italian brand. Another example is Grand-Pa. So Grand-Pa is the number one analgesic brand in South Africa. For those of you who had the opportunity to be in South Africa, I'm sure you have noticed how iconic is this brand, to the point that, when you visit, some neighbors in Johannesburg, the spaza, which are these small stores run by mamas and papas, they have the Grand-Pa advertising painted on the wall of the shops. So this is just to give you a sense of how these brands are rooted in the habits of the consumer. Now, as I mentioned before, I mean, the organic growth development of our portfolio over time, and as I said, in terms of the two categories I would like to talk, I want to go a little bit deeper into oral health first and pain relief after. So oral health. We have a significant opportunity to still growth in oral health by serving more consumer and tackling their needs. Now, here there are some examples. I know that Brian, our CEO, and Tobias, our CFO, they have spoken a lot in the past about Sensodyne and how big is still the opportunity for Sensodyne. Therefore, today, I want to give you a bit of context about Polident, and mostly, mostly Parodontax. So when talking about Polident, we know that one person out of five wear either a denture or any kind of dental appliance, and still 80% of these people do not use any kind of fixative. Now, using a fixative does not mean that the denture is not done well. It's, it's simply an addition to avoid some issues like food occlusion or to improve the, the experience of the denture. I want to talk a little bit more about Parodontax. It's a brand which is very close to, to my heart. Now, half of the adult population suffer of different gum conditions. Could be bleeding gum, or could be gingivitis, and these are diseases that, if not well treated, could even lead to tooth loss. Still, more than 60% of these people do not use a specific toothpaste in order to manage their condition. So that's why I really want to share more about the way we have been tackling this opportunity to serve more consumers with our Parodontax brand. It's a history about having built a strong brand equity with this brand, and we have done it through three main pillars, if you want. The first one is really about showcasing the science behind the product, primarily to the expert, which means dentist, either face-to-face or through technical session or webinars, but it's really about demonstrating how the product works, how it could be beneficial for these people. Second, it's about consumer education, especially in terms of the so-called Parodontax routine, which is about cleaning, brushing, and rinsing. It's also about the access of the brand, because this typically is a brand which was born in pharmacy and then exported and expanded in mass market and in digital commerce. These initiatives have led to a growth rate, which was double-digit over the past three years for the brand. We do have meaningful opportunities for further accelerating the growth. When you look at Q1 this year, the brand has delivered 20% growth in EMEA LATAM. As we are currently in France, if you look at the business here, since 2018, we have doubled the size of the business. Now, besides the word, I really would like to share with a very short video how we've been activating the brand, and how we have brought it to the consumer. I think it's really about the synergy between the right point of sales activation at the point of purchase for the consumer, but also the engagement with consumers and expert, which has made the difference for Parodontax. As I said before, I want also to share a little bit about the work we have been doing within the pain relief category. This is a sizable category in growth, and that's not a surprise because pain affect almost every single adult, with different nuances, with different need states. For instance, one out of five adults suffer of headache every week, whereas one out of three have back pain issues every week. So you can really understand the extent to which this is a meaningful category, and we are well positioned with our two brands, Voltaren and Panadol, in order to provide the best possible solutions to these people. Voltaren is the number one OTC brand in EMEA LATAM. Panadol is the second largest brand in the region in terms of within the systemic pain relief category. And then as you can see from the right, we have an opportunity to generate more growth across the different need state that people are experiencing and that require different answers, kind of different solution. I mean, the way we are doing that, it's about delivering messages about the benefit, the superior science. It's about, again, educations of consumer and pharmacist. It's about having a range which is articulated across the different need state, including the dimension of access, which is something that we have been dialing up more recently. Again, similarly to what we've done before, I really would like to go a little bit deeper into Panadol, because I think it's a good example of bringing to life how we have hunting for the growth opportunities in pain relief. Now, Panadol is a brand which has delivered double-digit growth in the past, in the past three years. And, and Panadol play across the entire life cycle of the consumer, so we have solution for kids until senior people, chronic sufferers. We have... We cover multiple need states, from general pain to period pain to migraine, and you can see here an example of how the range has been spanning across this need state and across different formats, because we have formulations in tablets, in syrups, in suppositories. Also, it's important to remember that Panadol stands for safety and efficacy, and that's an important dimension of the brand, which was further strengthened during the COVID period. Some of you might remember the Take Care campaign that Panadol sponsored and executed, and which strengthen the trust dimension of the brand. Now, similarly to what we've seen for Parodontax, I want to show you two quick videos. The first one is an example of a consumer activation, so one advertising that we've been airing. The second is more of an example of how we are managing Panadol in Middle East and Africa, where we are the number one OTC company. The moment I feel my pain starting to fade, it's like I'm going back to myself on a good day. Panadol Extra Advance Tablets, powerful pain relief. Panadol, release starts here. So the intent was really to bring to life the way we move, we bring the product to the consumers in Middle East and Africa, in this specific case. It's really about showcasing the strength of the brand, but also how we offer different solutions and how important is the impact in terms of the communication initiatives, including point of sales activation. Now, building on that, which means about the importance to bring more products in the hands of more consumer, there is a... I want now to shift gear a little bit and talk to you about our go-to-market. It's a compelling multi-channel go-to-market, with strength which are spanning from the more traditional trade environment to the more sophisticated environment, such as mass market, modern trade, or digital commerce. If you look at our portfolio today, pharmacy channel accounts for more than 60% of our revenues, so it's the leading channel for Haleon in EMEA, LATAM. And we are the leader company in this channel, with the size of the business, which is almost twice the size of the next competitor. Now, in pharmacy, it's not just about the reach or the effect, the coverage, or the effectiveness of the commercial operation. It's also about reinventing the approach to the channel in order to deliver added value to the consumers and to the shopper. Next is mass market. Mass market accounts for about a bit more than 30% of our revenues. We have a very good reach in the channel as well, but most importantly, when you look at our position with customers, we are ranked in the top-tier supplier in more than 60% of the market, which is a combination of the way we engage with customers on developing the categories, the way we offer our supply chain services, and the other elements, which are foundational in terms of relationship. Lastly, digital commerce. This plays a smaller part compared to the other two channel, less than 10% of the revenues. I mean, we then. We have to remember that, in this channel, we sell mostly oral care and sometimes VMS, but in several countries, we cannot sell OTC. And that's why the percentage of sales from digital commerce span from 1% to 14%-15%, which depends a lot, country by country, on the regulatory environment, as well as on the digital maturity of the environment in these countries. I think, it's really about the diversity of the environment, of the landscape, of the retail environment in EMEA and LATAM. And I want to play one last video, which is meant at really giving a flavor of how different it is to play within within this diverse environment. I... You know, I always find fascinating to see, to notice how we are spanning from a situation where OTC products can be sold, can be found on shelf in Tesco, in the U.K., but behind the shelf in Paris, in France, in several pharmacies, to see the difference between Carrefour here in Paris and the Spar store in South Africa. So it's a huge diversity. It's a very different landscape, and still, I think we have strong capabilities to compete effectively in these different trade environments. And that's because of, and also because, this diversity requires the flexibility to be agile and to cope with the different situation, but most importantly, the capability to make know-how, learnings, and commercial capability to travel across the region. So we have identified some focus areas that we believe are important to drive effectively the route to market strategy. But today, I really would like to cover those on the upper part, so customer collaboration, pharmacist leadership in Pharmacy Channel, and how to reach more consumer in emerging market. I want to start from customer collaboration, because at the end, it's really the foundational element of the commercial relationship. And the key focus areas are really to work in order to grow the categories with the customers, and we do it in different ways. So first of all, our Shopper Science Lab facilities provide customers with real-life or digital store environment simulation across the different format, in the different geographical realities, being fed with shopper insight, in order really to understand how shoppers behave. This is important because it's at the foundation of all the discussions we've been having in terms of how to grow the categories, how to improve the shelf performance, how to improve the shopper experience, which is also part of a journey which goes beyond the in-ear activation. And then, as I said, it's really about the shopper engagement, how to translate the strategy at shelf. The picture you see here, the one which is called Perfect Store, is related to a pharmacy. It's really to show how this kind of approach is not only true to the Mass Market environment, but also to the pharmacy one. And, as I said before, pharmacy is really a key channel for us. More than 60% of the revenues coming from there. It's a channel which stands for primary care access for consumers. As I said to some of you before, 58% of the European citizen live five minutes walk from a pharmacy, and that's really a point to go for in order to get support consultation. Now, we have a number of competitive advantage in this channel. First of all, our wide footprint in terms of dedicated sales force for the pharmacy channel, digitally enabled, and with strong competencies in terms of merchandising, but also in terms of execution and key account management capabilities. We have been evolving, and we have a distinctive expert engagement in the channel, in not only face-to-face, but also by leveraging proprietary expert portal, webinars, digital apps, et cetera. And then the piece, which is really important, which is the interaction with the expert, with the pharmacist, not only from a commercial standpoint, but also in terms of education, in terms of equipping them with all the product knowledge to then serve the consumer needs. Let's not forget that 80% of pharmacist recommendation drive to a purchase in the, in the pharmacy channel, so that's, that's really, that's really an important element to bear in mind. The third point was about reaching more consumers in emerging market. Emerging markets account for 46% of our portfolio, and, geographically, we have a very strong success model in Middle East Africa. Middle East Africa, it's about GBP 0.8 billion for the region. We are market leader, three times the size of the next competitor in that geography, and we have been growing double-digit in the last three years. Latin America is a bit smaller compared to Middle East Africa. Significant room for growth. We have been doing well from a competitive standpoint in the last couple of years. From a portfolio standpoint, 70% of the revenues comes from power brands, where we really leverage the know-how, the scale of the power brands, but we also have local growth brand, which plays an important role in the portfolio. I already shared about Grand-Pa before. I want to mention Eno, which is the number two OTC brand in Brazil. Eno plays in the antacid category, and again, it's... What is in common to the two products is that they really cover, from a brand architecture, different solution to the consumer and different price, price tier. Now, it's also about understanding how we have been bringing to life the strategy of increasing the reach and gaining more consumers, and a great example in emerging market is Centrum. We have been growing Centrum through three main levers: geo expansion, increased activation, and expanded the consumer reach. Geographical expansion, as an example, we have launched the brand in Egypt back in 2022, and now we have a 20% share in multivitamins in the segment. In several countries, we have increased the activation behind the brands, either because before there was no real support from a consumer, from a commercial standpoint, and this has led to meaningful revenue growth. And finally, the way we have expanded the consumer reach is really through initiatives like the example, like the one where that I want to show you, which is the launch of Centrum Essencial in Brazil. This is a product which has been designed entirely for low-income consumer in Brazil, leveraging the local insight from the formulation to the packaging design, to the price positioning, and a few months after the launch, the product has reached 2% share in the vitamins segment, making Centrum become number one brand in Brazil. Now, when I, when I think of Centrum Essencial, this, this reminds me about something which is at the heart of what we do at Haleon, and which is about really running the business responsibly. Therefore, I want to briefly touch about something which is very relevant to every employee at Haleon, because our purpose is really about delivering better everyday health with humanity. Out of the several initiatives that we have been running, there is one which I believe is very important, which is about water neutrality. So our factory in Cape Town, South Africa, has reached both water neutrality last year and has been recommended for the AWS certification. That is part of the broader initiative in terms of water replenishment project, in a part of the world where there is an imbalance between demand and supply of water. And also, we have partnered in South Africa with WWF to rebalance the ecosystem with native plants, in order to help the environment, and to keep fueling this water balance action and initiative. I think it's time to wrap up, and I want to close this presentation by sharing that, overall, I do feel confident in the ability of Haleon in EMEA and LATAM to keep building strong growth in the future. This is really underpinned by our portfolio of leading brands, which is spanning across different categories. It's also grounded on the compelling route to market that we have, and that will allow us to compete across the different channel, with a competitive advantage in the pharmacy one. I also think we have an opportunity to grow overall, so not only in emerging market, but also in Europe, in the West, in the developed market, by meeting different consumer needs state, and for sure, by expanding our presence in emerging market. This is what we will drive. This is what is part of our agenda, and now I think I want to hand back finally to Tom, and to open up for question from his side or from the people here. Great. Thank you. Thank you very much, indeed. Thank you very much indeed, Filippo, for that. Just let you take a seat. Thank you. I think it would be really interesting for people to hear your perspective on the changes you've seen within the company following the split and the de-merger from GSK, if that's possible, please. That's the question that me and Sonia, we have been asked multiple times during the day, because I think it's really relevant as an important change in moving out from a situation where we were part of a broader pharma setup, and we had to acknowledge what was needed to compete differently in the FMCG, FMCH environment. I think to me, the main change... There are a few things. I will start from the main change, which is about the acknowledgment of the business levers that would allow a consumer healthcare business to succeed versus operating within the pharma environment. So what I mean by that, consumer centricity is something that is absolutely critical, having the right focus on how to satisfy the customer's need as well. If you think about supply chain, I have shared the example of supply chain many times. I mean, supply chain in pharma is more of a global function, which has more limited connection with the business. This is not the case in the consumer healthcare space, because the success of the business is interconnected with the supply chain operations in many ways. It's really about the capability to serve customers in full, in real time, I mean, within the right commitment, the agreed commitment. But supply chain is also about enabling, through the supply network strategy, the expansion in some part of the region. It's also about supporting the innovation agenda and being agile in following the rhythm of innovation, which is different from what used to be in GSK before. It's also about supply chain being more focused on delivering efficiencies to make the gross margin improve, and then to invest money in the business. So consumer centricity, interaction with supply chain, customer focus, speed and agility, these are levers that are critical in any consumer business. The piece around speed and agility is something I really want to insist on, because it's also about relooking at the processes, relooking at the way operations and processes are executed within the company. And finally, there is an element of culture in that, because I think it was really about making all our colleagues understand that the environment in which we compete is different. The competitive set is absolutely fierce, and if we really want to grab the right opportunities that are in front of us, that requires the right level of ambition, the right level of speed, a degree of execution, which has to go for more. So these are the big things that I've been noticing in this change. And ultimately, the interaction with the board, because before, we were not really used to interact with the GSK board, or at least not in my role. Now, now there is a more frequent interaction with the chairman, especially with the board on strategy, and this is enriching the discussion, of course. ... Yeah, very interesting, indeed. Thank you. Related to that, but it's quite unusual to have a structure where Europe, Middle East, Africa, and LATAM are combined in one region. What's the logic for structuring it this way, and why does that make sense? I believe it's really about leveraging the opportunities across across these different geographies. Let me, let me better elaborate. For me, there are really two dimensions in it. First of all, if we look at the emerging markets dimension, when when we were just EMEA, within EMEA, we had Middle East and Africa, which was a relevant part of our business. We had emerging markets in Central and Eastern Europe, so we started to develop some learnings that we we really applied and scale in the different markets when proven to be successful. Adding LATAM to the dimension of EMEA has has allow us to look at emerging markets in full, in a broader way, and and LATAM has benefited from all these learnings that we we have generated out of the other cluster of emerging market. But there is also another dimension that normally we don't think about, because if you take or if you think of Europe, as I said before, more than 60% of our revenues come from pharmacy. Pharmacy is a highly fragmented channel in Europe, and we had to develop technicalities, capabilities, approach, to really evolve the way we were working within that channel. Several of these learnings and this success factor have been translated to MEA first, and then to LATAM. I have shared with some people the example of, I don't know, image recognition tool, was something that we deployed in Europe in the pharmacy channel, and then we applied the same in MEA. Because we found that in that environment, it was really important to equip our sales force, the distributor sales force, with something that would have allowed us to control end-to-end the operations, and we have a great benefit out of that. So these are two reasons why... Then also, when you look at innovation, when I look at initiatives that are meaningful to the consumer, there is really the opportunity to make them travel from one place to another. I'm very curious if the success of Centrum Essencial will last, as I do believe, is something we, we can consider to reapply in other parts of the region. We're right at the end of time, but maybe one last question, is that Oral Care accounts for around about a third of the divisional sales, and the division accounts for around half of Oral Care sales. You've seen double-digit growth in LATAM and Middle East Africa in Oral Care. How does the size of the therapeutic market in those two regions compare to Europe, and are the same drivers of demographics and consumer need evident there as they are in Europe? So when you look at the therapeutic segment in Europe, it accounts for about 40% of the total OTC. So it's quite, quite developed, if you think about that. It's less developed in MEA and much less developed in LATAM, just to give a sense of how it is today. Now, what is interesting is that when you look at the consumer need state, they're not too different. What I mean, the incidence of the pathologies I mentioned before, is fairly similar across the different geographies. What is very different is the awareness of that and the understanding of how to cope with that, which solution to go for. What is very different is also the access and the availability of the solution to cope with this need state. So that's why what is important for us is to look at the different situation, the different life stages of the brands, and to act accordingly. I shared before, so this is the last launch, Sensodyne Clinical White, which has been launched for now in five markets across EMEA, LATAM, and especially in those markets where the brand is already sizable, and where there is an opportunity to further expand the presence of Sensodyne into the whitening segment. But when I think of Brazil, we still have to develop the foundation, and we already have an offering, which is enough to satisfy the need of the Brazilian consumers. On the other side, in Brazil, we have launched dedicated SKUs for the cash and carry channel, which is an important one for Brazil. It's really about understanding how to follow the strategy, but with different nuances according to the different markets. Okay. Thank you. Unfortunately, we've come to the end of our time. Fascinating insights from you, and thank you very much for sharing them with us, and thank you very much, everybody, for attending this afternoon's session. Thank you very much. Thank you, Tom. Thanks a lot.