Strong cash generation and deleveraging
Generated CHF 802 million free cash flow in H1 despite peak buying season; net debt reduced by ~CHF 2.5 billion year-on-year; reported leverage (net debt / EBITDA) fell to 3.9x from 6.5x (Feb prior year) and adjusted leverage excluding cocoa bean inventories is 2.7x.
Net profit and PBT resilience despite EBIT decline
Recurring EBIT decreased by 4.2% (CHF ~14 million) but profit before tax increased by CHF 2 million (+1.3%) and net profit rose by CHF 42 million (+66%), helped by substantially lower finance costs and a reduced effective tax charge (income tax expense down to CHF 29.6m from CHF 69.4m; effective tax rate 21.4%).
Favorable cocoa market dynamics and booking momentum
Cocoa bean prices fell ~53% within eight weeks (Jan–Feb) to GBP 2,057, replenishing global stocks and creating a carry structure in futures; customers are booking further ahead again and forward bookings are materially higher than last year.
Operational cash benefit from lower bean prices
Cocoa bean price decline contributed a CHF 1.5 billion positive impact to cash in H1 and inventories in February were ~10% lower year-on-year, supporting the strong cash generation.
Sequential volume improvement and regional outperformance
Sequential quarterly improvement in volumes: Q2 group volume decline improved to -3.6%; global chocolate volumes down 5.1% in H1, outperforming Nielsen market decline of -6.5%; strong regional performance in AMEA (+8.5% in H1, double-digit in Q2) and Latin America (+1.5%).
Balance sheet and financing actions
Signed a EUR 2 billion sustainability-linked borrowing base facility (EUR 1.6bn committed + EUR 400m uncommitted) to diversify funding and increase flexibility; repaid EUR 263m term loan and EUR 191m Schuldschein and materially reduced commercial paper/bilateral exposures.
Cost savings delivered from prior program
The prior Next Level program delivered savings of ~CHF 150 million and enabled investments in digital, quality and supply processes.
Leadership and strategic refocus underway (Focus for Growth)
New CEO previewed Focus for Growth: reduced executive leadership team from 20 to 12, removed standalone transformation office, reduced consultancy spend, and outlined concentrated commercial, operational and organizational priorities (top markets/customers, Gourmet brand hierarchy, specialties prioritization, service/OTIF restoration).