Delivering on our 2025 strategy

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  • Introduction
  • Video and quote from Gilles
  • Our 2025 strategy
  • Five years of progress
  • Extend customer reach
  • Focused market strategies
  • Growing together with our customers
  • Discover more
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Our 2025 strategy ‘Committed to Growth, with Purpose’ was our roadmap to deliver sustainable value creation for all our stakeholders.

Our 2025 strategy is powered by three core growth drivers and four growth enablers, and supported by our focus on excellence and innovation.

Video and quote from Gilles
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Looking back on our 2025 strategic cycle

GIV_2025_DIR_Gilles

Insights from Gilles Andrier, Chief Executive Officer (00:04:10)

 

“Over the last five years we have stayed true to ourselves and focused on what we do best; offering creative, high value-added products and solutions that meet the needs of our customers.”

Gilles Andrier, CEO

Our 2025 strategy
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Our 2025 strategy

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Impact on environment, social and governance

4-5% average 
like-for-like sales growth

>12% free cash flow

Purpose-linked targets

Five years of progress
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Five years of progress

Key achievements

Delivered on our ambition to grow with our customers through high value-added products and solutions.


Developed new and innovative solutions to drive differentiation in products and technology.


Strengthened our natural hedges across business, customers and geographies, allowing us to successfully navigate through highly uncertain times.


Attained industry-leading financial results.


Remained focused on our purpose-related commitments on Creation, People, Nature and Communities.

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Exceeded our performance commitments

6.8%

average like-for-like sales growth
between 2021-2025

12.5%

average free cash flow generation 
as a percentage of sales 
between 2021-2025

Givaudan, a place where we all love to be and grow

Progress on our 2025 people purpose targets

Extend customer reach
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Extend customer reach

Key achievements

Intensified outreach to local and regional customers: 59% of 2025 revenues came from local and regional customers, up from 46% in 2021 at the beginning of the strategy cycle.


Leveraged targeted M&A to support growth.


Realised major digital transformation milestones, enabling new customer initiatives: 

  • Customer Foresight, a proprietary futurescaping platform to anticipate consumer expectations.
  • Dynamic omnichannel customer engagement strategy.
  • Successful e-commerce pilots in China and Indonesia.
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Increased local and regional outreach 

Focused market strategies
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Focused market strategies

Key achievements

Attained double-digit growth in LATAM and EAME, gaining share in mature and high growth markets.


Made significant gains in China, Brazil, Middle East, and India through targeted investment and strong customer partnerships.


Pursued targeted acquisitions to boost regional presence: Custom Essence (USA, 2021), Vollmens Fragrances (Brazil, 2025) and Belle Aire Creations (USA, 2025).


Opened new production facility in India capacity expansion in Mexico.


Established new product development centres in Sweden, Poland, Turkey, Dubai, Brazil, China for faster, locally relevant solutions.


Expanded specialist labs: Switzerland (protein hub), UK (oral care), South Africa (consumer insights), and Singapore (encapsulation).

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Delivering growth in all markets over the past five years

11.1%

average growth 
in high growth markets

3.3%

average growth 
in mature markets

Growing together with our customers
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Growing together with our customers

Key achievements

At the heart of our purpose and strategy is a clear ambition: to help our customers thrive by delivering solutions that are not only innovative and high-performing, but also responsible and future-ready. 


By combining creativity, science, technology and sustainability, we create meaningful value for our customers – empowering them to meet their own goals, adapt to changing expectations and improve the lives of the people they serve.

Read more about our key achievements in our 2025 Integrated Report on economic and ESG performance.

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