“I think the tariff impacts that are visible to us right now at a growth level are in the range of $1 to $1.5 billion.”

In context

“f 3.5% value growth, that is now down to roughly 2.5%. We expect markets to return to the 3% to 4% growth rate, but it's very hard to predict, as you can appreciate, with the current volatility we see in all of those factors I mentioned in response to Lauren's question. When that's gonna happen. So we're really taking a longer look at our plan over the next two to three years, ensuring that as markets return over that period to 3% to 4% growth, do we have sufficient investment ability to maintain superiority and extend superiority across all of those category-country combinations within strategic. So category growth question mark in the short term. Mid-term, we expect it to return to 3% to 4% growth rate. The levers for us are the same levers that we talk about in our integrated strategy. I think the tariff impacts that are visible to us right now at a growth level are in the range of $1 to $1.5 billion. So it's not immaterial. For us to offset those, in the short term, we have to consider productivity, which we will double down on, and we have a very productivity plan over the next three years that I feel very bullish about. We have to continue to invest in innovation and superiority and enable actually more investment in those areas in the short term and the midterm. And that innovation that we are pushing out will have to carry some level of pricing. If you think about the short and midterm, the uncertainty around tariffs, and honestly the difficulty to adjust sourcing formulation, or even asset location, I think it's clear that productivity, innovation, and pricing are probably the short-term levers that we will employ. But looking at all the other levers, including formulation and so”