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\n\n
\n\n\n| In EUR '000 | \n2025 | \n2024 | \n
\n\n\n\n| OPERATING ACTIVITIES | \n | \n | \n
\n\n| Result of operating activities before taxes | \n18,416 | \n14,160 | \n
\n\n| Result from discontinued operations before taxes | \n11,939 | \n15,076 | \n
\n\n| Interest | \n1,469 | \n5,263 | \n
\n\n| Depreciation costs | \n17,687 | \n27,630 | \n
\n\n| Write-downs | \n49 | \n168 | \n
\n\n| Provisions | \n-2,168 | \n555 | \n
\n\n| Gains & losses on disposal of assets held for sale | \n-11,420 | \n109 | \n
\n\n| Cash flow from operating activities | \n35,972 | \n62,961 | \n
\n\n| Decrease/(increase) in inventory | \n-3,252 | \n1,272 | \n
\n\n| Decrease/(increase) in receivables less than 1 year | \n-7,554 | \n25,910 | \n
\n\n| Decrease/(increase) in operational assets | \n-10,806 | \n27,182 | \n
\n\n| Increase/(decrease) in trade liabilities | \n-5,183 | \n-11,810 | \n
\n\n| Increase/(decrease) in debts relating to remuneration | \n1,184 | \n-58 | \n
\n\n| Increase/(decrease) in other liabilities, accruals and deferred income | \n-545 | \n-1,223 | \n
\n\n| Increase/(decrease) in operational liabilities | \n-4,544 | \n-13,091 | \n
\n\n| (Increase)/decrease in the operating capital | \n-15,350 | \n14,091 | \n
\n\n| Tax paid | \n-6,524 | \n-6,275 | \n
\n\n| NET CASH FLOW FROM OPERATING ACTIVITIES | \n14,098 | \n70,777 | \n
\n\n| Which relating to discontinued operations | \n0 | \n27,267 | \n
\n\n | \n | \n | \n
\n\n| INVESTING ACTIVITIES | \n | \n | \n
\n\n| Acquisition of intangible and tangible assets | \n-22,105 | \n-36,635 | \n
\n\n| Acquisition of subsidiary, net of cash acquired | \n-24,064 | \n0 | \n
\n\n| Total cash outflow from investing activities | \n-46,169 | \n-36,635 | \n
\n\n| Sale of intangible and tangible assets | \n294 | \n315 | \n
\n\n| Disposal of discontinued operation (*) (including assets held for sale) | \n100,843 | \n | \n
\n\n| Liquidation of equity accounted investment | \n-283 | \n0 | \n
\n\n| Total cash inflow from investing activities | \n100,854 | \n315 | \n
\n\n| CASH FLOW FROM INVESTING ACTIVITIES | \n54,685 | \n-36,320 | \n
\n\n| Which relating to discontinued operations | \n100,843 | \n-8,832 | \n
\n\n | \n | \n | \n
\n\n| FINANCING ACTIVITIES | \n | \n | \n
\n\n| Increase/(decrease) in short-term financial debts | \n682 | \n0 | \n
\n\n| Increase in long-term debts | \n2,680 | \n925 | \n
\n\n| Repayment of long-term debts | \n-53,329 | \n-14,556 | \n
\n\n| Interest paid | \n-1,469 | \n-5,263 | \n
\n\n| Dividend paid by parent company | \n-18,562 | \n-7,944 | \n
\n\n| CASH FLOW FROM FINANCING ACTIVITIES | \n-69,998 | \n-26,838 | \n
\n\n| Which relating to discontinued operations | \n0 | \n-2,096 | \n
\n\n | \n | \n | \n
\n\n| NET CHANGE IN CASH AND CASH EQUIVALENTS | \n-1,215 | \n7,619 | \n
\n\n| Cash and cash equivalents at the beginning of the financial year(**) | \n17,665 | \n20,313 | \n
\n\n| Translation differences | \n-179 | \n300 | \n
\n\n| Cash and cash equivalent changes to the consolidation perimeter | \n662 | \n-10,567 | \n
\n\n| CASH AND CASH EQUIVALENTS AT THE END OF THE FINANCIAL YEAR | \n16,933 | \n17,665 | \n
\n\n
\n
(*)
\n Assets held for sale include EUR 10,6 million in cash and cash equivalents as of December 31, 2024, which were transferred with the sale of the
\nSavoury Business. The net cash received for the entire Savoury Business, net of transaction costs paid, amounted to EUR 101 million. The sale also
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\n
\n(**)
\nCash and cash equivalents at the beginning of the financial year are excluding the cash of the Savoury Business that was disposed of as part of
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\n
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"entity": "scheme:549300EOHIZUJWKQ3G67",
"period": "2026-01-01T00:00:00",
"unit": "iso4217:EUR"
}
},
"Tag242": {
"value": "17665000.0",
"decimals": -3,
"dimensions": {
"concept": "ifrs-full:CashAndCashEquivalents",
"entity": "scheme:549300EOHIZUJWKQ3G67",
"period": "2025-01-01T00:00:00",
"unit": "iso4217:EUR"
}
},
"Tag245": {
"value": "106000000.0",
"decimals": -6,
"dimensions": {
"concept": "ifrs-full:CashAndCashEquivalentsClassifiedAsPartOfDisposalGroupHeldForSale",
"entity": "scheme:549300EOHIZUJWKQ3G67",
"period": "2025-01-01T00:00:00",
"unit": "iso4217:EUR"
}
},
"Tag243": {
"value": "101000000.0",
"decimals": -6,
"dimensions": {
"concept": "ifrs-full:ProceedsFromDisposalOfNoncurrentAssetsOrDisposalGroupsClassifiedAsHeldForSaleAndDiscontinuedOperations",
"entity": "scheme:549300EOHIZUJWKQ3G67",
"period": "2025-01-01T00:00:00/2026-01-01T00:00:00",
"unit": "iso4217:EUR"
}
},
"Tag244": {
"value": "90600000.0",
"decimals": -5,
"dimensions": {
"concept": "whats:IncreaseDecreaseInCashAndCashEquivalentsAfterDeductingDisposalOfCashAndTransactionCostsPaid",
"entity": "scheme:549300EOHIZUJWKQ3G67",
"period": "2024-01-01T00:00:00/2025-01-01T00:00:00",
"unit": "iso4217:EUR"
}
},
"Tag247": {
"value": "\n
\n1. Summary of the key accounting policies
\n\n
\n
\n
Declaration of conformity
\n
What\u2019s Cooking Group NV (\u201cthe Entity\u201d) is an entity domiciled in Belgium.
\n
The entity\u2019s consolidated financial statements include the entity What\u2019s
\n
Cooking Group NV and its subsidiaries (together referred to as \u201cthe
\n
group\u201d).
\n
\n
The consolidated financial statements were released for publica-
\n
tion by the board of directors on April 16, 2026.
\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
\n
\n
The consolidated financial
\n
statements have been prepared in accordance with \u201cInternational Finan-
\n
cial Reporting Standards (IFRS)\u201d as accepted within the European Union.
\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
\n
The consolidated accounts are presented in EUR thousand. The valuation
\n
rules have been applied uniformly throughout the Group and are consist-
\n
ent with the previous financial year.
\n
\n
Standards and interpretations applicable for the fiscal year
\n
beginning January 1, 2025
\n
\u2022 Amendments to IAS 21 The Effects of Changes in Foreign Exchange
\n
Rates: Lack of Exchangeability, issued on 15 august 2023, clarify when
\n
a currency is exchangeable into another currency (and when it is not).
\n
The above standards does not have a material impact on the balance sheet.
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
\n
Standards and interpretations published, but not yet
\n
applicable for the fiscal year beginning on january 1st 2025.
\n
\u2022 Amendments to the Classification and Measurement of Financial Instru-
\n
ments\u2014Amendments to IFRS 9 and IFRS 7, issued on 30 May 2024, will
\n
address diversity in accounting practice by making the requirements
\n
more understandable and consistent. The amendments include:
\n
- Clarifications on the classification of financial assets with envi-
\n
ronmental, social and corporate governance (ESG) and similar
\n
features\u2014ESG-linked features in loans could affect whether the
\n
loans are measured at amortized cost or fair value. To resolve any
\n
potential diversity in practice, the amendments clarify how the
\n
contractual cash flows on such loans should be assessed.
\n
- Clarifications on the date on which a financial asset or financial
\n
liability is derecognized. The IASB also decided to develop an ac-
\n
counting policy option to allow a company to derecognize a fi-
\n
nancial liability before it delivers cash on the settlement date if
\n
specified criteria are met.
\n
- The International Accounting Standards Board has also intro-
\n
duced additional disclosure requirements to enhance transpar-
\n
ency for investors regarding investments in equity instruments
\n
designated at fair value through other comprehensive income
\n
and financial instruments with contingent features, for example
\n
features tied to ESG-linked targets.
\n
- The amendments are effective for annual reporting periods be-
\n
ginning on or after 1 January 2026 with early adoption permitted.
\n
These amendments have been endorsed by the EU.
\n
\u2022 Contracts Referencing Nature-dependent Electricity - Amendments to
\n
IFRS 9 and IFRS 7, issued on 18 December 2024, will help entities better
\n
report on the financial effects of nature-dependent electricity contracts,
\n
which are often structured as power purchase agreements (PPAs). Na-
\n
ture-dependent electricity contracts help entities to secure their electric-
\n
ity supply from sources such as wind and solar power. The amount of
\n
electricity generated under these contracts can vary based on uncon-
\n
trollable factors such as weather conditions. Current accounting re-
\n
quirements may not adequately capture how these contracts affect an
\n
entity\u2019s performance.
\n
The amendments include:
\n
- clarifying the application of the \u2018own use\u2019 requirements;
\n
- permitting hedge accounting if these contracts are used as
\n
hedging instruments; and
\n
- adding new disclosure requirements to enable investors to un
\n
derstand the effect of these contracts on a company\u2019s finan
\n
cial performance and cash flows.
\n
The amendments are effective for annual reporting periods beginning
\n
on or after 1 January 2026 with early adoption permitted. These
\n
amendments have been endorsed by the EU.
\n
The group does not have the intention to early apply the standard.
\n
\u2022 Annual Improvements Volume 11, issued on 18 July 2024, include clari-
\n
fications, simplifications, corrections and changes aimed at improving
\n
the consistency of several IFRS Accounting Standards.
\n
The amended Standards are:
\n
- IFRS 1 First-time Adoption of International Financial Reporting
\n
Standards;
\n
- IFRS 7 Financial Instruments: Disclosures and its accompanying
\n
Guidance on implementing IFRS 7;
\n
IFRS 9 Financial Instruments;
\n
IFRS 10 Consolidated Financial Statements; and
\n
IAS 7 Statement of Cash Flows.
\n
The amendments are effective for annual reporting periods be-
\n
ginning on or after 1 January 2026 with early adoption permitted.
\n
These amendments have been endorsed by the EU.
\n
\u2022 IFRS 18 Presentation and disclosure in financial statements, published
\n
April 9, 2024, will replace IAS 1 Presentation of Financial Statements.
\n
The new standard introduces the following key new requirements:
\n
- Entities are required to classify all income and expenses into five
\n
categories in the statement of profit or loss, namely the operat-
\n
ing, investing, financing, discontinued operations and income tax
\n
categories. Entities are also required to present newly defined op-
\n
erating profit subtotal. Entities\u2019 net profit will not change.
\n
- Management-defined performance measures (MPMs) are dis-
\n
closed in a single note in the financial statements.
\n
- Enhanced guidance is provided on how to group information in
\n
the financial statements.
\n
- In addition, all entities are required to use the operating profit sub-
\n
total as the starting point for the statement of cash flows when
\n
presenting operating cash flows under the indirect method.
\n
The standard is effective for annual reporting periods beginning
\n
on or after 1 January 2027 with early adoption permitted.
\n
\u2022 IFRS 19 Subsidiaries without Public Accountability: Disclosures, pub-
\n
lished May 9, 2024, and the amendments, issued on 21 August 2025,
\n
will allow eligible subsidiaries to apply IFRS Accounting Standards with
\n
reduced disclosure requirements. A subsidiary will be to apply the new
\n
standard in its consolidated, separate or individual financial state-
\n
ments provided that, at the reporting date:
\n
- it does not have public accountability; and
\n
- its parent produces consolidated financial statements under IFRS
\n
Accounting Standards.
\n
The standard is effective for annual reporting periods beginning on or af-
\n
ter 1 January 2027 with early adoption permitted. The standard has not
\n
yet been endorsed by the EU.
\n
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
\n
\n\n
\n
\n
\u2022 IAS 21 \u2013 Translation into a Presentation Currency of a Hyperinflationary
\n
Economy: Amendments Published on 13 November 2025
\n
The amendments clarify how entities should translate financial state-
\n
ments from a non-hyperinflationary currency into a hyperinflationary
\n
presentation currency. The aim is to reduce diversity in practice and im-
\n
prove the usefulness of information for users of the financial statements.
\n
The amendments specify that:
\n
- an entity with a non-hyperinflationary functional currency must
\n
use the closing rate at the end of the reporting period when trans-
\n
lating all amounts in the financial statements (including compar-
\n
ative figures) into its presentation currency; and
\n
- an entity must use the closing rate at the end of the reporting pe-
\n
riod when translating all amounts (except comparative figures)
\n
of a foreign operation with a non-hyperinflationary functional
\n
currency, and must apply the general price index to restate the
\n
comparative figures.
\n
The amendments are effective for annual reporting periods beginning on
\n
or after 1 January 2027, with early application permitted. The standard
\n
has not yet been endorsed by the EU.
\n
A number of new accounting standards and amendments to accounting
\n
standards are effective for annual periods beginning after 1 January
\n
2025. The Group has not early adopted any of the forthcoming new or
\n
amended accounting standards in preparing these consolidated finan-
\n
cial statements.
\n
The group will provide necessary system modifications in a timely man-
\n
ner to comply with these new changes to standards.
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
\n
Consolidation principles
\n
The consolidated financial statements include the financial data of
\n
What\u2019s Cooking Group NV and its subsidiaries, joint venture and associ-
\n
ate. A list of these entities is included in note 35.
\n
\n
Subsidiaries included in the consolidation using the integral
\n
method
\n
The following factors are also considered in determining control:
\n
\u2022 The purpose and design of the investee;
\n
\u2022 What the relevant activities are and how decisions on those activities
\n
are made;
\n
\u2022 Whether the investor\u2019s rights allow him to direct the relevant activities
\n
on an ongoing basis;
\n
\u2022 Whether the investor is exposed to, or has rights to, variable returns
\n
from its involvement in the investee; and
\n
\u2022 Whether the investor has the ability to use its power over the investee
\n
to influence the extent of the investor\u2019s returns.
\n
The financial statements of subsidiaries included in discontinued opera-
\n
tions are included in the consolidated financial statements as assets held
\n
for sale and liabilities directly associated with assets held for sale. (list cfr.
\n
Note 35)
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
Foreign currencies
\n
Foreign currency transactions
\n
In the individual entities of the group, foreign currency transactions are
\n
recorded at the exchange rate applicable on the transaction date. Mone-
\n
tary assets and liabilities denominated in foreign currencies are translat-
\n
ed at the closing rate applicable at the balance sheet date. Gains and
\n
losses resulting from foreign currency transactions and from the transla-
\n
tion of monetary assets and liabilities denominated in foreign currencies
\n
are recognized in the income statement. Gains or losses on a non-mone-
\n
tary item are recognized in equity. For non-monetary items for which the
\n
gain or loss was recognized directly in equity, any foreign exchange com-
\n
ponent of that gain or loss is also recognized in equity.Exchange differ-
\n
ences arising from a monetary item included in the net investment in a
\n
foreign operation are recognized in other comprehensive income in the
\n
Group\u2019s consolidated financial statements and are reclassified to profit or
\n
loss on disposal of the net investment.
\n
From 1/1/2022, the Group designated as part of its net investment its re-
\n
ceivable from its foreign operation in Poland (in the amount of EUR 10 mil-
\n
lion, increased by EUR 6 million in 2024) for which no repayment is
\n
planned in the near future. From this date, the related translation differ-
\n
ences are recognized in other comprehensive income on the line \u2018\u2019Transla-
\n
tion differences\u2019\u2019. (IAS 21.15)
\n
Financial statements of foreign operations
\n
\n
\n
All foreign operations of the Group are located in the Euro zone, with the
\n
exception of What\u2019s Cooking Deeside Ltd and What\u2019s Cooking Polska Sp.
\n
Z.o.o. in Polish zloty.
\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
The assets and liabilities of these foreign entities, are
\n
translated to euro at the exchange rate applicable at the balance sheet
\n
date. The income statement of these entities is converted monthly into
\n
euro at average rates approximating the exchange rate of the transac-
\n
tion date. Any resulting translation differences are recognized directly
\n
through equity.
\n
For the financial statements, we used the following exchange rate:
\n
1 euro equals:
\n
\n
\n\n\n | \n2025 | \n2024 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n| British pound | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Closing rate | \n0.8712 | \n0.8295 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Average rate | \n0.8562 | \n0.8474 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Polish zloty | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Closing rate | \n4.2267 | \n4.2730 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Average rate | \n4.2416 | \n4.3048 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
\n
\n\n
Segment information
\n
IFRS 8 defines an operating segment as a component of an entity whose
\n
operating results are regularly reviewed by the entity\u2019s chief operating
\n
decision maker to make decisions about resources to be allocated to the
\n
segment and to evaluate its financial performance, and for which dis-
\n
crete financial information is available. On 10 January 2025, What\u2019s
\n
Cooking sold its \u2018Processed Meats\u2019 business segment. After a thorough
\n
analysis of the organisational structure, internal reporting flows and deci-
\n
sion-making processes, What\u2019s Cooking Group concluded that it operates
\n
as one integrated business unit. Previously, the group had two main re-
\n
portable segments.
\n
The decision to report as one integrated business unit is based on, among
\n
others, the following criteria:
\n
\u2022 The company offers a coherent range of ready-made meals to con-
\n
sumers. The company sells its products exclusively through the B2B
\n
channel and has no significant direct-to-consumer sales.
\n
\u2022 There is no meaningful distinction in strategy, distribution channels or
\n
market approach within the group. Hard discount, retail, foodservice
\n
and wholesale are often grouped together and are not clearly distin-
\n
guishable. In some cases, these channels are even combined within
\n
overarching purchasing organisations.
\n
\u2022 Given the size of the group, it is managed by a centralised manage-
\n
ment team. The CEO (=Chief operating decision maker) and his execu-
\n
tive committee assess financial performance on a consolidated basis,
\n
not by product line or geography. Production sites may vary depend-
\n
ing on available capacity. Our production sites serve multiple coun-
\n
tries. Group management makes central decisions regarding produc-
\n
tion location, tender pricing, product development and quality
\n
requirements. Our transfer pricing model also reflects this centralised
\n
approach. Volumes and margins are reviewed at group level.
\n
\u2022 Decisions regarding resource allocation\u2014such as investments, staff-
\n
ing and budgeting\u2014are made centrally. The Board of Directors ap-
\n
proves a single budget. Group management has the freedom to allo-
\n
cate all activities.
\n
\u2022 Revenue streams show comparable margins, growth patterns and risk
\n
profiles. No part of the business demonstrates a clearly distinct eco-
\n
nomic performance that would justify separate segment reporting.
\n
\u2022 The internal financial reports presented to the executive committee
\n
and the Board of Directors do not include a breakdown into multiple
\n
operating components.
\n
\u2022 Performance indicators, KPI\u2019s and forecasts are prepared at group level.
\n
\u2022 The group\u2019s value creation is driven by integrated processes rather
\n
than independent business activities.
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
\n
\n
Intangible assets
\n
Intangible assets are initially measured at cost. Intangible assets are rec-
\n
ognized if it is probable that the Entity will enjoy the future economic ben-
\n
efits associated with them and if their cost can be measured reliably. Af-
\n
ter their initial recognition, intangible assets are measured at cost less
\n
accumulated amortization and any accumulated impairment losses. In-
\n
tangible assets are amortized on a straight-line basis over their best esti-
\n
mated useful lives. The amortization period and the amortization method
\n
used are reassessed each year at the close of the reporting period.
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
\n
\n
\n
\n
\n
Research and development
\n
Expenditure on research activities, undertaken with the prospect of gain-
\n
ing new scientific or technological knowledge, is recognized in the income
\n
statement as an expense as incurred. Expense for development activities,
\n
in which research findings are applied to a plan or design for the produc-
\n
tion of new or substantially improved products and processes, is capital-
\n
ized if the product or process is technically and commercially feasible
\n
and the group has sufficient resources available for its completion. The
\n
capitalized expense includes the cost of raw materials, direct labor costs
\n
and a proportionate share of overhead costs. Capitalized development
\n
expenditure is measured at cost less accumulated amortization and im-
\n
pairment losses.
\n
All other development expenses are expensed as incurred. Since the devel-
\n
opment expenses of What\u2019s Cooking in 2025 and 2024 did not meet the
\n
IFRS criteria for capitalization, these expenses were expensed in the in-
\n
come statement.
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
Other intangible assets
\n
Other expenses for internally generated intangible assets, e.g. trade-
\n
marks, are expensed as incurred. Other intangible assets such as trade-
\n
mark patents, computer software, acquired by the group, are measured
\n
at cost less accumulated amortization and impairment losses. In 2025
\n
and 2024, the consolidated other intangible assets of What\u2019s Cooking
\n
consisted mainly of computer software and the capitalized customer
\n
portfolios acquired from the acquisitions.
\n
Depreciation
\n
Intangible assets are amortized using the straight-line method over their
\n
expected useful lives from the date they are placed in service.
\n
We apply these depreciation rates:
\n
\n
\n\n\n| Research and development | \n33.30% | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Computer software | \n20% | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Brand patents | \n10% | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Brand names | \n10%, 20% | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Client relationships | \n7% | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
\n
\n
\n
\n
Goodwill
\n
\n
We speak of goodwill when the cost of a business combination at the ac-
\n
quisition date exceeds the group\u2019s interest in the net fair value of the ac-
\n
quiree\u2019s identifiable assets, liabilities and contingent liabilities. Goodwill is
\n
initially recognized as an asset at cost and is subsequently measured at
\n
cost less any accumulated impairment losses.
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
The cash-generating unit to which goodwill has been allocated is tested
\n
for impairment annually. This is also done whenever there is an indication
\n
that the unit may be impaired by comparing the carrying amount of the
\n
unit with its recoverable amount. If the recoverable amount of the unit is
\n
less than the carrying amount, the impairment loss is allocated first to
\n
the carrying amount of goodwill allocated to the unit and then to the oth-
\n
er assets of the unit in proportion to the carrying amount of each asset in
\n
the unit. An impairment loss recognized for goodwill cannot be reversed in
\n
a subsequent period. When a subsidiary or joint venture is sold, the allo-
\n
cated goodwill is included in the determination of the gain or loss on sale.
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
\n
\n
\n\n
\n
\n
\n
Tangible assets
\n
Tangible non-current assets are recognized if it is probable that future
\n
economic benefits associated with the asset will flow to the Entity and the
\n
cost of the asset can be measured reliably.
\n
Owned tangible non-current assets are stated at cost or manufacturing
\n
cost less accumulated depreciation and any accumulated impairment
\n
losses. Cost includes, in addition to the purchase price, non-refundable
\n
taxes, if applicable, and any directly attributable costs to make the asset
\n
ready for use. The manufacturing cost of self-produced property, plant
\n
and equipment includes the direct cost of materials, direct manufactur-
\n
ing costs, a proportionate share of the fixed costs of materials and manu-
\n
facturing, and a proportionate share of the depreciation and write-downs
\n
of assets used in manufacture. Subsequent costs are recognized in the
\n
balance sheet in the carrying amount of an asset, or as a separate asset,
\n
only when it is probable that future economic benefits associated with
\n
the item will flow to the group and the cost of the item can be reliably.
\n
\n
\n
Improvement works are capitalized and depreciated over 4 years. Other
\n
repair and maintenance costs are recognized in profit or loss in the period
\n
in which they are incurred.
\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
\n
\n
Property, plant and equipment are depreciated using the straight-line
\n
from the date they are put into service over their expected useful lives.
\n
The main depreciation rates currently applied are:
\n
\n
\n\n\n| Buildings | \n2; 3,33; 4 ,5 & 6% | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Installations | \n5, 7.5, & 10 % | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Machines and equipment | \n14,3; 20 & 33,3 % | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Furniture and rolling equipment | \n14,3; 20 & 33,3 % | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Other tangible non-current assets | \n10 & 20 % | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
Land is not depreciated as it is assumed to have an unlimited useful life.
\n
\n\n\n\n
\n
\n
\n
\n
Impairment losses on intangible and tangible assets (other than good-
\n
will): at each reporting date, the Group reviews its carrying amounts of
\n
tangible and intangible assets to determine whether there is any indica-
\n
tion that an asset may be impaired. If any such indication exists, the re-
\n
coverable amount of the asset is estimated in order to determine the im-
\n
pairment loss (if any). However, if it is not possible to determine the
\n
recoverable amount of an individual asset, the group estimates the recov-
\n
erable amount for the cash-generating unit to which the asset belongs.
\n
Recoverable amount is the higher of fair value less costs to sell and its val-
\n
ue in use. Value in use is determined by discounting expected future cash
\n
flows using a pre-tax discount rate. This discount rate reflects the present
\n
time value of money and the specific risks associated with the asset.
\n
If the recoverable amount of an asset (or unit) is estimated to be less than
\n
its carrying amount, the carrying amount is reduced to its recoverable
\n
amount. An impairment loss is recognized immediately as an expense in
\n
the income statement. A previously recognized impairment loss is re-
\n
versed if there has been a change in the estimates used to determine the
\n
recoverable amount, but not to an amount greater than the net carrying
\n
amount that would have been determined had no impairment loss been
\n
recognized in prior years.
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
Government grants
\n
Government grants should be recognized only when it can be stated with
\n
reasonable certainty that:
\n
\u2022 the group will fulfill the conditions attached to the grants; and
\n
\u2022 grants will be received.
\n
Government grants are recognized as income over the periods necessary
\n
to match them with the related costs they are intended to compensate,
\n
on a systematic basis. A government grant received as compensation for
\n
expenses or losses already incurred or for the purpose of providing imme-
\n
diate financial support to the group with no future related costs is recog-
\n
nized as income of the period in which it is received.
\n
Investment grants are deducted from the carrying amount of that relat-
\n
ed asset. Operating grants are recognized when received and presented
\n
as \u201cOther Operating Income\u201d.
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
Leasing
\n
IFRS 16 requires the lessee to capitalize all lease and rental obligations on
\n
the balance sheet. The liability reflects all future lease payments associat-
\n
ed with the lease valued at present value. The asset reflects the right to
\n
use the asset during the agreed lease term.
\n
Rights of use (consisting mainly of the amount of the initial valuation of the
\n
lease debt) are measured at cost and depreciated over their estimated
\n
useful lives on a straight-line basis. The user charges are shown on the bal-
\n
ance sheet together with property, plant and equipment under own con-
\n
trol and the lease debt is shown as short-term and long-term lease debt.
\n
Each lease payment is allocated to the lease debt on the one hand and
\n
finance charges on the other.
\n
We use the following practical exemptions, as permitted by IFRS 16:
\n
\u2022 Use of a single \u201cmarginal interest rate\u201d for a grouping of leases with the
\n
same characteristics if the interest rate is no in the contract.
\n
\u2022 All leases with a term of less than 12 months are recognized in the in-
\n
come statement as rental expense for the fiscal year
\n
\u2022 Processing all low value operating leases as short-term leases.
\n
Lease payables are measured as the discounted value of future lease pay-
\n
ments over a specified lease term. This calculation takes into account our
\n
\u201cweighted average incremental interest rate\u201d if the implied interest rate in
\n
the contract cannot be determined. In 2024 and 2025, we had no new leases
\n
for which we did not have a contractually negotiated interest rate available.
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
Inventories
\n
Inventories are valued at the lowest value of the cost or the net realizable
\n
value. The cost is calculated based on the average inventory valuation
\n
method and the FIFO method. The cost for work in progress and finished
\n
products includes all conversion costs and other costs incurred to get the
\n
inventories to their current location and in their current state. The conver-
\n
sion costs include the production costs and the attributed fixed and varia-
\n
ble production over-head costs (including depreciation). The net realizable
\n
value is the estimated sales price that the Group believes it will realize when
\n
selling inventory in normal business, less the estimated costs of finishing
\n
the product and the estimated costs of sales.
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
\n
\n
\n
\n
\n
\n
\n
\n\n
Financial assets at amortized cost
\n
Financial assets are classified at amortized cost when the contract has the
\n
characteristics of a basic lending arrangement and they are held with the
\n
intention of collecting the contractual cash flows until their maturity.
\n
What\u2019s Cooking\u2019s financial assets at amortized cost comprise trade and
\n
other receivables, short-term deposits and cash and cash equivalents in
\n
the balance sheet. They are valued at amortized cost using the effective
\n
interest method, less any impairments.
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
\n
\n
Impairment of financial assets
\n
At each reporting date, for the financial assets valued at amortized cost
\n
(such as trade receivables), What\u2019s Cooking Group assesses whether there
\n
are indications for impairment at individual and/or collective level. Receiva-
\n
bles deemed uncollectible are written off at each balance sheet date
\n
against the corresponding provision. When assessing a collective impair-
\n
ment, the Group uses historical information regarding the loss incurred
\n
and adjusts the results if the economic and credit conditions are such that
\n
it is probable that the actual losses will be higher or lower than historical
\n
trends suggest. Additions to and reversals of the provision for doubtful
\n
debtors relating to trade receivables are recognized in the income state-
\n
ment under \u2018Write-downs and provisions\u2019.
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
\n
\n
Bank loans
\n
Interest-bearing bank borrowings and credit excesses are initially valued at
\n
fair value and are then valued at the amortized cost price calculated on the
\n
basis of the effective interest method. Any difference between the receipts
\n
(after transaction costs) and the repayment of a loan is recognized over
\n
the loan period, in accordance with the policies for financial reporting re-
\n
garding financing costs, which are applied by the Group.
\n
\n\n
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
Trade payables
\n
Trade payables are initially booked at fair value and are then valued at the
\n
amortized cost price calculated based on the effective interest method.
\n
Considering the short-term nature of the trade liabilities in the Group, the
\n
trade liabilities are in fact booked at fair value.
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n
\n
\n
Derivatives
\n
The group uses derivatives to mitigate risks related to adverse fluctuations
\n
in exchange rates and interest rates arising from operating, financial and
\n
investment activities. The group does not use these instruments for specu-
\n
lative purposes, does not hold derivatives and does not issue derivatives for
\n
trading purposes (trading). Derivatives are initially valued at cost price and
\n
after initial recognition are valued at fair value.
\n
There are three types of hedging relationships:
\n
1. Cash flow hedges: changes in the fair value of derivatives indicated as
\n
cash flow hedges are recognized in the shareholders\u2019 equity. The non-ef-
\n
fective part is recognized in the income statement. If the cash flow hedg-
\n
es of a firm commitment or an expected future transaction leads to the
\n
recognition of a non-financial asset or a non-financial liability at the time
\n
the asset or liability is booked, the profits or losses on the derivative fi-
\n
nancial instrument previously incorporated in the shareholders\u2019 equity
\n
are recognized in the initial valuation of the asset or liability when it is
\n
booked. If the hedge of an expected future transaction leads to the inclu-
\n
sion of a financial asset or a financial liability, the related profits or losses
\n
on the derivative financial instrument recognized directly in the share-
\n
holders\u2019 equity are transferred to the income statement in the same pe-
\n
riod or periods in which the acquired asset or the commitment affects
\n
the income statement. If it is expected that (part of) the loss incorporated
\n
directly into the shareholders\u2019 equity will not be realizable in one or more
\n
future periods, the expected non-realizable part is transferred to the in-
\n
come statement. For hedges that do not lead to the recognition of an as-
\n
set or a liability, the amounts directly included in the shareholders\u2019 equity
\n
are transferred to the income statement in the same period or periods in
\n
which the hedged expected future transaction affects the profit or loss
\n
2. Fair value hedge: changes in the fair value of derivatives which were in-
\n
dicated and qualify as fair value hedges are recognized in the income
\n
statement, together with any change in the fair value of the hedged
\n
asset or the hedged liability which is to be attributed to the hedged risk.
\n
3. Hedges of a net investments in foreign entities: are processed in a similar
\n
manner as cash flow hedges. The part of the profit or loss on the hedging
\n
instrument, which is determined to be an effective hedging instrument,
\n
is recognized immediately in the shareholders\u2019 equity; the profit or loss
\n
on the non-effective part is recognized immediately in the income state-
\n
ment. The profit or loss on the hedging instrument regarding the effec-
\n
tive part of the hedge, which is directly recognized in the shareholders\u2019
\n
equity, is recognized in the income statement when the foreign entity
\n
is divested. The changes in the fair value of derivatives that are not clas-
\n
sified can be recognized immediately in the income statement as cash
\n
flow hedging.
\n
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
Dividends
\n
We recognize dividends as a liability in the period in which they are for-
\n
mally declared.
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
Provisions
\n
A provision is recognized if:
\n
a) The group has an existing obligation (legally enforceable or effective)
\n
as a result of an event in the past;
\n
b) It is probable that an outflow of resources embodying economic bene-
\n
fits will be required to settle the obligation; and
\n
c) The amount of the obligation can be reliably estimated.
\n
The amount recognized as a provision should be the best estimate of the
\n
expenses required to settle the existing liability at the balance sheet date.
\n
When the impact is significant, provisions are determined by discounting
\n
expected future cash flows using a pre-tax discount rate. This discount
\n
rate reflects the present value of money and the specific risks associated
\n
with the liability.
\n
A provision for restructuring is recognized when the Group has approved a
\n
detailed and formal restructuring plan, and the restructuring has either
\n
commenced or has been announced publicly. Charges related to the ongo-
\n
ing activities of the Group are not provided for. A provision for onerous con-
\n
tracts is measured at the present value of the lower of the expected cost of
\n
terminating the contract and the expected net cost of continuing with the
\n
contract, which is determined based on the incremental costs of fulfilling the
\n
obligation under the contract and an allocation of other costs directly relat-
\n
ed to fulfilling the contract. Before a provision is established, the group recog-
\n
nizes any impairment loss on the assets associated with that contract.
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
\n\n
\n
Employee benefits
\n
Employee benefits are all forms of compensation granted by the Entity in
\n
exchange for services rendered by employees.
\n
Employee benefits include
\n
\u2022 short-term employee benefits, such as wages, salaries and social secu-
\n
rity contributions, vacation pay, continued sick pay, profit sharing and
\n
bonuses and benefits in-kind for current employees;
\n
\u2022 post-employment benefits, such as pensions and life insurance,
\n
among others;
\n
\u2022 Other long-term employee benefits including \u201clong-term incentives\u201d (LTI);
\n
\u2022 Termination benefits
\n
Retirement benefit plans
\n
The Group provides retirement benefit plans for its employees mainly via
\n
defined contribution schemes and has a limited number of defined bene-
\n
fit pension schemes.
\n
Defined contribution plans
\n
Under these defined contribution plans, contributions paid are recog-
\n
nized immediately in the income statement.
\n
Contributions paid to these defined contribution schemes are recognized
\n
immediately in the income statement. By law, defined contribution pen-
\n
sion plans in Belgium are subject to minimum guaranteed rates of return.
\n
Hence, strictly speaking, those plans classify as defined benefit plans
\n
which would require that the \u2018projected unit credit\u2019 (PUC) method is ap-
\n
plied in measuring the liabilities. However, the IASB recognizes that the
\n
accounting for such so-called \u2018contribution-based plans\u2019 in accordance
\n
with the currently applicable defined benefit methodology is problematic
\n
(see also the IFRS Staff Paper \u2018Research project: Post-employment bene-
\n
fits\u2019 dated September 2014). Also considering the uncertainty with re-
\n
spect to the future evolution of the mini-mum guaranteed rates of return
\n
in Belgium, the Company adopted a retrospective approach whereby the
\n
net liability recognized in the statement of financial position is based on
\n
the sum of the positive differences, determined by individual plan partic-
\n
ipant, between the minimum guaranteed reserves and the accumulated
\n
contributions based on the actual rates of return at the closing date (i.e.
\n
the net liability is based on the deficit measured at intrinsic value, if any).
\n
The main difference between this retrospective approach and the pro-
\n
spective PUC method, is that benefit obligations are calculated as the
\n
discounted value of the projected benefits, assuming the minimum guar-
\n
anteed rates of return currently applicable continue to apply.
\n
Defined benefit pension plans
\n
The carrying amount on the balance sheet of defined benefit plans is de-
\n
termined by reducing the present value of the benefit obligations by the
\n
unrecognized past service cost and by the fair value of plan assets. All ac-
\n
tuarial gains and losses are recognized in comprehensive income so that
\n
the full value of the plan\u2019s deficit or surplus is recognized in the consolidat-
\n
ed statements. Interest expense and expected return on plan assets are
\n
reflected as net interest.
\n
The present value of defined benefit obligations and related pension
\n
costs are calculated by a qualified actuary using the PUC method. The
\n
discount rate used is equal to the yield at the balance sheet date on high
\n
credit quality corporate bonds with a remaining term comparable to the
\n
term of the group\u2019s obligations. The amount recognized in the income
\n
statement consists of current service cost, financing cost, expected re-
\n
turn on plan assets and actuarial gains and losses.
\n
\n
Termination benefits
\n
Termination benefits are recognized as a liability and an expense when a
\n
group entity is demonstrably committed to either:
\n
\u2022 terminate the employment of an employee or group of employees be-
\n
fore the normal retirement date;
\n
\u2022 or the allocation of termination benefits as a result of an offer to en-
\n
courage voluntary retirement (early retirement scheme).
\n
Where termination benefits are payable after twelve months following
\n
the balance sheet date, they are discounted at a discount rate equal to
\n
the yield at the balance sheet date on high credit quality corporate
\n
bonds with a remaining term comparable to the term of the group\u2019s liabil-
\n
ities.
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
Variable pay
\n
The variable pay of employees and management is calculated based on
\n
key financial figures and the balanced scorecards. The expected amount
\n
of the variable pay is recognized as a cost in the reporting period con-
\n
cerned.
\n
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
\n
\n
\n
Income taxes
\n
Income taxes include taxes on profits and deferred taxes. Both taxes are
\n
recorded in the income statement except where they relate to items in-
\n
cluded in shareholders\u2019 equity. In the latter case, recognition is via equity.
\n
Income tax is the expected tax payable on the taxable income for the pe-
\n
riod, calculated at the tax rates applicable at the balance sheet date, as
\n
well as any adjustments to tax payable in respect of previous periods. De-
\n
ferred taxes are calculated using the balance sheet method and arise
\n
mainly from the differences between the carrying value of assets and lia-
\n
bilities in the balance sheet and the tax base of these assets and liabilities.
\n
The amount of deferred taxes is based on expectations regarding the real-
\n
ization of the carrying amount of assets and liabilities using tax rates
\n
known at the balance sheet date.
\n
\n
A deferred tax asset is recognized only if it is sufficiently certain that the
\n
tax credit and unused tax losses can be offset against taxable profits in
\n
the future. Deferred tax assets are reduced to the extent that it is no
\n
longer probable that the tax savings can be realized. Deferred taxes are
\n
also calculated on temporary differences arising on investments in sub-
\n
sidiaries, except where the group can control the timing of the reversal of
\n
the temporary difference and it is unlikely that the temporary difference
\n
will reverse in the foreseeable future
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
Since the group\u2019s sales exceeded 750 million euros in previous fiscal years,
\n
country-by-country reporting formalities are from fiscal year 2024. Fur-
\n
ther GloBE rules (Pilar 2) became applicable on January 1, 2024.
\n
Global minimum load:
\n
At balance sheet date, the Group has entities in 7 countries, the parent
\n
company being located in Belgium, which has enacted new legislation
\n
for the introduction of the general minimum tax. The Group has applied a
\n
temporary mandatory exemption from deferred taxes for the effects of
\n
the top-up tax and records it as current tax when due.
\n
A new law introduced in Belgium for fiscal years after December 31, 2023
\n
has introduced a Globe addition tax. The impact of the additional tax is
\n
minor, as the effective tax rate is above 15% in all relevant countries where
\n
the group operates.
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
\n
\n\n
Revenue
\n
Revenue is recognized if it is likely that the future economic benefits relat-
\n
ing to the transaction will accrue to the Entity and the amount of the in-
\n
come can be determined reliably.
\n
Turnover is reported after deduction of turnover taxes and discounts.
\n
Sales of goods
\n
What\u2019s Cooking recognizes revenue from the following sources: delivery
\n
of products and services. What\u2019s Cooking believes that the delivery of
\n
products is the primary performance obligation. Revenue is recognized
\n
when control of a product is transferred to a customer. Customers ac-
\n
quire control when products are delivered (in accordance with applicable
\n
incoterms). The amount of revenue recognized is adjusted for volume dis-
\n
counts. No adjustment is made for returns or warranties of any kind as
\n
their effect is considered immaterial based on historical information.
\n
Breaking down revenue according to the timing of recognition, this
\n
means at a point in time or over a period of time, provides little value add-
\n
ed since service contracts are immaterial compared to total product
\n
sales.
\n
\n
In order to encourage customers to pay immediately, the Group provides
\n
cash discounts for immediate payments. Such discounts are recognized
\n
as a reduction in the revenue.
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
\n
\n
Financial income
\n
Financial income includes interest received, dividends received, foreign
\n
exchange income and the revenues from hedging instruments that are
\n
recognized in the income statement.
\n
\n
Interest income
\n
Interest is recognized on a proportional basis that takes into account the
\n
effective duration of the asset to which it relates (the effective interest
\n
method).
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
Dividends
\n
Dividends are recognized when the shareholder has obtained the right to
\n
receive payment. Exchange rate differences from non-operating activi-
\n
ties and gains from hedging instruments for non-operating activities are
\n
also presented under financial income.
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
\n\n\n\n\n\n\n\n\n\n\n\n
\n
Expenses
\n
Expenses per type of cost are shown in the income statement. Expenses
\n
that relate to the reporting period or to previous reporting periods are rec-
\n
ognized in the income statement, regardless of when the expenses are
\n
paid. Expenses can only be transferred to a subsequent period if they
\n
comply with the definition of an asset.
\n
Purchases
\n
Purchases of trade goods, raw and auxiliary materials and purchased
\n
services are recorded at cost price, after deduction of the permitted trad-
\n
ing discounts.
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
\n
Research and development, advertising and promotional
\n
costs and system development costs
\n
Research, advertising and promotional costs are recognized in profit or loss
\n
in the period in which these expenses are incurred. Development and system
\n
development costs are recognized in profit or loss in the period in which these
\n
expenses are incurred if they do not meet the criteria for capitalization.
\n
\n
\n
\n
Financing expenses
\n
Financing expenses include such things as the interest on loans, ex-
\n
change rate losses and losses on hedging instruments that are recog-
\n
nized in the income statement. Exchange rate differences from non-oper-
\n
ating activities and losses from hedging instruments for non-operating
\n
activities are also presented under financing costs.
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
Financial terminology
\n\n
\n\n\n| EBIT | \nOperating result (earnings before interest and taxation) | \n\n\n
\n\n| EBITDA | \nOperating cash flow | \n\n\n
\n\n | \nOperating result (EBIT)+ depreciation, write-downs | \n\n\n
\n\n | \nand impairments of assets and negative goodwill | \n\n\n
\n\n| UEBIT | \nOperating result (EBIT) before non-underlying | \n\n\n
\n\n | \nexpenses and revenues | \n\n\n
\n\n\n\n\n
\n\n\n
\n
\n
\n\n\n| UEBITDA | \nOperating cash flow before non-underlying expenses | \n\n\n
\n\n | \nand revenues | \n\n\n
\n\n | \nOperating result before non-underlying expenses and | \n\n\n
\n\n | \nrevenues (UEBIT)+ depreciations, write-downs and | \n\n\n
\n\n | \nimpairments of assets and negative goodwill | \n\n\n
\n\n\n\n\n
\n\n\n
\n
\n\n
\n
\n\n\n| Non-underlying | \nOperating revenues and expenses related to restruc- | \n\n\n
\n\n| income and | \nturing, impairments, discontinued operations and | \n\n\n
\n\n| expenses | \nother activities and transactions with a one-off impact | \n\n\n
\n\n\n\n\n
\n\n\n
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n",
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"value": "\n
\n
\nDeclaration of conformity
\nWhat\u2019s Cooking Group NV (\u201cthe Entity\u201d) is an entity domiciled in Belgium.
\nThe entity\u2019s consolidated financial statements include the entity What\u2019s
\nCooking Group NV and its subsidiaries (together referred to as \u201cthe
\ngroup\u201d).
\n\n
The consolidated financial statements were released for publica-
\n
tion by the board of directors on April 16, 2026.
\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n
The consolidated financial
\n
statements have been prepared in accordance with \u201cInternational Finan-
\n
cial Reporting Standards (IFRS)\u201d as accepted within the European Union.
\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\nThe consolidated accounts are presented in EUR thousand. The valuation
\nrules have been applied uniformly throughout the Group and are consist-
\nent with the previous financial year.
\n\n
Standards and interpretations applicable for the fiscal year
\n
beginning January 1, 2025
\n
\u2022 Amendments to IAS 21 The Effects of Changes in Foreign Exchange
\n
Rates: Lack of Exchangeability, issued on 15 august 2023, clarify when
\n
a currency is exchangeable into another currency (and when it is not).
\n
The above standards does not have a material impact on the balance sheet.
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
Standards and interpretations published, but not yet
\n
applicable for the fiscal year beginning on january 1st 2025.
\n
\u2022 Amendments to the Classification and Measurement of Financial Instru-
\n
ments\u2014Amendments to IFRS 9 and IFRS 7, issued on 30 May 2024, will
\n
address diversity in accounting practice by making the requirements
\n
more understandable and consistent. The amendments include:
\n
- Clarifications on the classification of financial assets with envi-
\n
ronmental, social and corporate governance (ESG) and similar
\n
features\u2014ESG-linked features in loans could affect whether the
\n
loans are measured at amortized cost or fair value. To resolve any
\n
potential diversity in practice, the amendments clarify how the
\n
contractual cash flows on such loans should be assessed.
\n
- Clarifications on the date on which a financial asset or financial
\n
liability is derecognized. The IASB also decided to develop an ac-
\n
counting policy option to allow a company to derecognize a fi-
\n
nancial liability before it delivers cash on the settlement date if
\n
specified criteria are met.
\n
- The International Accounting Standards Board has also intro-
\n
duced additional disclosure requirements to enhance transpar-
\n
ency for investors regarding investments in equity instruments
\n
designated at fair value through other comprehensive income
\n
and financial instruments with contingent features, for example
\n
features tied to ESG-linked targets.
\n
- The amendments are effective for annual reporting periods be-
\n
ginning on or after 1 January 2026 with early adoption permitted.
\n
These amendments have been endorsed by the EU.
\n
\u2022 Contracts Referencing Nature-dependent Electricity - Amendments to
\n
IFRS 9 and IFRS 7, issued on 18 December 2024, will help entities better
\n
report on the financial effects of nature-dependent electricity contracts,
\n
which are often structured as power purchase agreements (PPAs). Na-
\n
ture-dependent electricity contracts help entities to secure their electric-
\n
ity supply from sources such as wind and solar power. The amount of
\n
electricity generated under these contracts can vary based on uncon-
\n
trollable factors such as weather conditions. Current accounting re-
\n
quirements may not adequately capture how these contracts affect an
\n
entity\u2019s performance.
\n
The amendments include:
\n
- clarifying the application of the \u2018own use\u2019 requirements;
\n
- permitting hedge accounting if these contracts are used as
\n
hedging instruments; and
\n
- adding new disclosure requirements to enable investors to un
\n
derstand the effect of these contracts on a company\u2019s finan
\n
cial performance and cash flows.
\n
The amendments are effective for annual reporting periods beginning
\n
on or after 1 January 2026 with early adoption permitted. These
\n
amendments have been endorsed by the EU.
\n
The group does not have the intention to early apply the standard.
\n
\u2022 Annual Improvements Volume 11, issued on 18 July 2024, include clari-
\n
fications, simplifications, corrections and changes aimed at improving
\n
the consistency of several IFRS Accounting Standards.
\n
The amended Standards are:
\n
- IFRS 1 First-time Adoption of International Financial Reporting
\n
Standards;
\n
- IFRS 7 Financial Instruments: Disclosures and its accompanying
\n
Guidance on implementing IFRS 7;
\n
IFRS 9 Financial Instruments;
\n
IFRS 10 Consolidated Financial Statements; and
\n
IAS 7 Statement of Cash Flows.
\n
The amendments are effective for annual reporting periods be-
\n
ginning on or after 1 January 2026 with early adoption permitted.
\n
These amendments have been endorsed by the EU.
\n
\u2022 IFRS 18 Presentation and disclosure in financial statements, published
\n
April 9, 2024, will replace IAS 1 Presentation of Financial Statements.
\n
The new standard introduces the following key new requirements:
\n
- Entities are required to classify all income and expenses into five
\n
categories in the statement of profit or loss, namely the operat-
\n
ing, investing, financing, discontinued operations and income tax
\n
categories. Entities are also required to present newly defined op-
\n
erating profit subtotal. Entities\u2019 net profit will not change.
\n
- Management-defined performance measures (MPMs) are dis-
\n
closed in a single note in the financial statements.
\n
- Enhanced guidance is provided on how to group information in
\n
the financial statements.
\n
- In addition, all entities are required to use the operating profit sub-
\n
total as the starting point for the statement of cash flows when
\n
presenting operating cash flows under the indirect method.
\n
The standard is effective for annual reporting periods beginning
\n
on or after 1 January 2027 with early adoption permitted.
\n
\u2022 IFRS 19 Subsidiaries without Public Accountability: Disclosures, pub-
\n
lished May 9, 2024, and the amendments, issued on 21 August 2025,
\n
will allow eligible subsidiaries to apply IFRS Accounting Standards with
\n
reduced disclosure requirements. A subsidiary will be to apply the new
\n
standard in its consolidated, separate or individual financial state-
\n
ments provided that, at the reporting date:
\n
- it does not have public accountability; and
\n
- its parent produces consolidated financial statements under IFRS
\n
Accounting Standards.
\n
The standard is effective for annual reporting periods beginning on or af-
\n
ter 1 January 2027 with early adoption permitted. The standard has not
\n
yet been endorsed by the EU.
\n
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n
\u2022 IAS 21 \u2013 Translation into a Presentation Currency of a Hyperinflationary
\n
Economy: Amendments Published on 13 November 2025
\n
The amendments clarify how entities should translate financial state-
\n
ments from a non-hyperinflationary currency into a hyperinflationary
\n
presentation currency. The aim is to reduce diversity in practice and im-
\n
prove the usefulness of information for users of the financial statements.
\n
The amendments specify that:
\n
- an entity with a non-hyperinflationary functional currency must
\n
use the closing rate at the end of the reporting period when trans-
\n
lating all amounts in the financial statements (including compar-
\n
ative figures) into its presentation currency; and
\n
- an entity must use the closing rate at the end of the reporting pe-
\n
riod when translating all amounts (except comparative figures)
\n
of a foreign operation with a non-hyperinflationary functional
\n
currency, and must apply the general price index to restate the
\n
comparative figures.
\n
The amendments are effective for annual reporting periods beginning on
\n
or after 1 January 2027, with early application permitted. The standard
\n
has not yet been endorsed by the EU.
\n
A number of new accounting standards and amendments to accounting
\n
standards are effective for annual periods beginning after 1 January
\n
2025. The Group has not early adopted any of the forthcoming new or
\n
amended accounting standards in preparing these consolidated finan-
\n
cial statements.
\n
The group will provide necessary system modifications in a timely man-
\n
ner to comply with these new changes to standards.
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n",
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"period": "2025-01-01T00:00:00/2026-01-01T00:00:00"
}
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"Tag252": {
"value": "\nThe consolidated financial statements were released for publica-
\ntion by the board of directors on April 16, 2026.
\n\n\n\n\n\n\n\n\n\n\n\n\n\n",
"dimensions": {
"concept": "ifrs-full:DisclosureOfAuthorisationOfFinancialStatementsExplanatory",
"language": "en",
"entity": "scheme:549300EOHIZUJWKQ3G67",
"period": "2025-01-01T00:00:00/2026-01-01T00:00:00"
}
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"Tag253": {
"value": "\nThe consolidated financial
\nstatements have been prepared in accordance with \u201cInternational Finan-
\ncial Reporting Standards (IFRS)\u201d as accepted within the European Union.
\n\n\n\n\n\n\n\n\n\n\n\n\n\n",
"dimensions": {
"concept": "ifrs-full:StatementOfIFRSCompliance",
"language": "en",
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"period": "2025-01-01T00:00:00/2026-01-01T00:00:00"
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"Tag254": {
"value": "\nStandards and interpretations applicable for the fiscal year
\nbeginning January 1, 2025
\n\u2022 Amendments to IAS 21 The Effects of Changes in Foreign Exchange
\nRates: Lack of Exchangeability, issued on 15 august 2023, clarify when
\na currency is exchangeable into another currency (and when it is not).
\nThe above standards does not have a material impact on the balance sheet.
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n",
"dimensions": {
"concept": "ifrs-full:DisclosureOfFirstTimeAdoptionExplanatory",
"language": "en",
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"period": "2025-01-01T00:00:00/2026-01-01T00:00:00"
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"Tag255": {
"value": "\nStandards and interpretations published, but not yet
\napplicable for the fiscal year beginning on january 1st 2025.
\n\u2022 Amendments to the Classification and Measurement of Financial Instru-
\nments\u2014Amendments to IFRS 9 and IFRS 7, issued on 30 May 2024, will
\naddress diversity in accounting practice by making the requirements
\nmore understandable and consistent. The amendments include:
\n- Clarifications on the classification of financial assets with envi-
\nronmental, social and corporate governance (ESG) and similar
\nfeatures\u2014ESG-linked features in loans could affect whether the
\nloans are measured at amortized cost or fair value. To resolve any
\npotential diversity in practice, the amendments clarify how the
\ncontractual cash flows on such loans should be assessed.
\n- Clarifications on the date on which a financial asset or financial
\nliability is derecognized. The IASB also decided to develop an ac-
\ncounting policy option to allow a company to derecognize a fi-
\nnancial liability before it delivers cash on the settlement date if
\nspecified criteria are met.
\n- The International Accounting Standards Board has also intro-
\nduced additional disclosure requirements to enhance transpar-
\nency for investors regarding investments in equity instruments
\ndesignated at fair value through other comprehensive income
\nand financial instruments with contingent features, for example
\nfeatures tied to ESG-linked targets.
\n- The amendments are effective for annual reporting periods be-
\nginning on or after 1 January 2026 with early adoption permitted.
\nThese amendments have been endorsed by the EU.
\n\u2022 Contracts Referencing Nature-dependent Electricity - Amendments to
\nIFRS 9 and IFRS 7, issued on 18 December 2024, will help entities better
\nreport on the financial effects of nature-dependent electricity contracts,
\nwhich are often structured as power purchase agreements (PPAs). Na-
\nture-dependent electricity contracts help entities to secure their electric-
\nity supply from sources such as wind and solar power. The amount of
\nelectricity generated under these contracts can vary based on uncon-
\ntrollable factors such as weather conditions. Current accounting re-
\nquirements may not adequately capture how these contracts affect an
\nentity\u2019s performance.
\nThe amendments include:
\n- clarifying the application of the \u2018own use\u2019 requirements;
\n- permitting hedge accounting if these contracts are used as
\nhedging instruments; and
\n- adding new disclosure requirements to enable investors to un
\nderstand the effect of these contracts on a company\u2019s finan
\ncial performance and cash flows.
\nThe amendments are effective for annual reporting periods beginning
\non or after 1 January 2026 with early adoption permitted. These
\namendments have been endorsed by the EU.
\nThe group does not have the intention to early apply the standard.
\n\u2022 Annual Improvements Volume 11, issued on 18 July 2024, include clari-
\nfications, simplifications, corrections and changes aimed at improving
\nthe consistency of several IFRS Accounting Standards.
\nThe amended Standards are:
\n- IFRS 1 First-time Adoption of International Financial Reporting
\nStandards;
\n- IFRS 7 Financial Instruments: Disclosures and its accompanying
\nGuidance on implementing IFRS 7;
\n IFRS 9 Financial Instruments;
\n IFRS 10 Consolidated Financial Statements; and
\n IAS 7 Statement of Cash Flows.
\n The amendments are effective for annual reporting periods be-
\nginning on or after 1 January 2026 with early adoption permitted.
\n These amendments have been endorsed by the EU.
\n\u2022 IFRS 18 Presentation and disclosure in financial statements, published
\nApril 9, 2024, will replace IAS 1 Presentation of Financial Statements.
\nThe new standard introduces the following key new requirements:
\n- Entities are required to classify all income and expenses into five
\ncategories in the statement of profit or loss, namely the operat-
\ning, investing, financing, discontinued operations and income tax
\ncategories. Entities are also required to present newly defined op-
\nerating profit subtotal. Entities\u2019 net profit will not change.
\n- Management-defined performance measures (MPMs) are dis-
\nclosed in a single note in the financial statements.
\n- Enhanced guidance is provided on how to group information in
\nthe financial statements.
\n- In addition, all entities are required to use the operating profit sub-
\ntotal as the starting point for the statement of cash flows when
\npresenting operating cash flows under the indirect method.
\n The standard is effective for annual reporting periods beginning
\non or after 1 January 2027 with early adoption permitted.
\n\u2022 IFRS 19 Subsidiaries without Public Accountability: Disclosures, pub-
\nlished May 9, 2024, and the amendments, issued on 21 August 2025,
\nwill allow eligible subsidiaries to apply IFRS Accounting Standards with
\nreduced disclosure requirements. A subsidiary will be to apply the new
\nstandard in its consolidated, separate or individual financial state-
\nments provided that, at the reporting date:
\n- it does not have public accountability; and
\n- its parent produces consolidated financial statements under IFRS
\nAccounting Standards.
\nThe standard is effective for annual reporting periods beginning on or af-
\nter 1 January 2027 with early adoption permitted. The standard has not
\nyet been endorsed by the EU.
\n
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\u2022 IAS 21 \u2013 Translation into a Presentation Currency of a Hyperinflationary
\nEconomy: Amendments Published on 13 November 2025
\nThe amendments clarify how entities should translate financial state-
\nments from a non-hyperinflationary currency into a hyperinflationary
\npresentation currency. The aim is to reduce diversity in practice and im-
\nprove the usefulness of information for users of the financial statements.
\nThe amendments specify that:
\n- an entity with a non-hyperinflationary functional currency must
\nuse the closing rate at the end of the reporting period when trans-
\nlating all amounts in the financial statements (including compar-
\native figures) into its presentation currency; and
\n- an entity must use the closing rate at the end of the reporting pe-
\nriod when translating all amounts (except comparative figures)
\nof a foreign operation with a non-hyperinflationary functional
\ncurrency, and must apply the general price index to restate the
\ncomparative figures.
\nThe amendments are effective for annual reporting periods beginning on
\nor after 1 January 2027, with early application permitted. The standard
\nhas not yet been endorsed by the EU.
\nA number of new accounting standards and amendments to accounting
\nstandards are effective for annual periods beginning after 1 January
\n2025. The Group has not early adopted any of the forthcoming new or
\namended accounting standards in preparing these consolidated finan-
\ncial statements.
\nThe group will provide necessary system modifications in a timely man-
\nner to comply with these new changes to standards.
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n",
"dimensions": {
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"Tag259": {
"value": "\n
\nConsolidation principles
\nThe consolidated financial statements include the financial data of
\nWhat\u2019s Cooking Group NV and its subsidiaries, joint venture and associ-
\nate. A list of these entities is included in note 35.
\n\n
Subsidiaries included in the consolidation using the integral
\n
method
\n
The following factors are also considered in determining control:
\n
\u2022 The purpose and design of the investee;
\n
\u2022 What the relevant activities are and how decisions on those activities
\n
are made;
\n
\u2022 Whether the investor\u2019s rights allow him to direct the relevant activities
\n
on an ongoing basis;
\n
\u2022 Whether the investor is exposed to, or has rights to, variable returns
\n
from its involvement in the investee; and
\n
\u2022 Whether the investor has the ability to use its power over the investee
\n
to influence the extent of the investor\u2019s returns.
\n
The financial statements of subsidiaries included in discontinued opera-
\n
tions are included in the consolidated financial statements as assets held
\n
for sale and liabilities directly associated with assets held for sale. (list cfr.
\n
Note 35)
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n2. Consolidation perimeter
\nThe group\u2019s consolidated financial statements for 2025 include What\u2019s
\nCooking Group NV and consolidated subsidiaries wholly controlled by
\nWhat\u2019s Cooking? (Note 35).
\n\u2022 The Group accounts for business combinations under the acquisition
\nmethod when the acquired set of activities and assets meets the defi-
\nnition of a business and control is transferred to the Group. In determin-
\ning whether a particular set of activities and assets is a business, the
\nGroup assesses whether the set of assets and activities acquired in-
\ncludes, at a minimum, an input and substantive process and whether
\nthe acquired set has the ability to produce outputs.
\n\u2022 The consideration transferred in the acquisition is generally measured
\nat fair value, as are the identifiable net assets acquired. Any goodwill
\nthat arises is tested annually for impairment.
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n",
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},
"Tag261": {
"value": "\nSubsidiaries included in the consolidation using the integral
\nmethod
\nThe following factors are also considered in determining control:
\n\u2022 The purpose and design of the investee;
\n\u2022 What the relevant activities are and how decisions on those activities
\nare made;
\n\u2022 Whether the investor\u2019s rights allow him to direct the relevant activities
\non an ongoing basis;
\n\u2022 Whether the investor is exposed to, or has rights to, variable returns
\nfrom its involvement in the investee; and
\n\u2022 Whether the investor has the ability to use its power over the investee
\nto influence the extent of the investor\u2019s returns.
\nThe financial statements of subsidiaries included in discontinued opera-
\ntions are included in the consolidated financial statements as assets held
\nfor sale and liabilities directly associated with assets held for sale. (list cfr.
\nNote 35)
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n",
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"Tag262": {
"value": "\nForeign currencies
\nForeign currency transactions
\nIn the individual entities of the group, foreign currency transactions are
\nrecorded at the exchange rate applicable on the transaction date. Mone-
\ntary assets and liabilities denominated in foreign currencies are translat-
\ned at the closing rate applicable at the balance sheet date. Gains and
\nlosses resulting from foreign currency transactions and from the transla-
\ntion of monetary assets and liabilities denominated in foreign currencies
\nare recognized in the income statement. Gains or losses on a non-mone-
\ntary item are recognized in equity. For non-monetary items for which the
\ngain or loss was recognized directly in equity, any foreign exchange com-
\nponent of that gain or loss is also recognized in equity.Exchange differ-
\nences arising from a monetary item included in the net investment in a
\nforeign operation are recognized in other comprehensive income in the
\nGroup\u2019s consolidated financial statements and are reclassified to profit or
\nloss on disposal of the net investment.
\nFrom 1/1/2022, the Group designated as part of its net investment its re-
\nceivable from its foreign operation in Poland (in the amount of EUR 10 mil-
\nlion, increased by EUR 6 million in 2024) for which no repayment is
\nplanned in the near future. From this date, the related translation differ-
\nences are recognized in other comprehensive income on the line \u2018\u2019Transla-
\ntion differences\u2019\u2019. (IAS 21.15)
\nFinancial statements of foreign operations
\n
\n\n
All foreign operations of the Group are located in the Euro zone, with the
\n
exception of What\u2019s Cooking Deeside Ltd and What\u2019s Cooking Polska Sp.
\n
Z.o.o. in Polish zloty.
\n\n\n\n\n\n\n\n\n\n\n\n\n\n
The assets and liabilities of these foreign entities, are
\ntranslated to euro at the exchange rate applicable at the balance sheet
\ndate. The income statement of these entities is converted monthly into
\neuro at average rates approximating the exchange rate of the transac-
\ntion date. Any resulting translation differences are recognized directly
\nthrough equity.
\nFor the financial statements, we used the following exchange rate:
\n1 euro equals:
\n\n
\n\n\n | \n2025 | \n2024 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n| British pound | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Closing rate | \n0.8712 | \n0.8295 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Average rate | \n0.8562 | \n0.8474 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Polish zloty | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Closing rate | \n4.2267 | \n4.2730 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Average rate | \n4.2416 | \n4.3048 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n",
"dimensions": {
"concept": "ifrs-full:DescriptionOfAccountingPolicyForForeignCurrencyTranslationExplanatory",
"language": "en",
"entity": "scheme:549300EOHIZUJWKQ3G67",
"period": "2025-01-01T00:00:00/2026-01-01T00:00:00"
}
},
"Tag263": {
"value": "\nAll foreign operations of the Group are located in the Euro zone, with the
\nexception of What\u2019s Cooking Deeside Ltd and What\u2019s Cooking Polska Sp.
\nZ.o.o. in Polish zloty.
\n\n\n\n\n\n\n\n\n\n\n\n\n\n",
"dimensions": {
"concept": "ifrs-full:DescriptionOfAccountingPolicyForFunctionalCurrencyExplanatory",
"language": "en",
"entity": "scheme:549300EOHIZUJWKQ3G67",
"period": "2025-01-01T00:00:00/2026-01-01T00:00:00"
}
},
"Tag265": {
"value": "\nSegment information
\nIFRS 8 defines an operating segment as a component of an entity whose
\noperating results are regularly reviewed by the entity\u2019s chief operating
\ndecision maker to make decisions about resources to be allocated to the
\nsegment and to evaluate its financial performance, and for which dis-
\ncrete financial information is available. On 10 January 2025, What\u2019s
\nCooking sold its \u2018Processed Meats\u2019 business segment. After a thorough
\nanalysis of the organisational structure, internal reporting flows and deci-
\nsion-making processes, What\u2019s Cooking Group concluded that it operates
\nas one integrated business unit. Previously, the group had two main re-
\nportable segments.
\nThe decision to report as one integrated business unit is based on, among
\nothers, the following criteria:
\n\u2022 The company offers a coherent range of ready-made meals to con-
\nsumers. The company sells its products exclusively through the B2B
\nchannel and has no significant direct-to-consumer sales.
\n\u2022 There is no meaningful distinction in strategy, distribution channels or
\nmarket approach within the group. Hard discount, retail, foodservice
\nand wholesale are often grouped together and are not clearly distin-
\nguishable. In some cases, these channels are even combined within
\noverarching purchasing organisations.
\n\u2022 Given the size of the group, it is managed by a centralised manage-
\nment team. The CEO (=Chief operating decision maker) and his execu-
\ntive committee assess financial performance on a consolidated basis,
\nnot by product line or geography. Production sites may vary depend-
\ning on available capacity. Our production sites serve multiple coun-
\ntries. Group management makes central decisions regarding produc-
\ntion location, tender pricing, product development and quality
\nrequirements. Our transfer pricing model also reflects this centralised
\napproach. Volumes and margins are reviewed at group level.
\n\u2022 Decisions regarding resource allocation\u2014such as investments, staff-
\ning and budgeting\u2014are made centrally. The Board of Directors ap-
\nproves a single budget. Group management has the freedom to allo-
\ncate all activities.
\n\u2022 Revenue streams show comparable margins, growth patterns and risk
\nprofiles. No part of the business demonstrates a clearly distinct eco-
\nnomic performance that would justify separate segment reporting.
\n\u2022 The internal financial reports presented to the executive committee
\nand the Board of Directors do not include a breakdown into multiple
\noperating components.
\n\u2022 Performance indicators, KPI\u2019s and forecasts are prepared at group level.
\n\u2022 The group\u2019s value creation is driven by integrated processes rather
\nthan independent business activities.
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n",
"dimensions": {
"concept": "ifrs-full:DescriptionOfAccountingPolicyForSegmentReportingExplanatory",
"language": "en",
"entity": "scheme:549300EOHIZUJWKQ3G67",
"period": "2025-01-01T00:00:00/2026-01-01T00:00:00"
}
},
"Tag268": {
"value": "\n
\n\n
Intangible assets
\n
Intangible assets are initially measured at cost. Intangible assets are rec-
\n
ognized if it is probable that the Entity will enjoy the future economic ben-
\n
efits associated with them and if their cost can be measured reliably. Af-
\n
ter their initial recognition, intangible assets are measured at cost less
\n
accumulated amortization and any accumulated impairment losses. In-
\n
tangible assets are amortized on a straight-line basis over their best esti-
\n
mated useful lives. The amortization period and the amortization method
\n
used are reassessed each year at the close of the reporting period.
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
\n\n
\n
\n
Research and development
\n
Expenditure on research activities, undertaken with the prospect of gain-
\n
ing new scientific or technological knowledge, is recognized in the income
\n
statement as an expense as incurred. Expense for development activities,
\n
in which research findings are applied to a plan or design for the produc-
\n
tion of new or substantially improved products and processes, is capital-
\n
ized if the product or process is technically and commercially feasible
\n
and the group has sufficient resources available for its completion. The
\n
capitalized expense includes the cost of raw materials, direct labor costs
\n
and a proportionate share of overhead costs. Capitalized development
\n
expenditure is measured at cost less accumulated amortization and im-
\n
pairment losses.
\n
All other development expenses are expensed as incurred. Since the devel-
\n
opment expenses of What\u2019s Cooking in 2025 and 2024 did not meet the
\n
IFRS criteria for capitalization, these expenses were expensed in the in-
\n
come statement.
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
Other intangible assets
\n
Other expenses for internally generated intangible assets, e.g. trade-
\n
marks, are expensed as incurred. Other intangible assets such as trade-
\n
mark patents, computer software, acquired by the group, are measured
\n
at cost less accumulated amortization and impairment losses. In 2025
\n
and 2024, the consolidated other intangible assets of What\u2019s Cooking
\n
consisted mainly of computer software and the capitalized customer
\n
portfolios acquired from the acquisitions.
\n
Depreciation
\n
Intangible assets are amortized using the straight-line method over their
\n
expected useful lives from the date they are placed in service.
\n
We apply these depreciation rates:
\n
\n
\n\n\n| Research and development | \n33.30% | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Computer software | \n20% | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Brand patents | \n10% | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Brand names | \n10%, 20% | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Client relationships | \n7% | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
\n
\n
\n
Goodwill
\n
\n
We speak of goodwill when the cost of a business combination at the ac-
\n
quisition date exceeds the group\u2019s interest in the net fair value of the ac-
\n
quiree\u2019s identifiable assets, liabilities and contingent liabilities. Goodwill is
\n
initially recognized as an asset at cost and is subsequently measured at
\n
cost less any accumulated impairment losses.
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
The cash-generating unit to which goodwill has been allocated is tested
\n
for impairment annually. This is also done whenever there is an indication
\n
that the unit may be impaired by comparing the carrying amount of the
\n
unit with its recoverable amount. If the recoverable amount of the unit is
\n
less than the carrying amount, the impairment loss is allocated first to
\n
the carrying amount of goodwill allocated to the unit and then to the oth-
\n
er assets of the unit in proportion to the carrying amount of each asset in
\n
the unit. An impairment loss recognized for goodwill cannot be reversed in
\n
a subsequent period. When a subsidiary or joint venture is sold, the allo-
\n
cated goodwill is included in the determination of the gain or loss on sale.
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n",
"dimensions": {
"concept": "ifrs-full:DescriptionOfAccountingPolicyForIntangibleAssetsAndGoodwillExplanatory",
"language": "en",
"entity": "scheme:549300EOHIZUJWKQ3G67",
"period": "2025-01-01T00:00:00/2026-01-01T00:00:00"
}
},
"Tag266": {
"value": "\nIntangible assets
\nIntangible assets are initially measured at cost. Intangible assets are rec-
\nognized if it is probable that the Entity will enjoy the future economic ben-
\nefits associated with them and if their cost can be measured reliably. Af-
\nter their initial recognition, intangible assets are measured at cost less
\naccumulated amortization and any accumulated impairment losses. In-
\ntangible assets are amortized on a straight-line basis over their best esti-
\nmated useful lives. The amortization period and the amortization method
\nused are reassessed each year at the close of the reporting period.
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n
Research and development
\n
Expenditure on research activities, undertaken with the prospect of gain-
\n
ing new scientific or technological knowledge, is recognized in the income
\n
statement as an expense as incurred. Expense for development activities,
\n
in which research findings are applied to a plan or design for the produc-
\n
tion of new or substantially improved products and processes, is capital-
\n
ized if the product or process is technically and commercially feasible
\n
and the group has sufficient resources available for its completion. The
\n
capitalized expense includes the cost of raw materials, direct labor costs
\n
and a proportionate share of overhead costs. Capitalized development
\n
expenditure is measured at cost less accumulated amortization and im-
\n
pairment losses.
\n
All other development expenses are expensed as incurred. Since the devel-
\n
opment expenses of What\u2019s Cooking in 2025 and 2024 did not meet the
\n
IFRS criteria for capitalization, these expenses were expensed in the in-
\n
come statement.
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n
Other intangible assets
\nOther expenses for internally generated intangible assets, e.g. trade-
\nmarks, are expensed as incurred. Other intangible assets such as trade-
\nmark patents, computer software, acquired by the group, are measured
\nat cost less accumulated amortization and impairment losses. In 2025
\nand 2024, the consolidated other intangible assets of What\u2019s Cooking
\nconsisted mainly of computer software and the capitalized customer
\nportfolios acquired from the acquisitions.
\nDepreciation
\nIntangible assets are amortized using the straight-line method over their
\nexpected useful lives from the date they are placed in service.
\nWe apply these depreciation rates:
\n\n
\n\n\n| Research and development | \n33.30% | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Computer software | \n20% | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Brand patents | \n10% | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Brand names | \n10%, 20% | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Client relationships | \n7% | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n",
"dimensions": {
"concept": "ifrs-full:DescriptionOfAccountingPolicyForIntangibleAssetsOtherThanGoodwillExplanatory",
"language": "en",
"entity": "scheme:549300EOHIZUJWKQ3G67",
"period": "2025-01-01T00:00:00/2026-01-01T00:00:00"
}
},
"Tag270": {
"value": "\nResearch and development
\nExpenditure on research activities, undertaken with the prospect of gain-
\ning new scientific or technological knowledge, is recognized in the income
\nstatement as an expense as incurred. Expense for development activities,
\nin which research findings are applied to a plan or design for the produc-
\ntion of new or substantially improved products and processes, is capital-
\nized if the product or process is technically and commercially feasible
\nand the group has sufficient resources available for its completion. The
\ncapitalized expense includes the cost of raw materials, direct labor costs
\nand a proportionate share of overhead costs. Capitalized development
\nexpenditure is measured at cost less accumulated amortization and im-
\npairment losses.
\nAll other development expenses are expensed as incurred. Since the devel-
\nopment expenses of What\u2019s Cooking in 2025 and 2024 did not meet the
\nIFRS criteria for capitalization, these expenses were expensed in the in-
\ncome statement.
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n",
"dimensions": {
"concept": "ifrs-full:DescriptionOfAccountingPolicyForResearchAndDevelopmentExpenseExplanatory",
"language": "en",
"entity": "scheme:549300EOHIZUJWKQ3G67",
"period": "2025-01-01T00:00:00/2026-01-01T00:00:00"
}
},
"Tag271": {
"value": "\n
\n\n
\n
Goodwill
\n
\n
We speak of goodwill when the cost of a business combination at the ac-
\n
quisition date exceeds the group\u2019s interest in the net fair value of the ac-
\n
quiree\u2019s identifiable assets, liabilities and contingent liabilities. Goodwill is
\n
initially recognized as an asset at cost and is subsequently measured at
\n
cost less any accumulated impairment losses.
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
The cash-generating unit to which goodwill has been allocated is tested
\n
for impairment annually. This is also done whenever there is an indication
\n
that the unit may be impaired by comparing the carrying amount of the
\n
unit with its recoverable amount. If the recoverable amount of the unit is
\n
less than the carrying amount, the impairment loss is allocated first to
\n
the carrying amount of goodwill allocated to the unit and then to the oth-
\n
er assets of the unit in proportion to the carrying amount of each asset in
\n
the unit. An impairment loss recognized for goodwill cannot be reversed in
\n
a subsequent period. When a subsidiary or joint venture is sold, the allo-
\n
cated goodwill is included in the determination of the gain or loss on sale.
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n",
"dimensions": {
"concept": "ifrs-full:DescriptionOfAccountingPolicyForGoodwillExplanatory",
"language": "en",
"entity": "scheme:549300EOHIZUJWKQ3G67",
"period": "2025-01-01T00:00:00/2026-01-01T00:00:00"
}
},
"Tag272": {
"value": "\n
\nGoodwill
\n\n
We speak of goodwill when the cost of a business combination at the ac-
\n
quisition date exceeds the group\u2019s interest in the net fair value of the ac-
\n
quiree\u2019s identifiable assets, liabilities and contingent liabilities. Goodwill is
\n
initially recognized as an asset at cost and is subsequently measured at
\n
cost less any accumulated impairment losses.
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n
The cash-generating unit to which goodwill has been allocated is tested
\nfor impairment annually. This is also done whenever there is an indication
\nthat the unit may be impaired by comparing the carrying amount of the
\nunit with its recoverable amount. If the recoverable amount of the unit is
\nless than the carrying amount, the impairment loss is allocated first to
\nthe carrying amount of goodwill allocated to the unit and then to the oth-
\ner assets of the unit in proportion to the carrying amount of each asset in
\nthe unit. An impairment loss recognized for goodwill cannot be reversed in
\na subsequent period. When a subsidiary or joint venture is sold, the allo-
\ncated goodwill is included in the determination of the gain or loss on sale.
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n",
"dimensions": {
"concept": "ifrs-full:DescriptionOfAccountingPolicyForBusinessCombinationsAndGoodwillExplanatory",
"language": "en",
"entity": "scheme:549300EOHIZUJWKQ3G67",
"period": "2025-01-01T00:00:00/2026-01-01T00:00:00"
}
},
"Tag273": {
"value": "\nWe speak of goodwill when the cost of a business combination at the ac-
\nquisition date exceeds the group\u2019s interest in the net fair value of the ac-
\nquiree\u2019s identifiable assets, liabilities and contingent liabilities. Goodwill is
\ninitially recognized as an asset at cost and is subsequently measured at
\ncost less any accumulated impairment losses.
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n",
"dimensions": {
"concept": "ifrs-full:DescriptionOfAccountingPolicyForBusinessCombinationsExplanatory",
"language": "en",
"entity": "scheme:549300EOHIZUJWKQ3G67",
"period": "2025-01-01T00:00:00/2026-01-01T00:00:00"
}
},
"Tag275": {
"value": "\n
\n
\n
\nTangible assets
\nTangible non-current assets are recognized if it is probable that future
\neconomic benefits associated with the asset will flow to the Entity and the
\ncost of the asset can be measured reliably.
\nOwned tangible non-current assets are stated at cost or manufacturing
\ncost less accumulated depreciation and any accumulated impairment
\nlosses. Cost includes, in addition to the purchase price, non-refundable
\ntaxes, if applicable, and any directly attributable costs to make the asset
\nready for use. The manufacturing cost of self-produced property, plant
\nand equipment includes the direct cost of materials, direct manufactur-
\ning costs, a proportionate share of the fixed costs of materials and manu-
\nfacturing, and a proportionate share of the depreciation and write-downs
\nof assets used in manufacture. Subsequent costs are recognized in the
\nbalance sheet in the carrying amount of an asset, or as a separate asset,
\nonly when it is probable that future economic benefits associated with
\nthe item will flow to the group and the cost of the item can be reliably.
\n
\n\n
Improvement works are capitalized and depreciated over 4 years. Other
\n
repair and maintenance costs are recognized in profit or loss in the period
\n
in which they are incurred.
\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n
Property, plant and equipment are depreciated using the straight-line
\n
from the date they are put into service over their expected useful lives.
\n
The main depreciation rates currently applied are:
\n
\n
\n\n\n| Buildings | \n2; 3,33; 4 ,5 & 6% | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Installations | \n5, 7.5, & 10 % | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Machines and equipment | \n14,3; 20 & 33,3 % | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Furniture and rolling equipment | \n14,3; 20 & 33,3 % | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Other tangible non-current assets | \n10 & 20 % | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
Land is not depreciated as it is assumed to have an unlimited useful life.
\n
\n\n\n\n
\n
\n
\n
Impairment losses on intangible and tangible assets (other than good-
\n
will): at each reporting date, the Group reviews its carrying amounts of
\n
tangible and intangible assets to determine whether there is any indica-
\n
tion that an asset may be impaired. If any such indication exists, the re-
\n
coverable amount of the asset is estimated in order to determine the im-
\n
pairment loss (if any). However, if it is not possible to determine the
\n
recoverable amount of an individual asset, the group estimates the recov-
\n
erable amount for the cash-generating unit to which the asset belongs.
\n
Recoverable amount is the higher of fair value less costs to sell and its val-
\n
ue in use. Value in use is determined by discounting expected future cash
\n
flows using a pre-tax discount rate. This discount rate reflects the present
\n
time value of money and the specific risks associated with the asset.
\n
If the recoverable amount of an asset (or unit) is estimated to be less than
\n
its carrying amount, the carrying amount is reduced to its recoverable
\n
amount. An impairment loss is recognized immediately as an expense in
\n
the income statement. A previously recognized impairment loss is re-
\n
versed if there has been a change in the estimates used to determine the
\n
recoverable amount, but not to an amount greater than the net carrying
\n
amount that would have been determined had no impairment loss been
\n
recognized in prior years.
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n",
"dimensions": {
"concept": "ifrs-full:DescriptionOfAccountingPolicyForPropertyPlantAndEquipmentExplanatory",
"language": "en",
"entity": "scheme:549300EOHIZUJWKQ3G67",
"period": "2025-01-01T00:00:00/2026-01-01T00:00:00"
}
},
"Tag276": {
"value": "\nImprovement works are capitalized and depreciated over 4 years. Other
\nrepair and maintenance costs are recognized in profit or loss in the period
\nin which they are incurred.
\n\n\n\n\n\n\n\n\n\n\n\n\n",
"dimensions": {
"concept": "ifrs-full:DescriptionOfAccountingPolicyForRepairsAndMaintenanceExplanatory",
"language": "en",
"entity": "scheme:549300EOHIZUJWKQ3G67",
"period": "2025-01-01T00:00:00/2026-01-01T00:00:00"
}
},
"Tag277": {
"value": "\nProperty, plant and equipment are depreciated using the straight-line
\nfrom the date they are put into service over their expected useful lives.
\nThe main depreciation rates currently applied are:
\n\n
\n\n\n| Buildings | \n2; 3,33; 4 ,5 & 6% | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Installations | \n5, 7.5, & 10 % | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Machines and equipment | \n14,3; 20 & 33,3 % | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Furniture and rolling equipment | \n14,3; 20 & 33,3 % | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Other tangible non-current assets | \n10 & 20 % | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
Land is not depreciated as it is assumed to have an unlimited useful life.
\n
\n\n\n\n",
"dimensions": {
"concept": "ifrs-full:DescriptionOfAccountingPolicyForDepreciationExpenseExplanatory",
"language": "en",
"entity": "scheme:549300EOHIZUJWKQ3G67",
"period": "2025-01-01T00:00:00/2026-01-01T00:00:00"
}
},
"Tag278": {
"value": "\n
\n\n
Impairment losses on intangible and tangible assets (other than good-
\n
will): at each reporting date, the Group reviews its carrying amounts of
\n
tangible and intangible assets to determine whether there is any indica-
\n
tion that an asset may be impaired. If any such indication exists, the re-
\n
coverable amount of the asset is estimated in order to determine the im-
\n
pairment loss (if any). However, if it is not possible to determine the
\n
recoverable amount of an individual asset, the group estimates the recov-
\n
erable amount for the cash-generating unit to which the asset belongs.
\n
Recoverable amount is the higher of fair value less costs to sell and its val-
\n
ue in use. Value in use is determined by discounting expected future cash
\n
flows using a pre-tax discount rate. This discount rate reflects the present
\n
time value of money and the specific risks associated with the asset.
\n
If the recoverable amount of an asset (or unit) is estimated to be less than
\n
its carrying amount, the carrying amount is reduced to its recoverable
\n
amount. An impairment loss is recognized immediately as an expense in
\n
the income statement. A previously recognized impairment loss is re-
\n
versed if there has been a change in the estimates used to determine the
\n
recoverable amount, but not to an amount greater than the net carrying
\n
amount that would have been determined had no impairment loss been
\n
recognized in prior years.
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n
Impairment of financial assets
\n
At each reporting date, for the financial assets valued at amortized cost
\n
(such as trade receivables), What\u2019s Cooking Group assesses whether there
\n
are indications for impairment at individual and/or collective level. Receiva-
\n
bles deemed uncollectible are written off at each balance sheet date
\n
against the corresponding provision. When assessing a collective impair-
\n
ment, the Group uses historical information regarding the loss incurred
\n
and adjusts the results if the economic and credit conditions are such that
\n
it is probable that the actual losses will be higher or lower than historical
\n
trends suggest. Additions to and reversals of the provision for doubtful
\n
debtors relating to trade receivables are recognized in the income state-
\n
ment under \u2018Write-downs and provisions\u2019.
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n",
"dimensions": {
"concept": "ifrs-full:DescriptionOfAccountingPolicyForImpairmentOfAssetsExplanatory",
"language": "en",
"entity": "scheme:549300EOHIZUJWKQ3G67",
"period": "2025-01-01T00:00:00/2026-01-01T00:00:00"
}
},
"Tag279": {
"value": "\nImpairment losses on intangible and tangible assets (other than good-
\nwill): at each reporting date, the Group reviews its carrying amounts of
\ntangible and intangible assets to determine whether there is any indica-
\ntion that an asset may be impaired. If any such indication exists, the re-
\ncoverable amount of the asset is estimated in order to determine the im-
\npairment loss (if any). However, if it is not possible to determine the
\nrecoverable amount of an individual asset, the group estimates the recov-
\nerable amount for the cash-generating unit to which the asset belongs.
\nRecoverable amount is the higher of fair value less costs to sell and its val-
\nue in use. Value in use is determined by discounting expected future cash
\nflows using a pre-tax discount rate. This discount rate reflects the present
\ntime value of money and the specific risks associated with the asset.
\nIf the recoverable amount of an asset (or unit) is estimated to be less than
\nits carrying amount, the carrying amount is reduced to its recoverable
\namount. An impairment loss is recognized immediately as an expense in
\nthe income statement. A previously recognized impairment loss is re-
\nversed if there has been a change in the estimates used to determine the
\nrecoverable amount, but not to an amount greater than the net carrying
\namount that would have been determined had no impairment loss been
\nrecognized in prior years.
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n",
"dimensions": {
"concept": "ifrs-full:DescriptionOfAccountingPolicyForImpairmentOfNonfinancialAssetsExplanatory",
"language": "en",
"entity": "scheme:549300EOHIZUJWKQ3G67",
"period": "2025-01-01T00:00:00/2026-01-01T00:00:00"
}
},
"Tag280": {
"value": "\nGovernment grants
\nGovernment grants should be recognized only when it can be stated with
\nreasonable certainty that:
\n\u2022 the group will fulfill the conditions attached to the grants; and
\n\u2022 grants will be received.
\nGovernment grants are recognized as income over the periods necessary
\nto match them with the related costs they are intended to compensate,
\non a systematic basis. A government grant received as compensation for
\nexpenses or losses already incurred or for the purpose of providing imme-
\ndiate financial support to the group with no future related costs is recog-
\nnized as income of the period in which it is received.
\nInvestment grants are deducted from the carrying amount of that relat-
\ned asset. Operating grants are recognized when received and presented
\nas \u201cOther Operating Income\u201d.
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n",
"dimensions": {
"concept": "ifrs-full:DescriptionOfAccountingPolicyForGovernmentGrants",
"language": "en",
"entity": "scheme:549300EOHIZUJWKQ3G67",
"period": "2025-01-01T00:00:00/2026-01-01T00:00:00"
}
},
"Tag281": {
"value": "\nLeasing
\nIFRS 16 requires the lessee to capitalize all lease and rental obligations on
\nthe balance sheet. The liability reflects all future lease payments associat-
\ned with the lease valued at present value. The asset reflects the right to
\nuse the asset during the agreed lease term.
\nRights of use (consisting mainly of the amount of the initial valuation of the
\nlease debt) are measured at cost and depreciated over their estimated
\nuseful lives on a straight-line basis. The user charges are shown on the bal-
\nance sheet together with property, plant and equipment under own con-
\ntrol and the lease debt is shown as short-term and long-term lease debt.
\nEach lease payment is allocated to the lease debt on the one hand and
\nfinance charges on the other.
\nWe use the following practical exemptions, as permitted by IFRS 16:
\n\u2022 Use of a single \u201cmarginal interest rate\u201d for a grouping of leases with the
\nsame characteristics if the interest rate is no in the contract.
\n\u2022 All leases with a term of less than 12 months are recognized in the in-
\ncome statement as rental expense for the fiscal year
\n\u2022 Processing all low value operating leases as short-term leases.
\nLease payables are measured as the discounted value of future lease pay-
\nments over a specified lease term. This calculation takes into account our
\n\u201cweighted average incremental interest rate\u201d if the implied interest rate in
\nthe contract cannot be determined. In 2024 and 2025, we had no new leases
\nfor which we did not have a contractually negotiated interest rate available.
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n",
"dimensions": {
"concept": "ifrs-full:DescriptionOfAccountingPolicyForLeasesExplanatory",
"language": "en",
"entity": "scheme:549300EOHIZUJWKQ3G67",
"period": "2025-01-01T00:00:00/2026-01-01T00:00:00"
}
},
"Tag282": {
"value": "\nInventories
\nInventories are valued at the lowest value of the cost or the net realizable
\nvalue. The cost is calculated based on the average inventory valuation
\nmethod and the FIFO method. The cost for work in progress and finished
\nproducts includes all conversion costs and other costs incurred to get the
\ninventories to their current location and in their current state. The conver-
\nsion costs include the production costs and the attributed fixed and varia-
\nble production over-head costs (including depreciation). The net realizable
\nvalue is the estimated sales price that the Group believes it will realize when
\nselling inventory in normal business, less the estimated costs of finishing
\nthe product and the estimated costs of sales.
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n",
"dimensions": {
"concept": "ifrs-full:DescriptionOfAccountingPolicyForMeasuringInventories",
"language": "en",
"entity": "scheme:549300EOHIZUJWKQ3G67",
"period": "2025-01-01T00:00:00/2026-01-01T00:00:00"
}
},
"Tag284": {
"value": "\nFinancial assets at amortized cost
\nFinancial assets are classified at amortized cost when the contract has the
\ncharacteristics of a basic lending arrangement and they are held with the
\nintention of collecting the contractual cash flows until their maturity.
\nWhat\u2019s Cooking\u2019s financial assets at amortized cost comprise trade and
\nother receivables, short-term deposits and cash and cash equivalents in
\nthe balance sheet. They are valued at amortized cost using the effective
\ninterest method, less any impairments.
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n",
"dimensions": {
"concept": "ifrs-full:DescriptionOfAccountingPolicyForFinancialAssetsExplanatory",
"language": "en",
"entity": "scheme:549300EOHIZUJWKQ3G67",
"period": "2025-01-01T00:00:00/2026-01-01T00:00:00"
}
},
"Tag286": {
"value": "\nImpairment of financial assets
\nAt each reporting date, for the financial assets valued at amortized cost
\n(such as trade receivables), What\u2019s Cooking Group assesses whether there
\nare indications for impairment at individual and/or collective level. Receiva-
\nbles deemed uncollectible are written off at each balance sheet date
\nagainst the corresponding provision. When assessing a collective impair-
\nment, the Group uses historical information regarding the loss incurred
\nand adjusts the results if the economic and credit conditions are such that
\nit is probable that the actual losses will be higher or lower than historical
\ntrends suggest. Additions to and reversals of the provision for doubtful
\ndebtors relating to trade receivables are recognized in the income state-
\nment under \u2018Write-downs and provisions\u2019.
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n",
"dimensions": {
"concept": "ifrs-full:DescriptionOfAccountingPolicyForImpairmentOfFinancialAssetsExplanatory",
"language": "en",
"entity": "scheme:549300EOHIZUJWKQ3G67",
"period": "2025-01-01T00:00:00/2026-01-01T00:00:00"
}
},
"Tag287": {
"value": "\n
\n\n
Bank loans
\n
Interest-bearing bank borrowings and credit excesses are initially valued at
\n
fair value and are then valued at the amortized cost price calculated on the
\n
basis of the effective interest method. Any difference between the receipts
\n
(after transaction costs) and the repayment of a loan is recognized over
\n
the loan period, in accordance with the policies for financial reporting re-
\n
garding financing costs, which are applied by the Group.
\n
\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n",
"dimensions": {
"concept": "ifrs-full:DescriptionOfAccountingPolicyForBorrowingsExplanatory",
"language": "en",
"entity": "scheme:549300EOHIZUJWKQ3G67",
"period": "2025-01-01T00:00:00/2026-01-01T00:00:00"
}
},
"Tag298": {
"value": "\nBank loans
\nInterest-bearing bank borrowings and credit excesses are initially valued at
\nfair value and are then valued at the amortized cost price calculated on the
\nbasis of the effective interest method. Any difference between the receipts
\n(after transaction costs) and the repayment of a loan is recognized over
\nthe loan period, in accordance with the policies for financial reporting re-
\ngarding financing costs, which are applied by the Group.
\n
\n\n",
"dimensions": {
"concept": "ifrs-full:DescriptionOfAccountingPolicyForFinancialLiabilitiesExplanatory",
"language": "en",
"entity": "scheme:549300EOHIZUJWKQ3G67",
"period": "2025-01-01T00:00:00/2026-01-01T00:00:00"
}
},
"Tag288": {
"value": "\nTrade payables
\nTrade payables are initially booked at fair value and are then valued at the
\namortized cost price calculated based on the effective interest method.
\nConsidering the short-term nature of the trade liabilities in the Group, the
\ntrade liabilities are in fact booked at fair value.
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n",
"dimensions": {
"concept": "ifrs-full:DescriptionOfAccountingPolicyForTradeAndOtherPayablesExplanatory",
"language": "en",
"entity": "scheme:549300EOHIZUJWKQ3G67",
"period": "2025-01-01T00:00:00/2026-01-01T00:00:00"
}
},
"Tag289": {
"value": "\n
\n\n
Derivatives
\n
The group uses derivatives to mitigate risks related to adverse fluctuations
\n
in exchange rates and interest rates arising from operating, financial and
\n
investment activities. The group does not use these instruments for specu-
\n
lative purposes, does not hold derivatives and does not issue derivatives for
\n
trading purposes (trading). Derivatives are initially valued at cost price and
\n
after initial recognition are valued at fair value.
\n
There are three types of hedging relationships:
\n
1. Cash flow hedges: changes in the fair value of derivatives indicated as
\n
cash flow hedges are recognized in the shareholders\u2019 equity. The non-ef-
\n
fective part is recognized in the income statement. If the cash flow hedg-
\n
es of a firm commitment or an expected future transaction leads to the
\n
recognition of a non-financial asset or a non-financial liability at the time
\n
the asset or liability is booked, the profits or losses on the derivative fi-
\n
nancial instrument previously incorporated in the shareholders\u2019 equity
\n
are recognized in the initial valuation of the asset or liability when it is
\n
booked. If the hedge of an expected future transaction leads to the inclu-
\n
sion of a financial asset or a financial liability, the related profits or losses
\n
on the derivative financial instrument recognized directly in the share-
\n
holders\u2019 equity are transferred to the income statement in the same pe-
\n
riod or periods in which the acquired asset or the commitment affects
\n
the income statement. If it is expected that (part of) the loss incorporated
\n
directly into the shareholders\u2019 equity will not be realizable in one or more
\n
future periods, the expected non-realizable part is transferred to the in-
\n
come statement. For hedges that do not lead to the recognition of an as-
\n
set or a liability, the amounts directly included in the shareholders\u2019 equity
\n
are transferred to the income statement in the same period or periods in
\n
which the hedged expected future transaction affects the profit or loss
\n
2. Fair value hedge: changes in the fair value of derivatives which were in-
\n
dicated and qualify as fair value hedges are recognized in the income
\n
statement, together with any change in the fair value of the hedged
\n
asset or the hedged liability which is to be attributed to the hedged risk.
\n
3. Hedges of a net investments in foreign entities: are processed in a similar
\n
manner as cash flow hedges. The part of the profit or loss on the hedging
\n
instrument, which is determined to be an effective hedging instrument,
\n
is recognized immediately in the shareholders\u2019 equity; the profit or loss
\n
on the non-effective part is recognized immediately in the income state-
\n
ment. The profit or loss on the hedging instrument regarding the effec-
\n
tive part of the hedge, which is directly recognized in the shareholders\u2019
\n
equity, is recognized in the income statement when the foreign entity
\n
is divested. The changes in the fair value of derivatives that are not clas-
\n
sified can be recognized immediately in the income statement as cash
\n
flow hedging.
\n
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n",
"dimensions": {
"concept": "ifrs-full:DescriptionOfAccountingPolicyForDerivativeFinancialInstrumentsAndHedgingExplanatory",
"language": "en",
"entity": "scheme:549300EOHIZUJWKQ3G67",
"period": "2025-01-01T00:00:00/2026-01-01T00:00:00"
}
},
"Tag290": {
"value": "\nDerivatives
\nThe group uses derivatives to mitigate risks related to adverse fluctuations
\nin exchange rates and interest rates arising from operating, financial and
\ninvestment activities. The group does not use these instruments for specu-
\nlative purposes, does not hold derivatives and does not issue derivatives for
\ntrading purposes (trading). Derivatives are initially valued at cost price and
\nafter initial recognition are valued at fair value.
\nThere are three types of hedging relationships:
\n1. Cash flow hedges: changes in the fair value of derivatives indicated as
\ncash flow hedges are recognized in the shareholders\u2019 equity. The non-ef-
\nfective part is recognized in the income statement. If the cash flow hedg-
\nes of a firm commitment or an expected future transaction leads to the
\nrecognition of a non-financial asset or a non-financial liability at the time
\nthe asset or liability is booked, the profits or losses on the derivative fi-
\nnancial instrument previously incorporated in the shareholders\u2019 equity
\nare recognized in the initial valuation of the asset or liability when it is
\nbooked. If the hedge of an expected future transaction leads to the inclu-
\nsion of a financial asset or a financial liability, the related profits or losses
\non the derivative financial instrument recognized directly in the share-
\nholders\u2019 equity are transferred to the income statement in the same pe-
\nriod or periods in which the acquired asset or the commitment affects
\nthe income statement. If it is expected that (part of) the loss incorporated
\ndirectly into the shareholders\u2019 equity will not be realizable in one or more
\nfuture periods, the expected non-realizable part is transferred to the in-
\ncome statement. For hedges that do not lead to the recognition of an as-
\nset or a liability, the amounts directly included in the shareholders\u2019 equity
\nare transferred to the income statement in the same period or periods in
\nwhich the hedged expected future transaction affects the profit or loss
\n2. Fair value hedge: changes in the fair value of derivatives which were in-
\ndicated and qualify as fair value hedges are recognized in the income
\nstatement, together with any change in the fair value of the hedged
\nasset or the hedged liability which is to be attributed to the hedged risk.
\n3. Hedges of a net investments in foreign entities: are processed in a similar
\nmanner as cash flow hedges. The part of the profit or loss on the hedging
\ninstrument, which is determined to be an effective hedging instrument,
\nis recognized immediately in the shareholders\u2019 equity; the profit or loss
\non the non-effective part is recognized immediately in the income state-
\nment. The profit or loss on the hedging instrument regarding the effec-
\ntive part of the hedge, which is directly recognized in the shareholders\u2019
\nequity, is recognized in the income statement when the foreign entity
\nis divested. The changes in the fair value of derivatives that are not clas-
\nsified can be recognized immediately in the income statement as cash
\nflow hedging.
\n
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n",
"dimensions": {
"concept": "ifrs-full:DescriptionOfAccountingPolicyForDerivativeFinancialInstrumentsExplanatory",
"language": "en",
"entity": "scheme:549300EOHIZUJWKQ3G67",
"period": "2025-01-01T00:00:00/2026-01-01T00:00:00"
}
},
"Tag291": {
"value": "\nDividends
\nWe recognize dividends as a liability in the period in which they are for-
\nmally declared.
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n",
"dimensions": {
"concept": "ifrs-full:DescriptionOfAccountingPolicyForDividendsExplanatory",
"language": "en",
"entity": "scheme:549300EOHIZUJWKQ3G67",
"period": "2025-01-01T00:00:00/2026-01-01T00:00:00"
}
},
"Tag292": {
"value": "\nProvisions
\nA provision is recognized if:
\na) The group has an existing obligation (legally enforceable or effective)
\nas a result of an event in the past;
\nb) It is probable that an outflow of resources embodying economic bene-
\nfits will be required to settle the obligation; and
\nc) The amount of the obligation can be reliably estimated.
\nThe amount recognized as a provision should be the best estimate of the
\nexpenses required to settle the existing liability at the balance sheet date.
\nWhen the impact is significant, provisions are determined by discounting
\nexpected future cash flows using a pre-tax discount rate. This discount
\nrate reflects the present value of money and the specific risks associated
\nwith the liability.
\nA provision for restructuring is recognized when the Group has approved a
\ndetailed and formal restructuring plan, and the restructuring has either
\ncommenced or has been announced publicly. Charges related to the ongo-
\ning activities of the Group are not provided for. A provision for onerous con-
\ntracts is measured at the present value of the lower of the expected cost of
\nterminating the contract and the expected net cost of continuing with the
\ncontract, which is determined based on the incremental costs of fulfilling the
\nobligation under the contract and an allocation of other costs directly relat-
\ned to fulfilling the contract. Before a provision is established, the group recog-
\nnizes any impairment loss on the assets associated with that contract.
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n",
"dimensions": {
"concept": "ifrs-full:DescriptionOfAccountingPolicyForProvisionsExplanatory",
"language": "en",
"entity": "scheme:549300EOHIZUJWKQ3G67",
"period": "2025-01-01T00:00:00/2026-01-01T00:00:00"
}
},
"Tag294": {
"value": "\n
\nEmployee benefits
\nEmployee benefits are all forms of compensation granted by the Entity in
\nexchange for services rendered by employees.
\nEmployee benefits include
\n\u2022 short-term employee benefits, such as wages, salaries and social secu-
\nrity contributions, vacation pay, continued sick pay, profit sharing and
\nbonuses and benefits in-kind for current employees;
\n\u2022 post-employment benefits, such as pensions and life insurance,
\namong others;
\n\u2022 Other long-term employee benefits including \u201clong-term incentives\u201d (LTI);
\n\u2022 Termination benefits
\nRetirement benefit plans
\nThe Group provides retirement benefit plans for its employees mainly via
\ndefined contribution schemes and has a limited number of defined bene-
\nfit pension schemes.
\nDefined contribution plans
\nUnder these defined contribution plans, contributions paid are recog-
\nnized immediately in the income statement.
\nContributions paid to these defined contribution schemes are recognized
\nimmediately in the income statement. By law, defined contribution pen-
\nsion plans in Belgium are subject to minimum guaranteed rates of return.
\nHence, strictly speaking, those plans classify as defined benefit plans
\nwhich would require that the \u2018projected unit credit\u2019 (PUC) method is ap-
\nplied in measuring the liabilities. However, the IASB recognizes that the
\naccounting for such so-called \u2018contribution-based plans\u2019 in accordance
\nwith the currently applicable defined benefit methodology is problematic
\n(see also the IFRS Staff Paper \u2018Research project: Post-employment bene-
\nfits\u2019 dated September 2014). Also considering the uncertainty with re-
\nspect to the future evolution of the mini-mum guaranteed rates of return
\nin Belgium, the Company adopted a retrospective approach whereby the
\nnet liability recognized in the statement of financial position is based on
\nthe sum of the positive differences, determined by individual plan partic-
\nipant, between the minimum guaranteed reserves and the accumulated
\ncontributions based on the actual rates of return at the closing date (i.e.
\nthe net liability is based on the deficit measured at intrinsic value, if any).
\nThe main difference between this retrospective approach and the pro-
\nspective PUC method, is that benefit obligations are calculated as the
\ndiscounted value of the projected benefits, assuming the minimum guar-
\nanteed rates of return currently applicable continue to apply.
\nDefined benefit pension plans
\nThe carrying amount on the balance sheet of defined benefit plans is de-
\ntermined by reducing the present value of the benefit obligations by the
\nunrecognized past service cost and by the fair value of plan assets. All ac-
\ntuarial gains and losses are recognized in comprehensive income so that
\nthe full value of the plan\u2019s deficit or surplus is recognized in the consolidat-
\ned statements. Interest expense and expected return on plan assets are
\nreflected as net interest.
\nThe present value of defined benefit obligations and related pension
\ncosts are calculated by a qualified actuary using the PUC method. The
\ndiscount rate used is equal to the yield at the balance sheet date on high
\ncredit quality corporate bonds with a remaining term comparable to the
\nterm of the group\u2019s obligations. The amount recognized in the income
\nstatement consists of current service cost, financing cost, expected re-
\nturn on plan assets and actuarial gains and losses.
\n\n
Termination benefits
\n
Termination benefits are recognized as a liability and an expense when a
\n
group entity is demonstrably committed to either:
\n
\u2022 terminate the employment of an employee or group of employees be-
\n
fore the normal retirement date;
\n
\u2022 or the allocation of termination benefits as a result of an offer to en-
\n
courage voluntary retirement (early retirement scheme).
\n
Where termination benefits are payable after twelve months following
\n
the balance sheet date, they are discounted at a discount rate equal to
\n
the yield at the balance sheet date on high credit quality corporate
\n
bonds with a remaining term comparable to the term of the group\u2019s liabil-
\n
ities.
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n
Variable pay
\nThe variable pay of employees and management is calculated based on
\nkey financial figures and the balanced scorecards. The expected amount
\nof the variable pay is recognized as a cost in the reporting period con-
\ncerned.
\n
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n",
"dimensions": {
"concept": "ifrs-full:DescriptionOfAccountingPolicyForEmployeeBenefitsExplanatory",
"language": "en",
"entity": "scheme:549300EOHIZUJWKQ3G67",
"period": "2025-01-01T00:00:00/2026-01-01T00:00:00"
}
},
"Tag295": {
"value": "\nTermination benefits
\nTermination benefits are recognized as a liability and an expense when a
\ngroup entity is demonstrably committed to either:
\n\u2022 terminate the employment of an employee or group of employees be-
\nfore the normal retirement date;
\n\u2022 or the allocation of termination benefits as a result of an offer to en-
\ncourage voluntary retirement (early retirement scheme).
\nWhere termination benefits are payable after twelve months following
\nthe balance sheet date, they are discounted at a discount rate equal to
\nthe yield at the balance sheet date on high credit quality corporate
\nbonds with a remaining term comparable to the term of the group\u2019s liabil-
\nities.
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n",
"dimensions": {
"concept": "ifrs-full:DescriptionOfAccountingPolicyForTerminationBenefits",
"language": "en",
"entity": "scheme:549300EOHIZUJWKQ3G67",
"period": "2025-01-01T00:00:00/2026-01-01T00:00:00"
}
},
"Tag296": {
"value": "\n
\n
\n
\nIncome taxes
\nIncome taxes include taxes on profits and deferred taxes. Both taxes are
\nrecorded in the income statement except where they relate to items in-
\ncluded in shareholders\u2019 equity. In the latter case, recognition is via equity.
\nIncome tax is the expected tax payable on the taxable income for the pe-
\nriod, calculated at the tax rates applicable at the balance sheet date, as
\nwell as any adjustments to tax payable in respect of previous periods. De-
\nferred taxes are calculated using the balance sheet method and arise
\nmainly from the differences between the carrying value of assets and lia-
\nbilities in the balance sheet and the tax base of these assets and liabilities.
\nThe amount of deferred taxes is based on expectations regarding the real-
\nization of the carrying amount of assets and liabilities using tax rates
\nknown at the balance sheet date.
\n\n
A deferred tax asset is recognized only if it is sufficiently certain that the
\n
tax credit and unused tax losses can be offset against taxable profits in
\n
the future. Deferred tax assets are reduced to the extent that it is no
\n
longer probable that the tax savings can be realized. Deferred taxes are
\n
also calculated on temporary differences arising on investments in sub-
\n
sidiaries, except where the group can control the timing of the reversal of
\n
the temporary difference and it is unlikely that the temporary difference
\n
will reverse in the foreseeable future
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n
Since the group\u2019s sales exceeded 750 million euros in previous fiscal years,
\ncountry-by-country reporting formalities are from fiscal year 2024. Fur-
\nther GloBE rules (Pilar 2) became applicable on January 1, 2024.
\nGlobal minimum load:
\nAt balance sheet date, the Group has entities in 7 countries, the parent
\ncompany being located in Belgium, which has enacted new legislation
\nfor the introduction of the general minimum tax. The Group has applied a
\ntemporary mandatory exemption from deferred taxes for the effects of
\nthe top-up tax and records it as current tax when due.
\nA new law introduced in Belgium for fiscal years after December 31, 2023
\nhas introduced a Globe addition tax. The impact of the additional tax is
\nminor, as the effective tax rate is above 15% in all relevant countries where
\nthe group operates.
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n",
"dimensions": {
"concept": "ifrs-full:DescriptionOfAccountingPolicyForIncomeTaxExplanatory",
"language": "en",
"entity": "scheme:549300EOHIZUJWKQ3G67",
"period": "2025-01-01T00:00:00/2026-01-01T00:00:00"
}
},
"Tag297": {
"value": "\nA deferred tax asset is recognized only if it is sufficiently certain that the
\ntax credit and unused tax losses can be offset against taxable profits in
\nthe future. Deferred tax assets are reduced to the extent that it is no
\nlonger probable that the tax savings can be realized. Deferred taxes are
\nalso calculated on temporary differences arising on investments in sub-
\nsidiaries, except where the group can control the timing of the reversal of
\nthe temporary difference and it is unlikely that the temporary difference
\nwill reverse in the foreseeable future
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n",
"dimensions": {
"concept": "ifrs-full:DescriptionOfAccountingPolicyForDeferredIncomeTaxExplanatory",
"language": "en",
"entity": "scheme:549300EOHIZUJWKQ3G67",
"period": "2025-01-01T00:00:00/2026-01-01T00:00:00"
}
},
"Tag339": {
"value": "\nRevenue
\nRevenue is recognized if it is likely that the future economic benefits relat-
\ning to the transaction will accrue to the Entity and the amount of the in-
\ncome can be determined reliably.
\nTurnover is reported after deduction of turnover taxes and discounts.
\nSales of goods
\nWhat\u2019s Cooking recognizes revenue from the following sources: delivery
\nof products and services. What\u2019s Cooking believes that the delivery of
\nproducts is the primary performance obligation. Revenue is recognized
\nwhen control of a product is transferred to a customer. Customers ac-
\nquire control when products are delivered (in accordance with applicable
\nincoterms). The amount of revenue recognized is adjusted for volume dis-
\ncounts. No adjustment is made for returns or warranties of any kind as
\ntheir effect is considered immaterial based on historical information.
\nBreaking down revenue according to the timing of recognition, this
\nmeans at a point in time or over a period of time, provides little value add-
\ned since service contracts are immaterial compared to total product
\nsales.
\n\n
In order to encourage customers to pay immediately, the Group provides
\n
cash discounts for immediate payments. Such discounts are recognized
\n
as a reduction in the revenue.
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
\n
Financial income
\n
Financial income includes interest received, dividends received, foreign
\n
exchange income and the revenues from hedging instruments that are
\n
recognized in the income statement.
\n
\n
Interest income
\n
Interest is recognized on a proportional basis that takes into account the
\n
effective duration of the asset to which it relates (the effective interest
\n
method).
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
Dividends
\n
Dividends are recognized when the shareholder has obtained the right to
\n
receive payment. Exchange rate differences from non-operating activi-
\n
ties and gains from hedging instruments for non-operating activities are
\n
also presented under financial income.
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n",
"dimensions": {
"concept": "ifrs-full:DescriptionOfAccountingPolicyForRecognitionOfRevenue",
"language": "en",
"entity": "scheme:549300EOHIZUJWKQ3G67",
"period": "2025-01-01T00:00:00/2026-01-01T00:00:00"
}
},
"Tag340": {
"value": "\nIn order to encourage customers to pay immediately, the Group provides
\ncash discounts for immediate payments. Such discounts are recognized
\nas a reduction in the revenue.
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n",
"dimensions": {
"concept": "ifrs-full:DescriptionOfAccountingPolicyForDiscountsAndRebatesExplanatory",
"language": "en",
"entity": "scheme:549300EOHIZUJWKQ3G67",
"period": "2025-01-01T00:00:00/2026-01-01T00:00:00"
}
},
"Tag341": {
"value": "\n
\nFinancial income
\nFinancial income includes interest received, dividends received, foreign
\nexchange income and the revenues from hedging instruments that are
\nrecognized in the income statement.
\n\n
Interest income
\n
Interest is recognized on a proportional basis that takes into account the
\n
effective duration of the asset to which it relates (the effective interest
\n
method).
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
Dividends
\nDividends are recognized when the shareholder has obtained the right to
\nreceive payment. Exchange rate differences from non-operating activi-
\nties and gains from hedging instruments for non-operating activities are
\nalso presented under financial income.
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\nFinancing expenses
\nFinancing expenses include such things as the interest on loans, ex-
\nchange rate losses and losses on hedging instruments that are recog-
\nnized in the income statement. Exchange rate differences from non-oper-
\nating activities and losses from hedging instruments for non-operating
\nactivities are also presented under financing costs.
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n",
"dimensions": {
"concept": "ifrs-full:DescriptionOfAccountingPolicyForFinanceIncomeAndCostsExplanatory",
"language": "en",
"entity": "scheme:549300EOHIZUJWKQ3G67",
"period": "2025-01-01T00:00:00/2026-01-01T00:00:00"
}
},
"Tag342": {
"value": "\nInterest income
\nInterest is recognized on a proportional basis that takes into account the
\neffective duration of the asset to which it relates (the effective interest
\nmethod).
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n",
"dimensions": {
"concept": "ifrs-full:DescriptionOfAccountingPolicyForInterestIncomeAndExpenseExplanatory",
"language": "en",
"entity": "scheme:549300EOHIZUJWKQ3G67",
"period": "2025-01-01T00:00:00/2026-01-01T00:00:00"
}
},
"Tag343": {
"value": "\nExpenses
\nExpenses per type of cost are shown in the income statement. Expenses
\nthat relate to the reporting period or to previous reporting periods are rec-
\nognized in the income statement, regardless of when the expenses are
\npaid. Expenses can only be transferred to a subsequent period if they
\ncomply with the definition of an asset.
\nPurchases
\nPurchases of trade goods, raw and auxiliary materials and purchased
\nservices are recorded at cost price, after deduction of the permitted trad-
\ning discounts.
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\nResearch and development, advertising and promotional
\ncosts and system development costs
\nResearch, advertising and promotional costs are recognized in profit or loss
\nin the period in which these expenses are incurred. Development and system
\ndevelopment costs are recognized in profit or loss in the period in which these
\nexpenses are incurred if they do not meet the criteria for capitalization.
\n\n
\n
\n
Financing expenses
\n
Financing expenses include such things as the interest on loans, ex-
\n
change rate losses and losses on hedging instruments that are recog-
\n
nized in the income statement. Exchange rate differences from non-oper-
\n
ating activities and losses from hedging instruments for non-operating
\n
activities are also presented under financing costs.
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n",
"dimensions": {
"concept": "ifrs-full:DescriptionOfAccountingPolicyForExpensesExplanatory",
"language": "en",
"entity": "scheme:549300EOHIZUJWKQ3G67",
"period": "2025-01-01T00:00:00/2026-01-01T00:00:00"
}
},
"Tag345": {
"value": "\n
\n\n
Financing expenses
\n
Financing expenses include such things as the interest on loans, ex-
\n
change rate losses and losses on hedging instruments that are recog-
\n
nized in the income statement. Exchange rate differences from non-oper-
\n
ating activities and losses from hedging instruments for non-operating
\n
activities are also presented under financing costs.
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n",
"dimensions": {
"concept": "ifrs-full:DescriptionOfAccountingPolicyForFinanceCostsExplanatory",
"language": "en",
"entity": "scheme:549300EOHIZUJWKQ3G67",
"period": "2025-01-01T00:00:00/2026-01-01T00:00:00"
}
},
"Tag394": {
"value": "\n\n
\n\n\n| UEBITDA | \nOperating cash flow before non-underlying expenses | \n\n\n
\n\n | \nand revenues | \n\n\n
\n\n | \nOperating result before non-underlying expenses and | \n\n\n
\n\n | \nrevenues (UEBIT)+ depreciations, write-downs and | \n\n\n
\n\n | \nimpairments of assets and negative goodwill | \n\n\n
\n\n\n\n\n
\n\n\n
\n\n",
"dimensions": {
"concept": "ifrs-full:DescriptionOfAccountingPolicyForExceptionalItemsExplanatory",
"language": "en",
"entity": "scheme:549300EOHIZUJWKQ3G67",
"period": "2025-01-01T00:00:00/2026-01-01T00:00:00"
}
},
"Tag347": {
"value": "\n
\nManagement assessments and estimates
\nBy applying the Group\u2019s accounting policies, management must make
\nassessments, estimates and assumptions regarding the book value of as-
\nsets and liabilities that are not readily apparent from other sources. These
\nassessments, estimates and assumptions are continually reviewed:
\n\u2022 Critical accounting assessments when applying the entity\u2019s account-
\ning policies:
\n- What\u2019s Cooking is involved in a number of pending claims and dis-
\nputes for which management is assessing the likelihood of risk
\n\n\u2022 Key sources of estimation uncertainties: below are the key assump-
\ntions concerning the future and other key sources of estimation uncer-
\ntainties at the end of the reporting period that carry a risk of a signifi-
\ncant adjustment to the carrying amounts of assets and liabilities in
\nthe next financial year:
\n\u2022 Management performed an annual goodwill impairment test on \"pre-
\npared meals\" based on the budget for the group. The budget for the
\ngroup is prepared for the coming year. A number of assumptions are
\napplied to determine the next 4 years in the overall \"plan 2030\". Sensi-
\ntivity analyses for reasonable changes in assumptions such as growth
\nratio, EBITDA margin and discount rate are set out in Note 14 \u2013 Goodwill
\n\u2022 Valuation of the acquired assets of What\u2019s Cooking Rennes and the on-
\nerous contracts: note 34.
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n",
"dimensions": {
"concept": "ifrs-full:DisclosureOfAccountingJudgementsAndEstimatesExplanatory",
"language": "en",
"entity": "scheme:549300EOHIZUJWKQ3G67",
"period": "2025-01-01T00:00:00/2026-01-01T00:00:00"
}
},
"Tag348": {
"value": "\n\u2022 Key sources of estimation uncertainties: below are the key assump-\ntions concerning the future and other key sources of estimation uncer-\ntainties at the end of the reporting period that carry a risk of a signifi-\ncant adjustment to the carrying amounts of assets and liabilities in \nthe next financial year:\n\u2022 Management performed an annual goodwill impairment test on \"pre-\npared meals\" based on the budget for the group. The budget for the \ngroup is prepared for the coming year. A number of assumptions are \napplied to determine the next 4 years in the overall \"plan 2030\". Sensi-\ntivity analyses for reasonable changes in assumptions such as growth \nratio, EBITDA margin and discount rate are set out in Note 14 \u2013 Goodwill\n\u2022 Valuation of the acquired assets of What\u2019s Cooking Rennes and the on-\nerous contracts: note 34.\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n",
"dimensions": {
"concept": "ifrs-full:ExplanationOfAssumptionAboutFutureWithSignificantRiskOfResultingInMaterialAdjustments",
"language": "en",
"entity": "scheme:549300EOHIZUJWKQ3G67",
"period": "2025-01-01T00:00:00/2026-01-01T00:00:00"
}
},
"Tag350": {
"value": "\n
\n
\n3. Reporting per segment and geographical region
\nWhat\u2019s Cooking is a food group. We are a specialist in Europe for the devel-
\nopment, production and sale of fresh ready meals.
\nPreviously, the group had two reportable segments. In January 2025,
\nWhat\u2019s Cooking Group NV completed the sale of its SBU Savoury.
\n\n
The What\u2019s Cooking? group employed about 1.723 employees at the end
\n
of 2025. In 2024 the group had about 3,000 staff members (in continu-
\n
ing and discontinued operations), including interims. For details around
\n
own employees - see details by cluster in our sustainability report and in
\n
the chapter \u2018other non-financial information\u2019.
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
After the sale of the SBU Savoury, the group structure was reassessed.
\nSince then, the group\u2019s management structure has been aligned with a
\nsingle integrated business activity, as have the internal and external re-
\nporting systems. What\u2019s Cooking Group has in 2025 only one operating
\nsegment in accordance with IFRS 8.
\nThe group develops, produces and sells ready meals: lasagna, pizza, pas-
\nta dishes and various other dishes, sauces and meal components
\nThe group sells its products to a broad customer base. This includes most
\nof the major European discount and retail customers, as well as \u201cfoodser-
\nvice\u201d groups that sell to catering and the like. The ten largest customer
\ngroups represent 62.24% of sales (2024: 58.46%). We realize the sales with
\nthese customers through various contracts, in various countries and with
\nvarious products. The term of the contracts is not always the same for all
\ncontracts within the same retail group. We also sell customers both prod-
\nucts under our own brands and under private label. The group\u2019s customer
\nportfolio is diversified as much as possible. Nevertheless, it could have an
\nimpact on our operations if the relationship with a large customer group
\ncame to an end. In 2025 and 2024, two external customers each reached
\nmore than 10% (in 2025: 15.3% and 11.3%; in 2024: 16.7% and 11.2%, respec-
\ntively) of our consolidated sales.
\nThe What\u2019s Cooking? group operates primarily in seven geographic re-
\ngions: Belgium, the Netherlands, Great Britain, Germany, France, Poland,
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\nPortugal and the rest of Europe. The rest of Europe mainly includes Spain,
\nCzechia, Hungary, Lithuania and Switzerland.
\nThe breakdown of net sales by region is based on the geographic location
\nof external customers. The breakdown of total assets and capital expendi-
\ntures by region is related to the geographical location of the assets. The
\ninvestment cost by region is the cost of assets acquired with an expected
\nuseful life of more than one year. The customer\u2019s place of residence deter-
\nmines the geographic region.
\nKey data by geographic region
\n\n
\n\n\n| Third party turnover | \n2025 | \n2024 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n| Belgium | \n96,894 | \n92,660 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| UK | \n100,194 | \n91,261 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| France | \n113,444 | \n76,984 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Poland | \n39,441 | \n36,615 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Netherlands | \n32,541 | \n31,127 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Other | \n86,410 | \n74,898 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n | \n468,924 | \n403,545 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Liabilities per region | \n2025 | \n2024 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Belgium | \n51,557 | \n78,752 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| UK | \n10,823 | \n11,571 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| France | \n34,515 | \n19,253 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Netherlands | \n2,257 | \n994 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Poland | \n8,074 | \n9,538 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Other | \n735 | \n27,618 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n | \n107,962 | \n147,726 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Investments per region | \n2025 | \n2024 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Belgium | \n12,775 | \n10,612 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| UK | \n1,152 | \n2,183 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| France | \n2,633 | \n1,553 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Poland | \n4,754 | \n13,058 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Other | \n112 | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n | \n21,426 | \n27,406 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Non-current assets | \n2025 | \n2024 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Belgium | \n35,857 | \n31,824 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| UK | \n20,596 | \n22,740 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| France | \n64,233 | \n35,547 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Poland | \n36,222 | \n34,089 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Other | \n87 | \n3 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n | \n156,995 | \n124,203 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
(*) Investments including new capital grants
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n",
"dimensions": {
"concept": "ifrs-full:DisclosureOfEntitysReportableSegmentsExplanatory",
"language": "en",
"entity": "scheme:549300EOHIZUJWKQ3G67",
"period": "2025-01-01T00:00:00/2026-01-01T00:00:00"
}
},
"Tag351": {
"value": "\nThe What\u2019s Cooking? group employed about 1.723 employees at the end
\nof 2025. In 2024 the group had about 3,000 staff members (in continu-
\ning and discontinued operations), including interims. For details around
\nown employees - see details by cluster in our sustainability report and in
\nthe chapter \u2018other non-financial information\u2019.
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n",
"dimensions": {
"concept": "ifrs-full:DisclosureOfInformationAboutEmployeesExplanatory",
"language": "en",
"entity": "scheme:549300EOHIZUJWKQ3G67",
"period": "2025-01-01T00:00:00/2026-01-01T00:00:00"
}
},
"Tag393": {
"value": "\n6. Services and miscellaneous goods
\n\n
\n\n\n | \n2025 | \n2024 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n| Transport costs | \n23,249 | \n20,563 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Maintenance and repairs | \n14,748 | \n12,345 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Cost of marketing and sales | \n5,883 | \n5,244 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Gas and electricity | \n15,688 | \n15,129 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Advisory expenses and consultants | \n15,694 | \n13,781 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Interim staff and consultants to the organisation | \n11,564 | \n8,300 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Rent | \n2,300 | \n2,517 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Other | \n10,581 | \n12,536 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Total | \n99,708 | \n90,415 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n",
"dimensions": {
"concept": "ifrs-full:DisclosureOfCostOfSalesExplanatory",
"language": "en",
"entity": "scheme:549300EOHIZUJWKQ3G67",
"period": "2025-01-01T00:00:00/2026-01-01T00:00:00"
}
},
"Tag355": {
"value": "\n4. Revenue from sale of goods
\n\n
\n\n\n | \n2025 | \n2024 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n| Sale of goods | \n468,924 | \n403,545 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
Revenue from continuing operations increased 16% from 404 million in
\n2024 to 469 million in 2025. Excluding the acquisition of Rennes, the in-
\ncrease amounted to 6%. This organic growth is mainly due to volume
\ngrowth of 6% compared to last year. We achieved this growth with both
\nexisting and new customers.
\nThe group is further committed to vegetarian and plant-based products
\nand sustainability. The group has invested in new packaging lines ena-
\nbling the products to be packaged in a more sustainable manner. In early
\n2024, we already launched our plant-based lasagna on the market under
\nour brand Come a casa\u00ae. Our What\u2019s Cooking site in the United Kingdom
\nagain won several awards at the British Frozen Food Awards ceremony,
\nreflecting our innovation qualities.
\nFor further details, please refer to our sustainability report.
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n",
"dimensions": {
"concept": "ifrs-full:DisclosureOfRevenueExplanatory",
"language": "en",
"entity": "scheme:549300EOHIZUJWKQ3G67",
"period": "2025-01-01T00:00:00/2026-01-01T00:00:00"
}
},
"Tag356": {
"value": "\n
\n\n
5. Trade goods, raw and auxiliary materials
\n
\n
\n\n\n | \n2025 | \n2024 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n| Purchases | \n242,659 | \n205,480 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Change in inventory | \n-3,252 | \n1,117 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Total | \n239,407 | \n206,597 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
Costs for purchases of raw materials, consumables and goods for resale
\n
related to continuing operations increased by 16% in 2025 from EUR 207
\n
million to EUR 239 million due primarily to increased volumes and, on the
\n
other hand, product-mix changes. Excluding What\u2019s Cooking Rennes, we
\n
note an increase of 6% compared to last year. This increase is in line with
\n
the growth in revenue
\n
In 2025, the impact of inflation was more limited than in 2024. The cli-
\n
mate change has an impact on harvests of, for example, durum wheat or
\n
tomatoes, essential ingredients in our products. Diseases in livestock such
\n
as blue tongue can also affect the availability and pricing of products
\n
such as meat, dairy products, etc. To reduce dependence, the group has
\n
a multi-sourcing strategy, but temporary shortages of certain raw mate-
\n
rials we will never be able to completely rule out in the future.
\n
Cost optimization programs contributed to a recovery of our margin. The
\n
group is committed to being cost-conscious and sustainable through,
\n
among other things, innovation in products and packaging.
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n
\n
\n
6. Services and miscellaneous goods
\n
\n
\n\n\n | \n2025 | \n2024 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n| Transport costs | \n23,249 | \n20,563 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Maintenance and repairs | \n14,748 | \n12,345 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Cost of marketing and sales | \n5,883 | \n5,244 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Gas and electricity | \n15,688 | \n15,129 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Advisory expenses and consultants | \n15,694 | \n13,781 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Interim staff and consultants to the organisation | \n11,564 | \n8,300 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Rent | \n2,300 | \n2,517 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Other | \n10,581 | \n12,536 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Total | \n99,708 | \n90,415 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
\n\n\n\n\n\n\n
\n
These costs increased by 10% from EUR 90 million to EUR 100 million, or an
\n
increase of 3% excluding What\u2019s Cooking Rennes. This increase is mainly
\n
attributable to higher costs for temporary staff and other personnel
\n
made available to the Group, as well as increased maintenance and re-
\n
pair expenses. Marketing and selling expenses, as well as transportation
\n
costs, are rising as a result of the organic revenue growth.
\n
The \u2018Other\u2019 line item decreases by 16% in 2025, from EUR 12.5 million in 2024
\n
to EUR 10.6 million in 2025. This category includes, among others, office ex-
\n
penses, insurance costs, and fees paid to directors and management.
\n
7. Employee expenses
\n
In 2025, personnel costs amounted to EUR 93,010 thousand compared to
\n
EUR 78,692 thousand in 2024. The increase in personnel expenses is at-
\n
tributable for 8% to the acquisition of What\u2019s Cooking Rennes SAS and for
\n
9% to the growth in headcount and the 2025 wage indexation. The num-
\n
ber of employed staff members increased slightly in 2025, mainly driven
\n
by the rise in volumes. The number of employed staff at year-end was 1
\n
593 in 2025 compared to 1 355 in 2024.
\n
For further details around employee benefits, please refer to note 26.
\n
Personnel costs can be broken down as follows:
\n
\n
\n\n\n | \n2025 | \n2024 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n| Wages and salaries | \n69,731 | \n60,179 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Social security contributions | \n17,539 | \n13,720 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Other employee expenses | \n5,740 | \n4,793 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Total | \n93,010 | \n78,692 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Number of employees expressed in FTEs (excl. temporary employees) at year end | \n1,593 | \n2,405 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Which relating to discontinued operations | \n | \n1,050 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Which relating to continuing operations | \n1,593 | \n1,355 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n
8. Write-downs and provisions
\n
The decrease in provisions in 2025 relates mainly to LTI (long-term incen-
\n
tive plans) commissions.
\n
Write-downs on inventories in the SBU ready meals amount to EUR 67
\n
thousand in 2025 compared to EUR 192 thousand in 2024. Reducing food
\n
waste remains an issue we will continue to focus on in the coming years.
\n
\n
\n\n\n | \n2025 | \n2024 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n| Write-downs | \n67 | \n113 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| - on inventories | \n67 | \n192 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| - on trade receivables | \n0 | \n-79 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Provisions | \n145 | \n506 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Total | \n212 | \n619 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n",
"dimensions": {
"concept": "ifrs-full:DisclosureOfExpensesExplanatory",
"language": "en",
"entity": "scheme:549300EOHIZUJWKQ3G67",
"period": "2025-01-01T00:00:00/2026-01-01T00:00:00"
}
},
"Tag357": {
"value": "\n5. Trade goods, raw and auxiliary materials
\n\n
\n\n\n | \n2025 | \n2024 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n| Purchases | \n242,659 | \n205,480 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Change in inventory | \n-3,252 | \n1,117 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Total | \n239,407 | \n206,597 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
Costs for purchases of raw materials, consumables and goods for resale
\nrelated to continuing operations increased by 16% in 2025 from EUR 207
\nmillion to EUR 239 million due primarily to increased volumes and, on the
\nother hand, product-mix changes. Excluding What\u2019s Cooking Rennes, we
\nnote an increase of 6% compared to last year. This increase is in line with
\nthe growth in revenue
\nIn 2025, the impact of inflation was more limited than in 2024. The cli-
\nmate change has an impact on harvests of, for example, durum wheat or
\ntomatoes, essential ingredients in our products. Diseases in livestock such
\nas blue tongue can also affect the availability and pricing of products
\nsuch as meat, dairy products, etc. To reduce dependence, the group has
\na multi-sourcing strategy, but temporary shortages of certain raw mate-
\nrials we will never be able to completely rule out in the future.
\nCost optimization programs contributed to a recovery of our margin. The
\ngroup is committed to being cost-conscious and sustainable through,
\namong other things, innovation in products and packaging.
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n
6. Services and miscellaneous goods
\n
\n
\n\n\n | \n2025 | \n2024 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n| Transport costs | \n23,249 | \n20,563 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Maintenance and repairs | \n14,748 | \n12,345 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Cost of marketing and sales | \n5,883 | \n5,244 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Gas and electricity | \n15,688 | \n15,129 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Advisory expenses and consultants | \n15,694 | \n13,781 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Interim staff and consultants to the organisation | \n11,564 | \n8,300 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Rent | \n2,300 | \n2,517 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Other | \n10,581 | \n12,536 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Total | \n99,708 | \n90,415 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
\n\n\n\n\n\n\n
These costs increased by 10% from EUR 90 million to EUR 100 million, or an
\nincrease of 3% excluding What\u2019s Cooking Rennes. This increase is mainly
\nattributable to higher costs for temporary staff and other personnel
\nmade available to the Group, as well as increased maintenance and re-
\npair expenses. Marketing and selling expenses, as well as transportation
\ncosts, are rising as a result of the organic revenue growth.
\nThe \u2018Other\u2019 line item decreases by 16% in 2025, from EUR 12.5 million in 2024
\nto EUR 10.6 million in 2025. This category includes, among others, office ex-
\npenses, insurance costs, and fees paid to directors and management.
\n7. Employee expenses
\nIn 2025, personnel costs amounted to EUR 93,010 thousand compared to
\nEUR 78,692 thousand in 2024. The increase in personnel expenses is at-
\ntributable for 8% to the acquisition of What\u2019s Cooking Rennes SAS and for
\n9% to the growth in headcount and the 2025 wage indexation. The num-
\nber of employed staff members increased slightly in 2025, mainly driven
\nby the rise in volumes. The number of employed staff at year-end was 1
\n593 in 2025 compared to 1 355 in 2024.
\nFor further details around employee benefits, please refer to note 26.
\nPersonnel costs can be broken down as follows:
\n\n
\n\n\n | \n2025 | \n2024 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n| Wages and salaries | \n69,731 | \n60,179 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Social security contributions | \n17,539 | \n13,720 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Other employee expenses | \n5,740 | \n4,793 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Total | \n93,010 | \n78,692 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Number of employees expressed in FTEs (excl. temporary employees) at year end | \n1,593 | \n2,405 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Which relating to discontinued operations | \n | \n1,050 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Which relating to continuing operations | \n1,593 | \n1,355 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n8. Write-downs and provisions
\nThe decrease in provisions in 2025 relates mainly to LTI (long-term incen-
\ntive plans) commissions.
\nWrite-downs on inventories in the SBU ready meals amount to EUR 67
\nthousand in 2025 compared to EUR 192 thousand in 2024. Reducing food
\nwaste remains an issue we will continue to focus on in the coming years.
\n\n
\n\n\n | \n2025 | \n2024 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n| Write-downs | \n67 | \n113 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| - on inventories | \n67 | \n192 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| - on trade receivables | \n0 | \n-79 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Provisions | \n145 | \n506 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Total | \n212 | \n619 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n",
"dimensions": {
"concept": "ifrs-full:DisclosureOfExpensesByNatureExplanatory",
"language": "en",
"entity": "scheme:549300EOHIZUJWKQ3G67",
"period": "2025-01-01T00:00:00/2026-01-01T00:00:00"
}
},
"Tag358": {
"value": "\n10. Results of continuing operations
\n\n
\n\n\n | \n2025 | \n2024 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n| EBITDA | \n37,899 | \n31,660 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Depreciations costs and impairments | \n-17,687 | \n-12,388 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Impairments, write offs and provisions | \n-212 | \n-619 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Result of operating activities (EBIT) | \n20,000 | \n18,653 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n | \n2025 | \n2024 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Result of operating activities (EBIT) | \n20,000 | \n18,653 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Costs related to acquisition by Aurelius | \n0 | \n1,073 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Cost concerning M&A file | \n635 | \n210 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Restructuring costs | \n1,903 | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Underlying operating result (UEBIT) | \n22,538 | \n19,936 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| EBITDA | \n37,899 | \n31,660 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Costs related to acquisition by Aurelius | \n0 | \n1,073 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Cost concerning M&A file | \n635 | \n210 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Restructuring costs | \n1,903 | \n0 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Underlying EBITDA | \n40,437 | \n32,943 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n | \n12/31/2025 | \n12/31/2024 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| EBITDA | \n37,899 | \n63,565 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| EBITDA discontinued operations | \n0 | \n31,905 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| EBITDA continuing operations | \n37,899 | \n31,660 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Underlying EBITDA like for like | \n40,437 | \n64,538 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| UEBITDA discontinued operations | \n0 | \n31,595 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| UEBITDA continuing operations | \n40,437 | \n32,943 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| EBITDA | \n37,899 | \n31,660 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Depreciations costs and impairments | \n-17,687 | \n-12,388 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Impairments, write offs and provisions | \n-212 | \n-619 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Result of operating activities (EBIT) | \n20,000 | \n18,653 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
EBITDA from continuing operations increases 20% from EUR 31.7 million in
\n2024 to EUR 37.9 million in 2025. Underlying EBITDA increases 23% from EUR
\n32.9 million in 2024 to EUR 40.4 million in 2025. The acquisition of Rennes
\nand the increase in volumes were the principal drivers of this growth.
\nNon-underlying EBITDA expenses amounted to EUR 2.5 million in 2025 and
\nconsisted primarily of acquisition-related costs of EUR 0.6 million and re-
\nstructuring expenses of EUR 1.9 million following the divestment of the
\nSavoury activities. Almost all restructuring expenses were settled in
\nRevenue increased by 16%, from EUR 404 million to EUR 469 million, of
\nwhich 10% is attributable to the acquisition of What\u2019s Cooking Rennes and
\n6% to volume growth and the transparent pass-through of cost increases.
\nWe also succeeded in introducing a large number of innovative products
\nboth in the UK and on the European continent. We find that our focus on
\nquality in a broad sense is paying off. The continuing business presented
\nincreasing sales in both the first and second half of the financial year. The
\nready meals industry in Europe continues to offer good prospects. Our
\nstrategy of continuing to supply high-quality products is bearing fruit. A
\ncorrect price-quality mix is crucial for consumer loyalty.
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\nOur product portfolio offers a range of internationally known and region-
\nally adapted quality and mostly nutritional products for every budget.
\nOur emphasis on quality and unburdening customers, has led to a nice
\ngrowth in volumes in 2025.
\nCosts remained well contained despite continued investments in innova-
\ntion, investments in the non-top-seal packaging, and persistent wage in-
\nflation. The roll-out of top-seal packaging will continue in 2026, with the
\nobjective of further enhancing customer satisfaction and reducing pack-
\naging intensity.
\nDepreciation increased from EUR 12.4 million in 2024 to EUR 17.7 million in
\n2025, primarily due to the initial recognition of depreciation relating to
\nthe machinery and buildings of What\u2019s Cooking Rennes, as well as the ac-
\ncelerated depreciation of packaging equipment in the context of the
\ngradual transition to top-seal.
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n",
"dimensions": {
"concept": "ifrs-full:DisclosureOfProfitLossFromOperatingActivitiesExplanatory",
"language": "en",
"entity": "scheme:549300EOHIZUJWKQ3G67",
"period": "2025-01-01T00:00:00/2026-01-01T00:00:00"
}
},
"Tag359": {
"value": "\n
\n\n
\n
\n
8. Write-downs and provisions
\n
The decrease in provisions in 2025 relates mainly to LTI (long-term incen-
\n
tive plans) commissions.
\n
Write-downs on inventories in the SBU ready meals amount to EUR 67
\n
thousand in 2025 compared to EUR 192 thousand in 2024. Reducing food
\n
waste remains an issue we will continue to focus on in the coming years.
\n
\n
\n\n\n | \n2025 | \n2024 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n| Write-downs | \n67 | \n113 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| - on inventories | \n67 | \n192 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| - on trade receivables | \n0 | \n-79 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Provisions | \n145 | \n506 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Total | \n212 | \n619 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n",
"dimensions": {
"concept": "ifrs-full:DisclosureOfProvisionsExplanatory",
"language": "en",
"entity": "scheme:549300EOHIZUJWKQ3G67",
"period": "2025-01-01T00:00:00/2026-01-01T00:00:00"
}
},
"Tag362": {
"value": "\n
\n\n
\n
\n
\n
9. Other operating income and expenses
\n
Other operating expenses and income are broadly consistent with 2024
\n
when excluding the recharged costs related to the divested Savoury SBU.
\n
In the current financial year, the other operating income includes, under
\n
the item \u2018Other\u2019, the transition support recharges to the former savoury
\n
business.
\n
Other operating expenses increase from EUR 1.5 million to EUR 2.6 million.
\n
This increase is primarily attributable to the liquidation loss of EUR 431
\n
thousand relating to Davia BV, as well as the Group\u2019s EUR 273 thousand
\n
share in local taxes of What\u2019s Cooking Rennes.
\n
\n
\n
\n\n\n | \n2025 | \n2024 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n| OTHER OPERATING INCOME | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Recovery of wage-related costs | \n256 | \n221 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Recovery of logistics costs | \n18 | \n19 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Grants | \n246 | \n249 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Profits from the disposal of assets | \n6 | \n8 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Insurance recoveries | \n182 | \n108 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Claims | \n90 | \n100 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Pass-through to discontinued activity | \n0 | \n4,324 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Others | \n2,905 | \n363 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Total | \n3,702 | \n5,392 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| OTHER OPERATING EXPENSES | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Local taxes | \n1,636 | \n1,273 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Realised loss on disposal of assets | \n525 | \n95 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Claims | \n242 | \n12 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Others | \n198 | \n193 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Total | \n2,602 | \n1,573 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Other operating income and expenses | \n1,100 | \n3,819 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n",
"dimensions": {
"concept": "ifrs-full:DisclosureOfOtherOperatingIncomeExpenseExplanatory",
"language": "en",
"entity": "scheme:549300EOHIZUJWKQ3G67",
"period": "2025-01-01T00:00:00/2026-01-01T00:00:00"
}
},
"Tag363": {
"value": "\n
\n\n
\n
9. Other operating income and expenses
\n
Other operating expenses and income are broadly consistent with 2024
\n
when excluding the recharged costs related to the divested Savoury SBU.
\n
In the current financial year, the other operating income includes, under
\n
the item \u2018Other\u2019, the transition support recharges to the former savoury
\n
business.
\n
Other operating expenses increase from EUR 1.5 million to EUR 2.6 million.
\n
This increase is primarily attributable to the liquidation loss of EUR 431
\n
thousand relating to Davia BV, as well as the Group\u2019s EUR 273 thousand
\n
share in local taxes of What\u2019s Cooking Rennes.
\n
\n
\n
\n\n\n | \n2025 | \n2024 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n| OTHER OPERATING INCOME | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Recovery of wage-related costs | \n256 | \n221 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Recovery of logistics costs | \n18 | \n19 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Grants | \n246 | \n249 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Profits from the disposal of assets | \n6 | \n8 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Insurance recoveries | \n182 | \n108 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Claims | \n90 | \n100 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Pass-through to discontinued activity | \n0 | \n4,324 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Others | \n2,905 | \n363 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Total | \n3,702 | \n5,392 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| OTHER OPERATING EXPENSES | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Local taxes | \n1,636 | \n1,273 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Realised loss on disposal of assets | \n525 | \n95 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Claims | \n242 | \n12 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Others | \n198 | \n193 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Total | \n2,602 | \n1,573 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Other operating income and expenses | \n1,100 | \n3,819 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n",
"dimensions": {
"concept": "ifrs-full:DisclosureOfOtherOperatingIncomeExplanatory",
"language": "en",
"entity": "scheme:549300EOHIZUJWKQ3G67",
"period": "2025-01-01T00:00:00/2026-01-01T00:00:00"
}
},
"Tag364": {
"value": "\n
\n9. Other operating income and expenses
\nOther operating expenses and income are broadly consistent with 2024
\nwhen excluding the recharged costs related to the divested Savoury SBU.
\nIn the current financial year, the other operating income includes, under
\nthe item \u2018Other\u2019, the transition support recharges to the former savoury
\nbusiness.
\nOther operating expenses increase from EUR 1.5 million to EUR 2.6 million.
\nThis increase is primarily attributable to the liquidation loss of EUR 431
\nthousand relating to Davia BV, as well as the Group\u2019s EUR 273 thousand
\nshare in local taxes of What\u2019s Cooking Rennes.
\n\n
\n
\n\n\n | \n2025 | \n2024 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n| OTHER OPERATING INCOME | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Recovery of wage-related costs | \n256 | \n221 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Recovery of logistics costs | \n18 | \n19 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Grants | \n246 | \n249 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Profits from the disposal of assets | \n6 | \n8 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Insurance recoveries | \n182 | \n108 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Claims | \n90 | \n100 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Pass-through to discontinued activity | \n0 | \n4,324 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Others | \n2,905 | \n363 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Total | \n3,702 | \n5,392 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| OTHER OPERATING EXPENSES | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Local taxes | \n1,636 | \n1,273 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Realised loss on disposal of assets | \n525 | \n95 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Claims | \n242 | \n12 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Others | \n198 | \n193 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Total | \n2,602 | \n1,573 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Other operating income and expenses | \n1,100 | \n3,819 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n",
"dimensions": {
"concept": "ifrs-full:DisclosureOfOtherOperatingExpenseExplanatory",
"language": "en",
"entity": "scheme:549300EOHIZUJWKQ3G67",
"period": "2025-01-01T00:00:00/2026-01-01T00:00:00"
}
},
"Tag365": {
"value": "\n\n
\n\n\n | \n2025 | \n2024 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n| OTHER OPERATING INCOME | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Recovery of wage-related costs | \n256 | \n221 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Recovery of logistics costs | \n18 | \n19 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Grants | \n246 | \n249 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Profits from the disposal of assets | \n6 | \n8 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Insurance recoveries | \n182 | \n108 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Claims | \n90 | \n100 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Pass-through to discontinued activity | \n0 | \n4,324 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Others | \n2,905 | \n363 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Total | \n3,702 | \n5,392 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| OTHER OPERATING EXPENSES | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Local taxes | \n1,636 | \n1,273 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Realised loss on disposal of assets | \n525 | \n95 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Claims | \n242 | \n12 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Others | \n198 | \n193 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Total | \n2,602 | \n1,573 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Other operating income and expenses | \n1,100 | \n3,819 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n",
"dimensions": {
"concept": "ifrs-full:DisclosureOfGovernmentGrantsExplanatory",
"language": "en",
"entity": "scheme:549300EOHIZUJWKQ3G67",
"period": "2025-01-01T00:00:00/2026-01-01T00:00:00"
}
},
"Tag367": {
"value": "\n
\n\n
\n
\n
\n
\n
\n
\n
11. Financial income
\n
\n
\n\n\n | \n2025 | \n2024 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n| Interest income | \n409 | \n1,532 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Positive exchange rate differences | \n414 | \n725 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Other | \n88 | \n46 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Total | \n911 | \n2,303 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
In 2025, the group realized EUR 0.4 million in interest income on cash sur-
\n
pluses. The positive exchange differences are EUR 311 thousand lower
\n
than in 2024.
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
\n
\n
\n
\n
12. Financial expenses
\n
\n
\n\n\n | \n2025 | \n2024 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n| Interest cost on loans | \n645 | \n4,445 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Interest cost on leasing | \n116 | \n87 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Interest cost on factoring | \n708 | \n555 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Negative exchange rate differences | \n430 | \n821 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Bank charges | \n507 | \n769 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Revaluation of financial instruments | \n0 | \n49 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Other | \n89 | \n70 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Total | \n2,495 | \n6,796 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
Financial costs decreased by 63%, from EUR 6.8 million in 2024 to EUR 2.5
\n
million in 2025. This development reflects the reduction in our debt posi-
\n
tion following the divestment of the Savoury SBU
\n
The principal financing cost related to the non-recourse factoring ar-
\n
rangement. This cost, amounting to EUR 0.9 million, comprises an interest
\n
expense of EUR 0.7 million and a factoring fee of EUR 0.2 million.
\n
Our financial debt has fallen even further, which translates into a de-
\n
crease in the leverage ratio (net debt to UEBITDA). A better leverage ratio
\n
results in a lower interest rate.
\n
We report a net negative foreign exchange result of EUR 16 thousand.
\n
Both the British pound and the Polish zloty generated a small net nega-
\n
tive exchange result.
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n",
"dimensions": {
"concept": "ifrs-full:DisclosureOfFinanceIncomeExpenseExplanatory",
"language": "en",
"entity": "scheme:549300EOHIZUJWKQ3G67",
"period": "2025-01-01T00:00:00/2026-01-01T00:00:00"
}
},
"Tag368": {
"value": "\n
\n
\n
\n\n
\n
\n
11. Financial income
\n
\n
\n\n\n | \n2025 | \n2024 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n| Interest income | \n409 | \n1,532 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Positive exchange rate differences | \n414 | \n725 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Other | \n88 | \n46 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Total | \n911 | \n2,303 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
In 2025, the group realized EUR 0.4 million in interest income on cash sur-
\n
pluses. The positive exchange differences are EUR 311 thousand lower
\n
than in 2024.
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n
\n
\n
12. Financial expenses
\n
\n
\n\n\n | \n2025 | \n2024 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n| Interest cost on loans | \n645 | \n4,445 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Interest cost on leasing | \n116 | \n87 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Interest cost on factoring | \n708 | \n555 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Negative exchange rate differences | \n430 | \n821 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Bank charges | \n507 | \n769 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Revaluation of financial instruments | \n0 | \n49 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Other | \n89 | \n70 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Total | \n2,495 | \n6,796 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
Financial costs decreased by 63%, from EUR 6.8 million in 2024 to EUR 2.5
\n
million in 2025. This development reflects the reduction in our debt posi-
\n
tion following the divestment of the Savoury SBU
\n
The principal financing cost related to the non-recourse factoring ar-
\n
rangement. This cost, amounting to EUR 0.9 million, comprises an interest
\n
expense of EUR 0.7 million and a factoring fee of EUR 0.2 million.
\n
Our financial debt has fallen even further, which translates into a de-
\n
crease in the leverage ratio (net debt to UEBITDA). A better leverage ratio
\n
results in a lower interest rate.
\n
We report a net negative foreign exchange result of EUR 16 thousand.
\n
Both the British pound and the Polish zloty generated a small net nega-
\n
tive exchange result.
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n",
"dimensions": {
"concept": "ifrs-full:DisclosureOfInterestIncomeExpenseExplanatory",
"language": "en",
"entity": "scheme:549300EOHIZUJWKQ3G67",
"period": "2025-01-01T00:00:00/2026-01-01T00:00:00"
}
},
"Tag369": {
"value": "\n
\n\n
11. Financial income
\n
\n
\n\n\n | \n2025 | \n2024 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n| Interest income | \n409 | \n1,532 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Positive exchange rate differences | \n414 | \n725 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Other | \n88 | \n46 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Total | \n911 | \n2,303 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
In 2025, the group realized EUR 0.4 million in interest income on cash sur-
\n
pluses. The positive exchange differences are EUR 311 thousand lower
\n
than in 2024.
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n",
"dimensions": {
"concept": "ifrs-full:DisclosureOfFinanceIncomeExplanatory",
"language": "en",
"entity": "scheme:549300EOHIZUJWKQ3G67",
"period": "2025-01-01T00:00:00/2026-01-01T00:00:00"
}
},
"Tag370": {
"value": "\n11. Financial income
\n\n
\n\n\n | \n2025 | \n2024 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n| Interest income | \n409 | \n1,532 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Positive exchange rate differences | \n414 | \n725 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Other | \n88 | \n46 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Total | \n911 | \n2,303 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
In 2025, the group realized EUR 0.4 million in interest income on cash sur-
\npluses. The positive exchange differences are EUR 311 thousand lower
\nthan in 2024.
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n",
"dimensions": {
"concept": "ifrs-full:DisclosureOfInterestIncomeExplanatory",
"language": "en",
"entity": "scheme:549300EOHIZUJWKQ3G67",
"period": "2025-01-01T00:00:00/2026-01-01T00:00:00"
}
},
"Tag371": {
"value": "\n
\n\n
12. Financial expenses
\n
\n
\n\n\n | \n2025 | \n2024 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n| Interest cost on loans | \n645 | \n4,445 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Interest cost on leasing | \n116 | \n87 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Interest cost on factoring | \n708 | \n555 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Negative exchange rate differences | \n430 | \n821 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Bank charges | \n507 | \n769 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Revaluation of financial instruments | \n0 | \n49 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Other | \n89 | \n70 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Total | \n2,495 | \n6,796 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
Financial costs decreased by 63%, from EUR 6.8 million in 2024 to EUR 2.5
\n
million in 2025. This development reflects the reduction in our debt posi-
\n
tion following the divestment of the Savoury SBU
\n
The principal financing cost related to the non-recourse factoring ar-
\n
rangement. This cost, amounting to EUR 0.9 million, comprises an interest
\n
expense of EUR 0.7 million and a factoring fee of EUR 0.2 million.
\n
Our financial debt has fallen even further, which translates into a de-
\n
crease in the leverage ratio (net debt to UEBITDA). A better leverage ratio
\n
results in a lower interest rate.
\n
We report a net negative foreign exchange result of EUR 16 thousand.
\n
Both the British pound and the Polish zloty generated a small net nega-
\n
tive exchange result.
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n",
"dimensions": {
"concept": "ifrs-full:DisclosureOfFinanceCostExplanatory",
"language": "en",
"entity": "scheme:549300EOHIZUJWKQ3G67",
"period": "2025-01-01T00:00:00/2026-01-01T00:00:00"
}
},
"Tag372": {
"value": "\n12. Financial expenses
\n\n
\n\n\n | \n2025 | \n2024 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n| Interest cost on loans | \n645 | \n4,445 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Interest cost on leasing | \n116 | \n87 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Interest cost on factoring | \n708 | \n555 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Negative exchange rate differences | \n430 | \n821 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Bank charges | \n507 | \n769 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Revaluation of financial instruments | \n0 | \n49 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Other | \n89 | \n70 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Total | \n2,495 | \n6,796 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
Financial costs decreased by 63%, from EUR 6.8 million in 2024 to EUR 2.5
\nmillion in 2025. This development reflects the reduction in our debt posi-
\ntion following the divestment of the Savoury SBU
\nThe principal financing cost related to the non-recourse factoring ar-
\nrangement. This cost, amounting to EUR 0.9 million, comprises an interest
\nexpense of EUR 0.7 million and a factoring fee of EUR 0.2 million.
\nOur financial debt has fallen even further, which translates into a de-
\ncrease in the leverage ratio (net debt to UEBITDA). A better leverage ratio
\nresults in a lower interest rate.
\nWe report a net negative foreign exchange result of EUR 16 thousand.
\nBoth the British pound and the Polish zloty generated a small net nega-
\ntive exchange result.
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n",
"dimensions": {
"concept": "ifrs-full:DisclosureOfInterestExpenseExplanatory",
"language": "en",
"entity": "scheme:549300EOHIZUJWKQ3G67",
"period": "2025-01-01T00:00:00/2026-01-01T00:00:00"
}
},
"Tag373": {
"value": "\n
\n13. Taxes
\nTaxes recognized in income statement
\n\n
\n\n\n | \n2025 | \n2024 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Tax on profits | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Financial year | \n4,803 | \n3,194 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Previous financial years | \n-101 | \n24 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
\n
\n\n\n| Deferred tax liabilities | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Effect of temporary differences | \n161 | \n1,608 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
\n\n\n| Total tax in the income statement | \n4,863 | \n4,826 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
In line with expectations, taxes amount to 26.4% in 2025 compared to
\n34.1% in 2024. Now, all companies in the group except What\u2019s Cooking
\nPolska Sp.z.o.o. have a tax rate of 25% or higher.
\nAs of January 2025, the transfer pricing model was also applied to What\u2019s
\nCooking Deeside UK Ltd and What\u2019s Cooking Rennes SAS. The renewed
\ntransfer pricing model is now applied to all companies within the group.
\nRelationship between tax expense and accounting profit
\n\n
\n\n\n | \n2025 | \n2024 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n| Accounting profit before tax from continuing operations | \n18,416 | \n14,160 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Tax at Belgian tax rate (2024 and 2025: 25%) | \n4,604 | \n3,540 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Effect of the different tax rates of the foreign companies | \n-177 | \n-105 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Effect timing differences | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Effect of the expenses not deductible for tax purposes (incl. interest deduction) | \n645 | \n581 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Other effects | \n-209 | \n810 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Actual tax burden | \n4,863 | \n4,826 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Effective tax percentage | \n26.4% | \n34.1% | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n",
"dimensions": {
"concept": "ifrs-full:DisclosureOfIncomeTaxExplanatory",
"language": "en",
"entity": "scheme:549300EOHIZUJWKQ3G67",
"period": "2025-01-01T00:00:00/2026-01-01T00:00:00"
}
},
"Tag374": {
"value": "\n\n
\n\n\n| Deferred tax liabilities | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Effect of temporary differences | \n161 | \n1,608 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n19. Deferred tax assets and liabilities.
\nWe can assign deferred tax assets and liabilities to the following headings:
\n\n
\n\n\n | \n12/31/2025 | \n12/31/2025 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n | \nDeferred tax assets | \nDeferred tax liabilities | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n| Tangible non-current assets | \n3,876 | \n6,636 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Provisions | \n368 | \n-105 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Debts | \n-5 | \n-903 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Tax losses carried forward | \n3,425 | \n0 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Total | \n7,664 | \n5,628 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
\n\n\n | \n12/31/2024 | \n12/31/2024 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n | \nDeferred tax assets | \nDeferred tax liabilities | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n| Tangible non-current assets | \n3,449 | \n839 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Provisions | \n365 | \n38 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Debts | \n8 | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Tax losses carried forward | \n3,954 | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Total | \n7,776 | \n877 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
The deferred tax liabilities increase from EUR 877 thousand in 2024 to EUR
\n5.6 million in 2025. This increase is primarily attributable to the tax impact
\nof the fair-value measurement of the assets of What\u2019s Cooking Rennes
\nupon acquisition (note 34).
\nDeferred tax assets amounting to EUR 7.7 million in 2025 are in line with
\nthe prior year. Of the EUR 3.5 million in tax-recoverable assets, EUR 3 mil-
\nlion relates to the Belgian entities.
\nFrom 2019, a deferred tax benefit was expressed with respect to Poland
\nfor EUR 5 million because What\u2019s Cooking Polska is located in a reconver-
\nsion zone. From 2020, a portion of the expressed tax benefit is reversed
\nannually because What\u2019s Cooking Polska closed its fiscal year with a prof-
\nit since 2020. This benefit is limited until 2026. In 2025, a reversal of 695
\nthousand EUR was recorded, compared to 1.1 million EUR in 2024, on that
\ndeferred tax asset, due to the uncertainty surrounding the Special Eco-
\nnomic Zone (SEZ) exemption, as we believe the recognition criteria are no
\nlonger met. As of today, that SEZ exemption still represents 193 thousand
\nEUR of the total deferred tax asset.
\nThe deferred tax positions are recorded on a net basis per company.
\n
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n",
"dimensions": {
"concept": "ifrs-full:DisclosureOfDeferredTaxesExplanatory",
"language": "en",
"entity": "scheme:549300EOHIZUJWKQ3G67",
"period": "2025-01-01T00:00:00/2026-01-01T00:00:00"
}
},
"Tag377": {
"value": "\n
\n\n
14. Result from discontinued business activity
\n
after income taxes
\n
\n
\n\n\n | \n2025 | \n2024 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n| DISCONTINUED OPERATIONS | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Result of operations that are to be disposed net of tax | \n11,939 | \n4,650 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Result dis-synergies on continuing operations net of tax | \n | \n6,726 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Result from discontinued operations net of tax | \n11,939 | \n11,376 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
\n
In accordance with IFRS 5.33, the result of the Savoury SBU was reclassi-
\n
fied out of the income statement by What\u2019s Cooking Group as at 31 De-
\n
cember 2024 and presented as the result from discontinued operations,
\n
as the sale was completed in January 2025. The positive settlement of the
\n
sale on 10 January 2025 was likewise presented as a result from the dis-
\n
continued operation.
\n
In 2024, this result comprised the net result of the Savoury activities, in-
\n
cluding the impact of the 2024 dis-synergies.\u201d
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n
\n
\n
24. Assets held for sale - liabilities directly associated with assets held for sale
\n
\n
\n\n\n| in EUR '000 | \n2025 | \n2024 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Revenue | \n | \n472,169 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Trade goods, raw and auxiliary items | \n | \n-308,662 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Services and miscellaneous goods | \n | \n-75,433 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Employee expenses | \n | \n-71,613 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Depreciation costs | \n | \n-15,242 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Impairments, write-downs, and provisions | \n | \n-84 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Other operating income | \n | \n7,319 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Other operating expenses | \n | \n-843 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Result of operating activities | \n | \n7,611 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Financial income | \n | \n155 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Financial expenses | \n | \n-1,659 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Taxes | \n | \n-1,457 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Result of operations that are to be disposed net of tax | \n11,939 | \n4,650 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Result dis-synergies on continuing operations net of tax | \n | \n6,726 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Result from discontinued operations net of tax (*) | \n11,939 | \n11,376 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| ASSETS | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Goodwill | \n | \n33,714 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Intangible non-current assets | \n | \n6,612 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Tangible non-current assets | \n | \n59,008 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Deferred tax assets | \n | \n71 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Other long-term receivables | \n | \n11 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Inventories | \n | \n25,566 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Trade and other receivables | \n | \n51,451 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Cash and cash equivalents | \n | \n10,566 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Total assets | \n | \n186,999 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| LIABILITIES | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Deferred tax liabilities | \n | \n3,283 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Provisions | \n | \n1,197 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Long-term interest-bearing liabilities | \n | \n711 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Current interest-bearing liabilities | \n | \n2,124 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Trade liabilities and other payables | \n | \n76,570 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Social liabilities | \n | \n12,678 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Tax liabilities | \n | \n2,366 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Total liabilities | \n | \n98,929 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Net assets discontinued operations | \n88,070 | \n88,070 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Recognition of translation differences and other items and equity of discontinued operations | \n502 | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Receivable on the transferred businesses and the buyer of the savoury business | \n-435 | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Net cash received after closing date on the sale of the savoury business (after deduction of transaction costs) | \n-100,076 | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Net gain on the transaction | \n-11,939 | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
\n
\n
\n
\n
\n
\n
\n
\n
\n
\n
\n
\n
\n
\n
\n
\n
\n
\n
\n
\n
\n
\n
\n
\n
\n
\n
\n
\n
\n
\n
(*) In accordance with IFRS 5.33, the company discloses the result from discontinued operations in its consolidated profit and loss account for 2025 and 2024. This
\n
amount includes, on the one hand, the profit (loss) from operational discontinued operations after taxes and, on the other hand, costs that were previously borne by
\n
the discontinued operation and, after the settlement of the sale of the SBU Savoury, are charged to the continuing operations (dis-synergies).
\n
The SBU Savoury was presented as a discontinued operation in the 2024 annual report. All of its assets were classified under \u2018assets held for sale\u2019 and all of
\n
its liabilities as at 31 December 2024 under \u2018liabilities directly associated with assets held for sale\u2019. The sale was completed on 10 January 2025. The finan-
\n
cial settlement of the disposal of the SBU Savoury resulted in a cash inflow of 100 million EUR and a gain of 11.9 million EUR in 2025.
\n
Transaction costs amounted to 4 million EUR and the IT carve-out costs to 1 million EUR. The expected net result of 12.5 million EUR finally resulted in a real-
\n
ized net result of 11.9 million EUR due to an adjustment of the estimated net receivable from the buyer.
\n
\n\n\n\n\n\n\n\n\n\n\n\n
\n
\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n",
"dimensions": {
"concept": "ifrs-full:DisclosureOfNoncurrentAssetsHeldForSaleAndDiscontinuedOperationsExplanatory",
"language": "en",
"entity": "scheme:549300EOHIZUJWKQ3G67",
"period": "2025-01-01T00:00:00/2026-01-01T00:00:00"
}
},
"Tag378": {
"value": "\n14. Result from discontinued business activity
\nafter income taxes
\n\n
\n\n\n | \n2025 | \n2024 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n| DISCONTINUED OPERATIONS | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Result of operations that are to be disposed net of tax | \n11,939 | \n4,650 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Result dis-synergies on continuing operations net of tax | \n | \n6,726 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Result from discontinued operations net of tax | \n11,939 | \n11,376 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\nIn accordance with IFRS 5.33, the result of the Savoury SBU was reclassi-
\nfied out of the income statement by What\u2019s Cooking Group as at 31 De-
\ncember 2024 and presented as the result from discontinued operations,
\nas the sale was completed in January 2025. The positive settlement of the
\nsale on 10 January 2025 was likewise presented as a result from the dis-
\ncontinued operation.
\nIn 2024, this result comprised the net result of the Savoury activities, in-
\ncluding the impact of the 2024 dis-synergies.\u201d
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n
24. Assets held for sale - liabilities directly associated with assets held for sale
\n
\n
\n\n\n| in EUR '000 | \n2025 | \n2024 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Revenue | \n | \n472,169 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Trade goods, raw and auxiliary items | \n | \n-308,662 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Services and miscellaneous goods | \n | \n-75,433 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Employee expenses | \n | \n-71,613 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Depreciation costs | \n | \n-15,242 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Impairments, write-downs, and provisions | \n | \n-84 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Other operating income | \n | \n7,319 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Other operating expenses | \n | \n-843 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Result of operating activities | \n | \n7,611 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Financial income | \n | \n155 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Financial expenses | \n | \n-1,659 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Taxes | \n | \n-1,457 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Result of operations that are to be disposed net of tax | \n11,939 | \n4,650 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Result dis-synergies on continuing operations net of tax | \n | \n6,726 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Result from discontinued operations net of tax (*) | \n11,939 | \n11,376 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| ASSETS | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Goodwill | \n | \n33,714 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Intangible non-current assets | \n | \n6,612 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Tangible non-current assets | \n | \n59,008 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Deferred tax assets | \n | \n71 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Other long-term receivables | \n | \n11 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Inventories | \n | \n25,566 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Trade and other receivables | \n | \n51,451 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Cash and cash equivalents | \n | \n10,566 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Total assets | \n | \n186,999 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| LIABILITIES | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Deferred tax liabilities | \n | \n3,283 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Provisions | \n | \n1,197 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Long-term interest-bearing liabilities | \n | \n711 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Current interest-bearing liabilities | \n | \n2,124 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Trade liabilities and other payables | \n | \n76,570 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Social liabilities | \n | \n12,678 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Tax liabilities | \n | \n2,366 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Total liabilities | \n | \n98,929 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Net assets discontinued operations | \n88,070 | \n88,070 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Recognition of translation differences and other items and equity of discontinued operations | \n502 | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Receivable on the transferred businesses and the buyer of the savoury business | \n-435 | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Net cash received after closing date on the sale of the savoury business (after deduction of transaction costs) | \n-100,076 | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Net gain on the transaction | \n-11,939 | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
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(*) In accordance with IFRS 5.33, the company discloses the result from discontinued operations in its consolidated profit and loss account for 2025 and 2024. This
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amount includes, on the one hand, the profit (loss) from operational discontinued operations after taxes and, on the other hand, costs that were previously borne by
\n
the discontinued operation and, after the settlement of the sale of the SBU Savoury, are charged to the continuing operations (dis-synergies).
\n
The SBU Savoury was presented as a discontinued operation in the 2024 annual report. All of its assets were classified under \u2018assets held for sale\u2019 and all of
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its liabilities as at 31 December 2024 under \u2018liabilities directly associated with assets held for sale\u2019. The sale was completed on 10 January 2025. The finan-
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cial settlement of the disposal of the SBU Savoury resulted in a cash inflow of 100 million EUR and a gain of 11.9 million EUR in 2025.
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Transaction costs amounted to 4 million EUR and the IT carve-out costs to 1 million EUR. The expected net result of 12.5 million EUR finally resulted in a real-
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ized net result of 11.9 million EUR due to an adjustment of the estimated net receivable from the buyer.
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\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n",
"dimensions": {
"concept": "ifrs-full:DisclosureOfDiscontinuedOperationsExplanatory",
"language": "en",
"entity": "scheme:549300EOHIZUJWKQ3G67",
"period": "2025-01-01T00:00:00/2026-01-01T00:00:00"
}
},
"Tag392": {
"value": "\n
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15. Goodwill
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\n\n\n | \n2025 | \n2024 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n| GOODWILL | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Start of the financial year | \n44,732 | \n79,781 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Acquisitions | \n32 | \n0 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Transfers and decommissioning | \n0 | \n0 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Translation differences | \n-425 | \n405 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Discontinued operations | \n0 | \n-35,454 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| End of the financial year: continuing operations | \n44,339 | \n44,732 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| IMPAIRMENTS | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Start of the financial year | \n0 | \n1,740 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Impairment losses | \n0 | \n0 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Transfers and decommissioning | \n0 | \n0 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Discontinued operations | \n0 | \n-1,740 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| End of the financial year: continuing operations | \n0 | \n0 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Net book value | \n44,339 | \n44,732 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
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Goodwill arises when the cost of a business combination at the acquisi-
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tion date exceeds the group\u2019s interest in the net fair value of the acquiree\u2019s
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contingent liabilities, identifiable assets and liabilities.
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The group chose to allocate goodwill to segments. The risk profile of the
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business combinations acquired so far, was almost identical to the exist-
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ing business, and/or the cash flows were fully connected. What\u2019s more,
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these business combinations were fully absorbed into the segment from
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acquisition. This makes it impossible for us to recognize, let alone track,
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any separate cash flow at a lower level. Management reporting is there-
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fore done at the segment level. From 2025, there will be only one segment,
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as previously indicated.
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\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
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In 2025, goodwill amounts to EUR 44,339 thousand compared to EUR
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44,732 thousand in 2024. We record an increase of EUR 32 thousand fol-
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lowing the acquisition of What\u2019s Cooking Rennes SAS, formerly Sveltic
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SAS, and a decrease of EUR 425 thousand, representing a foreign curren-
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cy translation difference (note34).
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The group performs an annual impairment analysis on goodwill. This is
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done using the discounted cash flow method. If the segment\u2019s recovera-
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ble amount is less than its carrying amount, we first allocate the impair-
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ment loss to the carrying amount of goodwill. Next come the other assets
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of the unit, in proportion to the carrying value of each asset.
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The basis for the above \u201cimpairment analysis\u201d consists of:
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\u2022 The budget estimate for the following year of the own operating cash
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flows of our business. This budget estimate is the result of a detailed
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analysis of all known and estimated evolutions of sales, margin and
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costs. With adaptation to the commercial environment. Here we strive
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for a balance between challenge and realism.
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\u2022 Cash flows for the 4 subsequent years were applied as follows:
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\u2022 An estimated sales growth of 1.5% for our existing business.
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\u2022 Inflation expectations were kept low and stable in the simulations be-
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cause the group assumes it will pass on inflation or deflation of costs to
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customers. The same is valid for energy prices. With the exception of
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salary and interest rate expectations, no public indices for the future
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are available for most cost drivers. The estimates involve a \u201cmanage-
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ment best estimate\u201d in this regard.
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\u2022 Estimated EBITDA margin. This margin corresponds to the projections
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for the coming year and to the long-term targets
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\u2022 We adjust the calculated cash flows for each year with the replace-
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ment investments we think we will need to keep the existing production
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equipment operational. And with movements in working capital.
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\u2022 The latest long-term plan includes a long-term growth rate of 2%.
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\u2022 We discount these cash flows at an estimated average cost of capital
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(WACC) of 9.38% (2024: 9.04%). The basis for this calculation is based
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on the average between the short-term and after-tax WACC. The basis
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for this takes into account a capital cost for equity on the one hand
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and a cost for debt on the other.
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\u2022 The capital cost of equity considers the following elements:
\n
\u2022 The \u2018risk free rate\u2019
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\u2022 The Equity Risk Premium based on various market studies.
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\u2022 A risk premium calculated based on the \u201cGuide to Cost of Capital
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\u2022 The cost of debt capital considers the following elements:
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\u2022 A basic interest cost
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\u2022 A \u201cCorporate spread\u201d based on the 5-year Euro AAA and BB consumer
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staples interest.
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\u2022 A tax rate of 27% (including disallowed expenses)
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The recoverable amount exceeds the book value
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Therefore, the impairment analysis did not result in any impairments
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Even when the parameters are estimated more conservatively, the recov-
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erable amount exceeds the carrying amount, so no impairment applies in
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these scenarios either. Following sensitivity analyses were performed:
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\u2022 Increasing the WACC by 30 basis points and reducing the long-term
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growth rate by 100 basis points;
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\u2022 Increasing WACC by 30 basis points and decreasing EBITDA residual
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values by 50 basis points;
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\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
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16. Intangible non-current assets
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\n\n\n | \nSoftware | \nBrands, licences and patents | \nCustomer relationships | \nR&D | \nTotal | \nSoftware | \nBrands, licences and patents | \nCustomer relationships | \nR&D | \nTotal | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n | \n | \n | \n | \n2025 | \n | \n | \n | \n | \n2024 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n| ACQUISITION VALUE | \n | \n | \n | \n | \n | \n | \n | \n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Start of the financial year | \n20,150 | \n2,150 | \n11,669 | \n85 | \n34,054 | \n26,775 | \n2,099 | \n24,238 | \n251 | \n53,363 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Group consolidation extension (1) | \n344 | \n | \n | \n | \n344 | \n | \n | \n | \n | \n0 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Acquisitions continued operations | \n12 | \n | \n | \n | \n12 | \n925 | \n | \n | \n | \n925 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Acquisitions discontinued operations | \n | \n | \n | \n | \n0 | \n57 | \n | \n | \n | \n57 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Transfers and decommissioning | \n-14,784 | \n-492 | \n | \n | \n-15,276 | \n-287 | \n | \n | \n | \n-287 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Transfer from / to other entries | \n75 | \n | \n | \n | \n75 | \n | \n | \n | \n | \n0 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Translation differences | \n | \n-53 | \n-558 | \n | \n-611 | \n15 | \n51 | \n531 | \n | \n597 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| End of the financial year | \n5,797 | \n1,605 | \n11,111 | \n85 | \n18,598 | \n27,485 | \n2,150 | \n24,769 | \n251 | \n54,655 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| End of the financial year: discontinued operations | \n | \n | \n | \n | \n0 | \n7,335 | \n0 | \n13,100 | \n166 | \n20,601 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| End of the financial year: continued operations | \n5,797 | \n1,605 | \n11,111 | \n85 | \n18,598 | \n20,150 | \n2,150 | \n11,669 | \n85 | \n34,054 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n | \n | \n | \n | \n | \n | \n | \n | \n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| DEPRECIATION | \n | \n | \n | \n | \n | \n | \n | \n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Start of the financial year | \n17,608 | \n2,150 | \n6,113 | \n85 | \n25,956 | \n24,387 | \n2,099 | \n10,732 | \n194 | \n37,412 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Group consolidation extension (1) | \n264 | \n | \n | \n | \n264 | \n | \n | \n | \n | \n0 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Depreciation* continued operations | \n2,373 | \n | \n807 | \n | \n3,180 | \n642 | \n | \n816 | \n | \n1,458 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Depreciation* discontinued operations | \n | \n | \n | \n | \n0 | \n86 | \n | \n936 | \n19 | \n1,041 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Transfers and decommissioning | \n-14,783 | \n-492 | \n | \n | \n-15,275 | \n-287 | \n | \n | \n | \n-287 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Transfer from / to other entries | \n | \n | \n | \n | \n0 | \n | \n | \n | \n | \n0 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Translation differences | \n | \n-53 | \n-306 | \n | \n-359 | \n12 | \n51 | \n257 | \n | \n320 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| End of the financial year | \n5,462 | \n1,605 | \n6,614 | \n85 | \n13,766 | \n24,840 | \n2,150 | \n12,741 | \n213 | \n39,944 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| End of the financial year: discontinued operations | \n | \n | \n | \n | \n0 | \n7,232 | \n0 | \n6,628 | \n128 | \n13,988 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| End of the financial year: continued operations | \n5,462 | \n1,605 | \n6,614 | \n85 | \n13,766 | \n17,608 | \n2,150 | \n6,113 | \n85 | \n25,956 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n | \n | \n | \n | \n | \n | \n | \n | \n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Net book value continued operations | \n335 | \n0 | \n4,497 | \n0 | \n4,832 | \n2,542 | \n0 | \n5,556 | \n0 | \n8,098 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
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(1) The net value of the assets acquired from What\u2019s Cooking Rennes on April 1 has been recorded in two lines: partly under acquisition cost and partly
\n
under accumulated depreciation.
\n
* Following a thorough analysis, the Group has decided to phase out the use of certain software, as the system does not provide the intended added
\n
value. This decision explains the increase in software amortisation.
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
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\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n",
"dimensions": {
"concept": "ifrs-full:DisclosureOfIntangibleAssetsAndGoodwillExplanatory",
"language": "en",
"entity": "scheme:549300EOHIZUJWKQ3G67",
"period": "2025-01-01T00:00:00/2026-01-01T00:00:00"
}
},
"Tag379": {
"value": "\n15. Goodwill
\n\n
\n\n\n | \n2025 | \n2024 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n| GOODWILL | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Start of the financial year | \n44,732 | \n79,781 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Acquisitions | \n32 | \n0 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Transfers and decommissioning | \n0 | \n0 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Translation differences | \n-425 | \n405 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Discontinued operations | \n0 | \n-35,454 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| End of the financial year: continuing operations | \n44,339 | \n44,732 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| IMPAIRMENTS | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Start of the financial year | \n0 | \n1,740 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Impairment losses | \n0 | \n0 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Transfers and decommissioning | \n0 | \n0 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Discontinued operations | \n0 | \n-1,740 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| End of the financial year: continuing operations | \n0 | \n0 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Net book value | \n44,339 | \n44,732 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
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Goodwill arises when the cost of a business combination at the acquisi-
\ntion date exceeds the group\u2019s interest in the net fair value of the acquiree\u2019s
\ncontingent liabilities, identifiable assets and liabilities.
\nThe group chose to allocate goodwill to segments. The risk profile of the
\nbusiness combinations acquired so far, was almost identical to the exist-
\ning business, and/or the cash flows were fully connected. What\u2019s more,
\nthese business combinations were fully absorbed into the segment from
\nacquisition. This makes it impossible for us to recognize, let alone track,
\nany separate cash flow at a lower level. Management reporting is there-
\nfore done at the segment level. From 2025, there will be only one segment,
\nas previously indicated.
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\nIn 2025, goodwill amounts to EUR 44,339 thousand compared to EUR
\n44,732 thousand in 2024. We record an increase of EUR 32 thousand fol-
\nlowing the acquisition of What\u2019s Cooking Rennes SAS, formerly Sveltic
\nSAS, and a decrease of EUR 425 thousand, representing a foreign curren-
\ncy translation difference (note34).
\nThe group performs an annual impairment analysis on goodwill. This is
\ndone using the discounted cash flow method. If the segment\u2019s recovera-
\nble amount is less than its carrying amount, we first allocate the impair-
\nment loss to the carrying amount of goodwill. Next come the other assets
\nof the unit, in proportion to the carrying value of each asset.
\nThe basis for the above \u201cimpairment analysis\u201d consists of:
\n\u2022 The budget estimate for the following year of the own operating cash
\nflows of our business. This budget estimate is the result of a detailed
\nanalysis of all known and estimated evolutions of sales, margin and
\ncosts. With adaptation to the commercial environment. Here we strive
\nfor a balance between challenge and realism.
\n\u2022 Cash flows for the 4 subsequent years were applied as follows:
\n\u2022 An estimated sales growth of 1.5% for our existing business.
\n\u2022 Inflation expectations were kept low and stable in the simulations be-
\ncause the group assumes it will pass on inflation or deflation of costs to
\ncustomers. The same is valid for energy prices. With the exception of
\nsalary and interest rate expectations, no public indices for the future
\nare available for most cost drivers. The estimates involve a \u201cmanage-
\nment best estimate\u201d in this regard.
\n\u2022 Estimated EBITDA margin. This margin corresponds to the projections
\nfor the coming year and to the long-term targets
\n\u2022 We adjust the calculated cash flows for each year with the replace-
\nment investments we think we will need to keep the existing production
\nequipment operational. And with movements in working capital.
\n\u2022 The latest long-term plan includes a long-term growth rate of 2%.
\n\u2022 We discount these cash flows at an estimated average cost of capital
\n(WACC) of 9.38% (2024: 9.04%). The basis for this calculation is based
\non the average between the short-term and after-tax WACC. The basis
\nfor this takes into account a capital cost for equity on the one hand
\nand a cost for debt on the other.
\n\u2022 The capital cost of equity considers the following elements:
\n\u2022 The \u2018risk free rate\u2019
\n\u2022 The Equity Risk Premium based on various market studies.
\n\u2022 A risk premium calculated based on the \u201cGuide to Cost of Capital
\n\u2022 The cost of debt capital considers the following elements:
\n\u2022 A basic interest cost
\n\u2022 A \u201cCorporate spread\u201d based on the 5-year Euro AAA and BB consumer
\nstaples interest.
\n\u2022 A tax rate of 27% (including disallowed expenses)
\nThe recoverable amount exceeds the book value
\nTherefore, the impairment analysis did not result in any impairments
\nEven when the parameters are estimated more conservatively, the recov-
\nerable amount exceeds the carrying amount, so no impairment applies in
\nthese scenarios either. Following sensitivity analyses were performed:
\n\u2022 Increasing the WACC by 30 basis points and reducing the long-term
\ngrowth rate by 100 basis points;
\n\u2022 Increasing WACC by 30 basis points and decreasing EBITDA residual
\nvalues by 50 basis points;
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n",
"dimensions": {
"concept": "ifrs-full:DisclosureOfGoodwillExplanatory",
"language": "en",
"entity": "scheme:549300EOHIZUJWKQ3G67",
"period": "2025-01-01T00:00:00/2026-01-01T00:00:00"
}
},
"Tag381": {
"value": "\n
\n\n
16. Intangible non-current assets
\n
\n
\n\n\n | \nSoftware | \nBrands, licences and patents | \nCustomer relationships | \nR&D | \nTotal | \nSoftware | \nBrands, licences and patents | \nCustomer relationships | \nR&D | \nTotal | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n | \n | \n | \n | \n2025 | \n | \n | \n | \n | \n2024 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n| ACQUISITION VALUE | \n | \n | \n | \n | \n | \n | \n | \n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Start of the financial year | \n20,150 | \n2,150 | \n11,669 | \n85 | \n34,054 | \n26,775 | \n2,099 | \n24,238 | \n251 | \n53,363 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Group consolidation extension (1) | \n344 | \n | \n | \n | \n344 | \n | \n | \n | \n | \n0 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Acquisitions continued operations | \n12 | \n | \n | \n | \n12 | \n925 | \n | \n | \n | \n925 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Acquisitions discontinued operations | \n | \n | \n | \n | \n0 | \n57 | \n | \n | \n | \n57 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Transfers and decommissioning | \n-14,784 | \n-492 | \n | \n | \n-15,276 | \n-287 | \n | \n | \n | \n-287 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Transfer from / to other entries | \n75 | \n | \n | \n | \n75 | \n | \n | \n | \n | \n0 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Translation differences | \n | \n-53 | \n-558 | \n | \n-611 | \n15 | \n51 | \n531 | \n | \n597 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| End of the financial year | \n5,797 | \n1,605 | \n11,111 | \n85 | \n18,598 | \n27,485 | \n2,150 | \n24,769 | \n251 | \n54,655 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| End of the financial year: discontinued operations | \n | \n | \n | \n | \n0 | \n7,335 | \n0 | \n13,100 | \n166 | \n20,601 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| End of the financial year: continued operations | \n5,797 | \n1,605 | \n11,111 | \n85 | \n18,598 | \n20,150 | \n2,150 | \n11,669 | \n85 | \n34,054 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n | \n | \n | \n | \n | \n | \n | \n | \n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| DEPRECIATION | \n | \n | \n | \n | \n | \n | \n | \n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Start of the financial year | \n17,608 | \n2,150 | \n6,113 | \n85 | \n25,956 | \n24,387 | \n2,099 | \n10,732 | \n194 | \n37,412 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Group consolidation extension (1) | \n264 | \n | \n | \n | \n264 | \n | \n | \n | \n | \n0 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Depreciation* continued operations | \n2,373 | \n | \n807 | \n | \n3,180 | \n642 | \n | \n816 | \n | \n1,458 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Depreciation* discontinued operations | \n | \n | \n | \n | \n0 | \n86 | \n | \n936 | \n19 | \n1,041 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Transfers and decommissioning | \n-14,783 | \n-492 | \n | \n | \n-15,275 | \n-287 | \n | \n | \n | \n-287 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Transfer from / to other entries | \n | \n | \n | \n | \n0 | \n | \n | \n | \n | \n0 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Translation differences | \n | \n-53 | \n-306 | \n | \n-359 | \n12 | \n51 | \n257 | \n | \n320 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| End of the financial year | \n5,462 | \n1,605 | \n6,614 | \n85 | \n13,766 | \n24,840 | \n2,150 | \n12,741 | \n213 | \n39,944 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| End of the financial year: discontinued operations | \n | \n | \n | \n | \n0 | \n7,232 | \n0 | \n6,628 | \n128 | \n13,988 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| End of the financial year: continued operations | \n5,462 | \n1,605 | \n6,614 | \n85 | \n13,766 | \n17,608 | \n2,150 | \n6,113 | \n85 | \n25,956 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n | \n | \n | \n | \n | \n | \n | \n | \n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Net book value continued operations | \n335 | \n0 | \n4,497 | \n0 | \n4,832 | \n2,542 | \n0 | \n5,556 | \n0 | \n8,098 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
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(1) The net value of the assets acquired from What\u2019s Cooking Rennes on April 1 has been recorded in two lines: partly under acquisition cost and partly
\n
under accumulated depreciation.
\n
* Following a thorough analysis, the Group has decided to phase out the use of certain software, as the system does not provide the intended added
\n
value. This decision explains the increase in software amortisation.
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n",
"dimensions": {
"concept": "ifrs-full:DisclosureOfIntangibleAssetsExplanatory",
"language": "en",
"entity": "scheme:549300EOHIZUJWKQ3G67",
"period": "2025-01-01T00:00:00/2026-01-01T00:00:00"
}
},
"Tag382": {
"value": "\n16. Intangible non-current assets
\n\n
\n\n\n | \nSoftware | \nBrands, licences and patents | \nCustomer relationships | \nR&D | \nTotal | \nSoftware | \nBrands, licences and patents | \nCustomer relationships | \nR&D | \nTotal | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n | \n | \n | \n | \n2025 | \n | \n | \n | \n | \n2024 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n| ACQUISITION VALUE | \n | \n | \n | \n | \n | \n | \n | \n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Start of the financial year | \n20,150 | \n2,150 | \n11,669 | \n85 | \n34,054 | \n26,775 | \n2,099 | \n24,238 | \n251 | \n53,363 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Group consolidation extension (1) | \n344 | \n | \n | \n | \n344 | \n | \n | \n | \n | \n0 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Acquisitions continued operations | \n12 | \n | \n | \n | \n12 | \n925 | \n | \n | \n | \n925 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Acquisitions discontinued operations | \n | \n | \n | \n | \n0 | \n57 | \n | \n | \n | \n57 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Transfers and decommissioning | \n-14,784 | \n-492 | \n | \n | \n-15,276 | \n-287 | \n | \n | \n | \n-287 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Transfer from / to other entries | \n75 | \n | \n | \n | \n75 | \n | \n | \n | \n | \n0 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Translation differences | \n | \n-53 | \n-558 | \n | \n-611 | \n15 | \n51 | \n531 | \n | \n597 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| End of the financial year | \n5,797 | \n1,605 | \n11,111 | \n85 | \n18,598 | \n27,485 | \n2,150 | \n24,769 | \n251 | \n54,655 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| End of the financial year: discontinued operations | \n | \n | \n | \n | \n0 | \n7,335 | \n0 | \n13,100 | \n166 | \n20,601 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| End of the financial year: continued operations | \n5,797 | \n1,605 | \n11,111 | \n85 | \n18,598 | \n20,150 | \n2,150 | \n11,669 | \n85 | \n34,054 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n | \n | \n | \n | \n | \n | \n | \n | \n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| DEPRECIATION | \n | \n | \n | \n | \n | \n | \n | \n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Start of the financial year | \n17,608 | \n2,150 | \n6,113 | \n85 | \n25,956 | \n24,387 | \n2,099 | \n10,732 | \n194 | \n37,412 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Group consolidation extension (1) | \n264 | \n | \n | \n | \n264 | \n | \n | \n | \n | \n0 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Depreciation* continued operations | \n2,373 | \n | \n807 | \n | \n3,180 | \n642 | \n | \n816 | \n | \n1,458 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Depreciation* discontinued operations | \n | \n | \n | \n | \n0 | \n86 | \n | \n936 | \n19 | \n1,041 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Transfers and decommissioning | \n-14,783 | \n-492 | \n | \n | \n-15,275 | \n-287 | \n | \n | \n | \n-287 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Transfer from / to other entries | \n | \n | \n | \n | \n0 | \n | \n | \n | \n | \n0 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Translation differences | \n | \n-53 | \n-306 | \n | \n-359 | \n12 | \n51 | \n257 | \n | \n320 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| End of the financial year | \n5,462 | \n1,605 | \n6,614 | \n85 | \n13,766 | \n24,840 | \n2,150 | \n12,741 | \n213 | \n39,944 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| End of the financial year: discontinued operations | \n | \n | \n | \n | \n0 | \n7,232 | \n0 | \n6,628 | \n128 | \n13,988 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| End of the financial year: continued operations | \n5,462 | \n1,605 | \n6,614 | \n85 | \n13,766 | \n17,608 | \n2,150 | \n6,113 | \n85 | \n25,956 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n | \n | \n | \n | \n | \n | \n | \n | \n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Net book value continued operations | \n335 | \n0 | \n4,497 | \n0 | \n4,832 | \n2,542 | \n0 | \n5,556 | \n0 | \n8,098 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
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\n(1) The net value of the assets acquired from What\u2019s Cooking Rennes on April 1 has been recorded in two lines: partly under acquisition cost and partly
\nunder accumulated depreciation.
\n* Following a thorough analysis, the Group has decided to phase out the use of certain software, as the system does not provide the intended added
\nvalue. This decision explains the increase in software amortisation.
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n17. Tangible non-current assets
\n\n
\n\n\n | \nLand and buildings | \nInstallations, machines, and equipment | \nFurniture and rolling equipment | \nLeasing | \nOther | \nAssets under construction | \nTotal | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n| 2025 | \n | \n | \n | \n | \n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| ACQUISITION VALUE | \n | \n | \n | \n | \n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Start of the financial year | \n71,533 | \n169,600 | \n4,887 | \n2,597 | \n3 | \n8,471 | \n257,091 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Group consolidation extension (1) | \n23,652 | \n44,518 | \n0 | \n195 | \n | \n175 | \n68,540 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Acquisitions | \n1,022 | \n8,324 | \n452 | \n2,680 | \n | \n9,733 | \n22,211 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Transfers and decommissioning | \n-1,761 | \n-8,180 | \n-662 | \n-820 | \n-3 | \n | \n-11,426 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Transfer from / to other entries | \n201 | \n5,421 | \n | \n | \n | \n-5,697 | \n-75 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Translation differences | \n-36 | \n-666 | \n-89 | \n | \n | \n-29 | \n-820 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| End of the financial year | \n94,611 | \n219,017 | \n4,588 | \n4,652 | \n0 | \n12,653 | \n335,521 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n | \n | \n | \n | \n | \n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| DEPRECIATION | \n | \n | \n | \n | \n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Start of the financial year | \n44,623 | \n135,770 | \n3,556 | \n901 | \n3 | \n47 | \n184,900 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Group consolidation extension (1) | \n12,222 | \n25,893 | \n | \n | \n | \n | \n38,115 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Depreciation | \n2,458 | \n11,078 | \n450 | \n842 | \n | \n0 | \n14,828 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Transfers and decommissioning | \n-1,686 | \n-8,183 | \n-662 | \n-439 | \n-3 | \n | \n-10,973 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Translation differences | \n-107 | \n-563 | \n-48 | \n | \n | \n | \n-718 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| End of the financial year | \n57,510 | \n163,995 | \n3,296 | \n1,304 | \n0 | \n47 | \n226,152 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n | \n | \n | \n | \n | \n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| NET CAPITAL GRANTS | \n | \n | \n | \n | \n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Start of the financial year | \n102 | \n1,161 | \n0 | \n0 | \n0 | \n0 | \n1,263 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Group consolidation extension | \n | \n | \n | \n | \n | \n | \n0 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| New allocations | \n | \n797 | \n | \n | \n | \n | \n797 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Other | \n | \n-5 | \n | \n | \n | \n | \n-5 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Depreciation | \n-18 | \n-303 | \n | \n | \n | \n | \n-321 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| End of the financial year | \n84 | \n1,650 | \n0 | \n0 | \n0 | \n0 | \n1,734 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n | \n | \n | \n | \n | \n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Net book value as per 31 December 2025 | \n37,017 | \n53,372 | \n1,292 | \n3,348 | \n0 | \n12,606 | \n107,635 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
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\n(1) The net value of the assets acquired from What\u2019s Cooking Rennes on April 1 has been recorded in two lines: partly under acquisition cost and partly
\nunder accumulated depreciation.
\n
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\n\n\n | \nLand and buildings | \nInstallations, machines, and equipment | \nFurniture and rolling equipment | \nLeasing | \nOther | \nAssets under construction | \nTotal | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n| 2024 | \n | \n | \n | \n | \n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| ACQUISITION VALUE | \n | \n | \n | \n | \n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Start of the financial year | \n132,201 | \n364,654 | \n6,210 | \n15,997 | \n37 | \n5,274 | \n524,373 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Group consolidation extension | \n | \n | \n | \n | \n | \n | \n0 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Acquisitions continuing operations | \n11,944 | \n5,911 | \n387 | \n810 | \n | \n7,429 | \n26,481 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Acquisitions discontinued operations | \n930 | \n5,780 | \n188 | \n408 | \n0 | \n384 | \n7,690 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Transfers and decommissioning | \n-1,153 | \n-8,226 | \n-91 | \n-2,185 | \n0 | \n0 | \n-11,655 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Transfer from / to other entries | \n773 | \n2,762 | \n300 | \n | \n | \n-3,835 | \n0 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Translation differences | \n601 | \n1,180 | \n79 | \n3 | \n | \n40 | \n1,903 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| End of the financial year | \n145,296 | \n372,061 | \n7,073 | \n15,033 | \n37 | \n9,292 | \n548,792 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| End of the financial year: discontinued operations | \n73,763 | \n202,461 | \n2,186 | \n12,436 | \n34 | \n821 | \n291,701 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| End of the financial year: continuing operations | \n71,533 | \n169,600 | \n4,887 | \n2,597 | \n3 | \n8,471 | \n257,091 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n | \n | \n | \n | \n | \n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| DEPRECIATION | \n | \n | \n | \n | \n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Start of the financial year | \n90,169 | \n296,066 | \n4,694 | \n10,205 | \n37 | \n47 | \n401,218 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Group consolidation extension | \n | \n | \n | \n | \n | \n | \n0 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Depreciation continuing operations * | \n1,638 | \n8,586 | \n428 | \n540 | \n0 | \n0 | \n11,192 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Depreciation discontinued operations | \n2,298 | \n9,501 | \n193 | \n2,209 | \n0 | \n0 | \n14,201 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Transfers and decommissioning | \n-1,153 | \n-8,021 | \n-54 | \n-2,095 | \n | \n | \n-11,323 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Translation differences | \n903 | \n1,295 | \n51 | \n6 | \n0 | \n | \n2,255 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| End of the financial year | \n93,855 | \n307,427 | \n5,312 | \n10,865 | \n37 | \n47 | \n417,543 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| End of the financial year: discontinued operations | \n49,232 | \n171,657 | \n1,756 | \n9,964 | \n34 | \n0 | \n232,643 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| End of the financial year: continuing operations | \n44,623 | \n135,770 | \n3,556 | \n901 | \n3 | \n47 | \n184,900 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n | \n93,855 | \n307,418 | \n5,320 | \n10,865 | \n37 | \n47 | \n417,542 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| IMPAIRMENT | \n | \n | \n | \n | \n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Start of the financial year | \n655 | \n414 | \n0 | \n0 | \n0 | \n0 | \n1,069 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Group consolidation extension | \n | \n | \n | \n | \n | \n | \n0 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Addition* | \n | \n | \n | \n | \n | \n | \n0 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Reduction* | \n | \n | \n | \n | \n | \n | \n0 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Transfers and decommissioning | \n-655 | \n-414 | \n | \n | \n | \n | \n-1,069 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| End of the financial year | \n0 | \n0 | \n0 | \n0 | \n0 | \n0 | \n0 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| End of the financial year: discontinued operations | \n0 | \n0 | \n0 | \n0 | \n0 | \n0 | \n0 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| End of the financial year: continuing operations | \n0 | \n0 | \n0 | \n0 | \n0 | \n0 | \n0 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n | \n | \n | \n | \n | \n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| NET CAPITAL GRANTS | \n | \n | \n | \n | \n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Start of the financial year | \n159 | \n1,688 | \n4 | \n0 | \n0 | \n0 | \n1,851 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Group consolidation extension | \n | \n | \n | \n | \n | \n | \n0 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| New allocations | \n | \n | \n | \n | \n | \n | \n0 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Other | \n-3 | \n-272 | \n | \n | \n | \n | \n-275 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Depreciation continuing operations * | \n-3 | \n-255 | \n-4 | \n | \n | \n | \n-262 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Depreciation discontinued operations | \n0 | \n0 | \n0 | \n | \n | \n | \n0 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| End of the financial year | \n153 | \n1,161 | \n0 | \n0 | \n0 | \n0 | \n1,314 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| End of the financial year: discontinued operations | \n51 | \n | \n | \n | \n | \n | \n51 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| End of the financial year: continuing operations | \n102 | \n1,161 | \n0 | \n0 | \n0 | \n0 | \n1,263 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n | \n | \n | \n | \n | \n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Net book value as per 31 December 2024 | \n26,808 | \n32,669 | \n1,331 | \n1,696 | \n0 | \n8,424 | \n70,928 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
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\n\n
We include the lines marked * in notes 15 and 16 in the income statement, in the amount of depreciation and impairments on fixed assets.
\n
In 2025, the Group invested EUR 21.4 million (2024: EUR 27.1 million), of which EUR 21.4 million in property, plant and equipment and EUR 12 thousand in
\n
intangible assets. Of the EUR 21.4 million, EUR 12.7 million was invested in Belgium. These investments mainly relate to replacement investments in new
\n
packaging machinery aimed at further enhancing the sustainability of our production process. In Deeside (UK), a production line was renewed for EUR
\n
1.2 million. In Poland, EUR 4.8 million was invested as part of the expansion plans, of which EUR 2 million relates to advance payments. These advance
\n
payments are recognised under assets under construction. What\u2019s Cooking Polska received bank guarantees from the relevant suppliers in this context.
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In 2026, we expect higher capital expenditures and cash outflows in our Polish operations. Our expansion project in Poland remains on schedule. We plan
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to realise our first commercial sales from this major investment in Poland in 2027.
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The group is also committed to further greening its fleet: 85% of newly
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commissioned leased cars in 2025 will be fully electric cars compared to 79% in 2024.
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\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n",
"dimensions": {
"concept": "ifrs-full:DisclosureOfDepreciationAndAmortisationExpenseExplanatory",
"language": "en",
"entity": "scheme:549300EOHIZUJWKQ3G67",
"period": "2025-01-01T00:00:00/2026-01-01T00:00:00"
}
},
"Tag383": {
"value": "\n
\n\n
17. Tangible non-current assets
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\n\n\n | \nLand and buildings | \nInstallations, machines, and equipment | \nFurniture and rolling equipment | \nLeasing | \nOther | \nAssets under construction | \nTotal | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n| 2025 | \n | \n | \n | \n | \n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| ACQUISITION VALUE | \n | \n | \n | \n | \n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Start of the financial year | \n71,533 | \n169,600 | \n4,887 | \n2,597 | \n3 | \n8,471 | \n257,091 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Group consolidation extension (1) | \n23,652 | \n44,518 | \n0 | \n195 | \n | \n175 | \n68,540 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Acquisitions | \n1,022 | \n8,324 | \n452 | \n2,680 | \n | \n9,733 | \n22,211 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Transfers and decommissioning | \n-1,761 | \n-8,180 | \n-662 | \n-820 | \n-3 | \n | \n-11,426 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Transfer from / to other entries | \n201 | \n5,421 | \n | \n | \n | \n-5,697 | \n-75 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Translation differences | \n-36 | \n-666 | \n-89 | \n | \n | \n-29 | \n-820 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| End of the financial year | \n94,611 | \n219,017 | \n4,588 | \n4,652 | \n0 | \n12,653 | \n335,521 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n | \n | \n | \n | \n | \n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| DEPRECIATION | \n | \n | \n | \n | \n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Start of the financial year | \n44,623 | \n135,770 | \n3,556 | \n901 | \n3 | \n47 | \n184,900 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Group consolidation extension (1) | \n12,222 | \n25,893 | \n | \n | \n | \n | \n38,115 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Depreciation | \n2,458 | \n11,078 | \n450 | \n842 | \n | \n0 | \n14,828 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Transfers and decommissioning | \n-1,686 | \n-8,183 | \n-662 | \n-439 | \n-3 | \n | \n-10,973 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Translation differences | \n-107 | \n-563 | \n-48 | \n | \n | \n | \n-718 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| End of the financial year | \n57,510 | \n163,995 | \n3,296 | \n1,304 | \n0 | \n47 | \n226,152 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n | \n | \n | \n | \n | \n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| NET CAPITAL GRANTS | \n | \n | \n | \n | \n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Start of the financial year | \n102 | \n1,161 | \n0 | \n0 | \n0 | \n0 | \n1,263 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Group consolidation extension | \n | \n | \n | \n | \n | \n | \n0 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| New allocations | \n | \n797 | \n | \n | \n | \n | \n797 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Other | \n | \n-5 | \n | \n | \n | \n | \n-5 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Depreciation | \n-18 | \n-303 | \n | \n | \n | \n | \n-321 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| End of the financial year | \n84 | \n1,650 | \n0 | \n0 | \n0 | \n0 | \n1,734 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n | \n | \n | \n | \n | \n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Net book value as per 31 December 2025 | \n37,017 | \n53,372 | \n1,292 | \n3,348 | \n0 | \n12,606 | \n107,635 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
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(1) The net value of the assets acquired from What\u2019s Cooking Rennes on April 1 has been recorded in two lines: partly under acquisition cost and partly
\n
under accumulated depreciation.
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\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
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\n\n\n | \nLand and buildings | \nInstallations, machines, and equipment | \nFurniture and rolling equipment | \nLeasing | \nOther | \nAssets under construction | \nTotal | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n| 2024 | \n | \n | \n | \n | \n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| ACQUISITION VALUE | \n | \n | \n | \n | \n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Start of the financial year | \n132,201 | \n364,654 | \n6,210 | \n15,997 | \n37 | \n5,274 | \n524,373 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Group consolidation extension | \n | \n | \n | \n | \n | \n | \n0 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Acquisitions continuing operations | \n11,944 | \n5,911 | \n387 | \n810 | \n | \n7,429 | \n26,481 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Acquisitions discontinued operations | \n930 | \n5,780 | \n188 | \n408 | \n0 | \n384 | \n7,690 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Transfers and decommissioning | \n-1,153 | \n-8,226 | \n-91 | \n-2,185 | \n0 | \n0 | \n-11,655 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Transfer from / to other entries | \n773 | \n2,762 | \n300 | \n | \n | \n-3,835 | \n0 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Translation differences | \n601 | \n1,180 | \n79 | \n3 | \n | \n40 | \n1,903 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| End of the financial year | \n145,296 | \n372,061 | \n7,073 | \n15,033 | \n37 | \n9,292 | \n548,792 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| End of the financial year: discontinued operations | \n73,763 | \n202,461 | \n2,186 | \n12,436 | \n34 | \n821 | \n291,701 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| End of the financial year: continuing operations | \n71,533 | \n169,600 | \n4,887 | \n2,597 | \n3 | \n8,471 | \n257,091 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n | \n | \n | \n | \n | \n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| DEPRECIATION | \n | \n | \n | \n | \n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Start of the financial year | \n90,169 | \n296,066 | \n4,694 | \n10,205 | \n37 | \n47 | \n401,218 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Group consolidation extension | \n | \n | \n | \n | \n | \n | \n0 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Depreciation continuing operations * | \n1,638 | \n8,586 | \n428 | \n540 | \n0 | \n0 | \n11,192 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Depreciation discontinued operations | \n2,298 | \n9,501 | \n193 | \n2,209 | \n0 | \n0 | \n14,201 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Transfers and decommissioning | \n-1,153 | \n-8,021 | \n-54 | \n-2,095 | \n | \n | \n-11,323 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Translation differences | \n903 | \n1,295 | \n51 | \n6 | \n0 | \n | \n2,255 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| End of the financial year | \n93,855 | \n307,427 | \n5,312 | \n10,865 | \n37 | \n47 | \n417,543 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| End of the financial year: discontinued operations | \n49,232 | \n171,657 | \n1,756 | \n9,964 | \n34 | \n0 | \n232,643 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| End of the financial year: continuing operations | \n44,623 | \n135,770 | \n3,556 | \n901 | \n3 | \n47 | \n184,900 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n | \n93,855 | \n307,418 | \n5,320 | \n10,865 | \n37 | \n47 | \n417,542 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| IMPAIRMENT | \n | \n | \n | \n | \n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Start of the financial year | \n655 | \n414 | \n0 | \n0 | \n0 | \n0 | \n1,069 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Group consolidation extension | \n | \n | \n | \n | \n | \n | \n0 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Addition* | \n | \n | \n | \n | \n | \n | \n0 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Reduction* | \n | \n | \n | \n | \n | \n | \n0 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Transfers and decommissioning | \n-655 | \n-414 | \n | \n | \n | \n | \n-1,069 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| End of the financial year | \n0 | \n0 | \n0 | \n0 | \n0 | \n0 | \n0 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| End of the financial year: discontinued operations | \n0 | \n0 | \n0 | \n0 | \n0 | \n0 | \n0 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| End of the financial year: continuing operations | \n0 | \n0 | \n0 | \n0 | \n0 | \n0 | \n0 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n | \n | \n | \n | \n | \n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| NET CAPITAL GRANTS | \n | \n | \n | \n | \n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Start of the financial year | \n159 | \n1,688 | \n4 | \n0 | \n0 | \n0 | \n1,851 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Group consolidation extension | \n | \n | \n | \n | \n | \n | \n0 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| New allocations | \n | \n | \n | \n | \n | \n | \n0 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Other | \n-3 | \n-272 | \n | \n | \n | \n | \n-275 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Depreciation continuing operations * | \n-3 | \n-255 | \n-4 | \n | \n | \n | \n-262 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Depreciation discontinued operations | \n0 | \n0 | \n0 | \n | \n | \n | \n0 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| End of the financial year | \n153 | \n1,161 | \n0 | \n0 | \n0 | \n0 | \n1,314 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| End of the financial year: discontinued operations | \n51 | \n | \n | \n | \n | \n | \n51 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| End of the financial year: continuing operations | \n102 | \n1,161 | \n0 | \n0 | \n0 | \n0 | \n1,263 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n | \n | \n | \n | \n | \n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Net book value as per 31 December 2024 | \n26,808 | \n32,669 | \n1,331 | \n1,696 | \n0 | \n8,424 | \n70,928 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
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We include the lines marked * in notes 15 and 16 in the income statement, in the amount of depreciation and impairments on fixed assets.
\n
In 2025, the Group invested EUR 21.4 million (2024: EUR 27.1 million), of which EUR 21.4 million in property, plant and equipment and EUR 12 thousand in
\n
intangible assets. Of the EUR 21.4 million, EUR 12.7 million was invested in Belgium. These investments mainly relate to replacement investments in new
\n
packaging machinery aimed at further enhancing the sustainability of our production process. In Deeside (UK), a production line was renewed for EUR
\n
1.2 million. In Poland, EUR 4.8 million was invested as part of the expansion plans, of which EUR 2 million relates to advance payments. These advance
\n
payments are recognised under assets under construction. What\u2019s Cooking Polska received bank guarantees from the relevant suppliers in this context.
\n
In 2026, we expect higher capital expenditures and cash outflows in our Polish operations. Our expansion project in Poland remains on schedule. We plan
\n
to realise our first commercial sales from this major investment in Poland in 2027.
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The group is also committed to further greening its fleet: 85% of newly
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commissioned leased cars in 2025 will be fully electric cars compared to 79% in 2024.
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\n
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n",
"dimensions": {
"concept": "ifrs-full:DisclosureOfPropertyPlantAndEquipmentExplanatory",
"language": "en",
"entity": "scheme:549300EOHIZUJWKQ3G67",
"period": "2025-01-01T00:00:00/2026-01-01T00:00:00"
}
},
"Tag395": {
"value": "\nWe include the lines marked * in notes 15 and 16 in the income statement, in the amount of depreciation and impairments on fixed assets.
\nIn 2025, the Group invested EUR 21.4 million (2024: EUR 27.1 million), of which EUR 21.4 million in property, plant and equipment and EUR 12 thousand in
\nintangible assets. Of the EUR 21.4 million, EUR 12.7 million was invested in Belgium. These investments mainly relate to replacement investments in new
\npackaging machinery aimed at further enhancing the sustainability of our production process. In Deeside (UK), a production line was renewed for EUR
\n1.2 million. In Poland, EUR 4.8 million was invested as part of the expansion plans, of which EUR 2 million relates to advance payments. These advance
\npayments are recognised under assets under construction. What\u2019s Cooking Polska received bank guarantees from the relevant suppliers in this context.
\nIn 2026, we expect higher capital expenditures and cash outflows in our Polish operations. Our expansion project in Poland remains on schedule. We plan
\nto realise our first commercial sales from this major investment in Poland in 2027.
\nThe group is also committed to further greening its fleet: 85% of newly
\ncommissioned leased cars in 2025 will be fully electric cars compared to 79% in 2024.
\n\n",
"dimensions": {
"concept": "ifrs-full:DisclosureOfPrepaymentsAndOtherAssetsExplanatory",
"language": "en",
"entity": "scheme:549300EOHIZUJWKQ3G67",
"period": "2025-01-01T00:00:00/2026-01-01T00:00:00"
}
},
"Tag387": {
"value": "\n
\n\n
18. Equity method participations
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\n
\n\n\n | \n2025 | \n2024 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n| Joint venture | \n0 | \n270 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Associates | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Total | \n0 | \n270 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
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\n\n\n| Summary financial information | \n12/31/2025 | \n12/31/2024 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Acquisition price | \n | \n520 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Share in the result after the acquisition | \n | \n-250 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Value joint venture | \n0 | \n270 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
On June 1, 2022, the Group became a 50% owner of the start-up Davai BV.
\n
In January 2025, What\u2019s Cooking acquired the remaining shares for an
\n
amount of EUR 10 thousand, thereby obtaining 100% ownership. Davai
\n
BV was liquidated on 24 June 2025, resulting in a realized loss of EUR 431
\n
thousand .
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n",
"dimensions": {
"concept": "ifrs-full:DisclosureOfInvestmentsAccountedForUsingEquityMethodExplanatory",
"language": "en",
"entity": "scheme:549300EOHIZUJWKQ3G67",
"period": "2025-01-01T00:00:00/2026-01-01T00:00:00"
}
},
"Tag388": {
"value": "\n18. Equity method participations
\n\n
\n\n\n | \n2025 | \n2024 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n| Joint venture | \n0 | \n270 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Associates | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Total | \n0 | \n270 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
\n\n\n| Summary financial information | \n12/31/2025 | \n12/31/2024 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Acquisition price | \n | \n520 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Share in the result after the acquisition | \n | \n-250 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Value joint venture | \n0 | \n270 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
On June 1, 2022, the Group became a 50% owner of the start-up Davai BV.
\nIn January 2025, What\u2019s Cooking acquired the remaining shares for an
\namount of EUR 10 thousand, thereby obtaining 100% ownership. Davai
\nBV was liquidated on 24 June 2025, resulting in a realized loss of EUR 431
\nthousand .
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n",
"dimensions": {
"concept": "ifrs-full:DisclosureOfJointVenturesExplanatory",
"language": "en",
"entity": "scheme:549300EOHIZUJWKQ3G67",
"period": "2025-01-01T00:00:00/2026-01-01T00:00:00"
}
},
"Tag390": {
"value": "\n20. Other long-term receivables
\n\n
\n\n\n | \n2025 | \n2024 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n| Receivables and securities in cash | \n189 | \n65 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Loan to joint venture | \n0 | \n110 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Total | \n189 | \n175 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n22. Trade and other receivables
\n\n
\n\n\n | \n2025 | \n2024 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n| Trade receivables | \n29,913 | \n21,495 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| VAT to be reclaimed | \n3,778 | \n3,407 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Taxes to be reclaimed | \n958 | \n30 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Adjustment accounts | \n1,858 | \n708 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Empties | \n1,020 | \n1,024 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Other bank receivables related to factoring | \n2,387 | \n2,999 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Other | \n694 | \n266 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Total | \n40,608 | \n29,929 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n
Our trade receivables are non-interest bearing.
\nTrade receivables increase from EUR 21.5 million in 2024 to EUR 29.9 mil-
\nlion in 2025. This increase is mainly attributable to the acquisition of
\nRennes. When looking at the evolution excluding Rennes, trade receiva-
\nbles are in line with 2025 as a result of strict customer follow-up. Since
\n2024, the Group has had a factoring programme, which continued in
\n2025. The Group has chosen to sell its trade receivables in Belgium, the
\nNetherlands and France to a financial institution under a non-recourse
\nfactoring agreement. The agreement stipulates that all trade receivables
\neligible for transfer must be credit-insured by a credit insurer. In accord-
\nance with IFRS 9 Financial Instruments, all non-recourse trade receivables
\nincluded in the factoring programme are derecognised to the extent that
\nthe Group no longer retains substantially all the risks and rewards. What\u2019s
\nCooking Rennes SAS does not use non-recourse factoring, unlike the other
\nFrench entities.
\nThe EUR 2,4 million \u201cother receivables related to factoring includes the re-
\ntention applied by the bank on the trade receivables offered within the
\nfactoring agreement.
\nThe percentage of trade receivables that have been due for more than 60
\ndays is 0.8% in 2025 and 0.2% in 2024 (see also note 27).
\nTo cope with future inflation (deflation) of costs, many of the new con-
\ntracts were concluded for a limited period or included automatic indexa-
\ntion for the cost of key commodities.
\n
\n\n\n\n\n\n\n\n\n\n\n\n",
"dimensions": {
"concept": "ifrs-full:DisclosureOfTradeAndOtherReceivablesExplanatory",
"language": "en",
"entity": "scheme:549300EOHIZUJWKQ3G67",
"period": "2025-01-01T00:00:00/2026-01-01T00:00:00"
}
},
"Tag391": {
"value": "\n21. Inventories
\n\n
\n\n\n | \n2025 | \n2024 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n| Raw and auxiliary items | \n22,997 | \n14,413 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Work in process | \n436 | \n525 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Finished products | \n8,750 | \n5,506 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Goods for resale | \n208 | \n88 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Total | \n32,392 | \n20,532 | \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
For inventory write-downs, see Note 8.
\nInventories increased by 58%, from 20.5 million EUR to 32.4 million EUR,
\nmainly as a result of the acquisition of What\u2019s Cooking Rennes.
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n",
"dimensions": {
"concept": "ifrs-full:DisclosureOfInventoriesExplanatory",
"language": "en",
"entity": "scheme:549300EOHIZUJWKQ3G67",
"period": "2025-01-01T00:00:00/2026-01-01T00:00:00"
}
},
"Tag300": {
"value": "\n23. Cash and cash equivalents
\n\n
\n\n\n | \n2025 | \n2024 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n| Cash investments | \n104 | \n5,645 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Current accounts | \n16,826 | \n12,017 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Cash | \n3 | \n3 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Total | \n16,933 | \n17,665 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n
Cash is held with reputable banks.
\nThe cash investments involved an overnight deposit with a reputable bank.
\n
\n\n\n\n\n\n\n\n\n\n\n\n",
"dimensions": {
"concept": "ifrs-full:DisclosureOfCashAndCashEquivalentsExplanatory",
"language": "en",
"entity": "scheme:549300EOHIZUJWKQ3G67",
"period": "2025-01-01T00:00:00/2026-01-01T00:00:00"
}
},
"Tag303": {
"value": "\n24. Assets held for sale - liabilities directly associated with assets held for sale
\n\n
\n\n\n| in EUR '000 | \n2025 | \n2024 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Revenue | \n | \n472,169 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Trade goods, raw and auxiliary items | \n | \n-308,662 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Services and miscellaneous goods | \n | \n-75,433 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Employee expenses | \n | \n-71,613 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Depreciation costs | \n | \n-15,242 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Impairments, write-downs, and provisions | \n | \n-84 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Other operating income | \n | \n7,319 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Other operating expenses | \n | \n-843 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Result of operating activities | \n | \n7,611 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Financial income | \n | \n155 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Financial expenses | \n | \n-1,659 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Taxes | \n | \n-1,457 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Result of operations that are to be disposed net of tax | \n11,939 | \n4,650 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Result dis-synergies on continuing operations net of tax | \n | \n6,726 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Result from discontinued operations net of tax (*) | \n11,939 | \n11,376 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| ASSETS | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Goodwill | \n | \n33,714 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Intangible non-current assets | \n | \n6,612 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Tangible non-current assets | \n | \n59,008 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Deferred tax assets | \n | \n71 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Other long-term receivables | \n | \n11 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Inventories | \n | \n25,566 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Trade and other receivables | \n | \n51,451 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Cash and cash equivalents | \n | \n10,566 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Total assets | \n | \n186,999 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| LIABILITIES | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Deferred tax liabilities | \n | \n3,283 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Provisions | \n | \n1,197 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Long-term interest-bearing liabilities | \n | \n711 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Current interest-bearing liabilities | \n | \n2,124 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Trade liabilities and other payables | \n | \n76,570 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Social liabilities | \n | \n12,678 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Tax liabilities | \n | \n2,366 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Total liabilities | \n | \n98,929 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Net assets discontinued operations | \n88,070 | \n88,070 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Recognition of translation differences and other items and equity of discontinued operations | \n502 | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Receivable on the transferred businesses and the buyer of the savoury business | \n-435 | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Net cash received after closing date on the sale of the savoury business (after deduction of transaction costs) | \n-100,076 | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Net gain on the transaction | \n-11,939 | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
\n
\n
\n
\n
\n
\n
\n
\n
\n
\n
\n
\n
\n
\n
\n
\n
\n
\n
\n
\n
\n
\n
\n
\n
\n
\n
\n
\n
\n(*) In accordance with IFRS 5.33, the company discloses the result from discontinued operations in its consolidated profit and loss account for 2025 and 2024. This
\namount includes, on the one hand, the profit (loss) from operational discontinued operations after taxes and, on the other hand, costs that were previously borne by
\nthe discontinued operation and, after the settlement of the sale of the SBU Savoury, are charged to the continuing operations (dis-synergies).
\nThe SBU Savoury was presented as a discontinued operation in the 2024 annual report. All of its assets were classified under \u2018assets held for sale\u2019 and all of
\nits liabilities as at 31 December 2024 under \u2018liabilities directly associated with assets held for sale\u2019. The sale was completed on 10 January 2025. The finan-
\ncial settlement of the disposal of the SBU Savoury resulted in a cash inflow of 100 million EUR and a gain of 11.9 million EUR in 2025.
\nTransaction costs amounted to 4 million EUR and the IT carve-out costs to 1 million EUR. The expected net result of 12.5 million EUR finally resulted in a real-
\nized net result of 11.9 million EUR due to an adjustment of the estimated net receivable from the buyer.
\n
\n\n\n\n\n\n\n\n\n\n\n\n",
"dimensions": {
"concept": "ifrs-full:DisclosureOfNoncurrentAssetsOrDisposalGroupsClassifiedAsHeldForSaleExplanatory",
"language": "en",
"entity": "scheme:549300EOHIZUJWKQ3G67",
"period": "2025-01-01T00:00:00/2026-01-01T00:00:00"
}
},
"Tag304": {
"value": "\n
\n25. Shareholder\u2019s equity
\n\n
Dividends
\n
The General Meeting of 28 May 2025 approved the Board of Directors\u2019 pro-
\n
posal for the 2024 dividend (a regular gross dividend of 4.5 EUR per share
\n
and an exceptional gross dividend of 5.5 EUR per share). The exceptional
\n
dividend became payable on 12 June 2025, and the regular dividend be-
\n
came payable on 3 July 2025. Both dividends have already been fully
\n
paid out.
\n
By declaring an annual dividend payable, What\u2019s Cooking Group NV in-
\n
tends to offer its shareholders a market-competitive return. To the gener-
\n
al meeting of May 28, 2026, the board of directors proposes to pay a nor-
\n
mal gross dividend of EUR 4.5 per share payable in early July 2026.
\n
\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n",
"dimensions": {
"concept": "ifrs-full:DisclosureOfShareCapitalReservesAndOtherEquityInterestExplanatory",
"language": "en",
"entity": "scheme:549300EOHIZUJWKQ3G67",
"period": "2025-01-01T00:00:00/2026-01-01T00:00:00"
}
},
"Tag305": {
"value": "\nDividends
\nThe General Meeting of 28 May 2025 approved the Board of Directors\u2019 pro-
\nposal for the 2024 dividend (a regular gross dividend of 4.5 EUR per share
\nand an exceptional gross dividend of 5.5 EUR per share). The exceptional
\ndividend became payable on 12 June 2025, and the regular dividend be-
\ncame payable on 3 July 2025. Both dividends have already been fully
\npaid out.
\nBy declaring an annual dividend payable, What\u2019s Cooking Group NV in-
\ntends to offer its shareholders a market-competitive return. To the gener-
\nal meeting of May 28, 2026, the board of directors proposes to pay a nor-
\nmal gross dividend of EUR 4.5 per share payable in early July 2026.
\n
\n\n\n\n\n\n\n\n\n\n\n\n",
"dimensions": {
"concept": "ifrs-full:DisclosureOfDividendsExplanatory",
"language": "en",
"entity": "scheme:549300EOHIZUJWKQ3G67",
"period": "2025-01-01T00:00:00/2026-01-01T00:00:00"
}
},
"Tag330": {
"value": "4.5",
"decimals": 1,
"dimensions": {
"concept": "ifrs-full:DividendsProposedOrDeclaredBeforeFinancialStatementsAuthorisedForIssueButNotRecognisedAsDistributionToOwnersPerShare",
"entity": "scheme:549300EOHIZUJWKQ3G67",
"period": "2025-01-01T00:00:00/2026-01-01T00:00:00",
"unit": "iso4217:EUR/xbrli:shares"
}
},
"Tag306": {
"value": "\n26. Employee benefits and other provisions
\nProvisions for pensions and similar liabilities
\nThe group and its subsidiaries provide for pension plans and other em-
\nployee benefits. At December 31, 2025, the total net liability for pension
\nplans and similar obligations was \u20ac4,496 thousand for the group\u2019s Bel-
\ngian and French companies. At December 31, 2024, it was EUR 2,701 thou-
\nsand. Both the increase in pension plans from 1.6 million EUR to 2.3 million
\nEUR and the increases in other employee benefits are mainly attributable
\nto the acquisition of What\u2019s Cooking Rennes.
\n\n
\n\n\n | \nobligationsunder IAS 19Defined benefit plan | \nOtherprovisions | \nTotal provisions | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n| 1 January 2024 | \n2,626 | \n1,069 | \n3,695 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Group consolidation extension | \n | \n | \n0 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Service costs | \n516 | \n | \n516 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Interest costs and income | \n49 | \n | \n49 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Actuarial effect by OCI | \n312 | \n | \n312 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Payments | \n | \n | \n0 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Allocations and redemptions | \n | \n482 | \n482 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Other | \n-1,156 | \n | \n-1,156 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Discontinued operations | \n-764 | \n-433 | \n-1,197 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n | \n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| 31 December 2024 | \n1,583 | \n1,118 | \n2,701 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Group consolidation extension | \n | \n | \n0 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Service costs | \n727 | \n | \n727 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Interest costs and income | \n59 | \n | \n59 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Actuarial effect by OCI | \n164 | \n | \n164 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Payments | \n | \n | \n0 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Allocations and redemptions | \n | \n1,126 | \n1,126 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Other | \n-281 | \n | \n-281 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n | \n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| 31 December 2025 | \n2,252 | \n2,244 | \n4,496 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\nEmployee benefits and provisions for pensions and similar obligations
\n\n
\n\n\n | \n2025 | \n2024 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n| Defined benefit pension schemes | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Net liability / (asset) | \n2,252 | \n1,583 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Of which liabilities | \n11,503 | \n11,741 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Of which investments in investment funds | \n-9,251 | \n-10,158 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Amounts recognised in the income statement: | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Pension costs allocated to the year of employment | \n727 | \n516 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Interest cost | \n59 | \n49 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Expected return on investments in investment funds | \n0 | \n0 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Recognised actuarial (profits)/losses | \n0 | \n0 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Past service pension costs | \n0 | \n0 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Losses/ (profits) from curtailments or settlements | \n-6 | \n1 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Administrative expenses | \n18 | \n19 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Cost recognised in the income statement regarding defined benefit pension schemes | \n798 | \n585 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Amounts allocated to the shareholders' equity via the comprehensive result (OCI) | \n-178 | \n-342 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Recognised actuarial (profits)/losses | \n164 | \n312 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Cumulative of via OCI recognised actuarial results at the beginning of the period | \n-342 | \n-654 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Present value of the gross liability at the beginning of the year | \n11,741 | \n11,516 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Impact of PUC method on the Belgian fixed contribution plans | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Employer's contributions | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Interest cost | \n379 | \n417 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Pension costs allocated to the year of employment | \n679 | \n511 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| DBO profit (loss) for the period | \n-462 | \n469 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Other | \n-834 | \n-1,172 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Present value of the gross liability at the end of the year | \n11,503 | \n11,741 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Fair value of the investments in investment funds at the beginning of the year | \n-10,158 | \n-9,855 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Expected employer's contributions | \n-899 | \n-847 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Expected employee's contributions | \n-51 | \n-51 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Expected benefits paid (excl. interest) | \n512 | \n994 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Expected return on investments in investment funds | \n0 | \n0 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Expected taxes on contributions paid | \n103 | \n95 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Expected administrative expenses | \n18 | \n17 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Expected value of the investments in investment funds at the end of the year | \n-10,475 | \n-9,647 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Fair value of the investments in investment funds to the beginning of the year | \n-10,158 | \n-9,855 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Impact of PUC method on the Belgian fixed contribution plans | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Actual employer's contributions | \n-940 | \n-907 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Actual employees contributions | \n-44 | \n-44 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Actual benefits paid | \n732 | \n1,102 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Interest revenue | \n-320 | \n-371 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Actual taxes on contributions paid | \n99 | \n102 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Actual administrative expenses | \n18 | \n18 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Actuarial profit (losses) on the investments in investment funds | \n621 | \n-154 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Other | \n741 | \n-49 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Fair value of the investments in investment funds at the end of the year | \n-9,251 | \n-10,158 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Plan assets gain (loss) due to experience adjustments | \n0 | \n0 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Fair value of the investments in investment funds at the end of the year | \n-9,251 | \n-10,158 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\nThe key actuarial assumptions are:
\n\n
\n\n\n | \n | \n2025 | \n | \n2024 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n | \nBelgium | \nFrance | \nBelgium | \nFrance | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Discount rate | \n3.45% | \n3.70% | \n3.00% | \n3.30% | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Future salary increases | \n | \n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| including inflation | \n2.40% | \n2.40% | \n2.40% | \n2.40% | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Inflation | \n2.00% | \n2.00% | \n2.00% | \n2.00% | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n
Defined contribution shemes
\nThe companies of What\u2019s Cooking? pay contributions to publicly or private-
\nly managed pension or insurance funds. Subject to the application of the
\nlaw of December 18, 2015, the companies of the group have no further pay-
\nment obligations once the contribution has been paid. Indeed, the mini-
\nmum guaranteed reserves are covered by the value of fund investments.
\nThe minimum guaranteed returns obtained (cf. Law Dec. 18, 2015):
\n\u2022 For contributions paid after Jan. 1, 2016: here the OLO interest rate de-
\ntermines the variable minimum rate of return. This ranges from 1.75%
\nto 3.75%.
\n\u2022 For contributions paid up to the end of 2015: here the statutory rate of
\nreturn continues to apply until employees retire, namely 3.25%, and
\n3.75%.
\nThese pension plans guarantee a minimum return. We therefore consider
\nthem defined benefit plans.
\nAnnually, What\u2019s Cooking? has a full actuarial calculation performed. This
\nis done according to the PUC method. The analysis of the pension plans
\nshows a limited difference between the legally guaranteed minimum re-
\nturn and the interest guaranteed by the insurance institution. At the end of
\n2025, this net liability amounts to EUR 53 thousand (2024: EUR 51 thou-
\nsand.
\nPeriodic contributions represent an expense of the year in which the relat-
\ned rights are acquired. In 2025 this expense amounts to EUR 1,040 thou-
\nsand (2024: EUR 1.475 thousand).
\nWe recognize costs for IAS 19 under personnel costs. We include the interest
\ncomponent in the financial result.
\nOther provisions
\nProvisions increased from 1.1 million EUR in 2024 to 2.2 million EUR in 2025.
\nThis increase mainly relates to the provision for onerous contracts at
\nWhat\u2019s Cooking Rennes SAS, amounting to 0.9 million EUR. The remaining
\nprovisions consist of provisions for the supplementary remuneration of the
\nCEO, other members of the Executive Committee, and other managers
\nwithin the Group.
\n
\n\n\n\n\n\n\n\n\n\n\n\n",
"dimensions": {
"concept": "ifrs-full:DisclosureOfEmployeeBenefitsExplanatory",
"language": "en",
"entity": "scheme:549300EOHIZUJWKQ3G67",
"period": "2025-01-01T00:00:00/2026-01-01T00:00:00"
}
},
"Tag309": {
"value": "\n27. Interest-bearing liabilities
\n\n
\n\n\n | \n2025 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n | \nMaturity period | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n | \nWithin the year | \nBetween 1 and 5 years | \nTotal | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n| Interest-bearing liabilities | \n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Credit institutions | \n752 | \n10,140 | \n10,892 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Lease liabilities | \n1,040 | \n2,367 | \n3,407 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Total | \n1,792 | \n12,507 | \n14,299 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
\n\n\n | \n2024 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n | \nMaturity period | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n | \nWithin the year | \nBetween 1 and 5 years | \nTotal | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n| Interest-bearing liabilities | \n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Credit institutions | \n | \n63,000 | \n63,000 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Lease liabilities | \n515 | \n1,230 | \n1,745 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Total | \n515 | \n64,230 | \n64,745 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n27.1. The loans from credit institutions
\nThe loans from credit institutions in 2025 consist of:
\n\u2022 EUR 10 million long-term loans, with interest rates regularly revised for
\nagreed periods of less than one year.
\nOn Feb. 22, 2024, What\u2019s Cooking signed a new 5-year financing agree-
\nment for a EUR 175 million Revolving Credit Facility (RCF) with a consortium
\nof banks.
\nThe agreement can be extended for 2 periods of 1 year subject to the agree-
\nment of all parties. This agreement refinances the existing RCF and ensures
\nthe necessary financial stability in an uncertain changing macroeconomic
\nand geopolitical context. The RCF allows What\u2019s Cooking Group to further
\nrealize its Sustainable Profitable Growth Plan 2030. The financing is unse-
\ncured and allows the group take on a debt ratio of up to 3.5 times EBITDA. In
\ncase of new acquisitions, a temporary excess of up to 4.0 times EBITDA is
\naccepted. The financing agreement also provides the option to link the
\nmargin to the group\u2019s sustainability objectives. Three KPI\u2019s related to sus-
\ntainability come into play: Scope 1&2 greenhouse gas emissions in the
\nReady Meals SBU, freshwater withdrawal per ton of products sold and the
\nscore of supplier engagement in the EcoVadis program. The latter indicator
\nwill later be replaced by another scope 3 target from 2026.
\nThe cost of setting up the RCF (Revolving Credit Facility) was EUR 0.4 mil-
\nlion and is being amortized over the original term of the loan.
\nThe loans from credit institutions in 2024 consist of:
\n\u2022 EUR 63 million long-term credits including mainly the RCF, where the in-
\nterest rate was regularly revised for agreed periods of less than one year.
\nInterest on loans from credit institutions - level at year-end:
\n\n
\n\n\n | \n | \n2025 | \n | \n | \n2024 | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n | \nOutstanding | \n | \n | \nOutstanding | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n | \nloan amount on | \n | \n | \nloan amount on | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n | \n31/12/2025 | \n | \nIntrest rate | \n31/12/2024 | \n | \nIntrest rate | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Loans with fixed interest rate | \n | \n | \n | \n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Loans in EURO | \n210 | \nK EUR | \n0.275% | \n0 | \nK EUR | \nnihil | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Loans with variable interest rate | \n | \n | \n | \n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Loans in EURO | \n10,000 | \nK EUR | \n2.514% | \n63,000 | \nK EUR | \n3.513% | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n
Minimum payments to credit institutions (including interest) are:
\n\n
\n\n\n | \n2025 | \n2024 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Less than 1 year | \n1,004 | \n2,213 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| More than 1 year and less than 5 years | \n10,392 | \n65,213 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n | \n11,396 | \n67,426 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n
The group has sufficient short-term credit lines to meet its short-term
\nneeds. The group has not pledged any assets to meet its obligations to
\ncredit institutions. Nor has it received any guarantees from third parties.
\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n | \n12/31/2024 | \nCash Flow | \nNon-cash adjustment | \n | \n | \n12/31/2025 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n | \n | \n | \n | \n | \nExchange | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n | \n | \n | \nNew | \nDiscontinued | \nrate | \nFair value | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n | \n | \n | \nacquisitions | \nBusiness | \nadjustment | \nadjustments | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Long term interest-bearing liabilities | \n | \n | \n | \n | \n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Credit institutions | \n63,000 | \n-52,187 | \n210 | \n | \n-883 | \n | \n10,140 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Lease liabilities | \n1,230 | \n1,017 | \n120 | \n | \n | \n | \n2,367 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Short term Interest-bearing liabilities | \n | \n752 | \n | \n | \n | \n | \n752 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Lease liabilities | \n515 | \n451 | \n75 | \n | \n-1 | \n | \n1,040 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Total | \n64,745 | \n-49,967 | \n405 | \n0 | \n-884 | \n0 | \n14,299 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n
Exchange
\n\n
\n\n\n | \n12/31/2023 | \nCash Flow | \n | \n | \nNon-cash adjustment | \n12/31/2024 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n | \n | \n | \n | \n | \n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n | \n | \n | \nNew | \nDiscontinued | \nrate | \nFair value | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n | \n | \n | \nacquisitions | \nBusiness | \nadjustment | \nadjustments | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Long term interest-bearing liabilities | \n | \n | \n | \n | \n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Credit institutions | \n75,000 | \n-12,000 | \n | \n | \n | \n | \n63,000 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Lease liabilities | \n3,595 | \n-1,654 | \n | \n-711 | \n | \n | \n1,230 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Short term Interest-bearing liabilities | \n | \n | \n | \n | \n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Lease liabilities | \n2,615 | \n24 | \n | \n-2,124 | \n | \n | \n515 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Total | \n81,210 | \n-13,630 | \n0 | \n-2,835 | \n0 | \n0 | \n64,745 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n
27.2. Leasing debts
\nThe group leases its cars under a number of operating leases.
\nIFRS 16 requires the lessee to capitalize all lease and rental obligations on
\nthe balance sheet. The liability reflects all future lease payments associated
\nwith the lease valued at present value. The asset reflects the right to use the
\nasset during the agreed lease term.
\nThe group aims to purchase rather than lease all of its production-related
\nmachinery and rolling stock. The main open leasing debts are related to the
\nfleet of lease cars and, to a very limited extent, the rental of administrative
\nbuildings. In 2025, What\u2019s Cooking Group NV moved into a leased building.
\nThis contract accounts for 1.3 million EUR of the increase in lease liabilities.
\nAt the end of 2025, the group has leasing debts of 3.4 million compared to
\n1.7 million in 2024.
\n
\n\n\n\n\n\n\n\n\n\n\n\n",
"dimensions": {
"concept": "ifrs-full:DisclosureOfBorrowingsExplanatory",
"language": "en",
"entity": "scheme:549300EOHIZUJWKQ3G67",
"period": "2025-01-01T00:00:00/2026-01-01T00:00:00"
}
},
"Tag312": {
"value": "\n28. Trade liabilities and other debts
\n\n
\n\n\n | \n2025 | \n2024 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n| Trade liabilities | \n64,319 | \n65,534 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Dividends | \n87 | \n87 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Other | \n | \n398 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Provision onerous contracts | \n2,665 | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Total | \n67,071 | \n66,019 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n
\nMost trade payables have a maturity date of between 30 and 60 days
\nfrom invoice date. The provision for onerous contracts relates to the acqui-
\nsition of What\u2019s Cooking Rennes and concerns the portion that expires
\nwithin the financial year.
\n
\n\n\n\n\n\n\n\n\n\n\n\n",
"dimensions": {
"concept": "ifrs-full:DisclosureOfTradeAndOtherPayablesExplanatory",
"language": "en",
"entity": "scheme:549300EOHIZUJWKQ3G67",
"period": "2025-01-01T00:00:00/2026-01-01T00:00:00"
}
},
"Tag313": {
"value": "\n
\n29. Risks arising from financial instruments
\nInterest rates and exchange rates involve risks. This exposure is a normal
\nconsequence of the Group\u2019s activities. We use derivative financial instru-
\nments to reduce these risks. Group policy prohibits the use of derivative fi-
\nnancial instruments for speculative purposes.
\n\n
Interest risk
\n
Interest rate risk is the risk of fluctuation in value of a financial instrument
\n
due to changes in market interest rates.
\n
What\u2019s Cooking? is exposed to the risk of interest rate fluctuations on its
\n
entire external financing under the RCF. At December 31, 2025, the amount
\n
drawn under the RCF is EUR 10 million. At December 31, 2024, the amount
\n
drawn was 63 million.
\n
What\u2019s Cooking hedges its interest rate risk when the Board of Directors
\n
considers such hedging to be beneficial. No interest rate hedges were en-
\n
tered into in 2024 or 2025.
\n
\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n
\n
\n\n
Exchange rate risk
\n
Foreign exchange risk lies in the potential fluctuations in value of financial
\n
instruments due to exchange rate fluctuations. The group incurs foreign
\n
exchange risk on sales, purchases and interest-bearing loans expressed in a
\n
currency other than the company\u2019s local currency. At December 31, 2025,
\n
the group had a net position in GBP 5.807 thousand. At December 31, 2024,
\n
it was GBP 5.957 thousand. An overview of our hedging can be found in the
\n
table below. In Poland, at December 31, 2025, we had a net position in Polish
\n
Zloty of PLN 17.625 thousand. At December 31, 2024, this was a net debt
\n
position of PLN 3.315 thousand.
\n
\n
\n\n\n| Contract | \nMaturity | \nContract Type | \nInitial notional | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| date | \nDate | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| 12/16/2025 | \n6/29/2026 | \nForward | \n\u00a31,800,000.00 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| 8/19/2025 | \n1/20/2026 | \nAccumulateur prot\u00e9g\u00e9 | \n\u00a3396,000.00 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
\n\n\n\n\n\n\n\n\n\n\n
\n
Credit risk
\n
Credit risk is the risk that one of the contracting parties will default on its
\n
financial obligations which may cause the other party to incur a loss. The
\n
Group sells her products to a broad customer base. This includes most ma-
\n
jor European discount and retail customers. We achieve sales to these cus-
\n
tomers through various contracts and products with various maturities.
\n
We do this in several countries, both for our own brands and for customers\u2019
\n
own brands. The ten largest customer groups represent 62.24% of sales in
\n
2025 and 58.46% in 2024. In both 2025 and 2024, 2 external customers ex-
\n
ceeded the 10% mark of consolidated sales with each accounting for 15.26
\n
and 11.28% (16.68% and 11.22% in 2024, respectively). Management worked
\n
out a credit policy. We continuously monitor exposure to credit risk.
\n
\u2022 Credit risk on trade receivables: we continuously monitor credit risk on
\n
all customers.
\n
\u2022 Credit risks on cash and short-term investments: short-term invest-
\n
ments are made in readily marketable securities or in fixed-term de-
\n
posits with reputable banks.
\n
\u2022 Transactions with derivative financial instruments: transactions with
\n
derivative financial instruments are permitted only with counterpar-
\n
ties that have high credit ratings.
\n
For all these risks except some of the customers at What\u2019s Cooking Deeside
\n
UK Ltd, the balance sheet total is the maximum credit risk. Furthermore,
\n
the overall risk for the group reduced in 2025 due to the implementation of
\n
a non-recourse factoring program with associated credit insurance which
\n
also reduced the outstanding customer receivables on the balance sheet.
\n
\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n
\n
\n\n
Trade receivables are subject to normal payment terms.
\n
On closing date, there are no significant outstanding past due amounts.
\n
\n
\n\n\n | \n2025 | \n2024 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n| Total outstanding client receivables | \n29,913 | \n21,495 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Overdue < 30 days | \n3,567 | \n907 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Overdue between 30 and 60 days | \n494 | \n28 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Overdue > 60 days | \n227 | \n44 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
\n
\n\n\n| Consolidated | \n | \n | \n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| balance sheet | \nNote | \n | \n2025 | \n | \n2024 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| as at 31 December | \n | \nBook | \nFair | \nBook | \nFair | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| 2025 and 2024 | \n | \nValue | \nValue | \nValue | \nValue | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Current assets | \n | \n | \n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Trade and other | \n22 | \n40,608 | \n40,608 | \n29,929 | \n29,929 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| receivables | \n | \n | \n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Cash and cash | \n23 | \n16,933 | \n16,933 | \n17,665 | \n17,665 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| equivalents | \n | \n | \n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Long-term liabilities | \n | \n | \n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Long-term interest- | \n26 | \n12,507 | \n12,507 | \n64,230 | \n64,230 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| bearing liabilities | \n | \n | \n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Other long-term | \n | \n0 | \n0 | \n0 | \n0 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| liabilities | \n | \n | \n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Current liabilities | \n | \n | \n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Current interest- | \n26 | \n1,792 | \n1,792 | \n515 | \n515 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| bearing liabilities | \n | \n | \n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Trade liabilities and | \n27 | \n67,071 | \n67,071 | \n66,019 | \n66,019 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| other payables | \n | \n | \n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Social liabilities | \n | \n15,712 | \n15,712 | \n11,810 | \n11,810 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Tax liabilities | \n | \n756 | \n756 | \n1,574 | \n1,574 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
\n
\n\n\n | \n2025 | \n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n | \nFair Value | \nLevel 1 | \nLevel 2 | \nLevel 3 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Trade and other | \n | \n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| receivables | \n0 | \n0 | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Other short term | \n | \n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| liabilities | \n12 | \n12 | \n | \n0 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
\n
\n\n\n | \n2024 | \n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n | \nFair Value | \nLevel 1 | \nLevel 2 | \nLevel 3 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Trade and other | \n | \n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| receivables | \n0 | \n0 | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Other short term | \n | \n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| liabilities | \n35 | \n35 | \n | \n0 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
Level 1: market prices in active markets for identical assets or liabilities
\n
Level 2: data other than level 1, which are observable for the asset or liability
\n
either directly (through prices) or indirectly (derived from prices)
\n
Level 3: data not based on observable market figures
\n
\n\n\n\n\n\n\n\n\n\n\n
\n
Liquidity risk
\n
Liquidity risk is the risk that the group cannot meet its financial obligations.
\n
The group mitigates this risk by permanently monitoring cash flows. We
\n
also ensure that sufficient credit facilities are available. See also note 27.
\n
As of December 31, 2025, a total amount of EUR 10 million was drawn at a
\n
variable interest rate. The covenant is tested each time on the 30/06 and
\n
31/12 figures. In 2025 and 2024, the group met its covenants.
\n
On Feb. 22, 2024, What\u2019s Cooking signed a new 5-year financing agree-
\n
ment for a Revolving Credit Facility (RCF) of EUR 175 million with a consorti-
\n
um of existing and new banks. The agreement can be extended for 2 1-year
\n
periods if agreed by all parties. This agreement refinances the existing RCF
\n
and ensures the necessary financial stability in an uncertain volatile mac-
\n
roeconomic and geopolitical context. The RCF allows What\u2019s Cooking? to
\n
further realize its Sustainable Profitable Growth Plan 2030. The financing is
\n
unsecured and allows the group to take on a debt ratio of up to 3.5 times
\n
EBITDA. In case of new acquisitions, a temporary excess of up to 4.0 times
\n
EBITDA will be accepted. The agreement also provides for a possible in-
\n
crease up to EUR 250 million subject to agreement of the parties and fulfil-
\n
ment of well-defined conditions.
\n
\n\n\n\n\n\n\n\n\n\n\n
\n
\n\n\n\n\n\n\n\n\n\n\n",
"dimensions": {
"concept": "ifrs-full:DisclosureOfFinancialRiskManagementExplanatory",
"language": "en",
"entity": "scheme:549300EOHIZUJWKQ3G67",
"period": "2025-01-01T00:00:00/2026-01-01T00:00:00"
}
},
"Tag314": {
"value": "\nInterest risk
\nInterest rate risk is the risk of fluctuation in value of a financial instrument
\ndue to changes in market interest rates.
\nWhat\u2019s Cooking? is exposed to the risk of interest rate fluctuations on its
\nentire external financing under the RCF. At December 31, 2025, the amount
\ndrawn under the RCF is EUR 10 million. At December 31, 2024, the amount
\ndrawn was 63 million.
\nWhat\u2019s Cooking hedges its interest rate risk when the Board of Directors
\nconsiders such hedging to be beneficial. No interest rate hedges were en-
\ntered into in 2024 or 2025.
\n
\n\n\n\n\n\n\n\n\n\n\n\nExchange rate risk
\nForeign exchange risk lies in the potential fluctuations in value of financial
\ninstruments due to exchange rate fluctuations. The group incurs foreign
\nexchange risk on sales, purchases and interest-bearing loans expressed in a
\ncurrency other than the company\u2019s local currency. At December 31, 2025,
\nthe group had a net position in GBP 5.807 thousand. At December 31, 2024,
\nit was GBP 5.957 thousand. An overview of our hedging can be found in the
\ntable below. In Poland, at December 31, 2025, we had a net position in Polish
\nZloty of PLN 17.625 thousand. At December 31, 2024, this was a net debt
\nposition of PLN 3.315 thousand.
\n\n
\n\n\n| Contract | \nMaturity | \nContract Type | \nInitial notional | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| date | \nDate | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| 12/16/2025 | \n6/29/2026 | \nForward | \n\u00a31,800,000.00 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| 8/19/2025 | \n1/20/2026 | \nAccumulateur prot\u00e9g\u00e9 | \n\u00a3396,000.00 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n",
"dimensions": {
"concept": "ifrs-full:DisclosureOfMarketRiskExplanatory",
"language": "en",
"entity": "scheme:549300EOHIZUJWKQ3G67",
"period": "2025-01-01T00:00:00/2026-01-01T00:00:00"
}
},
"Tag317": {
"value": "\nCredit risk
\nCredit risk is the risk that one of the contracting parties will default on its
\nfinancial obligations which may cause the other party to incur a loss. The
\nGroup sells her products to a broad customer base. This includes most ma-
\njor European discount and retail customers. We achieve sales to these cus-
\ntomers through various contracts and products with various maturities.
\nWe do this in several countries, both for our own brands and for customers\u2019
\nown brands. The ten largest customer groups represent 62.24% of sales in
\n2025 and 58.46% in 2024. In both 2025 and 2024, 2 external customers ex-
\nceeded the 10% mark of consolidated sales with each accounting for 15.26
\nand 11.28% (16.68% and 11.22% in 2024, respectively). Management worked
\nout a credit policy. We continuously monitor exposure to credit risk.
\n\u2022 Credit risk on trade receivables: we continuously monitor credit risk on
\nall customers.
\n\u2022 Credit risks on cash and short-term investments: short-term invest-
\nments are made in readily marketable securities or in fixed-term de-
\nposits with reputable banks.
\n\u2022 Transactions with derivative financial instruments: transactions with
\nderivative financial instruments are permitted only with counterpar-
\nties that have high credit ratings.
\nFor all these risks except some of the customers at What\u2019s Cooking Deeside
\nUK Ltd, the balance sheet total is the maximum credit risk. Furthermore,
\nthe overall risk for the group reduced in 2025 due to the implementation of
\na non-recourse factoring program with associated credit insurance which
\nalso reduced the outstanding customer receivables on the balance sheet.
\n
\n\n\n\n\n\n\n\n\n\n\n\nTrade receivables are subject to normal payment terms.
\nOn closing date, there are no significant outstanding past due amounts.
\n\n
\n\n\n | \n2025 | \n2024 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n| Total outstanding client receivables | \n29,913 | \n21,495 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Overdue < 30 days | \n3,567 | \n907 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Overdue between 30 and 60 days | \n494 | \n28 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Overdue > 60 days | \n227 | \n44 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
\n\n\n| Consolidated | \n | \n | \n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| balance sheet | \nNote | \n | \n2025 | \n | \n2024 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| as at 31 December | \n | \nBook | \nFair | \nBook | \nFair | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| 2025 and 2024 | \n | \nValue | \nValue | \nValue | \nValue | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Current assets | \n | \n | \n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Trade and other | \n22 | \n40,608 | \n40,608 | \n29,929 | \n29,929 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| receivables | \n | \n | \n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Cash and cash | \n23 | \n16,933 | \n16,933 | \n17,665 | \n17,665 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| equivalents | \n | \n | \n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Long-term liabilities | \n | \n | \n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Long-term interest- | \n26 | \n12,507 | \n12,507 | \n64,230 | \n64,230 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| bearing liabilities | \n | \n | \n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Other long-term | \n | \n0 | \n0 | \n0 | \n0 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| liabilities | \n | \n | \n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Current liabilities | \n | \n | \n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Current interest- | \n26 | \n1,792 | \n1,792 | \n515 | \n515 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| bearing liabilities | \n | \n | \n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Trade liabilities and | \n27 | \n67,071 | \n67,071 | \n66,019 | \n66,019 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| other payables | \n | \n | \n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Social liabilities | \n | \n15,712 | \n15,712 | \n11,810 | \n11,810 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Tax liabilities | \n | \n756 | \n756 | \n1,574 | \n1,574 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
\n\n\n | \n2025 | \n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n | \nFair Value | \nLevel 1 | \nLevel 2 | \nLevel 3 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Trade and other | \n | \n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| receivables | \n0 | \n0 | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Other short term | \n | \n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| liabilities | \n12 | \n12 | \n | \n0 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
\n\n\n | \n2024 | \n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n | \nFair Value | \nLevel 1 | \nLevel 2 | \nLevel 3 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Trade and other | \n | \n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| receivables | \n0 | \n0 | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Other short term | \n | \n | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| liabilities | \n35 | \n35 | \n | \n0 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n
Level 1: market prices in active markets for identical assets or liabilities
\nLevel 2: data other than level 1, which are observable for the asset or liability
\neither directly (through prices) or indirectly (derived from prices)
\nLevel 3: data not based on observable market figures
\n
\n\n\n\n\n\n\n\n\n\n\n",
"dimensions": {
"concept": "ifrs-full:DisclosureOfCreditRiskExplanatory",
"language": "en",
"entity": "scheme:549300EOHIZUJWKQ3G67",
"period": "2025-01-01T00:00:00/2026-01-01T00:00:00"
}
},
"Tag320": {
"value": "\nLiquidity risk
\nLiquidity risk is the risk that the group cannot meet its financial obligations.
\nThe group mitigates this risk by permanently monitoring cash flows. We
\nalso ensure that sufficient credit facilities are available. See also note 27.
\nAs of December 31, 2025, a total amount of EUR 10 million was drawn at a
\nvariable interest rate. The covenant is tested each time on the 30/06 and
\n31/12 figures. In 2025 and 2024, the group met its covenants.
\nOn Feb. 22, 2024, What\u2019s Cooking signed a new 5-year financing agree-
\nment for a Revolving Credit Facility (RCF) of EUR 175 million with a consorti-
\num of existing and new banks. The agreement can be extended for 2 1-year
\nperiods if agreed by all parties. This agreement refinances the existing RCF
\nand ensures the necessary financial stability in an uncertain volatile mac-
\nroeconomic and geopolitical context. The RCF allows What\u2019s Cooking? to
\nfurther realize its Sustainable Profitable Growth Plan 2030. The financing is
\nunsecured and allows the group to take on a debt ratio of up to 3.5 times
\nEBITDA. In case of new acquisitions, a temporary excess of up to 4.0 times
\nEBITDA will be accepted. The agreement also provides for a possible in-
\ncrease up to EUR 250 million subject to agreement of the parties and fulfil-
\nment of well-defined conditions.
\n
\n\n\n\n\n\n\n\n\n\n\n",
"dimensions": {
"concept": "ifrs-full:DisclosureOfLiquidityRiskExplanatory",
"language": "en",
"entity": "scheme:549300EOHIZUJWKQ3G67",
"period": "2025-01-01T00:00:00/2026-01-01T00:00:00"
}
},
"Tag321": {
"value": "\n30. Leasing
\nThe group leases its passenger vehicles under a number of operating lease
\nagreements.
\nIFRS 16 requires the lessee to capitalize all lease and rental obligations on
\nthe balance sheet. The liability reflects all future lease payments associat-
\ned with the lease valued at present value. The asset reflects the right to use
\nthe asset during the agreed lease term.
\nLease liabilities are measured at the present value of the remaining lease
\nobligations and discounted at the contractual incremental interest rate.
\n
\n\n\n\n\n\n\n\n\n\n\n",
"dimensions": {
"concept": "ifrs-full:DisclosureOfLeasesExplanatory",
"language": "en",
"entity": "scheme:549300EOHIZUJWKQ3G67",
"period": "2025-01-01T00:00:00/2026-01-01T00:00:00"
}
},
"Tag322": {
"value": "\n
\n\n
31. Off-balance sheet rights and obligations
\n
As of December 31, 2025, total purchase commitments for major invest-
\n
ment projects amounted to EUR 20.309 thousand (2024: EUR 6.850 thou-
\n
sand). For these, we already awarded contracts or placed orders.
\n
As at 31 December 2025, the Group had outstanding purchase commit-
\n
ments amounting to 71,509 thousand EUR with suppliers of raw materials
\n
and other consumables (2024: 2,249 thousand EUR).
\n
To mitigate the impact of increased energy prices, the group established a
\n
hedging strategy whereby portions of its energy needs are hedged as the
\n
period approaches. The group purchases its energy on a country-by-coun-
\n
try basis. For example, 2026 is now fully hedged for all production sites.
\n
\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n",
"dimensions": {
"concept": "ifrs-full:DisclosureOfCommitmentsAndContingentLiabilitiesExplanatory",
"language": "en",
"entity": "scheme:549300EOHIZUJWKQ3G67",
"period": "2025-01-01T00:00:00/2026-01-01T00:00:00"
}
},
"Tag323": {
"value": "\n31. Off-balance sheet rights and obligations
\nAs of December 31, 2025, total purchase commitments for major invest-
\nment projects amounted to EUR 20.309 thousand (2024: EUR 6.850 thou-
\nsand). For these, we already awarded contracts or placed orders.
\nAs at 31 December 2025, the Group had outstanding purchase commit-
\nments amounting to 71,509 thousand EUR with suppliers of raw materials
\nand other consumables (2024: 2,249 thousand EUR).
\nTo mitigate the impact of increased energy prices, the group established a
\nhedging strategy whereby portions of its energy needs are hedged as the
\nperiod approaches. The group purchases its energy on a country-by-coun-
\ntry basis. For example, 2026 is now fully hedged for all production sites.
\n
\n\n\n\n\n\n\n\n\n\n\n",
"dimensions": {
"concept": "ifrs-full:DisclosureOfCommitmentsExplanatory",
"language": "en",
"entity": "scheme:549300EOHIZUJWKQ3G67",
"period": "2025-01-01T00:00:00/2026-01-01T00:00:00"
}
},
"Tag324": {
"value": "\n
\n32. Transactions with related parties
\n\n
\n
\n
Transactions with directors and executive committee members
\n
The Remuneration and Nomination Committee prepared What\u2019s Cook-
\n
ing\u2019s compensation policy. The board of directors approved it. The compen-
\n
sation of executive directors and executive committee members is struc-
\n
tured into a fixed and a variable portion. The variable portion is subject to
\n
review by the remuneration and nomination committee and long-term in-
\n
centives such as pension plan, among others. Since January 1, 2006, we
\n
have included the remuneration policy as an integral part of the Corporate
\n
Governance Charter.
\n
The compensation of board members and executive management for the
\n
financial year 2025, we summarize in the table below.
\n
For details, please refer to the remuneration report in the Corporate Gov-
\n
ernance Statement (see above).
\n
\n
\n
Transactions with Directors of What\u2019s Cooking Group NV:
\n
\n
\n\n\n| in EUR million | \n2025 | \n2024 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n| Remuneration to Board of Directors What's Cooking Group NV for the execution of their mandate | \n0.44 | \n0.44 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
Transactions with members of the Executive Committee:
\n
\n
\n\n\n| in EUR million | \n2025 | \n2024 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n| Short-term employee benefits | \n3.67 | \n3.42 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Other long-term employee benefits (provision) | \n0.69 | \n0.68 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Project incentive | \n1.43 | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Termination benefit | \n | \n0.35 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
\n\n\n\n\n\n\n\n\n\n\n
\nTransactions with other parties
\nTransactions with related parties are primarily commercial transactions.
\nThey are based on the \u201cat arm\u2019s length\u201d principle. The costs and revenues of
\nthese transactions are immaterial in the consolidated financial state-
\nments.
\nIn 2025 (as in 2024) we received no reports from directors or management
\non related transactions, as stipulated in the Corporate Governance
\nCharter
\n
\n\n\n\n\n\n\n\n\n\n\n",
"dimensions": {
"concept": "ifrs-full:DisclosureOfRelatedPartyExplanatory",
"language": "en",
"entity": "scheme:549300EOHIZUJWKQ3G67",
"period": "2025-01-01T00:00:00/2026-01-01T00:00:00"
}
},
"Tag325": {
"value": "\n\n\n
Transactions with directors and executive committee members
\n
The Remuneration and Nomination Committee prepared What\u2019s Cook-
\n
ing\u2019s compensation policy. The board of directors approved it. The compen-
\n
sation of executive directors and executive committee members is struc-
\n
tured into a fixed and a variable portion. The variable portion is subject to
\n
review by the remuneration and nomination committee and long-term in-
\n
centives such as pension plan, among others. Since January 1, 2006, we
\n
have included the remuneration policy as an integral part of the Corporate
\n
Governance Charter.
\n
The compensation of board members and executive management for the
\n
financial year 2025, we summarize in the table below.
\n
For details, please refer to the remuneration report in the Corporate Gov-
\n
ernance Statement (see above).
\n
\n
Transactions with Directors of What\u2019s Cooking Group NV:
\n\n
\n\n\n| in EUR million | \n2025 | \n2024 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n| Remuneration to Board of Directors What's Cooking Group NV for the execution of their mandate | \n0.44 | \n0.44 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n
Transactions with members of the Executive Committee:
\n\n
\n\n\n| in EUR million | \n2025 | \n2024 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n| Short-term employee benefits | \n3.67 | \n3.42 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Other long-term employee benefits (provision) | \n0.69 | \n0.68 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Project incentive | \n1.43 | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Termination benefit | \n | \n0.35 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n",
"dimensions": {
"concept": "ifrs-full:DisclosureOfInformationAboutKeyManagementPersonnelExplanatory",
"language": "en",
"entity": "scheme:549300EOHIZUJWKQ3G67",
"period": "2025-01-01T00:00:00/2026-01-01T00:00:00"
}
},
"Tag331": {
"value": "\nTransactions with directors and executive committee members
\nThe Remuneration and Nomination Committee prepared What\u2019s Cook-
\ning\u2019s compensation policy. The board of directors approved it. The compen-
\nsation of executive directors and executive committee members is struc-
\ntured into a fixed and a variable portion. The variable portion is subject to
\nreview by the remuneration and nomination committee and long-term in-
\ncentives such as pension plan, among others. Since January 1, 2006, we
\nhave included the remuneration policy as an integral part of the Corporate
\nGovernance Charter.
\nThe compensation of board members and executive management for the
\nfinancial year 2025, we summarize in the table below.
\nFor details, please refer to the remuneration report in the Corporate Gov-
\nernance Statement (see above).
\n\n",
"dimensions": {
"concept": "ifrs-full:DescriptionOfAccountingPolicyForTransactionsWithRelatedPartiesExplanatory",
"language": "en",
"entity": "scheme:549300EOHIZUJWKQ3G67",
"period": "2025-01-01T00:00:00/2026-01-01T00:00:00"
}
},
"Tag326": {
"value": "\n33. Earnings per share
\nBasic earnings per share
\nThe calculation of basic earnings per share is based on:
\n\u2022 net income attributable to ordinary shareholders of EUR 25,492 thou-
\nsand (2024: EUR 20,647 thousand)
\n\u2022 a weighted average number of ordinary shares outstanding during the
\nyear of 1,856,180 (2024: 1,856,180)
\nWe calculated the weighted average number of common shares outstand-
\ning as follows:
\n\n
\n\n\n | \n2025 | \n2024 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n| Number of outstanding ordinary shares on 1 January financial year | \n1,856,180 | \n1,856,180 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Effect of ordinary shares issued | \n | \n | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Weighted average number of outstanding ordinary shares on 31 December financial year | \n1,856,180 | \n1,856,180 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Group share in the earnings of financial year | \n25,492 | \n20,647 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Average number of shares | \n1,856,180 | \n1,856,180 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Earnings per share | \n13.73 | \n11.12 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Result from discontinued operations net of tax | \n11,939 | \n11,376 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Result from discontinued operations per share | \n6.43 | \n6.13 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n
At December 31, 2025, the capital is represented by 1,856,180 shares
\nDiluted earnings per share
\nIn calculating diluted earnings per share, we adjust the weighted average
\nnumber of shares. We take into account all dilutive potential common
\nshares. There are none in 2025 and 2024.
\n\n
\n\n\n | \n2025 | \n2024 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n| Net group earnings | \n25,492 | \n20,647 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Average number of shares | \n1,856,180 | \n1,856,180 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Dilution effect warrant plans | \n0 | \n0 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Adjusted number of shares | \n1,856,180 | \n1,856,180 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Diluted earnings per share | \n13.73 | \n11.12 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
\n\n\n | \n2025 | \n2024 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n| Average number of shares | \n1,856,180 | \n1,856,180 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Dividend per share | \n4.5 | \n10 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n| Total dividend | \n8,352,810.00 | \n18,561,800.00 | \n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n
\n
\n\n\n\n\n\n\n\n\n\n\n",
"dimensions": {
"concept": "ifrs-full:DisclosureOfEarningsPerShareExplanatory",
"language": "en",
"entity": "scheme:549300EOHIZUJWKQ3G67",
"period": "2025-01-01T00:00:00/2026-01-01T00:00:00"
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},
"Tag327": {
"value": "13.73",
"decimals": 2,
"dimensions": {
"concept": "ifrs-full:DilutedEarningsLossPerShare",
"entity": "scheme:549300EOHIZUJWKQ3G67",
"period": "2025-01-01T00:00:00/2026-01-01T00:00:00",
"unit": "iso4217:EUR/xbrli:shares"
}
},
"Tag328": {
"value": "11.12",
"decimals": 2,
"dimensions": {
"concept": "ifrs-full:DilutedEarningsLossPerShare",
"entity": "scheme:549300EOHIZUJWKQ3G67",
"period": "2024-01-01T00:00:00/2025-01-01T00:00:00",
"unit": "iso4217:EUR/xbrli:shares"
}
},
"Tag329": {
"value": "\n34. Impact of business combinations
\nOn 1 April 2025, the Group acquired 100% of the share capital of What\u2019s
\nCooking Rennes SAS (formerly Sveltic SAS). The transaction costs amounted
\nto 615 thousand EUR (Note 10). What\u2019s Cooking Rennes is a French producer
\nof fresh and frozen ready-made meals located near Rennes, which generat-
\ned revenue of approximately 55 million EUR in 2024 and a normalised EBITDA
\nof around 4 million EUR. The company produces a wide range of prepared
\ndishes, including lasagne, pasta, pizza, world cuisine, vegetarian options
\nand traditional recipes. It primarily manufactures private-label products
\nthat are mainly sold to the French retail group Intermarch\u00e9 (note 10).
\nThe Group has acquired What\u2019s Cooking Rennes SAS for reasons of geo-
\ngraphical and product diversification. The strategic acquisition of What\u2019s
\nCooking Rennes enables the group to expand its offering in the field of
\nready meals and to fully focus on strengthening its leadership within this
\nsector. The acquisition creates operational synergies through optimized
\nproduction between Sveltic\u2019s facility and the sites of the What\u2019s Cooking
\nGroup, resulting in streamlined supply chains and increased efficiency.
\nAs part of the agreement with the seller, Agromousquetaires (part of the
\nIntermarch\u00e9 group), What\u2019s Cooking Rennes SAS will continue to supply
\nIntermarch\u00e9 for the coming years, and certain services will temporarily
\ncontinue to be provided by Agromousquetaires to What\u2019s Cooking Rennes
\nSAS to ensure the continuity of systems and operations.
\n
\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n
In accordance with IFRS 3, the acquired net assets (especially non-current assets) were measured at fair value in determining the goodwill (market ap-
\n
proach and cost approach). Due to the negative margins that will be achieved on a customer contract for a period of two years, a provision has been rec-
\n
ognised. This valuation was carried out by an independent expert.
\n
The results of What\u2019s Cooking Rennes have been included in the consolidated income statement as from 1 April 2025. As at 31 December 2025, its balance
\n
sheet is also included in the Group\u2019s consolidated balance sheet.
\n
In 2024, the Group made no new acquisitions that fall under the definition of a \u2018business combination.
\n
\n
\n\n\n| Opening balance sheet | \n3/31/2025 | \n\n\n\n\n\n\n\n
\n\n| What's Cooking Rennes SAS | \n000 eur | \n\n\n\n\n\n\n\n
\n\n | \n | \n\n\n\n\n\n\n\n
\n\n| ASSETS | \n | \n\n\n\n\n\n\n\n
\n\n| Non-current assets | \n30,613 | \n\n\n\n\n\n\n\n
\n\n| Intangible assets | \n80 | \n\n\n\n\n\n\n\n
\n\n| Tangible non-current assets | \n30,425 | \n\n\n\n\n\n\n\n
\n\n| Securities | \n108 | \n\n\n\n\n\n\n\n
\n\n | \n | \n\n\n\n\n\n\n\n
\n\n| Current assets | \n12,944 | \n\n\n\n\n\n\n\n
\n\n| Inventories | \n8,945 | \n\n\n\n\n\n\n\n
\n\n| Trade and other receivables | \n3,337 | \n\n\n\n\n\n\n\n
\n\n| Cash and cash equivalents | \n662 | \n\n\n\n\n\n\n\n
\n\n | \n | \n\n\n\n\n\n\n\n
\n\n| Total assets | \n43,557 | \n\n\n\n\n\n\n\n
\n\n | \n | \n\n\n\n\n\n\n\n
\n\n| LIABILITIES | \n | \n\n\n\n\n\n\n\n
\n\n| Long term liabilities | \n8,740 | \n\n\n\n\n\n\n\n
\n\n| Provisions | \n3,583 | \n\n\n\n\n\n\n\n
\n\n| Deferred taxes | \n4,827 | \n\n\n\n\n\n\n\n
\n\n| Long-term interest-bearing liabilities | \n330 | \n\n\n\n\n\n\n\n
\n\n | \n | \n\n\n\n\n\n\n\n
\n\n| Short-term liabilities | \n10,785 | \n\n\n\n\n\n\n\n
\n\n| Short-term interest-bearing liabilities | \n75 | \n\n\n\n\n\n\n\n
\n\n| Trade liabilities and other current liabilities | \n8,063 | \n\n\n\n\n\n\n\n
\n\n| Social liabilities | \n2,603 | \n\n\n\n\n\n\n\n
\n\n| Tax liabilities | \n44 | \n\n\n\n\n\n\n\n
\n\n | \n | \n\n\n\n\n\n\n\n
\n\n| Total liabilities | \n19,525 | \n\n\n\n\n\n\n\n
\n\n | \n | \n\n\n\n\n\n\n\n
\n\n| Goodwill as a result of acquiring control | \n | \n\n\n\n\n\n\n\n
\n\n| Acquisition price | \n24,064 | \n\n\n\n\n\n\n\n
\n\n| Acquired net assets | \n24,032 | \n\n\n\n\n\n\n\n
\n\n| Goodwill | \n32 | \n\n\n\n\n\n\n\n
\n\n | \n | \n\n\n\n\n\n\n\n
\n\n| Net cash flow as a result of acquiring control | \n | \n\n\n\n\n\n\n\n
\n\n| Cash | \n24,064 | \n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n
\n
\n
\n\n\n | \n1/04/2025 - 31/12/2025 | \nProrata 12 months | \n\n\n\n\n\n\n\n
\n\n | \n000 eur | \n000 eur | \n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n| Sales | \n39,458 | \n52,611 | \n\n\n\n\n\n\n\n
\n\n| EBITDA | \n5,586 | \n7,448 | \n\n\n\n\n\n\n\n
\n\n| Net result | \n2,241 | \n2,988 | \n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n
\n
\n
We prorated the sales, EBITDA and net result to present a more representative view of Rennes, as the first-quarter figures under the previous owner were
\nnot representative.
\n
\n\n\n\n
\n\n\n\n\n\n\n",
"dimensions": {
"concept": "ifrs-full:DisclosureOfBusinessCombinationsExplanatory",
"language": "en",
"entity": "scheme:549300EOHIZUJWKQ3G67",
"period": "2025-01-01T00:00:00/2026-01-01T00:00:00"
}
},
"Tag336": {
"value": "\n\n\nIn accordance with IFRS 3, the acquired net assets (especially non-current assets) were measured at fair value in determining the goodwill (market ap-\nproach and cost approach). Due to the negative margins that will be achieved on a customer contract for a period of two years, a provision has been rec-\nognised. This valuation was carried out by an independent expert.\nThe results of What\u2019s Cooking Rennes have been included in the consolidated income statement as from 1 April 2025. As at 31 December 2025, its balance \nsheet is also included in the Group\u2019s consolidated balance sheet.\nIn 2024, the Group made no new acquisitions that fall under the definition of a \u2018business combination.\n\n\n\n\nOpening balance sheet\n3/31/2025\n\n\n\n\n\n\n\n\n\nWhat's Cooking Rennes SAS\n000 eur\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\nASSETS\n\n\n\n\n\n\n\n\n\n\nNon-current assets\n30,613\n\n\n\n\n\n\n\n\n\nIntangible assets\n80\n\n\n\n\n\n\n\n\n\nTangible non-current assets\n30,425\n\n\n\n\n\n\n\n\n\nSecurities\n108\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\nCurrent assets\n12,944\n\n\n\n\n\n\n\n\n\nInventories\n8,945\n\n\n\n\n\n\n\n\n\nTrade and other receivables\n3,337\n\n\n\n\n\n\n\n\n\nCash and cash equivalents\n662\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\nTotal assets\n43,557\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\nLIABILITIES\n\n\n\n\n\n\n\n\n\n\nLong term liabilities\n8,740\n\n\n\n\n\n\n\n\n\nProvisions\n3,583\n\n\n\n\n\n\n\n\n\nDeferred taxes\n4,827\n\n\n\n\n\n\n\n\n\nLong-term interest-bearing liabilities\n330\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\nShort-term liabilities\n10,785\n\n\n\n\n\n\n\n\n\nShort-term interest-bearing liabilities\n75\n\n\n\n\n\n\n\n\n\nTrade liabilities and other current liabilities\n8,063\n\n\n\n\n\n\n\n\n\nSocial liabilities\n2,603\n\n\n\n\n\n\n\n\n\nTax liabilities\n44\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\nTotal liabilities\n19,525\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\nGoodwill as a result of acquiring control\n\n\n\n\n\n\n\n\n\n\nAcquisition price\n24,064\n\n\n\n\n\n\n\n\n\nAcquired net assets\n24,032\n\n\n\n\n\n\n\n\n\nGoodwill\n32\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\nNet cash flow as a result of acquiring control\n\n\n\n\n\n\n\n\n\n\nCash\n24,064\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n1/04/2025 - 31/12/2025\nProrata 12 months\n\n\n\n\n\n\n\n\n\n\n000 eur\n000 eur\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\nSales\n39,458\n52,611\n\n\n\n\n\n\n\n\n\nEBITDA\n5,586\n7,448\n\n\n\n\n\n\n\n\n\nNet result\n2,241\n2,988\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\nWe prorated the sales, EBITDA and net result to present a more representative view of Rennes, as the first-quarter figures under the previous owner were \nnot representative.\n\n\n\n",
"dimensions": {
"concept": "ifrs-full:DescriptionOfReasonWhyFinancialStatementsAreNotEntirelyComparable",
"language": "en",
"entity": "scheme:549300EOHIZUJWKQ3G67",
"period": "2025-01-01T00:00:00/2026-01-01T00:00:00"
}
},
"Tag337": {
"value": "\nIn accordance with IFRS 3, the acquired net assets (especially non-current assets) were measured at fair value in determining the goodwill (market ap-
\nproach and cost approach). Due to the negative margins that will be achieved on a customer contract for a period of two years, a provision has been rec-
\nognised. This valuation was carried out by an independent expert.
\nThe results of What\u2019s Cooking Rennes have been included in the consolidated income statement as from 1 April 2025. As at 31 December 2025, its balance
\nsheet is also included in the Group\u2019s consolidated balance sheet.
\nIn 2024, the Group made no new acquisitions that fall under the definition of a \u2018business combination.
\n\n
\n\n\n| Opening balance sheet | \n3/31/2025 | \n\n\n\n\n\n\n\n
\n\n| What's Cooking Rennes SAS | \n000 eur | \n\n\n\n\n\n\n\n
\n\n | \n | \n\n\n\n\n\n\n\n
\n\n| ASSETS | \n | \n\n\n\n\n\n\n\n
\n\n| Non-current assets | \n30,613 | \n\n\n\n\n\n\n\n
\n\n| Intangible assets | \n80 | \n\n\n\n\n\n\n\n
\n\n| Tangible non-current assets | \n30,425 | \n\n\n\n\n\n\n\n
\n\n| Securities | \n108 | \n\n\n\n\n\n\n\n
\n\n | \n | \n\n\n\n\n\n\n\n
\n\n| Current assets | \n12,944 | \n\n\n\n\n\n\n\n
\n\n| Inventories | \n8,945 | \n\n\n\n\n\n\n\n
\n\n| Trade and other receivables | \n3,337 | \n\n\n\n\n\n\n\n
\n\n| Cash and cash equivalents | \n662 | \n\n\n\n\n\n\n\n
\n\n | \n | \n\n\n\n\n\n\n\n
\n\n| Total assets | \n43,557 | \n\n\n\n\n\n\n\n
\n\n | \n | \n\n\n\n\n\n\n\n
\n\n| LIABILITIES | \n | \n\n\n\n\n\n\n\n
\n\n| Long term liabilities | \n8,740 | \n\n\n\n\n\n\n\n
\n\n| Provisions | \n3,583 | \n\n\n\n\n\n\n\n
\n\n| Deferred taxes | \n4,827 | \n\n\n\n\n\n\n\n
\n\n| Long-term interest-bearing liabilities | \n330 | \n\n\n\n\n\n\n\n
\n\n | \n | \n\n\n\n\n\n\n\n
\n\n| Short-term liabilities | \n10,785 | \n\n\n\n\n\n\n\n
\n\n| Short-term interest-bearing liabilities | \n75 | \n\n\n\n\n\n\n\n
\n\n| Trade liabilities and other current liabilities | \n8,063 | \n\n\n\n\n\n\n\n
\n\n| Social liabilities | \n2,603 | \n\n\n\n\n\n\n\n
\n\n| Tax liabilities | \n44 | \n\n\n\n\n\n\n\n
\n\n | \n | \n\n\n\n\n\n\n\n
\n\n| Total liabilities | \n19,525 | \n\n\n\n\n\n\n\n
\n\n | \n | \n\n\n\n\n\n\n\n
\n\n| Goodwill as a result of acquiring control | \n | \n\n\n\n\n\n\n\n
\n\n| Acquisition price | \n24,064 | \n\n\n\n\n\n\n\n
\n\n| Acquired net assets | \n24,032 | \n\n\n\n\n\n\n\n
\n\n| Goodwill | \n32 | \n\n\n\n\n\n\n\n
\n\n | \n | \n\n\n\n\n\n\n\n
\n\n| Net cash flow as a result of acquiring control | \n | \n\n\n\n\n\n\n\n
\n\n| Cash | \n24,064 | \n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n
\n
\n\n\n | \n1/04/2025 - 31/12/2025 | \nProrata 12 months | \n\n\n\n\n\n\n\n
\n\n | \n000 eur | \n000 eur | \n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n| Sales | \n39,458 | \n52,611 | \n\n\n\n\n\n\n\n
\n\n| EBITDA | \n5,586 | \n7,448 | \n\n\n\n\n\n\n\n
\n\n| Net result | \n2,241 | \n2,988 | \n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n
35. Group companies
\nOne acquisition had taken place by 2025, What\u2019s Cooking Rennes SAS.
\nThe parent company of the group, What\u2019s Cooking Group NV- Kortrijksesteenweg 1091 Bus C - 9051 Sint-Denijs-Westrem (Ghent) in Belgium, is on Decem-
\nber 31, 2025 directly or indirectly the parent company of the following companies:
\n\n
\n\n\n| Name and full address of the company | \nEffective holding in % | \n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n| What's Cooking Belgium NV - Kortrijksesteenweg 1091 bus C, 9051 Sint-Denijs-Westrem (Gent) | \n100 | \n\n\n\n\n\n\n\n
\n\n| What's Cooking Marche-En-Famenne SA - Chauss\u00e9e de Wavre 259 A, 4520 Wanze - Belgi\u00eb | \n100 | \n\n\n\n\n\n\n\n
\n\n| What's Cooking Wanze SA - Chauss\u00e9e de Wavre 259 A , 4520 Wanze - Belgi\u00eb | \n100 | \n\n\n\n\n\n\n\n
\n\n| What's Cooking Nederland BV - Verlengde Poolseweg 16 - 4818 CL Breda - Nederland | \n100 | \n\n\n\n\n\n\n\n
\n\n| What's Cooking Ib\u00e9rica SL - V\u00eda de las Dos Castillas , 33 - Complejo Empresarial \u00c1tica, Edificio 6, Planta 3a - Officina B1, 28224 Pozuelo de Alarc\u00f3n, Madrid - Spanje | \n100 | \n\n\n\n\n\n\n\n
\n\n| Ter Beke France SA - ZI Espace Zuckermann - BP56 - 14270 M\u00e9zidon-Canon - Frankrijk | \n100 | \n\n\n\n\n\n\n\n
\n\n| What's Cooking Polska Sp. z.o.o. - Ul. P\u00f3\u0142nocna 12 - 45-805 Opole - Polen | \n100 | \n\n\n\n\n\n\n\n
\n\n| What's Cooking France SAS - ZI Espace Zuckermann - BP56 - 14270 M\u00e9zidon-Canon \u2013 Frankrijk | \n100 | \n\n\n\n\n\n\n\n
\n\n| What's Cooking Deeside UK LTD - Estuary House 10th Avenue - Zone 3 Deeside Industrial Park \u2013 Deeside \u2013 Flintshire - CH5 2UA - United Kingdom | \n100 | \n\n\n\n\n\n\n\n
\n\n| What's Cooking Deutschland GmbH -Krefelder Strasse 249 - 41066 M\u00f6nchengladbach - Deutschland | \n100 | \n\n\n\n\n\n\n\n
\n\n| What's Cooking Rennes SAS - ZA Bout de Lande- F-35890 Laill\u00e9 (Rennes) - France | \n100 | \n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n\n\n\n\n\n\n\n
\u2022 On 10 January 2025, the sale of the SBU Savoury was completed.
\n\u2022 In 2025, the group acquired the remaining 50% of the shares of Davai BV, the joint venture. On 24 June 2025, Davai BV was liquidated.
\n\u2022 On 1 April 2025, the group acquired 100% of the shares of Sveltic SA, a producer of fresh and frozen ready-made meals located near Rennes in France.
\nThere are no significant restrictions on the ability of the Company or subsidiaries to have access to the use of the assets and fulfill the obligations of the Group.
\n
\n\n\n\n\n\n\n",
"dimensions": {
"concept": "ifrs-full:DisclosureOfSignificantInvestmentsInSubsidiariesExplanatory",
"language": "en",
"entity": "scheme:549300EOHIZUJWKQ3G67",
"period": "2025-01-01T00:00:00/2026-01-01T00:00:00"
}
},
"Tag334": {
"value": "\n36. Important events the balance sheet date
\nOn February 27, 2026, the FSMA (the Belgian Financial Services and Mar-
\nkets Authority) publicly announced that it had received a notification indi-
\ncating that Malaga Investment SCSp intends to launch a voluntary and
\nconditional public takeover bid in cash for all shares issued by What\u2019s Cook-
\ning Group NV. The bid relates to all shares of What\u2019s Cooking Group NV that
\nare not already held by the bidder or persons affiliated with it. For more in-
\nformation, we refer to this public announcement, as well as to our press re-
\nlease of February 27, 2026 and the further information available on our
\nwebsite.
\n
\n\n\n\n\n\n\n",
"dimensions": {
"concept": "ifrs-full:DisclosureOfEventsAfterReportingPeriodExplanatory",
"language": "en",
"entity": "scheme:549300EOHIZUJWKQ3G67",
"period": "2025-01-01T00:00:00/2026-01-01T00:00:00"
}
},
"Tag335": {
"value": "\n37. Statutory auditor\u2019s fees
\nFor the audit of the What\u2019s Cooking group in 2025, the auditor charged 354
\nthousand EUR in fees and 151 thousand EUR for non-audit services. The
\ncompanies with which the auditor has a partnership did not invoice addi-
\ntional fees to the Group in 2025.
\n
\n\n\n\n\n\n\n",
"dimensions": {
"concept": "ifrs-full:DisclosureOfAuditorsRemunerationExplanatory",
"language": "en",
"entity": "scheme:549300EOHIZUJWKQ3G67",
"period": "2025-01-01T00:00:00/2026-01-01T00:00:00"
}
},
"Tag108": {
"value": "What\u2019s Cooking Group NV",
"dimensions": {
"concept": "ifrs-full:NameOfParentEntity",
"language": "en",
"entity": "scheme:549300EOHIZUJWKQ3G67",
"period": "2025-01-01T00:00:00/2026-01-01T00:00:00"
}
},
"Tag109": {
"value": "\nKortrijksesteenweg 1091 Bus C \n9051 Sint-Denijs-Westrem (Ghent)\nBelgium\n\n\n",
"dimensions": {
"concept": "ifrs-full:AddressOfRegisteredOfficeOfEntity",
"language": "en",
"entity": "scheme:549300EOHIZUJWKQ3G67",
"period": "2025-01-01T00:00:00/2026-01-01T00:00:00"
}
},
"footnote2": {
"value": "
",
"dimensions": {
"concept": "xbrl:note",
"noteId": "footnote2",
"language": "en"
}
},
"footnote1": {
"value": "
",
"dimensions": {
"concept": "xbrl:note",
"noteId": "footnote1",
"language": "en"
}
},
"footnote0": {
"value": "In accordance with IFRS 5.33, the company discloses the result from discontinued operations in its consolidated profit and loss account for 2025
\nand 2024. This amount in 2024 includes, on the one hand, the profit (loss) from operational discontinued operations after taxes and, on the other
\nhand, costs that were previously borne by the discontinued operation and, after the settlement of the sale of the SBU Savoury, are charged to the
\ncontinuing operations (dis-synergies). For 2025 the amount includes the gain on the disposal of the Savoury Business at the start of 2025.
",
"dimensions": {
"concept": "xbrl:note",
"noteId": "footnote0",
"language": "en"
}
}
}
}