Good morning, and a warm welcome to our full year 2021 press conference. Thank you for joining us today. At the same time, I would like to express my regrets to our media partners that we can't meet with you in person here at our headquarters. We hope, as the pandemic subsides, that this will be possible again in future years. We appreciate your attention, and today we have an exciting program. First, I would like to take you through some summary thoughts on our year 2021. I will then hand over to our Chief Financial Officer, François Roger, who will give you a more detailed review of our financials and also the performance by category and region. Then, of course, we're looking forward to answering all of your questions. Before we get started, let me just get some formalities out of the way.
Here is our safe harbor statement, which applies to the comments during this event and also all presentation material. Starting on the overview of 2021, certainly a very strong year with a strong ending. The fourth quarter came in more strongly than we expected, and it's also very reassuring to see that as we enter 2022, that there is tremendous momentum in the company. We had a strong start to the year. Looking at the key messages for 2021, I'm not focusing here on every bullet point, but to me, the key message is that at a time when the company had to navigate significant pandemic and supply chain challenges, we did deliver a very significant, very successful operating and financial metrics. More importantly, we did not lose sight of the longer term strategic objectives and making progress towards those. Those apply to innovation, for example.
They apply to our ESG targets. They apply to digitalization and also adjusting our portfolio over time through active portfolio management. On all of these metrics, the company did very well. You see that it's been a very consistent picture here, confirming once more Nestlé as a very consistent and dependable company in difficult times. I would also like to take a moment at this point to thank our Team Nestlé for tremendous efforts that they have displayed in this year, 2021. It's been a very challenging year, more than the numbers suggest. The effort and the commitment is not only visible in our operating and financial data.
More importantly, in a year that still saw so much hardship and so many challenges due to the pandemic and supply chain issues around the world, I've seen time and time again efforts that went over and above what was typically expected and out of the way to really make things happen. In a time when compassion was so important, we've seen heart-moving acts of kindness and help to the communities around us and also to each other as we try to assure safety in the workplace and business continuity. Well done, Team Nestlé. I'm very proud of what has happened here, and I think we were all living up to the best of our values. The next two pages will focus on our organic growth performance. Obviously 2021, we're very pleased with the strong 7.5% organic growth.
We know that some of that, of course, was aided by the tailwinds coming from the pandemic, stronger at-home consumption. To me, the more important message of this slide is that we are fully geared now towards sustained mid-single- digit organic growth for 2022 and beyond. It is borne out in our guidance for this year and also in the midterm outlook that we issued today with our press release. We were already telling you during the year that we have what it takes with our portfolio to make that happen. You see the ramping from 2017 towards 2020. Of course, the strong showing in 2021. I think with all of the issues that you see on the right-hand side of the page, the investment in fast growing categories and geographies, innovation, digitalization, market share gains, and portfolio rotation, I think we are now there.
We are at the point where we can live up to one of the cornerstones of the old Nestlé model, and that is sustained mid-single- digit organic growth performance, which is very important to a compounding value growth model that we pursue over time. Looking more specifically at the organic growth performance in 2021, let me highlight some high growth categories and channels. When it comes to categories, clearly three stand out. That is Purina PetCare , Coffee, and Nestlé Health Science. Purina PetCare and Nestlé Health Science were double-digit organic growth. Coffee, just a shade under double-digit organic growth at 9.7%. Very strong showing. I think betting on these high growth categories, giving them all the investment and runway they needed, really paid off for the company and supported our strong growth and also associated market share gains.
When it comes to the mid and longer term prospects, I think the future for these three categories continues to look bright. In Purina Pet Care, we are seeing vastly increased pet adoption rates around the world, which of course will translate into significant demand for pet food. Coffee benefits from what we call the at-home revolution. The fact that even post pandemic, people will have a much more flexible work style when it comes to office-based work, at-home work, and more work being done from home. Cups of coffee at home, of course, our market share continues to be above the one in out- of- home, hence we are benefiting from this trend. Nestlé Health Science, I think even when the pandemic subsides, we are seeing renewed interest in personal health. Also, continued strong interest in boosting the immune system.
This should also bolster the long-term fundamentals of the vitamins, minerals, and supplements categories. We did see in 2021 continued double-digit growth in our plant-based food area. This at a time when some other competitors experienced some trouble. I think our early foray into specialties, in addition to some mainstream products, so think about plant-based alternatives to tuna and shrimp or egg as an example, has clearly paid off, and we continue to put significant research and development effort in this area. We continue to see it as a once in a generation opportunity to revitalize and reenergize our food business, which as you know, has more than CHF 10 billion of sales. E-commerce continued certainly to benefit from the pandemic around the world.
But over and above the pandemic, I think people have discovered now the convenience and the benefits of shopping for food and beverage products online. We believe that is here to stay, and we have an ambitious target to drive up that number to about 25% of our revenues by the year 2025, up from the 14% that we saw in the year 2021. Portfolio management, I will focus on that on one of the following pages, but I think the two defining steps in the year 2021 were the continued expansion of Nestlé Health Science and also the transformation of our Waters business, and in particular, the sale of our North American water brands. It is not only about trading, it is also very much about fixing underperforming businesses. Two examples here from the year 2021 were the recovery of out- of- home channels.
Clearly this was aided by the pandemic subsiding in many markets. But we saw a very strong 24.5% growth, and we are now close back to levels that we have seen pre-pandemic. Then continued success with our frozen meals in the U.S., almost double-digit growth. Here again, it is not only pandemic driven, it is also very much some of the internal fixing and brand revitalization that we engaged in. All in all, very strong picture underpinning the growth and success with our organic growth numbers around the world. This is a summary of the last five years when it comes to the portfolio turnover and portfolio reshaping. You see more than 85 transactions, both on the buying and the selling side. Since 2017, we swapped out and changed almost 20% of group sales. You see that it gave us a very nice organic growth contribution.
I think this is part of our value creation strategy. It is not the only part, that is something we always point out. But certainly, it has helped us to adjust to some changing consumer tastes, and we see it as a continued effort here also ranging into the future. As always, we will act with prudence when it comes to these transactions. Paying the right price when we acquire and insisting of course on full value when we divest is a hallmark of our portfolio adjustment strategy. The next two slides I would like to focus on two ESG related topics. One is our sustainable livelihoods initiative that we announced on January 27 in conjunction with the government of Côte d'Ivoire. This one is specifically targeted at reducing child labor risks in the cocoa industry.
I think building on the long-term efforts of our Nestlé Cocoa Plan and many insights that we had through pilot programs, we now have a very interesting novel incentive and support program, one that gives support independent of output so that smallholder farmers benefit. We are supporting families for sending kids to school, we are supporting them for sustainable agricultural practices that will also drive and help output over time, and we also help them with income diversification. All of that geared towards helping them achieve a living income and making that sustainable over time, and then lessening the risk for child labor. That goes hand in hand with a several year effort that is underway to make our supply chain fully traceable. Because only with a fully traceable supply chain do you have that source to consumer link and you can generate consumer trust.
The next one I would like to focus on is an update on our Nestlé climate roadmap. I think this is timely because the 2021 numbers just came in and have been reviewed by Ernst & Young, and also by the Science Based Targets initiative, whose guidance we very much follow. Also there has been some recent debate on the subject, so I think this is a good opportunity to show you the facts from our side, and also in some discussion items, put the record straight. The key message here is that peak carbon is behind us. Coming from a level acquisition adjusted of about 93 million tons in the year 2018, we continued to slightly go up. We reached peak carbon sometime around 2019 with about 96, 97 million tons. Ever since, we've been going down.
We've been going down even though, as a company, we've been growing strongly as you've seen from the numbers. I think this is to us the key issue here that we are able, with our reduction initiatives, to overcome the upward trend that comes from growth. Hence, that whole notion of growth-adjusted reductions. That is something that we strongly pointed out in our net zero roadmap, and something that is now fully borne out by the facts. When you think to the COP26 discussion and to many public debates around that, one personal comment from my side, I certainly get impatient these days when I hear too much talk about the focus on what will happen in 2040, 2045, or 2050. It is February 2022, and we need to act on one of the defining issues of our time now.
Hence, this notion about whose carbon emissions are going down and whose carbon emissions are going up, to me, is key. To me, more important than your plans for 10, 20, 30 years from now are the immediate actions, and also the verified levels of output and full disclosures around that. To me, the question, are you on your way down or are you on your way up, is a key question that separates the doers from the talkers. In all modesty, we count ourselves among the doers in this area, and I think the numbers bear it out. Again, suffice it to say, all of this reviewed with Ernst & Young, our auditors, and all of this fully in compliance with the requirements of the Science Based Targets initiative, which we see as the gold standard in this area.
As you know, their work has the full backing from the United Nations Global Compact and is largely seen as completely above board and the best standard out there. I would also like to confirm that we are fully on track for our targeted 20% reduction by the year 2025, and a targeted 50% reduction by the year 2030. Again, this is the decade where action needs to happen and when results need to roll in. I think in our case, they have started to roll in, and we're very proud of that. With this, let me turn to the 2022 guidance and also the midterm outlook. In line with what we told you about the sustained mid-single-digit performance, we do guide to organic sales growth of around 5% in 2022, and we're targeting an underlying trading operating profit margin between 17% and 17.5%.
The obvious question, compared to the 17.4% that we achieved in 2021 is this conservative? The answer is, yes, it is conservative, because I think being conservative in a volatile environment with significant inflation around us and uncertainty about what will happen later this year is the right way to approach it, and it's very consistent with the kind of approach we've taken to our guidance practice in the past years. As always, looking at the last bullet point, the underlying earnings per share and constant currency and capital efficiency are expected to increase. Turning to the midterm outlook, we're fully confirming the expectation of sustained mid-single-digit organic sales growth. Very importantly, we also see the return to continued moderate underlying trading operating profit margin improvements.
This is another key hallmark of the old Nestlé model, as you know, with operating leverage and efficiency gains over time, that this supports our operating margins, and we fully intend to return to that. As always, continued prudent capital allocation and capital efficiency improvements. This concludes my part of the presentation. Let me hand it over to François now, and then we'll be back for the Q&A. Thank you.
Thank you, Mark. Good morning or good afternoon to you all. I will now go into further details on our financial performance in 2021, starting first with a look at the components of growth. Organic growth was 7.5%. RIG was strong at 5.5%, with positive contributions from volume and mix. Pricing increased to 2% with an acceleration to 3.1% in the fourth quarter. Acquisitions net of divestitures reduced sales by 2.9%, largely relating to the Nestlé Waters North America, Yinlu, and Herta transactions, which more than offset the acquisition of the core brands of The Bountiful Company and Freshly. The negative impact on sales from foreign exchange moderated to 1.3%, turning even positive in the second half. Total sales were CHF 87.1 billion , a 3.3% increase versus last year on a reported basis.
These slides illustrate the development of our sales by geography and includes both our zones as well as our globally managed businesses. Organic growth was positive in all geographies, with particular strengths in the Americas and EMENA. The Americas reported close to 10% organic growth, building on strong sales development in 2020. EMENA saw high single-digit growth, reaching the highest level in the last decade. AOA posted mid-single-digit growth in a difficult environment. Growth was balanced with contribution from developed and emerging markets. Organic growth in developed markets was strong at 7.2%, based on disciplined execution, a resilient supply chain, and broad-based market share gains. Growth in emerging markets was 7.8%, based on strong contribution from Brazil, India, Russia, and Mexico. Let's now look at the breakdown of sales by channel. Organic growth for retail sales remained strong at 6.4%, with a high base of comparison in 2020.
Growth in out-of-home channels reached 24.5%, helped by a low base of comparison due to the pandemic. We saw broad-based growth across most of our categories in 2021, demonstrating that our diversified portfolio is well-geared for fast-changing trading conditions. Our largest category is powdered and liquid beverages, accounting for more than a quarter of our total sales. Coffee, the largest component, posted around 10% growth, supported by Nescafé, Nespresso, and Starbucks products. Sales of Starbucks products grew by 17.1% to reach CHF 3.1 billion, and we have grown this business by more than 50% over the last three years. We have now captured close to 20% of the Nespresso compatible capsules market globally. Pet Care, our second-largest category, maintained its strong growth momentum. Most segment and geographies grew at a double-digit rate with market share gains.
The performance in Pet Care was driven by continued e-commerce growth and increased demand for premium products. Nutrition and Health Science grew at 1.4%. Nestlé Health Science grew at a double-digit rate, building on a strong sales development in 2020. The business saw broad-based market share gains across markets and categories, particularly vitamins, minerals, and supplements. Sales in infant nutrition were impacted by a sales decrease in China and lower birth rates globally in the context of the pandemic.
Prepared dishes and cooking aids saw 6.6% growth led by ambient culinary and frozen meals. Plant-based food products continued to deliver strong double-digit growth, with sales reaching around CHF 800 million. Milk products and ice cream products grew by 5.9%. The key growth drivers were premium and fortified milks, as well as coffee creamers and ice cream. Growth in confectionery was 7.9%, reflecting a recovery in impulse and gifting products.
Water posted 6.8% growth, supported by a steady recovery in out-of-home channels and a low base of comparison. Let's now move to the performance of some of our key growth platforms. We continue to see strong demand for premium products with organic growth reaching 12%. Premium products now account for 35% of group sales. Premiumization continues to be a key component of our portfolio transformation, fueled by innovation. E-commerce sales grew by 15.1%, reaching 14.3% of group sales. Growth was broad-based with strong momentum in most categories, particularly Pet Care, coffee, and Nestlé Health Science. Overall, portfolio management had a positive impact on our growth. Businesses acquired since 2017 generated sales of CHF 6.8 billion in 2021, growing 2.5 times faster than the group average at 18.2%. In 2021, our underlying trading operating profit margin decreased by 30 basis points to 17.4%.
One-off integrations related to the acquisition of the core brands of The Bountiful Company had a negative impact of around 10 basis points. The remaining decrease reflects time delays between cost inflation and pricing actions. In 2021, gross margin decreased by 130 basis points. Inflation was significant and broad-based across raw and packaging material, as well as transportation and energy costs, particularly in the second half. Mitigating actions, particularly pricing, took some time to take effect. Distribution cost as a percentage of sales decreased by 20 basis points, mainly as a result of the disposal of the Nestlé Waters brands in North America. Administration and marketing expenses decreased by around 80 basis points as a percentage of sales based on strong operating leverage and efficiencies. At the same time, we continue to invest for growth, increasing our consumer-facing marketing expenses in constant currency.
The group return on invested capital before goodwill and intangible increased by 60 basis points to 41.7%, reflecting improved operating performance, particularly sales growth. The group's return on invested capital was 14.2% when excluding the Wyeth impairment, with a decrease of 50 basis points, mainly reflecting the acquisition of the core brands of The Bountiful Company. Cash generated from operation decreased from CHF 17.2 billion to CHF 16.6 billion, mainly due to slightly higher working capital at year-end. In the context of significant supply chain disruption, the group increased its inventory levels temporarily. Capital expenditure increased in the short term to meet strong volume demand, particularly for Purina Pet Care and coffee. As a result, free cash flow decreased from CHF 10.2 billion to CHF 8.7 billion. This concludes my presentation, and now we are happy to take your questions.
The first question is from Corinne Gretler at Bloomberg. Some companies warn that inflation across the board is shrinking consumers' budget. But that premium products continue to outperform. Is that mirrored at Nestlé, or are you seeing any down-trading? When do you expect price increases to cause volumes to decline? Corinne, that is a very important question, and one that the entire industry is watching very closely. Especially after some of the support checks in some countries due to the pandemic, question is, at what point will consumers feel the pinch, and will they trade down or will they continue with the current consumption levels? The latest data, when you look at the U.S., for example, and yesterday's announcement about consumer activity, continue to point to a very vibrant consumer environment. But it is something that we watch for very closely.
Generally, premium products, as we know from past downturns, do hold up very well. We see most of the pressure in mid-range products, and we have seen some of the down-trading in more exposed economies last year, for example, in developing markets. But overall, we believe that, as François pointed out, with the strength of our premium products and also some of the efficiencies we were able to gain, that we have been able to offset any negative impact there. Next question is from Tabea von Ow at AWP. Your competitors seem to be suffering more with margin pressure than you. What is Nestlé doing better? It's hard to comment on our competitors. You know that overall efficiency has been one of our key priorities for several years. We started to work on that several years ago. You've seen this exemplified with our operating margin improvement.
Obviously, in an environment where we knew from the beginning that we have to price very responsibly, we looked first at all internal efficiency upsides to make sure that we can spare our consumers any unnecessary inflation. And hence, that efficiency focus was certainly redoubled in 2021, and it continues to be a top priority in 2022. But in sight of the magnitude of inflation around us, obviously, pricing also had to react, and as François pointed out, all throughout 2021, you've seen continued pricing action. And that will also have to continue in 2022 because we still see continued and significant cost inflation. Next question is from Corinne Gretler at Bloomberg. You've spoken about being disciplined in acquisitions. Would you ever consider partnering with private equity firms to make bids for big portfolios or consumer divisions?
Corinne, I think generally, when you look at our past deal-making activity over long periods of time, I think one of the hallmarks of Nestlé has been to be very creative when it comes to deal-making. You always have to size up each and every individual situation and circumstance and see what makes sense. To give you a good example for partnering with private equity, look at our Froneri joint venture in the ice cream business, which I think financially has been very attractive for us. More importantly, it has also done wonders for the business because it created a world-class player in the ice cream business that has consistently now been able to gain market shares in key markets. I think we'll judge every new situation as it comes along, and then try to find the most efficient and value-generating solution for Nestlé.
We're very comfortable working with private equity where needed. Of course, we also have the balance sheet and the cash to completely fund acquisitions on our own where it makes sense. So before turning to the financial side, what is much more important is the strategic fit and the cultural fit, and basically our assessment if the deal long term for this company makes sense. Next question is from Tabea von Ow from AWP. You say that your pricing needs time to take effect. Were you too slow with price increases? As mentioned, again, we try to spare consumers any unnecessary inflation, which is why we turned internally towards our own efficiencies first and continue to do that. Then, of course, it's not about being fast or slow. It's about honoring contracts that you have in place.
In many jurisdictions, the way our contracts with retail partners go, you cannot just jack around prices from one day to another. There's certain dates when you can reset prices, and hence we had to honor that. So it was always clear, and I think the rest of the industry is no different from that there was going to be a time lag between inflation rising and then our price adjustments. We've been mentioning that all throughout last year because we knew what the nature of our contract is, and so we're fully in line with that. It was very clear that when you have this compression point, when inflation starts to rise, that temporarily this was going to be a drag on our margin. In the future, one of two things is going to happen.
Either we're settling into a regular inflation pattern, and in that case, I think the company can adjust, so it's not a permanent downward pressure on our margin, or inflation at some point will ease again, and then also, I think you will see some of those negative effects reversing themselves. The next question is from Sophie Marenne at AGEFI. The trend of home working will continue, that's sure. But with the returns to the office, are you expecting some slowdowns in certain categories like ready meals and frozen foods? How do you prepare for it? Sophie, very important question, and as I mentioned when I took you through the coffee performance, this whole notion of the at-home revolution, that's something I very strongly believe in. That, to me, is a longer-term trend that is here to stay.
And we all learned new things in our repertoire when it comes to working remotely in those years 2020 and 2021. It's a safe assumption, looking around the world and companies' announcements about more flexible work patterns, that some of this is here to stay. We're also adjusting for this at Nestlé, where we offer much more flexibility than we offered in the past. As a result of that, at-home consumption of coffee, frozen meals, and many other products will probably continue to benefit. Still, people will need to have coffee, they will need to have food, and when they return to a regular work life pattern, they will also be time squeezed, so convenience will be important, the fact that you can prepare a meal quickly or that you can prepare your coffee quickly.
All of this, I think, plays into our hands because we do have strong at-home market shares, and we do have products that are very much geared towards not only enjoyment and top quality, but also convenience when it comes to preparing them. What you may see is short-term, year-over-year slowdowns. You see this exemplified in our guidance for this year, that we're guiding towards 5% organic growth after 7.5%. That's normal. That's math. That one year that's very strong kind of creates a higher base for the next year. But the more important value creation outlook is mid and long term, and there, I think, we're right on story here when it comes to this at-home revolution. The next question is from Johannes Ritter at FAZ. "Profit margins in the water business have fallen further. How are we responding to this? Will you divest further low-margin water brands?
When will we see better results?" I think our focus on the premium brands, which we started to put in place last year, has been fully borne out. I think this is a much more resilient segment of the market. It's also one where we create more consumer value, especially with some of our products that offer additional benefits when it comes to taste and nutritionals. Clearly, looking at it from a growth rate point of view, this is the way we go. Obviously, last year was still one where, for part of the year, we held on to these more mainstream brands, and where we had to face the separation itself, and we had to face significant cost increases, in particular on shipping and trucking. I don't think that last year is a good yardstick for this.
Going forward, this premiumization added value strategy, I think, continues to be our main focus and has been already borne out by some of the short-term results we've seen. Next question is from Pearly Neo from FoodNavigator. "First, could you please provide more details on the results you have seen from the Asia-Pacific region and your thoughts on the outlook for this region in the coming year? Second, what are the high-growth product categories identified for the Asia-Pacific region? Third, does Nestlé predict any increase of product prices in markets, including developing markets within APAC?" I'm very pleased overall with the performance of our zone AOA, and that includes the Asia-Pacific region, and I would argue that Asia-Pacific has been one of the growth drivers in that zone AOA performance.
As you know, we did have some issues in our Chinese market activities last year, in particular on infant nutrition, and a lot of that was made up by very strong performance in Asia-Pacific. We continue to be very bullish when it comes to the expectations of this region and very much open towards investing there and growing our presence. When it comes to the high-growth product categories, they're not that different from the rest of the group. I would add to that some of our ready-to-drink products and some of our dairy products and nutrition, which continue to be, of course, of key importance in those markets. When it comes to price increases, again, we will be very socially responsible in how we do this.
But obviously, in the face of the significant inflation we're seeing, when we don't find another way to compensate for input cost increases, we also have to consider pricing action. That applies to Asia-Pacific just like to any other zone around the world. The next question is from Sophie Marenne at AGEFI. "How to explain that the slowdown that has recently affected vegetarian alternatives to meat has spared Nestlé? Given its growth numbers, why don't you highlight this segment along coffee, Purina Pet Care, and Nestlé Health Science in your fastest growing categories?" Sophie, so it is part of our food category, and so to whatever benefit you're seeing is then benefiting the food category overall.
In order to highlight the performance, I pointed out the growth rate, which was solid double digit, and I think we also highlighted in our press release the absolute number, which is around CHF 800 million . So it's a sizable, nice contributor. Anytime we can get our hands on an CHF 800 million business that grows double digit, we are thankful for it. So we're very glad about what we have created there, and most of that has been created through internal means, like developing exciting products and getting them to markets under brands that really resonate with consumers, and just having a very propelling proposition there. We have a strategy that combines strong out-of-home and in-home presence, so I think this is one that sets us apart. Through Nestlé Professional, we have that meaningful out-of-home presence, which rebounded nicely in 2021.
Then, of course, we have with Garden Gourmet and with Sweet Earth, for example, strong brands that cater to the retail market and the retail consumer. Across the board, we're very happy with how this is doing. I think one strategy focus that sets us apart from some of our competitor is the fact that we are increasingly betting on specialties. So think about plant-based alternatives to tuna and shrimp and egg products, and also ready-made meals that include plant-based ingredients. So it's not just the sheer ingredient, like the burger or the chicken pieces, but rather the full ready-made meal that then builds on these high-quality plant-based ingredients. The next question is from Jamey Keaten, Associated Press. "You mentioned supply chain issues and declining birth rates during the pandemic having some impact on the business in 2021.
But overall, where did you see the most impacts from the COVID pandemic last year, and how will the immersions from it affect the business this year? I think one of the key areas, obviously, every business somewhere or another got touched by the COVID pandemic and had to make adjustments and be very flexible and nimble. One of the key impacts we have seen around the world has been on our infant nutrition business, where clearly, during the COVID pandemic times, birth rates have accelerated faster than before. We believe that this is probably temporary, and that there will be some rebound over time. This has simply not been a good time for people to start a family or enlarge their family, just simply due to medical concerns and the overall economic insecurity that came with the pandemic.
We have also seen, in some markets, trading down to cheaper solutions, and that has been weighing on the business. I think some of that will correct itself. Then, of course, we also have a lot of homemade work to do. Think about the Yinlu situation in China, which I think we are addressing very energetically right now. We have been hurting in this area for the past two years. The business leadership is now taking very decisive steps, and I hope that we can already point to improving results there for the year 2022. I see this completes the questions. Again, thank you very much for joining us today, and we look forward to staying in touch with you. As I mentioned at the beginning, I hope that for the next full year press conference, we will be able to see each other in person again.
That will give us an opportunity over and above the information provided here through the presentations and press release to also showcase some of the products firsthand, and we always enjoy these opportunities. So thank you very much again for joining us today. Stay healthy, stay safe, and see you soon.