Bernadette Madarieta

Thanks Tom and good morning everyone. As Tom noted our financial results were generally in line with our expectations specifically, while sales declined 1% compared with the year ago quarter, the decline was less than the high single digits we expected due to better than projected volume and price mix.
Compared with the first quarter a year ago, volume declined 3% and largely reflected the carryover effects of customer share losses in North America, the exit of certain lower priced and lower margin business in Europe last year and soft restaurant traffic trends in the US.
To a lesser extent, the previously announced voluntary product withdrawal that began affecting our sales in fourth quarter of fiscal 2024 also contributed to the first quarter decline, volume growth in our key international markets, partially offset the overall decline.
Price mix increased 2% compared with the prior year due to the benefit of inflation driven pricing actions in Europe, as well as the carryover benefit of pricing actions we took last year in North America, unfavourable channel and product mix as well as targeted investments in price and trade tempered the increase in price mix.
Moving on from sales, our adjusted gross profit declined $137 million to $353 million due primarily to three factors. First, about $39 million of the decline was due to the voluntary product withdrawal. It was higher than the $20 million to $30 million range that we anticipated in the quarter, primarily due to higher than expected costs to dispose the product.
Second, more than $15 million of the adjusted gross profit decline was due to higher depreciation expense that's largely related to our capacity expansions in China and Idaho that were completed last fiscal year. The rest of the decline was primarily driven by higher manufacturing costs per pound which reflects input cost inflation as well as inefficiencies associated with lower factory utilization rates, to a lesser extent, lower sales volumes and higher warehousing costs also contributed to the decline together these factors more than offset the net benefit from pricing actions.
Our gross margin in the quarter was nearly 21.5% which was about 100 basis points to 150 basis points below our target of 22% to 23% of the shortfall. Nearly 100 basis points was related to the greater than expected impact of the voluntary product withdrawal.
The remainder largely reflected higher than expected manufacturing costs per pound adjusted SG&A increased $6 million to $149 million due to an incremental $6 million of non-cash amortization related to our new ERP system that went live in the third quarter of fiscal 2024, aggressive actions to reduce spending, offset inflation and investments in our information technology infrastructure.
All of this led to adjusted EBITDA of $290 million. Well, that's better than what we guided. It was down about $123 million versus the prior year quarter, largely due to higher manufacturing costs per pound and the impact of the voluntary product withdrawal, which more than offset the net benefit from pricing action.
Moving to our segments, sales in our North America segment, which includes sales to customers in all channels in the US, Canada and Mexico declined 3% versus the prior year quarter volume declined 4% and was largely driven by the carryover impact of smaller and regional customer share losses in food away from home channels as well as declining restaurant traffic in the US.
The volume decline was partially offset by growth in retail channels. Price mix increased 1% reflecting the carryover benefit of inflation driven pricing actions for contracts with large and regional chain restaurant customers taken in fiscal 2024 which was partially offset by unfavorable channel and product mix. And to a lesser extent targeted investments in price.
North America's segment adjusted EBITDA declined $103 million to $276 million and included an approximately $21 million charge related to the voluntary product withdrawal. The remaining decline largely reflects a combination of higher manufacturing costs per pound unfavorable mix and investments in price and trade which combined more than offset the carryover benefit of prior year pricing actions.
Sales in our international segment which includes sales to customers in all channels outside of North America increased 4% versus the prior year quarter price mix increased 5%. Largely reflecting pricing actions announced this year to counter input cost inflation volume declined 1% due to our strategic decision to exit certain lower priced and lower margin business in EMEA in early fiscal 2024. And to a lesser extent, the voluntary product withdrawal, these business exits in EMEA will continue to be a headwind during the second quarter of fiscal 2025.
Growth in key international markets outside of EMEA tempered the overall volume decline. International segment adjusted EBITDA declined $39 million to $51 million. About $18 million or about half of that decline related to the voluntary product withdrawal. The remainder was largely driven by higher manufacturing costs per pound which was partially offset by the benefit of inflation driven pricing actions.
Moving to our liquidity position and cash flow, we continue to maintain a solid balance sheet with ample liquidity. We ended the first quarter with about $120 million of cash and $1 billion available under our global revolving credit facility.
Our net debt was about [$3.9 billion] which puts our leverage ratio at three times last week, we increased our available liquidity $275 million by entering into a new $500 million term loan. We use the proceeds from the loan to pay off an existing $225 million term loan and $275 million of borrowings under our global revolving credit facility.
As a result, it had no impact on our total debt increased our available liquidity and our leverage ratio was not affected. In the first quarter. We generated $330 million of cash from operations which despite a decline in earnings is about the same amount we generated last year due to favorable changes in working capital.
We expect further working capital improvements during the balance of the year as we execute our restructuring plan, net capital expenditures were about $335 million as we finalize spending for our Idaho capacity expansion and continued construction of our expansion projects in the Netherlands and Argentina.
We expect our capital spending in the first quarter will be our highest quarter for the year as it accounted for almost half of our updated annual capital spending target. During the quarter, we returned more than $133 million of cash to shareholders including $52 million in dividends. We spent $82 million to repurchase more than 1.4 million shares at an average price of just over $58 per share.
Before discussing our outlook. Let me first provide additional details on the restructuring plan we announced yesterday, as Tom noted, these were hard but necessary decisions to adjust to the current business trends. These actions will help us manage asset utilization rates, leverage our more efficient lower cost production assets and reduce costs and expenses.
The actions include a 4% reduction in our global headcount and the elimination of certain unfilled job positions. We do not take this lightly and we've carefully considered the impact on our Lamb Weston family. We currently estimate that these actions will generate total savings of approximately $55 million in fiscal 2025, with about one-third benefiting cost of sales and two-thirds benefiting SG&A expenses.
We've incorporated these savings in our updated fiscal 2025 outlook. We expect further benefits in fiscal 2026 with estimated annualized savings of about $85 million. We expect to record a $200 million to $250 million pre-tax charge associated with the restructuring, most of which we expect to record in the second quarter, about 20% of the charge is noncash and primarily reflects the accelerated depreciation of assets at our Connell facility.
The remaining 80% are cash charges comprised of cost of contracted raw potatoes that will not be used due to the production line curtailment, the tear down and other clean-up costs associated with permanently closing the Connell production facility, severance and other employee related costs associated with the reduction in our workforce and other miscellaneous restructuring costs.
Additionally, we've scrutinized every project and every dollar of capital, as a result, we now expect capital expenditures in fiscal 2025 of approximately $750 million which is down $100 million from our plan entering the year. A significant portion of the reduction reflects deferring the build and implementation of the next phase of our ERP system which once built will be deployed first in our manufacturing plants in North America.
The remaining decline is largely due to deferring or cancelling modernization projects due to the current operating environment. While the next phase of the ERP build and implementation has been deferred. We are committed to the benefits that an integrated system will deliver but are prioritizing the investments needed to complete our strategic projects in the Netherlands and Argentina, as it relates to next year's capital expenditures, we're currently targeting a notable decrease in spend.
As we expect our strategic capacity expansion projects will be completed by the end of this fiscal year. In fiscal 2026 we expect expenditures for base capital and modernization efforts will be in line with our annual depreciation and amortization expense.
In addition, we expect to spend approximately $150 million for environmental capital projects at our manufacturing facilities. Our manufacturing processes involve water intake and waste handling and disposal activities which are subject to a variety of environmental laws and regulations along with the requirements of permits issued by governmental authorities.
To comply with these regulations, we expect the laws in the states in which we operate will require us to spend approximately $500 million over the next five years. The estimate to comply may vary based on changes in regulations and other factors. We're evaluating options to lessen these expenditures including the potential for government incentives.
And lastly fiscal 2026 capital expenditures may include costs to restart the next phase of our ERP build. Consistent with past practice, we provide a specific capital spending target for next year. When we provide our fiscal 2026 outlook in late July.
Now, turning to our updated fiscal 2025 outlook, we're continuing to target a net sales range of $6.6 billion to $6.8 billion on a constant currency basis or growth of 2% to 5% with volume driving our sales growth for earnings. We expect to deliver at the low end of our target adjusted EBITDA range of $1.38 billion to $1.48 billion.
We're targeting the low end of the range due to higher manufacturing costs per pound which relates to fixed cost de leveraging related to the temporarily curtailed lines in our plants, as well as less favorable customer and product mix. These factors will put additional pressure on our gross margins.
We'll look to offset much of this pressure with the estimated $55 million of manufacturing supply chain and SG&A savings that we expect to generate from our restructuring plan as well as efforts to aggressively manage costs across the business.
Other updates to our financial targets include reducing our adjusted SG&A target to between $680 million $690 million from our previous range of $740 million to $750 million. Increasing our interest expense estimate by $5 million to approximately $185 million to account for higher average debt balances. During the year and increasing our estimated full year effective tax rate to approximately 25% from approximately 24% to reflect a higher proportion of income from our international segment as well as other discrete items.
In addition, since we're targeting the lower end of our adjusted EBDA range, and since we've updated our estimates for interest expense and our effective tax rate, we reduced our adjusted diluted earnings per share target range to $4.15 to $4.35.
So in summary, we're responding to the current challenging environment by adjusting our spending to protect profitability and ensure positive free cash flow while continuing to invest in and execute our strategy.
Let me now turn it over to Tom for some closing comments.

Thomas Werner

Thanks, Bernadette. I want to thank our Lamb Weston team for their efforts to deliver our first quarter results and for focusing on executing our near term priorities to reinvigorate growth, improve customer share drive operating efficiencies and aggressively managed costs.
Our team will also continue to focus on our long term strategies during this challenging environment. So when demand growth returns to historical levers levels, we're better positioned to continue to support our customers and create value for our stakeholders.
Thank you for joining us today and now we're ready to take your questions.

Question and Answer Session

Operator

(Operator Instructions)
Andrew Lazar, Barclays.

Andrew Lazar

Great, good morning, everybody. Tom, I guess my first question is Lamb pricing. I think you originally said you expected price mix to be down low to mid-single digit in the first quarter. And it was positive and I guess specifically really in North America, it was also positive. As you mentioned, and I get the, the impact from carryover pricing in North America from last year, but presumably you knew that was coming.
So I'm trying to get a sense of what, what was better on pricing in North America. And is it that some of the trade investments and such that you needed to make to retain customers? And some of these large customer negotiations were maybe more favorable than you might have expected? And obviously, the reason I ask is because of course, the supply demand imbalance has investors more worried about the fate of, of pricing and what's been obviously a historically, a very rational, you know, sort of environment. So that's my first question.

Thomas Werner

Yeah, Andrew. So the overall, you know, the pricing contracting season was in line with what we expected. You know, we had a better mix and we had some carry over from last year. So that certainly played into it. But, you know, the, the pricing environment that we experienced was in line with what we expected.
So, you know, it's really a lot of it, some of its mix in the first quarter in terms of overall sales pricing. And, you know, so, it's the encouraging thing to me is, you know, we've kind of stabilized the environment going forward.
We've got through the contracting season that was in line with what we expected coming into the contracting season based on the supply demand dynamics we're operating in right now. So, you know, I feel good about where we're at. I feel good about how we ended up the contracting season. And, you know, we're, I think -- we're in a really good position.

Andrew Lazar

Ok, thank you for that. And then you generally have good visibility, you know, to your competitive set and, and sort of industry utilization levels. And I guess I'm curious if you've heard of or, or seen other North America players thinking about or taking similar sort of capacity reduction moves or if utilization of competitors is, you know, already much higher than, than what you're seeing at Lamb Weston and because of some of your, you know, specific sort of challenges really trying to get a sense of how, how quickly some of these potential reductions in the industry can start to actually affect, you know, in a positive way, the supply demand imbalance, knowing that restaurant traffic trends will likely continue to be weak for some time. Thank you.

Thomas Werner

Yeah, great question, Andrew. I think, you know, we made some really tough decisions here in the last couple of days based on the operating environment, we, we're in with restaurant traffic being challenged and we think it's going to continue to be challenged for the rest of the fiscal year.
So we're making decisions to manage Lamb Weston and you know, the, what the competitive set does, they're going to manage their business, how they want to manage it. I have -- you know, no insight into what they may or may not do so, but the, the best interest of what we do to manage and make decisions is to manage this company and we'll continue to do that.
I think, you know, the, the question that everybody's, we're going to get asked and everybody's been asking is, you know, there's been a lot of capacity announcements. I think, you know, people are going to rethink some of those additions based on the environment and may pause but it remains to be seen, but time will tell as we work through the near term environment based on what we're all dealing with around the globe.

Andrew Lazar

Thanks so much.

Operator

Ken Goldman, JP Morgan.

Ken Goldman

Hi, thank you. I wanted to ask a little bit about the, the, the commentary about the $500 million that might be spent for environmental improvements in your plans. Can you walk us through a little bit more? Where that's coming from, what the time line is on that and maybe how you might be able to mitigate that a little bit and where that might really show up in your financial statement as well.

Bernadette Madarieta

Yeah, good morning, Ken. As it relates to the $500 million. Again, this is related to primarily waste water, capital investments that will be needed at our manufacturing plants in order to continue to run them at, you know, current capacity levels. So as we look at the timing of that, that's going to vary depending on different regulations and we'll provide more of an update on that. As we give our specific guidance, we wanted to frame it up in terms of a large capital expenditure over the next five years.
And we will certainly be looking to other regulatory bodies, whether it be state, federal, etcetera in terms of whether or not there's opportunities for any government incentives to lessen that. But early in that process and we'll provide updates as we move throughout.

Ken Goldman

Ok, thank you for that. And then, you know, I certainly understand the decision to sort of temporarily delay the, the rest of the ERP implementation, giving all the moving pieces in your business right now. Can you just walk us through a little bit, sort of what you, I don't want to use the word sacrificing but some of the choices that you've made, in delaying those plans, you know, any impact to some of your, you know, medium term financial targets. As a real as a result, just given that the ERP implementation, you know, longer term is done, you know, with some positive benefits in mind as well.

Bernadette Madarieta

Yeah. So as far as the ERP timing of the implementation after the last implementation, we paused work on future releases as we focused on the business and ensuring that we had stabilization. So in terms of timing of where we are in the process, it was an opportune time to pause that at that time, it does delay the benefits that we'll be able to obtain from the ERP.
But we're confident that once with the capital spending and our major expansions occurring and being complete by the end of this year that we'll be able to restart that work and get those benefits at the time as it relates to future guidance. And you know, the opportunity for that delay to affect that we don't see any major impact at this time.

Ken Goldman

Great, thanks so much.

Bernadette Madarieta

You bet.

Operator

Adam Samuelson, Goldman Sachs.

Adam Samuelson

Yes, thank you. Good morning everyone.

Bernadette Madarieta

Good morning.

Adam Samuelson

Good morning. I wanted to dig in a little bit just on the updated gross margin expectation the year. Clearly part of it is related to the product recall in the first quarter and that being a larger item than you thought a couple months ago.
But, but you also need to lower a higher manufacturing costs on a per pound basis, given the production curtailments. I was hoping you can maybe just put a little bit more context on the magnitude of those as we think about margins. Any differences between the North America and international operations to consider and how should we given the restructuring and timing of the closures? How do is there any impact to the phasing of margins and earnings over the balance of the year that would differ from historic seasonality?

Bernadette Madarieta

Yeah, good, great question, Adam, you know, as it relates to the higher manufacturing costs, as I explained, a lot of that is attributed attributable to the fixed cost deleveraging from the idle lines that we do have in the plants.
And we're also seeing less favorable channel, you know, mix within our segments. We are looking to offset a lot of that incremental cost with the $55 million of savings that we discussed. And another point that I just want to make relates to the modernization of our assets over time, which is something that we've been investing in.
And as we continue to modernize, as we have been at American falls for example, we have that lower cost manufacturing footprint that we don't necessarily have it some of these older plants. And that ensures with that modernization, that we have more flexibility because not every plant is made the same. And so that's the reason why you'll see some of the decisions that we've made idle capacity at different plants. And it's based on what those plants can make from a product perspective.
So as we move throughout this year, our gross margin will be impacted because of that fixed cost, deleveraging. But as additional volume gets brought back on and we pull those lines back up, we're going to see that improvement.

Adam Samuelson

Ok, and then just as I, I think about some of the key items in terms of the cost saving plans and the updated CapEx, I mean, just think about some of the early items that you're laying out as we think about 2026. Just to be clear, you lived an $85 million cost saving target for in '26. Is that incremental to the to the $50 million this year, that's total.
So it's a year on year $35 million benefit just on the total CapEx that you need to Bernadette. You said base CapEx equal to DNA which presuming you're saying $375 million the right go forward rate or it steps up more because the Netherlands and in Argentina start depreciating plus the environmental CapEx, which for next year you said was $150 million is just make sure we're all talking about the same numbers.

Bernadette Madarieta

Yeah, so a couple of things there first, as it relates to the savings next year, the $85 million we'll see an incremental $30 million next year because it's additive to the $55 million. We're seeing this year as it relates to DNA, it'll be closer to $400 million, which will include the additional DNA related to the new plants that we bring online. And then that was there was another question in there. Did I miss it?

Thomas Werner

Well,
so, that, so effectively you're saying CapEx next year in the range of $550 million plus or minus if including $150 million of environmental.

Ken Goldman

Ok, that's very helpful.

Bernadette Madarieta

The only other thing I want to say I did also mention that there would be additional expenditures if and when we begin the next phase of the ERP on top of the fee $550 million.

Ken Goldman

Ok. That's helpful. I will pass it on. Thank you.

Bernadette Madarieta

Thank you.

Operator

Peter Galbo, Bank of America.

Peter Galbo

Hey guys. Good, good morning. Thank you for all the detail and for taking the questions. I want to actually go back to Adam's question just on, you know, the gross margin impact of, of idling lines and kind of test the other side of the argument.
So, in theory, right, if those lines don't get pulled back up next year, let's just say it does that, I mean, structurally leave the margins lower. I mean, if the demand environment doesn't improve and, and those lines stay down, do we stay in a margin environment that looks more like, you know, the second through fourth quarter of this year, simply because that, that fixed cost leverage doesn't go away or do you have, you know, potential in there to further mitigate, you know, fixed cost leverage outside of the incremental $30 million of cost savings for next year.

Thomas Werner

Yeah, so, you know, Peter, the actions we've taken is to address the operating environment we're in right now. And certainly what Bernadette just said, you know, it is going how she talked about it in terms of gross margin impact. That's, going to persist in the near term. However, you know, we believe in, you know, restaurant traffic will rebound and you know, the category will return to growth, so to speak. And so it's important as you know, we make these decisions with which are challenging to make.
But, but we're also going, we're also making these decisions looking at the future of the growth of the category we've been modernizing our footprint over the past several years in terms of the capital we put in this business. And so I view this as a short term issue and, you know, we going to get through a period of time and see what restaurant traffic does. We've seen trends improve in the first quarter, as we said in our, our comments sequentially, although they're still down, but we're seeing some traction.
So this is a short term management decision. But, you know, the, the great thing I am confident in is that with our new assets coming online, you know, in China, in the Netherlands and American Falls in Argentina, coming up, we've modernized our footprint. We're well positioned when the category rebounds that will be, will come out of this as strong as we as ever.

Peter Galbo

Ok. Thanks for that, Tom and, and then Bernadette maybe just to just a clarification on the SG&A, you know reduction. I think it's like $60 million at the midpoint. I think you said two-thirds of the $55 million from cost saving goes to SG&A. So that doesn't make up the whole bucket. Just what, what's the rest of the reduction? Is it? Is it compensation expense? Like how, how should we think about that?

Bernadette Madarieta

The rest of the reduction and SG&A--

Peter Galbo

In SG&A, guidance?

Bernadette Madarieta

Yeah. A lot of its people related costs.

Peter Galbo

Got it. Thanks

Operator

Tom Palmer, Citi.

Tom Palmer

Good morning. And thanks for the question. I just wanted to follow up on the composition of the sales growth a quarter ago. I think the expectation was for flattish price mix for the year and then growth coming from volume. Is this still the expectation or are there any shifts between these two items?

Bernadette Madarieta

Yeah, thanks for the question, Tom. That is still the expectation for the remainder of the year is for this to be driven by volume.

Tom Palmer

Ok, thank you. And I guess just on that, I wanted to kind of understand the discussion on fixed cost leverage. So it sounds like the volume outlook for the year is a little change. And so kind of the what's being cited is this added margin pressure is, is closing the lines. I would, I would think that closing lines ultimately has benefits for profitability.
So I guess why we added overhang and again, it sounds like the, you know, fixed cost to leverage is not that big of an incremental factor if the volume outlook is unchanged.

Bernadette Madarieta

Yeah, so you know, the permanent capacity curtailment at Connell, that is a benefit, the temporarily curtailed lines at throughout our footprint, we have the same fixed costs that are being allocated over fewer pounds if you will. And so that's where the deleveraging is occurring. We are in the process of also managing down our inventories.
We have a very high inventory level. And so we take in the combination running less so that we can get our inventories into a better place as we end this fiscal year.

Tom Palmer

Ok, thank you. I, I guess I just struggle with why this wasn't factored in a quarter ago if the volume outlook is, is so little change, but we could talk about it later. Thank you.

Operator

Robert Moskow, TD Cowen.

Robert Moskow

Thanks for the question. Two things, is it fair to say that pricing goes negative for the rest of the year in North America? Because I think you still have to give incentives to food service customers to get them to come back after the ERP disruption. So can you give us an update on how that's going, is, have you started that yet or is there a lot more acceleration to do in a follow up after?

Thomas Werner

Yeah, so our current pricing environment again is in line with what we anticipated for this year and you know, for the, you know, kind of how we're working the, the food service channel, so to speak. You know, it's as we do every year, it's on an account by account basis.
So we're managing it with great detail in terms of customer interaction, the larger contracted pricing discussions like I said are largely behind us. So, you know, as we move forward, it's really going to be on an account by account basis in the market and in the food service channel and the teams managing it.
We have a high level of visibility to some of the actions we're taking. But it's going to continue to play out over the coming months and quarters.

Bernadette Madarieta

Yeah. And if I could just add Tom, you know, I just want to emphasize that the overall pricing environment, it's competitive, but it's been disciplined. And as Tom said, our pricing investment for the year is continues to be on track. You will see greater pricing investment though during the balance of the year relative to the first quarter. And so we will see some negative price mix.

Robert Moskow

OK. So it's going to step up.

Bernadette Madarieta

Yeah, as we expected though.

Robert Moskow

That's fine. And my, my follow up is, you know, I know you don't like these hypotheticals but like a year from now, let's say demand is, you know, unchanged or just not getting any worse. And you've made all these capacity reductions and they're still in place.
Is that sufficient to get the industry supply demand back in balance? Is that, is that alone enough? And, and then where do you think utilization would be in that scenario compared to where it is now?

Thomas Werner

Yeah, so I'm not going to get into hypotheticals and, but I'll go back to, you know, some of the comments I made earlier. Robert is, you know, the industry in total. You know, we're all feeling the same thing. And so, you know, we made our decisions based on what's best for the, for the company, in terms of how we're taking actions.
And, you know, I think it remains to be seen overall what the industry will do. But, you know, again, there's capacity announcements that may be paused. You know, but it's, again, it's, you know, we're just, we're in a trend of time watch in terms of restaurant traffic and, you know, as we move through the next several quarters will be and we are closely monitoring restaurant traffic that's going to determine not only for land lesson but for the industry, but potentially additional actions that we going to take in terms of getting this thing balanced out and supply and demand.

Robert Moskow

Ok. All right. Well, thank you.

Operator

Rob Dickerson, Jefferies.

Rob Dickerson

Great, thanks so much. So I guess just kind of first question is just on some of the share loss, right? Clearly, coming out of the ERP disruption in Q3, seems like maybe you got a little bit better in Q4, maybe got a little bit better in Q1, but at the same time, you know, sounds like a fair amount of the, the volume pressure in North America, at least in Q1 was still from the share loss.
And then secondly, you know, as we think through kind of, you know, the rest of the year, especially the back half as you lap that, you know, there is kind of this implied nice lift, right? That should come as you get that share back. So I'm just curious, you know, if you could provide like any color as to maybe how the share regain, you know, progression might be coming.

Thomas Werner

Yeah. So probably we are seeing business wins. And we will start seeing that in Q3, Q4, this fiscal year and you know, so those are known things, the thing that, that kind of clouds it up is, you know, the base business with restaurant traffic being challenged. You know, (technical difficulty) are down on some of our key accounts across the board.
So, you know, while we're confident in the back half in terms of the business we're bringing in, you know, we're closely monitoring what's, what's happening with our base accounts and, you know, so we're, we're in the market, we're winning customers back. But, you know, it's going to be, you know, a little murky based on what's going on with restaurant traffic right now in the back half of the year.

Rob Dickerson

Yeah. Ok, fair enough. And then just another kind of quick simple one for me is just, you know, the plant closure I'm not sure if you can quantify maybe just kind of, you know, as a percent of your total global and North America capacity. Kind of what that estimate is. That's it. Thanks.

Bernadette Madarieta

Yeah, that's about 5% of our capacity. [300] in North America. [300 million pounds].

Rob Dickerson

Super, perfect. Thank you so much.

Operator

Marc Torrente, Wells Fargo Securities.

Marc Torrente

Hey, good morning. Thank you for the questions. Just building on the last one on the Connell facility, any context around relative manufacturing costs versus other newer facilities. And I appreciate you sizing the capacity there. And then also any other color on sizing and timeline for the plan curtailments?

Thomas Werner

Yeah. So just in terms of the Connell decision, you know, it's a difficult decision. And you know, it's impactful to that community people, all those things. And you know, we didn't take any of that lightly and, but the decision parameters, our, you know, we look at our footprint, look at production capabilities cost to produce.
You know, we go through the litany of things you go through when you make these decisions and you know, potential future capital expenditures required in the facilities we have right now currently. And then you just go through the decision metrics and you know, that was what drove specifically the decision to close Connell and you know, it's again, it's difficult, it's hard, you're impacting a lot of things. But the long term footprint of the company, it was the right decision to do.

Marc Torrente

Ok, thank you. And then you also called out some strong volume trends internationally outside of Europe, maybe some additional color there, key regions and how much is new international production enabling this?

Bernadette Madarieta

Yeah. No, as it relates to our international business, we are seeing some good winds particularly in the Asia Pacific region. That's where we're seeing a large pick up there also in Latin America and which is positive in light of our upcoming plant that will be coming online in the spring of next year.
So that's driving a lot of it as Tom was alluding to customer wins. A lot of our customer wins have been in the international segment and we're going to see much of that begin to hit in third quarter.

Marc Torrente

Great. Thank you.

Bernadette Madarieta

You bet

Operator

Matt Smith, Stifel.

Matthew Smith

Hi, good morning. I wanted to come back to the discussion around pricing and what you're seeing in the business. It sounds like the amount so far, the investment and pricing has been relatively in line with your expectations. But in part of the explanation for taking a bit out of the low end, you referenced higher price investments and higher investments in price and trade than originally anticipated.
So can you help me balance those two dynamics against each other? Are you seeing perhaps a bit more price investment in the food service business and that's still to come? And that's the difference.

Bernadette Madarieta

Yeah, you know, Matt, as it relates to our pricing investments, it's fair to say that our pricing is coming in line with what we expected for the year. Most of it's on a cost basis as it was relating to our gross profit in first quarter, you did see pricing was up, I think positive 2%. But much of that investment as I think Tom may have alluded to is going to be heading beginning and second quarter.

Matthew Smith

Thank you for that. I'll leave it there.

Bernadette Madarieta

Thank you.

Operator

Carla Casella, JP Morgan.

Carla Casella

Hi. I'm wondering on the $200 million to $250 million of charges. Can you bucket that a little bit in terms of the different items that you talked about? And then also is the 20% non-cash. Is that mostly the potato inventory write down or is another piece of it? That's non-cash versus cash?

Bernadette Madarieta

Yeah, so the 20% that's non-cash that's mainly going to be related to the accelerated depreciation on the Connell facility as it related to the balance of the value that we had placed there. The remainder is largely going to be attributed to cash expenditures related to contracted potatoes that we will be paying for but will not need related to the curtailments in Connell. And then the other production curtailments that's about 60% of the cash cost.

Carla Casella

Ok, great. And then given the lower volumes this year and that potato contracts that you're paying for, you haven't used, will that change any of your negotiations with your suppliers for next year or your contract pricing for next year?

Thomas Werner

No, so we'll, as we do every year, we'll as we go through the process, you know, we'll provide insights at the appropriate time that we do every year, which is typically our April call of July. You know, the, you know, so we're on the front end of those negotiations, but we don't, we will not expect any changes in terms of how we go through the process at all based on this, it may change our needs. But that's about it.

Carla Casella

Ok. And, but I guess my thought is if the volumes are lower, would you see a material step up in the pricing? Are you getting a lot of volume based discounts that you may lose?

Thomas Werner

No, I'm not going to comment on that. We typically, you know, we're right in the middle of those negotiations. So I'm not going to comment and talk about the specifics of how all that works.

Carla Casella

Ok. And then just one question, leverage target, any change to your current leverage target?

Bernadette Madarieta

No changes.

Carla Casella

So that is 3.5 times.

Bernadette Madarieta

That's correct. And I think as I shared, we're 3 times right now, I'm comfortable with that as it provides optionality.

Carla Casella

Ok. That's great. Thank you so much.

Bernadette Madarieta

Thank you.

Operator

That will conclude our question-and-answer session at this time. I'd like to turn the call back over to Mr. Congbalay for any additional or closing remarks.

Dexter Congbalay

Thanks for joining the call today. As usual, if you want to set up a follow up call, please email me, we can set up a time other than that. Again, thanks for joining the call and have a good day.

Operator

That will conclude today's call. We appreciate your participation.