Unilever report

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Unilever report

  1. 1. Introduction to UnileverMarch 2011
  2. 2. Safe Harbour StatementThis announcement may contain forward-looking statements, including ‘forward-looking statements’ within the meaning of the United StatesPrivate Securities Litigation Reform Act of 1995. Words such as ‘expects’, ‘anticipates’, ‘intends’, ‘believes’ or the negative of these terms andother similar expressions of future performance or results, and their negatives, are intended to identify such forward-looking statements.These forward-looking statements are based upon current expectations and assumptions regarding anticipated developments and otherfactors affecting the Group. They are not historical facts, nor are they guarantees of future performance. Because these forward-lookingstatements involve risks and uncertainties, there are important factors that could cause actual results to differ materially from those expressedor implied by these forward-looking statements, including, among others, competitive pricing and activities, economic slowdown, industryconsolidation, access to credit markets, recruitment levels, reputational risks, commodity prices, continued availability of raw materials,prioritisation of projects, consumption levels, costs, the ability to maintain and manage key customer relationships and supply chain sources,consumer demands, currency values, interest rates, the ability to integrate acquisitions and complete planned divestitures, the ability tocomplete planned restructuring activities, physical risks, environmental risks, the ability to manage regulatory, tax and legal matters andresolve pending matters within current estimates, legislative, fiscal and regulatory developments, political, economic and social conditions inthe geographic markets where the Group operates and new or changed priorities of the Boards. Further details of potential risks anduncertainties affecting the Group are described in the Group’s filings with the London Stock Exchange, Euronext Amsterdam and the USSecurities and Exchange Commission, including the Group’s Annual Report on Form 20-F for the year ended 31 December 2010. These forward-looking statements speak only as of the date of this document. Except as required by any applicable law or regulation, the Group expresslydisclaims any obligation or undertaking to release publicly any updates or revisions to any forward-looking statements contained herein toreflect any change in the Group’s expectations with regard thereto or any change in events, conditions or circumstances on which any suchstatement is based.
  3. 3. Contents1 Mission2 Geographic Reach3 Categories and Brands4 Sustainable Living Plan5 Our Strategy6 Unilever in Emerging Markets7 Financial Performance , Governance and Shares8 Contact Information
  4. 4. 1 Mission
  5. 5. We are a Successful, Growing, Sustainable Business We work to create a better future every day. We help people feel good, look good and get more out of life with brands and services that are good for them and good for others. We will inspire people to take small everyday actions that can add up to a big difference for the world. We will develop new ways of doing business that will allow us to double the size of our company while reducing our environmental impact. €80bn €44bn €40bn environmental impact
  6. 6. 2 Geographic Reach
  7. 7. Well Positioned for Growth 2bn consumers 53% worldwide use a of sales in Unilever product emerging markets on any day More than Products sold in more than 50 years experience in 180 Brazil, China, India countries and Indonesia
  8. 8. Balanced Scale Across Geographies Americas Western Europe Asia/AMET/CEE €14.6bn €12.0bn €17.7bn 33% Sales 27% Sales 40% Sales “Our deep roots in local cultures and markets around the world give us our strong relationship with consumers and are the foundation for future growth. We will bring our wealth of knowledge andinternational expertise to the service of local consumers - a truly multi-local multinational” - extract from Unilever’s Corporate purpose
  9. 9. 3 Categories and Brands
  10. 10. Regions and CategoriesClear, Distinct, Complementary RolesCategories - deliver global platforms Regions – in-market execution Responsible for: Responsible for: Brand development Managing the business Innovation Deploying brands and innovations Research and Development Customer management Accountable for: Accountable for: Medium/long term market share Short term market shares Brand health Growth Innovation metrics Profit Category value creation Cash flows
  11. 11. Leadership Positions across the Portfolio World Number 1 World Number 2 Local Strength Savoury Laundry Oral Care Dressings Daily Hair Care Household Cleaning Tea Ice Cream Spreads Deodorants Mass Skin Number 1 and 2 in more than 80% of the business
  12. 12. Broad Based Portfolio Savoury, Dressings & SCC – 32% sales Beverages and Ice Cream - 19% sales Home Care – 17% sales Personal Care – 31% sales
  13. 13. Great Brands €1bn Brands
  14. 14. And More Coming The next 10 bigger brands
  15. 15. 4 Sustainable Living Plan
  16. 16. Unilever Sustainable Living PlanHELP 1 BILLION PEOPLE IMPROVE THEIRHEALTH & WELLBEINGHALVE ENVIRONMENTAL IMPACTSOF OUR PRODUCTSSOURCE 100%OF AGRICULTURAL RAW MATERIALS SUSTAINABLY
  17. 17. The Business Case for Sustainabilityconsumer preference win with customers sustainable innovation 100% sustainable raw materials by 2020
  18. 18. The Business Case for Sustainability grow our markets cost savings Pack weight reduced by 10-15% 250 metric tonnes of packaging savedreached 130m people aim to reach 500m since 2002 people by 2020 €5m savings p.a.
  19. 19. 5 Our Strategy
  20. 20. Our Compass Strategy Sets out our Ambition It is to double the size of Unilever whilst at the same time reducing our environmental footprint. €80bn €44bn€40bn environmental impact
  21. 21. 5 Our Strategy I. Winning with Brands and Innovation
  22. 22. Brands and Innovation are at the Heart ofEverything We Do.54awards won byat the Cannes LionsAdvertising Festivalover the past 5 years Each year new variant Rolled out to 50+ countries Rolled out to 29 countries reaches 50+ countries In 12 months
  23. 23. Bigger, Better, Faster Innovation – 2010 Highlights Dove Men+Care Signal White Now Dove Hair Damage Repair Innovations now typically go to 30+ markets in under 12 months
  24. 24. Bigger, Better, Faster Innovation – 2010 Highlights Season & Shake P Chang‟s .F. Dirt is Good Re-launch
  25. 25. Deliver Superior Products, Design, Branding andMarketing Making foods healthier Stronger functional claims Bouillon jelly proprietary technology A unique slimming tea twice as rich in catechins to help maintain your silhouette Driving sustainability Nutrition Family Goodness Detergent concentration brings better technology for less water, nutrition for family less transport, higher growth. margins For better taste and with less fat
  26. 26. Deliver Superior Products, Design, Branding andMarketing Magnum Temptation Dove Nutrium An unrivalled multi-sensorial experience using cold roller technology Superior moisturisation in a liquid Hellmann‟s Light Rexona No-White Marks Delicious light mayonnaise with only Product testing has shown that 3% fat. women rate Rexona higher on With unique citrus fibre wetness, odour control and technology absence of white marks on clothing
  27. 27. Sharpening the Portfolio through M&A Hair TIGI Personal Care Sara Lee Hair / Skin Alberto Culver Hair T&G Ice Cream Greece / Denmark Frozen Italy and Tomatoes Brazil Disposal
  28. 28. 5 Our Strategy II. Winning in the Marketplace
  29. 29. Customer PartnershipsUnilever has unparalleled reach across the store, bringing unique „shopper insight‟ to our partnership with customers
  30. 30. Customer Insight and Innovation Center Roll Out NowCompleted London Leatherhead Paris Shanghai Englewood Cliffs Sao Paolo Singapore
  31. 31. Market Development is our Biggest Opportunity for Growth More BenefitsConsumption (trading up) More Usage More Users 84% market penetration for toothpaste in Nigeria, but low repeat rate – we launched a Penetration campaign to increase usage
  32. 32. White Space: ~100 Brands into New Markets in 2010 ~100 2x ~50 2009 2010
  33. 33. 5 Our Strategy III. Winning through Continuous Improvement
  34. 34. We are Reaching our Consumers Faster on-shelf availability up +410 bps Product recalls were down 46% in 2010 Q409 Q110 Q210 Q310 Q410
  35. 35. We are Stepping up Capex Investmentcapex % turnover Stage 1: under-invest Stage 2: kick-start growth Stage 3: sustainable levels % 4% 3% 2% 2006 2008 2010 2012 2014
  36. 36. Capex Focus on Emerging Markets and Innovation 2010 capex by type • 50% of investment for growth: innovation and capacity • 60% in emerging markets • 20% investment in IT/Maintenance Innovation / Capacity R&D IT / Maintenance Savings Others
  37. 37. A&P spend up €0.7bn since 2008 A&P spend €5.6bn in 2010 reduce production/agency fees -15% A P 2008 2009 Target • 2/3rd HPC vs. 1/3rd Foods c. €1bn spend p.a. • 55% in emerging marketsConstant currency
  38. 38. Advertising Production and Fees –Not yet best in class Unilever BENCHMARKS 22% WFA* 20% McKinsey 18% Best in class 2008 2009 2010* World Federation of Advertisers
  39. 39. Driving the Virtuous Circle of Growth Profitable Cost Leverage Volume + Growth Efficiencies Cost Innovation Savings A&P / R&D
  40. 40. 5 Our Strategy IV. Winning with People
  41. 41. People are at the Heart of our Business 2010 employee engagement scores reached 73% vs. 65% in previous years Unilever is one of the world‟s most culturally diverse companies, with top leadership from 22 nations
  42. 42. We Have Local Roots with Global ScaleOur heritage and local expertise mean Leveraging our scale brings us that D&E is in our DNA advantages over local competition• Understanding of the local • Global portfolio of brands and consumer categories• Brands and products across a wide range of income levels • Dedicated R&D investment• Critical mass on the ground • Shared values and standards of• Corporate reputation with local stakeholders and talent pool behaviour Local roots Global scale
  43. 43. Unilever Executive: a Global Management Team Paul Polman Michael Treschow Chief Executive Officer Non-Executive ChairmanDave Lewis Jan Zijderveld Harish Manwani Michael Polk Geneviève Pier Luigi Jean-Marc Doug Baillie Keith Weed Berger Sigismondi Huët President ChiefPresident President President Chief R&D Chief SC Chief Chief HR Asia Africa & Financial MarketingAmericas Western Categories Officer Officer Officer CE Europe Officer Officer Europe
  44. 44. 6 Unilever in Emerging Markets
  45. 45. The Opportunity 750 million $ 23 Trillion 94% D&E 72% D&E DEV DEVELOPED Share of population Share of incremental growth consumer expenditure 46Source: Unilever Estimates from Globegro
  46. 46. We are Ideally Positioned to Capture D&E Growth population value share relative market share China 1.4bn >10% 0.4 India 1.3bn >35% >2 Indonesia 230m >40% >1.5 Brazil 195m >35% >1.5 Pakistan 170m >35% 0.9 Bangladesh 160m >50% >2 Philippines 90m >40% >1.5
  47. 47. Huge Potential bath and shower – US$ spend per capita 20 17 Developed markets Emerging markets 13 14 5 5 3 1 2 2 1 Vietnam Indonesia China India Turkey Mexico Argentina Australasia Brazil USA United KingdomSource: Euromonitor
  48. 48. More Consumers billions of people 2010 2020 Have lots 0.9 2.0 Haves 2.0 2.7 Have nots 2.9 1.9Source: Unilever estimates Globegro, updated upon LSM 2.0 baseline studies.
  49. 49. Market Development is a Major Growth Driver in BRIC alone, by 2020 washing machines fridge kitchen +230% freezers sinks +115% +190% inside microwave toilets ovens +100% +130% Source: CMI 129
  50. 50. Example: Developing our Markets by IncreasingFrequency of Consumption Oral Care Market Development Model France Indonesia Nigeria
  51. 51. White Spaces are a Significant Opportunity KeyCountries100% white space 50% brand presence 0%
  52. 52. Most 100M+ population countries will be in emerging markets (13 out of 15) by 2020 Russia US Pakistan China Egypt Japan Mexico India Vietnam Philippines Bangladesh Nigeria Ethiopia Indonesia BrazilSource: Unilever Estimates from Globegro
  53. 53. SustainabilityUnilever Leads the Agenda in Emerging Markets Sustainable Palm Oil Access to Clean Water Empowering Women Rainforest alliance Less Water Hygiene for all
  54. 54. “Perfect Stores”: Emerging Markets Ambition from 1 million (2010) to 5 million (2020) GT MT More stores… better stores… better served
  55. 55. Emerging Markets Consistent Growth with 9% CAGR 9% CAGR 20% 53% of Unilever of Unilever 1990 2010
  56. 56. We Have the Best Footprint in Emerging Markets 53% 15% 25% 35% 45% 55%Source: Annual Report & Accounts, analysts estimates, Unilever estimates
  57. 57. 7 Financial Performance, Governance and Shares
  58. 58. Unilever Financial Performance € bn 2005 2006 2007 2008 2009 2010 Turnover 38.4 39.6 40.2 40.5 39.8 44.3 Operating Profit 5.1 5.4 5.2 7.2 5.0 6.3 Underlying Operating Margin 5.8 5.9 5.9 6.6 Net Profit * 3.3 3.7 4.1 5.3 3.7 4.6 Fully Diluted Earnings per Share * € 1.25 1.60 1.31 1.73 1.17 1.46 Net Cash Flow from Operating Activities 4.4 4.5 3.9 3.9 5.8 5.5 Free Cash Flow ** 3.0 3.1 2.5 2.4 4.1 3.4(*) Continuing operations(**) Free cash flow = net cash from operating activities – net interest – net capex
  59. 59. Commitment to Shareholder Value Unilever measures its Total Shareholder Return, over a 3 year rolling period, amongst a peer group of 20 other companies Peer group in 2010 Unilever‟s TSR position relative to the peer group over a rolling 3 year period • Avon • Kellogg‟s 0 • Beiersdorf • Kimberly-Clark • Campbell • Kraft • Coca-Cola • L‟Oréal 7 • Colgate • Nestlé • Danone • Pepsico • General Mills • Procter & Gamble 14 • Heinz • Reckitt Benckiser • Henkel • Sara Lee 21 • Kao • Shiseido 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010“… our road to sustainable, profitable growth, creating long term value for our shareholders, our people, and our business partners” extract from Unilever’s Corporate purpose
  60. 60. Unilever Long Term Focus 1. To drive volume growth ahead of our markets 2. Steady and sustainable underlying operating margin improvement 3. Strong cash flow
  61. 61. Legal structure, governance and shares Unilever was formed in 1930 from two companies: Margarine Unie Lever Brothers (Netherlands) (UK) It was a full business merger, operating as a single business entity Two separate legal parent companies were maintained: - Unilever NV (Netherlands) and Unilever PLC (UK). This works through an equalisation agreement and other contracts between the two companies
  62. 62. Legal structure Unilever NV and PLC have separate legal identities but operate as a single entity NV shareholders PLC shareholders Directors NV Equalisation and other agreements PLC NV owned operating companies Jointly owned operating companies PLC owned operating companies
  63. 63. Legal structure Unilever firmly believes in maintaining high standards of Corporate GovernanceThese have evolved in response to developments in Europe (UK Combined Code, Dutch Corporate Governance Code) andthe US (Sarbanes Oxley, NYSE listing rules)Unilever operates a unified board: the boards of NV and PLC comprise the same directorsThere is a majority of independent, non-executive directors on the board. The Chairman is non-executiveThe boards have ultimate responsibility for the business as a wholeDetails of current arrangements can be found in the report and accounts in the investor centre atwww.unilever.com/investorrelations
  64. 64. Share listings• Unilever NV ordinary shares or certificates (depositary receipts) are listed on the stock exchanges in Amsterdam and as New York shares on the New York Stock Exchange.• Unilever PLC ordinary shares are listed on the London Stock Exchange and as American Depositary Receipts in New York. Each ADR represents 1 underlying ordinary PLC share.• There are 1,714,727,700 NV ordinary shares in issue, each with a nominal value of €0.16.• There are 1,310,156,361 PLC ordinary shares in issue, each with a nominal value of 3 1/9 pence.• The equalisation agreement between NV and PLC is such that each NV ordinary share has the same rights and benefits as each PLC ordinary share.• The combined share count excluding treasury stock, for calculating basic EPS, was 2,812 million at the end of 2010.• The combined share count excluding treasury stock, for calculating diluted EPS, was 2,905 million at the end of 2010. Further information can be found in the investor centre at www.unilever.com
  65. 65. Share listings Exchange Amsterdam London New York Share Unilever NV Unilever PLC Unilever NV NY Unilever PLC NY Ticker UNA ULVR UN UL Cash payment per share 2010 €0.82 £0.71 $1.11 $1.11
  66. 66. Share listings and ownership Share listings as a percentage of identified Share ownership by country at the end of 2010 capital NV NY PLC ADR 9% Other UK 4% 39% 30% PLC USA NV 47% Netherlands 40% 23% 8%
  67. 67. An attractive and growing dividend €0.82 1979 1989 1999 2009 Dividend payout 1979 - today 8% CAGR
  68. 68. 8 Contact Information
  69. 69. Further information and contact detailsMore information on Unilever is available at www.unilever.com/investorrelationsThe shareholder centre at www.unilever.com/investorrelations gives information on how topurchase Unilever stock The IR team can be contacted by telephone as follows: + 44 (0) 20 7822 6830 Or by e-mail at: investor.relations@unilever.com

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