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| Share Name | Share Symbol | Market | Type | Share ISIN | Share Description |
|---|---|---|---|---|---|
| Unilever Plc | LSE:ULVR | London | Ordinary Share | GB00B10RZP78 | ORD 3 1/9P |
| Price Change | % Change | Share Price | Bid Price | Offer Price | High Price | Low Price | Open Price | Shares Traded | Last Trade | |
|---|---|---|---|---|---|---|---|---|---|---|
| 0.00 | 0.00% | 0.00 | - |
| Industry Sector | Turnover | Profit | EPS - Basic | PE Ratio | Market Cap |
|---|---|---|---|---|---|
| Perfume,cosmetic,toilet Prep | 59.6B | 6.49B | 2.5958 | 14.87 | 96.46B |
From Apr 2019 to Apr 2024
TIDMULVR TIDM0NXM
RNS Number : 5112S
Unilever PLC
11 March 2019
Unilever PLC ("Unilever")
2018 Annual Financial Report Announcement
Unilever announces that as from today the following documents are available on its website www.unilever.com/investorrelations:
Unilever Annual Report and Accounts 2018
Unilever Annual Report on Form 20-F 2018
A copy of each of the documents listed has been submitted to the National Storage Mechanism and will shortly be available for inspection at: http://www.morningstar.co.uk/uk/NSM. A copy of the Unilever Annual Report on Form 20-F 2018 has also been filed with the U.S. Securities and Exchange Commission and is available at: www.sec.gov/edgar.shtml.
Attached to this announcement is the additional information for the purposes of compliance with the Disclosure and Transparency Rules including principal risk factors, details of related party issues and a responsibility statement.
The unaudited 2018 Full Year and Fourth Quarter Results for the year ended 31 December 2018, which were announced on 31 January 2019, were prepared in accordance with IAS 34.
ADDITIONAL INFORMATION
Principal Risk Factors
These are the risks that we see as most material to Unilever's business and performance at this time. There may be other risks that could emerge in the future.
We also comment below on certain mitigating actions that we believe help us to manage these risks. However, we may not be successful in deploying some or all of these mitigating actions. If the circumstances in these risks occur or are not successfully mitigated, our cash flow, operating results, financial position, business and reputation could be materially adversely affected. In addition, risks and uncertainties could cause actual results to vary from those described, which may include forward-looking statements, or could impact on our ability to meet our targets or be detrimental to our profitability or reputation.
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DESCRIPTION OF RISK WHAT WE ARE DOING TO MANAGE THE
RISK
BRAND PREFERENCE
As a branded goods business, Unilever's We monitor external market trends
success depends on the value and and collate consumer, customer
relevance of our brands and products and shopper insights in order
to consumers around the world to develop category and brand
and on our ability to innovate strategies.
and remain competitive.
Our strategy focuses on investing
Consumer tastes, preferences and in markets and segments which
behaviours are changing more rapidly we identify as attractive because
than ever before, and Unilever's we have already built, or are
ability to identify and respond confident that we can build, competitive
to these changes is vital to our advantage.
business success.
Our brand communication strategies
Technological change is disrupting are designed to optimise digital
our traditional brand communication communication opportunities. We
models. Our ability to develop develop and customise brand messaging
and deploy the right communication, content specifically for each
both in terms of messaging content of our chosen communication channels
and medium is critical to the (both traditional and digital)
continued strength of our brands. to ensure that our brand messages
reach our target consumers.
We are dependent on creating innovative
products that continue to meet Our Research and Development function
the needs of our consumers and actively searches for ways in
getting these new products to which to translate the trends
market with speed. If we are unable in consumer preference and taste
to innovate effectively, Unilever's into new technologies for incorporation
sales or margins could be materially into future products.
adversely affected.
Our innovation management process
converts category strategies into
projects which deliver new products
to market. We develop product
ideas both in house and with selected
partners to enable us to respond
to rapidly changing consumer trends
with speed.
--------------------------------------------
PORTFOLIO MANAGEMENT
Unilever's strategic investment Our strategy and our business
choices will affect the long-term plans are designed to ensure that
growth and profits of our business. resources are prioritised towards
those categories and markets having
Unilever's growth and profitability the greatest long-term potential
are determined by our portfolio for Unilever.
of categories, geographies and
channels and how these evolve Our acquisition activity is driven
over time. If Unilever does not by our portfolio strategy with
make optimal strategic investment a clear, defined evaluation process.
decisions, then opportunities
for growth and improved margin
could be missed.
--------------------------------------------
SUSTAINABILITY
The success of our business depends The Unilever Sustainable Living
on finding sustainable solutions Plan sets clear long-term commitments
to support long-term growth. to improve health and well-being,
reduce environmental impact and
Unilever's vision to grow our enhance livelihoods. Underpinning
business, while decoupling our these are targets in areas such
environmental footprint from our as hygiene, nutrition, sustainable
growth and increasing our positive sourcing, fairness in the workplace,
social impact, will require more opportunities for women and inclusive
sustainable ways of doing business. business as well as greenhouse
gas emissions, water and waste.
In a world where resources are These targets and more sustainable
scarce and demand for them continues ways of operating are being integrated
to increase, it is critical that into Unilever's day-to-day business
we succeed in reducing our resource through initiatives such as efficient
consumption and converting to packaging design, waste reduction
sustainably sourced supplies. and recycling and converting to
use of renewable energy.
In doing this we are dependent
on the efforts of partners and Progress towards the Unilever
various certification bodies. Sustainable Living Plan is monitored
We are also committed to improving by the Unilever Leadership Executive
health and well-being and enhancing and the Boards. The Unilever Sustainable
livelihoods around the world so Living Plan Advisory Council,
Unilever and our communities grow comprising seven external specialists
successfully together. There can in sustainability, guides and
be no assurance that sustainable critiques the development of our
business solutions will be developed strategy.
and failure to do so could limit
Unilever's growth and profit potential
and damage our corporate reputation.
--------------------------------------------
CLIMATE CHANGE
Climate changes and governmental As part of our Unilever Sustainable
actions to reduce such changes Living Plan we monitor climate
may disrupt our operations and/or change and are responding by developing
reduce consumer demand for operations and products with reduced
our products. environmental impact.
Climate changes are occurring We seek to develop products that
around the globe which may impact will require less water during
our business in various ways. consumer use.
They could lead to water shortages
which would reduce demand for We aim to minimise our impact
those of our products that require on climate change through committing
a significant amount of water to emission reduction targets
during consumer use. They could and have developed a roadmap to
also lead to an increase in raw be carbon positive by 2030.
material and packaging prices
or reduced availability. Governments We monitor trends in raw material
may take action to reduce climate availability and pricing, and
change such as the introduction proactively reformulate our products
of a carbon tax or zero net deforestation where appropriate.
requirements which could impact
our business through higher costs We monitor governmental developments
or reduced flexibility of operations. around actions to combat climate
change and act to minimise the
Increased frequency of extreme impact on our operations.
weather (storms and floods) could
cause increased incidence of disruption
to our manufacturing and distribution
network. Climate change could
result therefore in making products
less affordable or less available
for our consumers resulting in
reduced growth and profitability.
--------------------------------------------
PLASTIC PACKAGING
A reduction in the amount of plastic We are committed to reducing the
and an increase in the use of amount of post-consumer plastic
recyclable content in our packaging packaging waste going to landfill.
is critical to our future success. We have a clear strategy to use
less plastic, better plastic (ie
Both consumer and customer responses plastic with a lower environmental
to the environmental impact of footprint) or to avoid plastic
plastic waste and emerging regulation completely where a better alternative
by governments to tax or ban the exists.
use of certain plastics requires
us to find solutions to reduce We aim to do this by developing
the amount of plastic we use; a circular economy approach which
increase recycling post-consumer involves: Redesigning products
use; and to source recycled plastic by considering modular packaging,
for use in our packaging. We are design for disassembly and reassembly,
also dependent on the work of wider use of refills, recycling
our industry partners to create and using post-consumer recycled
and improve recycling infrastructures materials in innovative ways;
throughout the globe. Driving systematic change in circular
thinking at an industry level
Not only is there a risk around by working with partners such
finding appropriate replacement as the Ellen MacArthur Foundation;
materials, due to high demand Working with governments, industry
the cost of recycled plastic or partners, suppliers and consumers
other alternative packaging materials to raise awareness and find solutions
could significantly increase in to improve the recycling infrastructure
the foreseeable future and this for plastics; Working with consumers
could impact our business performance. to help them understand disposal
We could also be exposed to higher methods and collection facilities;
costs as a result of taxes or Working on innovative solutions
fines if we are unable to comply through new business models.
with plastic regulations which
would again impact our profitability We also seek to provide greater
and reputation. transparency to the consumer on
the amount of plastic in our products
through on-pack labelling.
--------------------------------------------
CUSTOMER RELATIONSHIPS
Successful customer relationships We build and maintain trading
are vital to our business and relationships across a broad spectrum
continued growth. of channels ranging from centrally
managed multinational customers
Maintaining strong relationships through to small traders accessed
with our existing customers and via distributors in many developing
building relationships with new countries. We identify changing
customers who have built new technology-enabled shopper habits and build relationships
business models to serve changing with new customers, such as those
shopper habits are necessary to serving the e-commerce channel.
ensure our brands are well presented
to our consumers and available We develop joint business plans
for purchase at all times. with our key customers that include
detailed investment plans and
The strength of our customer relationships customer service objectives and
also affects our ability to obtain we regularly monitor progress.
pricing and competitive trade
terms. Failure to maintain strong We have developed capabilities
relationships with customers could for customer sales and outlet
negatively impact our terms of design which enable us to find
business with affected customers new ways to improve customer performance
and reduce the availability of and enhance our customer relationships.
our products to consumers. We invest in technology to
optimise order and stock management
processes for our distributive
trade customers.
--------------------------------------------
TALENT
A skilled workforce and agile Resource committees have been
ways of working are essential established and implemented throughout
for the continued success of our our business. These committees
business. have responsibility for identifying
future skills and capability needs,
Our ability to attract, develop developing career paths
and retain the right number of and identifying the key talent
appropriately qualified people and leaders of the future. We
is critical if we are to compete have an integrated management
and grow effectively. development process which includes
regular performance reviews underpinned
This is especially true in our by a common set of leadership
key emerging markets where there behaviours, skills and competencies.
can be a high level of competition
for a limited talent pool. The We have targeted programmes to
loss of management or other key attract and retain top talent
personnel or the inability to and we actively monitor our performance
identify, attract and retain qualified in retaining talent within Unilever.
personnel could make it difficult
to manage the business and could We regularly review our ways of
adversely affect operations and working to drive speed and simplicity
financial results. through our business in order
to remain agile and responsive
to market place trends.
--------------------------------------------
SUPPLY CHAIN
Our business depends on purchasing We have contingency plans designed
materials, efficient manufacturing to enable us to secure alternative
and the timely distribution of key material supplies at short
products to our customers. notice, to transfer or share production
between manufacturing sites and
Our supply chain network is exposed to use substitute materials in
to potentially adverse events our product formulations and recipes.
such as physical disruptions,
environmental and industrial accidents, We have policies and procedures
trade restrictions or disruptions designed to ensure the health
at a key supplier, which could and safety of our employees and
impact our ability to deliver the products in our facilities,
orders to our customers. and to deal with major incidents
including business continuity
The cost of our products can be and disaster recovery.
significantly affected by the
cost of the underlying commodities Commodity price risk is actively
and materials from which they managed through forward buying
are made. Fluctuations in these of traded commodities and other
costs cannot always be passed hedging mechanisms. Trends are
on to the consumer through pricing. monitored and modelled regularly
and integrated into our forecasting
Changes in trade relationships process.
between Europe and the UK as a
result of Brexit could give rise Contingency plans are being developed
to both a supply and cost issue. to minimise any disruption.
--------------------------------------------
SAFE AND HIGH QUALITY PRODUCTS
The quality and safety of our Our product quality processes
products are of paramount importance and controls are comprehensive,
for our brands and our reputation. from product design to customer
shelf. They are verified annually
The risk that raw materials are and regularly monitored through
accidentally or maliciously contaminated performance indicators that drive
throughout the supply chain or improvement activities. Our key
that other product defects occur suppliers are externally certified
due to human error, equipment and the quality of material received
failure or other factors cannot is regularly monitored to ensure
be excluded. that it meets the rigorous quality
standards that our products require.
In the event of an incident relating
to the safety of our consumers
or the quality of our products,
incident management teams are
activated in the affected markets
under the direction of our product
quality, science and communications
experts, to ensure timely and
effective market place action.
--------------------------------------------
SYSTEMS AND INFORMATION
Unilever's operations are increasingly To reduce the impact of external
dependent on IT systems and the cyber-attacks impacting our business
management of information. we have firewalls and threat monitoring
systems in place, complete with
The cyber-attack threat of unauthorised immediate response capabilities
access and misuse of sensitive to mitigate identified threats.
information or disruption to operations We also maintain a global system
continues to increase. Such an for the control and reporting
attack could inhibit our business of access to our critical IT systems.
operations in a number of ways, This is supported by an annual
including disruption to sales, programme of testing of access
production and cash flows, ultimately controls.
impacting our results.
We have policies covering the
In addition, increasing digital protection of both business and
interactions with customers, suppliers personal information, as well
and consumers place ever greater as the use of IT systems and applications
emphasis on the need for secure by our employees. Our employees
and reliable IT systems and infrastructure are trained to understand these
and careful management of the requirements. We also have a set
information that is in our possession of IT security standards and closely
to ensure data privacy. monitor their operation to protect
our systems and information.
Hardware that runs and manages
core operating data is fully backed
up with separate contingency systems
to provide real-time backup operations
should they ever be required.
We have standardised ways of hosting
information on our public websites
and have systems in place to monitor
compliance with appropriate privacy
laws and regulations, and with
our own policies.
--------------------------------------------
BUSINESS TRANSFORMATION
Successful execution of business All acquisitions, disposals and
transformation projects is key global restructuring projects
to delivering their intended business are sponsored by a member of the
benefits and avoiding disruption Unilever Leadership Executive.
to other business activities. All such projects have steering
groups in place led by a senior
Unilever is continually engaged executive and regular progress
in major change projects, including updates are provided to the Unilever
acquisitions, disposals and organisational Leadership Executive.
transformation, to drive continuous
improvement in our business and A dedicated change programme management
to strengthen our portfolio and team has been established for
capabilities. A number of key the accelerating shareholder value
projects were announced in 2017 creation transformation. ULE reviews
to accelerate sustainable shareholder progress on a monthly basis and
value creation. Failure to execute the Boards receive regular updates
such initiatives successfully to ensure that this important
could result in under-delivery programme remains on track to
of the expected benefits and there deliver the expected transformation.
could be a significant impact
on the value of the business. The digitalisation of our business
is led by a dedicated team together
Continued digitalisation of our with representatives from all
business models and processes parts of the business to ensure
together with enhancing data management an integrated and holistic approach.
capabilities is a critical part
of our transformation. Failure Sound project disciplines are
to keep pace with such technological used in all acquisitions, disposals
change would signi cantly impact and organisational transformation
our growth and pro tability. projects and these projects are
resourced by dedicated and appropriately
qualified personnel.
Unilever also monitors the volume
of change programmes under way
in an effort to stagger the impact
on current operations and to ensure
minimal disruption.
--------------------------------------------
ECONOMIC AND POLITICAL INSTABILITY
Unilever operates around the globe The breadth of Unilever's portfolio
and is exposed to economic and and our geographic reach help
political instability that may to mitigate our exposure to any
reduce consumer demand for our particular localised risk. Our
products, disrupt sales operations flexible business model allows
and/or impact the profitability us to adapt our portfolio and
of our operations. respond quickly to develop new
offerings that suit consumers'
Adverse economic conditions may and customers' changing needs
affect one or more countries within during economic downturns.
a region, or may extend globally.
We regularly update our forecast
Government actions such as foreign of business results and cash flows
exchange or price controls can and, where necessary, rebalance
impact on the growth and profitability investment priorities.
of our local operations.
We believe that many years of
Unilever has more than half its exposure to emerging markets have
turnover in emerging markets which given us experience of operating
can offer greater growth opportunities and developing our business successfully
but also expose Unilever to related during periods of economic and
economic and political volatility. political volatility.
--------------------------------------------
TREASURY AND PENSIONS
Unilever is exposed to a variety Currency exposures are managed
of external financial risks in within prescribed limits and by
relation to Treasury and Pensions. the use of forward foreign exchange
contracts. Further, operating
The relative values of currencies companies borrow in local currency
can fluctuate widely and could except where inhibited by local
have a significant impact on business regulations, lack of local liquidity
results. Further, because Unilever or local market conditions. We
consolidates its financial statements also
in euros it is subject to exchange hedge some of our exposures through
risks associated with the translation the use of foreign currency borrowing
of the underlying net assets and or forward exchange contracts.
earnings of its foreign subsidiaries.
Our interest rate management approach
We are also subject to the imposition aims to achieve an optimal balance
of exchange controls by individual between fixed and floating rate
countries which could limit our interest exposures on expected
ability to import materials paid net debt.
in foreign currency or to remit
dividends to the parent company. We seek to manage our liquidity
requirements by maintaining access
Unilever may face liquidity risk, to global debt markets through
ie difficulty in meeting its obligations, short-term and long-term debt
associated with its financial programmes. In addition, we have
liabilities. A material and sustained high committed credit facilities
shortfall in our cash flow could for general corporate purposes.
undermine Unilever's credit rating,
impair investor confidence and Group treasury regularly monitors
also restrict Unilever's ability exposure to our banks, tightening
to raise funds. counter-party limits where appropriate.
Unilever actively manages its
We are exposed to market interest banking exposures on a daily basis.
rate fluctuations on our floating
rate debt. Increases in benchmark We regularly assess and monitor
interest rates could increase counter-party risk in our customers
the interest cost of our floating and take appropriate action to
rate debt and increase the cost manage our exposures.
of future borrowings.
Our pension investment standards
In times of financial market volatility, require us to invest across a
we are also potentially exposed range of equities, bonds, property,
to counter-party risks with banks, alternative assets and cash such
suppliers and customers. that the failure of any single
investment will not have a material
Certain businesses have defined impact on the overall value of
benefit pension plans, most now assets.
closed to new employees, which
are exposed to movements in interest The majority of our assets, including
rates, fluctuating values of underlying those held in our 'pooled' investment
investments and increased life vehicle, Univest, are managed
expectancy. Changes in any or by external fund managers and
all of these inputs could potentially are regularly monitored by pension
increase the cost to Unilever trustees and central pensions
of funding the schemes and therefore and investment teams.
have an adverse impact on profitability
and cash flow. Further information on financial
instruments and capital and treasury
risk management is included in
note 16 on pages 110 to 115.
--------------------------------------------
ETHICAL
Acting in an ethical manner, consistent Our Code of Business Principles
with the expectations of customers, and our Code Policies govern the
consumers and other stakeholders, behaviour of our employees, suppliers,
is essential for the protection distributors and other third parties
of the reputation of Unilever who work with us.
and its brands.
Our processes for identifying
Unilever's brands and reputation and resolving breaches of our
are valuable assets and the way Code of Business Principles and
in which we operate, contribute our Code Policies are clearly
to society and engage with the defined and regularly communicated
world around us is always under throughout Unilever. Data relating
scrutiny both internally and externally. to such breaches is reviewed by
Despite the commitment of Unilever the Unilever Leadership Executive
to ethical business and the steps and by relevant Board Committees
we take to adhere to this commitment, and helps to determine the allocation
there remains a risk that activities of resources for future policy
or events cause us to fall short development, process improvement,
of our desired standard, resulting training and awareness initiatives.
in damage to Unilever's corporate
reputation and business results.
--------------------------------------------
LEGAL AND REGULATORY
Compliance with laws and regulations Unilever is committed to complying
is an essential part of Unilever's with the laws and regulations
business operations. of the countries in which we operate.
In specialist areas the relevant
Unilever is subject to national teams at global, regional or local
and regional laws and regulations levels are responsible for setting
in such diverse areas as product detailed standards and ensuring
safety, product claims, trademarks, that all employees are aware of
copyright, patents, competition, and comply with regulations and
employee health and safety, data laws specific and relevant to
privacy, the environment, corporate their roles.
governance, listing and disclosure,
employment and taxes. Our legal and regulatory specialists
are heavily involved in monitoring
Failure to comply with laws and and reviewing our practices to
regulations could expose Unilever provide reasonable assurance that
to civil and/or criminal actions we remain aware of and in line
leading to damages, fines and with all relevant laws and legal
criminal sanctions against us obligations.
and/or our employees with possible
consequences for our corporate Our Global Tax Principles provide
reputation. overarching governance and we
have a Tax Risk Framework in place
Changes to laws and regulations which sets out the controls established
could have a material impact on to assess and monitor tax risk
the cost of doing business. Tax, for direct and indirect taxes.
in particular, is a complex area We monitor proposed changes in
where laws and their interpretation taxation legislation and ensure
are changing regularly, leading these are taken into account when
to the risk of unexpected tax we consider our future business
exposures. International tax reform plans.
remains a key focus of attention
with the OECD's Base Erosion &
Profit Shifting project and further
potential tax reform in the EU
and Switzerland.
--------------------------------------------
RELATED PARTY TRANSACTIONS
The following related party balances existed with associate or joint venture businesses at 31 December:
Related party balances EUR million EUR million
2018 2017
Trading and other balances due from
joint ventures 121 124
------------ ------------
Trading and other balances due from/(to) - -
associates
------------ ------------
JOINT VENTURES
Sales by Unilever group companies to Unilever FIMA, LDA (formerly known as Unilever Jerónimo Martins) and Pepsi Lipton joint ventures were EUR107 million and EUR65 million in 2018 (2017: EUR117 million and EUR65 million) respectively. Sales from Unilever FIMA, LDA and from Pepsi Lipton joint ventures to Unilever group companies were EUR83 million and EUR51 million in 2018 (2017: EUR68 million and EUR65 million) respectively. Royalties and service fee paid by Unilever FIMA LDA to Unilever group companies were EUR16 million (2017: EUR17 million). Balances owed by/(to) Unilever FIMA, LDA and Pepsi Lipton joint ventures at 31 December 2018 were EUR127 million and EUR(6) million (2017: EUR130 million and EUR(6) million) respectively.
ASSOCIATES
Langholm Capital Partners invests in private European companies with above-average longer-term growth prospects.
Langholm Capital II was launched in 2009. Unilever has invested EUR62 million in Langholm II, with an outstanding commitment at the end of 2018 of EUR13 million (2017: EUR17 million). During 2018, Unilever received EUR0.3 million (2017: EUR10 million) from its investment in Langholm Capital II.
DIRECTORS' RESPONSIBILITY STATEMENT
Each of the Directors confirms that, to the best of his or her knowledge:
-- The Unilever Annual Report and Accounts 2018, taken as a whole, is fair, balanced and understandable, and provides the information necessary for shareholders to assess the Group's position and performance, business model and strategy;
-- The financial statements which have been prepared in accordance with International Financial Reporting Standards as adopted by the EU and as issued by the International Accounting Standards Board (in the case of the consolidated financial statements) and Financial Reporting Standard 101 'Reduced Disclosure Framework' (FRS 101) and UK accounting standards and Part 9 of Book 2 of the Dutch Civil Code (in the case of the NV parent company accounts), give a true and fair view of the assets, liabilities, financial position and profit or loss of the Group and the undertakings included in the consolidation taken as a whole; and
-- The Strategic Report includes a fair review of the development and performance of the business and the position of the Group and the undertakings included in the consolidation taken as a whole, together with a description of the principal risks and uncertainties that they face.
Name Function
Marijn Dekkers Chairman
Youngme Moon Vice-Chairman and Senior Independent
Graeme Pitkethly Director
Nils Andersen Chief Financial Officer
Laura Cha Non-Executive Director
Vittorio Colao Non-Executive Director
Judith Hartmann Non-Executive Director
Andrea Jung Non-Executive Director
Mary Ma Non-Executive Director
Strive Masiyiwa Non-Executive Director
John Rishton Non-Executive Director
Feike Sijbesma Non-Executive Director
Non-Executive Director
--------------------------------------
Safe Harbour
This announcement may contain forward-looking statements, including 'forward-looking statements' within the meaning of the United States Private Securities Litigation Reform Act of 1995. Words such as 'will', 'aim', 'expects', 'anticipates', 'intends', 'looks', 'believes', 'vision', or the negative of these terms and other 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 other factors affecting the Unilever Group (the 'Group'). They are not historical facts, nor are they guarantees of future performance.
Because these forward-looking statements involve risks and uncertainties, there are important factors that could cause actual results to differ materially from those expressed or implied by these forward-looking statements. Among other risks and uncertainties, the material or principal factors which could cause actual results to differ materially are: Unilever's global brands not meeting consumer preferences; Unilever's ability to innovate and remain competitive; Unilever's investment choices in its portfolio management; inability to find sustainable solutions to support long-term growth including to plastic packaging; the effect of climate change on Unilever's business; significant changes or deterioration in customer relationships; the recruitment and retention of talented employees; disruptions in our supply chain and distribution; increases or volatility in the cost of raw materials and commodities; the production of safe and high quality products; secure and reliable IT infrastructure; execution of acquisitions, divestitures and business transformation projects; economic, social and political risks and natural disasters; financial risks; failure to meet high and ethical standards; and managing regulatory, tax and legal matters.
These forward-looking statements speak only as of the date of this announcement. Except as required by any applicable law or regulation, the Group expressly disclaims any obligation or undertaking to release publicly any updates or revisions to any forward-looking statements contained herein to reflect any change in the Group's expectations with regard thereto or any change in events, conditions or circumstances on which any such statement is based.
11 March 2019.
This information is provided by RNS, the news service of the London Stock Exchange. RNS is approved by the Financial Conduct Authority to act as a Primary Information Provider in the United Kingdom. Terms and conditions relating to the use and distribution of this information may apply. For further information, please contact rns@lseg.com or visit www.rns.com.
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