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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 | |
|---|---|---|---|---|---|---|---|---|---|---|
| 27.00 | 0.63% | 4,306.00 | 4,305.00 | 4,307.00 | 4,323.00 | 4,297.00 | 4,307.00 | 416,800 | 10:08:14 |
| Industry Sector | Turnover | Profit | EPS - Basic | PE Ratio | Market Cap |
|---|---|---|---|---|---|
| Perfume,cosmetic,toilet Prep | 59.6B | 6.49B | 2.5958 | 16.60 | 107.66B |
From Jun 2019 to Jun 2024
TIDMULVR
RNS Number : 5163F
Unilever PLC
10 March 2020
Unilever PLC ("Unilever")
2019 Annual Financial Report Announcement
Unilever announces that the following documents are available on its website www.unilever.com/investorrelations:
Unilever Annual Report and Accounts 2019
Unilever Annual Report on Form 20-F 2019
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 2019 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 2019 Full Year and Fourth Quarter Results for the year ended 31 December 2019, which were announced on 30 January 2020, 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 set out below 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.
Hot Features
Premium
DESCRIPTION OF RISK WHAT WE ARE DOING TO MANAGE THE
RISK
BRAND PREFERENCE
Our success depends on the value We monitor external market trends
and relevance of our brands and and collate consumer, customer
products to consumers around the and shopper insights in order
world and on our ability to innovate to develop category and brand
and remain competitive. strategies. We invest in markets
and segments where we have built,
Consumer tastes, preferences and or are confident that we can build,
behaviours are changing more rapidly competitive advantage.
than ever before. We see a growing
trend for consumers preferring Our brand communication strategies
brands which both meet their functional are designed to optimise digital
needs and have an explicit social communication opportunities. We
purpose. develop and customise brand messaging
content specifically for each
Technological change is disrupting of our chosen communication channels
our traditional brand communication (both traditional and digital)
models. Our ability to develop to ensure that our brand messages
and deploy the right communication, reach our target consumers. Brand
both teams are driving social purpose
in terms of messaging content into their brand's proposition
and medium is critical to the and communication.
continued strength of our brands.
Our Research and Development function
We are dependent on creating innovative actively searches for ways in
products that continue to meet which to translate the trends
the needs of our consumers and in consumer preference and taste
getting these new products to into new technologies for incorporation
market with speed. into future products.
Risk change since last year: No Our innovation management process
change 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. Our acquisition
of divisions, geographies and activity is driven by our portfolio
channels and how these evolve strategy with a clear, defined
over time. If Unilever does not evaluation process.
make optimal strategic investment
decisions, then opportunities
for growth and improved margin
could be missed.
Risk change since last year: No
change
------------------------------------------------
CLIMATE CHANGE
Climate change and governmental As part of our sustainability
actions to reduce such changes targets we monitor climate change
may disrupt our operations and/or and are responding by ensuring
reduce consumer demand for our we reduce the carbon intensity
products. of operations and by developing
products with a lower carbon footprint
Climate change is occurring around or that require less water during
the world which may impact our consumer use.
business in various ways. It could
lead to water shortages which We aim to minimise our impact
would reduce demand for those on climate change by committing
of our products that require a to emission reduction targets
significant amount of water during and have developed a roadmap to
consumer use. It could also lead be carbon positive by 2030.
to an increase in raw material
and packaging prices or reduced We monitor trends in raw material
availability. G overnments may availability and pricing due to
take action to reduce climate short term weather impacts, and
change such as the introduction proactively reformulate our products
of a carbon tax or zero net deforestation where appropriate to ensure continued
requirements which could impact availability of input materials.
our business through higher costs
or reduced flexibility of operations. We monitor governmental developments
around actions to combat climate
Increased frequency of extreme change and take proactive action
weather (storms and floods) could to minimise the impact on our
cause increased incidence of disruption operations. We also advocate for
to our manufacturing and distribution changes to public policy frameworks
network. Climate change could that will enable accelerated decarbonisation,
result therefore in making products in line with the upper level
less affordable or less available of ambition of the Paris Agreement
for our consumers resulting in on Climate Change.
reduced growth
and profitability.
Risk change since last year: No
change
------------------------------------------------
PLASTIC PACKAGING
We use a significant amount of We are committed to reducing the
plastic to package our products. amount of post-consumer plastic
A reduction in the amount of virgin packaging waste going to landfill.
plastic we use, the use of recycled We have committed to ensuring
plastic and an increase in the 100% of our plastic packaging
recyclability of our packaging is reusable, recyclable or compostable
are critical to our future success. by 2025.
Both consumer and customer responses We aim to halve our use of virgin
to the environmental impact of plastic by both reducing usage
plastic waste and emerging regulation and accelerating use of recycled
by governments to tax or ban the plastic. This requires us to redesign
use of certain plastics requires products by considering modular
us to find solutions to reduce packaging, design for disassembly
the amount of plastic we use; and reassembly, wider use of refills,
increase recycling post-consumer recycling and using post-consumer
use; and to source recycled plastic recycled materials in innovative
for use in our packaging. We are ways. We are working on innovative
also dependent on the work of solutions through new business
our industry partners to create models.
and improve recycling infrastructures
throughout the world. We aim to collect and process
more plastic packaging than we
Not only is there a risk around sell, enabled through driving
finding appropriate replacement systematic change in circular
materials, due to high demand thinking at an industry level
the cost of recycled plastic or working with partners such as
other alternative packaging materials the Ellen MacArthur Foundation.
could significantly increase in We are also working with governments,
the foreseeable future and this industry partners, suppliers and
could impact our business performance. consumers to raise awareness and
We could also be exposed to higher find solutions to
costs as a result of taxes or improve the recycling infrastructure
fines if we are unable to comply for plastics. We are helping consumers
with plastic regulations which to understand disposal methods
would again impact our profitability and supporting collection schemes
and reputation. and facilities.
Risk change since last year: Increase
------------------------------------------------
CUSTOMER
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
Risk change since last year: Increase for our distributive trade customers.
------------------------------------------------
TALENT
A skilled workforce and agile We have an integrated management
ways of working are essential development process which includes
for the continued success of our regular performance reviews underpinned
business. by a common set of leadership
behaviours, skills and competencies.
With the rapidly changing nature We have development plans to upskill
of work and skills, there is a and reskill employees for future
risk that our workforce is not roles and will bring in flexible
equipped with the skills required talent to access new skills.
for the new environment.
We have targeted programmes to
Our ability to attract, develop attract and retain top talent
and retain a diverse range of and we actively monitor our performance
skilled people is critical if in retaining a diverse talent
we are to compete and grow effectively. pool within Unilever.
This is especially true in our We regularly review our ways of
key emerging markets where there working to drive speed and simplicity
can be a high level of competition through our business in order
for a limited talent pool. The to remain agile and responsive
loss of management or other key to market place trends. We are
personnel or the inability to moving to agile ways of working
identify, attract and retain qualified to unlock internal capacity and
personnel could make it difficult prioritise work based on growth
to manage the business and could and impact.
adversely affect operations and
financial results.
Risk change since last year: No
change
------------------------------------------------
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
to both a supply and cost issue.
Risk change since last year: No
change
------------------------------------------------
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.
Labelling errors can have potentially
serious consequences for both In the event of an incident relating
consumer safety and brand reputation. to the safety of our consumers
Therefore on-pack labelling needs or the quality of our products,
to provide clear and accurate incident management teams are
ingredient information in order activated in the affected markets
that consumers can make informed under the direction of our product
decisions regarding the products quality, science and communications
they buy. experts, to ensure timely and
effective market place action.
Risk change since last year: No
change We have processes in place to
ensure that the data used to generate
on-pack labelling is compliant
with applicable regulations and
with relevant Unilever labelling
policies in order to provide the
clarity and transparency needed
for consumers.
------------------------------------------------
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.
information that is in our possession
to ensure data privacy. We also have a set of IT security
standards and closely monitor
Risk change since last year: No their operation to protect our
change 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 organisational transformation
to delivering their intended business projects are sponsored by a member
benefits and avoiding disruption of the 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. Sound project
transformation, to drive continuous disciplines are used in all transformation
improvement in our business and projects and these projects are
to strengthen our portfolio and resourced by dedicated and appropriately
capabilities. Continued digitalisation qualified personnel.
of our business models and processes
together with enhancing data management The digitalisation of our business
capabilities is a critical part is led by a dedicated specialist
of our transformation. team together with representatives
from all parts of the business
We have an extensive programme to ensure an integrated and holistic
of transformation projects. Failure approach. A significant part of
to execute such initiatives successfully the organisational transformation
could result in under-delivery involves the transfer of activities
of the expected benefits and there to third parties on and offshore.
could be a significant impact New ways of working are being
on the value of the business. developed to manage this new business
model.
Risk change since last year: Increase
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. Adverse economic respond quickly to develop new
conditions may affect one or more offerings that suit consumers'
countries within a region, or and customers' changing needs
may extend globally. during economic downturns.
Government actions such as foreign We regularly update our forecast
exchange or price controls can of business results and cash flows
impact on the growth and profitability and, where necessary, rebalance
of our local operations. investment priorities.
Unilever has more than half its We believe that many years of
turnover in emerging markets which exposure to emerging markets have
can offer greater growth opportunities given us experience of operating
but also expose Unilever to related and developing our business successfully
economic and political volatility. during periods of economic and
political volatility.
Risk change since last year: No
change
------------------------------------------------
TREASURY AND TAX
Unilever is exposed to a variety Currency exposures are managed
of external financial risks in within prescribed limits and by
relation to Treasury and Tax. the use of financial hedging instruments.
Further, operating companies borrow
The relative values of currencies in local currency except where
can fluctuate widely and could inhibited by local regulations,
have a significant impact on business lack of local liquidity or local
results. Further, because Unilever market conditions.
consolidates its financial statements
in euros, it is subject to exchange We seek to maintain access to
risks associated with the translation global debt markets through short-term
of the underlying net assets and and long-term debt programmes.
earnings of its foreign subsidiaries. In addition, we maintain significant
undrawn committed credit facilities
We are also subject to the imposition for general corporate purposes
of exchange controls by individual as disclosed in note 16A.
countries which could limit our
ability to import materials paid Group treasury regularly monitors
in foreign currency or to remit exposure to our banks, tightening
dividends to the parent company. counter-party limits where appropriate.
Unilever actively manages its
A material shortfall in our cash banking exposures on a daily basis.
flow could undermine Unilever's We regularly assess and monitor
credit rating, impair investor counter-party risk in our suppliers
confidence and restrict Unilever's and customers and take appropriate
ability to raise funds. In times action to manage our exposures.
of financial crisis, there is
a further risk that we may not Our Global Tax Principles provide
be able to raise funds due to overarching governance and we
market liquidity. have a process in place to monitor
compliance with the Tax Principles.
We are exposed to counter-party We have a Tax Risk Framework in
risks with banks, suppliers and place which sets out the controls
customers which could result in established to assess and monitor
financial losses. tax risk for direct and indirect
taxes. We monitor proposed changes
Tax is a complex and evolving in taxation legislation and ensure
area where laws and their interpretation these are taken into account when
are changing regularly, leading we consider our future business
to the risk of unexpected tax plans.
exposures. International tax reform
remains a key focus of attention
with the OECD's Base Erosion and
Profit Shifting project, and the
Digitalising Economy Project,
and further potential tax reform
in the EU.
Risk change since last year: No
change
------------------------------------------------
ETHICAL
Unilever's brands and reputation Our Code of Business Principles
are valuable assets and the way and our Code Policies govern the
in which we operate, contribute behaviour of our employees, suppliers,
to society and engage with the distributors and other third parties
world around us is always under who work with us. Our processes
scrutiny both internally and externally. for identifying and resolving
breaches of our Code of Business
Acting in an ethical manner, consistent Principles and our Code Policies
with the expectations of customers, are clearly defined and regularly
consumers and other stakeholders, communicated throughout Unilever.
is essential for the protection Data relating to such breaches
of the reputation of Unilever is reviewed by the Unilever Leadership
and its brands. Executive and by relevant Board
Committees and helps to determine
A key element of our ethical approach the allocation of resources for
to business is to reduce inequality future policy development, process
and promote fairness. Our activities improvement, training and awareness
touch the lives of millions of initiatives.
people and it is our responsibility
to protect their rights and help Our Responsible Sourcing Policy
them live well. The safety of and Responsible Business Partners
our employees and the people and Policy help us improve the lives
communities we work with is critical. of the people in our supply chains
Failure to meet these high standards by ensuring human rights are protected
could result in damage to Unilever's and makes a healthy and safe workplace
corporate reputation and business a mandatory requirement for our
results. suppliers. We have detailed safety
standards and monitor safety incidents
Risk change since last year: No at the highest level.
change
Through our Brands with Purpose
agenda, a number of our brands
are taking action on societal
issues such as fairness and equality.
------------------------------------------------
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
reputation. Changes to laws and
regulations could have a material
impact on the cost of doing business.
Risk change since last year: No
change
------------------------------------------------
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
2019 2018
Trading and other balances due from
joint ventures 123 121
------------ ------------
Trading and other balances due from/(to) - -
associates
------------ ------------
JOINT VENTURES
Sales by Unilever group companies to Unilever FIMA, LDA and Pepsi Lipton joint ventures were EUR108 million and EUR60 million in 2019 (2018: EUR107 million and EUR65 million) respectively. Sales from Unilever FIMA, LDA and from Pepsi Lipton joint ventures to Unilever group companies were EUR67 million and EUR46 million in 2019 (2018: EUR83 million and EUR51 million) respectively. Royalties and service fee paid by Unilever FIMA LDA to Unilever group companies were EUR15 million (2018: EUR16 million). Balances owed by/(to) Unilever FIMA, LDA and Pepsi Lipton joint ventures at 31 December 2019 were EUR128 million and EUR(5) million (2018: EUR127 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 EUR64 million in Langholm Capital II, with an outstanding commitment at the end of 2019 of EUR11 million (2018: EUR13 million). During 2019, Unilever received EUR0 million (2018: EUR0.3 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 2019, 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
Nils Andersen Chairman
Youngme Moon Vice-Chairman and Senior Independent
Alan Jope Director
Graeme Pitkethly Chief Executive Officer
Laura Cha Chief Financial Officer
Vittorio Colao Non-Executive Director
Marijn Dekkers Non-Executive Director
Judith Hartmann Non-Executive Director
Andrea Jung Non-Executive Director
Susan Kilsby 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; the effect of climate change on Unilever's business; Unilever's ability to find sustainable solutions to its plastic packaging; 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 document. 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.
10 March 2020.
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.
END
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