21 st July 2016 SAFE HARBOUR STATEMENT This announcement may contain - - PowerPoint PPT Presentation

21 st july 2016 safe harbour statement
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21 st July 2016 SAFE HARBOUR STATEMENT This announcement may contain - - PowerPoint PPT Presentation

Unilever First Half 2016 Results Paul Polman / Graeme Pitkethly 21 st July 2016 SAFE HARBOUR STATEMENT This announcement may contain forward- looking statements, including forward - looking statements within the meaning of the Unite d States


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Unilever First Half 2016 Results Paul Polman / Graeme Pitkethly 21st July 2016

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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

  • r 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; customer relationships; the recruitment and retention of talented employees; disruptions in our supply chain; the cost of raw materials and commodities; the production of safe and high quality products; secure and reliable IT infrastructure; successful execution of acquisitions, divestitures and business transformation projects; economic 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

  • n which any such statement is based.

Further details of potential risks and uncertainties affecting the Group are described in the Group’s filings with the London Stock Exchange, Euronext Amsterdam and the US Securities and Exchange Commission, including in the Group’s Annual Report on Form 20-F for the year ended 31 December 2015 and the Annual Report and Accounts 2015.

SAFE HARBOUR STATEMENT

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Paul Polman

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Food

Consistent Competitive Profitable Responsible

4G growth: Consistent, Competitive, Profitable & Responsible

Sustainable living brands

1%

faster growth +4.3% 2013 +2.9% 2014 +4.1% 2015 +4.7% H1 2016

Core operating margin

+50bps

H1 2016 H1 2016 Unilever Market +5.7% PC +2.3% +6.5% HC +4.1% Refresh H1’16

Underlying sales growth Nielsen market growth Underlying sales growth

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Oct'14 Oct'15 Jan'16 Apr'16 Jul'16

A volatile and increasingly fragmented world

Global growth downgraded… again Consumer demand slowing

Source: IMF

Mar-13 Dec-13 Sep-14 Jun-15 Mar-16

2013 2016

Source: Nielsen volume market growth in Unilever categories

EM D

5%

  • 3%

0%

  • 90bps

4.0% 3.6% 3.4% 3.1% 3.2%

2016 projected GDP

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Building agility and resilience

 Step up in innovation  Portfolio management  3 key initiatives: 1. Net Revenue Management 2. Organisation: Connected 4 Growth 3. Zero Based Budgeting

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Innovation with global scale

Brands with purpose Differentiating technology Faster roll-outs

Dove +6% USG in H1 Magnum +6% USG in H1 Rolled out to 36 markets in H1

Up to 30% reduction in roll-out time for global launches

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Innovation made locally relevant

Local brands Local execution Local insight

Example: Sunsilk Hijab Kalina Lakmé Bango Marmite

Up to 50% reduction in lead time on local launches

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Innovation in high-growth segments

NATURALS AYURVEDIC

FAL Ayurvedic Indulekha Neutral detergent Ben & Jerry’s Non-Dairy TRESemmé Botanique Lipton Pure Leaf Knorr meal makers

FREE-FROM

Ayush Lux Silicone-free

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Building agility and resilience: Portfolio management

Clear category strategies Portfolio evolution Flexibility in our business model

28% 38%

35% 24% 19% 19% 18% 19%

% turnover

2008 2015 PC Foods

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 Takes us further into the male grooming category

  • $42bn market
  • Growing faster than personal care

 Innovative and disruptive brand

  • 3.2 million loyal club members
  • Products and dialogue across male grooming

 Category leaders in Direct to Consumer

  • Attractive subscription model
  • Proprietary & extendable technology

Subscription-based male grooming; Dollar Shave Club

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Building agility and resilience: 3 key initiatives

Zero Based Budgeting Net Revenue Management

ZBB and Connected 4 Growth: €1bn p.a. savings by 2018

Organisation: Connected 4 Growth More global and more local The next wave of savings

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Graeme Pitkethly

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2014 2015 H1'16

4G growth driven by strategy

Building premium in Personal Care Accelerated growth in Foods Improved ROIC in Ice Cream

Price index > 120

USG% 2.3%

Brands >120 price index

+8%

H1 USG% 1.5% 15% Estimated H1’16 MAT, vs. H1’14 +130bps

+300bps

2014 2015 H1'16

Improved margins in Home Care

COM% 9.8% 7.6%

15%

6.3% (0.6%)

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Performance driven by Emerging Markets

Asia / AMET / RUB North America Latin America Europe

UVG 4.0% UVG 0.5% UVG (0.4%) UVG 1.8% €11.3bn USG 5.5% USG 0.7% USG 14.7% USG 0.1% €3.8bn €4.5bn €6.7bn

Emerging markets +8.0% USG with +2.9% UVG

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H1 2016: Turnover

H1 2015 UVG UPG M&A FX H1 2016 2.2% 2.5% 0.7% (7.6%)

€26.3bn €27.0bn USG +4.7%

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H1 2016: Core operating margin up 50bps

H1 2015 Gross Margin Brand & Marketing Investment Overheads H1 2016

15.0% 14.5% +80bps +50bps (80bps)

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H1 2015 Operational performance Minority interests JVs, associates and other income Financing and number of shares Tax Currency H1 2016

H1 2016: Core earnings per share up 7.5% in constant rates

Core EPS +1.3% in current rates

8.2%

€0.91

(1.6%) 1.5% (1.0%) 0.4% (6.2%)

€0.92

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 Usual seasonal outflow of working capital in H1  Exceptionally low working capital at 31 Dec’15

Cash flow

Improving working capital

  • 3.8%
  • 5.0%
  • 6.1%
  • 6.6%

2013 2014 2015 H1 2016 Moving annual total working capital % turnover

Free cash flow €0.8bn

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M&A funded by strong cash flow and increased net debt

Net debt Acquisitions & disposals

Acquisitions*

*businesses, minorities, Leverhulme family rights

Net proceeds from disposals Last 6 years (€11.5bn) €3.8bn Total (€7.7bn) 7.6 12.6

Jun'10 Jun'16

*Jun’13 adjusted for HUL

€bn

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Paul Polman

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Priorities and outlook unchanged

Priorities

Growth in H2 lower than H1:

  • Challenging markets
  • Tougher comparators

Margin improvement front-weighted:

  • B&MI increase in H2
  • Higher restructuring in H2

Outlook

 Growth ahead of markets  Steady improvement in COM%  Strong cash flow

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In summary

Building agility & resilience Sustainable, attractive & growing dividend

 Step up in innovation  Portfolio management  3 key initiatives:

1. Net Revenue Management 2. Organisation: Connected 4 Growth 3. Zero Based Budgeting

  • ver 7 years

+64%

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Unilever First Half 2016 Results Paul Polman / Graeme Pitkethly 21st July 2016