ING Benelux Conference I d Industrial Revolution - t i l R l ti - - PDF document

ing benelux conference i d industrial revolution t i l r
SMART_READER_LITE
LIVE PREVIEW

ING Benelux Conference I d Industrial Revolution - t i l R l ti - - PDF document

ING Benelux Conference I d Industrial Revolution - t i l R l ti How soft factors can reap hard profits Paul Polman - CEO 7 th April 2011 Safe harbour statement This announcement may contain forward-looking statements, including


slide-1
SLIDE 1

ING Benelux Conference I d t i l R l ti Industrial Revolution - How soft factors can reap hard profits Paul Polman - CEO

7th April 2011

Safe harbour statement

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 ‘expects’, ‘anticipates’, ‘intends’, ‘believes’ or the negative of these terms and other similar expressions of future performance or results and their negatives are intended to 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 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, including, among others, competitive pricing and activities, economic slowdown, industry consolidation, access to , g, g , p p g , , y , 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 to complete planned restructuring activities, physical risks, environmental risks, the ability to manage regulatory, tax and legal matters and resolve pending matters within current estimates, legislative, fiscal and regulatory developments, political, i d i l diti i th hi k t h th G t d h d i iti f th economic and social conditions in the geographic markets where the Group operates and new or changed priorities of the

  • Boards. 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 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 expressly disclaims any obligation or undertaking to release publicly any updates or revisions to any forward-looking statements contained herein to reflect any 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.

slide-2
SLIDE 2

Unilever

Revenues of €44bn Sales in over 180 countries Present in half the households on the planet p Used by 2 billion people every day every day 167000 employees Lessons from the Financial Crisis

Avoid the pitfalls of “quarterly capitalism”

2009: Stopped giving guidance 2009: Stopped giving guidance 2010: New approach to quarterly reporting

slide-3
SLIDE 3

Compass strategy sets out our ambition

It is to double the size of Unilever whilst at the same time reducing

  • ur environmental footprint.

€80bn

  • ur environmental footprint.

€80bn

€40bn

environmental impact

Business results are following

Volume Growth accelerated Underlying Operating Margin increased Free Cash Flow delivered

€bn

5.8% 0 1% 0.2% 0.2% 2.4 4.1 3.4 0.1% 2.3%

FY08 FY09 FY10

0.1% FY08 FY09 FY10

FY 08 FY 09 FY 10 FY08 FY09 FY10

FY08 FY09 FY10

FY 08 FY 09 FY 10

slide-4
SLIDE 4

Shared Value

Professor Michael Porter Professor Michael Porter

Shift of economic power

slide-5
SLIDE 5

Shift of power to the consumer in a digital world The end of the age of abundance

Source: UK Government Office Of Science

slide-6
SLIDE 6

Population growth drives everything

9.6 billion people in 2050 A city the size of London every month

We’ve only one planet, not three

slide-7
SLIDE 7

Unilever Unilever Sustainable Living Plan

Unilever Sustainable Living Plan: Three key features

ALL BRANDS ALL COUNTRIES

slide-8
SLIDE 8

Unilever Sustainable Living Plan: Three key features

LIFECYCLE IMPACTS ALL BRANDS ALL COUNTRIES

Disposal Raw Materials Manufacture Transport Consumer Use

Unilever Sustainable Living Plan: Three key features

SOCIAL SOCIAL LIFECYCLE IMPACTS ALL BRANDS ALL COUNTRIES ECONOMIC

ENVIRONMENTAL

slide-9
SLIDE 9

Unilever Sustainable Living Plan: Three big goals

ENHANCING

LIVELIHOODS

REDUCING

ENVIRONMENTAL

IMPROVING

HEALTH HELP

1 BILLION

PEOPLE IMPROVE

HALVE

ENVIRONMENTAL SOURCE

100%

OF AGRICULTURAL IMPACT & WELLBEING PEOPLE IMPROVE THEIR HEALTH &WELL-BEING FOOTPRINT OF OUR PRODUCTS OF AGRICULTURAL RAW MATERIALS SUSTAINABLY

The business case for sustainability

slide-10
SLIDE 10

Consumers want it …

Ethically sourced products are growing A more sustainable brand is a more desirable brand

Customers want it …

They need our support to achieve them Many retailers have their own sustainability goals achieve them sustainability goals

slide-11
SLIDE 11

It fuels innovation …

New products with new consumer benefits Product and packaging innovation

It fuels innovation …

slide-12
SLIDE 12

It helps grow markets …

Safe, clean, inexpensive drinking water 2 litres for less than a US cent

and it saves money

Manufacturing eco-efficiency c.€200m savings 2006-10 c.€200m savings 2006 10

slide-13
SLIDE 13

Sustainability and the financial markets Unilever long term focus

  • 1. To drive volume growth ahead of our markets
  • 2. Steady and sustainable underlying operating margin

improvement p

  • 3. Strong cash flow
slide-14
SLIDE 14

Questions