Safe harbour statement This presentation may contain forward-looking - - PDF document

safe harbour statement
SMART_READER_LITE
LIVE PREVIEW

Safe harbour statement This presentation may contain forward-looking - - PDF document

Patrick Cescau Group Chief Executive Goldman Sachs Consumer Products Symposium 8th May 2007 Safe harbour statement This presentation may contain forward-looking statements, including 'forward-looking statements' within the meaning of the


slide-1
SLIDE 1

1

Patrick Cescau

Group Chief Executive

Goldman Sachs Consumer Products Symposium

8th May 2007

Safe harbour statement

This presentation may contain forward-looking statements, including 'forward-looking statements' within the meaning of the United States Private Securities Litigation Reform Act

  • f 1995. Words such as 'expects', 'anticipates', 'intends' or the negative of these terms and
  • ther similar expressions of future performance or results, including financial objectives to

2010, 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, consumption levels, costs, the ability to maintain and manage key customer relationships and supply chain sources, currency values, interest rates, the ability to integrate acquisitions and complete planned divestitures, 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, 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 Annual Report & Accounts on Form 20-F. These forward-looking statements speak only as of the date of this presentation

slide-2
SLIDE 2

2

Our challenge in 2004

1 2 3 4 5 6

2001 2002 2003 2004

USG % 2 4 6 8 10 12 14 Operating margin (%)

Our position in 2004

Exposure to D&E Growth 2001-04 Market share Exposure to Europe Growth potential Clear prioritisation

slide-3
SLIDE 3

3

A new business model

Disciplined execution Clear growth strategy Aligned

  • rganisation

Defining our growth priorities

  • Businesses that are attractive
  • Businesses where we are already advantaged
  • Businesses with the potential to harness our

strength in D&E

slide-4
SLIDE 4

4

0% 25% 50% 75% 100%

Mexico Netherlands S Africa % sales USA Brazil UK FranceGermany Italy Russia Canada Poland Ukraine Columbia Argentina Australia Chile Spain Belgium

Unilever Close Competitors Others

Deodorants market share

Source: Euromonitor, Unilever estimates

Defining our growth priorities

  • Businesses that are attractive
  • Businesses where we are already advantaged
  • Businesses that exploit our strength in D&E
slide-5
SLIDE 5

5

Deodorants, Skin, Hair Savoury, Ice Cream, Tea

slide-6
SLIDE 6

6

Vitality within Foods D&E: Foods, Home care

slide-7
SLIDE 7

7 Russia and China

Our growth priorities

Deodorants, Skin, Hair Savoury, Ice Cream, Tea Vitality within Foods D&E: Foods, Home care Russia and China

slide-8
SLIDE 8

8 Disciplined execution, speed, effectiveness Unilever Executive

Corporate strategy Portfolio priorities Performance management

Regions

Execution Customer management Supply chain

Categories

Brand and category strategies

Innovation R&D

Functions

Functional excellence Business support Simplification

Aligned organisation

0% 20% 40% 60% 80% 100% Regional shared services Back office integration One sales force Single head office One top team

Completed Announced

Progress on One Unilever – Top 20 countries

slide-9
SLIDE 9

9

Bigger, better innovation

0% 1% 2% 3% 4% 5% 6%

Q1 2005* Q2 2005 Q3 2005 Q4 2005* Q1 2006 Q2 2006 Q3 2006 Q4 2006 Q1 2007

Growth momentum

* Days adjusted

Underlying sales growth

Annualised growth rate

slide-10
SLIDE 10

10

Key financials

40bps

13.7% 5.7% Q1 2007 €4.2bn

(30)bps

13.6% 3.8% 2006 €4.0bn Ungeared free cash flow

(90)bps ‘Underlying’ movement in

  • perating margin*

13.2% Operating margin 3.1% Underlying sales growth 2005

*Before restructuring, disposals and impairments and 2006 gains on US health care and UK pensions and 2005 profit on office sale

Agenda going forward

  • Growth our number one priority

– Competitive – Profitable – Consistent

  • Seeking further opportunities to accelerate the

transformation

slide-11
SLIDE 11

11