REG - Unilever PLC - Annual Financial Report
09/03/2023 18:30
For best results when printing this announcement, please click on link below:
http://newsfile.refinitiv.com/getnewsfile/v1/story?guid=urn:newsml:reuters.com:20230309:nRSI5048Sa&default-theme=true
RNS Number : 5048S Unilever PLC 09 March 2023
Unilever PLC ("Unilever")
2022 Annual Financial Report Announcement
Unilever announces that the following document is available on its website
www.unilever.com/ara:
Unilever Annual Report and Accounts 2022
A copy of the Unilever Annual Report and Accounts 2022 has been submitted to
the National Storage Mechanism and will shortly be available for inspection
at: https://data.fca.org.uk/#/nsm/nationalstoragemechanism.
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 2022 Full Year and Fourth Quarter Results for the year ended 31
December 2022, which were announced on 9 February 2023, were prepared in
accordance with IAS 34.
ADDITIONAL INFORMATION
Principal Risks
Our business is subject to risks and uncertainties. On the following pages we
have identified the risks that we regard as the most material to Unilever's
business and performance at this time.
Our principal risks include risks that could impact our business in the short
term (i.e. the next two years), medium term (i.e. the next three to ten years)
or over the longer term (i.e. beyond ten years). As part of our process to
review our principal risks, we also consider any additional risks that could
emerge in the future.
Our principal risks have not changed this year. We also reflect on whether we
think the level of risk associated with each of our principal risks is
increasing or decreasing. There are three principal risks where we believe
there is an increased level of risk compared with last year:
· Business transformation: the transformation resulting from the
Compass reorganisation will span the next two years. This is coupled with the
ongoing transformation of our core business processes to create a superior
customer experience.
· Climate change: this risk has intensified during 2022, as actions
to address global warming are not moving at the pace anticipated and there has
been an increase in physical climate risks seen by increased flooding and
droughts together with the ongoing global energy crisis.
· Economic and political instability: heightened risk due to
growing geopolitical tensions and supply chain pressures, including the impact
of the Russia-Ukraine war. Further, 2022 has seen unprecedented levels of
inflation and a possible recession impeding growth and delivery of shareholder
value.
Biodiversity loss has the characteristics of an emerging risk. A loss of
forests and soil due to potential physical and regulatory risks could make
future harvests more difficult and expensive in the long term (see pages 45
and 48). Another emerging risk is the potential failure to keep pace with
advancements such as artificial intelligence, machine learning and augmented
reality which are predicted to become critical in understanding consumer
preferences in the future.
We set out below certain mitigating actions that we believe help us to manage
our principal 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.
RISK DESCRIPTION MANAGEMENT OF RISK
BRAND PREFERENCE
Our success depends on the value and We monitor external market trends and collate consumer, customer and shopper
insights in order to develop category and brand strategies. We invest in
relevance of our brands and products to consumers around the world and on our markets and segments where we have built, or are confident that we can build,
ability to innovate and remain competitive. competitive advantage.
Consumer tastes, preferences and behaviours are changing more rapidly than Our brand communication strategies are designed to optimise digital
ever before. We see a growing trend for consumers preferring brands which both communication opportunities. We develop and customise brand messaging content
meet their functional needs and have an explicit social or environmental specifically for each of our chosen communication channels (both traditional
purpose. and digital) to ensure that our brand messages reach our target consumers.
Brand teams are driving social purpose into their brand's proposition and
communication.
Technological change is disrupting our traditional brand communication models.
Our ability to develop and deploy the right communication, both in terms of
messaging content and medium is critical to the continued strength of our Our Research and Development function actively searches for ways in which to
brands. translate the trends in consumer preference and taste into new technologies
for incorporation into future products.
We are dependent on creating innovative products that continue to meet the
needs of our consumers and getting these new products to market with speed. 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.
Level of risk: No change
PORTFOLIO MANAGEMENT
Unilever's strategic investment choices will affect the long-term growth and Our business plans are designed to ensure that resources are prioritised
profits of our business. towards those categories and markets having the greatest long-term potential
for Unilever.
Unilever's growth and profitability are determined by our portfolio of
Business Groups, geographies and channels and how these evolve over time. If Our acquisition and disposal activity is driven by our portfolio strategy with
Unilever does not make optimal strategic investment decisions, then a clear, defined evaluation process.
opportunities for growth and improved margin could be missed.
Level of risk: No change
CLIMATE CHANGE
Climate change and governmental actions to reduce such change may disrupt our We monitor climate change and in 2021 we published our Climate Transition
operations and/or reduce consumer demand for our products. Action Plan which provides details on how we
are reducing the carbon intensity of our operations, developing products with
a lower carbon footprint or that require less water during consumer use
Climate change is already impacting our business in various ways. Government including details of how we will achieve our GHG reduction targets which
action to reduce climate change such as the introduction of a carbon tax, land include net zero emissions across our value chain by 2039 and zero emissions
use regulations or product composition regulations which restrict or ban in our operations by 2030.
certain GHG intensive ingredients, could impact our business through higher
costs or reduced flexibility of operations.
We are decarbonising our operations through eco-efficiency measures, powering
our factories with renewable electricity, transitioning to renewable energy
Physical environment risks such as water scarcity could impact our operations for heating and cooling and replacing climate harmful refrigerants. We invest
or reduce demand for our products that require water during consumer use. in new products and formulations so that our products work with less water,
Increased frequency of extreme weather events such as high temperatures, poor quality water or no water.
hurricanes or floods could cause increased incidence of disruption to our
supply chain, manufacturing and distribution network. If we do not take
action, climate change could result in increased costs, reduced profit and
reduced growth. We monitor trends in raw material availability and pricing due to short-term
weather impacts to ensure continued availability of input materials and
integrate weather system modelling into our forecasting process.
Level of risk: Increase
We also monitor government policy and actions to combat climate change and
take proactive action to minimise the impact on our business and advocate for
changes to public policy frameworks consistent with the 1.5°C ambition of the
Paris Agreement.
PLASTIC PACKAGING
We use a significant amount of plastic to package our products. A reduction in We are committed to reducing the amount of post-consumer plastic packaging
the amount of virgin plastic we use, the use of recycled plastic and an waste going to landfill. We have committed to ensuring 100% of our plastic
increase in the recyclability of our packaging are critical to our future packaging is reusable, recyclable or compostable by 2025.
success.
We aim to halve our use of virgin plastic by both reducing usage and
Both consumer and customer responses to the environmental impact of plastic accelerating use of recycled plastic. This requires us to redesign products by
waste and emerging regulations by governments to tax or ban the use of certain considering multiple- use packs, wider use of refills, recycling and using
plastics requires us to find solutions to reduce the amount of plastic we use, post-consumer recycled materials in innovative ways.
increase recycling post-consumer use and source recycled plastic for use in
our packaging. We are also dependent on the work of our industry partners to
create and improve recycling infrastructure throughout the world.
We are working on innovative solutions through new business models. We aim to
collect and process more plastic packaging than we sell, enabled through
driving systematic change in circular thinking at an industry level working
There is a risk around finding appropriate replacement materials, but also due with partners such as the Ellen MacArthur Foundation. We are also working with
to high demand, the cost of recycled plastic or other alternative packaging governments, industry partners, suppliers and consumers to raise awareness and
materials could significantly increase in the foreseeable future and this find solutions to improve the recycling infrastructure for plastics. We are
could impact our business performance. We could also be exposed helping consumers to understand disposal methods and supporting collection
schemes and facilities.
to higher costs as a result of taxes or fines if we are unable to comply with
plastic regulations, which would again impact our profitability and
reputation.
Level of risk: No change
CUSTOMER
Successful customer relationships are vital to our business and continued We build and maintain trading relationships across a broad spectrum of
growth. channels ranging from centrally managed multinational customers through to
small traders accessed via distributors in many emerging markets.
We identify changing shopper habits and build relationships with new
Maintaining strong relationships with our existing customers and building customers, such as those serving the digital commerce channel.
relationships with new customers who have built new technology-enabled
business models to serve changing shopper habits are necessary to ensure our
brands are well presented to our consumers and available for purchase at all
times. Digital commerce continues to be a critical channel for growth. We develop joint business plans with our key customers that include detailed
investment plans and customer service objectives and we regularly monitor
progress.
The strength of our customer relationships also affects our ability to obtain
pricing and competitive trade terms. Failure to maintain strong relationships
with customers could negatively impact our terms of business with affected We have developed capabilities for customer sales and outlet design which
customers and reduce the availability of our products to consumers. enable us
to find new ways to improve customer performance and enhance our customer
relationships. We invest in technology to optimise order and stock management
Level of risk: No change processes for our distributive trade customers.
TALENT
A skilled workforce and agile ways of working are essential for the continued We have an integrated management development process which includes regular
success of our business. performance reviews underpinned by a common set of leadership behaviours,
skills and competencies. We have development plans to upskill and reskill
employees for future roles and will bring in flexible talent to access new
skills.
With the rapidly changing nature of work and skills, there is a risk that our
workforce is not equipped with the skills required for the new environment.
We have targeted programmes to attract and retain top talent and we actively
monitor our performance in retaining a diverse talent pool within Unilever.
Our ability to attract, develop and retain a diverse range of skilled people
is critical if we are to compete and grow effectively. This is especially true
in our key emerging markets where there can be a high level of competition for
a limited talent pool. We regularly review our ways of working to drive speed and simplicity through
our business in order to remain agile and responsive to marketplace trends.
The loss of management or other key personnel or the inability to identify,
attract and retain qualified personnel could make it difficult to manage the A move to more agile ways of working is ongoing to unlock internal capacity
business and could adversely affect operations and financial results. and prioritise work based on growth and impact.
Level of risk: No change
BUSINESS OPERATIONS
Our business depends on purchasing materials, efficient manufacturing and the We have contingency plans designed to enable us to secure alternative key
timely distribution of products to our customers. material supplies at short notice, to transfer or share production between
manufacturing sites and to use substitute materials in our product
formulations and recipes.
Our supply chain network is exposed to potentially adverse events such as geo-
political sanctions, physical disruptions, environmental and industrial
accidents, trade restrictions or disruptions at a key supplier, which could We have policies and procedures designed to ensure the health and safety of
impact our ability to deliver orders to our customers. The Russia-Ukraine war our employees and the products in our facilities, and to deal with major
is an adverse event that has challenged and continues to challenge the incidents including business continuity and disaster recovery.
continuity and cost of our supply chain in 2022.
Commodity price risk is managed through forward buying of traded commodities,
Maintaining manufacturing operations whilst adhering to changing local other appropriate hedging mechanisms and product pricing. Trends are monitored
regulations and meeting enhanced health and safety standards has proven and modelled regularly and integrated into our forecasting process.
possible but has required significant management. In addition, ensuring the
operation of a global logistics network for both input materials and finished
goods continues to present challenges and requires continued focus and
flexibility.
The cost of our products can be significantly affected by the cost of the
underlying commodities and materials from which they are made.
Fluctuations in these costs cannot always be passed on to the consumer through
pricing.
Level of risk: No change
SAFE AND HIGH-QUALITY PRODUCTS
The quality and safety of our products are of paramount importance for our Our product quality processes and controls are comprehensive, from product
brands and our reputation. design to customer shelf. They are verified annually and regularly monitored
through performance indicators that drive improvement activities. Our key
suppliers are externally certified and the quality of material received is
regularly monitored to ensure that it meets the rigorous quality standards
The risk that raw materials are accidentally or maliciously contaminated that our products require.
throughout the supply chain or that other product defects occur due to human
error, equipment failure or other factors cannot be excluded.
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
Labelling errors can have potentially serious consequences for both consumer affected markets under the direction of our product quality, science and
safety and brand reputation. Therefore, on-pack labelling needs to provide communications experts, to ensure timely and effective marketplace action.
clear and accurate ingredient information in order that consumers can make
informed decisions regarding the products they buy.
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
Level of risk: No change labelling policies in order to provide the clarity and transparency needed for
consumers.
SYSTEMS AND INFORMATION
Unilever's operations are increasingly dependent on IT systems and the To reduce the impact of external cyber-attacks impacting our business we have
management of information. firewalls and threat monitoring systems in place, complete with immediate
response capabilities to mitigate identified threats. We also maintain a
global system for the control and reporting of access to our critical IT
systems. This is supported by an annual programme of testing of access
The cyber-attack threat of unauthorised access and misuse of sensitive controls.
information or disruption to operations continues to increase with the level
of incidents rising year on year. Such an attack could inhibit our business
operations in a number of ways, including disruption to sales, production and
cash flows, ultimately impacting our results. We have policies covering the protection of both business and personal
information, as well as the use of IT systems and applications by our
employees. Our employees are trained to understand these requirements.
In addition, increasing digital interactions with customers, suppliers and
consumers place ever greater emphasis on the need for secure and reliable IT
systems and infrastructure and careful management of the information that is We also have a set of IT security standards and closely monitor their
in our possession to ensure data privacy. 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.
Level or risk: No change
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 transformation projects is key to delivering All acquisitions, disposals and global organisational transformation projects
their intended business benefits and avoiding disruption to other business are
activities.
sponsored by a member of the ULE. All such
projects have steering groups in place led by a senior executive and regular
In 2022, we announced the Compass Organisation, a significant transformation progress updates are provided to the ULE and Board (where relevant). Sound
to the way Unilever operates through five new Business Groups. We are also project disciplines are used in all transformation projects and these projects
continually engaged in major change projects, including acquisitions and are resourced by dedicated and appropriately qualified personnel.
disposals. These changes drive continuous improvement in our business and
strengthen our portfolio and capabilities.
The digitalisation of our business is led by a dedicated specialist team
Continued digitalisation of our business models and processes, together with together with representatives from all parts of the business
enhancing data management capabilities, is a critical part of our
transformation. to ensure an integrated and holistic approach.
We have an extensive programme of transformation projects. Failure to execute A significant part of the organisational transformation involves the transfer
such initiatives successfully could result in under-delivery of the expected of activities to third parties on and offshore. New ways of working are being
benefits and there could be a significant impact on the value of the business. developed to manage this new business model.
Level of risk: 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
Adverse economic conditions may affect one or more countries, regions or may The breadth of Unilever's portfolio and our geographic reach help to mitigate
extend globally. Unilever operates around the world and is exposed to economic our exposure to any particular localised risk. Our flexible business model
and political instability that may reduce consumer demand for our products, allows us to adapt our portfolio and respond quickly to develop new offerings
disrupt sales operations and/or impact the that suit consumers' and customers' changing needs during economic downturns.
profitability of our operations.
We regularly update our forecast of business
In 2022, organisations have seen significant disruption and cost inflation results and cash flows and, where necessary,
coupled with increased geopolitical tensions, such as the
rebalance investment priorities.
Russia-Ukraine war. Further potential trade
and economic sanctions risk global supply
We believe that many years of exposure to
chain disruption and deep recession. Risks
emerging markets have given us experience
associated with the global energy crisis are
of operating and developing our business
leading to significantly higher energy prices
successfully during periods of economic and
and could disrupt our operations.
political volatility.
Government actions such as trade and economic sanctions, foreign exchange or
price controls can impact on the growth and profitability of our local
operations.
Unilever has more than half of its turnover in emerging markets which can
offer greater growth opportunities but also exposes Unilever to related
economic and political volatility.
Level of risk: Increase
TREASURY AND TAX
Unilever is exposed to a variety of external financial risks in relation to Currency exposures are managed within prescribed limits and by the use of
Treasury financial hedging instruments. Further, operating companies borrow in local
currency except where inhibited by local regulations, lack of local liquidity
and Tax. or local market conditions.
The relative value of currencies can fluctuate widely and could have a We seek to maintain access to global debt markets through short-term and
significant impact on business results. Further, because Unilever consolidates long-term debt programmes. In addition, we maintain significant undrawn
its financial statements in euros it is subject to exchange risks associated committed credit facilities for general corporate purposes as disclosed in
with the translation of the underlying net assets and earnings of its foreign note 16A.
subsidiaries.
Group treasury regularly monitors exposure to our banks, tightening
We are also subject to the imposition of exchange controls by individual counter-party limits where appropriate. Unilever actively manages its banking
countries which could limit our ability to import materials paid in foreign exposures on a daily basis. We regularly assess and monitor counter-party risk
currency or to remit dividends to the parent company. in our suppliers and customers and take appropriate action to manage our
exposures.
A material shortfall in our cash flow could undermine Unilever's credit
rating, impair investor confidence and restrict Unilever's ability to raise Our Global Tax Principles provide overarching governance and we have a process
funds. In times of financial crisis, there is a further risk that we may not in place to monitor compliance with the Tax Principles. We have a Tax Risk
be able to raise funds due to market illiquidity. Framework in place which sets out the controls established to assess and
monitor tax risk for direct and indirect taxes. We monitor proposed changes in
taxation legislation and ensure these are taken into account when we consider
our future business plans.
We are exposed to counter-party risks with banks, suppliers and customers,
which could result in financial losses.
Tax is a complex and evolving area where laws and their interpretation are
changing regularly, leading to the risk of unexpected tax exposures.
International tax reform remains a key focus of attention.
Level of risk: No change
ETHICAL
Unilever's brands and reputation are Our Code of Business Principles and our Code Policies govern the behaviour of
our employees, suppliers, distributors and other third parties who work with
valuable assets and the way in which we operate, contribute to society and us. Our processes for identifying and resolving breaches of our Code of
engage with the world around us is always under scrutiny both internally and Business Principles and our Code Policies are clearly defined and regularly
externally. communicated throughout Unilever. Data relating to such breaches is reviewed
by the ULE and by relevant Board Committees and
helps to determine the allocation of resources for future policy development,
Acting in an ethical manner, consistent with the expectations of customers, process improvement, training and awareness initiatives.
consumers and other stakeholders, is essential for the protection of the
reputation of Unilever and its brands.
Our Responsible Partner Policy helps us to improve the lives of the people in
our supply chains by ensuring human rights are protected and makes a healthy
A key element of our ethical approach to business is to reduce inequality and and safe workplace a mandatory requirement for our suppliers. We have detailed
promote fairness. Our activities touch the lives of millions of people and it safety standards and monitor safety incidents at the highest level.
is our responsibility to protect their rights and help them live well.
Through our Brands with Purpose agenda,
The safety of our employees and the people and communities we work with is
critical. a number of our brands are taking action on societal issues such as fairness
and equality.
Failure to meet these high standards could result in damage to Unilever's
corporate reputation and business results.
Level of risk: No change
LEGAL AND REGULATORY
Compliance with laws and regulations is Unilever is committed to complying with the laws and regulations of the
countries in which we operate. In specialist areas the relevant teams at
an essential part of Unilever's business operations. global, regional or local levels are responsible for setting detailed
standards and ensuring that all employees are aware of and comply with
regulations and laws specific and relevant to their roles.
Unilever is subject to national and regional laws and regulations in such
diverse
Our legal and regulatory specialists are heavily involved in monitoring and
areas as product safety, product claims, trademarks, copyright, patents, reviewing our practices to provide reasonable assurance that we remain aware
competition, health and safety, data privacy, the environment, corporate of and in line with all relevant laws and legal obligations.
governance, listing and disclosure, employment and taxes.
Failure to comply with laws and regulations could expose Unilever to civil
and/or criminal actions leading to damages, fines and criminal sanctions
against us 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.
Level of risk: No change
RELATED PARTY TRANSACTIONS
JOINT VENTURES
The following related party balances existed with joint venture businesses at
31 December:
Related party balances € million € million
2022 2021
Sales to joint ventures 1,158 1,060
Purchases from joint ventures 134 127
Receivables from joint ventures 78 71
Payables to joint ventures 33 36
Loans to joint ventures 226 241
Royalties and service fees 22 20
Significant joint ventures are Unilever FIMA LDA in Portugal, Binzagr Unilever
Distribution in the Middle East, the Pepsi Lipton Tea Partnership in the US
and Pepsi Lipton International Ltd for the rest of the world.
ASSOCIATES
There are no trading balances due to or from associates.
Langholm Capital II was launched in 2009. Unilever has invested €65 million
in Langholm II, with an outstanding commitment at the end of 2022 of €1
million (2021: €1 million). During 2022, Unilever received €1 million
(2021: €32 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 2022, taken as a whole,
is fair, balanced and understandable, and provides the information necessary
for shareholders to assess the Company's position and performance, business
model and strategy;
· The financial statements which have been prepared in accordance
with international financial reporting standards (IFRS) as issued by the
International Accounting Standards Board (IASB), and UK-adopted international
accounting standards give a true and fair view of the assets, liabilities,
financial position and profit or loss of the Company 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 PLC 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 and Non-Executive Director
Andrea Jung Vice-Chairman / Senior Independent Director
Alan Jope Chief Executive Officer
Graeme Pitkethly Chief Financial Officer
Hein Schumacher Non-Executive Director
Judith Hartmann Non-Executive Director
Adrian Hennah Non-Executive Director
Susan Kilsby Non-Executive Director
Ruby Lu Non-Executive Director
Strive Masiyiwa Non-Executive Director
Youngme Moon Non-Executive Director
Nelson Peltz Non-Executive Director
Feike Sijbesma 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. Forward-looking statements also include, but are not limited to,
statements and information regarding the Unilever Group's (the 'Group')
emissions reduction targets and other climate change related matters
(including actions, potential impacts and risks associated therewith). 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 or
outcomes.
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. A number of these
risks have increased as a result of the Russia/Ukraine war.
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.
Further details of potential risks and uncertainties affecting the Group are
described in the Group's filings with the London Stock Exchange and Euronext
Amsterdam, including in the Unilever Annual Report and Accounts 2022 available
on our corporate website.
9 March 2023
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 (mailto:rns@lseg.com)
or visit
www.rns.com (http://www.rns.com/)
.
RNS may use your IP address to confirm compliance with the terms and conditions, to analyse how you engage with the information contained in this communication, and to share such analysis on an anonymised basis with others as part of our commercial services. For further information about how RNS and the London Stock Exchange use the personal data you provide us, please see our
Privacy Policy (https://www.lseg.com/privacy-and-cookie-policy)
. END ACSVKLFBXXLLBBBRecent news on Unilever
See all newsREG - Unilever PLC - Result of AGM
AnnouncementREG - Unilever PLC - Committee Composition
AnnouncementREG - Unilever PLC - Total Voting Rights
AnnouncementREG - Unilever PLC - Q1 2024 Trading Statement
AnnouncementRCS - Circulate Capital - Circulate Capital Appoints Nick Moon as New Chair
Announcement