TIDMULVR
RNS Number : 8421R
Unilever PLC
10 March 2021
Unilever PLC ("Unilever")
2020 Annual Financial Report Announcement
Unilever announces that the following documents are available on
its website www.unilever.com/ara:
Unilever Annual Report and Accounts 2020
Unilever Annual Report on Form 20-F 2020
A copy of each of the documents listed has been submitted to the
National Storage Mechanism and will shortly be available for
inspection at:
https://data.fca.org.uk/#/nsm/nationalstoragemechanism . A copy of
the Unilever Annual Report on Form 20-F 2020 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 2020 Full Year and Fourth Quarter Results for the
year ended 31 December 2020, which were announced on 4 February
2021, 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 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.
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 strategies. We invest in markets
competitive. and segments where we have built,
or are confident that we can build,
Consumer tastes, preferences and competitive advantage.
behaviours are changing more rapidly
than ever before. We see a growing Our brand communication strategies
trend for consumers preferring are designed to optimise digital
brands which both meet their functional communication opportunities. We
needs and have an explicit social develop and customise brand messaging
purpose. content specifically for each
of our chosen communication channels
Technological change is disrupting (both traditional and digital)
our traditional brand communication to ensure that our brand messages
models. Our ability to develop reach our target consumers. Brand
and deploy the right communication, teams are driving social purpose
both 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.
The Covid-19 pandemic has driven Our innovation management process
significant changes in consumer converts category strategies into
habits and demand which is requiring projects which deliver new products
a continuing and rapid evolution to market. We develop product
of our brands. ideas both in house and with selected
partners to enable us to respond
Risk change since last year: Increase 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 and
channels and how these evolve disposal activity is driven by
over time. If Unilever does not our portfolio strategy with a
make optimal strategic investment clear, defined evaluation process.
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 contribution
would reduce demand for those to climate change by committing
of our products that require a to emission reduction targets.
significant amount of water during We have developed roadmaps for
consumer use. It could also lead our two Science Based Target initiative
to an increase in raw material approved commitments: to achieve
and packaging prices or reduced zero emissions in our operations
availability. Governments may by 2030 and to halve the greenhouse
take action to reduce climate gas impact of our products across
change such as the introduction the lifecycle by 2030. In 2021,
of a carbon tax or zero net deforestation we will publish our climate transition
requirements which could impact action plan which will provide
our business through higher costs further details on how we will
or reduced flexibility of operations. achieve our net zero emissions
by 2039 target.
Increased frequency of extreme
weather (storms and floods) could We monitor trends in raw material
cause increased incidence of disruption availability and pricing due to
to our manufacturing and distribution short-term weather impacts, and
network. Climate change could proactively reformulate our products
result therefore in making products where appropriate to ensure continued
less affordable or less available availability of input materials.
for our consumers resulting in
reduced growth and profitability. We monitor governmental developments
around actions to combat climate
Risk change since last year: No change and take proactive action
change to minimise the impact on our
operations. We also advocate for
changes to public policy frameworks
that will enable accelerated
decarbonisation, in line with
the upper level of ambition of
the Paris Agreement on Climate
Change.
---------------------------------------------
PLASTIC PACKAGING
We use a significant amount of We are committed to reducing the
plastic to package our products. amount of postconsumer 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 multiple-use
us to find solutions to reduce packs, wider use of refills, recycling
the amount of plastic we use; and using post-consumer recycled
increase recycling post-consumer materials in innovative ways.
use; and to source recycled plastic We are working on innovative solutions
for use in our packaging. We are through new business models.
also dependent on the work of
our industry partners to create We aim to collect and process
and improve recycling infrastructures more plastic packaging than we
throughout the world. sell, enabled through driving
systematic change in circular
Not only is there a risk around thinking at an industry level
finding appropriate replacement working with partners such as
materials, due to high demand the Ellen MacArthur Foundation.
the cost of recycled plastic or We are also working with governments,
other alternative packaging materials industry partners, suppliers and
could significantly increase in consumers to raise awareness and
the foreseeable future and this find solutions to improve the
could impact our business performance. recycling infrastructure for plastics.
We could also be exposed to higher We are helping consumers to understand
costs as a result of taxes or disposal methods and supporting
fines if we are unable to comply collection schemes and facilities.
with plastic regulations which
would again impact our profitability
and reputation.
Risk change since last year: No
change
---------------------------------------------
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 eCommerce 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
The Covid-19 pandemic has driven for our distributive trade customers.
a rapid increase in online shopping
which means we need to accelerate
development of eCommerce capabilities.
Risk change since last year: Increase
---------------------------------------------
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
key emerging markets where there We regularly review our ways of
can be a high level of competition working to drive speed and simplicity
for a limited talent pool. through our business in order
to remain agile and responsive
The loss of management or other to marketplace trends. We are
key personnel or the inability moving to agile ways of working
to identify, attract and retain to unlock internal capacity and
qualified personnel could make prioritise work based on growth
it difficult to manage the business and impact.
and could adversely affect operations
and financial results.
The wellbeing of our employees
is vital to the success of our
business. Covid-19 has had a significant
impact on their wellbeing, therefore
helping our employees manage the
impact of Covid-19 on their lives
and their ability to work effectively
requires continued focus.
Risk change since last year: Increase
---------------------------------------------
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
Covid-19 is an adverse event that and disaster recovery.
has challenged and continues to
challenge the continuity of our Commodity price risk is actively
supply chain. Maintaining manufacturing managed through forward buying
and logistics operations whilst of traded commodities and other
adhering to changing local regulations hedging mechanisms. Trends are
and meeting enhanced health and monitored and modelled regularly
safety standards requires continued and integrated into our forecasting
focus and flexibility. process.
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.
Risk change since last year: Increase
---------------------------------------------
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 marketplace 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
Given the changes in ways of working their operation to protect our
of all of our employees as well systems and information. Hardware
as our customers and suppliers that runs and manages core operating
as a result of Covid-19 there data is fully backed up with separate
has been an increased reliance contingency systems to provide
on certain elements of our IT real-time backup operations should
infrastructure. We are particularly they ever be required.
reliant on third party experts
in this space and thus the impact We have standardised ways of hosting
of Covid-19 on their operations information on our public websites
also poses a risk for us. and have systems in place to monitor
compliance with appropriate privacy
Risk change since last year: Increase 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: No
change 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
2020 2019
Sales to joint ventures 1,004 839
------------ ------------
Purchases from joint ventures 118 113
------------ ------------
Receivables from joint ventures 80 92
------------ ------------
Payables to joint ventures 43 38
------------ ------------
Loans to joint ventures 255 289
------------ ------------
Royalties and service fees 21 23
------------ ------------
Significant joint ventures are Unilever FIMA Lda for Portugal,
Binzagr Unilever Distribution and Al Gurg Unilever for Middle East,
the Pepsi/Lipton Partnership for the US and Pepsi Lipton
International Ltd for the rest of the world.
ASSOCIATES
There are no trading balances from/to associates.
Langholm Capital II was launched in 2009. Unilever has invested
EUR64 million in Langholm II, with an outstanding commitment at the
end of 2020 of EUR2 million (2019: EUR 11 million). During 2020,
Unilever received EURnil (2019: EURnil) 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 2020, 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 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 / Senior Independent
Alan Jope Director
Graeme Pitkethly Chief Executive Officer
Laura Cha Chief Financial Officer
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. A number of these risks have increased as a result of the
current Covid-19 pandemic.
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.
10 March 2021.
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