meeting everyday needs of people everywhere Annual ... - Unilever
meeting everyday needs of people everywhere Annual ... - Unilever
meeting everyday needs of people everywhere Annual ... - Unilever
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Further increase in operating<br />
pr<strong>of</strong>it margins<br />
Underlying volume growth 2%<br />
Total return to shareholders<br />
in top third <strong>of</strong> peer group<br />
Morris Tabaksblat and Niall FitzGerald<br />
Chairmen <strong>of</strong> <strong>Unilever</strong><br />
Our view on 1998 and the way ahead<br />
We are pleased with <strong>Unilever</strong>’s performance in 1998. Net pr<strong>of</strong>its<br />
increased by 16% at constant rates <strong>of</strong> exchange and before all<br />
exceptional items. Net pr<strong>of</strong>it margin on the same basis exceeded 7%<br />
<strong>of</strong> turnover, an all-time high. Operating margins expanded again and<br />
return on capital improved. However, underlying growth in volume in<br />
1998 was little more than half the rate achieved in 1997. Growth was<br />
held back by disruption in emerging markets and by the poor summer<br />
in Northern Europe which affected sales <strong>of</strong> ice cream. There were wide<br />
fluctuations in the value <strong>of</strong> a number <strong>of</strong> currencies. As a consequence,<br />
net pr<strong>of</strong>it improvement before all exceptional items was lower when<br />
expressed at current exchange rates, namely 9% in £ sterling, 10% in<br />
US dollars and 13% in Dutch guilders.<br />
The global reach and regional balance <strong>of</strong> the Company was a significant<br />
factor in our performance in 1998. Almost two thirds <strong>of</strong> our business is<br />
in Western Europe and North America; this helped to maintain<br />
momentum when developing and emerging markets faltered. We<br />
increased market shares in most corporate categories and pr<strong>of</strong>its grew<br />
faster than turnover. Margins improved by 1% <strong>of</strong> turnover in Europe<br />
and North America with the benefits <strong>of</strong> restructuring and a more<br />
efficient supply chain. The combination <strong>of</strong> expert local knowledge and