Unilever Annual Report & Accounts and Form 20-F 2000
Unilever Annual Report & Accounts and Form 20-F 2000
Unilever Annual Report & Accounts and Form 20-F 2000
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18<br />
<strong>Unilever</strong> <strong>Annual</strong> <strong>Report</strong> & <strong>Accounts</strong> <strong>and</strong> <strong>Form</strong> <strong>20</strong>-F <strong>20</strong>00 <strong>Report</strong> of the Directors<br />
Operating review by category<br />
In North America, impulse volumes rose but our packaged ice<br />
cream sales <strong>and</strong> profits fell due to increased price competition.<br />
We virtually completed the worldwide roll-out of our heart<br />
logo. This provides international recognition of our br<strong>and</strong>s<br />
<strong>and</strong> enables us further to concentrate production <strong>and</strong> move<br />
products between different markets.<br />
In 1999, new variants of our leading br<strong>and</strong>s – such as the<br />
Magnum Double – demonstrated innovation in action.<br />
We extended our ranges of multi-packs of impulse products<br />
for in-home consumption <strong>and</strong> strengthened our position in<br />
the growing scooping sector. We also reached out to lower<br />
income consumers with more affordable products, notably<br />
in China <strong>and</strong> South Africa.<br />
In the United Kingdom, the Competition Commission’s<br />
report into the ice cream industry recommended limitations<br />
Culinary <strong>and</strong> frozen foods<br />
Group turnover € million Group operating profit BEIA (a)<br />
<strong>20</strong>00<br />
1999<br />
1998<br />
8 367<br />
6 424<br />
6 605<br />
on both our freezer cabinet <strong>and</strong> distribution arrangements.<br />
We are confident the strength of our br<strong>and</strong>s will sustain<br />
our business.<br />
Beverages Operating profits were up 7%. Volume was on<br />
a par with 1998, reflecting the temporary impact of excise<br />
duties on packaged tea in India. We enjoyed good growth<br />
in Western Europe, Africa <strong>and</strong> Middle East <strong>and</strong> saw a strong<br />
global volume increase of 14% in ready-to-drink tea.<br />
We brought a range of innovations to our product <strong>and</strong> sales<br />
channels. In Europe, we developed our portfolio with the<br />
launch of a new harmonised range of fruit flavoured teas,<br />
Lipton Sun Tea <strong>and</strong> the further roll-out of Tchaé green tea<br />
<strong>and</strong> pyramid tea bags. In the United Kingdom, Brooke Bond<br />
pyramid bags were established as the top br<strong>and</strong>. In North<br />
America, we successfully test-marketed our patent-protected<br />
cold infusion tea bags.<br />
€ million<br />
<strong>20</strong>00<br />
1999<br />
1998<br />
663<br />
665<br />
1 058<br />
Group operating profit € million<br />
<strong>20</strong>00<br />
1999<br />
1998<br />
410<br />
542<br />
613<br />
<strong>20</strong>00 <strong>20</strong>00 1999 1998 Change at constant rates<br />
at current at constant at current at current <strong>20</strong>00 over 1999 over<br />
€ million <strong>20</strong>00 rates 1999 rates (b) 1999 rates 1998 rates 1999 1998<br />
Group turnover 8 367 7 832 6 424 6 605 22% (2)%<br />
Group operating profit BEIA (a) 1 058 986 663 665 49% (2)%<br />
Exceptional items (322) (314) (1<strong>20</strong>) (51)<br />
Amortisation of goodwill <strong>and</strong> intangibles (326) (291) (1) (1)<br />
Group operating profit 410 381 542 613 (30)% (13)%<br />
Group operating margin 4.9% 4.9% 8.4% 9.3%<br />
Group operating margin BEIA (a) 12.6% 12.6% 10.3% 10.1%<br />
(a) Before exceptional items <strong>and</strong> amortisation of goodwill <strong>and</strong> intangibles. (b) See page 7.<br />
<strong>20</strong>00 results compared with 1999<br />
Culinary Culinary volumes rose significantly – reflecting<br />
our acquisition of Bestfoods <strong>and</strong> Amora Maille. Excluding<br />
acquisitions, sales rose by 4%. There were improvements<br />
in all regions except Latin America, where sales of tomatobased<br />
products fell. Growth was particularly strong in Asia<br />
<strong>and</strong> Pacific where sales rose by 10%. In both Western<br />
Europe <strong>and</strong> North America sales grew by 4%.<br />
We continued to apply innovations to our product<br />
formulations, for example, capitalising on Sizzle & Stir’s<br />
great success in the UK with a spicy variant Stir it Up. In<br />
Australia, we successfully launched Continental ethnic<br />
noodle sauces.<br />
In Europe, our market leading position in mayonnaise <strong>and</strong><br />
mustard was extended by the acquisition of Amora Maille,<br />
the major player in these categories in France. In North<br />
America, Just 2 Good salad dressings were launched with<br />
great success <strong>and</strong> sales of Lawry’s marinades continued<br />
growing well. In cooking ingredients, innovations included<br />
a range of Kissan spice blends in India.<br />
Frozen foods Our frozen foods portfolio is now focused on a<br />
few strong br<strong>and</strong>s. In line with our strategy, we made good<br />
progress in cutting less profitable lines. This portfolio<br />
realignment, combined with low cost manufacturing <strong>and</strong><br />
new technologies, contributed to increased margins. The<br />
category is expected to show good, sustainable growth<br />
from the end of <strong>20</strong>01.