Unilever 2006 Annual Report Download - page 7
Download and view the complete annual report
Please find page 7 of the 2006 Unilever annual report below. You can navigate through the pages in the report by either clicking on the pages listed below, or by using the keyword search tool below to find specific information within the annual report.-
1 -
2 -
3 -
4 -
5 -
6 -
7 -
8 -
9 -
10 -
11 -
12 -
13 -
14 -
15 -
16 -
17 -
18 -
19
-
20
-
21
-
22
-
23
-
24
-
25
-
26
-
27
-
28
-
29
-
30
-
31
-
32
-
33
-
34
-
35
-
36
-
37
-
38
-
39
-
40
-
41
-
42
-
43
-
44
-
45
-
46
-
47
-
48
-
49
-
50
-
51
-
52
-
53
-
54
-
55
-
56
-
57
-
58
-
59
-
60
-
61
-
62
-
63
-
64
-
65
-
66
-
67
-
68
-
69
-
70
-
71
-
72
-
73
-
74
-
75
-
76
-
77
-
78
-
79
-
80
-
81
-
82
-
83
-
84
-
85
-
86
-
87
-
88
-
89
-
90
-
91
-
92
-
93
-
94
-
95
-
96
-
97
-
98
-
99
-
100
-
101
-
102
-
103
-
104
-
105
-
106
-
107
-
108
-
109
-
110
-
111
-
112
-
113
-
114
-
115
-
116
-
117
-
118
-
119
-
120
-
121
-
122
-
123
-
124
-
125
-
126
-
127
-
128
-
129
-
130
-
131
-
132
-
133
-
134
-
135
-
136
-
137
-
138
-
139
-
140
-
141
-
142
-
143
-
144
-
145
-
146
-
147
-
148
-
149
-
150
-
151
-
152
-
153
 |
 |
4Unilever Annual Report and Accounts 2006
Report of the Directors (continued)
Chairman’s report (continued)
Conclusion
Irealise I am writing to you for the last time after 35 years
of service with Unilever.
The changes within Unilever over this period have been truly
transformational both in terms of product portfolio and
geographical spread. Our turnover in Western Europe has
declined from 65% to 34% of Unilever sales. The expansion
has been picked up by the developing countries which represent
over 40% of our turnover.
Moreover, 35 years ago 25% of Unilever sales were outside the
fast moving consumer goods sector. Spearheaded by disposals
and acquisitions such as Chesebrough Pond’s and Bestfoods,
Unilever turnover is now focused on around 400 brands, all in
consumer goods categories. Especially spectacular has been the
rise of turnover of our personal care business from 4% of sales
in 1972 to 28% of sales today.
Perhaps the most impressive change since the early seventies is
the step-up of the quality and strength of our brand portfolio.
We have come from a position of no brand achieving a turnover
of over €1 billion, to today’sposition of twelve billion-euro
brands, representing around 55% of Unilever’s turnover.
All these changes together with the underpinning of our Vitality
mission position our company favourably for future growth.
What has not changed over the last four decades is the way
Unilever conducts its business: integrity first and foremost in
all things we undertake together with a keen interest for the
communities and environment in which we work.
It has been a privilege to serve in Unilever over the last 35 years.
Antony Burgmans
Chairman