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UNILEVER PLC
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/S/ T E LOVELL
By T E LOVELL
SECRETARY
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EXHIBIT NUMBER
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EXHIBIT DESCRIPTION
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99
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Notice to London Stock Exchange dated
1 April, 2011
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Exhibit 1: Stock Exchange Announcement dated 4 March 2011 entitled 'Annual Financial Report'
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Exhibit 2: Stock Exchange Announcement dated 16 March 2011 entitled 'Director/PDMR Shareholding'
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Exhibit 3: Stock Exchange Announcement dated 18 March 2011 entitled 'Director/PDMR Shareholding'
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Exhibit 4: Stock Exchange Announcement dated 21 March 2011 entitled 'Director/PDMR Shareholding'
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Exhibit 5: Stock Exchange Announcement dated 22 March 2011 entitled 'Director/PDMR Shareholding'
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Exhibit 6: Stock Exchange Announcement dated 24 March 2011 entitled 'Director/PDMR Shareholding'
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Exhibit 7: Stock Exchange Announcement dated 28 March 2011 entitled 'Unilever issues its first-ever Renminbi Bond'
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Exhibit 8: Stock Exchange Announcement dated 28 March 2011 entitled 'Director/PDMR Shareholding'
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Exhibit 9: Stock Exchange Announcement dated 31 March 2011 entitled 'Annual Information update'
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Description of Risk
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What we are doing to manage the risk
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Economic
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• Decline in business during an economic downturn
• Avoiding customer and supplier default
Unilever's business is dependent on continuing consumer demand for our brands. Reduced consumer wealth driven by adverse economic conditions may result in our consumers becoming unwilling or unable to purchase our products, which could adversely affect our cash flow, turnover, profits and profit margins. In addition we have a large number of global brands, some of which have a significant carrying value as intangible assets: adverse economic conditions may reduce the value of those brands which could require us to impair their balance sheet value.
During economic downturns access to credit could be constrained. This could impact the viability of our suppliers and customers and could temporarily inhibit the flow of day-to-day cash transactions with suppliers and customers via the banks.
Adverse economic conditions may affect one or more countries within a region, or may extend globally. The impact on our overall portfolio will depend on the severity of the economic slowdown, the mix of countries affected and any government response to reduce the impact such as fiscal stimulus, changes to taxation and measures to minimise unemployment.
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The breadth of Unilever's portfolio and our geographic reach help to mitigate local economic risks. We carefully monitor economic indicators and regularly model the impact of different economic scenarios. We monitor consumer behaviour through regular market research and adopt a flexible business model which allows us to adapt our portfolio and respond quickly to develop new offerings that suit consumers' and customers' changing needs during economic downturns. We regularly update our forecast of business results and cash flows and, where necessary, rebalance investment priorities. We undertake impairment testing reviews in accordance with the relevant accounting standards.
We regularly monitor and review the health of our customers and suppliers and implement credit limits and supply substitution arrangements. These reviews are undertaken more frequently during economic downturns.
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Markets
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• Managing the business across globally competitive markets
• Volatility of emerging markets
• Building strategic alliances and partnerships
Unilever operates globally in competitive markets where the activities of other multinational companies, local and regional companies and customers which have a significant private label business may adversely affect our market shares, cash flow, turnover, profits and/or profit margins.
In 2010, more than half of Unilever's turnover came from developing and emerging markets including Brazil, India, Indonesia, Turkey, South Africa, China, Mexico and Russia. These markets are typically more volatile than developed markets, so we are continually exposed to changing economic, political and social developments outside our control, any of which could adversely affect our business. Failure to understand and respond effectively to local market developments could put at risk our cash flow, turnover, profit and/or profit margins.
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Our strategy focuses on investing in markets and segments which we identify as attractive, i.e. where we have or can build competitive advantage and where we can consistently grow sales and margins. Many years of exposure to D&E markets has given us the ability to be able to operate and develop our business successfully during periods of economic, political or social change.
We seek in-fill acquisitions to support our category and geographic ambitions and our New Business Board actively monitors opportunities to invest in potential future businesses, new technologies and different business models.
We identify strategic partnerships with specialists that enable us to leverage external expertise to more efficiently and cost-effectively develop and manage our business.
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Brands and Innovation
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• Design, development and roll-out of consumer/customer relevant products and services
Unilever's Mission is to help people feel good, look good and get more out of life with brands and services that are good for them and good for others. This is achieved by designing and delivering superior branded products/services at relevant price points to consumers across the globe. Failure to provide sufficient funding to develop new products, lack of technical capability in the research and development function, lack of prioritisation of projects and/or failure by operating management to successfully and quickly roll out the products may adversely impact our cash flow, turnover, profit and/or profit margins and may impact our reputation.
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We have processes to monitor external market trends and collate consumer, customer and shopper insight in order to develop long-term category and brand strategies. Our established innovation management process uses comprehensive marketing tools and techniques to convert category strategies into a series of projects, building on internally developed know-how and expertise. It further identifies, prioritises and allocates resources and develops relevant brand communications. We have well-established procedures to plan and execute roll-out of products to our customers.
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Customer
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• Building long-term, mutually beneficial relationships with customers
• Customer consolidation and growth of discount sector
Maintaining successful relationships with our customers is key to ensuring our brands are successfully presented to our consumers and are available for purchase at all times. Any breakdown in the relationships with customers could reduce the availability to our consumers of existing products and new product launches and therefore impact our cash flow, turnover, profits and/or profit margins.
The retail industry continues to consolidate in many of our markets. Further consolidation and the continuing growth of discounters could increase the competitive retail environment by increasing customers' purchasing power, increasing the demand for competitive promotions and price discounts, increase cross-border sourcing to take advantage of pricing arbitrage and thus adversely impact our cash flow, turnover, profits and/or profit margins. Increased competition between retailers could place pressure on retailer margins and increase the counterparty risk to Unilever.
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We build and maintain trading relationships across a broad spectrum of channels ranging from centrally managed, multinational customers, to 'discount' chains and to the 'traditional' trade via distributors in many developing countries. We develop joint business plans with all our key customers, including detailed investment plans and customer service objectives, and regularly monitor progress.
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Financial/Treasury
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• Funding the ongoing operation of the business
• Counterparty default in a financial institution
• Managing currency and interest rate differences and movements
• Efficiently meeting our pension fund and tax obligations
As a global organisation Unilever's asset values, earnings and cash flows are influenced by a wide variety of currencies, interest rates, tax jurisdictions and differing taxes. If we are unable to manage our exposures to any one, or a combination, of these factors, this could adversely impact our cash flow, profits and/or profit margins. A material and significant shortfall in net cash flow could undermine Unilever's credit rating, impair investor confidence and hinder our ability to raise funds, whether through access to credit markets, commercial paper programmes, long-term bond issuances or otherwise. In times of financial market volatility, we are also potentially exposed to counterparty risks with banks.
We are exposed to market interest rate fluctuations on our floating rate debt. Increases in benchmark interest rates could increase the interest cost of our floating rate debt and increase the cost of future borrowings. Our inability to manage the interest cost effectively could have an adverse impact on our cash flow, profits and/or profit margins.
Because of the breadth of our international operations we are subject to risks from changes to the relative value of currencies which can fluctuate widely and could have a significant impact on our assets, cash flow, turnover, profits and/or profit margins. Further, because Unilever consolidates its financial statements in euros it is subject to exchange risks associated with the translation of the underlying net assets of its foreign subsidiaries. We are also subject to the imposition of exchange controls by individual countries which could limit our ability to import materials paid by foreign currency or to remit dividends to the parent company.
Certain businesses have defined benefit pension plans, most now closed to new employees, which are exposed to movements in interest rates, fluctuating values of underlying investments and increased life expectancy. Changes in any or all of these inputs could potentially increase the cost to Unilever of funding the schemes and therefore have an adverse impact on profitability and cash flow.
In view of the current economic climate and deteriorating government deficit positions, tax legislation in the countries in which we operate may be subject to change, which may have an adverse impact on our profits.
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A key target for the Group is to manage our financial affairs so as to maintain our A1/A+ credit rating, which gives us continued access to the global debt markets, even when the overall financial markets are under stress. We seek to manage our liquidity requirements by maintaining access to global debt markets through short-term and long-term debt programmes. In addition, we have committed credit facilities to underpin our commercial paper programme and for general corporate purposes. We regularly update our cash flow forecasts and assess the range of volatility due to pension asset values, interest rates and currencies. We concentrate cash in parent and finance companies to ensure maximum flexibility for meeting changing business needs. We finance our operating subsidiaries through a mixture of retained earnings, third-party borrowings and loans from parent and group companies. Group Treasury regularly monitors exposure to our third-party banks, tightening counterparty limits where appropriate. The Group actively manages its banking exposures on a daily basis.
In order to minimise interest costs and reduce volatility, our interest rate management approach aims to achieve an appropriate balance between fixed and floating rate interest exposures on forecast net debt levels for the next five years. We achieve this through a combination of issuing fixed rate long-term debt and by modifying the interest rate exposure of debt and cash positions through the use of interest rate swaps.
In order to manage currency exposures Unilever's operating companies are required to manage trading and financial foreign exchange exposures within prescribed limits and by the use of forward foreign exchange contracts. Regional groups monitor compliance with this requirement. Further, operating companies borrow in local currency except where inhibited by local regulations, lack of local liquidity or local market conditions. For those countries that, in the view of management, have a substantial retranslation risk we may decide to hedge such net investment through the use of foreign currency borrowing or forward exchange contracts.
Our pension investment standards require us to invest across a range of equities, bonds, property, hedge funds and cash such that the failure of any single investment will not have a material impact on the overall value of assets. The majority of assets, including those held in our 'pooled' investment vehicle, 'Univest', are managed by external fund managers and are regularly monitored by pension trustees and central pensions and investment teams.
On tax, we maintain high quality tax compliance procedures and documentation, execute prudent tax planning strategies and make proper provision for current and deferred taxation. Deferred tax assets are reviewed regularly for recoverability.
Further information on financial instruments and treasury risk management is included in note 15 on pages 98 to 104.
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Consumer safety and environmental sustainability
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• Maintaining high social and environmental standards
• Designing and producing products that are safe for consumers
• Building a sustainable business
Unilever has developed a strong corporate reputation over many years for its focus on social and environmental issues, including promoting sustainable renewable resources.
The Unilever brand logo is now displayed on all our products, and increasingly displayed in our advertising, increasing our external exposure. In 2010 we launched the Unilever Sustainable Living Plan that sets out our social and environmental ambitions for the coming decade.
The environmental measures that we regard as most significant are those relating to CO2 from energy that we use, the water we consume as part of our production processes and the amount of waste that we generate for disposal (see page 2). Failure to design products with a lower environmental footprint could damage our reputation and hence long-term cash flow, turnover, profits and/or profit margins.
Should we fail to meet high product safety, social, environmental and ethical standards across all our products and in all our operations and activities it could impact our reputation, leading to the rejection of products by consumers, damage to our brands including growth and profitability, and diversion of management time into rebuilding our reputation.
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Our Code of Business Principles, Supplier Code and other operational and business policies are designed to ensure that we consistently maintain high social and environmental standards, and we have established processes to track performance in these areas. The Unilever Sustainable Living Plan benefits from the insights of the Unilever Sustainable Development Group, comprising five external specialists in corporate responsibility and sustainability, that guide and critique the development of our strategy.
Progress against the ambitions in the Sustainable Living Plan will be monitored by the Unilever Executive and Board and progress published annually.
Detailed operational policies and procedures ensure that quality and safety are built in to the design, manufacture and distribution of all of our products. Procedures are also in place to respond quickly to consumer safety and quality incidents including provision to initiate product recalls where necessary.
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Operations
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• Securing raw materials and key third-party services
• Maintaining safe, secure and operational production and distribution capability
• Maintaining a competitive cost structure
• Handling major incidents and crises
Our ability to make products is dependent on securing timely and cost-effective supplies of production materials, some of which are globally traded commodities. The price of commodities and other key materials, labour, warehousing and distribution fluctuates according to global economic conditions, which can have a significant impact on our product costs. We saw commodity prices rise during the second half of 2010 and this looks set to continue in 2011. If we are unable to increase prices to compensate for higher input costs, this could reduce our cash flow, profits and/or profit margins. If we increase prices more than our competitors, this could undermine our competitiveness and hence market shares.
Further, two-thirds of the raw materials that we buy come from agriculture. Changing weather patterns, water scarcity and unsustainable farming practices threaten the long-term viability of agricultural production. A reduction in agricultural production may limit our ability to manufacture products in the long term.
We are dependent on regional and global supply chains for the supply of raw materials and services and for the manufacture, distribution and delivery of our products. We may be unable to respond to adverse events occurring in any part of this supply chain such as changes in local legal and regulatory schemes, labour shortages and disruptions, environmental and industrial accidents, bankruptcy of a key supplier or failure to deliver supplies on time and in full, which could impact our ability to deliver orders to our customers. Any of the foregoing could adversely impact our cash flow, turnover, profits and/or profit margins and harm our reputation and our brands.
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We have processes in place to monitor short- and long-term raw material demand forecasts. These are used to determine future production requirements and facilitate the forward-buying of traded commodities to reduce future volatility of commodity costs.
We have contingency plans to enable us to secure alternative key material supplies at short notice, to transfer/share production between manufacturing sites and to use substitute materials in our product formulations and recipes.
We have programmes of regular preventative maintenance for key lines and production sites. We have in place mandatory occupational health and safety policies to ensure the well-being and safety of our employees, including procedures for regular self-certification.
We regularly undertake value improvement programmes to identify cost/value opportunities in direct and indirect costs. We benchmark internal product and service costs against external providers and we regularly model our production, distribution and warehousing capability to optimise capacity utilisation and cost.
We routinely assess potential threats to our operations that could, if they materialise, give rise to a major incident or crisis. We review the appropriateness of our incident response, business continuity and disaster recovery plans taking into account external developments.
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People and Talent
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• Attracting, developing and retaining a skilled workforce to build and maintain a fit-for-purpose organisation
Attracting, developing and retaining talented employees is essential to the delivery of our strategy. If we fail to determine the appropriate mix of skills required to implement our strategy and subsequently fail to recruit or develop the right number of appropriately qualified people, or if there are high levels of staff turnover, this could adversely affect our ability to operate successfully, and hence grow our business and effectively compete in the marketplace.
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Resource Committees have been established and implemented throughout our business. These committees have responsibility for identifying future skills and capability needs, defining career paths and professional training programmes, benchmarking the elements of reward structures, both short- and long-term, and identifying the key talent and leaders of the future. Regular internal surveys are conducted to gauge employee views and obtain feedback.
We have an integrated management development process which includes regular performance review, underpinned by a common set of 'Standards of Leadership' behaviours, skills and competency profiling, mentoring, coaching and training.
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Legal and regulatory
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• Complying with and anticipating new legal and regulatory requirements
Unilever is subject to local, regional and global rules, laws and regulations, covering such diverse areas as product safety, product claims, trademarks, copyright, patents, employee health and safety, the environment, corporate governance, listing and disclosure, employment and taxes. Important regulatory bodies in respect of our business include the European Commission and the US Food and Drug Administration. Failure to comply with laws and regulations could leave Unilever open to civil and/or criminal legal challenge and, if upheld, fines or imprisonment imposed on us or our employees. Further, our reputation could be significantly damaged by adverse publicity relating to such a breach of laws or regulations and such damage could extend beyond a single geography.
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There is a Code Policy on legal consultation which sets out our commitment to complying with laws and regulations of the countries in which we operate and the specific activities and processes for which employees must seek the agreement of internal legal counsel in advance of making a commitment. In specialist areas the relevant teams at global, regional or local level are responsible for setting detailed standards and ensuring that all employees are aware and comply with regulations and laws specific and relevant to their roles. Internal competition law compliance procedures and training are reinforced and enhanced on an ongoing basis.
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Integration of acquisitions, restructuring and change management
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• M&A integration
• Delivering major restructuring projects effectively
Since 2009, Unilever has announced €4.6 billion of acquisitions and our global and regional restructuring programmes will continue in 2011. In the event that we are unable to successfully implement these changes in a timely manner or at all, or effectively manage third-party relationships and/or outsourced processes, we may not be able to realise some or all of the anticipated expense reductions. In addition, because some of the restructuring changes involve important functions, any disruption could harm the operations of our business, our reputation and/or relationship with our employees.
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All M&A and significant global and regional restructuring projects are sponsored by a Unilever Executive member. Regular progress updates are provided to the Unilever Executive.
Sound project disciplines are used in all M&A and restructuring projects: clearly articulated project objectives, scope and deliverables; an approved and properly authorised business case updated over time as necessary; detailed and up-to-date project planning; resourcing by appropriately qualified personnel; an effective communication and change management plan; and proper closure, where learnings are captured and disseminated.
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Other risks
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Unilever is exposed to varying degrees of risk and uncertainty related to other factors including physical, environmental, political, social and terrorism risks within the environments in which we operate, failure to complete planned divestments, taxation risks, failure to resolve insurance matters within current estimates and changing priorities of our boards of directors. All these risks could materially affect the Group's business, our turnover, operating profits, net profits, net assets and liquidity. There may be risks which are unknown to Unilever or which are currently believed to be immaterial.
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Related party balances
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€ million
2010
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€ million
2009
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Trading and other balances due from joint ventures
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233
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231
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Trading and other balances due from/(to) associates
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-
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5
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Name
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Function
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Michael Treschow
Jeroen van der Veer
Paul Polman
Jean-Marc Huët
Louise Fresco
Ann Fudge
Charles Golden
Byron Grote
Hixonia Nyasulu
Sir Malcolm Rifkind
Kees Storm
Paul Walsh
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Chairman
Vice-Chairman
Chief Executive Officer
Chief Financial Officer
Non-Executive Director
Non-Executive Director
Non-Executive Director
Non-Executive Director
Non-Executive Director
Non-Executive Director
Non-Executive Director
Non-Executive Director
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Purchased Shares
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Matching Shares
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Mr R J-M S Huët (Director)
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5,047
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5,047
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Mr P G J M Polman (Director)
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9,932
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9,932
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Purchased Shares
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Matching Shares
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Mr D A Baillie (PDMR)
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8,489
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8,489
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Professor G Berger (PDMR)
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5,128
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5,128
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Mr D Lewis (PDMR)
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6,189
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6,189
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Mr H Manwani (PDMR)
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10,120
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10,120
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Mr P-L Sigismondi (PDMR)
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5,182
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5,182
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Mr K F Weed (PDMR)
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7,169
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7,169
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Mr J Zijderveld (PDMR)
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8,760
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8,760
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Purchased Shares
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Matching Shares
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Mr M B Polk (PDMR)
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12,015
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12,015
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Mr D A Baillie (PDMR)
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18,005
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Professor G Berger (PDMR)
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15,113
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Mr R J-M S Huët (Director)
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32,665
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Mr D Lewis (PDMR)
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12,819
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Mr H Manwani (PDMR)
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15,518
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Mr P G J M Polman (Director)
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47,173
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Mr P-L Sigismondi (PDMR)
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16,024
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Mr K F Weed (PDMR)
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12,819
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Mr J Zijderveld (PDMR)
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10,150
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Mr M B Polk (PDMR)
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46,722
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Mr D A Baillie (PDMR) - 197 Ordinary 3 1/9 pence shares
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Professor G Berger (PDMR) - 160 Ordinary 3 1/9 pence shares
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Mr J-M Huët (Director) - 350 Ordinary 3 1/9 pence shares
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Mr D Lewis (PDMR) - 200 Ordinary 3 1/9 pence shares
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Mr H Manwani (PDMR) - 165 Ordinary 3 1/9 pence shares
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Mr P G J M Polman (Director) - 500 Ordinary 3 1/9 pence shares
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Mr P L Sigismondi (PDMR) - 126 Ordinary 3 1/9 pence shares
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Mr K C F Weed (PDMR) - 200 Ordinary 3 1/9 pence shares
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Mr J Zijderveld (PDMR) - 115 Ordinary 3 1/9 pence shares
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The above transactions were carried out in the UK.
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Mr M B Polk (PDMR) - 416 American Depositary Receipts each representing 1 Ordinary 3 1/9 pence share
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The above transactions were carried out in the USA.
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Mr M B Polk (PDMR)
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- Plan Year 2004: 10 American Depositary Receipts each representing 1 Ordinary 3 1/9 pence share
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- Plan Year 2005: 26 American Depositary Receipts each representing 1 Ordinary 3 1/9 pence share
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- Plan Year 2006: 16 American Depositary Receipts each representing 1 Ordinary 3 1/9 pence share
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The above transaction was carried out in the USA.
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Mr D Lewis (PDMR)
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- Plan Year 2008: 15 Ordinary 3 1/9 pence shares
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- Plan Year 2009: 11 Ordinary 3 1/9 pence shares
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Mr K C F Weed (PDMR)
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- Plan Year 2008: 18 Ordinary 3 1/9 pence shares
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- Plan Year 2009: 24 Ordinary 3 1/9 pence shares
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Mr J Zijderveld (PDMR)
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- Plan Year 2009: 25 Ordinary 3 1/9 pence shares
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The above transactions were carried out in the UK.
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Mr D Lewis (PDMR) - 197 Ordinary 3 1/9 pence shares
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Mr K C F Weed (PDMR) - 112 Ordinary 3 1/9 pence shares
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Mr J Zijderveld (PDMR) - 355 Ordinary 3 1/9 pence shares
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The above transactions were carried out in the UK.
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- Exercise of 22,545 options granted March 2004 under the Unilever PLC ADR Executive Share Option Scheme at an option price of US$21.42 per Unilever PLC American Depositary Receipts (PLC ADRs) each representing 1 Ordinary 3 1/9 pence share. Mr Polk subsequently sold 22,545 Unilever PLC American Depositary Receipts (PLC ADRs) each representing 1 Ordinary 3 1/9 pence at a price of US$29.7220 per share.
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- Sale of 20,000 Unilever PLC American Depositary Receipts (PLC ADRs) each representing 1 Ordinary 3 1/9 pence share at a price of US$29.70 per share.
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Description of the nature of the Information
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Place of Filing
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Where information can be obtained
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Date of Publication
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Director/PDMR Shareholding
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London
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RNS
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28 March 2011
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Unilever issues its first-ever Renminbi Bond
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London
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RNS
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28 March 2011
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Director/PDMR Shareholding
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London
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RNS
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24 March 2011
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Unilever sells Sanex and acquires laundry business
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London
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RNS
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23 March 2011
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Director/PDMR Shareholding
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London
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RNS
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22 March 2011
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|
Director/PDMR Shareholding
|
London
|
RNS
|
21 March 2011
|
|
Director/PDMR Shareholding
|
London
|
RNS
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18 March 2011
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|
Director/PDMR Shareholding
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London
|
RNS
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16 March 2011
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Annual Financial Report
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London
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RNS
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4 March 2011
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UNILEVER BOARD CHANGE
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London
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RNS
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1 March 2011
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Director/PDMR Shareholding
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London
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RNS
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11 February 2011
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2010 FULL YEAR AND FOURTH QUARTER RESULTS
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London
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RNS
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3 February 2011
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ALBERTO CULVER SHAREHOLDER APPROVAL
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London
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RNS
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20 December 2010
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Director/PDMR Shareholding
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London
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RNS
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16 December 2010
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UNILEVER BOARD CHANGE
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London
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RNS
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9 December 2010
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UNILEVER COMPLETES SARA LEE ACQUISITION
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London
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RNS
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6 December 2010
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Unilever move to Quarterly Trading Statements 2011
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London
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RNS
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26 November 2010
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Director/PDMR Shareholding
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London
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RNS
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22 November 2010
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UNILEVER FURTHER STRENGTHENS HOME & PERSONAL CARE
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London
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RNS
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17 November 2010
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Director/PDMR Shareholding
|
London
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RNS
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9 November 2010
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Director/PDMR Shareholding
|
London
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RNS
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8 November 2010
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3rd Quarter Results
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London
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RNS
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4 November 2010
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Director/PDMR Shareholding
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London
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RNS
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1 October 2010
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UNILEVER TO ACQUIRE ALBERTO CULVER
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London
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RNS
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27 September 2010
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Director/PDMR Shareholding
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London
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RNS
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17 September 2010
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|
Director/PDMR Shareholding
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London
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RNS
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13 August 2010
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Director/PDMR Shareholding
|
London
|
RNS
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11 August 2010
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Director/PDMR Shareholding
|
London
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RNS
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10 August 2010
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2nd Quarter Results 2010
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London
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RNS
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5 August 2010
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Notice of Results
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London
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RNS
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22 July 2010
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UNILEVER SELLS ITALIAN FROZEN FOOD BUSINESS
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London
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RNS
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19 July 2010
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Director/PDMR Shareholding
|
London
|
RNS
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|
|
Director/PDMR Shareholding
|
London
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RNS
|
30 June 2010
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|
Director/PDMR Shareholding
|
London
|
RNS
|
21 June 2010
|
|
Director/PDMR Shareholding
|
London
|
RNS
|
18 June 2010
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|
Director/PDMR Shareholding
|
London
|
RNS
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26 May 2010
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|
Director Declaration
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London
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RNS
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14 May 2010
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Result of AGM
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London
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RNS
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12 May 2010
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Unilever N.V. Preference Shares
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London
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RNS
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10 May 2010
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Publication of Prospectus
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London
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RNS
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6 May 2010
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1st Quarter Results
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London
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RNS
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29 April 2010
|
|
Notice of Results
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London
|
RNS
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15 April 2010
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|
Annual Information Update
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London
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RNS
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31 March 2010
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|
Description of the Nature of the Information
|
Place of Filing
|
Where information can be obtained
|
Date of Publication
|
|
Alteration to Memorandum and Articles
|
London
|
Companies House
|
15 October 2010
|
|
Secretary Appointed - Tonia Erica Lovell
|
London
|
Companies House
|
14 July 2010
|
|
Appointment Terminated - Secretary, Stephen Williams
|
London
|
Companies House
|
14 July 2010
|
|
Return made up to 16 May 2010; full list of members
|
London
|
Companies House
|
17 June 2010
|
|
Group of Companies' Accounts made up to 31 December 2009
|
London
|
Companies House
|
2 June 2010
|
|
Director Appointed - Malcolm Rifkind
|
London
|
Companies House
|
26 May 2010
|
|
Director Appointed - Raoul Jean-Marc Sidney Huet
|
London
|
Companies House
|
26 May 2010
|
|
Appointment Terminated - Director Narayana Murthy
|
London
|
Companies House
|
26 May 2010
|
|
Resolution: Alteration to Memorandum and Articles
- Authority: purchase shares other than from capital
|
London
|
Companies House
|
26 May 2010
|
|
Resolution: Authorised allotment of shares and debentures
- Statement of Company's Objects
|
London
|
Companies House
|
26 May 2010
|
|
Appointment Terminated - Wim Dik
|
London
|
Companies House
|
26 May 2010
|
|
Appointment Terminated - Leon Brittan of Spennithorne
|
London
|
Companies House
|
26 May 2010
|
|
3. DOCUMENTS PUBLISHED OR SENT TO SHAREHOLDERS OR FILED WITH THE HEMSCOTT NATIONAL STORAGE MECHANISM
|
|
Date
|
Description
|
|
30 March 2011
|
Unilever PLC Chairman's Letter and Notice of Meeting 2011
|
|
4 March 2011
|
Unilever Annual Report and Accounts 2010
Unilever Annual Report on Form 20-F 2010
|
|
Format
|
Description
|
Date
|
|
|
6-K
|
Report of foreign issuer [Rules 13a-16 and 15d-16]
|
30 March 2011
|
|
|
Acc-no: 0000950123-11-021976 (34 Act) Size: 11 MB
|
|||
|
6-K
|
Report of foreign issuer [Rules 13a-16 and 15d-16]
|
25 March 2011
|
|
|
Acc-no: 0001191638-11-000260 (34 Act) Size: 29 KB
|
|||
|
20-F
|
Annual and transition report of foreign private issuers
[Sections 13 or 15(d)]
|
4 March 2011
|
|
|
6-K
|
Report of foreign issuer [Rules 13a-16 and 15d-16]
|
4 March 2011
|
|
|
Acc-no: 0000950123-11-021976 (34 Act) Size: 11 MB
|
|||
|
6-K
|
Report of foreign issuer [Rules 13a-16 and 15d-16]
|
1 March 2011
|
|
|
Acc-no: 0001191638-11-000260 (34 Act) Size: 29 KB
|
|||
|
6-K
|
Report of foreign issuer [Rules 13a-16 and 15d-16]
|
1 March 2011
|
|
|
Acc-no: 0001191638-11-000251 (34 Act) Size: 33 KB
|
|||
|
6-K
|
Report of foreign issuer [Rules 13a-16 and 15d-16]
|
4 February 2011
|
|
|
Acc-no: 0000950123-11-009030 (34 Act) Size: 453 KB
|
|||
|
6-K
|
Report of foreign issuer [Rules 13a-16 and 15d-16]
|
3 February 2011
|
|
|
Acc-no: 0001191638-11-000112 (34 Act) Size: 586 KB
|
|||
|
6-K
|
Report of foreign issuer [Rules 13a-16 and 15d-16]
|
4 January 2011
|
|
|
Acc-no: 0001191638-11-000007 (34 Act) Size: 44 KB
|
|||
|
6-K
|
Report of foreign issuer [Rules 13a-16 and 15d-16]
|
20 December 2010
|
|
|
Acc-no: 0001191638-10-001452 (34 Act) Size: 30 KB
|
|||
|
6-K
|
Report of foreign issuer [Rules 13a-16 and 15d-16]
|
9 December 2010
|
|
|
Acc-no: 0001191638-10-001422 (34 Act) Size: 37 KB
|
|||
|
6-K
|
Report of foreign issuer [Rules 13a-16 and 15d-16]
|
6 December 2010
|
|
|
Acc-no: 0001191638-10-001412 (34 Act) Size: 30 KB
|
|||
|
6-K
|
Report of foreign issuer [Rules 13a-16 and 15d-16]
|
1 December 2010
|
|
|
Acc-no: 0001191638-10-001400 (34 Act) Size: 54 KB
|
|||
|
6-K
|
Report of foreign issuer [Rules 13a-16 and 15d-16]
|
17 November 2010
|
|
|
Acc-no: 0001191638-10-001347 (34 Act) Size: 33 KB
|
|||
|
6-K
|
Report of foreign issuer [Rules 13a-16 and 15d-16]
|
5 November 2010
|
|
|
Acc-no: 0000950123-10-101482 (34 Act) Size: 969 KB
|
|||
|
6-K
|
Report of foreign issuer [Rules 13a-16 and 15d-16]
|
4 November 2010
|
|
|
Acc-no: 0001191638-10-001283 (34 Act) Size: 594 KB
|
|||
|
6-K
|
Report of foreign issuer [Rules 13a-16 and 15d-16]
|
2 November 2010
|
|
|
Acc-no: 0001191638-10-001272 (34 Act) Size: 29 KB
|
|||
|
6-K
|
Report of foreign issuer [Rules 13a-16 and 15d-16]
|
4 October 2010
|
|
|
Acc-no: 0001191638-10-001182 (34 Act) Size: 49 KB
|
|||
|
6-K
|
Report of foreign issuer [Rules 13a-16 and 15d-16]
|
27 September 2010
|
|
|
Acc-no: 0001191638-10-001147 (34 Act) Size: 43 KB
|
|||
|
6-K
|
Report of foreign issuer [Rules 13a-16 and 15d-16]
|
1 September 2010
|
|
|
Acc-no: 0001191638-10-001055 (34 Act) Size: 41 KB
|
|||
|
6-K/A
|
[Amend]
Report of foreign issuer [Rules 13a-16 and 15d-16]
|
6 August 2010
|
|
|
Acc-no: 0001191638-10-000943 (34 Act) Size: 7 MB
|
|||
|
6-K
|
Report of foreign issuer [Rules 13a-16 and 15d-16]
|
5 August 2010
|
|
|
Acc-no: 0001191638-10-000936 (34 Act) Size: 2 MB
|
|||
|
6-K
|
Report of foreign issuer [Rules 13a-16 and 15d-16]
|
2 August 2010
|
|
|
Acc-no: 0001191638-10-000912 (34 Act) Size: 65 KB
|
|||
|
6-K
|
Report of foreign issuer [Rules 13a-16 and 15d-16]
|
1 July 2010
|
|
|
Acc-no: 0001191638-10-000789 (34 Act) Size: 103 KB
|
|||
|
6-K
|
Report of foreign issuer [Rules 13a-16 and 15d-16]
|
1 July 2010
|
|
|
Acc-no: 0001191638-10-000788 (34 Act) Size: 342 KB
|
|||
|
6-K
|
Report of foreign issuer [Rules 13a-16 and 15d-16]
|
2 June 2010
|
|
|
Acc-no: 0001191638-10-000696 (34 Act) Size: 342 KB
|
|||
|
6-K
|
Report of foreign issuer [Rules 13a-16 and 15d-16]
|
4 May 2010
|
|
|
Acc-no: 0001191638-10-000536 (34 Act) Size: 37 KB
|
|||
|
6-K
|
Report of foreign issuer [Rules 13a-16 and 15d-16]
|
29 April 2010
|
|
|
Acc-no: 0001191638-10-000512 (34 Act) Size: 829 KB
|
|||
|
6-K
|
Report of foreign issuer [Rules 13a-16 and 15d-16]
|
1 April 2010
|
|
|
Acc-no: 0001191638-10-000386 (34 Act) Size: 581 KB
|
|||
|
6-K
|
Report of foreign issuer [Rules 13a-16 and 15d-16]
|
31 March 2010
|
|
|
Acc-no: 0000950123-10-030606 (34 Act) Size: 3 MB
|