DOCSLIB.ORG

Unilever Annual Report on Form 20-F 2020 in This Report

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Unilever Annual Report on Form 20-F 2020 in This Report Disclaimer This is a PDF version of the Annual Report on Form 20-F 2020 and is an exact copy of the document filed with the SEC at www.sec.gov. Certain sections of the Annual Report on Form 20-F 2020 have been audited. These are on pages 112 to 167. The maintenance and integrity of the Unilever website is the responsibility of the Directors; the work carried out by the auditors does not involve consideration of these matters. Accordingly, the auditors accept no responsibility for any changes that may have occurred to the financial statements since they were initially placed on the website. Legislation in the United Kingdom and the Netherlands governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions. Except where you are a shareholder, this material is provided for information purposes only and is not, in particular, intended to confer any legal rights on you. This Annual Report on Form 20-F does not constitute an invitation to invest in Unilever shares. Any decisions you make in reliance on this information are solely your responsibility. The information is given as of the dates specified, is not updated, and any forward-looking statements are made subject to the reservations specified in the cautionary statement on the inside back cover of the Annual Report on Form 20-F 2020. Unilever accepts no responsibility for any information on other websites that may be accessed from this site by hyperlinks. Purpose-led, future-fit Unilever Annual Report on Form 20-F 2020 In this report Strategic Report How our Compass strategy is delivering value for our stakeholders Introduction Our strategy Our stakeholders Performance review 2 At a glance 8 Our strategy 14 Stakeholder review 34 Our performance 4 Chairman’s introduction 12 Our business model 16 Our people 36 Financial review 6 Chief Executive Officer’s 20 Consumers 44 Our risks Q&A 24 Customers 51 Sustainability deep-dives: 26 Suppliers & business climate change and partners plastic 28 Planet & society 60 Non-financial 32 Shareholders information statement Governance Report Financial Statements How we’re running a responsible Our full financial results and and effective business notes for the year 61 Corporate Governance 104 Statement of Directors’ responsibilities 70 Report of the Audit Committee 105 Report of Independent Registered Public Accounting 72 Report of the Corporate Responsibility Committee Firm 74 Report of the Nominating and Corporate 112 Consolidated financial statements Governance Committee 116 Notes to the consolidated financial statements 76 Directors’ Remuneration Report 184 Group Companies 191 Shareholder information 192 Index 193 Additional Information for US Listing Purposes Online You can find more information about Unilever online at Unilever Annual Report on Form 20-F 2020 This document is made up of the Strategic Report, the Governance Report, www.unilever.com the Financial Statements and Notes, and Additional Information for US Listing Purposes. For further information on our sustainability performance The Unilever Group consists of Unilever PLC (PLC) together with the companies it controls. The terms ‘Unilever’, the ‘Group’, ‘we’, ‘our’ and ‘us’ refer to the Unilever Group. www.unilever.com/planet-and-society Our Strategic Report, pages 1 to 60, contains information about us, how we create value and how we run our business. It includes our strategy, business The Unilever Annual Report on Form 20-F 2020 along with model and key performance indicators, as well as our approach to sustainability and risk. The Strategic Report is only part of the Annual Report and Accounts other relevant documents can be downloaded at 2020. The Strategic Report has been approved by the Board and signed on their behalf by Ritva Sotamaa – Group Secretary. www.unilever.com/investor-relations/annual-report-and- Our Governance Report, pages 61 to 103, contains detailed corporate accounts governance information, our Committee reports and how we remunerate our Directors. Our Financial Statements and Notes are on pages 104 to 183. Pages 1 to 192 constitute the Unilever Annual Report and Accounts 2020, which we may also refer to as ‘this Annual Report and Accounts’ throughout this document. The Directors’ Report of PLC on pages 61 to 75, 104 (Statement of Directors’ responsibilities), 134 (Dividends on ordinary capital), 149 to 155 (Treasury Risk Management), 176 (Post balance sheet events) and 190 (Branch disclosure) has been approved by the PLC Board and signed on its behalf by Ritva Sotamaa – Group Secretary. Pages 193 to 203 are included as Additional Information for US Listing Purposes. The events of 2020 have tested the world in ways few anticipated. They also tested the resilience of our business – our people, our operations, our financial strength. While this has not been an easy year, it’s made us a stronger business, better prepared for a fast-changing world. We believe that the world needs businesses like Unilever more than ever. We have responded with speed and agility to protect lives and livelihoods, while growing our business. Driving a progressive agenda on issues like climate, social inequality and the future of work. And serving consumers through our purposeful brands, which are more relevant than ever. Above all, this year has strengthened our commitment to being the global leader in sustainable business, and to showing that our purpose-led, future-fit business model delivers superior performance. 2 Unilever Annual Report on Form 20-F 2020 At a glance As one of the world’s largest consumer goods companies, we’re driven by our purpose to make sustainable living commonplace. A truly global business Strong brands with purpose Our brands are available in over 190 countries Our 400+ brands help people feel good, look good and get more out of life Read more about our brands and consumers 58% on pages 20 to 23 of turnover in emerging markets Around 14 of the top 50 25m consumer goods brands(b) retail outlets in our distribution chain 13 2.5bn brands with turnover people use our of over €1 billion products every day(a) Our financial highlights Turnover Underlying sales Dividends paid growth(c) €51bn 1.9% €4.3bn 2019: €52bn 2019: 2.9% 2019: €4.2bn 2018: €51bn 2018: 3.2% 2018: €4.1bn Underlying operating Operating margin Free cash flow(c) margin(c) 18.5% 16.4% €7.7bn 2019: 19.1% 2019: 16.8% 2019: €6.1bn 2018: 18.6% 2018: 24.8% 2018: €5.4bn (a) Based on a detailed study carried out in 2016. (b) Based on market penetration and consumer interactions (Kantar Brand Footprint report). (c) Free cash flow, underlying operating margin and underlying sales growth are non-GAAP measures. For further information about these measures, and the reasons why we believe they are important for an understanding of the performance of the business, please refer to our commentary on non-GAAP measures on page 39. Unilever Annual Report on Form 20-F 2020 3 Powered by our people Using our scale for good REPORT STRATEGIC Our purposeful and inclusive culture We have an ambitious sustainability agenda attracts the best talent in our markets which is delivering significant impact Read more about our people Read more about the planet & on pages 16 to 19 society on pages 28 to 31 50/50 gender balance in management (female/male)(d) 100% renewable grid electricity globally 67% of agricultural 149,000 raw materials sustainably sourced employees 1.3bn 93% people helped to improve their of our leaders are local health and hygiene since 2010 Read more about our Divisions Our three Divisions on pages 20 to 23 Beauty & Personal Care Foods & Refreshment Home Care What we stand for: What we stand for: What we stand for: To be the most people- and planet- To be a world-class force Making people’s homes a better positive beauty business in the world. for good in food. world, and our world a better home. Our largest categories: Our largest categories: Our largest categories: Deodorants, Hair care, Skin care, Ice cream, Savoury, Fabric solutions, Skin cleansing Dressings, Tea Home and hygiene A selection of our brands: A selection of our brands: A selection of our brands: Axe, Clear, Dove, Lifebuoy, Lux, Ben & Jerry’s, Breyers, Brooke Bond, Cif, Dirt is Good (Omo, Persil), Pond’s, Rexona, Signal, Suave, Heart (Wall’s), Hellmann’s, Knorr, Domestos, Seventh Generation, Sunsilk, TRESemmé, Vaseline Lipton, Magnum, The Vegetarian Sunlight Butcher, Unilever Food Solutions €21.1bn turnover €19.1bn turnover €10.5bn turnover 41% of total turnover 38% of total turnover 21% of total turnover 52% of total operating profit 33% of total operating profit 15% of total operating profit (d) Based on a total management population of 15,161 Unilever employees. 4 Unilever Annual Report on Form 20-F 2020 Chairman’s introduction Nils Andersen reflects on a challenging year and the key actions taken to ensure Unilever remains resilient. Covid-19 cast a dark shadow over the whole of 2020 and on Remuneration behalf of the Board let me start by saying that our thoughts During the second half of 2020, we consulted on our proposed go out to all those who have suffered from the effects of this new Directors’ Remuneration Policy which we propose to terrible pandemic. Equally, we remain deeply thankful to change at the Annual General Meeting in 2021 when our all those front-line workers – including in our own business current policy comes to the end of its three year term. – who have worked tirelessly to help keep others safe and our economies moving forward. Despite the inevitable Subject to shareholder approval, the key change we are and widespread disruption to Unilever’s own business, proposing to our Remuneration Policy is to replace the the Group responded with commendable resilience and current Management Co-Investment Plan (MCIP) with a new ingenuity, delivering a good set of results in very challenging Performance Share Plan (PSP) entirely delinked from the circumstances.
Load more

Recommended publications
  • A Study of Unliever Nigeria Plc by Agu Okoro Agu Pg
    1 ASSESSMENT OF NEW PRODUCT DEVELOPMENT AND MANAGEMENT IN NIGERIA: A STUDY OF UNLIEVER NIGERIA PLC BY AGU OKORO AGU PG/MBA/08/53196 DEPARTMENT OF MARKETING FACULTY OF BUSINESS ADMINISTRATION, UNIVERSITY OF NIGERIA, ENUGU CAMPUS OCTOBER, 2010 2 ASSESSMENT OF NEW PRODUCT DEVELOPMENT AND MANAGEMENT IN NIGERIA: A STUDY OF UNLIEVER NIGERIA PLC BY AGU OKORO AGU PG/MBA/08/53196 BEING A DISSERTATION PRESENTED TO THE DEPARTMENT OF MARKETING IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE AWARD OF MASTER OF BUSINESS ADMINISTRATION (MBA) IN MARKETING UNIVERSITY OF NIGERIA ENUGU CAMPUS SUPERVISOR: Dr. NWAIZUIGBO OCTOBER 2010 3 CERTIFICATION I AGU, OKORO AGU, a graduate student in the Department of Marketing with Registration number PG/MBA/08/53169/ has completed the requirement for course work and research for a Master of Business Administration Degree in Management. The work embodied in this thesis is original and has not been submitted in part or full for any other Diploma or degree of any other university ……………………………… …………………………….. Agu, Okoro Agu Date Student …………………………….. …………………………….. Dr. C. I. Nwaizubgo Date Supervisor ……………………………… …………………………….. Dr. J. O. Nnabuko Date Head of Department 4 APPROVAL PAGE This project was submitted by Agu, Okoro Agu a Postgraduate Student of Marketing Department, with Registration Number PG/MBA/08/53196 and has been approved and accepted by the Department of Marketing, University of Nigeria, Enugu Campus, Enugu. …………………………….. …………………………….. Dr. C. I. Nwaizubgo Date Supervisor ……………………………… …………………………….. Dr. J. O. Nnabuko Date Head of Department 5 DEDICATION This dissertation is dedicated to God Almighty for his mercies, guidance and protection and for making my dream come true.
    [Show full text]
  • Remuneration Policy for the Board of Management of Asml Holding N.V
    REMUNERATION POLICY FOR THE BOARD OF MANAGEMENT OF ASML HOLDING N.V. (VERSION 2021) Remuneration Policy for the Board of Management of ASML Holding N.V. (version 2021) Public Board of Management Remuneration Policy 2021 This remuneration policy for the Board of Management of ASML Holding N.V. (“BoM”) applies as from January 1, 2021 onwards. The remuneration policy was approved by the Supervisory Board (“SB”) of ASML, upon recommendation of its Remuneration Committee (“RC”) and adopted by the General Meeting (“GM”) on 29 April 2021. The Works Council exercised its right to cast its advisory vote prior to adoption. Remuneration as a strategic instrument The remuneration policy supports the long-term development and strategy of the Company in a highly dynamic environment, while aiming to fulfill all stakeholders’ requirements and keeping an acceptable risk profile. More than ever, the challenge for us is to drive technology, to serve our customers and to satisfy our stakeholders. These drivers are embedded in the identity, mission and values of ASML and its affiliated enterprises and are the backbone of the remuneration policy. The SB ensures that the policy and its implementation are linked to the Company’s objectives. The objective of the remuneration policy is to enable ASML to attract, motivate and retain qualified industry professionals for the BoM in order to define and achieve our strategic goals. The policy acknowledges the internal and external context as well as our business needs and long-term strategy. The policy is designed to encourage behavior that is focused on long-term value creation and the long-term interests and sustainability of the Company, while adopting the highest standards of good corporate governance.
    [Show full text]
  • Consumer Superbrands 2019 Top 10 Consumer Superbrands Relevancy
    Consumer Superbrands 2019 Top 10 Consumer Superbrands BRAND CATEGORY LEGO 1 Child Products - Toys and Education Apple 2 Technology - General Gillette 3 Toiletries - Men's Grooming Rolex 4 Watches British Airways 5 Travel - Airlines Coca-Cola 6 Drinks - Non-Alcoholic - Carbonated Soft Drinks Andrex 7 Household - Kitchen Rolls, Toilet Roll and Tissues Mastercard 8 Financial - General Visa 9 Financial - General Dyson 10 Household & Personal Care Appliances Relevancy Index Top 20 BRAND CATEGORY Amazon 1 Retail - Entertainment & Gifts Aldi 2 Retail - Food & Drink Macmillan Cancer Support 3 Charities Netflix 4 Media - TV Google 5 Social, Search & Comparison Sites Lidl 6 Retail - Food & Drink PayPal 7 Financial - General LEGO 8 Child Products - Toys and Education Samsung 9 Technology - General YouTube 10 Social, Search & Comparison Sites Visa 11 Financial - General Heathrow 12 Travel - Airports Purplebricks 13 Real Estate Cancer Research UK 14 Charities Oral-B 15 Toiletries - Oral Care Apple 16 Technology - General Dyson 17 Household & Personal Care Appliances TripAdvisor 18 Travel - Agents & Tour Operators Nike 19 Sportswear & Equipment Disney 20 Child Products - Toys and Education continues... Consumer Superbrands 2019 Category Winners CATEGORY BRAND Automotive - Products Michelin Automotive - Services AA Automotive - Vehicle Manufacturer Mercedes-Benz Charities Cancer Research UK Child Products - Buggies, Seats and Cots Mamas & Papas Child Products - General JOHNSON'S Child Products - Toys and Education LEGO Drinks - Alcoholic - Beer, Ale
    [Show full text]
  • Corporate Governance
    Strategic report Governance and remuneration Financial statements Investor information Corporate Governance In this section Chairman’s Governance statement 78 The Board 80 Corporate Executive Team 83 Board architecture 85 Board roles and responsibilities 86 Board activity and principal decisions 87 Our purpose, values and culture 90 The Board’s approach to engagement 91 Board performance 94 Board Committee information 96 Our Board Committee reports 97 Section 172 statement 108 Directors’ report 109 GSK Annual Report 2020 77 Chairman’s Governance statement In last year’s Governance statement, I explained that our primary Education and focus on Science objective for 2020 was to ensure there was clarity between the Given the critical importance of strengthening the pipeline, Board and management on GSK’s execution of strategy and its the Board has benefitted from devoting a higher proportion of operational priorities. We have aligned our long-term priorities its time in understanding the science behind our strategy and of Innovation, Performance and Trust powered by culture testing its application. It is important that the Board has a and agreed on the metrics to measure delivery against them. working understanding of the key strategic themes upon The Board’s annual cycle of meetings ensures that all major which our R&D strategy is based. These themes have been components of our strategy are reviewed over the course complemented by Board R&D science thematic deep dives. of the year. Our focus was on the fundamentals of our strategy: human The COVID-19 pandemic impacted and dominated all our genetics, the immune system and AI and ML, as well as to lives for the majority of 2020.
    [Show full text]
  • March 1, 2021 RE: PHILIPS TESTIMONY for SF 1160 for SENATE COMMERCE and CONSUMER PROTECTION FINANCE and POLICY COMMITTEE HEARING
    March 1, 2021 RE: PHILIPS TESTIMONY FOR SF 1160 FOR SENATE COMMERCE AND CONSUMER PROTECTION FINANCE AND POLICY COMMITTEE HEARING Dear Chair Dahms, Vice Chair Utke and Members of the Senate Commerce and Consumer Protection Finance and Policy Committee On behalf of Philips, I submit testimony on Minnesota SF 1160. While Philips supports this bill because it reduces barriers to telehealth in many ways, my comments today will uniquely focus on the value of telemonitoring services to enhancing Minnesotans’ healthcare. Philips believes SF 1160 is a great start, but the current language limits the use of telemonitoring to certain patients within narrowly defined parameters. This testimony highlights the following topics: Telemonitoring is an important patient care solution Telemonitoring leads to cost savings Clinicians want the use of telemonitoring Other states are mandating coverage and reimbursement for telemonitoring The medical assistance rules would prevent many patients from accessing telemonitoring Philips suggested changes to SF 1160 Background on Philips: Philips is a health technology company focused on improving people’s health and enabling better outcomes. In Minnesota, Philips employs over 400 workers with facilities in Plymouth and Maple Grove. The company has been an industry leader in transforming telehealth over the last fifteen years, providing telemonitoring solutions across a patient’s care journey, from the ICU, to the emergency room, to the patient’s home.1 We applaud any legislative effort to expand telemonitoring. Telemonitoring is an important patient care solution: Telemonitoring allows providers to continually monitor, collect and analyze a patient’s physiological data to create and manage a patient’s treatment plan.
    [Show full text]
  • The Limits of Arbitrage: Evidence from Dual-Listed Companies
    The Limits of Arbitrage: Evidence from Dual-Listed Companies Abe de Jong Erasmus University Rotterdam [email protected] Leonard Rosenthal Bentley College [email protected] Mathijs A. van Dijk Erasmus University Rotterdam [email protected] May 2003 Correspondence Mathijs A. van Dijk Department of Financial Management (Room F4-21) Erasmus University Rotterdam PO Box 1738 3000 DR Rotterdam THE NETHERLANDS Phone: +31 10 408 2748 Fax : +31 10 408 9017 The Limits of Arbitrage: Evidence from Dual-Listed Companies Abstract We study the limits of arbitrage in international equity markets by examining a sample of dual-listed companies (DLCs). DLCs are the result of a merger in which both companies remain incorporated independently. DLCs have structured corporate agreements that allocate current and future equity cash flows to the shareholders of the parent companies according to a fixed ratio. This implies that in integrated and efficient financial markets, the stock prices of the parent companies will move together perfectly. Therefore, DLCs offer a unique opportunity to study market efficiency and the roles of noise traders and arbitrageurs in equity markets. We examine all 13 known DLCs that currently exist or have existed. We show that for all DLCs large deviations from the theoretical price ratio occur. The difference between the relative price of a DLC and the theoretical ratio is often larger than 10 percent in absolute value and occasionally reaches levels of 20 to 50 percent. Moreover, deviations from parity vary considerably over time for all DLCs. We find that return differentials between the DLC parent companies can to a large extent be attributed to co-movement with domestic stock market indices, consistent with Froot and Dabora (1999).
    [Show full text]
  • To Arrive at the Total Scores, Each Company Is Marked out of 10 Across
    BRITAIN’S MOST ADMIRED COMPANIES THE RESULTS 17th last year as it continues to do well in the growing LNG business, especially in Australia and Brazil. Veteran chief executive Frank Chapman is due to step down in the new year, and in October a row about overstated reserves hit the share price. Some pundits To arrive at the total scores, each company is reckon BG could become a take over target as a result. The biggest climber in the top 10 this year is marked out of 10 across nine criteria, such as quality Petrofac, up to fifth from 68th last year. The oilfield of management, value as a long-term investment, services group may not be as well known as some, but it is doing great business all the same. Its boss, Syrian- financial soundness and capacity to innovate. Here born Ayman Asfari, is one of the growing band of are the top 10 firms by these individual measures wealthy foreign entrepreneurs who choose to make London their operating base and home, to the benefit of both the Exchequer and the employment figures. In fourth place is Rolls-Royce, one of BMAC’s most Financial value as a long-term community and environmental soundness investment responsibility consistent high performers. Hardly a year goes past that it does not feature in the upper reaches of our table, 1= Rightmove 9.00 1 Diageo 8.61 1 Co-operative Bank 8.00 and it has topped its sector – aero and defence engi- 1= Rotork 9.00 2 Berkeley Group 8.40 2 BASF (UK & Ireland) 7.61 neering – for a decade.
    [Show full text]
  • DSM's Integrated Annual Report 2015
    Royal DSM Integrated Annual Report 2015 WorldReginfo - c41a4efa-17eb-497c-8f68-03022dabfb88 WorldReginfo - c41a4efa-17eb-497c-8f68-03022dabfb88 DSM at a glance Nutrition DSM Resins & Functional Materials is a global player in developing, manufacturing and marketing high-quality resins The Nutrition cluster comprises DSM Nutritional Products and solutions for paints, industrial coatings and fiber-optic coatings. DSM Food Specialties.These businesses serve the global Continuous innovation means that customers can meet industries for animal feed, food and beverage, pharmaceutical, regulatory needs and respond better to consumer demands for infant nutrition, dietary supplements and personal care. more sustainable materials. DSM Nutritional Products is one of the world’s leading Innovation Center producers of essential nutrients such as vitamins, carotenoids, nutritional lipids and other ingredients to the feed, food, DSM Innovation Center serves as an enabler and accelerator pharmaceutical and personal care industries. Among its of innovation within DSM as well as providing support to the customers are the world’s largest food and beverage clusters. With its Emerging Business Areas, the Business companies. DSM is uniquely positioned thanks to the Incubator and DSM Venturing & Licensing, the DSM Innovation combination of its broad portfolio of active ingredients, maximum Center has a general business development role, focusing on differentiation through formulation, local presence, a global areas outside the current scope of the business groups. premix network, and a strong focus on innovation. DSM Nutritional Products consists of the following business units: DSM’s Emerging Business Areas provide strong long-term growth platforms based on the company’s core competences Animal Nutrition & Health addresses the nutritional additives in life sciences and materials sciences.
    [Show full text]
  • Royal DSM N.V. Annual Report 2006
    Royal DSM N.V. Annual Report 2006 Brighter Wider Better Together DSM Profile DSM is active worldwide in nutritional and pharma ingredients, performance materials and industrial chemicals. The company develops, produces and sells innovative products and services that help improve the quality of life. DSM’s products are used in a wide range of end-markets and applications, such as human and animal nutrition and health, personal care, pharmaceuticals, automotive and transport, coatings and paint, housing and electrics & electronics (E&E). DSM’s strategy, named Vision 2010 – Building on Strengths, focuses on accelerating profitable and innovative growth of the company’s specialties portfolio. The key drivers of this strategy are market-driven growth and innovation plus an increased presence in emerging economies. The group has annual sales of over €8 billion and employs some 22,000 people worldwide. DSM ranks among the global leaders in many of its fields. The company is headquartered in the Netherlands, with locations in Europe, Asia, Africa, Australia and the Americas. More information about DSM can be found at www.dsm.com. Annual Report 2005 www.dsm.com DSM at a glance DSM’s activities have been grouped into business groups representing coherent product / market combinations. The business group directors report directly to the Managing Board. Nutrition Pharma €2,407m €916m DSM Nutritional Products DSM Pharmaceutical Products DSM Nutritional Products is the world’s largest supplier of nutri- DSM Pharmaceutical Products is one of the world’s leading tional ingredients, such as vitamins, carotenoids (anti-oxidants providers of high quality global custom manufacturing services and pigments), other biochemicals and fine chemicals, and to the pharmaceutical, biotech and agrochemical industries.
    [Show full text]
  • BAB 2 LANDASAN TEORI 2.1 Tinjauan Data 2.1.1 Pengertian Teh
    BAB 2 LANDASAN TEORI 2.1 Tinjauan Data 2.1.1 Pengertian Teh Teh adalah minuman yang mengandung kafein, sebuah minuman yang dibuat dengan cara menyeduh daun, pucuk daun, atau tangkai daun yang di keringkan dari tanaman Camellia sinensis dengan air panas. Teh merupakan minuman yang sudah dikenal dengan luas di Indonesia maupun di dunia. Minuman teh ini umum menjadi minuman sehari-hari. Karena aromanya yang harum serta rasanya yang khas membuat minuman ini banyak dikonsumsi. Namun banyak masyarakat yang kurang mengetahui tentang kelebihan dari minuman tersebut. Manfaat teh antara lain adalah sebagai antioksidan bagi tubuh manusia, dapat memperbaiki sel- sel yang rusak, menghaluskan kulit, melarutkan lemak, mencegah kanker, mencegah penyakit jantung, mengurangi kolesterol dalam darah, dan menghilangkan kantuk. Teh melati merupakan jenis teh yang paling populer di Indonesia. Konsumsi teh di Indonesia sebesar 0,8 kilogram per kapita per tahun masih jauh di bawah negara-negara lain di dunia, walaupun Indonesia merupakan negara penghasil teh terbesar nomor lima di dunia. 2.1.2 Sejarah Teh di Indonesia Tanaman penghasil teh ( Camellia sinensis ) pertama kali masuk ke Indonesia tahun 1684, berupa biji teh dari Jepang yang di bawa oleh seorang berkebangsaan Jerman bernama Andreas Cleyer, dan ditanam sebagai hiasan di Batavia. F. Valentijn, seorang rahib, juga melaporkan tahun 1694, bahwa ia melihat tanaman teh sinensis di halaman rumah gubernur jendral VOC Camphuys, di Batavia. Pada abad ke-18 muali berdiri pabrik-pabrik pengolahan (pengemasan) teh dan di dukung VOC. Setelah berakhirnya pemerintahan Inggris di Nusantara, pemerintahan Hindia Belanda mendirikan Kebun Raya Bogor sebagai kebun botani (1817). Pada tahun 1826 tanaman teh melengkapi koleksi Kebun Raya, diikuti pada tahun 1827 di Kebun 3 4 Percobaan Cisurupan, Garut, Jawa Barat.
    [Show full text]
  • FTSE Factsheet
    FTSE COMPANY REPORT Share price analysis relative to sector and index performance Data as at: 27 March 2020 Brand Architekts Group BAR Personal Goods — GBP 1.2 at close 27 March 2020 Absolute Relative to FTSE UK All-Share Sector Relative to FTSE UK All-Share Index PERFORMANCE 21-Apr-2015 1D WTD MTD YTD Absolute - - - - Rel.Sector - - - - Rel.Market - - - - VALUATION Data unavailable Trailing PE 8.1 EV/EBITDA 7.5 PB 1.1 PCF 3.8 Div Yield 3.9 Price/Sales 1.5 Net Debt/Equity 0.1 Div Payout 31.4 ROE 13.5 DESCRIPTION Data unavailable The principal activities of the is a market leader in the development, formulation, and supply of personal care and beauty products. See final page and http://www.londonstockexchange.com/prices-and-markets/stocks/services-stock/ftse-note.htm for further details. Past performance is no guarantee of future results. Please see the final page for important legal disclosures. 1 of 4 FTSE COMPANY REPORT: Brand Architekts Group 27 March 2020 Valuation Metrics Price to Earnings (PE) EV to EBITDA Price to Book (PB) 28-Feb-2020 28-Feb-2020 28-Feb-2020 80 25 6 70 5 20 60 4 50 15 +1SD +1SD +1SD 40 3 10 Avg 30 Avg Avg 2 20 5 -1SD 1 -1SD 10 -1SD 0 0 0 Mar-2015 Mar-2016 Mar-2017 Mar-2018 Mar-2019 Mar-2015 Mar-2016 Mar-2017 Mar-2018 Mar-2019 Mar-2015 Mar-2016 Mar-2017 Mar-2018 Mar-2019 PZ Cussons 29.7 Watches of Switzerland Group 14.6 Watches of Switzerland Group 10.3 Burberry Group 20.0 Unilever 11.2 Unilever 8.7 Personal Goods 19.5 Personal Goods 11.1 Personal Goods 7.9 Unilever 19.1 Burberry Group 10.7 Burberry Group 4.7 Brand
    [Show full text]
  • St. Petersburg University Graduate School of Management Master in Management Program STAKEHOLDERS' INFLUENCE on ADAPTATION OF
    St. Petersburg University Graduate School of Management Master in Management Program STAKEHOLDERS’ INFLUENCE ON ADAPTATION OF INTERNATIONAL COMPANIES’ CSR STRATEGIES TO RUSSIAN ENVIRONMENT: THE CASE OF FOOD MANUFACTURERS nd Master’s Thesis by the 2 year student Concentration — MIM Semen Sushich Research advisor: Anastasia A. Petrova-Savchenko, PhD, Senior Lecturer St. Petersburg 2021 АННОТАЦИЯ Автор Сушич Семен Григорьевич Название ВКР Влияние заинтересованных сторон на адаптацию стратегий КСО международных компаний в России: кейс производителей продуктов питания Факультет Высшая школа менеджмента Образовательная программа Master in Management Год 2021 Научный руководитель Петрова-Савченко Анастасия Андреевна Описание цели, задач и основных Целью работы является разработка результатов рекомендаций для международных компаний пищевой промышленности для эффективной адаптации стратегий КСО на российском рынке. Для достижения поставленной цели были проведен множественный кейс-анализ международных производителей питания. В ходе исследования было выявлено влияние различных заинтересованных сторон на адаптацию КСО стратегий компаний данного сектора в России. Ключевые слова КСО, стратегия КСО, менеджмент заинтересованных сторон, производители питания, российская среда КСО ABSTRACT Master Student’s Name Sushich Semen Grigoryevitch Master Thesis Title Stakeholders' Influence on Adaptation of International Companies' CSR Strategies to Russian Environment: the Case of Food Manufacturers Faculty Graduate School of Management Educational program Master
    [Show full text]