Paul Polman


Last quote by Paul Polman

We anticipate accelerating growth in the second half of the year driven by the phasing of our innovation plans and step-up in brand and marketing
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Jul 20 2017 Heinz
We found 16 articles in which Paul Polman said something. The most recent Paul Polman’s quote is: “Our first-half results show continued growth well ahead of our markets and a substantial step-up in profitability despite the persisting volatile global trading environment. It once more shows the validity of Unilever's long-term compounding growth model.”. In addition, all sources we refer have quoted Paul Polman 37 times. On this page, you will find all of Paul Polman’s quotes organized by date and topic.
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Paul Polman quotes

May 20 2017 - Unilever

PWe need to put the right group of people together who can put a recommendation to the government. And Unilever is happy to be part of that. Right now, for Unilever, it would be an important decision in terms of where we would have our centre of

May 20 2017 - Unilever

We don't have the answer yet. If you have an HQ, you need to know what the movement of people is, the tax jurisdiction, the corporate governance code, the tax laws, and whether you can have a big enough shareholder base. These are not easy decisions. That is why it is absolutely important that we work together with the UK government and the Dutch government. We have a deep bench of talented people that stay with us, people who go through tougher times and better

May 11 2017 - Unilever

What you see is consumer-direct [trends], so we bought Dollar Shave Club. Millennials are Ben & Jerry consumers, Seven Generation consumers. We just bought a very cool brand, Sir Kensington, which is in

May 11 2017 - Unilever

I come from a part of the Netherlands where we keep our heads down and deliver, and delivered we have done. Our top line growth over the last eight years has been 5 percent a year on average in a market that's only growing half. Our shareholder return has been over 200 percent. The market is changing very fast, Jim, and consumers are changing very fast. And you have two millennial kids and they are totally different from what we were, and normally, the saying would go, Wait until they start working and pay tax and they turn out like us.' It's not the case anymore and you know

May 11 2017 - Unilever

In the end, our strategy ... in investing is Warren's strategy. And my returns have been higher in the last eight years than Warren's returns. So I think it's better if he leaves us with what we know how to do well. We've only accelerated that in the last eight years, so there is nothing wrong. Double the market growth, enormous returns. And here, you see two conflicting models: us, a long term compounding growth model, and someone here that really hasn't proven that they can

Apr 08 2017 - Unilever

That fast money coming in; do they have the same rights as a shareholder that has been with you for a longer period of time? Some countries make distinctions. The US has very high protection measures that are put in, that are called 'poison pills'. One of these papers out there said I want protection. I've never said that. I've really never said that. In the UK, although you have it written that the board needs to protect the interests of a broad range of stakeholders, it is very much shareholder oriented. Some other countries have a broader

Apr 08 2017 - Unilever

It's like an earthquake or a natural disaster – you cannot be prepared for all the scenarios you have to deal

Apr 08 2017 - Heinz

I don't want to be Churchill so this was not a time for rousing speeches. You want to be very sure that as you fight this battle that the people that are there are aligned with

Apr 08 2017 - Heinz

I have to find a balance between not giving up on our long-term sustainable compounding

Apr 08 2017 - Heinz

We had no idea. We thought they'd be interested in some part of our business and they'd come back with a

Apr 08 2017 - Heinz

When Heinz was for sale, which wasn't long ago, we were not interested because we thought it didn't fit. When Kraft was for sale, we came to the same conclusion. These are fundamentally different businesses and the synergies between us and them were difficult to see. The value creation was difficult to

Apr 08 2017 - Heinz

Some people say to me why do you spend so much time on this? And my answer really is, I'm fortunate enough to get this job when I don't have children at home any more. I have a supportive wife, I really like what I'm doing, so for me the weekends are the same as the

Apr 08 2017 - Heinz

We continue to invest very heavily in the UK with our research centres that are here, Port Sunlight has had a major investment and we've added jobs there. One of these papers out there said I want protection. I've never said that. I've really never said that. What I said is that when [Kraft's bid for] Cadbury happened in the UK we took some lessons from it. When Pfizer tried to take over AstraZeneca, we took lessons from that. What I said was, Wouldn't it be right to debrief, and see are there lessons here we can learn to put ourselves in a better position?feedback

Apr 08 2017 - Heinz

Companies like ours, traditional companies, have to continually reinvent ourselves. We would get away with making changes over a five or 10-year period but if you don't implement them now within a six or 12-month period, you are probably toast. You don't want people on your team who are against you as you go to war. I have long days. And rather than saying, Let's climb a mountain or go on my bike,' I say, I like to do this because I think it's a great opportunity with a company like ours, it's very

Apr 08 2017 - Heinz

I've been here a little bit more [he points to the picture window, with St Bride's Church in the foreground and the rest of London behind], less travel, so it has allowed me to go to the gym, and have a little bit more regular life, which is the truth. It would be irresponsible to jump to a conclusion without having done the work. But what we have discovered as we drive to unification, we actually have more possibilities to guarantee the future of this company. New York is not an option. For us it's a long-term decision. It's not whoever is in office right

Apr 06 2017 - Unilever

We are confident our model of long-term compounding growth is

Apr 06 2017 - Heinz

With the transformation of Unilever, we have built on a portfolio of strong and growing brands delivered to consumers across the world. The faster pace of change that we are seeing in our markets and competitive set requires us to continue to set the bar higher. After a long history in Unilever, we have decided that the future of the spreads business now lies outside the

Feb 15 2017 - Unilever

Speed of innovation has never been faster. It's confusing a lot of companies. It's confusing a lot of

Jan 30 2017

It's not so simple as some of our other competitors out there make you believe, which has been roughly translated into, Let's cut all the costs as long as we can get away with it to show you better margins for a short period of time. But I can't promise you any growth along the

Jan 26 2017 - Unilever

As long as we continue to generate more value as owners of this business than we would receive from any other options, we should continue to manage this business and protect our

Jan 22 2017 - World Economic Forum

To make America great again, climate action is very logical. This is a very convincing story for job creation and economic

Nov 04 2016 - Unilever

We are witnesses to the start of a new

Nov 04 2016 - Unilever

Our (planned) new and sustainable installations demonstrate our commitment to invest in the long-term growth of the Cuban

Feb 02 2016

The growth is coming from really the lower tier and coastal cities, more so than the A

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