Last quote about Unilever

Hermann Soggeberg
The works councils are deeply disappointed that Unilever is taking away part of its own soul to sacrifice it for the shareholders' profit expectations. Yet again, it is the employees who have to pay for this. For a long time, the company swore that they would retain the margarine business. Now margarine, as one of the two historic cornerstones of our company, is being sold. This is a serious blow to us all.feedback
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NEW Apr 30 2017
In this page you'll find all points of view published about Unilever. You'll find 89 quotes on this page. You can filter them by date and by a person’s name. You can also see the other popular topics. The 3 people who have been quoted more about Unilever are: Paul Polman, Hermione Taylor and Graeme Pitkethly. Paul Polman specifically said: “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 see.”.
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Paul Polman

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

Paul Polman

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 see.feedback

Paul Polman

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 weeks.feedback

Paul Polman

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

Paul Polman

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 relevant.feedback

Paul Polman

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 now.feedback

Paul Polman

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

Neil Wilson - ETX Capital

The Kraft Heinz bid was a massive wake-up call. Unilever realised it needed to do more for shareholders but it also has to improve margins - the appeal of Kraft's bid was being able to squeeze far higher margins out of the business - bribes alone won't work. The test is whether it can achieve underlying operating margin of 20% by 2020 while growing the business in emerging markets. That will generate long-term loyalty better than share buybacks.feedback

Maximilian Bittner - Lazada Group

The goal is to find better ways to address the exploding middle class across Southeast Asia and communicate directly with them.feedback

Keith Weed - Unilever

These are companies that have leading-edge approaches in different aspects of doing marketing and I haven't bought 51 or 100 per cent of the companies because we don't want to take an ownership position, what we do want to do is have our fingers on the pulse of what's going on.feedback

Keith Weed - Unilever

Can you imagine seeing half of a TV screen for two seconds and we'd say that is a TV ad view? I certainly wouldn't consider it as such. We learnt from Ben & Jerry's [the ice cream company it bought in 2000] and we moved out into other areas as well, and then surprise surprise, you will see everything from sustainable vanilla in Wall's vanilla ice cream as much as you see it in Ben & Jerry's. So [we] learn one way and then apply broader.feedback

Keith Weed - Unilever

In fast-changing markets, not everyone is changing at the same speed and that's why of course you see companies just dropping out, the Kodaks [for example]. I was just reading that in 1998 they had 170,000 people and had 65 per cent of the world's film market. And three years later the film market disappeared. It's extraordinary.feedback

Theresa May

As we saw when Cadbury's – that great Birmingham company – was bought by Kraft, or when AstraZeneca was almost sold to Pfizer, transient shareholders, who are mostly companies investing other people's money, are not the only people with an interest when firms are sold or close. Workers have a stake, local communities have a stake, and often the whole country has a stake.feedback

Kasim Kutay

There's nothing wrong with being taken over, it's more what's going to happen afterwards. The UK happens to be a particularly open market for takeovers, which is an advantage in many ways; M&A, big and small, is a very important part of corporate strategy. But, as increasingly recognised, there are long-term socio-economic benefits to having other tests beyond the pure markets test when it comes to large and defining corporate moves.feedback

Robert Wieder - Bryan Cave

The way he puts it is to protect national champions – but if the largest soap company needs protection, it's not a good show. If it's a utility or there's a real public interest – if someone wants to take over our electricity network, for example – then I understand, I can see then that there is an issue. For a soap company or an oil company, I don't really see it.feedback

Greg Clark

We have taken the opportunity to look at our arrangements to make sure they are kept up to date. We have said we would do that in the context of mergers, particularly if it relates to critical infrastructure, as outlined by the Hinkley Point C decision [to build a new nuclear power station with funding from China]. So we will be setting out some proposals in the weeks ahead.feedback

Pablo Munoz

In a recent research project we observed the different sustainability strategies used by companies entering, or willing to enter, conscious consumer markets, and there were some incredible examples. American ice-cream company Ben & Jerry's was one of the first companies in the world to place a social mission in equal importance to its product and economic missions. They were bought by Unilever in 2000, though only on the understanding that they would have a board independent of their parent company, so they could maintain their high standards.feedback

Hermione Taylor

According to a recent study by Cone Communications, an American public relations and marketing agency, 79 per cent of millennials say they consider a company's environmental and social commitments when deciding where to work.feedback

Pablo Munoz

A more robust sustainability approach, developed through eco-efficient practices – such as environmental management – can significantly decrease operational costs.feedback

Phil Gilbert - E.On

Energy costs can have a significant impact on a business's bottom line and putting yourself in control of your energy use – by cutting down waste, using smart technology to manage buildings, and possibly generating your own power – are all options to consider.feedback

Hermione Taylor

Behaviour change is often made to seem terrifyingly complex, but I believe that when you break it down into individual actions, it becomes startlingly simple – and usually these actions just make sense. To embed a culture of change that will allow businesses to adapt to the complex issues of sustainability and energy, you must engage their whole workforce in the challenge.feedback

Hermione Taylor

As times get tough, businesses need to retain talent more than ever – replacing staff costs on average £5,311. So actively showing staff how they can help their company to reduce its environmental impact has a double benefit: cutting environmental costs and reducing turnover.feedback

Hermione Taylor

Clear direction and inclusive leadership is vital. Leaders must paint a bold, inspiring vision of where they want to get to, and then break this down into small, simple steps that each individual employee can act on and take ownership of immediately. Measure progress, show employees the impact that they're having, and you'll be amazed at how far employees are willing to go to help you achieve your goals.feedback

Pablo Munoz

Some argue that Unilever's transformation was due to Ben & Jerry's strong culture, and there is evidence to support this. It is one of the most amazing underdog stories: they changed an empire from the inside out. As I see it, if companies don't show a commitment to sustainability they are simply out of the game.feedback

Phil Gilbert - E.On

Investing in energy efficiency or in new generation technologies can make sound investments, often paying back in only a few years. Across Europe we are seeing customers actually profiting from improving their energy efficiency. As well as the bottom line impact, investing in new energy solutions can also unlock new growth and improve productivity and overall competitiveness.feedback

Jeroen Dijsselbloem

Aggressive takeovers such as what was in danger of happening with Unilever, I think are a true threat to the future earnings capacity of the Netherlands. That makes them very good prey because (a buyer) can first strip the cash and then sell the parts. This is not a theory I'm describing, this really happens and it's in danger of happening again. Don't dare me to name them and thereby stick a 'for sale' sign in their gardens. My warning is that we must be able to protect Dutch industry.feedback

Warren Buffett - Berkshire Hathaway

Will there be another deal at Kraft Heinz someday? My guess is yes, but who knows when ... it would have to be friendly and frankly, the prices in that field make it very, very, very tough to make an intelligent deal. Alex took it as a maybe and gave this letter outlining a deal to Unilever. Once the three of us learned that it was regarded as unfriendly, we had no intention of making one and I think the Unilever people understand that now.feedback

Warren Buffett - Berkshire Hathaway

After that Friday, I got a call indicating that the offer was unwelcomed. It became very apparent that Unilever did not want this offer.feedback

Graeme Pitkethly - Unilever

It certainly was a trigger moment for Unilever, and we will not waste it.feedback

Kevin Grundy - Jefferies

That's why you saw the (home and personal care products) companies move up on Friday and you're seeing some of them follow through today.feedback

Jasper Lawler - CMC Markets

Unilever shares are still up on the bid announcement. I think that probably reflects that maybe they'll come back to the table at a later point, with maybe a more revised, better offer for Unilever, which values it a bit better. It might get a more positive reaction from the board. Or … some smaller transactional deal might take place.feedback

Jasper Lawler - CMC Markets

Politics was certainly part of it. We heard a few key government ministers in the UK voicing their disapproval with it. There's a history with Kraft in the UK. They took over Cadbury a few years ago. There were promises there to maintain jobs in the UK which were abruptly broken not long after the deal.feedback

Severin Brizay - UBS

There has been no punishment by the market or investors if a deal does not close. The overall context has been shareholder support for trying to get deals done and that has been an engine of growth in the M&A market.feedback

Bernardo Vieira Hees

We will focus our investments in innovation, renovation and marketing on our leading brands.feedback

Jauke de Jong

The approach by Kraft-Heinz is a total surprise. Unilever has double the revenue of Kraft for instance.feedback

Steve Clayton

This is cheap money meeting industrial logic. Putting portfolios of brands together can create huge synergies across marketing, manufacturing and distribution, even before you think about cutting the combined headquarters back to size. Kraft Heinz is attempting a massive push on the fast forward button, for to acquire the sheer scale of brands that Unilever represents through one-off acquisitions could take decades. With debt cheap and abundant right now, Kraft have spotted their opportunity.feedback

JJ Kinahan - TD Ameritrade

People don't want unnecessary risk heading into a three-day weekend. This is more about taking off risk than about aggressive selling.feedback

Hilmi Unver

You're starting to see managers launching pure mergers and acquisitions hedge funds.feedback

Paul Polman

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

Graeme Pitkethly - Unilever

We do expect the first half and Q1 in particular to be slightly slower than that rate. You are actually starting to see the impact of things like the devaluation in the UK pull through in terms of market growth.feedback

Paul Polman

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 value.feedback

Richard Edelman - Edelman

They wanted CEOs to help fill the hole, they want more people like (Unilever CEO) Paul Polman or (outgoing Starbucks CEO) Howard Schultz. They want people who are recognizing that business has a social responsibility. I'm not talking about CSR (corporate social responsibility), I'm talking about dealing with automation or trade, what's going to happen to me (as an employee).feedback

Meghna Abraham

Companies are turning a blind eye to exploitation of workers in their supply chain. Big brands continue to profit from appalling abuses. These findings will shock any consumer who thinks they are making ethical choices in the supermarket when they buy products that claim to use sustainable palm oil.feedback

Paul Polman

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

David Potts - Morrisons

Our like-for-like sales have now been positive for a year, which is thanks to the hard work and dedication of the whole Morrisons team. There is a lot more we plan to do. We will keep investing in becoming more competitive and improving the shopping trip, and I am confident we will serve our customers even better during the important trading period ahead.feedback

Jon Cox - Kepler Cheuvreux

Europe looks like it was under pressure during the quarter while China weakness is weighing on Asia despite the recovery in India. The cut in guidance is disappointing although all of the staples companies looked like they have had a tough quarter - they need to find relevance with consumers.feedback

Alex Dryden - JPMorgan Chase & Co.

At the moment, it is a case of which one of these grocery companies are going to be the first to pass on the inflationary pressure that we are going to start seeing impacting into next year.feedback

Alex Dryden - JPMorgan Chase & Co.

Which one of them breaks first will be sort of interesting considering they have been a bit on a price war for the last few years, as they have been benefiting from falling prices and they have tried to compete that on the downside. It will be interesting to see which one of them passes that cost on to the outside now that we are starting to see a rebound.feedback

Alex Dryden - JPMorgan Chase & Co.

Inflation next year is really going to change the dynamics for investors.feedback

David McCarthy - HSBC

Tesco is well placed to do so, as it is delivering the best volume growth to most of its suppliers. It is harder for Tesco's mainstream competitors (Sainsbury's, Asda and Morrisons ) who are not delivering anywhere near the volume growth and therefore will have much less to negotiate with.feedback

David Sables - Sentinel Management

(Tesco) highlighting the fact that the suppliers are driving the inflation is a good way forward to prepare the consumer for the inflation – it blames Brexit rather than Tesco.feedback

David McCarthy - HSBC

For the first time in many years, Tesco is coming across as the consumer champion and in the popular press is being reported as the company fighting to keep prices low for shoppers. This is good news for Tesco.feedback

Duncan Swift

Unilever gets free publicity for its brands and will probably still get the same price increases it would've negotiated had it all been conducted in private. It hasn't hurt anybody. What it has done is put into the public consciousness that the sterling devaluation has an effect on staple food prices.feedback

Bruno Monteyne

While politicians can deny reality, a shampoo produced on the continent is now more expensive. This isn't about Tesco or Unilever, but about all UK retailers and suppliers.feedback

Neil Wilson - ETX Capital

A weaker pound can only mean higher prices for consumers or lower margins for suppliers and retailers, or a combination of all of these. Supermarkets are afraid to raise prices and the Tesco-Unilever tussle is a symptom of a bitter sector price war that is crimping margins.feedback

Johnny Birch

It gets you up and gets you energy. Our mornings won't be the same again. I want to stock up. It's a disgrace.feedback

Dave Lewis - Tesco

Since the referendum we have not increased prices. Since the referendum, actually, our prices have continued to go down. I can't tell you what the exchange rate will do to the supply base going forward, it depends on the level. What I can give you as a commitment is, it's not our intention to let prices flow through to retail inflation if it is at all avoidable.feedback

Mackenzie Leary

I think prices are going up every day. Even the cheaper stores like Lidl seem to be getting more expensive, so I think actually, yeah, it will probably impact a lot of people and they might struggle. I don't even like Marmite.feedback

Patrick O'Brien

This is the first warning sign of there being a real change.feedback

Peter Wishart

Who would have thought that the first casualty of this hard Brexit would be the nation's supplies of Marmite?feedback

Christopher Haskins

Undoubtedly what Unilever is doing is justified in terms of the economics of it, but Tesco's worried that Aldi may not follow suit.feedback

Jane Foley - Rabobank International

Clearly Unilever won't be the only company wanting to pass on a 10 per cent or similar price increase due to the fall in the pound.feedback

Bruno Monteyne

While politicians can deny reality, a shampoo produced on the continent is now 17 per cent more expensive. This isn't about Tesco or Unilever but about all UK retailers and suppliers.feedback

Wes Streeting

If people are worried about losing Marmite from Tesco, wait until they find out about jobs.feedback

Joerg Karas - Schwan-Stabilo

Halal certification is a requirement that might be put in place by other countries in the future.feedback

Dirk Mampe - BASF

It's an enabler to do business in certain areas of the world.feedback

Marijn Dekkers - Unilever

Negative factors are mounting such as weak growth in emerging markets, less dynamic global trade and the end of the global investment boom.feedback

George Salmon - Hargreaves Lansdown

Companies like Unilever, which offer consistent growth even in difficult economic times, have come to be seen by investors as a safe port in a storm.feedback

Michael Dubin - Dollar Shave Club

DSC couldn't be happier to have the world's most innovative and progressive consumer-product company in our corner. We have long admired Unilever's purpose-driven business leadership and its category expertise is unmatched. We are excited to be part of the family.feedback

Rob de Wijk

This country has become more inward looking, it's preoccupied with itself, there is a tendency to ignore what is happening in the outside world.feedback

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