PAGE Blog Business Weekly Magazine
Unilever Pakistan is the largest fast-moving consumer goods (FMCG) company in Pakistan, as well as one of the largest multinationals operating in Pakistan.
The great products from the company’s range of greater than 400 brands give the company a unique place in the lives of people globally and here. When consumers reach for nutritionally balanced foods or indulgent ice creams, affordable soaps that combat disease, luxurious shampoos or everyday household care products, there’s a good chance the brand they pick is one of them.
Seven out of every ten households around the globe contain at least one Unilever product, and the company’s range of world-leading, household-name brands includes Knorr, Dove, Lipton, Axe, Hellmann’s and Omo. Trusted local brands designed to meet the specific needs of consumers in their home market include Blue Band, Pureit and Suave.
Whatever the brand, wherever it is bought, the management is working to ensure that it plays a part in assisting fulfill their purpose as a business – making sustainable living commonplace.
On any given day, 2 billion people use Unilever products to look good, feel good and get more out of life – giving the company a unique opportunity to build a brighter future.
Financial status
Presently, Unilever Pakistan Foods Limited’s profit-after- tax has raised to Rs363.342 million in the quarter closed September 30, 2016 as against to Rs231.284 million earned in the same quarter during 2015. Unilever’s earning per share has surged to Rs59.01 in the period as compared to Rs37.58 in the corresponding period previous year.
Furthermore, the company’s sales rose to Rs2.246 billion in the quarter ended September 30, 2016 as compared to Rs1.938 billion in the corresponding quarter last year while cost of sales surged to Rs1.177 billion as against to Rs1.079 billion.
The company’s profit-before-tax rose to Rs500.607 million in the quarter closed September 30, 2016 as compared to Rs304.929 million in the corresponding quarter previous year.
Unilever purchases almost 3 percent of worldwide palm oil production, or 1.5 million tons of the total worldwide supply of 55 million tons. Unilever is also the largest end-user of physically certified palm oil in the consumer goods industry; this includes segregated and mass balance volumes. Whilst comparatively small, this makes the company the single largest end user of oil palm globally and with this scale comes a responsibility and opportunity to transform its own supply chain and to positively influence the wider palm oil sector of which the company is a part.
The management refers to this as market transformation and the company is working toward it in two ways. Firstly, Unilever is setting high standards and driving these through their supply chain. This is mainly being attained by its sustainable palm oil sourcing policy, the contents of which the company revised with stakeholders in late 2015. The revised policy sets out their ambitious requirements for suppliers counting their sustainable sourcing and compliance targets and the ambition to impact smallholder farmers in their supply chain.
As part of this, the management of Unilever is also directing investment in their supply chain in order to enable the types of market transformation that the management wishes to see. It is said that the company has invested euro 130 million in a new palm oil refinery at Sei Mangkei, in Northern Sumatra, Indonesia. This investment would allow the company to work more effectively toward 100 percent physically certified palm oil, to enhance traceability and to bring more smallholders into the supply chain.
Secondly, the management is vigorously using their influence to increase standards across the industry. This means identifying levers of change and influencing them in support of their market transformation goal to attain zero net deforestation in palm oil, and other products, by 2020.
By levers of change, the company also refers to things like certification, financing, government and industry engagement – systems, tools and mechanisms by which change is affected.
Unilever’s role in market transformation stretches back well over a decade. During 2004, Unilever led the founding of RSPO (Roundtable on Sustainable Palm Oil) and since then the company has been using their influence to assist drive systems change through a variety of industry initiatives and collaborations. These include the Consumer Goods Forum, the Tropical Forest Alliance, and the New York Declaration on Forests.
These initiatives have assisted to increase the bar across the whole industry, but much more needs to be done to turn pledges into action on the ground, at scale. This must include a heightened effort to deliver on their supply chain commitments and targets.
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UNILEVER FOODS IN PSX (Rs)
|
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|---|---|---|---|---|---|---|
|
DATE
|
LDCP
|
OPEN RATE
|
HIGH RATE
|
LOW RATE
|
CLOSING RATE
|
TURNOVER
|
|
2-Nov-16
|
5405.5
|
5674
|
5674
|
5674
|
5674
|
20
|
|
3-Nov-16
|
5674
|
5870
|
5870
|
5870
|
5870
|
20
|
|
4-Nov-16
|
5870
|
5790
|
5850
|
5700
|
5700
|
80
|
|
7-Nov-16
|
5700
|
5750
|
5985
|
5750
|
5760
|
200
|
|
23-Nov-16
|
5760
|
5700
|
5700
|
5700
|
5700
|
20
|
|
28-Nov-16
|
5700
|
0
|
5700
|
5700
|
5700
|
20
|
|
30-Nov-16
|
5700
|
0
|
5700
|
5700
|
5700
|
40
|
|
Total Turnover
|
400
|
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