Unilever plc operates through Personal Care, Foods, Refreshment, and Home Care segments, with areas of focus such as skincare and haircare products, deodorants, oral care products, powders, liquids and capsules, soap bars, various cleaning products, and more. The company was founded in 1885 and is based in London, the United Kingdom.
UL Price Forecast Based on DCF Valuation
DCF Fair Value Target:
The table below illustrates the output of a discounted cash flow forecast using a variety of scenarios for Unilever Plc. To summarize, we found that Unilever Plc ranked in the 59th percentile in terms of potential gain offered. Moreover, under all the scenarios we modelled, the output consistently forecasted positive returns. In terms of the factors that were most noteworthy in this DCF analysis for UL, they are:
Unilever Plc's weighted average cost of capital (WACC) is 7%; for context, that number is higher than merely 10.17% of tickers in our DCF set.
As a business, Unilever Plc experienced a tax rate of about 20% over the past twelve months; relative to its sector (Consumer Defensive), this tax rate is higher than 76.04% of stocks generating free cash flow.
Terminal Growth Rate in Free Cash Flow
Return Relative to Current Share Price
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Speaking at BusinessGreen's Net Zero Festival, the former Unilever CEO emphasised business community's increasingly important role in pushing policymakers towards more ambitious climate action In an unsteady political landscape businesses have an increasingly important advocacy role to push policymakers towards more ambitious climate action, former Unilever CEO Paul Polman said yesterday as he brought the first day of the world's first Net Zero Festival to a close. Polman, whose appearance at the inaugural event came just hours after the first Presidential debate of the 2020 US election, lamented a dearth of global governance and politcal leadership on ambitious climate action, and argued it was therefore increasingly up to businesse to "de-risk the political process" in order to spur p...
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