Introduction to Unilever March 2012

Safe harbour statement

This document may contain forward-looking statements, including forward-looking statements within the meaning of the United States Private Securities Litigation Reform Act of 1995. Words such as will, aim, expects, anticipates, intends, believes, vision, or the negative of these terms and other similar expressions of future performance or results, and their negatives, are intended to identify such forward-looking statements. These forward-looking statements are based upon current expectations and assumptions regarding anticipated developments and other factors affecting the Group. They are not historical facts, nor are they guarantees of future performance. Because these forward-looking statements involve risks and uncertainties, there are important factors that could cause actual results to differ materially from those expressed or implied by these forward-looking statements, including, among others, competitive pricing and activities, economic slowdown, industry consolidation, access to credit markets, recruitment levels, reputational risks, commodity prices, continued availability of raw materials, prioritisation of projects, consumption levels, costs, the ability to maintain and manage key customer relationships

and supply chain sources, consumer demands, currency values, interest rates, the ability to integrate acquisitions and complete planned
divestitures, finalising fair values related to prior acquisitions, the ability to complete planned restructuring activities, physical risks, environmental risks, the ability to manage sustainability, regulatory, tax and legal matters and resolve pending matters within current estimates, legislative, fiscal and regulatory developments, political, economic and social conditions in the geographic markets where the Group operates, completion of the Sustainable Development Report 2011 and new or changed priorities of the Boards. Further details of potential risks and uncertainties affecting the Group are described in the Groups filings with the London Stock Exchange, Euronext Amsterdam and the US Securities and Exchange Commission, including the Groups Annual Report on Form 20-F for the year ended 31 December 2011 and the Annual Report and Accounts 2011. These forward-looking statements speak only as of the date of this document. Except as required by any applicable law or regulation, the Group expressly disclaims any obligation or undertaking to release publicly any updates or revisions to any forwardlooking statements contained herein to reflect any change in the Groups expectations with regard thereto or any change in events, conditions or circumstances on which any such statement is based.

Contents

1 2 3 4

Mission Geographic Reach Categories and Brands Our Strategy

5
6 7 8

Sustainable Living Plan

Unilever in Emerging Markets Financial Performance , Governance and Shares Contact Information

Mission

We are a successful, growing, sustainable business

We work to create a better future every day. We help people feel good, look good and get more out of life with brands and services that are good for them and good for others. We will inspire people to take small everyday actions that can add up to a big difference for the world. We will develop new ways of doing business that will allow us to double the size of our company while reducing our environmental impact.

80bn

46bn 40bn

environmental impact

Geographic Reach

Well positioned for growth

2bn
consumers worldwide use a Unilever product on any day

54%
of sales in emerging markets

Products sold in more than

More than

50 years
experience in Brazil, China, India and Indonesia

190
countries

Balanced scale across categories

Personal care 15.5bn Turnover 33% of sales

Home care 8.2bn Turnover 18% of sales

Balanced scale across categories

Foods 14.0bn Turnover Refreshment 8.8bn Turnover

30% of sales

19% of sales

Balanced scale across geographies

Asia/Africa/RUB 17.7bn 38% Sales

The Americas 15.3bn 33% Sales

Europe 13.5bn 29% Sales

Our deep roots in local cultures and markets around the world give us our strong relationships with consumers and are the foundation for future growth. We will bring our wealth of knowledge and international expertise to the service of local consumers - a truly multi-local multinational - extract from Unilevers Corporate purpose

Categories and Brands

Regions and categories Clear, distinct, complementary roles

Categories - deliver global platforms

Responsible for: Brand development Innovation Research and Development

Regions in-market execution

Responsible for: Managing the business Deploying brands and innovations Customer management

Accountable for: Medium/long term market share Brand health Innovation metrics Category value creation

Accountable for: Short term market shares Growth Profit Cash flows

Leadership positions across the portfolio

World Number 1
Savoury Dressings Tea Ice Cream Spreads

World Number 2
Laundry Daily Hair Care

Local Strength
Oral Care Household Cleaning

Deodorants
Mass Skin

Number 1 and 2 in more than 80% of the business

Great brands achieving key milestones

4bn

3bn

2bn

Our 1bn brands

1bn
Brands

And more coming

The next 10 bigger brands

Our Strategy

Our Compass strategy sets out our ambition

It is to double the size of Unilever whilst at the same time reducing our environmental footprint.

80bn

46bn
40bn

environmental impact

Unilever long term focus

1. To drive volume growth ahead of our markets

2. Steady and sustainable core operating margin improvement

3. Strong cash flow

Our Strategy I. Winning with Brands and Innovation

Innovation becoming a competitive strength

Consistently high innovation rate

Innovations in ten or more markets

>30%
40 9
2009 2010

70

2011

Innovating across the Portfolio - Hair

Sedal Keratinology

Dove Nourishing oils launch

Clear global re-launch

Innovating across the Portfolio - Deodorants

Axe

Rexona

Dove Men+Care

Each year new variant reaches 50+ countries

Rolled out to 50+ countries

Now in more than 40 countries

Innovating across the Portfolio - Skin

Radox spa range

Dove visible care

Axe shower

Innovating across the Portfolio - Laundry

Dirt is Good Global re-launch with enhanced cleaning perception with built in pre-treaters

Comfort Superior freshness in-wear

Radiant Patented optical whitener technology

Surf launch into white spaces

Innovating across the Portfolio - Oral

Mentadent Maximum Protection

Close Up Fire - Freeze

Maximum protection for the family

For ultimate long lasting freshness

Signal Sensitive Expert

Signal Complete 8

Protects the tooth nerve of pain stimulus and strengthens the gums

Complete protection

Innovating across the Portfolio Ice Cream

Magnum US launch

Cornetto - Europe

Fruttare - Asia, LATAM

Innovating across the Portfolio Savoury

Knorr Stockpot

Knorr Soups

Knorr Sauce Pur

Innovating across the Portfolio Tea

Lipton Ice Tea

Lipton with TESS technology Russia

Lipton Cold Tea

Innovating across the Portfolio Spreads

Rama Irresistible

Latta & Luftig

Flora Liquids

Sharpening the portfolio through M&A

Personal care Sara Lee

Personal Care Concern Kalina

Hair / Skin - Alberto Culver

M&A as a growth driver: bolt-on acquisitions on core categories - 1bn - 2bn p.a.

White space: ~100 brands into new markets p.a.

Our Strategy II. Winning in the Marketplace

Market development - our repeatable model

More Users

More Usage

More Benefits

Customer partnerships

Unilever has unparalleled reach across the store, bringing unique shopper insight to our partnership with customers

Customer Insight and Innovation Center roll out now completed

London Leatherhead

Paris Englewood Cliffs

Shanghai

Sao Paolo

Singapore

Our Strategy III. Winning through Continuous Improvement

We are stepping up capex investment

capex % turnover Stage 1: under-invest
%

Stage 2: kick-start growth

Stage 3: sustainable levels

4%

3%

2%

2006

2008

2010

2012

2014

Investing for growth particularly in emerging markets

Savings programmes

Total Savings
bn

Excellent savings from continuous improvement programme

1.1
2008

1.4

1.4

1.5

Contribution from supply chain, overheads and A&P Difficult macro-economic environment no let up in our productivity initiatives

2009

2010

2011

Driving return on brand support

Advertising production and fees

Evaluating the effectiveness of our marketing Rapidly adopting new cost-effective models that make us more competitive: Improving customer management Using handheld computers to track in-store performance and order sizes Better tracking of our point-of-sale materials

Reduced by

128m
in 2011

6.1bn on A&P in 2011

Driving the Virtuous Circle of Growth

Profitable Volume Growth

Cost Leverage + Efficiencies

Innovation A&P / R&D

Cost Savings

Our Strategy IV. Winning with People

People are at the heart of our business

Proud to work in Unilever

86%
of managers

Most preferred graduate FMCG employer in

14
countries

Talent for 80 business ambition

The Talent & Organisation Readiness Framework

We are building the

Talent

Talent Skills Organisation Culture

Skills

Culture

Organisation Organisation

to match our growth ambition

Great Place, Great People

Unilever Employer Ranking 2011

Number 1 FMCG employer in 14 countries

South Africa, Vietnam, Indonesia, Australia, Bangladesh, Pakistan, India

Sri Lanka, Argentina, Chile, Brazil, Netherlands, Russia, Turkey

We continue to improve our employer brand rankings

Various sources quoted - 2011 Universum survey, AC Nielsen reports

We have local roots with global scale

Our heritage and local expertise mean that D&E is in our DNA Understanding of the local consumer Brands and products across a wide range of income levels Critical mass on the ground Corporate reputation with local stakeholders and talent pool

Leveraging our scale brings us advantages over local competition

Global portfolio of brands and categories Dedicated R&D investment Shared values and standards of behaviour

Local roots

Global scale

We are driving a new performance culture

3+1 goals
More stretch More
differentiation

More variable pay Individual assessment based on rating

3+1 goals

More reward

Top 100 required to hold 1.5x salary in shares

ULE required to hold >3x salary in shares

internal and external appointments 2/3rd of senior management in new roles

Unilever Leadership Executive

Doug Baillie HR

Paul Polman CEO

Harish Manwani COO

Genevive Berger R&D

Alan Jope* North Asia

Jean-Marc Hut Finance

Kees Kruythoff* North America

Tonia Lovell Legal

Jan Zijderveld* Europe

Pier-Luigi Sigismondi Supply Chain

Kevin Havelock Refreshment

Keith Weed Marketing & Communications

Dave Lewis Personal Care

* = report to Harish Manwani, COO

Antoine De Saint-Affrique Food

Sustainable Living Plan

Unilever Sustainable Living Plan

HELP 1 BILLION PEOPLE IMPROVE THEIR HEALTH & WELLBEING

HALVE ENVIRONMENTAL IMPACTS

OF OUR PRODUCTS

SOURCE 100% OF AGRICULTURAL RAW MATERIALS SUSTAINABLY

The business case for sustainability

consumer preference

win with customers

sustainable innovation

100% sustainable raw materials by 2020

The business case for sustainability

grow our markets

cost savings

Pack weight reduced by 10-15% 250 metric tonnes of packaging saved

Reached more than 130m people since 2002 aim to reach 500m people by 2020

5m savings p.a.

USLP: launch of the Unilever Foundation

Helping more than one billion people improve their health and well-being

Unilever in Emerging Markets

Unilever: the emerging market company

100%

80%

developed

60%

54%
40%

20%

emerging
0% 1946
1956 1966 1976 1986 1998 2004 2008 2009 2010 2011

Emerging markets: consistent growth over 20 years

Underlying sales growth

16%

12%

8%

4%

0%

90

91

92

93

94

95

96

97

98

99

00

01

02

03

04

05

06

07

08

09

10

11

Consistent track record 9% CAGR over the last 20 years

We have the best footprint in emerging markets

54%

15%

25%

35%

45%

55%

Source: Annual Report & Accounts, analysts estimates, Unilever estimates

The opportunity - more consumers

billions of people

2010

2020

Have lots

1.9

3.0 3.0 3.0

More benefits

Haves

2.0

2.7 2.7 2.7

More usage

Have nots

2.9

1.91.9

More users

Source: Unilever estimates Globegro, updated upon LSM 2.0 baseline studies.

We are ideally positioned to capture D&E growth

population
China

value share 1.4bn 1.3bn 230m 195m 170m 160m 90m >10% >35% >40% >35% >35% >50% >35%

relative market share 0.4 >2 >1.5 >1.5 0.9 >2 >1.5

India

Indonesia

Brazil

Pakistan

Bangladesh

Philippines

Market development is a major growth driver

in BRIC alone, by 2020

washing machines kitchen sinks

+230%
inside toilets

fridge freezers

+115%
+100%
Source: CMI

+190%
microwave ovens

+130%

Example: market development bath & shower

US$ spend per capita

20 17
Developed markets Emerging markets

13

14

5 3 1
Vietnam

1
Indonesia

2
China

2
India Turkey Mexico Argentina Australasia Brazil USA United Kingdom

Source: Euromonitor

Example: developing our markets by increasing frequency of consumption

Oral Care Market Development Model

France

Indonesia

Nigeria

Most 100M+ population countries will be in emerging markets (13 out of 15) by 2020

Russia US Mexico Egypt

Pakistan India Ethiopia

China

Japan

Vietnam Philippines

Nigeria

Bangladesh

Indonesia Brazil

Source: Unilever Estimates from Globegro

Perfect Stores: emerging markets ambition

from 1 million (2010) to 3 million (2012)

GT

MT

5m prefect stores by 2020

Sustainability Unilever leads the agenda in emerging markets

Sustainable Palm Oil

Access to Clean Water

Empowering Women

Rainforest alliance

Less Water

Hygiene for all

Financial Performance, Governance and Shares

A more competitive Unilever

Strong growth

Growth acceleration in emerging markets

Value shares improving

USG
6.5% 4.1% 3.5% 2.0% 8.1%

USG
11.5%

bps change

2.2% 7.9%

2.0%
10

20 2.2%

2009

2010

2011

2009

2010

2011

FY 2011

L12 w

Commitment to shareholder value

Unilever measures its Total Shareholder Return, over a 3 year rolling period, amongst a peer group of 20 other companies
Unilevers TSR position relative to the peer group over a rolling 3 year period
0

Peer group in 2011 Avon Beiersdorf Campbell Coca-Cola Colgate Danone General Mills Heinz Henkel Kao Kelloggs Kimberly-Clark Kraft LOral Nestl Pepsico Procter & Gamble Reckitt Benckiser Sara Lee Shiseido

14

21
1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011

our road to sustainable, profitable growth, creating long term value for our shareholders, our people, and our business partners extract from Unilevers Corporate purpose

Legal structure, governance and shares

Unilever was formed in 1930 from two companies:

Margarine Unie (Netherlands)

Lever Brothers (UK)

It was a full business merger, operating as a single business entity

Two separate legal parent companies were maintained: - Unilever NV (Netherlands) and Unilever PLC (UK). This works through an equalisation agreement and other contracts between the two companies

Legal structure

Unilever NV and PLC have separate legal identities but operate as a single entity

NV shareholders

PLC shareholders

Directors

NV

Equalisation and other agreements

PLC

NV owned operating companies

Jointly owned operating companies

PLC owned operating companies

Legal structure

Unilever firmly believes in maintaining high standards of Corporate Governance

These have evolved in response to developments in Europe (UK Combined Code, Dutch Corporate Governance Code) and the US (Sarbanes Oxley, NYSE listing rules) Unilever operates a unified board: the boards of NV and PLC comprise the same directors There is a majority of independent, non-executive directors on the board. The Chairman is non-executive The boards have ultimate responsibility for the business as a whole Details of current arrangements can be found in the report and accounts in the investor centre at www.unilever.com/investorrelations

Share listings

Unilever NV ordinary shares or certificates (depositary receipts) are listed on the stock exchanges in Amsterdam and as New York Registry shares on the New York Stock Exchange. Unilever PLC ordinary shares are listed on the London Stock Exchange and as American Depositary Receipts in New York. Each ADR represents 1 underlying ordinary PLC share. There are 1,714,727,700 NV ordinary shares in issue, each with a nominal value of 0.16.

There are 1,310,156,361 PLC ordinary shares in issue, each with a nominal value of 3 1/9 pence.
The equalisation agreement between NV and PLC is such that each NV ordinary share has the same rights and benefits as each PLC ordinary share. The combined share count excluding treasury stock, for calculating basic EPS, was 2,816 million at the end of 2011 The combined share count excluding treasury stock, for calculating diluted EPS, was 2,908 million at the end of 2011

Further information can be found in the investor centre at www.unilever.com

Share listings

Exchange

Amsterdam

London

New York

Share

Unilever NV

Unilever PLC

Unilever NV NY

Unilever PLC NY

Ticker

UNA

ULVR

UN

UL

Cash payment per share 2011

0.88

0.77

$1.24

$1.24

Share listings and ownership

Share listings as a percentage of identified capital

Share ownership by country at the end of 2011

PLC ADR 5%

NV NY 9%

Other 38%

UK 30%

PLC 39%

NV 47%

Netherlands 7%

USA 25%

An attractive and growing dividend

0.88

1979

1989

1999

2011

Dividend payout 1979 - today 8% CAGR

Contact Information

Further information and contact details

More information on Unilever is available at www.unilever.com/investorrelations

Download the Unilever IR app for the iPhone and iPad

The shareholder centre at www.unilever.com/investorrelations gives information on how to

purchase Unilever stock

The IR team can be contacted by telephone as follows: + 44 (0) 20 7822 6830 Or by e-mail at: investor.relations@unilever.com