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 Group‟s filings with the London Stock Exchange, Euronext Amsterdam and the US

Securities and Exchange Commission, including the Group‟s 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 forward-

looking statements contained herein to reflect any change in the Group‟s expectations with regard thereto or any change in events, conditions

or circumstances on which any such statement is based.

Contents

Mission 1

Geographic Reach 2

Categories and Brands 3

Our Strategy 4

Sustainable Living Plan 5

Unilever in Emerging Markets 6

Financial Performance , Governance and Shares 7

Contact Information 8

Mission 1

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.

We are a successful, growing, sustainable business

€40bn

€80bn

environmental impact

€46bn

Geographic Reach 2

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

190 countries

More than

50 years experience in

Brazil, China, India and Indonesia

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

30% of sales

Refreshment

€8.8bn Turnover

19% of sales

Balanced scale across geographies

“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 Unilever’s Corporate purpose

Asia/Africa/RUB

€17.7bn

38% Sales

The Americas

€15.3bn

33% Sales

Europe

€13.5bn

29% Sales

Categories and Brands 3

Categories - deliver global platforms

Responsible for:

Brand development

Innovation

Research and Development

Accountable for:

Medium/long term market share

Brand health

Innovation metrics

Category value creation

Regions and categories Clear, distinct, complementary roles

Responsible for:

Managing the business

Deploying brands and innovations

Customer management

Accountable for:

Short term market shares

Growth

Profit

Cash flows

Regions – in-market execution

Leadership positions across the portfolio

Local Strength

Oral Care

Household Cleaning

World Number 2

Laundry

Daily Hair Care

World Number 1

Savoury

Dressings

Tea

Ice Cream

Spreads

Deodorants

Mass Skin

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

Great brands achieving key milestones

€3bn €2bn €4bn

Our €1bn brands

€1bn

Brands

And more coming

The next 10 bigger

brands

Our Strategy 4

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

€40bn

€80bn

environmental impact

€46bn

Our Compass strategy sets out our ambition

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 4

I. Winning with Brands and Innovation

Innovation becoming a competitive strength

Consistently high innovation rate

9

40

70

2009 2010 2011

Innovations in ten or more markets

>30%

Clear – global re-launch Dove – Nourishing oils launch Sedal – Keratinology

Innovating across the Portfolio - Hair

Rolled out to 50+ countries Now in more than 40 countries Each year new variant reaches 50+ countries

Innovating across the Portfolio - Deodorants

Dove Men+Care Rexona Axe

Radox – spa range Dove – visible care Axe – shower

Innovating across the Portfolio - Skin

Innovating across the Portfolio - Laundry

Dirt is Good

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

Surf launch into white spaces Radiant

Patented optical whitener technology

Comfort

Superior freshness in-wear

Innovating across the Portfolio - Oral

Signal Sensitive Expert

Mentadent Maximum Protection Close Up Fire - Freeze

Signal Complete 8

Protects the tooth nerve of pain stimulus and strengthens the gums

Complete protection

Maximum protection for the family For ultimate long lasting freshness

Fruttare - Asia, LATAM Cornetto - Europe Magnum – US launch

Innovating across the Portfolio – Ice Cream

Knorr – Sauce Pur Knorr – Soups Knorr – Stockpot

Innovating across the Portfolio – Savoury

Lipton with TESS technology – Russia

Lipton – Cold Tea Lipton – Ice Tea

Innovating across the Portfolio – Tea

Latta & Luftig Rama Irresistible Flora Liquids

Innovating across the Portfolio – Spreads

Sharpening the portfolio through M&A

Hair / Skin - Alberto Culver Personal Care – Concern Kalina Personal care – Sara Lee

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 4

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

Sao Paolo

Paris Shanghai

Singapore

Englewood Cliffs

London Leatherhead

Our Strategy 4

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

2006 2008 2010 2012 2014

%

4%

3%

2%

Investing for growth – particularly in emerging markets

Savings programmes

1.1 1.4 1.4 1.5

2008 2009 2010 2011

€bn

Total Savings

Excellent savings from continuous improvement

programme

Contribution from supply chain, overheads and A&P

Difficult macro-economic environment – no let up in

our productivity initiatives

Driving return on brand support

€6.1bn on A&P in 2011

Advertising production and fees

Reduced by

€128m in 2011

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

Driving the Virtuous Circle of Growth

Profitable Volume Growth

Innovation A&P / R&D

Cost Leverage

+ Efficiencies

Cost Savings

Our Strategy 4

IV. Winning with People

Most preferred graduate FMCG employer in

14 countries

Proud to work in Unilever

86% of managers

People are at the heart of our business

Talent for €80 business ambition

The Talent & Organisation Readiness Framework

Talent

SkillsOrganisationOrganisation

Culture

We are building the…

•Talent

•Skills

•Organisation

•Culture

…to match our

growth ambition

“Great Place, Great People” Unilever Employer Ranking 2011

We continue to improve our employer brand rankings

Various sources quoted - 2011 Universum survey, AC Nielsen reports

Number 1 FMCG employer in 14 countries

South Africa, Vietnam, Indonesia, Australia, Bangladesh, Pakistan, India Sri Lanka, Argentina, Chile, Brazil, Netherlands, Russia, Turkey

Local roots Global scale

We have local roots with global scale

• Global portfolio of brands and

categories

• Dedicated R&D investment

• Shared values and standards of

behaviour

• 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

Our heritage and local expertise mean

that D&E is in our DNA Leveraging our scale brings us

advantages over local competition

We are driving a new performance culture

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

3+1 goals

More variable pay

Individual assessment based on rating

Top 100 required to hold 1.5x salary in shares

ULE required to hold >3x salary in shares

More stretch

More differentiation

More

reward

3+1 goals

Paul Polman

CEO

Keith Weed Marketing & Communications

Pier-Luigi Sigismondi Supply Chain

Jean-Marc Huët Finance

Geneviève Berger R & D

Tonia Lovell Legal

Doug Baillie HR

Jan Zijderveld* Europe

Dave Lewis Personal Care

Kevin Havelock Refreshment

Kees Kruythoff* North America

Alan Jope* North Asia

Harish Manwani COO

* = report to

Harish Manwani, COO

Antoine De Saint-Affrique Food

Unilever Leadership Executive

Sustainable Living Plan 5

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

grow our markets cost savings

Reached more than

130m people since 2002 aim to reach 500m

people by 2020

Pack weight reduced by 10-15%

250 metric tonnes of packaging saved

€5m savings p.a.

The business case for sustainability

USLP: launch of the Unilever Foundation

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

Unilever in Emerging Markets 6

Unilever: the emerging market company

0%

20%

40%

60%

80%

100%

1946 1956 1966 1976 1986 1998 2004 2008 2009 2010 2011

developed

emerging

54%

Emerging markets: consistent growth over 20 years

0%

4%

8%

12%

16%

90 91 92 93 94 95 96 97 98 99 00 01 02 03 04 05 06 07 08 09 10 11

Underlying sales growth

Consistent track record – 9% CAGR over the last 20 years

15% 25% 35% 45% 55%

We have the best footprint in emerging markets

54%

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

Have lots

Haves

Have nots

billions of people

1.9

2.0

2.9

3.0

2.7

1.9

2010 2020

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

The opportunity - more consumers

3.0

2.7

1.9

More benefits

More usage

More users

3.0

2.7

1.9

We are ideally positioned to capture D&E growth

population

Philippines

Bangladesh

Pakistan

Brazil

Indonesia

India

China 1.4bn

1.3bn

230m

195m

170m

160m

90m

relative market share value share

>10%

>35%

>40%

>35%

>35%

>50%

>35%

0.4

>2

>1.5

>1.5

0.9

>2

>1.5

Market development is a major growth driver

inside

toilets

+100%

fridge

freezers

+190%

microwave ovens

+130%

washing

machines

+230%

in BRIC alone, by 2020

kitchen

sinks

+115%

Source: CMI

1 1 2 2 3

5 5

13 14

17

20

Vietnam Indonesia China India Turkey Mexico Argentina Australasia Brazil USA United Kingdom

Example: market development bath & shower

US$ spend per capita

Source: Euromonitor

Developed markets

Emerging markets

Example: developing our markets by increasing frequency of consumption

France Indonesia Nigeria

Oral Care Market Development Model

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

Source: Unilever Estimates from Globegro

US

Japan

Mexico

Brazil

Vietnam

Indonesia

India Philippines

Russia

China Pakistan

Bangladesh Ethiopia Nigeria

Egypt

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

GT MT

5m prefect stores by 2020

“Perfect Stores”: emerging markets ambition

Sustainable Palm Oil

Rainforest alliance

Empowering Women

Hygiene for all

Access to Clean Water

Less Water

Sustainability Unilever leads the agenda in emerging markets

Financial Performance, Governance and Shares 7

A more competitive Unilever

3.5% 4.1%

6.5%

2009 2010 2011

Strong growth Growth acceleration in emerging markets

2.0% 2.2%

USG

Value shares improving

USG

8.1% 7.9%

11.5%

2009 2010 2011

2.0% 2.2%

bps change

10

20

FY 2011 L12 w

Commitment to shareholder value

0

7

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 Unilever’s Corporate purpose

Unilever measures its Total Shareholder Return, over a 3 year rolling period, amongst a peer group of 20 other companies

Peer group in 2011

• Avon

• Beiersdorf

• Campbell

• Coca-Cola

• Colgate

• Danone

• General Mills

• Heinz

• Henkel

• Kao

• Kellogg‟s

• Kimberly-Clark

• Kraft

• L‟Oréal

• Nestlé

• Pepsico

• Procter & Gamble

• Reckitt Benckiser

• Sara Lee

• Shiseido

Unilever‟s TSR position relative to the peer group over a rolling 3 year period

Unilever was formed in 1930 from two companies:

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, governance and shares

Margarine Unie (Netherlands)

Lever Brothers (UK)

NV shareholders PLC shareholders

NV PLC Equalisation and other agreements

NV owned operating companies

Legal structure

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

Jointly owned operating companies PLC owned operating companies

Directors

Legal structure

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

Unilever firmly believes in maintaining high standards of Corporate Governance

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

Share

Ticker

Cash payment per share 2011

Amsterdam

Unilever NV

UNA

€0.88

London

Unilever PLC

ULVR

£0.77

New York

Unilever NV NY

UN

$1.24

Unilever PLC NY

UL

$1.24

Share listings and ownership

Share listings as a percentage of identified capital Share ownership by country at the end of 2011

Netherlands 7%

USA 25%

NV NY 9% UK

30%

PLC 39%

Other 38%

NV 47%

PLC ADR 5%

An attractive and growing dividend

€0.88

Dividend payout 1979 - today 8% CAGR

1979 1989 1999 2011

Contact Information 8

Further information and contact details

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

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

purchase Unilever stock

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

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