“OUR JOURNEY:

CONNECTING THE DOTS IN

WORKPLACE…… " ROBERT TUINENBURG DIRECTOR WORKPLACE SERVICES EMEA UNILEVER

Paris, 6 June September 2013

CREATING A BETTER FUTURE EVERY DAY

Unilever is one of the world’s leading suppliers of fast-moving

consumer goods. Our products are sold in over 190 countries

and used by 2 billion consumers every day.

14 BRANDS IN THE €1BN+ CLUB

SCALE AND GEOGRAPHICAL REACH

EUROPE

€20.4 billion turnover

5.7% underlying volume growth

40% of group turnover

ASIA, AFRICA, CENTRAL &

EASTERN EUROPE

EUROPE

€13.9 billion turnover

0.9% underlying volume growth

27% of group turnover

EUROPE EUROPE

€17.1 billion turnover

3.1% underlying volume growth

33% of group turnover

THE AMERICAS

2012 TURNOVER €51.3 BILLION

OUR COMPASS STRATEGY

Our vision is to double the size of

the business, whilst reducing our

environmental footprint and

increasing our positive social

impact.

The Compass provides a blueprint

for success by identifying what we

must do to win share and grow

volume in every category and

country.

STRATEGY

The Compass provides a

blueprint for success by

identifying what we must

do to win share and grow

volume in every category

and country.

Unilever Global Targets Workplace Specific Targets*

OF OUR OFFICE WASTE WILL BE REUSED, RECYCLED OR

RECOVERED BY 2017

BY 2020 WE WILL

HALVE THE ENERGY

(KWH) PURCHASED PER OFFICE OCCUPANT

BY 2015 WE WILL REDUCE PAPER

CONSUMPTION BY

PER HEAD

*Applies to our top 21 countries

100%

30%

ENTERPRISE SUPPORT DEVELOPED TO ALIGN WITH THE COMPASS STRATEGY - OUR JOURNEY STARTED IN APRIL 2010

HR

Workplace

Services

Information

Management

IT

HR IM FS IT

2010

2012

2014

2016

Work-

place

Glo

bal

Re

gio

na

l Glo

bal

Glo

bal

Local

Regio

nal

Regional Regio

nal

Glo

ba

l

Locally cost

competitive,

“Get it first time right”

Act Global Think Local

How do we support Unilever with globally aligned

Services and IT Innovation

AND

remain locally relevant, cost competitive and “close”

to users and clients?

Use our global scale

Support with high

quality, simple

processes

AND

OUR CHALLENGE IN ENTERPRISE SUPPORT

Building one professional

services organisation

Leveraging cost-effective, best practice

Making continuous

improvement

Developing win-win

relationships

Providing excellent services globally

and enabling Unilever to win the market by:

Unilever Sustainable Living Plan

ES’S MISSION ALIGNED TO THE UNILEVER COMPASS

WORKPLACE SERVICES: OUR AIM

To provide greater value to our business and help our business win in the marketplace; to be recognised for this internally and externally; and to have our people take pride in being part of our organisation.

Supporting the Unilever aim to create an environment in

which all employees can fulfil their potential.

Think BIG

OUR JOURNEY SO FAR....

2010

Start SMART

2011

Scale-up fast

2012/13

FORMATION OF WORKPLACE

Q3 – Q4 2010

Org Design

& Build

CONFIDENTIAL

ES Target 3: ES Business Plan for 2010-2013; particular focus on RF 11

Following the company-wide engagement on our draft Service Line strategies we are putting together a focused “Start Smart” 2011 plan, aligned to the needs of the business. During Q4 we will update financial business case that is emerging from this: the plan will generate strong savings and cash-flow improvement. However, the level of investment will be high, and it will require a level of change which will stretch both ES and the wider organisation. Currently we envisage close to €277m in RDI, €173m Capex and €46m trade (mainly included in IT Global Innovation) investment over 3 years generating annual savings of over €330m pa by the end of the plan period (both within ES, in “flow-through” and other supply chain linked benefits).

The summary of the key ES Strategic Initiatives for 2011 is shown in attachment 4, including the names of the proposed business sponsor from the regions or functions.

RF 11

For 2011 Enterprise Support is focused upon the €1.1 billion of costs that fall under our direct control, or that will be quickly transferred into ES. This includes the full cost of IT Services, and all the people and third party service contracts within HR, Finance, IM and Workplace Services, along with our business partnering organisation.

ES has identified €65m in savings that will flow to the bottom line. This is generated from many projects across all the service lines, with particular benefits from the big contract renegotiations in IT:

BT contract renegotiation and end of exclusivity (Janus) deliver €7m in year savings both in lower rates and in reduced fixed costs

Data Network savings for Unified communication and Living on the net of €6m

Vodafone mobile contract (Mosaic) has €10m positive impact

Accenture application maintenance/development contract (Cambridge €10m benefit)

Lower software licence costs through improved asset management (€6m)

Move to single vendor Europe/Americas for outsourcing of PC/Laptops and user help-desk (€5m)

Against these savings inflation and additional operating costs (e.g. end of life equipment replacement, extra network capacity etc) will together add around €39m to costs (+3.5%). This includes the investment in additional resources required to address existing service quality issues. In addition “New” services/capabilities investment will add around €50m in operating cost:

U2K2 and Cordillera lead to higher amortisation and run costs (net €19m)

Additional run costs from other regional projects going “live” (€10m)

Additional Telepresence run-costs, new offices, printer and Blackberry services (€4m)

HR Services €5m in one off-investment including setting up a graduate recruitment website, global recruiting redesign and total reward statements

Sara Lee & Inmarko integration cost of €3m. No impact for Alberto Culver is included, except for any change effort budgeted as part of the M&A proposal.

Additional resourcing in ES of €4m to prepare for the take-over of IM run responsibilities from regions/MCOs (into “Akili”) and for the establishment of the global Workplace Services organisation.

The full year cost of establishment of the ES Service Control and Service Development (€4m).

Overall, this means that the ES forecast is €1135m, €11m above our internal ambition to keep cost as close as possible to “ZOG + ERP Amortisation”.

On top of the savings outlined above in directly controlled costs, the Enterprise Support business plan for 2011 includes programmes that will generate benefits to the MCOs “flow-through” costs: European Facilities tender and the Global Expense Transparency and Efficiency programme (travel, professional services, temporary labour) together with Ariba Buyer implementation. This programme will be conducted in close coordination with the Controller and Indirects Procurement. Total saving €50m.

Forecast Investment 2010/11: Capex and RDI

Over the plan period ES is currently forecasting to require an annual investment of around €100m RDI/trade and €50m capex (as outlined in our July paper). For the remainder of 2010 and 2011 we are currently expecting that we will spend €110m in RDI and €70m capex over-and-above existing approved proposals.

We will be seeing immediate approval for a number of major projects which are the key drivers of 2011 savings:

Smart & Mobile Phones (Mosaic) – for the implementation of the new Vodafone global mobile contract. Total investment of €7.5m RDI and €3m capex.

Data Network and Fixed Voice (Janus) – the implementation of the revised BT contract, including the ending of their exclusivity. Total investment of €4m RDI and €2.5m capex

Application Development and Maintenance (Cambridge) – contract with Accenture for the outsourcing of application maintenance and development. Total cost €19m RDI and €3.5m capex.

Strategy Approval

Project Definition

2011 – 2013

Strategy

Ian Dunning

Global

Facilities

Director

VP Workplace Services

Global Real

Estate Director

Global

Workplace

Services Travel

and Fleet

Director

Workplace

Services

Delivery

Director, Latin

America

Workplace

Services

Delivery

Director, Asia

Africa Russia

Workplace

Services

Delivery

Director, Europe

Agile

Workplace &

Project Director

WHAT DOES WORKPLACE ENCOMPASS AND HOW IS IT STRUCTURED

Workplace

Services

Delivery

Director, North

America

Delivering Capability Globally

Activating Locally with our regional

teams and business partners

Delivery at regional level and

through our country Workplace

SDM teams

HR BP Finance BP IT BP Comms BP (Travel)

Procurement BP

(Workplace)

Procurement BP

Transformation

Manager

Ensure balance

between global

capability and

local relevance

WORKPLACE SERVICES: OUR JOURNEY

Creating a workplace

that maximises

flexibility and choice

for our people

Delivering services at

the right cost, to the

right standard, with

consistency Unlocking value from

our real estate

portfolio

Delivering a

best-in-class

service

that provides the

right service at the right cost

VIRTUAL PHYSICAL

IMPROVING OUR

OPERATING LEVERAGE

EMPLOYEE

ENGAGEMENT

Global

Resource

Booking

Global Travel

Transformation

Facilities

Management

Transformation

Global

Physical

Access

Security

Agile

Certification

AGILE WORKPLACE

& PROJECTS TRAVEL

MEETINGS

& EVENTS

GLOBAL

FACILITIES

MANAGMEN

T REAL

ESTATE

FOCUS ON

REAL ESTATE OTI

FULFILLING OUR

ULSP COMMITMENTS

BETTER GENDER

DIVERSITY

ACHIEVING OUR

SERVICE QUALITY

METRICS

To provide greater value to our business and help our business WIN IN THE

MARKETPLACE; to be RECOGNISED FOR THIS INTERNALLY AND

EXTERNALLY; and to have our people TAKE PRIDE in being part of our

organisation.

Integrated

Workplace

Management

Services

Real

Estate

Sustainability/

Energy,

Auditing,

Monitoring

Workplace

Project

Management/

Design

standards

OUR AIM:

OU

R K

EY

PR

OG

RA

MM

ES

:

Video

Defining site

specifications for

k

THE FACILITIES MANAGEMENT JOURNEY CHALLENGES

Mixtures of

In-house and

Outsourced

Service Delivery

teams

Complex

portfolios

Starting Local

Going Global

No accurate

Baseline data Local

Management

Transformation

against site type Development

of key

management

reporting

Development of

overarcing Service

specifications and

SLA

Standardisation

of Service

Delivery

models

Regional

and

Global

Structure

Varying

Service

Specifications

/ SLA’s

Remaining locally relevant

KEY TO SUCCESS

Capabilities Relationships

Governance Partners

QUESTIONS

THANK YOU