Unilever – Deutsche Bank Conference

Jean-Marc Huët – CFO

June 11th 2013

SAFE HARBOUR STATEMENT

This announcement 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’,

‘looks’, ‘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. Among other risks and

uncertainties, the material or principal factors which cause actual results to differ materially are: Unilever’s global brands not

meeting consumer preferences; increasing competitive pressures; Unilever’s investment choices in its portfolio management;

inability to find sustainable solutions to support long-term growth; customer relationships; the recruitment and retention of

talented employees; disruptions in our supply chain; the cost of raw materials and commodities; secure and reliable IT

infrastructure; successful execution of acquisitions, divestitures and business transformation projects; economic and political

risks and natural disasters; the debt crisis in Europe; financial risks; failure to meet high product safety and ethical standards;

and managing regulatory, tax and legal matters. 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 2012 and the Annual Report

and Accounts 2012. These forward-looking statements speak only as of the date of this announcement. 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.

Agenda

1 Our journey to date

2 Unilever: unrivalled emerging market presence

2004-8: strong fundamentals but growth had stalled

14 €bn+ brands Leading positions Stable revenue

2004 2005 2006 2007 2008

€40bn

>80%

% of turnover in No 1 or No 2 position

Getting back to a growth agenda

2009: an energising vision 2010: clear strategy Employee engagement up

Magnify innovations

Win with winning customers

Drive up CASH and drive down COSTS

Improve sales fundamentals

Own market development

Step change customer service

Simplify product / SKU range

Agree country & category strategies

3

2

6

5

9

8

4

1

Win with local consumersthrough combined power of BB & BD7

9 for 09

64%

73% 75%

2007 2010 2012

Benchmark

The virtuous circle of growth

Building a performance culture

Fewer touch points

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

South East

Asia &

Australasia

Africa

North America

Latin America

Europe NAMET & RUB North Asia

South Asia

Refreshment Foods Home Care Personal

Care

Faster decision making Differentiated rating

Delivery

Sta

nd

ard

s o

f L

ea

de

rsh

ip

25%

Innovation led growth with improved execution

Bigger, better, faster

13 wks reduction

from 1st to last market

9

~90

2009 2012

Innovations into 10+ countries

Improved availability

2008 2012

On-shelf availability

>800bps

Ranked No.1 in 2012 for

‘Global Logistics & SC’

Dove Men+ Care now €300m

Unilever ranked No. 1

in men’s toiletries

Investing in the long term health of Unilever

Incremental brand investment Capex

A more competitive IT and Enterprise Support infrastructure

2008 2012 2008 2012

+€1.7bn +€1.0bn

Improving product quality

>€300m

2008 to 2012

Unilever now Fit to Compete

Growth ahead of our markets

3.5% 4.1%

6.5% 6.9%

2009 2010 2011 2012

Underlying sales growth (%)

Improved cash generation

0.3%

-2.4% -2.5%

-3.2%

2009 2010 2011 2012

Average working capital %

M&A strengthens portfolio

2013: ready for the next stage of the journey

Becoming ‘Fit to Win’ ‘Fit to Compete’

From To

Increased emphasis on gross margin improvement

Premiumisation New channels Better insights

From To

# of IT systems

200 4

Integrated information systems Growing drug stores & e-commerce 75% of innovations margin accretive

Reducing cost through an end-to-end approach Roll-out on track

Embedding Low Cost Business Models

Laundry

Identified Realized

50% 25%

Ice Cream parallel programme

Example: reducing volatility induced cost Others in early stage

Consumer Customer UL Depot Factory

Continued discipline in cost control

Agenda

1 Our journey to date

2 Unilever: unrivalled emerging market presence

Significant opportunity exists

Have lots

Haves

Have nots

2010 2020

1.9 bn

2.0 bn

2.9 bn

3.0 bn

2.7 bn

1.9 bn

1.8 bn people will move up the ladder, mainly in emerging markets

6.8 bn 7.6 bn Total population

We have an unparalleled footprint

Bangladesh Vietnam India Indonesia Thailand Philippines China

Fabric Cleaning

Hair Care

Face Care

Skin Cleansing

Deos

Tea

Savoury

Ice Cream

Brazil Russia

1

1

1

1

1

1

1 1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1 1

1

1

1

1 1 1

2 2

2

2

1

2

2

1

2

2 2

1

1

1

Argentina

1

1

1

1

1

2

1

1

1

1

1

2

Pakistan

1

1

1

2

Source: Nielsen / IRI / estimates

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1956 1985 2013 Q1

Our growth has been consistent & resilient

Ever more important for our business

>57%

Emerging markets profitability is close to UL average

13.8% 14.3% 13.3%

2012 Unilever core operating margin

Total Developed Emerging

Healthy gross margins

Allowing significant investment in

business building

Deep distribution reach

Expanding reach in Indonesia Increasing rural coverage in India

Outlying islands

Java

IT enabled ‘perfect stores’

‘Shakti’

Activation

Added 30,000 villages

to Shakti programme in 2012 Reaching 6m perfect stores

by the end of 2013

Adding 100+ new distributors

over the next three years

1 Significant opportunity exists

2

3

4

We have an unparalleled footprint

Emerging markets profitability is close to UL average

Our growth has been consistent & resilient

Emerging markets: summary

5 Deep distribution reach is strengthened by ‘perfect stores’

Volume growth ahead of our markets

Steady and sustainable improvement in core operating margin

Strong cash flow

Our priorities for 2013 remain unchanged

Unilever – Deutsche Bank Conference

Jean-Marc Huët – CFO

June 11th 2013