1. ABOUT UNILEVER

2. Creating a better future every day
Unilever is one of the world’s leading suppliers of fast-moving consumer goods. We aim to provide people the world over with products that are good for them and good for others.

3. Our vision 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.

4. People are the heart of our business.
Our people
People are the heart of our business.
We aim to create an environment in which all employees can fulfil their potential.
Unilever is one of the world’s most culturally diverse companies. Our Board is made up of six nationalities and the nine members of the Unilever Executive come from six different countries.

5. Performance

6. Scale and geographic reach
The Americas
€13 billion turnover
4.2% underlying sales
growth 32.3% of group turnover
Western Europe
€12 billion turnover
-1.9% underlying sales
growth 30.3% of group turnover
AAC
€15 billion turnover
7.7% underlying sales
growth 37.4% of group turnover
2009 turnover €39.8 billion 6

7. Operational achievements in 2009
Good broad-based underlying sales growth of 3.5%
Underlying volume growth of 2.3% – accelerating through the year
Increased investment behind our brands
Return to strategic acquisitions including TIGI and Baltimor
Named International Supplier of the Year by Tesco for the fourth year running
Sales growth 3.5%
Volume growth 2.3%

8. Strategic Focus

9. Our corporate purpose
Our deep roots in local cultures and markets around the world give us our strong relationship with consumers and are the foundation for our future growth. We will bring our wealth of knowledge and international expertise to the service of local consumers – a truly multi-local multinational. Our long-term success requires a total commitment to exceptional standards of performance and productivity, to working together effectively, and to a willingness to embrace new ideas and learn continuously. To succeed also requires, we believe, the highest standards of corporate behaviour towards everyone we work with, the communities we touch, and the environment on which we have an impact. This is our road to sustainable, profitable growth, creating long-term value for our shareholders, our people, and our business partners.

10. Unilever’s growth priorities
Our ambition is to win share and grow volume in every category and country.
Winning with brands and innovation
Deliver superior products, design, branding and marketing
Bigger, better, faster innovations
Appeal to more consumers across needs and price points
Winning with people
Organisation and diverse talent pipeline ready to match our growth ambitions
Performance culture which respects our values
Leverage our operating framework for competitive advantage
Winning in the marketplace
Lead market development
Win with winning customers
Be an execution powerhouse
Winning through continuous improvement
Lean, responsive and consumer-led value chain
Drive return on brand support
Agile, cost-competitive organisation

11. Local roots with global scale
Our deep roots and early engagement in D&E markets give us invaluable consumer insight:
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

12. Categories, Brands and Regions

13. Strong category positions
Unilever’s portfolio of categories
Leading category positions
Homecare
Savoury, Dressings & Spreads
Personal Care
Ice Cream & Beverages

14. Top 25 brands = almost 75% of Unilever’s sales*.
Big global brands
Top 25 brands = almost 75% of Unilever’s sales*.
* As at end 2009

15. Clear, distinct, complementary roles.
Regions and categories
Clear, distinct, complementary roles.
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
Execute on the ground
Responsible for:
Managing the business
Deploying brands and innovations
Customer management
Accountable for:
Short-term market shares
Growth
Profit
Cash flows

16. The Supply Chain

17. Raw materials and ingredients
€15.3 billion spent on raw materials and packaging from over ,000 suppliers in 2009.
Our share of world volume:
Preliminary data pending audit.

18. Manufacturing 264 manufacturing sites.
Continuous improvement in eco-efficiency in factories (1995–2009):
41% reduction in CO2 from energy
65% reduction in water use
73% reduction in total waste
Preliminary data pending audit.

19. Distribution and retailing
Around one-fifth of Unilever’s sales are through ten major retail chains. Our products are sold in over 10 million small shops in developing and emerging markets. 50% of sales from developing and emerging markets.

20. Unilever manages a number of partnerships globally.
Customer partnerships
Unilever manages a number of partnerships globally.

21. Consumers
2 billion consumers use a Unilever product on any day. Top 13 brands with combined sales of €23 billion in €5.3 billion invested in advertising and promotion. €891 million invested in R&D.

22. Social and Environment

23. Helping society through our products and programmes.
Social
Helping society through our products and programmes.
133 million people reached by Lifebuoy handwashing programmes since 2002
15 million people in 3 million households in India provided with safe drinking water through Pureit
44% of our products in line with internationally accepted guidelines for saturated and trans fats, sugar and salt
Nearly 17 million school meals delivered to 80,000 children in through our partnership with the World Food Programme
45,000 women entrepreneurs reach 3 million consumers in 100,000 Indian villages selling Unilever products door to door

24. Eleven years as sector leader of the Dow Jones Sustainability Indexes.
Environmental
Eleven years as sector leader of the Dow Jones Sustainability Indexes.
Our goal is to double the size of the business whilst at the same time reducing our environmental footprint. This encompasses the whole value chain – from the sourcing of raw materials through to consumer use and disposal of our products.
We are committed to sourcing all palm oil from certified sustainable sources by 2015
15% of the tea we use globally is sourced from Rainforest Alliance CertifiedTM farms
Over the period 1995–2009 we have achieved reductions of:
41% in CO2 emissions*
73% in total waste*
65% in water usage*
* Measured by tonne per production. Preliminary data pending audit.

25. Working with others
Working in partnership is crucial in developing and delivering some of our major sustainability commitments.
Our principal global partnerships are with:
UN World Food Programme: to feed hungry children and improve their nutrition
FDI World Dental Federation: to improve oral health
World Heart Federation: to promote heart health
Global Public-Private Partnership for Handwashing with soap: to promote good hygiene practice
Global Alliance for Improved Nutrition: to co-create new approaches in food fortification to address malnutrition
UN Global Compact: to align business operations and strategies in the areas of human rights, labour, environment and anti-corruption

26. Structure

27. Legal structure and governance
Unilever was formed in 1930 from two companies: Margarine Unie and Lever Brothers.
It was a full business merger, operating as a single business entity.
Two separate legal parent companies have been maintained:
Unilever NV (Netherlands) and Unilever PLC (UK).
This works through an equalisation agreement and other contracts between the two companies.
Margarine Unie (Netherlands)
Lever Brothers (UK)

28. A global management team
Doug Baillie
President Western Europe
Keith Weed
Chief Marketing and Communications Officer
Pier Luigi Sigismondi
Chief Supply Chain Officer
Michael Polk
President Global Foods, Home & Personal Care
Geneviève Berger
Chief R&D Officer
Dave Lewis
President Americas
Paul Polman
Chief Executive Officer
Jean-Marc Huët
Chief Financial Officer
Sandy Ogg
Chief HR Officer
Harish Manwani
President Asia, Africa and Central & Eastern Europe

29. The Rt Hon The Lord Brittan of Spennithorne QC, DL
Board of Directors
Chairman
Michael Treschow
Executive Directors
Paul Polman
Chief Executive Officer
Jean-Marc Huët
Chief Financial Officer
Non-Executive Directors
The Rt Hon The Lord Brittan of Spennithorne QC, DL
Wim Dik
Louise Fresco
Ann Fudge
Charles Golden
Byron Grote
Narayana Murthy
Hixonia Nyasulu
Kees Storm
Jeroen van der Veer
Paul Walsh