Unilever Investor Event 2017 Graeme Pitkethly 29 th November 2017

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1 Unilever Investor Event 2017 Graeme Pitkethly 29 th November 2017

2 What you have heard so far Driving growth in each Category Fuelling growth and margin expansion Personal Care Home Care Foods & Refreshment 6bn in

3 Our investment-led growth model for value creation Allocating resources Translating into superior value creation Portfolio Channels Growth ahead of our markets, USG 3-5% 20% Underlying Operating Margin Underlying EPS growth High-teens ROIC Shareholder returns Media Guided by Category strategies 100% cash conversion Free Cash Flow

4 Good progress on our 2020 programme Simpler, faster organisation Country Category Business Teams fully in place Foods & Refreshment integration on track Accelerated margin progression Savings programmes ZBB and 5S faster than planned On track for 20% Underlying Operating Margin by 2020 Faster portfolio evolution Accelerated M&A 10 acquisitions in the last 12 months Spreads sale or de-merger on track Simpler capital structure Buy-out of preference shares Legal structure review progressing well Increased leverage & returns Share buy-back of 5bn programme virtually completed Net debt / EBITDA expected to be approaching 2x by year-end

5 Accelerating underlying sales growth Outperforming our markets Evolving the portfolio Current performance 3% 1% % Faster to market More speed in-market Higher re-investment by New segments New channels Geographic infills 1% 2019 Reconfirming our guidance: USG 3-5% p.a. in Step-up in volume growth

6 Our growth model starts with the consumer All 2.5 billion of them

7 Growing our core Macro trends driving growth A proven model for market development More Users More Usage More Benefits 600m more people in middle income: Increased per capita consumption 900m more people in EM cities: More kitchens and more bathrooms 200m more women in the workforce: More PC, meal makers & laundry aids Source: Euromonitor, Oxford Economics; by 2030

8 An effective and evolving organisation 3 Categories Personal Care Home Care Food & Refreshment 8 Clusters Flexibility in our model

9 Made simpler, faster, more global and more local 3 structural changes AND Re-design of all functions concept Consumer & Market Insight: People Data Centres R&D: More open innovation, more digital 2 Country Category Business Teams (CCBT) Marketing: ONE team, ready for the Connected World Sales: More channel differentiation, early involvement 3 Global Brand Communities Supply Chain: More 3 rd party production, more agile Finance: Future Finance design, better analytics

10 Innovation: More global and more local 70% globally-led 30% locally-led Benefit-led, multi-country launches Rolled out to more markets More investment behind the winners Faster to cut the tail Global scale and strategic partnerships Addressing local trends Simpler, more flexible processes Local decision rights Local successes scaled faster More use of 3 rd party production Consumer needs addressed with speed and scale where it matters

11 Confidence in our model Jump in speed and agility Performance focus is up People feel increasingly empowered 57% Q1 79% Q4 78% 60% 47% Q4 Q4 Q1 39% Q1 61% Q4 68% Q1 75% Q4 62% Q1 70% Q4 CCBT Leads CCBT Members CCBT Leads CCBT Members CCBT Leads CCBT Members Source: Unilever global people survey

12 Shaping our portfolio towards higher-growth segments 19 acquisitions announced since 2015 Primarily in Personal Care Prestige Premium price brands in mass New channels Naturals Consideration 8.6 bn Acquired turnover 2.2 bn Like for like growth 16% acquisitions & disposals + spreads will be around 1% accretive to USG Note: most of the 1% accretion is not yet in USG but will increasingly contribute over the coming quarters

13 Evolving the portfolio through both innovation and M&A Example: Addressing the naturals trend Global Local Innovation M&A Winning in faster-growing segments

14 Building on our distribution strength 5 years ago Unilever footprint Next 5+ years Hyper/Supermarkets Convenience 65% 60% Less reliance on weekly shop 45-50% Discounters Traditional Trade 20% Macro trends in Emerging Markets 20-25% Experience platforms: Out of home Food Solutions Health and Beauty 15% Shift towards experience and service 20% Brand stores E-Commerce (incl. Direct-to-Consumer) Rapid growth in e-commerce 10%

15 Differentiated channel strategies 40% Medium-term contribution to Unilever growth 0% Hyper/Supermarkets (incl. Discounters/Convenience) Traditional trade Bubble size: % of future turnover Experience platforms E-commerce (incl. Direct-to-consumer) Protect value Leverage strength Build equity Build capability

16 Already winning in high-growth channels Broad e-commerce expertise driving 40% growth (YTD Sept 2017) No.1 out-of-home ice cream business globally An innovative foods service business growing 5% (YTD Sept 2017) Already launched 2 health and beauty brands in 2017

17 Channel-centric innovations Health & Beauty Direct-to- Consumer E-commerce Discounters Love, Beauty and Planet Dollar Shave Club KJU by Lux Packs fit for price Dove Face Care T2 Amazon bundles Right pack, right price, right channel

18 Consumer journeys have become more complex and digital From: Linear path to purchase To: Multiple touch points enabling more targeted, personalised marketing driven by data

19 Winning in the new consumer landscape Return on Investment Transformation of spend Quality of content Digital 1/3 of spend 130% 60% Media Asset creation Reach Traditional 2/3 of spend (10)% (35)% Change vs Fuelled by ZBB re-investment

20 Radio Radio Radio Digital Other Traditional Other Optimising media spend in a fast-changing landscape 5 years ago Now Digital Other Source: Group M: This Year, Next Year 2017; Unilever analysis Ability to cut through is crucial in a fragmented world

21 Radio Radio Radio Radio Digital Other Newspapers Magazine Traditional Other Optimising media spend in a fast-changing landscape 5 years ago Next 5+ years TV and Video Multiscreen Planning Digital Other Source: Group M: This Year, Next Year 2017; Unilever analysis Ability to cut through is crucial in a fragmented world

22 Leveraging world-class capabilities Building data capability at scale Reinventing consumer engagement Effectiveness in media buying Real-time insights in 20 markets Deeper consumer understanding Building 1bn 1:1 consumer relationships Agile content in 17 markets Enabling tailored messages projects across 200 brands Programmatic trading desk Reaching right people in right context at best price Better, earlier insight. Faster response. Effective media.

23 Our growth model positions us well to win in a changing world Connected 4 Growth Growing the core Evolving the portfolio Developing channels More global + more local innovation Emerging market footprint Market development Segments of the future Flexible business models E-commerce Out-of-home Health & Beauty Savings programmes providing fuel for growth and margin expansion Unilever Sustainable Living Plan: more growth, lower costs, less risk, more trust

24 Our savings programmes provide fuel for growth and margin 3 key programmes delivering faster than planned savings Supply Chain savings to drive Gross Margin Successful in Home Care, now rolling out Supply Chain 4bn Savings mainly in B&MI and Overheads Fully locked into financial & operational KPIs 15% reduction in mid & senior management Overheads & Brand & Marketing 2bn A leaner Foods & Refreshment unit 3.5bn restructuring investment

25 Changing our portfolio to grow faster for longer Unilever Return on Invested Capital 20% More growth More margin Portfolio change Goodwill Target range 17% Investing in our business to accelerate growth while sustaining high-teen ROIC ROIC defined as Underlying Operating Profit after tax / Average (PPE + Working Capital+ Assets held for sale + Goodwill + Software)

26 Underpinnings of our growth model Brands Geography Distribution Talent #1 or #2 positions Purpose-led 190 countries 57% emerging markets 30m outlets globally Channel expertise Global / Local model Local empowerment

27 Translating into superior value creation Growth ahead of our markets, USG 3-5% 20% Underlying Operating Margin Underlying EPS growth High-teens ROIC Shareholder returns 100% cash conversion Free Cash Flow

28 Unilever Investor Event 2017 Graeme Pitkethly 29 th November 2017