Unilever - Deutsche Bank Conference Graeme Pitkethly / Alan Jope June 16 th 2016

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1 Unilever - Deutsche Bank Conference Graeme Pitkethly / Alan Jope June 16 th 2016

2 Agenda for today Emerging markets Agility & innovation Profitable growth A world of opportunity More global and more local The next wave of savings 2

3 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 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 Unilever Group (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 could cause actual results to differ materially are: Unilever s global brands not meeting consumer preferences; Unilever s ability to innovate and remain competitive; 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; the production of safe and high quality products; secure and reliable IT infrastructure; successful execution of acquisitions, divestitures and business transformation projects; economic and political risks and natural disasters; financial risks; failure to meet high and ethical standards; and managing regulatory, tax and legal matters. 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. 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 in the Group s Annual Report on Form 20-F for the year ended 31 December 2015 and the Annual Report and Accounts

4 A clear strategy for long-term value creation The Compass Differentiated category strategies Winning with brands and innovation Winning in the marketplace Grow the core Build premium Step up profitability Scale household care Winning through continuous improvement Winning with people Accelerate growth Strong cash flow Grow ice cream ROIC Accelerate tea Sustainable Living: More growth, Lower costs, Less risk, More trust 4

5 Resilient business model, delivering consistent results Underlying Sales Growth Core Operating Margin Core EPS Unilever Market +2.9% +4% +40bps +40bps +30bps Constant +11% p.a. Current +6% p.a Return on Invested Capital 2015 Free Cash Flow % 4.8 bn 5

6 Addressing areas of under-performance Return to growth in Foods Improved profitability in Home Care USG% +1.5% % -0.6% +170 bps Improved volume growth in developed markets Improved ROIC in Ice Cream UVG% UPG% -0.5% +0.5% % bps 6

7 Agenda for today Emerging markets Agility & innovation Profitable growth A world of opportunity More global and more local The next wave of savings 7

8 Emerging Markets fundamental to Unilever s growth and value creation 70% volume EM Price +4% 25 year average 58% turnover +4.4% Volume +4.3% +4.3% +3.7% +5% 25 year average EM 55% EBIT +2.7% +1.3% EM Q1 2016

9 Macro trends driving growth across our categories PERSONAL CARE Turnover 12bn HOME CARE FOODS REFRESHMENT +7% 8bn +6% 5bn 5bn USG% +7% +9% 800m more people in middle income: Increased per capita consumption 400m more people in EM cities: More kitchens and more bathrooms 300m more women in the workforce: More Personal Care, meal solutions & laundry aids Source: Oxford economics, By

10 More benefits Deep roots and portfolio that consistently builds scale Spans price points and consumer needs Category breadth unlocks distribution Example: Laundry Rising income Local touch: 80% of EM leadership teams are locals 10

11 Strengthening our distribution in small stores An end to end digitally enabled solution Rolling out across our distributors India Thailand Sri Lanka 2020 target: Cover 50% of indirect sales Vietnam Philippines Indonesia Myanmar, Cambodia, Laos Kenya Ghana Nigeria Tanzania UAE Cote D Ivoire 11

12 Extending our distribution in new channels E-commerce as % of our sales Unilever 8% 5% China UK France 2015 sales growth >50% Market Q1'16 India sales growth sales growth c.20% 12

13 E-commerce in India - early stage development Building capability across models Unilever pilot: Humara shop Market Place.com Select store, products Fulfilled by local store Grocery.com Beauty.com Consumer insights Pick up or local delivery

14 Agenda for today Emerging markets Agility & innovation Profitable growth A world of opportunity More global and more local The next wave of savings 14

15 Alan Jope President Personal Care

16 Winning in a more fragmented world Consumers Channels Media Competitors 16

17 Building on our strengths Scale Consumer relevance More global More local 17

18 More Global Category expertise Purpose-led brands World-class technologies Global leading category positions 30% faster growth for sustainable living brands 1 billion invested in R&D each year Dial up: Faster scaling and roll out 18

19 More Local Consumer & cultural insight Consumer engagement Activation & execution 220k conversations/day captured by People Data Centres 10 million Perfect stores programme Local P&L responsibility Dial up: Faster scaling and roll out Dial up: Speed, agility, flexibility 19

20 Bringing it to life in Personal Care 20

21 Our Personal Care business An increasing part of the business Organic sales growth Scalable Bolt-on acquisitions PC as % of group sales Unilever 10% 28% 38% Market +6.4% 7% 5% Strategy: Grow the core, build premium 21

22 Personal Care growth drivers Brands with purpose High-growth segments Multi-channel approach 22

23 Brands with purpose: Dove global proposition, with local relevance India 23

24 High growth segments: Muslim consumers Global opportunity, local insight Fast-growing consumer segment Young and digitally empowered With unmet personal care needs hair, skin, oral care 24

25 Multi-channel approach: Axe find your magic Global range Multi-channel execution 25

26 What is the Inspiring examples The Connected & World From Programme Connected World To is a multi-year exercises Connected change programme Leadership 4 Growth Capability to step up our capabilities and how Learn by doing Programme? we do marketing in today s connected world Organisation Capabilities Tools bject Matter Expert Inputs & Films Digital 2.0 will help us to re-imagine how brands connect with our consumers across key digital touch points on their digital journeys. It is the priority for the Connected World Programme in and Login How Connected World and Digital 2.0 link together Stronger global networks, Our more 4 locally Pillars empowered of Learning Mandatory Learning Knowledge Fundamentals Online The Connected World Programme will be used to augment capabilities around the Digital Framework (5Cs), with Unilever Tools & Best Practice Digital 2.0 providing the tools to make this possible. Phase 1 of Digital 2.0 will be launched to 14 brands and 17 markets in The 4 Pillars consist of Formal Learning combined with a mind-set of learning by doing and will deliver all new Digital content. Launch Connected World Mindset Digital Skills Digital Framework Multi-year capability building programme The Connected World Journey in 2016 Ready Workshops for the connected world Tech & Capabilities Technology, infrastructure, platforms The Marke Connected Launch Wo Looking for to Q3 & Q4 Optional Live Action Workshops Inspirational Sessions 26

27 Graeme Pitkethly Chief Financial Officer 27

28 Agenda for today Emerging markets Agility & innovation Profitable growth A world of opportunity More global and more local The next wave of savings 28

29 Continuous improvement in our cost base Maxing the mix Supply chain savings Project Half Advertising efficiency GM% + 200bps > 500m savings bn per annum Overheads % sales -80bps 200m Re-invested into competitiveness Underpinning steady improvement in core operating margin 29

30 Our approach to Zero Based Budgeting Focused on value & growth Decisions based on data Driven by experienced business leadership Right challenge, right time 30

31 Peer range Zero Based Budgeting Benchmarking Highest Travel Promotional re-pack Market research Median Lowest Air fare Taxis Gift with purchase Digital promotions Continuous data Deep insights Value targeting 31

32 In summary Emerging markets Agility & innovation Profitable growth A world of opportunity More global and more local The next wave of savings 32

33 Unilever - Deutsche Bank Conference Graeme Pitkethly / Alan Jope June 16 th

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