0

Introduction to UnileverFebruary 2008

Contents

• Overview of Unilever• Mission 3-4• Geographic reach 5• Categories and brands 6-7• Strategic priorities 8• Management & organisation 9-11• Social responsibility 12-13 • Customer partnerships 14-15

• Innovation driving growth 16-23

• Local roots and global scale 24-33

• Financial summary• 10 year financial history 34-40• Commitment to shareholder value 41-44

• Legal structure, governance and shares 45-51

• Contact information 52

This presentation may contain forward-looking statements, including ‘forward-looking statements’ within the meaning of the United States

Private Securities Litigation Reform Act of 1995. 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. 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 Annual Report & Accounts on Form 20-F. These forward-looking statements speak only

as of the date of this presentation.

Safe harbour statement

Our mission

150 million times a day, in 150 countries, people use our products at key moments of their day

Adding Vitality to life

Scale and geographic reach

The Americas | €13bn | 33%

2007 Turnover €40billion

Europe | €15bn | 38%

Asia/Africa | €12bn | 29%

Present in 150 countries around the world

174,000 employees**as at end 2007

“Our deep roots in local cultures and markets around the world give us our strong relationship with consumers and are the foundation for future growth. We will bring our

wealth of knowledge and international expertise to the service of local consumers - a truly multi-local multinational” - extract from Unilever’s Corporate purpose

Personal Care Ice Cream & Beverages

Home Care Savoury, Dressings & Spreads

19%

35%18%

28%

Unilever’s Portfolio of Categories

Savoury

Dressings

Ice Cream

Laundry

Household Cleaning

Deodorants

Spreads

Tea

Daily Hair Care

Mass Skin

Oral Care

World Number 1

World Number 2

Local strength

Leading Category Positions

Strong category positions

Big global brands

12 “billion € brands”

Top 25 brands = ¾ of Unilever’s sales

Unilever’s strategic priorities

Personal Care D&E Vitality

Group Chief Executive

PresidentEurope

PresidentAsia Africa

PresidentFoods

PresidentHPC

President Americas

CHRO CFO

A global management team

Non-Executive Chairman

M. Polk K. Van der Graaf H. Manwani R. Kugler V. Banga S. Ogg J. Lawrence

P. CescauM. Treschow

CategoriesDeliver global platforms

Responsible for:Brand development

InnovationResearch and Development

Accountable for:Medium/long term market share

Brand healthInnovation metrics

Category value creation

Regions and Categories -Clear, distinct, complementary roles

RegionsExecute on the ground

Responsible for:Managing the business

Deploying brands and innovationsCustomer management

Accountable for:GrowthProfit

Cash flowsShort term market shares

People are the heart of our businessHarnessing, developing and rewarding their skills, energy and

commitment is our priority

Unilever is one of the world’s most culturally diverse companies, with top leadership from 21 nations.

More than 30% of managers worldwide are women.

Our people

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

Corporate responsibility

Unilever has led the food industry category of the Dow Jones Sustainability Indexes (DJSI) for the past 9 years.

• Eco-efficiency – reducing the impacts of our operations• Eco-innovation – reducing the impacts of our products• Sustainability programmes in agriculture and water• Our Code of Business Principles• Supporting local communities

Products with less environmental impact

Use less water

Create less packaging

Reduce product carbon footprint

Sustainable Agriculture

Customer partnerships

• Unilever manages a number of partnerships globally

Unilever has unparalleled reach across the store, bringing unique ‘shopper insight’ to our partnership with customers

Customer partnerships

Innovation driving growth

Vitality

Proprietary Technology

Rap

id R

oll-O

ut Transfer of M

ixes

Rapid roll-out: Clear

Complete antidandruff and scalp care regime

Centrally developed and launched simultaneously across 7 countries

Rapid roll-out: Small & Mighty

A revolutionary concentrated laundry detergent rolled out across

North and Latin America and Europe

Cleans a whole wash-load with just one small capful

Strategy

Proprietary technology: Pond’s Age Miracle

Skin that looks and feels youngerA revolutionary range of anti-ageing products designed specifically for the

needs of Asian skin

Proprietary technology: Hellmann’s Light

Delicious light mayonnaise withonly 5% fat

With unique citrus fibretechnology

Vitality: Lipton

Lipton’s unique combination of health benefits, with antioxidants to fight free radicals

Vitality: Knorr Soups

‘Colour is a sign of goodness in nature, so the more colour you eat, the better it is for you’

Transfer of Mixes: Axe in Japan

Axe achieves great success across diverse markets

Local roots and global scale

• The world population is set to grow by 800m by 2010:almost all of the increase will be in the developing world

• By 2010 nearly 90% of world population will be in D&E

• Consumer spending is growing faster in D&E than in thedeveloped world

• Rising per capita income gives disproportionate growth in percapita consumption for Unilever categories

The D&E opportunity

The D&E opportunity

0.5

2.6

2.6

Have lots

Haves

Have nots

D&E Population in 2007(billions)

Annual per capita consumption (€)

Source: Euromonitor 2006/7

Detergents Shampoo

The opportunity in our categories

0.2 0.7 0.7

4.44.9

India

China

Indon

esia

Brazil

USA

1.0 1.6 1.4

8.9

16.8

India

China

Indon

esia

Brazil

USA

Non-packaged foods78%

Packaged foods22%

A big foods opportunity

Source: Unilever estimates% of Foods market in Asia Africa

A major driver of Unilever’s growth

Western Europe38%

North America

23%D&E36%

% 2004 Sales % 2007 Sales

D&E44%

North America

21%

Western Europe32%

D&E underlying sales growth c. 8% p.a. since early 1990s

Other developed 3%

Other developed 3%

Developed D&E D&E excl.Russia & China

Unileveraverage

D&E growth is profitable

2007 Operating margin before RDIs*

*Restructuring, Disposals, One-off Items

Local roots

• 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

• Global portfolio of brands and categories

• Dedicated R&D investment

• Shared values and standards of behaviour

Global scale

Leveraging our scale brings us advantages over local competition

Our heritage and local expertise mean that D&E is in our DNA

Local roots with global scale

Building D&E markets

Shampoo sachetsRexona deodorant

mini-sticks

Knorr mini cubes

Small soap bars with proven germ protection

Low price fabric cleaning sachets

Building markets by up-trading

Building markets by driving penetration

Shampoo Conditioning & Styling

Packet Tea Tea Bag

Basic Clean Surf Excel Automatic

Micro-marketing in D&E

Understanding our consumers - customising brand activation

Note: From 2005, Unilever has fully adopted International Financial Reporting Standards (IFRS). Information on this change can be found in

the FAQ section of the Investor Centre at www.unilever.com.

In the following section, historic trends are shown on a pre-IFRS basis for the period 1996-2003. For 2004, both pre-IFRS and IFRS bases are shown. This section includes non-GAAP measures. Definitions of these, and reconciliations to the GAAP measures can be found in the Investor Centre at www.unilever.com.

Financial performance 10 year history

0

1

2

3

4

5

6

1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007

%

Underlying sales growth

Sales growth, excluding acquisitions, disposals, and exchange rate movements

Operating margin

0

2

4

6

8

10

12

14

16

1997 1998 1999 2000 2001 2002 2003 2004 2004IFRS

2005 2006 2007

% tu

rnov

er

Includes restructuring, disposals and impairments and one-off gains: (4.6)% (1.5)% (0.6)% (1.4)%2005 asset sale and 2006 US health care, UK pensions

Operating margin beia/ before RDI

Operating margin

Capital efficiency

0

5

10

15

20

25

30

35

40

1997 1998 1999 2000 2001 2002 2003 2004 2004IFRS

2005 2006 2007

as %

turn

over

Working capital

Fixed assets

Return on invested capital

8.3

12.7

0

2

4

6

8

10

12

14

16

18

20

1997 1998 1999 2000 2001 2002 2003 2004 2004IFRS

2005 2006 2007

%

Excluding disposal of discontinued operations

Cash flow

2.4

0

1

2

3

4

5

6

7

8

9

1997 1998 1999 2000 2001 2002 2003 2004 2004IFRS*

2005 2006 2007

€bn

Cash flow from operating activities Ungeared free cashflow *IFRS 2004 onwards: includes P&L charges for stock options and pensions

Net profit

Note: 1997 adjusted to exclude exceptional items, incl. profit on sale of chemicals.Reported net profit for 1997 was € 5.0bn

0

1

2

3

4

5

1997 1998 1999 2000 2001 2002 2003 2004 2004IFRS

2005 2006 2007

€bn

Net profit excl profit on disposal of discontinued operations

Net profit from continuing operations

Dividends

0

1

1997

1998

1999

2000

2001

2002

2003

2004

2005

2006

2007

1997

1998

1999

2000

2001

2002

2003

2004

2005

2006

2007

Note: based on new shares following split and consolidation on 19 May 2006

0

1997

1998

1999

2000

2001

2002

2003

2004

2005

2006

2007

€ per NV shareCAGR +8% pa

£ per PLC shareCAGR +10% pa

$ per NV shareCAGR +11% pa

Share price vs market index10 year history

0%

50%

100%

150%

200%

250%

300%

Jan-9

7Ju

l-97

Jan-9

8Ju

l-98

Jan-9

9Ju

l-99

Jan-0

0Ju

l-00

Jan-0

1Ju

l-01

Jan-0

2Ju

l-02

Jan-0

3Ju

l-03

Jan-0

4Ju

l-04

Jan-0

5Ju

l-05

Jan-0

6Ju

l-06

Jan-0

7Ju

l-07

Jan-0

8

Unilever NV NY10 year CAGR

+9% pa

S&P 50010 year CAGR

+6% pa

Inde

xed

0

7

14

21

1997 1999 2001 2003 2005 2007

“… our road to sustainable, profitable growth, creating long term value for our shareholders, our people, and our business partners”

extract from Unilever’s Corporate purpose

Unilever measures its Total Shareholder Return, over a 3 year rolling period, amongst a peer group of 21 other companies.

Peer group in 2007Avon

BeiersdorfCadbury Schweppes

CloroxCoca-Cola

ColgateDanoneHeinzKaoKraft

Kimberley ClarkLion

L’OréalNestléOrkla

PepsicoProcter & GambleReckitt Benckiser

Sara LeeShiseido

Unilever’s TSR position relative to the peer group over a rolling 3 year period

Commitment to shareholder value

Financial strategyWe intend to maintain a competitive balance sheet and to use surplus cash to enhance shareholder returns

Overarching ambition Top Third Total Shareholder Return, over a 3 year rolling period out of peer

group of 20 other companies

Outlook to 2010• Underlying sales growth of 3-5% p.a.• Operating margin >15% by 2010 after normal restructuring• Improvement in Return on Invested Capital and cash flow

Management remuneration is aligned with these objectives

Financial objectives

Unilever was formed in 1930 from two companies:

It was a full business merger, operating as a single business entity

Two separate legal parent companies were 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)

Legal structure, governance and shares

Legal structure

Unilever NV and PLC have separate legal identities but operate as a single entity

NV shareholders

PLC shareholders

Directors

NV PLCEqualisation

‘One Unilever’ Operating Units

These have evolved in response to developments in Europe (UK Combined Code, Dutch Corporate Governance Code) and the US (Sarbanes Oxley, NYSE listing rules)

Unilever operates a unified board: the boards of NV and PLC comprise the same directors

There is a majority of independent, non-executive directors on the board. The Chairman is non-executive

The boards have ultimate responsibility for the business as a whole

Details of current arrangements can be found in the report and accounts in the investor centre at www.unilever.com

Corporate governance

Unilever firmly believes in maintaining high standards of Corporate Governance

Unilever NV ordinary shares or certificates (depositary receipts) are listed on the stock exchanges in Amsterdam and as New York shares on the New York Stock Exchange.

Unilever PLC ordinary shares are listed on the London Stock Exchange and as American Depositary Receipts in New York. Each ADR represents 1 underlying ordinary PLC share.

There are 1 714 727 700 NV ordinary shares in issue, each with a nominal value of €0.16.

There are 1 310 156 361 PLC ordinary shares in issue, each with a nominal value of 3 1/9 pence.

The equalisation agreement between NV and PLC is such that each NV ordinary share has the same rights and benefits as each PLC ordinary share.

The combined share count excluding treasury stock, for calculating basic EPS, was 2,853 million at the end of 2007.

Further information can be found in the investor centre at www.unilever.com

Share listings

Unilever normally pays two dividends per year:- an interim dividend set at 35% of the previous year’s total dividend- a final dividend paid after the AGM Notes:

*Relates to regular interim and final dividends per ordinary shareFinal 2007 dividends subject to AGM approval

US dividends based on exchange rate on 7 Feb 2008

Share listings

Exchange

Share

Ticker

Dividend per share – 2007*

Earnings per share - 2007

End 2007 price

Amsterdam

Unilever NV

UNA

€0.75

€ 1.35

€25.15

London

Unilever PLC

ULVR

£0.51

£ 0.92

£18.90

New York

Unilever NV NY

UN

$1.09

$ 1.84

$36.46

Unilever PLC NY

UL

$1.02

$ 1.84

$37.42

Share ownership* by country at the end of 2007

Share listings as a percentage of capital

* estimated

Share listings and ownership

NV NY11%

PLC NY2%

PLC39%

NV48%

Netherlands14%

USA23%

Other32%

UK32%

This information is intended to provide general guidance only. Actual tax treatments will depend on specific circumstances. US residents should consult their local tax

advisers.

The information shown is generally applicable to a typical US resident.

Further information can be found in the Unilever Annual Report & Accounts, available on the investor centre at www.unilever.com

Share

Unilever NV(Netherlands)

Unilever PLC (UK)

Local withholding tax US tax Effective tax on dividends

15% eligible for credit Against US income tax Max 15% Max 15%

None Max 15% Max 15%

Taxation on dividends for US residents

Further information and contact details

The IR team can be contacted by telephone as follows:

+ 44 (0) 20 7822 6830

Or by e-mail at:investor.relations@unilever.com

The shareholder centre at www.unilever.com gives information on how to purchase Unilever stock.

More information on Unilever is available at www.unilever.com