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Introduction to Unilever

February 2008

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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

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This presentation may contain forward-looking statements, includingforward-looking statements within the meaning of the United States

Private Securities Litigation Reform Act of 1995. These forward-lookingstatements are based upon current expectations and assumptionsregarding 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 risksand uncertainties, there are important factors that could cause actualresults to differ materially from those expressed or implied by theseforward-looking statements. Further details of potential risks and

uncertainties affecting the Group are described in the Groups filingswith 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

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Our mission

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

Adding Vitality to life

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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 strongrelationship 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 trulymulti-local multinational - extract from Unilevers Corporate purpose

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Personal CareIce Cream &Beverages

Home Care Savoury, Dressings &Spreads

19%

35%

18%

28%

Unilevers 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

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Big global brands

12 billion brands

Top 25 brands = of Unilevers sales

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Unilevers strategic priorities

Personal Care D&E Vitality

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Group Chief Executive

President

Europe

President

Asia Africa

President

Foods

President

HPC

President

Americas

CHRO CFO

A global management team

Non-ExecutiveChairman

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

P. CescauM. Treschow

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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 and Categories -

Clear, distinct, complementary roles

Regions

Execute on the ground

Responsible for:

Managing the business

Deploying brands and innovations

Customer management

Accountable for:

Growth

Profit

Cash flows

Short term market shares

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People are the heart of our business

Harnessing, developing and rewarding their skills, energy andcommitment is our priority

Unilever is one of the worlds most culturally diverse

companies, with top leadership from 21 nations.

More than 30% of managersworldwide are women.

Our people

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To succeed also requires, we believe, the highest standards of corporatebehaviour 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 DowJones 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

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Products with less environmental impact

Use less water

Create less packaging

Reduce product carbon footprint

Sustainable Agriculture

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Customer partnerships

Unilever manages a number of partnerships globally

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Unilever has unparalleled reach across the store, bringing unique shopperinsight to our partnership with customers

Customer partnerships

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Innovation driving growth

Vitality

Proprietary Technology

Ra

pidRoll-Out

T

ransfer

of

Mixes

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Rapid roll-out: Clear

Complete antidandruff and scalp care regime

Centrally developed and launched simultaneously across 7 countries

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Rapid roll-out: Small & Mighty

A revolutionary concentrated

laundry detergent rolled out acrossNorth and Latin America and Europe

Cleans a whole wash-load with justone small capful

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Strategy

Proprietary technology: Ponds Age Miracle

Skin that looks and feels younger

A revolutionary range of anti-ageing products designed specifically for theneeds of Asian skin

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Proprietary technology: Hellmanns Light

Delicious light mayonnaise withonly 5% fat

With unique citrus fibretechnology

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Vitality: Lipton

Liptons unique combination of health benefits,

with antioxidants to fight free radicals

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Vitality: Knorr Soups

Colour is a sign of goodness in nature, so the morecolour you eat, the better it is for you

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Transfer of Mixes: Axe in Japan

Axe achieves great success across diverse markets

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Local rootsand global scale

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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

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The D&E opportunity

0.5

2.6

2.6

Have lots

Haves

Have nots

D&E Population in 2007(billions)

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Annual per capita consumption ()

Source: Euromonitor 2006/7

Detergents Shampoo

The opportunity in our categories

0.20.7 0.7

4.4

4.9

India China

Indo

nesia Brazi

l

USA

1.0 1.6 1.4

8.9

16.8

India China

Indo

nesia

Brazil USA

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Non-packaged foods78%

Packaged foods

22%

A big foods opportunity

Source: Unilever estimates

% of Foods market in Asia Africa

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A major driver of Unilevers growth

Western

Europe

38%

North

America

23%

D&E

36%

% 2004 Sales % 2007 Sales

D&E

44%

North

America

21%

Western

Europe

32%

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

Other developed3%

Other developed3%

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

Unileveraverage

D&E growth is profitable

2007 Operating margin before RDIs*

*Restructuring, Disposals, One-off Items

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Local roots

Understanding of the localconsumer

Brands and products across a widerange of income levels

Critical mass on the ground

Corporate reputation with localstakeholders and talent pool

Global portfolio of brands andcategories

Dedicated R&D investment

Shared values and standards ofbehaviour

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

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Building D&E markets

Shampoo sachetsRexona deodorant

mini-sticks

Knorr mini cubes

Small soap bars with

proven germ protection

Low price fabriccleaning sachets

Building markets byup-trading

Building markets bydriving penetration

Shampoo Conditioning & Styling

Packet Tea Tea Bag

Basic Clean Surf Excel Automatic

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Micro-marketing in D&E

Understanding our consumers - customising brand activation

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Note: From 2005, Unilever has fully adopted International Financial

Reporting Standards (IFRS). Information on this change can be found inthe FAQ section of the Investor Centre at www.unilever.com.

In the following section, historic trends are shown on a pre-IFRS basis forthe period 1996-2003. For 2004, both pre-IFRSand IFRS bases are shown. This section includesnon-GAAP measures. Definitions of these, andreconciliations to the GAAP measures can befound in the Investor Centre at www.unilever.com.

Financial performance

10 year history

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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

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Operating margin

0

2

4

6

8

10

12

14

16

1997 1998 1999 2000 2001 2002 2003 2004 2004

IFRS

2005 2006 2007

%turn

over

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

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Capital efficiency

0

5

10

15

20

25

30

35

40

1997 1998 1999 2000 2001 2002 2003 2004 2004

IFRS

2005 2006 2007

as%turnover

Working capital

Fixed assets

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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 2004

IFRS

2005 2006 2007

%

Excluding disposal ofdiscontinued operations

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Cash flow

2.4

0

1

2

3

4

5

6

7

8

9

1997 1998 1999 2000 2001 2002 2003 2004 2004

IFRS*

2005 2006 2007

bn

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

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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 2004

IFRS

2005 2006 2007

bn

Net profit excl profit on disposal ofdiscontinued operations

Net profit from continuing operations

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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 share

CAGR +8% pa

per PLC share

CAGR +10% pa

$ per NV share

CAGR +11% pa

Share price vs market index

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Share price vsmarket index

10 year history

0%

50%

100%

150%

200%

250%

300%

Jan-

97

Jul-9

7

Jan-

98

Jul-9

8

Jan-

99

Jul-9

9

Jan-

00

Jul-0

0

Jan-

01

Jul-0

1

Jan-

02

Jul-0

2

Jan-

03

Jul-0

3

Jan-

04

Jul-0

4

Jan-

05

Jul-0

5

Jan-

06

Jul-0

6

Jan-

07

Jul-0

7

Jan-

08

Unilever NV NY10 year CAGR

+9% pa

S&P 50010 year CAGR

+6% pa

Inde

xed

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0

7

14

21

1997 1999 2001 2003 2005 2007

our road to sustainable, profitable growth, creating long term value forour shareholders, our people, and our business partners

extract from Unilevers 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 2007

AvonBeiersdorf

Cadbury Schweppes

Clorox

Coca-Cola

Colgate

Danone

Heinz

Kao

Kraft

Kimberley ClarkLion

LOral

Nestl

Orkla

Pepsico

Procter & Gamble

Reckitt Benckiser

Sara Lee

Shiseido

Unilevers TSR position relative to the peer

group over a rolling 3 year period

Commitment to shareholder value

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

Overarching ambitionTop 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

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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

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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

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

Unilever operates a unified board: the boards of NV and PLC comprise thesame 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 theinvestor centre at www.unilever.com

Corporate governance

Unilever firmly believes in maintaining high standards of CorporateGovernance

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

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

There are 1 714 727 700 NV ordinary shares in issue, each with a nominal value of0.16.

There are 1 310 156 361 PLC ordinary shares in issue, each with a nominal value of3 1/9 pence.

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

The combined share count excluding treasury stock, for calculating basic EPS, was2,853 million at the end of 2007.

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

Share listings

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

*Relates to regular interim and final dividends per ordinary share

Final 2007 dividends subject to AGM approvalUS dividends based on exchange rate on 7 Feb 2008

Share listings

Exchange

Share

Ticker

Dividend pershare 2007*

Earnings pershare - 2007

End 2007price

Amsterdam

UnileverNV

UNA

0.75

1.35

25.15

London

UnileverPLC

ULVR

0.51

0.92

18.90

New York

UnileverNV NY

UN

$1.09

$ 1.84

$36.46

UnileverPLC NY

UL

$1.02

$ 1.84

$37.42

S

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Share ownership* by country at the

end of 2007

Share listings as a percentage of

capital

* estimated

Share listings and ownership

NV NY

11%

PLC NY

2%

PLC

39%

NV

48%

Netherlands14%

USA23%

Other

32%

UK32%

T i di id d f US id

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This information is intended to provide general guidance only. Actual tax treatmentswill 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, availableon 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 creditAgainst US income tax

Max 15% Max 15%

None Max 15% Max 15%

Taxation on dividends for US residents

Further information and contact

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Further information and contact

details

The IR team can be contacted bytelephone as follows:

+ 44 (0) 20 7822 6830

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

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

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