iso4217:EURiso4217:EURxbrli:sharesxbrli:sharesiso4217:GBPxbrli:shares549300MKFYEKVRWML3172025-01-012025-12-31549300MKFYEKVRWML3172024-01-012024-12-31549300MKFYEKVRWML3172023-01-012023-12-31549300MKFYEKVRWML3172022-12-31ifrs-full:IssuedCapitalMember549300MKFYEKVRWML3172022-12-31ifrs-full:SharePremiumMember549300MKFYEKVRWML3172022-12-31ul:UnificationReservesMember549300MKFYEKVRWML3172022-12-31ifrs-full:OtherReservesMember549300MKFYEKVRWML3172022-12-31ifrs-full:RetainedEarningsMember549300MKFYEKVRWML3172022-12-31ifrs-full:EquityAttributableToOwnersOfParentMember549300MKFYEKVRWML3172022-12-31ifrs-full:NoncontrollingInterestsMember549300MKFYEKVRWML3172022-12-31549300MKFYEKVRWML3172023-01-012023-12-31ifrs-full:RetainedEarningsMember549300MKFYEKVRWML3172023-01-012023-12-31ifrs-full:EquityAttributableToOwnersOfParentMember549300MKFYEKVRWML3172023-01-012023-12-31ifrs-full:NoncontrollingInterestsMember549300MKFYEKVRWML3172023-01-012023-12-31ifrs-full:OtherReservesMember549300MKFYEKVRWML3172023-01-012023-12-31ifrs-full:IssuedCapitalMember549300MKFYEKVRWML3172023-12-31ifrs-full:IssuedCapitalMember549300MKFYEKVRWML3172023-12-31ifrs-full:SharePremiumMember549300MKFYEKVRWML3172023-12-31ul:UnificationReservesMember549300MKFYEKVRWML3172023-12-31ifrs-full:OtherReservesMember549300MKFYEKVRWML3172023-12-31ifrs-full:RetainedEarningsMember549300MKFYEKVRWML3172023-12-31ifrs-full:EquityAttributableToOwnersOfParentMember549300MKFYEKVRWML3172023-12-31ifrs-full:NoncontrollingInterestsMember549300MKFYEKVRWML3172023-12-31549300MKFYEKVRWML3172024-01-012024-12-31ifrs-full:RetainedEarningsMember549300MKFYEKVRWML3172024-01-012024-12-31ifrs-full:EquityAttributableToOwnersOfParentMember549300MKFYEKVRWML3172024-01-012024-12-31ifrs-full:NoncontrollingInterestsMember549300MKFYEKVRWML3172024-01-012024-12-31ifrs-full:OtherReservesMember549300MKFYEKVRWML3172024-12-31ifrs-full:IssuedCapitalMember549300MKFYEKVRWML3172024-12-31ifrs-full:SharePremiumMember549300MKFYEKVRWML3172024-12-31ul:UnificationReservesMember549300MKFYEKVRWML3172024-12-31ifrs-full:OtherReservesMember549300MKFYEKVRWML3172024-12-31ifrs-full:RetainedEarningsMember549300MKFYEKVRWML3172024-12-31ifrs-full:EquityAttributableToOwnersOfParentMember549300MKFYEKVRWML3172024-12-31ifrs-full:NoncontrollingInterestsMember549300MKFYEKVRWML3172024-12-31549300MKFYEKVRWML3172025-01-012025-12-31ifrs-full:RetainedEarningsMember549300MKFYEKVRWML3172025-01-012025-12-31ifrs-full:EquityAttributableToOwnersOfParentMember549300MKFYEKVRWML3172025-01-012025-12-31ifrs-full:NoncontrollingInterestsMember549300MKFYEKVRWML3172025-01-012025-12-31ifrs-full:OtherReservesMember549300MKFYEKVRWML3172025-01-012025-12-31ifrs-full:IssuedCapitalMember549300MKFYEKVRWML3172025-12-31ifrs-full:IssuedCapitalMember549300MKFYEKVRWML3172025-12-31ifrs-full:SharePremiumMember549300MKFYEKVRWML3172025-12-31ul:UnificationReservesMember549300MKFYEKVRWML3172025-12-31ifrs-full:OtherReservesMember549300MKFYEKVRWML3172025-12-31ifrs-full:RetainedEarningsMember549300MKFYEKVRWML3172025-12-31ifrs-full:EquityAttributableToOwnersOfParentMember549300MKFYEKVRWML3172025-12-31ifrs-full:NoncontrollingInterestsMember549300MKFYEKVRWML3172025-12-31549300MKFYEKVRWML3172025-01-012025-12-31ul:UnileverPLCMember549300MKFYEKVRWML3172023-01-012023-12-31ul:UnileverPLCMember549300MKFYEKVRWML3172025-01-012025-12-31ul:HindustanUnileverLimited549300MKFYEKVRWML3172026-02-122026-02-12549300MKFYEKVRWML3172025-02-132025-02-13
Desire
at Scale
In this report
STRATEGIC REPORT
About Unilever
Unilever at a Glance
Our Strategy
Review of the Year
Chair’s Statement
Chief Executive Officer’s Statement
Unilever Group Financial Review
Financial Performance
Our People & Organisation
Business Group Review
Sustainability Review
Non-Financial Performance
Our Principal Risks
Risk Management Approach
Principal Risks
Viability Statement
Our Performance
Additional Financial Disclosures
Additional Non-Financial Disclosures
GOVERNANCE REPORT
Governance Report Overview
Board of Directors
Unilever Leadership Executive (ULE)
Operation of the Board
Additional Information
Report of the Nominating and Corporate
Governance Committee
Report of the Audit Committee
Report of the Corporate Responsibility
Committee
Directors’ Remuneration Report
FINANCIAL STATEMENTS
Statement of Directors’ Responsibilities
111
KPMG LLP’s Independent Auditor’s Report
Consolidated Financial Statements
Unilever Group
Notes to the Consolidated Financial
Statements
Company Accounts Unilever PLC
Notes to the Company Accounts
Unilever PLC
Group Companies
Shareholder Information – Financial
Calendar
Additional Information for US Listing
Purposes
SUSTAINABILITY STATEMENT
General Information
Environmental Disclosures
Social Disclosures
Governance Disclosures
Sustainability Statement Limited
Assurance Report
Index
ONLINE
You can find more information about Unilever
online at www.unilever.com.
The Unilever Annual Report and Accounts 2025
(and the Additional Information for US Listing
Purposes) along with other relevant documents
can be downloaded at www.unilever.com/
investors/annual-report-and-accounts.
References to information on websites in this
document are included as an aid to their location
and such information is not incorporated in, and
does not form part of this document. Any website
URL is included as text only and is not an active link.
Unilever Ice Cream Demerger
Unless otherwise stated, all figures are presented on a continuing operations basis. For Unilever, this comprises
of four Business Groups: Beauty & Wellbeing, Personal Care, Home Care and Foods. Comparative figures have
been re-presented to reflect the demerger of the Ice Cream business.
CRUMBL_KV_LANDSCAPE_A2_RGB_CRUMBLD 3 cropped.jpg
Perform and transform
Consumers are demanding more than ever from brands. At the same
time, technology is rapidly reshaping choice and raising expectations.
Our overriding priority in this fast-changing environment is to accelerate
Unilever’s transformation and deliver our value creation ambitions.
We now have a clear strategic framework to drive the transformational shifts
needed: realising our Desire at Scale model to elevate the offering of our brands
and execute flawlessly in market; creating a high-performance, Play to Win
culture; and building a faster, simpler and technology-enabled organisation
Fit for the AI Age.
In 2025, we accelerated volume growth and gross margin expansion for
reinvestment, delivering on our value creation plan. At the same time, we
continued to make progress towards our sustainability goals to protect
and enhance the value of our business.
There is much to do, but the progress made and the momentum built are
early evidence of our ability to both perform and transform
2
Unilever Annual Report and Accounts 2025
Strategic Report
ABOUT UNILEVER
At a glance_background_01_12_Artboard 1.jpg
Unilever at a Glance
We are a global consumer goods business with a strong category focus
and differentiated capabilities.
ORGANISATION
Category-focused
50.5bn
Turnover in 2025
             
BEAUTY & WELLBEING
Hair Care
Prestige Beauty
Skin Care
Wellbeing
12.8bn
PERSONAL CARE
Deodorants
Oral Care
Skin Cleansing
13.2bn
HOME CARE
Fabric Cleaning
Fabric Enhancers
Home & Hygiene
11.6bn
FOODS
Condiments
Cooking Aids & Mini-Meals
Unilever Food Solutions
12.9bn
We maintain rigorous focus on our top 24 markets under eight geographies, representing around 85% of our turnover. The remaining Unilever
markets are organised under ’One Unilever’ (1UL) and consist of lean-resourced, small- to mid-sized markets managing their own P&L.
                                         
Global footprint
190
countries where our
products are sold
Innovation-led
836m
spend on Research
& Development
Household penetration
3.7bn
people use Unilever
products every day
Strategic Report
Unilever Annual Report and Accounts 2025
3
ABOUT UNILEVER
At a glance_background_01_12_art 2.jpg
BRANDS
Power Brands
 
Power Brands
78%
of turnover in 2025
PEOPLE
Global talent
Global talent pool
Employee satisfaction
96,000
people who
work for Unilever
84%
satisfied with Unilever
as a place to work 
VALUE FOR STAKEHOLDERS
Our business model leverages our organisational structure,
deep operational know-how and industry-leading expertise to create value for:
Shareholders
Consumers
Customers
Our People
Suppliers & Partners
Planet & Society
4
Unilever Annual Report and Accounts 2025
Strategic Report
ABOUT UNILEVER
At a glance_background_01_12_art 3.jpg
Our Strategy
The fundamental shifts and priorities to deliver Unilever’s
financial ambitions.
OUR VALUE CREATION AMBITION
DELIVER ABSOLUTE PROFIT GROWTH IN LINE WITH TOP 1/3 TOTAL SHAREHOLDER RETURN
Driven by:
Volume
Growth
Gross Margin
Expansion
3 FUNDAMENTAL SHIFTS
We are accelerating Unilever’s transformation in three key ways:
Brands
Desire at Scale
SASSY brands
Elevating brands through
Science, Aesthetics, Sensorials,
being Shared by others, Young-
spirited and relevant in culture.
Frontline machine
Delivering execution
excellence through marketing
and sales across all consumer
and customer touchpoints.
People
Play to Win
Winning culture
Building a culture where
our people Play to Win and
where performance is rewarded.
Uncompromising on talent
Attracting, accelerating and
developing the best talent
in value-driving roles.
Organisation
Fit for AI Age
AI & technology
Powering creativity,
growth and margin expansion
throughout our business.
Productivity & simplicity
Rewiring our organisation
to be simpler, faster and 
more agile.
Strategic Report
Unilever Annual Report and Accounts 2025
5
ABOUT UNILEVER
At a glance_background_01_12_art 4.jpg
7 STRATEGIC GROWTH PRIORITIES
We are sharpening our focus on seven strategic growth
opportunities to support long-term value creation:
                   
Categories
Beauty
Wellbeing
Personal Care
Proposition
Premium
Channels
Digital Commerce
Geographies
United States
India
UNDERPINNED BY
SUSTAINABILITY
Protecting and enhancing the value of our business through
innovation, operational efficiency and long-term resilience.
Climate
Nature
Plastics
Livelihoods
6
Unilever Annual Report and Accounts 2025
Strategic Report
REVIEW OF THE YEAR 
People background auroras_IanMeakins.jpg
Chair’s Statement
Many of the building blocks
are now in place. We have
the resources, plans and
teams necessary to take our
performance to the next level.
Ian Meakins
Chair
INTRODUCTION
2025 was a decent year for Unilever. Although we have much
still to do to fulfil our potential, we achieved a lot. We drove
further efficiencies in the organisation through our wide-
ranging productivity programme. We also sharpened and
strengthened the portfolio with the successful demerger
of the Ice Cream business as well as through some bolt-on
acquisitions and the disposal of several non-core brands.
These projects were executed with skill, speed and
professionalism, demonstrating that when we all work with focus
and discipline, we can deliver ambitious objectives, on time and
in full. Moreover, with these now complete, we can focus more
aggressively on building our brands faster, which – together
with our people – must be the beating heart of the business.
In the case of the demerger of the Ice Cream business, The
Magnum Ice Cream Company (TMICC) has made a solid start as
a standalone company. Since the demerger, the Unilever share
price has risen 11.6% and TMICC is also up, 1.3%, contributing in
combination to an increase of over €16 billion in shareholder
value, as at 2 March 2026. We have retained a minority stake of
19.85% in TMICC and are confident in that it will thrive as a pure-
play global Ice Cream business.
Strategic Report
Unilever Annual Report and Accounts 2025
7
REVIEW OF THE YEAR 
Critically, 2025 saw growth improve during the year, but we
still need to accelerate the execution of our strategy to perform
consistently at the highest level. In Latin America, for example,
which had a disappointing year, we have had to take corrective
pricing action and adjust our format mix in key categories to
get the business back on track. Overall, however, the company
is moving in the right direction. Volume growth from our
Power Brands is a key priority, and by focusing our teams
on strengthening brand equities and improving the quality of
execution, our new Chief Executive Officer, Fernando Fernandez,
and our recently appointed Chief Financial Officer, Srinivas
Phatak, are off to a good start, together with our Unilever
Leadership Executive (ULE) colleagues.
RESULTS AND PERFORMANCE
All figures quoted for 2025 exclude the Ice Cream business.
Turnover for the year was €50.5 billion, down 3.8% versus the
previous year due to significant currency headwinds. Excluding
the impact of currency, turnover was up 2.3%, driven by
underlying sales growth of 3.5% – a solid performance given
slower market conditions. Operating profit was €9.0 billion, or
€10.1 billion on an underlying basis. The company delivered free
cash flow of €5.9 billion, representing 100% cash conversion.
Underlying earnings per share (EPS) rose 0.7% to €3.08, as sales
growth, margin expansion and the share buyback more than
offset currency headwinds. Diluted EPS was up 6.2% to €2.59.
We returned €6.0 billion to shareholders in 2025, comprising
€4.5 billion in dividends and €1.5 billion in share buybacks.
We have announced a further share buyback of €1.5 billion
in 2026, reflecting the strength of our balance sheet.
Our total shareholder return (TSR) has improved significantly
versus two years ago, supported by our improved execution and
clearer strategic focus. We are up 26.8% over that time and have
performed very well against our peers (with the peer average
TSR down 8%). However, in the five years leading up to the end
of 2023, our returns significantly underperformed versus peers.
Clearly, going forward, Fernando, the ULE and the Board are all
determined to meet our ambition of being in the top third of our
peer group, as measured by TSR, on a consistent basis. As we
continue to execute our plans better and faster, I am confident
we can achieve great returns for our shareholders.
STRATEGY
The execution of our strategy improved in 2025, but we have
a long way to go to be a consistently outperforming company
in our sector. We have a very clear and focused set of strategic
priorities to improve our performance for the long term (see
pages 4 and 5). Encouragingly, some Power Brands in our largest
geographies are performing strongly. The task now is to achieve
consistent high performance across all our key market and brand
combinations. 
Many of our brands are benefiting from the embedding of
more science-based, premium innovations, as well as from the
adoption of new, social-first models for reaching and engaging
with consumers. This Desire at Scale approach is being led by
brands like Dove and Vaseline, both of which grew strongly in
2025. We have similar examples of great performance when
it comes to sales execution in our largest geographies. Last
year, in the US, our biggest market, we recovered much of the
market share lost over recent years and improved profitability.
Encouragingly, we were ranked second overall among suppliers
in the prestigious Advantage Group Survey of retailers. We were
ranked number one in Foods and number one in Personal Care
in the same survey. So, we know what best-in-class execution
looks like.
Our challenge now is to replicate these examples of great
performance more widely and consistently across all our
brands and categories, and to do so at speed. Our aim is to
deliver market share gains and healthy profit growth that
support attractive returns for our shareholders. 
BOARD AND GOVERNANCE
Last year, we welcomed Benoît Potier and Zoe Yujnovich to the
Board, both of whom have already made important contributions
as Non-Executive Directors. We were also very pleased to
announce the appointment of Belén Garijo López as a Non-
Executive Director, which we expect to take effect during 2027.
We are very grateful to Susan Kilsby, who stepped into the
role of Vice Chair and Senior Independent Director at the
2025 AGM, and who has also taken on the role of Chair of the
Remuneration Committee.
An external evaluation of the effectiveness of the Board and its
Committees was conducted in 2025. The overall findings for the
Board were positive, with a strong level of satisfaction reported
among Board members. As in previous years, individual Non-
Executives took the opportunity to deepen their understanding
of the business by visiting key markets, including the US and
India. A group of Directors also visited one of the company’s
global R&D centres at Port Sunlight in the UK to see how leading-
edge science and technology is being used to elevate the quality
of our brands and innovations. Other details of the Board’s
activities in 2025, including engagement with stakeholders, are
set out on pages 58 to 61 of this report.
Over the last year, we have consulted widely with our largest
shareholders on how to ensure our remuneration policy best
supports the company’s growth ambition, in the context of a
highly competitive global talent market. To that end, we will
be putting forward proposals at the 2026 AGM which give
greater weight to the variable elements of reward. We are
also re-committing to our Performance Share Plan (PSP) as the
most effective long-term incentive structure for driving a high-
performance culture and long-term growth for shareholders.
LOOKING AHEAD
Sustainable growth is key and, to that end, we have previously
set out a multi-year guidance range of 4% to 6% underlying sales
growth, underpinned by at least 2% volume growth. This will
come from great execution of the clear strategic priorities that
Fernando, the ULE and the Board have agreed on. These include
building a brand portfolio for the future with more Beauty,
Wellbeing, and Personal Care, prioritising premium segments and
digital commerce, and anchoring our growth in the US and India. 
A lot of work has been done over recent years to improve the
portfolio, allocate resource to the highest growth opportunities
and improve the effectiveness of our brand plans, based on the
principles of Unmissable Brand Superiority (UBS). We have also
invested to step up our R&D programmes, the productivity of
our organisation and the calibre of our leadership.
Hence, many of the building blocks for faster volume-driven,
underlying sales growth are now in place. We have the
resources, the plans and the teams necessary to take our
performance to the next level. 
Lastly, I would like to thank everyone at Unilever for the
considerable progress made in 2025. The market conditions
were not helpful, but we still delivered a good performance.
The Board is looking forward to supporting all our teams in 2026
and over the longer term, as we look to meet our value creation
ambition of being a consistently great company with volume
growth, positive mix and gross margin expansion driving top-
third TSR.
Ian Meakins
Chair
8
Unilever Annual Report and Accounts 2025
Strategic Report
REVIEW OF THE YEAR
People background auroras_Fernando.jpg
Chief Executive Officer’s Statement
In 2025, we became a simpler,
sharper and faster Unilever.
We are moving at speed to build
a business that drives Desire at
Scale in our brands and execution
excellence across all channels.
Fernando Fernandez
Chief Executive Officer
Strategic Report
Unilever Annual Report and Accounts 2025
9
REVIEW OF THE YEAR
PERFORM AND TRANSFORM
When I became CEO in March 2025, I made clear that one of
my overriding priorities was to ensure that in a fast-changing
environment, Unilever was able to both perform and transform.
Too often in the past, we have achieved one at the expense of the
other. Areas of excellence have sat alongside areas of more average
performance. Hence, one of the most encouraging aspects of our
progress in 2025 was the demonstration of our ability to perform
while transforming. The progress on transformation was clear. 
We reshaped our portfolio through the successful demerger
of the Ice Cream business (now operating as The Magnum
Ice Cream Company) – a highly complex but well-executed
process – which leaves us with a clearer strategic and capital
allocation focus. 
We furthered the transformation of our organisational
structure by ensuring each of our top 24 markets has
category-dedicated sales forces, strengthening focus,
expertise and accountability. 
We are transforming our approach to brands and marketing
with a Desire at Scale model that is designed to elevate every
step of the consumer journey – from product development
right through to the way we reach and engage with people. 
And we are in the midst of a widespread transformation to
build a Play to Win culture, where performance is rewarded
and where attracting, accelerating and developing the best
talent is prioritised so Unilever can perform at the levels
we expect.
There is much to do to meet our ambitions but, thanks to our
progress in 2025, many of the necessary transformational shifts have
now been made. Moreover, we achieved this while simultaneously
delivering on our value creation plan: accelerated volume growth
and gross margin expansion for reinvestment. This progress was
reflected in our full-year results.
PERFORMANCE
In 2025, we became a simpler, sharper and faster company,
delivering on our commitment to volume growth, positive mix
and strong gross margin. Underlying sales growth (USG) of 3.5%
represented a good performance against the backdrop of slowing
markets and reflected a sequential improvement in the second half
of the year.
Growth was led by our Power Brands, which delivered 4.3%
USG, driven by an increasingly strong innovation plan and more
disciplined execution. These brands now account for 78% of
turnover, reflecting our ambition to make Unilever a simpler,
more focused business. We saw improvements in key emerging
markets, including Indonesia and China – which benefited from
operational resets – and an improving performance in India. Our
largest market, the US, continued to outperform the market. Latin
America, however, had a challenging year.
In terms of profitability, we remain focused on gross margin
expansion, which increased to 46.9% last year, driven by
productivity initiatives, volume leverage and positive mix. This
structural improvement in gross margin, alongside strong control
of overheads, helped to deliver an improvement in underlying
operating margin, which increased to 20.0%, while fuelling continued
strong investment behind our brands. 
OUR MODEL FOR SUCCESS
The progress we have made and the momentum we have built
are early evidence of a clear and compelling long-term strategic
framework. Our model for success is founded on making three
fundamental shifts in the way we operate and in relentlessly
pursuing seven growth priorities (see pages 4 and 5). 
These fundamental shifts build on the transformations we have
already made in three important ways.
First, we are fully realising our Desire at Scale model for
elevating the quality, relevance and reach of our brands,
and for ensuring that we have a frontline marketing and
sales machine capable of delivering excellence in execution
in every channel and every market. Dove in the US is a great
example. Through a combination of breakthrough science,
elevated sensorials and premium aesthetics, Dove Beauty
grew double-digit in the US in 2025. Dove’s performance in
the US was further inspired by innovative collaborations like
Dove x Crumbl which brought new users to the brand, and
by tripling the volume of creator-generated content.
Second, we are embedding fully – and uncompromisingly
– our Play to Win approach for attracting, developing and
rewarding top talent. This included updating our reward
framework to drive stronger differentiation and ensure true
performance is recognised.
Third, we are accelerating our evolution into an organisation
Fit for the AI Age, with a particular focus on stimulating
creativity and driving growth by leveraging the most
technology-advanced, AI-enabled capabilities at our disposal.
In R&D, for example, by eliminating the need for multiple
physical trials, AI-powered simulations are accelerating the
speed with which we can bring innovations to market.
These transformational shifts are allowing us to bring an even
sharper focus to the seven biggest – and overlapping – priorities
that we have identified for growing the business and creating value.
As we look ahead, we will prioritise investment and resource in the
following areas: our world-leading brands and innovation platforms
in Beauty, Wellbeing, and Personal Care; the rapid expansion of
digital commerce and premium offerings; and our two anchor
geographies, the US and India, which are not only our largest
markets, but also represent our biggest growth opportunities.
By concentrating our intellectual and financial capital behind such
a clear and focused set of transformational shifts and strategic
priorities, we are positioning Unilever to meet our value creation
ambition. We still have a long way to go, but by enabling us to
accelerate volume growth and drive gross margin expansion, we
believe we can cement Unilever’s position in the top third of peer
companies in the delivery of total shareholder return. At the same
time, we continue to make progress towards our sustainability
goals across our four key priorities: climate, nature, plastics and
livelihoods. 
OUTLOOK
Markets will likely remain subdued in 2026. Operating effectively
in this environment will require the discipline and resilience that we
have built and strengthened over recent years. Our organisation
today is simpler, our cost base is leaner, and we are a more focused,
agile and productive company than we have been for many years.
Looking ahead, we expect underlying growth for full-year 2026 to
be within our multi-year guidance range of 4% to 6%, with at least 2%
underlying volume growth. Growth is expected to be at the bottom
end of the USG range, reflecting slower market conditions. We
anticipate a modest improvement in underlying operating margin
for the full year.
Finally, I want to thank all my Unilever colleagues – as well as our
many business partners – for their hard work and dedication in
2025. It was a year characterised by significant change internally
and by considerable pressures externally. Despite these challenges,
we have delivered a solid set of results, fully in line with our
commitments. The willingness and the ability of our teams to both
perform and transform is a huge credit to them and is key to
Unilever’s long-term success.
Fernando Fernandez
Chief Executive Officer
10
Unilever Annual Report and Accounts 2025
Strategic Report
BG hero image pages_GF.jpg
Unilever Group
Financial Review
Unilever Ice Cream Demerger
All figures are presented on a continuing operations basis. For Unilever, this comprises of four Business Groups: Beauty & Wellbeing, Personal Care,
Home Care and Foods. Comparative figures have been re-presented to reflect the demerger of the Ice Cream business.
Strategic Report
Unilever Annual Report and Accounts 2025
11
REVIEW OF THE YEAR
GF backgrounds_Sriinivas chart_Long.jpg
168775034868407
Unilever Group
Financial Review
Competitive performance
driven through a sharper
portfolio, elevated brands
168775034868470
and improved execution.
Srinivas Phatak
Chief Financial Officer
HIGHLIGHTS
168775034868509
Turnover €50.5 billion, down (3.8)%,
impacted by adverse currency (5.9)%
and net disposals (1.2)%. USG 3.5%, with
four quarters of positive UVG.
Power Brands (78% of turnover) leading
growth with USG 4.3% and UVG up 2.2%.
Strong gross margin 46.9%, up 20bps,
and underlying operating margin of
20.0%, up 60bps, driven by disciplined
overhead management.
Underlying earnings per share increased
0.7%; diluted EPS increased 6.2%. 
100% cash conversion, with free cash flow
of €5.9 billion, down €0.4 billion, primarily             
due to Ice Cream demerger costs.
PERFORMANCE HIGHLIGHTS
TURNOVER
2025:
50.5bn
2024: €52.5bn
2023: €51.7bn
TURNOVER GROWTH
2025
(3.8%)
2024
1.5%
2023
(1.0%)
'0%
UNDERLYING SALES GROWTH
USG
UVG
UPG
2025
3.5%
1.5%
2.0%
2024
4.3%
3.1%
1.2%
2023
7.7%
1.1%
6.5%
'0%
OPERATING MARGIN
2025
17.9%
2024
16.8%
2023
17.4%
168775034868524
UNDERLYING OPERATING MARGIN
2025
20.0%
2024
19.4%
2023
17.6%
Pages 1 to 46 use GAAP and non-GAAP measures to explain the performance
of our business. See pages 40 to 46 for further information.
12
Unilever Annual Report and Accounts 2025
Strategic Report
REVIEW OF THE YEAR
Group Financial Review
YEAR IN SUMMARY
In 2025, we became a more focused and agile Unilever,
delivering on our commitment to volume-driven growth and
strong gross margin. We generated turnover of €50.5 billion,
operating profit of €9.0 billion, net profit of €6.2 billion and
free cash flow of €5.9 billion.
GROWTH
Turnover was down (3.8)% versus the prior year. Underlying
sales growth contributed 3.5%, offset by a significant currency
impact of (5.9)% and (1.2)% from disposals, net of acquisitions.
The currency impact was primarily driven by Latin American
currencies, the Indian rupee, the US dollar and the Turkish lira,
all depreciating against the euro.
Underlying sales growth of 3.5% comprised 1.5% volume
and 2.0% price. We have now achieved 12 consecutive quarters
of underlying volume growth. All Business Groups delivered
positive volume growth in 2025. Power Brands contributed 78%
of turnover and performed strongly, with underlying sales
growth of 4.3% and volume growth of 2.2%.
Beauty & Wellbeing grew underlying sales by 4.3%, with volume
growth of 2.2%, led by double-digit growth in Wellbeing, Dove
and Vaseline. Personal Care grew underlying sales by 4.7%, with
3.6% price growth, supported by market share gains, premium
innovations and commodity-driven price increases. Home Care
increased underlying sales by 2.6%, led by 2.2% volume growth
as a result of strong execution across key regions. Foods grew
underlying sales by 2.5%, driven by emerging markets and
volume growth of 0.8%, reflecting our disciplined execution
in declining developed markets.
Developed markets, which represented 41% of Group turnover,
delivered above-market underlying sales growth of 3.6%.
Underlying volume growth of 2.6%, driven by North America,
with underlying sales growth of 5.3%, reflected the benefits of
the multi-year transformation of our portfolio towards Beauty
& Wellbeing and Personal Care. Europe, with underlying sales
growth of 1.5%, saw strong volume growth in Home Care,
supported by the further roll-out of Wonder Wash and other
premium innovations, but this was partially offset by a decline in
Foods. Underlying price growth in developed markets was 0.9%.
Emerging markets, which represented 59% of Group turnover,
delivered underlying sales growth of 3.5%, led by mid-single-
digit growth in Asia Pacific. India grew 4.0% underlying sales,
supported by gradually improving market conditions and a
competitive performance with share gains. Latin America grew
0.5% underlying sales, as pricing was largely offset by volume
declines in challenging markets where performance was
impacted by economic and political uncertainty. Indonesia grew
4.0% underlying sales, and China was flat, with both seeing a
return to growth in the second half following decisive actions
earlier in the year to address prior-year underperformance.
Africa delivered low single-digit growth, with a slight volume
decline in a challenging consumer environment.
MARGIN
Operating profit of €9.0 billion increased by 2.4% versus the prior
year. This increase was driven by lower restructuring costs and
reduced losses on disposals compared to the previous year.
Underlying operating profit was €10.1 billion, down 1.1%, due to
an adverse currency movement that more than offset strong
operational delivery. Underlying operating margin increased
by 60bps to 20.0%.
Gross margin increased by 20bps to 46.9%, driven by supply
chain savings, volume leverage and positive mix. Strong
execution across the value chain sustained margins despite
a volatile cost and currency environment.
Brand and marketing investment (BMI) increased by 10bps to 16.1%
of turnover, as we continued to invest competitively behind our
brands, particularly in Beauty & Wellbeing and Personal Care.
This reflects a significant step-up in BMI over the last five years,
up 300bps.
Overheads improved strongly by 50bps, driven by our
productivity programme. These savings more than offset
inflationary pressures and stranded costs related to the
demerger of our Ice Cream business.
CASH, CAPITAL ALLOCATION AND EARNINGS
We delivered strong cash conversion of 100%. Free cash flow was
€5.9 billion versus €6.3 billion in 2024, with higher taxes due to
the demerger of our Ice Cream business offsetting improvements
in working capital. Capital expenditure remained largely flat.
Diluted earnings per share of €2.59 were up 6.2% versus the prior
year. This was driven by increased operating profit. Underlying
earnings per share of €3.08 increased by 0.7%, with performance
improvements almost entirely offset by an adverse currency
impact of (8.8)%.
Underlying return on invested capital remained strong at
19.0%. The slight decline versus 19.1% in 2024 reflected the fall in
underlying operating profit. Average invested capital in 2025
was largely flat versus 2024.
In 2025, we returned €6.0 billion to shareholders through
dividends and share buybacks. We completed the €1.5 billion
share buyback programme in May. The Q4 2025 dividend was
up 3% compared to Q3 2025.
PORTFOLIO RESHAPING
In 2025, we accelerated the strategic reshaping of Unilever,
further focusing our portfolio on higher-growth categories, with
increased exposure to Beauty & Wellbeing and Personal Care.
We continue to be disciplined, with targeted bolt-on acquisitions
including Dr. Squatch in North America, Minimalist in India and
Wild in western markets. We also disposed of non-core and local
brands, primarily in Foods.
On 6 December 2025, we completed the demerger of our Ice
Cream business, with The Magnum Ice Cream Company N.V.
(TMICC) listed as a standalone, pure-play global Ice Cream
business in Amsterdam, London and New York. This created
a simpler Unilever with a clearer strategic and capital
allocation focus.
We have retained a minority stake of 19.85% in TMICC, which will
be sold down in an orderly and considered manner to pay
demerger costs and maintain capital flexibility.
Strategic Report
Unilever Annual Report and Accounts 2025
13
REVIEW OF THE YEAR
GF_Absolute Profit Growth diagram 2-01.jpg
DISCONTINUED OPERATIONS
The results of the Ice Cream business for the period of
ownership until the demerger on 6 December 2025 are
included in discontinued operations. These are not included in
non-GAAP measures, including underlying earnings per share.
In 2025, our discontinued operations generated €7.7 billion
turnover, with operating profit of €0.7 billion and profit after
taxation on demerger of discontinued operations of €3.8 billion.
Our profit after taxation on demerger of discontinued operations in
2025 reflected the gain on demerger. Cash flow from discontinued
operations included an operating inflow of €0.3 billion. Investing
outflow was €0.7 billion, mainly from the cash derecognised at the
time of the demerger and capital expenditure. Financing activities
contributed a €3.0 billion inflow, primarily from the bond issuance
completed by TMICC.
LOOKING FORWARD
Looking ahead, we will continue to focus on the three shifts that
will be critical to supporting sustained outperformance in rapidly
changing markets: building Desire at Scale with our brands,
reinforcing a Play to Win culture with clear accountability, and
rewiring the organisation for digital and AI.
Our value creation plan is aimed at delivering absolute profit
growth in line with our top-third total shareholder return
ambition and is outlined below.
    VALUE CREATION PLAN 2026
DELIVER ABSOLUTE PROFIT GROWTH IN LINE WITH
TOP 1/3 TOTAL SHAREHOLDER RETURN AMBITION
               
GROWTH ALGORITHM
Mid-single-digit growth
(USG)
with UVG of at least 2%
Modest margin improvement
(UOM)
Fuelled by gross margin
Top 1/3
total shareholder return
CASH GENERATION
Cash conversion
Sustain ∼100% cash
conversion over time
Debt
∼2x net debt/EBITDA
Strong single A
credit ratings
ROIC
High-teens ROIC
CAPITAL ALLOCATION
Growth &
productivity
Capacity and margin
expansion
Brand investment
Portfolio reshaping
Bolt-on M&A
No transformational
M&A
Capital returns
∼60% dividend
payout ratio
Share buybacks with
surplus cash
EBITDA is underlying earnings before interest, taxation, depreciation and amortisation; ROIC is underlying return on invested capital; UOM is underlying operating margin; USG is underlying sales
growth; and UVG is underlying volume growth. See pages 40 to 46 for further details on these measures. Dividend payout ratio is calculated as dividend per share/underlying earnings per share.
14
Unilever Annual Report and Accounts 2025
Strategic Report
REVIEW OF THE YEAR 
Fin performance lozenge_Financial Review PG1.jpg
Financial Performance
Unilever Group
Unilever
2025
2024
2023
Turnover
€50.5bn
€52.5bn
€51.7bn
Turnover growth
(3.8%)
1.5%
(1.0%)
Underlying sales growth
3.5%
4.3%
7.7%
Underlying volume growth
1.5%
3.1%
1.1%
Operating margin
17.9%
16.8%
17.4%
Underlying operating margin
20.0%
19.4%
17.6%
Cash flow from operating activities
€10.8bn
€10.9bn
€10.3bn
Free cash flow
€5.9bn
€6.3bn
€6.4bn
Net cash flow used in continuing investing activities
€(2.4)bn
€(0.4)bn
€(1.4)bn
Net cash flow used in continuing financing activities
€(9.9)bn
€(6.8)bn
€(7.1)bn
All figures are presented on a continuing operations basis. For Unilever, this comprises of four Business Groups: Beauty & Wellbeing, Personal Care, Home Care and Foods.
Comparative figures have been re-presented to reflect the demerger of the Ice Cream business.
Business Group
Beauty & Wellbeing
2025
2024
2023
Turnover
€12.8bn
€13.2bn
€12.5bn
Turnover growth
(2.3)%
5.5%
1.8%
Underlying sales growth
4.3%
6.5%
8.3%
Operating margin
16.2%
15.0%
17.7%
Underlying operating margin
19.2%
19.4%
18.7%
Personal Care
2025
2024
2023
Turnover
€13.2bn
€13.6bn
€13.8bn
Turnover growth
(3.4)%
(1.5)%
1.4%
Underlying sales growth
4.7%
5.2%
8.9%
Operating margin
20.5%
20.1%
21.4%
Underlying operating margin
22.6%
22.1%
20.2%
Strategic Report
Unilever Annual Report and Accounts 2025
15
REVIEW OF THE YEAR
Fin performance lozenge_Financial Review PG2.jpg
Business Group continued
Home Care
2025
2024
2023
Turnover
€11.6bn
€12.3bn
€12.2bn
Turnover growth
(6.4)%
1.4%
(1.8)%
Underlying sales growth
2.6%
2.9%
5.9%
Operating margin
13.1%
12.3%
11.6%
Underlying operating margin
14.9%
14.5%
12.3%
Foods
2025
2024
2023
Turnover
€12.9bn
€13.4bn
€13.2bn
Turnover growth
(3.2)%
1.1%
(5.0)%
Underlying sales growth
2.5%
2.6%
7.7%
Operating margin
21.3%
19.5%
18.3%
Underlying operating margin
22.6%
21.3%
18.6%
Underlying sales growth, underlying volume growth, underlying operating margin and free cash flow are non-GAAP measures. For further information about these measures,
and the reasons why we believe they are important for an understanding of the performance of the business, please refer to our commentary on non-GAAP measures on
pages 40 to 46.
16
Unilever Annual Report and Accounts 2025
Strategic Report
REVIEW OF THE YEAR
Our People &
Organisation
This year, we have taken decisive
steps towards building a winning
culture to enable sustained higher
performance.
Mairéad Nayager
Chief People Officer
PLAY TO WIN
Our people, organisation, culture and brands are the foundation
of everything we do and are critical to our success as a business.
Play to Win is more than a mindset – it is a strategic approach
that sharpens focus, strengthens agility and drives sustained
high performance.
In 2024, we launched a company-wide productivity programme
to improve efficiency and competitiveness. This programme is
now largely complete, and our new structure is in place. Building
on this foundation, we are focusing on fewer, higher-impact
priorities to lead and win in our markets.
Our People Strategy centres on:
Winning culture – embedding the behaviours, systems and
discipline to sharpen our performance edge.
Uncompromising on talent – placing our best people in
high-value roles, building a strong leadership pipeline and
accelerating Desire at Scale.
Next Wave Organisation – reshaping how we work to be
simpler, faster, better connected in the AI Age.
Our employee engagement metrics, including UniVoice and the
Culture Index, reflect both the extent of recent changes and
early signs of progress, although it is clear more work remains.
Insights highlight the need for sharper priorities and streamlined
processes – areas our new people and organisation plan is
designed to address.
WINNING CULTURE
We are setting a new standard of performance – anchored in
our category-focused structure, new company-wide behaviours,
and our enduring values of Pioneering, Respect, Integrity and
Responsibility.
Accountability and performance matter. This starts with
setting clear goals, aligned with our strategic priorities. In 2025,
most office‑based employees had in‑year goals, with strong
participation in mid‑year reviews as coaching and feedback
became more central to how we work. We have updated our
reward framework to drive stronger differentiation and ensure
performance is truly recognised. We will continue to improve
the quality of feedback to support better outcomes across
the business.
Critical to this approach are our four focus behaviours introduced in
late 2024: care deeply, focus on what counts, stay three steps ahead
and deliver with excellence. Employees across offices and factories
have taken part in culture immersion workshops to understand
what these behaviours mean in their roles.
UNCOMPROMISING ON TALENT
We want to have the best people in every role. This means
attracting top talent, particularly in our strategic growth markets,
as well as investing in our teams and supporting the development
of future-fit skills. For example, we are building social and
AI capabilities across our Business Group-led markets, with
particular focus on marketing.
We are strengthening our succession pipeline, introducing new
profile assessments and a talent accelerator programme. These
initiatives will fast-track high performers into positions that
deliver the greatest value, including leading our Power Brands
and senior roles in priority markets.
NEXT WAVE ORGANISATION
Change is constant, and our ability to adapt at pace is critical
to delivering sustainable growth. As technology advances and
consumer expectations evolve, we are simplifying how we work
to accelerate the adoption of AI and enable our Next Wave
Organisation, so our people can focus on driving performance.
In 2025, we shifted from time-intensive, people-centred
processes to solutions powered by technology and AI. These
changes are helping to make Unilevers back-end operations
more efficient. For example, we have deployed chatbots as the
first point of contact for most HR matters. AI-enabled workflows
are streamlining supplier onboarding in our supply chain, and
improving procurement competitiveness through real‑time data,
faster sourcing decisions and greater efficiency across our global
buying operations.
There is more detailed commentary on our workforce, in
accordance with the ESRS, on pages 255 to 260.
rectangle images_6 People and Organisation.jpg
The Unilever Philippines HR team is bringing our Play to Win spirit
to life through collaboration and people‑centred performance.
Strategic Report
Unilever Annual Report and Accounts 2025
17
BG hero image pages_Beauty.jpg
Beauty &
Wellbeing
We are building the future of beauty and wellbeing
through science-led innovation and premium
experiences, unlocking new categories, new
channels and new consumer rituals.
18
Unilever Annual Report and Accounts 2025
Strategic Report
REVIEW OF THE YEAR
BG backgrounds-Leandro_BW-long.jpg
168775034874345
Where beauty
meets wellbeing
Our Power Brands delivered a good
performance, with many achieving
double-digit growth, supported by
168775034874390
science-led, premium innovation
and social-first marketing.
Leandro Barreto
Chief Marketing Officer – Unilever and Beauty & Wellbeing
168775034874420
ABOUT BEAUTY & WELLBEING
Our categories:
Hair Care, Prestige Beauty,
Skin Care and Wellbeing
Our Power Brands:
Clear
Dermalogica
Dove
Hourglass
K18
Liquid I.V.
Nexxus
Nutrafol
OLLY
Paula’s Choice
Pond’s
Sunsilk
TRESemmé
Vaseline
PERFORMANCE HIGHLIGHTS
TURNOVER
2025:
12.8bn
2024: €13.2bn
2023: €12.5bn
TURNOVER GROWTH
2025
(2.3%)
2024
5.5%
2023
1.8%
'0%
UNDERLYING SALES GROWTH
USG
UVG
UPG
2025
4.3%
2.2%
2.1%
2024
6.5%
5.1%
1.3%
2023
8.3%
4.4%
3.8%
'0%
OPERATING MARGIN
2025
16.2%
2024
15.0%
2023
17.7%
168775034874468
UNDERLYING OPERATING MARGIN
2025
19.2%
2024
19.4%
2023
18.7%
Pages 1 to 46 use GAAP and non-GAAP measures to explain the performance
of our business. See pages 40 to 46 for further information.
Strategic Report
Unilever Annual Report and Accounts 2025
19
REVIEW OF THE YEAR
PERFORMANCE SUMMARY
In 2025, we delivered turnover of €12.8 billion, a decrease
compared to the prior year, due to adverse currency movements,
partially offset by volume-led growth and continued portfolio
premiumisation. Underlying sales grew 4.3%, with 2.2% volume
growth and 2.1% price growth. This was driven by double-digit
growth in Wellbeing, Vaseline and Dove, while price execution
issues subdued volume growth in the Americas.
Across categories, Hair Care was flat, with positive price offsetting
volume declines. Dove delivered double-digit growth driven by
the successful launch of its renovated hair care range. Meanwhile,
Sunsilk and Clear were impacted by softness in several emerging
markets and deliberate tail brand portfolio rationalisation. Core
Skin Care grew mid-single digit, led by Vaseline, which delivered
double-digit growth for the third consecutive year.
Wellbeing grew double-digit, led by Nutrafol and Liquid I.V.,
while OLLY delivered high single-digit growth supported by
premium gummy innovation. Prestige Beauty delivered low
single-digit growth, driven by strong performances from
Hourglass and K18, with Dermalogica and Paula’s Choice
returning to growth in the second half.
Operating profit increased by 5.4% to €2.1 billion, due to reductions
in both losses on disposals and costs from acquisitions and disposals
compared to the prior year. This was offset in part by an underlying
operating profit decrease of (3.2)%. Underlying operating margin
decreased by 20bps to 19.2%, as overhead savings were more than
offset by increased brand and marketing investment behind Power
Brands and premium innovations.
STRATEGIC PRIORITIES
Our focus is on driving volume growth by shaping new categories
and consumer habits. As the boundaries between beauty and
wellbeing continue to blur, we are well placed to harness this
intersection by building brand desirability at scale and expanding
our reach. At the same time, we are addressing gross margin
through productivity improvements. We are prioritising competitive
growth in key markets – such as the US and India – while optimising
investment and profitability. We continue to evolve our portfolio, for
example through Hindustan Unilever’s acquisition of the premium,
actives-led beauty brand Minimalist.
INNOVATION-LED PREMIUMISATION
Innovation grounded in scientific expertise continues to shape our
portfolio. We are focusing on scalable, multi-year innovations and
leveraging leading-edge bioscience. This approach is reflected in
Dove’s renovated hair care range, developed using Bio-Protein Care
technology to replenish amino acids lost to damage. The roll-out
focused on executional excellence across online channels and in-
store activations in eight markets, including the US, India and Brazil –
three of our biggest hair care markets. Early results are very positive,
with turnover increasing post-launch.
Our Prestige portfolio also benefited from new innovations and
breakthroughs. K18’s biggest launch of 2025 was HeatBounce,
featuring resilicore heat-shielding technology. The formula
penetrates deeply, offering strong protection and withstanding
extreme temperatures, helping to maintain better colour
vibrancy and overall hair health. The multi‑channel launch –
from salon takeovers to in‑store activations, stylist events and
influencer partnerships – delivered initial sales ahead of forecast.
HeatBounce became a bestselling leave-in conditioner in a
leading beauty retailer across numerous markets.
Expanding into new formats, segments and markets remains
an important growth driver for Beauty & Wellbeing. Liquid I.V.’s
multi-year innovations continue to fuel growth. This year, the
brand launched in India with locally tailored flavours and also
introduced its sugar-free range into three markets, including
China. First launched in the US in 2023, this variant continues to
perform strongly, with further markets planned for 2026. The
brand also introduced a new sugar-free energy line with natural
caffeine, which launched successfully in the US. Large-scale
Amazon promotions through Prime and Alexa have helped to
raise brand awareness.
FRONTLINE EXECUTION
We are transforming how we engage with consumers by
prioritising social-first marketing. Vaseline illustrates this strategic
shift with the #VaselineVerified campaign, which tapped into
millions of consumer-generated “hacks” shared across social
channels and then validated them through lab testing by Unilever
scientists. By embracing influencers as co-creators, the campaign
engaged with Gen Z, delivered an uplift in sales and earned
recognition at the Cannes Lions Festival, including the prestigious
Titanium Lion award.
To accelerate this social-first approach, we are investing in digital
technologies. We launched the Beauty AI studio in partnership with
a leading technology provider to drive content at scale and improve
asset creation in key markets. This was underpinned by Unilever’s
Brand DNAi – our global AI brand governance framework. This
has sped up our marketing production, reduced execution costs
and increased our responsiveness to social media trends. We are
also upskilling our teams and building capabilities in this area. 
Beyond our marketing shift, we are strengthening our sales
operations through Unilevers Perfect Store programme, which
enhances shopper experience and sales execution at scale. It is
now live in key countries, with deployment planned in 2026.
We are also creating growth opportunities through partnerships
that reinforce our position in wellbeing. In 2025, Nutrafol
strengthened its US presence with a retail expansion into Ulta
Beauty, the country’s largest beauty retailer, and entered its
first multi-year partnership with Major League Baseball (MLB)
as its Official Hair Growth Partner. The brand, which was
acquired in 2022, continues to serve as a blueprint for category
growth. Its science-led, community-driven model has helped to
destigmatise hair thinning. It is the number-one dermatologist-
recommended hair growth supplement brand in the US, with
turnover having tripled since acquisition.
PRODUCTIVITY AND SIMPLIFICATION
We are building a segmented supply chain to accelerate our
growth in premium products and unlock cost efficiencies,
including completing the in-housing of around half of Liquid I.V.’s
production. We have a number of regional transformation projects
underway, with cost savings expected to materialise over the
next two years. These initiatives include simplification, with SKUs
reduced by over 30% since early 2024. They also include vertical
integration of key materials and network optimisation to reduce
warehouse and logistics costs while better serving
channel‑specific needs.
We are building capacity and capability to drive portfolio
premiumisation, including by establishing more than ten agile
production lines for innovations such as Dove’s renovated hair
care range. This year, we announced the closure of REN and the
divestment of Kate Somerville.
rectangle image Nutrafoil.jpg
Nutrafol is a blueprint for category growth, with turnover
tripling since its 2022 acquisition.
20
Unilever Annual Report and Accounts 2025
Strategic Report
BG hero image pages_PC.jpg
Personal
Care
We are market-makers and category-shapers
with culturally relevant brands that inspire desire
and confidence in whole-body self-care.
Strategic Report
Unilever Annual Report and Accounts 2025
21
REVIEW OF THE YEAR
BG backgrounds_PC Fabian chart_long.jpg
168775034868848
Premiumising
Personal Care
We drove strong growth in hard
currency, delivered through our
Power Brand premiumisation and
168775034868859
category-disrupting innovation.
Fabian Garcia
Business Group President, Personal Care
168775034868870
ABOUT PERSONAL CARE
Our categories:
Deodorants, Oral Care
and Skin Cleansing
Our Power Brands:
Axe
Closeup
Dove
Lifebuoy
Lux
Pepsodent
Rexona
PERFORMANCE HIGHLIGHTS
TURNOVER
2025:
13.2bn
2024: €13.6bn
2023: €13.8bn
TURNOVER GROWTH
2025
(3.4%)
2024
(1.5%)
2023
1.4%
'0%
UNDERLYING SALES GROWTH
USG
UVG
UPG
2025
4.7%
1.1%
3.6%
2024
5.2%
3.1%
2.1%
2023
8.9%
3.2%
5.5%
0%
OPERATING MARGIN
2025
20.5%
2024
20.1%
2023
21.4%
168775034868881
UNDERLYING OPERATING MARGIN
2025
22.6%
2024
22.1%
2023
20.2%
Pages 1 to 46 use GAAP and non-GAAP measures to explain the performance
of our business. See pages 40 to 46 for further information.
22
Unilever Annual Report and Accounts 2025
Strategic Report
REVIEW OF THE YEAR
PERFORMANCE SUMMARY
In 2025, we delivered turnover of €13.2 billion, a decrease of
(3.4)% compared to the prior year, primarily due to the impact
of adverse currency movements and disposals. This was offset by
a 4.7% increase in underlying sales growth, driven by 1.1% volume
growth and supported mainly by premium innovation,
particularly in Dove and North America. Growth was led by
our Power Brands, which accounted for 90% of turnover.
Deodorants grew low single-digit, with positive volume and
price, led by strong growth in Dove. The continued success of
whole-body deodorants fuelled growth, offset by a volume
decline in Latin America amid softer market conditions.
Across our other categories, Skin Cleansing grew mid-single digit,
driven by price and premiumisation. Dove delivered mid-single-
digit growth, while Lifebuoy was flat as volume was impacted by
commodity-driven pricing. Oral Care also grew mid-single digit,
supported by strong momentum in Closeup and Pepsodent
following premium innovations in teeth whitening and naturals.
Operating profit decreased by (1.4)% to €2.7 billion driven by
adverse currency and disposals. Underlying operating profit
also decreased by (1.4)% to €3.0 billion, while underlying
operating margin increased by 50bps to 22.6%. This was driven
by improvements in gross margin and overheads, partially
offset by a step-up in brand investment, particularly in the
US and premium segments.
STRATEGIC PRIORITIES
Our Personal Care business is transforming to meet changing
consumer expectations, moving beyond hygiene to offer
premium, benefit-led experiences. Our strategy focuses on
multi-year, multi-market innovations, supported by deep
insights and cutting-edge science.
We are strengthening our brands through scientific expertise
and cultural relevance, bolstered by large-scale partnerships
and a social-first marketing model. To capture new opportunities,
we are also reshaping our portfolio and expanding through
acquisitions like Dr. Squatch and Wild, reinforcing our
premiumisation and social-first approach.
INNOVATION-LED PREMIUMISATION
Consumers are increasingly seeking products that offer superior
benefits and indulgent self-care experiences. We are investing
in our Power Brands to elevate everyday routines through
advanced formulations and sensorial appeal.
In Skin Cleansing, Dove’s Serum Shower Collection combines
active skincare ingredients with MicroMoisture™ technology.
First launched in 2024, it has delivered strong results in North
America and expanded into India at the end of 2025, one of
our biggest Personal Care markets.
In Deodorants, we have strengthened our category leadership
with whole-body formats. Introduced in the US in 2024 under
Dove and Dove Men+Care, this year we scaled the technology
across Rexona and Axe, with whole-body deodorants now in
15 markets.
We expanded our premium offer in Oral Care, launching
Closeup White Now across Asia, offering teeth whitening
solutions powered by our stain-control science. The range
is now available in key markets.
Innovation in fragrance continues to enhance the sensorial
appeal of our brands. Axe launched new gourmand-inspired
variants and limited editions, like Cherry Spritz and Sunset Fresh,
featuring notes such as key lime, sage and apple. These ranges
are increasingly popular with Gen Z, with many choosing scents
based on their mood. Following Unilever’s announcement in
2024 of a €100 million investment in developing our fragrance
capabilities, this year we launched Dove’s limited-edition Garden
Tea Party range in the US, featuring the first fragrance crafted by
our in-house team.
FRONTLINE EXECUTION
We connect with people through culturally relevant moments –
sport, music and entertainment – to deepen brand engagement.
Women’s football remains a significant opportunity to reach
a global audience. As Official Sponsors of UEFA Women’s
EURO 2025™, we launched a multi-brand campaign with Dove,
Rexona and Axe activating across Europe, featuring 360°
touchpoints.
We are also transforming how we create and deliver content to
consumers. Rexona piloted ‘The Locker Room’, a social hub using
real-time listening and content generation, significantly increasing
online engagement and laying the foundation for expansion
ahead of the FIFA World Cup 2026™, where Unilever is the Official
Personal Care Sponsor.
Beyond sport, we are reaching new audiences through brand
collaborations. The Dove x Crumbl partnership in the US drove
strong engagement and rapid sales, with over half of consumers
being first-time Dove buyers. This limited-edition range is
available in over 4,000 Walmart locations in North America,
and was supported by in-store activations at launch. Dove
also introduced its first creator-led initiative, #ShareTheFirst,
challenging the pressure of digital perfection and built entirely
on unfiltered user-generated content.
We continued to advance our digital content supply chain
with the launch of our Personal Care AI Studio. By harnessing
integrated digital and automation tools, the Studio is significantly
improving the speed of asset creation through more efficient
production processes. Now live in four markets, it will continue
to scale, with further roll-outs planned for 2026.
PRODUCTIVITY AND SIMPLIFICATION
To support a more premium, higher-margin portfolio, we have
stepped up investment in capacity and capabilities across our
supply chain. Our product mix is now significantly simplified,
more global, and centred on our Power Brands. We have
streamlined our brands and, since 2022, reduced our number
of SKUs by over 20%, unlocking operational efficiency.
Beyond our portfolio, we are embedding AI-powered tools to
drive productivity and simplification. Over the past year, we have
deployed a range of digital solutions across our value chain,
delivering greater speed and precision. For example, in R&D,
AI-powered simulations have eliminated the need for multiple
physical trials, accelerating innovation timescales.
rectangle image Whole body Deo.jpg
We are strengthening our deodorant category leadership with
whole-body formats, scaling the technology in 2025.
Strategic Report
Unilever Annual Report and Accounts 2025
23
BG hero image pages_HC.jpg
Home
Care
We are shaping the future of home care through
science-led innovation and sensorial experiences,
to make everyday household chores easier and
more enjoyable.
24
Unilever Annual Report and Accounts 2025
Strategic Report
REVIEW OF THE YEAR
BG backgrounds_HC_Eduardo chart_long.jpg
168775034871285
A brighter way
to clean
While we accelerated volume
growth in challenging market
conditions, we continue to focus
168775034871307
on stepping up performance
in some of our key countries. 
Eduardo Campanella
Business Group President, Home Care
168775034871318
ABOUT HOME CARE
Our categories:
Fabric Cleaning, Fabric Enhancers
and Home & Hygiene
Our Power Brands:
Cif
Comfort
Dirt Is Good
Domestos
Radiant
Sunlight
Surf
PERFORMANCE HIGHLIGHTS
TURNOVER
2025:
11.6bn
2024: €12.3bn
2023: €12.2bn
TURNOVER GROWTH
2025
(6.4%)
2024
1.4%
2023
(1.8)%
'0%
UNDERLYING SALES GROWTH
USG
UVG
UPG
2025
2.6%
2.2%
0.4%
2024
2.9%
4.0%
(1.1)%
2023
5.9%
(0.9)%
6.8%
'0%
OPERATING MARGIN
2025
13.1%
2024
12.3%
2023
11.6%
168775034871296
UNDERLYING OPERATING MARGIN
2025
14.9%
2024
14.5%
2023
12.3%
Pages 1 to 46 use GAAP and non-GAAP measures to explain the performance
of our business. See pages 40 to 46 for further information.
Strategic Report
Unilever Annual Report and Accounts 2025
25
REVIEW OF THE YEAR
PERFORMANCE SUMMARY
In 2025, we delivered turnover of €11.6 billion, driven by strong
execution across key regions and the continued scaling of our multi-
year innovations. Turnover was impacted by adverse currency
movements of (7.1)% and disposals, meaning a decline of (6.4)%. On
an underlying basis, our sales growth was 2.6%, driven by strong
volume growth of 2.2%, which accelerated to 4.0% in the fourth
quarter. Performance was led by our Power Brands, accounting
for 82% of turnover.
Europe delivered another strong year supported by premium
innovations and excellent in-store execution. In emerging markets,
performance stepped up sequentially throughout the year, with
Indonesia and Vietnam returning to growth in the second half. Brazil
faced a challenging year amid softer market conditions and price
corrections, but returned to growth in the fourth quarter. South
Africa delivered a weaker performance amid a competitive market
environment.
In our largest category, Fabric Cleaning, we continued to shift our
portfolio to future formats such as liquid detergents, delivering
double-digit growth. Wonder Wash maintained its strong
momentum and scaled to 22 additional markets. Overall, the
category was flat, with volume impacted by declines in our powders
portfolio in Brazil and South Africa. Home & Hygiene grew mid-single
digit, led by Domestos and Cif, supported by premium innovations
such as Infinite Clean. Fabric Enhancers grew high single-digit, led
by volume, with Comfort benefiting from premium formats and
fragrance-led innovations such as boosters.
Operating profit decreased by (0.6)% to €1.5 billion, due to an
underlying operating profit decrease of (3.8%), offset in part by
lower non-underlying items compared to the prior year. Underlying
operating margin increased by 40bps to 14.9%, driven by improved
overheads and disciplined brand and marketing investment, partly
offset by a modest decline in gross margin.
STRATEGIC PRIORITIES
Our strategy is focused on product innovations that deliver
superior performance, create new experiences and offer greater
convenience for consumers, particularly in high-growth categories
such as liquid detergents and household cleaning.
Our multi-year innovations are informed by deep consumer insights
into household cleaning trends and unmet needs. This approach is
opening up new category opportunities, accelerating the pace of
major launches and delivering sustained growth for Unilever.
INNOVATION-LED PREMIUMISATION
We use our science-based expertise to launch and scale innovations
that shape our categories. By introducing smarter ingredients,
improved packaging and premium fragrances, we are creating
a more rewarding experience for consumers.
In response to shifting laundry habits, we introduced Wonder Wash
under Dirt Is Good in 2024, designed for short, cold cycles to meet
evolving consumer needs. This category-defining innovation has
now been scaled to 30 markets, including two of our largest, India
and Brazil.
To address rising consumer demand for convenient and longer-
lasting cleaning solutions, we launched Cif Infinite Clean in 2025. This
multi-purpose, reloadable spray uses probiotic technology to break
down dirt, with probiotics remaining effective for up to 72 hours
after application. To support the formulation’s performance, Cif
Infinite Clean’s premium packaging features mist technology for
even surface coverage. So far, we have rolled out the product
across five European markets, including France and the UK, with
strong early results. Our investment in probiotic cleaning technology
extends beyond Cif, with Wipol in Indonesia, Sunlight in Vietnam and
Vim in India now offering the technology in various products.
FRONTLINE EXECUTION
By leveraging sports partnerships, our brands continue to show up
where performance meets culture, enabling us to tap into wide-
reaching, authentic consumer conversations. In 2025, we continued
working with, among others, Usain Bolt, the Argentinian Football
Association and Arsenal Football Club – boosting brand relevancy
and deepening consumer connection.
This approach led to successful brand campaigns such as “It’s Part
of the Game” with Arsenal Women’s team and Dirt Is Good helping
to break the stigma around period blood in sport. Surf Excel also
partnered with the ICC Women’s Cricket World Cup, creating a viral
moment when Jemimah Rodrigues’ dirt-stained jersey became a
celebration of its “Dirt Is Good” philosophy, with the suggestion:
“Don’t clean it. Frame it.”
These campaigns are executed through a social-first marketing
approach that prioritises real-time engagement, creator-led content
and cultural connection. To accelerate this, we are embedding AI-
powered design capabilities into brand teams via Sketch Pro – our
in-house studio that speeds up asset production and enables
storytelling designed for social platforms.
We continue to deliver executional excellence offline. We have
stepped up partnerships with our customers to drive growth through
category-expanding innovations and large-scale brand activations.
As a result, we were recognised in 81% of our markets as best-in-class
by the 2025 Advantage Group Survey, driven by strong in-store
execution, joint business planning and category growth.
PRODUCTIVITY AND SIMPLIFICATION
Our Home Care supply chain continues to undergo a major
transformation to deliver cost savings. This is supported by initiatives
such as a €150 million investment across Europe. Launched in 2023
and continuing through 2026, the programme is focused on driving
efficiencies and unlocking growth. In emerging markets such as
Brazil and India, we are investing in enhanced production for our
future growth formats, including liquid detergents.
To advance this transformation, we are leveraging AI to innovate
faster and accelerate our speed to market. These include predictive
maintenance, real-time demand planning, intelligent mixing systems
and energy optimisation. We are also growing our Home Care sites
that are part of Unilever’s digital twin network, a replica of our
factories that enables continuous production monitoring, analysis
and simulation of changes before implementation. At our Haldia site
in India, for example, this is helping to optimise processes and deliver
cost and energy savings.
Another area of focus is vertical integration and direct-to-customer
dispatch models. For example, by producing key materials like
surfactants and designing fragrances in-house, we are improving
supply resilience and securing long-term cost benefits. We are also
co-locating distribution centres with factories, enabling faster, more
direct deliveries to customers. This year, we opened a new distribution
site in China and plan to open more in Thailand and the UK in 2026.
rectangle images Persil advert_cropped.jpg
We use our science-based expertise to launch and scale
category-shaping innovations, such as Wonder Wash.
26
Unilever Annual Report and Accounts 2025
Strategic Report
BG hero image pages_Foods.jpg
Foods
We are bringing on-trend products, premium
innovations and new tastes to both home and
professional chefs around the world.
Strategic Report
Unilever Annual Report and Accounts 2025
27
REVIEW OF THE YEAR
BG backgrounds_Heiko_Foods chart_long.jpg
168775034868646
On the frontier
of flavour
We delivered a solid performance
despite slow markets, driven by
innovation in our Power Brands
168775034868635
and by stepping up gross margin
through a simplified and
sharpened portfolio.
Heiko Schipper
Business Group President, Foods
168775034868613
ABOUT FOODS
Our categories:
Condiments, Cooking Aids & Mini
Meals, and Unilever Food Solutions
Our Power Brands:
Hellmann’s
Horlicks
Knorr
PERFORMANCE HIGHLIGHTS
TURNOVER
2025:
12.9bn
2024: €13.4bn
2023: €13.2bn
TURNOVER GROWTH
2025
(3.2%)
2024
1.1%
2023
(5.0%)
'0%
UNDERLYING SALES GROWTH
USG
UVG
UPG
2025
2.5%
0.8%
1.7%
2024
2.6%
0.2%
2.4%
2023
7.7%
(2.2)%
10.1%
'0%
OPERATING MARGIN
2025
21.3%
2024
19.5%
2023
18.3%
168775034868624
UNDERLYING OPERATING MARGIN
2025
22.6%
2024
21.3%
2023
18.6%
Pages 1 to 46 use GAAP and non-GAAP measures to explain the performance
of our business. See pages 40 to 46 for further information.
28
Unilever Annual Report and Accounts 2025
Strategic Report
REVIEW OF THE YEAR
PERFORMANCE SUMMARY
In 2025, our turnover was €12.9 billion, decreasing by (3.2)%
compared to the prior year, impacted by adverse currency
movements and partially offset by 2.5% underlying sales growth.
This consistent and competitive underlying performance was led by
emerging markets. North America grew in line with the total Business
Group, while Europe remained suppressed amid softer consumer
demand. Encouragingly, underlying volume growth improved to
0.8%, reflecting our disciplined execution in a slower market
environment.
Cooking Aids grew low single-digit, driven primarily by price. Knorr’s
softer performance in developed markets was offset by positive
volume and price in emerging markets. Condiments delivered
mid-single-digit growth, with balanced volume and price, led by
Hellmann’s continued momentum. The brand benefited from
strong demand for its flavoured mayo range, now present in over
30 markets, and particularly good growth in emerging markets.
Unilever Food Solutions was flat, with positive volume growth in
North America. This was partially offset by declines in China, its
biggest market, and Europe, reflecting weaker out-of-home
consumption and ongoing macroeconomic pressures.
Operating profit increased by 5.7% to €2.7 billion, due to reduced
restructuring costs compared to the prior year and an underlying
operating profit increase of 2.7%. Underlying operating margin
increased by 130bps to 22.6%. This was driven by improvements in
gross margin and overheads, alongside disciplined brand investment
as we continue to execute our focused Foods strategy.
STRATEGIC PRIORITIES
Our key focus is to continue delivering consistent growth with strong
profit and cash generation. We have introduced a new Foods
strategy which, now in its second year, supports this. We are
streamlining and optimising our portfolio and accelerating science-
led innovation built around products rooted in great taste. At the
same time, we are sharpening execution across our strategic
partnerships, strengthening consumer engagement and driving
operational excellence.
INNOVATION-LED PREMIUMISATION
Innovation remains our primary driver of volume growth, and
in 2025, we turned consumer trends into scalable, multi-year
product offerings. We are embracing the appetite for new flavours
and cuisines, the desire for convenient and solo cooking, and the rise
of time-saving methods such as air frying.
Knorr continues to evolve its portfolio through innovation and
product superiority. This approach in bouillons and seasonings
fuelled particularly strong growth in the Philippines, Indonesia and
the US. In addition, Knorr tapped into the growing demand for smart
cooking and eating, expanding mini-meals with ready-to-heat
pots inspired by trending global cuisines. In the UK and Germany,
it introduced new cooking pastes – such as Sundried Tomato &
Herbs and Smoked Chilli & Lime – designed for air fryer use.
We continued to invest in the fast-growing flavour space, with our
flavoured mayo range reaching €100 million across 35 markets,
supported by Hellmann’s launches like Ranch in the UK and Flamin’
Hot in Mexico.
Our approach to innovation has evolved too. We accelerated our
latest product development through an AI formulation tool,
significantly reducing time to market.
FRONTLINE EXECUTION
Our brands are embracing a social-first approach to connect with
people in authentic, locally relevant ways. Knorr delivered its
biggest social-first campaign, #UnlockYourGreenFlag, positioning
cooking as a universal ‘green flag’ in the dating world. Partnering
with the world’s most downloaded dating app and influencers
across 29 markets, the campaign delivered content that resonated
with Gen Z, driving a measurable uplift in brand preference.
Connecting with consumers at the right moments is central to
our strategy. In the US – a key market for Hellmann’s – the brand
continues to leverage major sporting events as a repeatable model,
celebrating the football season with its fifth Big Game activation,
generating over 40 billion earned media impressions. This multi-
channel campaign combined Unilever’s ‘Perfect Store’ execution
across online platforms and in-store activations with bold creative
designed to spark conversation ahead of the event.
Beyond in-market activations, strategic partnerships help us reach
new audiences and build excitement for our brands. In Brazil, one
of Hellmann’s biggest markets, the brand extended its collaboration
with the National Basketball Association (NBA). The collaboration
combined cultural engagement with consumer activation and
product innovation, introducing new flavours such as Barbecue,
Bacon and Garlic in our convenient squeeze format. These initiatives
delivered high penetration in the squeeze segment and significant
sales growth among younger consumers.
We also continued to innovate at scale in the professional
space through Unilever Food Solutions (UFS). In China, its largest
market, UFS launched chefs-for-chefs innovations such as Knorr
Professional Seasoned Soy Sauce to meet rising demand for richer
umami and more intense soy flavours. This marks the brand’s first
premium variant developed specifically for culinary professionals.
Through its Future Menus initiative, UFS works with chefs in over 50
markets to shape global food trends. This year’s focus on Asian and
South American cuisines was supported by signature products such
as Hellmann’s Spicy Mayo and Ancho Chipotle Sauce, helping chefs
create popular dishes like tacos and dumplings.
PRODUCTIVITY AND SIMPLIFICATION
We are transforming our factory performance by harnessing
advanced technology to optimise operations and improve
efficiency. At the same time, we are investing in our people –
equipping factory teams with technical and soft skills to innovate
and respond to market needs.
To meet growing demand, we established a new soy sauce plant in
Greater China. The facility evolved from a pilot plant to full-scale
production and incorporates advanced controls to enable
breakthroughs in fermentation. Significant design changes from
conventional soy sauce plants have helped to optimise capital
expenditure and improve volume.
Alongside operational improvements, we further simplified our
Foods portfolio this year, sharpening our focus on Power Brands
and global categories. This included the sale of Conimex and
The Vegetarian Butcher, with binding offers for the sale of Graze, as
well as Unox and Zwan, which are both pending the usual closing
conditions and regulatory approvals. Since 2019, we have removed
more than 25% of SKUs, reduced ingredients by 20% and streamlined
formulations by nearly a third.
rectangle images Knorr powder.jpg
Knorr continues to focus on product superiority and unlocking
convenience in bouillons and seasonings.
Strategic Report
Unilever Annual Report and Accounts 2025
29
REVIEW OF THE YEAR
People background auroras_Michael Stewart.jpg
Michael Stewart
Chief Corporate Affairs and Communications Officer
Sustainability
Review
PROGRESS AND IMPACT
Rapid changes in societal expectations, consumer preferences
and regulation underline the continued importance of Unilever’s
sustainability agenda. Our work protects and enhances the value of
our business through innovation, operational efficiency and supply
chain resilience. Our sustainability goals play a critical role in future-
proofing our business, ensuring focus and urgency in the areas
where we can deliver the most impact. See our non-financial
performance table on page 30, and pages 214 to 277 for detailed
commentary on each goal in accordance with the ESRS. Following
the demerger of the Ice Cream business, in 2026 we will review the
scope and baselines of our sustainability goals.
CLIMATE
This year, we reduced emissions in our operations through
efficiency improvements, implementation of power purchase
agreements (PPAs), and installation of industrial-scale heat
pumps and electric boilers at additional sites. Our scope 3
decarbonisation efforts continue to prioritise supplier
engagement, such as our Supplier Climate Programme, which
now includes almost 200 suppliers and 40% of raw material
scope 3 emissions.
We expect progress against our scope 3 targets to be
challenging given the significant contribution from the
petrochemicals sector and end-of-life emissions from
surfactants. This primarily impacts our Home Care Business
Group. However, we are making progress to develop and scale
lower-GHG alternatives for these chemicals in our laundry and
cleaning products, as well as engaging with governments to
accelerate the transition to sustainable chemicals. We are also
reformulating products using lower-GHG ingredients, such as
our Lux and Lifebuoy soap bars in India and Indonesia. A key part
of our forest, land and agriculture (FLAG) emissions reduction
relates to maintaining the sourcing of deforestation-free
volumes of five key commodities, including palm oil. This
year, we increased our direct sourcing of palm feedstocks,
improving traceability and supporting our work to maintain
no deforestation.
We continue to work with trade associations to improve
alignment with our climate targets, supported by our second
Climate Policy Engagement Review. 
NATURE
Our regenerative agriculture projects aim to address the most
material environmental impacts faced by farmers, including those
related to climate, soil and biodiversity. In 2025, we implemented 12
new regenerative agriculture projects, bringing our total to 34 active
projects across 17 countries. This includes a new canola programme
in Canada and a soy programme in Brazil. Our projects on protection
and restoration prioritise landscapes based on our commodity
footprint and operational presence. In Indonesia, for example, we
have long-term, multi-stakeholder partnerships located across
three provinces that supply our palm oil processing facility in North
Sumatra. We also continue to expand our work in partnership with
the Rimba Collective, which provides conservation finance and
project implementation.
This year, our advocacy focused on regional policies to enable
farmers to adopt and sustain regenerative practices. Alongside this,
in Brazil, we are working with peers through the World Business
Council for Sustainable Development (WBCSD)’s Landscape
Accelerator to align on policy and finance solutions to support the
regenerative transformation of the Cerrado region – a key sourcing
area for our soybean oil.
PLASTICS
We increased our use of post-consumer recycled (PCR) plastic this
year, achieving our goal of 25% PCR by 2025.(a) Key projects included
the roll-out of Wonder Wash laundry detergent bottles in Europe
and Hellmann’s squeeze bottles in Brazil, with up to 100% recycled
plastic. We also reduced our use of virgin plastics,  primarily through
expanding our PCR adoption. These, alongside lightweighting
innovations and alternative formats that remove plastic from our
packaging, remain critical levers in reducing virgin plastic. We also
achieved our goal to collect and process more plastic than we
sold by 2025. From 2026, we will increase our focus on transitioning
to paper-based flexible packaging. This will be supported by the
inclusion of an associated target in the Sustainability Progress Index
(SPI) component of the 2026-2028 Performance Share Plan (PSP)
– see pages 99 to 100 for more detail. We remain focused on
developing next-generation packaging solutions that are reusable,
recyclable or compostable. This year in the UK, Cif launched a
reusable trigger spray that reduces plastic waste by 50%.
Despite limited progress at the Global Plastics Treaty negotiations,
we remain committed to supporting governments to develop
harmonised regulatory frameworks across markets that drive
investment and innovation – such as effective, locally tailored
extended producer responsibility (EPR) programmes. Voluntary
industry-wide action also remains a key lever. This year, we signed
the Ellen MacArthur Foundation’s Global Commitment 2030, which
encourages cross-industry collaboration to accelerate progress.
LIVELIHOODS
Our multi-year projects with smallholder farmers in key commodity
sourcing regions continued to focus on improving farming practices
through certification schemes, access to income growth and
regenerative agriculture programmes. In our retail value chain, we
are supporting small-scale retailers primarily in markets such as India
and Indonesia, through our AI-powered digital ordering platforms,
alongside financial services and training. Our ongoing supplier
engagement increased the proportion of our procurement spend
with suppliers who have signed the Living Wage Promise. We
continue to equip these suppliers with the tools, knowledge and
resources to start measuring their living wage gaps. Alongside
partners like UN Global Compact, International Labour Organization,
IDH and World Benchmarking Alliance, we successfully advocated
for living wage to be highlighted in the Doha Political Declaration as
a key focus area for government policy aiming to advance social
development.
(a) Having reached our 2025 milestone (excluding Ice Cream), PCR will remain
an important lever to deliver our virgin plastic reduction goals.
30
Unilever Annual Report and Accounts 2025
Strategic Report
REVIEW OF THE YEAR
Non-Financial Performance
Climate
Goal
Unilever
Unilever (including Ice Cream)
2025
2025
2024
2023
Reduce absolute operational GHG emissions (Scope 1 & 2)
by 100% by 2030 from a 2015 baseline (a)(b)
(100)%
(77)%
(77)%
(72)%
(70)%
Reduce absolute Scope 3 energy and industrial (E&I) GHG
emissions by 42% by 2030 from a 2021 baseline (b)(c)(d)
(42.0)%
(11)%
(11)%
(7)%
Reduce absolute Scope 3 forest, land and agriculture (FLAG)
GHG emissions by 30.3% by 2030 from a 2021 baseline(b)(c)(d)
(30.3)%
(17)%
(17)%
(12)%
Nature
Goal
Unilever
Unilever (including Ice Cream)
2025
2025
2024
2023
Implement regenerative agriculture practices on 1 million
hectares of agricultural land by 2030
1m
0.25m
0.26m
0.13m
0.06m
Help protect and restore 1 million hectares of natural
ecosystems by 2030
1m
0.66m
0.67m
0.43m
0.29m
95% volume of key crops to be verified as sustainably
sourced by 2030
95%
81%
80%
79%
79%
Maintain no deforestation across our primary
deforestation-linked commodities (e)
95%
97%
96%
97%
98%
Implement water stewardship programmes in 100 locations
in water-stressed areas by 2030
100
29
30
21
13
Plastics
Goal
Unilever
Unilever (including Ice Cream)
2025
2025
2024
2023
Reduce our virgin plastic footprint – by 30% by 2026,
and 40% by 2028, from a 2019 baseline(f)
(30)%
(29)%
(29)%
(23)%
(21)%
100% of our plastic packaging to be reusable,
recyclable or compostable (a)(f)
100%
57%
57%
57%
53%
by 2030 (for rigids)
100%
75%
75%
76%
by 2035 (for flexibles)
100%
15%
15%
13%
Use 25% recycled plastic in our packaging by 2025 (f)
25%
25%
24%
21%
20%
Collect and process more plastic packaging than
we sell by 2025 (f)
100%
111%
111%
93%
68%
Livelihoods
Goal
Unilever
Unilever (including Ice Cream)
2025
2025
2024
2023
Suppliers representing 50% of our procurement spend
to sign the Living Wage Promise by 2026
50%
43%
41%
32%
Help 250,000 smallholder farmers in our supply chain
access livelihoods programmes by 2026
0.25m
0.17m
0.21m
0.08m
Help 2.5 million SMEs in our retail value chain grow their
business by 2026 (g)
2.5m
2.12m
2.36m
2.58m
1.91m
(a) 2023 performance measured for 12-month period ended 30 September.
(b) Baseline period measured for 12-month period ended 30 September.
(c) 2024 performance restated due to change in measurement methodology and correction of an error in logistics third-party emission factors (E&I only).
(d) Unilever 2025 performance measured including Ice Cream.
(e) 2023 performance measured for all commodity volumes ordered for three-month period October to December, except for palm oil in India measured only for December.
(f) The scope of our plastic packaging targets includes plastic packaging in 26 countries, which account for approximately 82% of Unilever’s sales.
(g) 2023 performance measured for three-month period October to December.
Strategic Report
Unilever Annual Report and Accounts 2025
31
Our Principal Risks
OUR RISK APPETITE AND APPROACH
TO RISK MANAGEMENT
Risk management is integral to Unilever’s strategy and
the achievement of our long-term goals. Our success
as an organisation depends on our ability to identify and
exploit the opportunities generated by our business and in our
markets. In doing this, we take an embedded approach to risk
management, which puts risk at the core of the Board agenda,
where we believe it should be.
Unilever’s appetite for risk is driven by the following:
Our growth should be consistent, competitive,
profitable and responsible.
Our actions on issues such as climate, nature, plastics
and livelihoods must reflect their urgency, and not be
constrained by the uncertainty of potential impacts.
Our behaviours must be in line with our Code of Business
Principles (COBP) and Code Policies.
Our ambition to continuously improve our operational
efficiency and effectiveness.
Our aim to maintain a minimum A/A2 credit rating on
a long-term basis.
Our approach to risk management is designed to provide
reasonable, but not absolute, assurance that our assets are
safeguarded, the risks facing the business are being assessed
and mitigated, and all information that may be required to
be disclosed is reported to Unilever’s senior management
including, where appropriate, the CEO and CFO.
ORGANISATION
The Board has overall accountability for the management of
risks and opportunities and reviewing the effectiveness of
Unilever’s risk management and internal control systems. The
Board has established a clear organisational structure with well-
defined accountabilities for the principal risks that Unilever faces
in the short, medium and long term. In this structure, the Board
has delegated the overall accountability for risk management
to both the CEO and CFO. The distribution of accountabilities
and responsibilities ensures that every segment (either Business
Group or country) through which we operate has specific
resources and processes for risk reviews and risk mitigation.
This is supported by the ULE, which takes active responsibility
for focusing on the principal areas of risk to Unilever, including
any emerging areas of risk. The Board regularly reviews these
risk areas, including consideration of environmental, social and
governance matters, and retains responsibility for determining
the nature and extent of the significant risks that Unilever is
prepared to take to achieve its strategic objectives.
FOUNDATION AND PRINCIPLES
Our strategy and growth priorities are set out on pages 4 and 5.
In support of these, our Code of Business Principles (COBP) and a
framework of Code Policies set out the standards of behaviour
that we expect all employees to adhere to. The day-to-day
responsibility for ensuring these principles are applied rests
with senior management across Business Groups, geographies
and functions. They are supported by Business Integrity Officers
and Committees who communicate the Code, deliver training,
maintain processes and procedures (including support lines) to
report and respond to alleged breaches, and to capture and
communicate learnings.
For each of our principal risks, we have a risk management
framework detailing the controls in place and who is responsible
for managing both the overall risk and the individual controls
mitigating that risk. Unilever’s functional standards define
mandatory requirements across a range of specialist areas such
as product safety and cyber security, which are key controls in
mitigating these risks.
Our assessment considers short-, medium- and long-term risks,
including how they are changing, together with emerging risk
areas. These are reviewed on an ongoing basis, and formally
by senior management and the Board at least once a year.
PROCESSES
Unilever operates a wide range of processes and activities
across its operations, covering strategy, planning, execution and
performance management. Risk management is integrated into
every stage. For the purposes of compliance with the European
Union Corporate Sustainability Reporting Directive, Unilever
completed a double materiality assessment (DMA) to identify
material sustainability matters. The outcome of the DMA has
been reviewed by management to ensure that these matters
are aligned with the principal risks.
ASSURANCE AND RE-ASSURANCE
Assurance on compliance with the COBP and our Code Policies
is obtained annually from Unilever management via a formal
Code declaration. In addition, specialist awareness and training
programmes run throughout the year and vary depending on the
business priorities. An integrated assurance map is maintained
across the principal risks to confirm the mitigation in place
through the three lines of defence. Our Corporate Audit function
plays a vital role in providing both management and the Board
with an objective and independent review of the effectiveness
of risk management and internal control systems throughout
Unilever.
BOARD ASSESSMENT OF COMPLIANCE WITH THE
RISK MANAGEMENT FRAMEWORKS
The Board, advised by its committees and subcommittees where
appropriate, regularly reviews the significant risks and decisions
that could have a material impact on Unilever. These reviews
consider the level of risk that Unilever is prepared to take in
pursuit of the business strategy and the effectiveness of the
management controls in place to mitigate the risk exposure.
The Board, through the Audit Committee, has reviewed the
assessment of risks, internal controls and disclosure controls, and
procedures in operation within Unilever. It has also considered
the effectiveness of any remedial actions taken for the year
covered by this Annual Report and Accounts, and up to the date
of its approval by the Board.
Details of the Audit Committee’s activities in relation to this can
be found in the Report of the Audit Committee on pages 70 to 74.
Further statements on compliance with the specific risk
management and control requirements in the UK Corporate
Governance Code (2024), the US Securities Exchange Act (1934)
and the US Sarbanes-Oxley Act (2002) are on page 64.
32
Unilever Annual Report and Accounts 2025
Strategic Report
OUR PRINCIPAL RISKS
Principal Risks
Our business is subject to risks and uncertainties. On the following pages, we have identified the risks and opportunities that
we regard as the most material to Unilever’s business and performance at this time.
Our principal risks include those that could impact our business in the short term (the next two years), medium term (the next three
to ten years) or over the longer term (beyond ten years). As part of our process to review our principal risks, we also consider any
additional risks that could emerge in the future.
Our principal risks have been reviewed and updated as appropriate to reflect the current and relevant risks and opportunities.
The key changes are summarised below:
Consumer Preference risk and Customer and Channel risk have been merged into one principal risk: Consumer and Channel. Both
risks are driven by changing consumer behaviours influenced by lifestyle changes, economic pressures, and digital adoption.
Given their combined impact on portfolio and resource allocation, and integrated management by the Business Groups, this
consolidation supports streamlined oversight and disclosures.
Ethical risk and Legal and Regulatory risk have been merged into one principal risk: Legal and Compliance. Legal and Regulatory
compliance refers to compliance with external laws, while ethical compliance relates to compliance with internal policies. In both
cases, the risk lies in the consequences of non-compliance in terms of penalties, fines and reputational damage.
Treasury and Tax risk has reduced and is no longer considered a principal risk, reflecting the strength of our processes, operations,
controls and our widespread geographical footprint.
We also reflect on whether the level of risk associated with each of our principal risks is increasing or decreasing. There are three
principal risks where we believe there is an increased level of risk compared with last year:
Information and Cyber Security: the risk continues to rise for consumer goods companies due to increasingly sophisticated
ransomware and phishing attacks, amplified by AI-driven threats that enable hyper-personalised scams.
Economic and Geopolitical: escalating inter-state armed conflicts, rising protectionism and tariffs, and heightened political
instability following global elections pose increased risk to business operations.
Portfolio Management: shifting consumer preferences, evolving channel dynamics, heightened economic and political uncertainty,
and strategic portfolio choices have increased complexity and execution challenges.
The rapid advancements in generative AI capabilities heightens the risk of misuse, leading to loss of trust and credibility, as well as
the risk of legal liability. We also continue to monitor emerging risk areas within our existing principal risks, such as geopolitical
tensions, ongoing macroeconomic challenges and changes in consumer demand.
We set out below certain mitigating actions that we believe could help us to manage our principal risks. However, we may not
be successful in deploying some or all of these mitigating actions. If the circumstances in these risks occur or are not successfully
mitigated, our cash flow, operating results, financial position, business and reputation could be materially adversely affected.
In addition, risks and uncertainties could cause actual results to vary from those described, which may include forward-looking
statements, or could impact our ability to meet our targets or be detrimental to our profitability or reputation.
Risk
Risk description
Management of risk
Level of risk
Consumer and
Channel
Our success depends on the value and
relevance of our brands and products to
consumers around the world, and on our
ability to innovate and remain competitive.
Consumer behaviours are evolving rapidly,
driven by lifestyle shifts, economic pressures
and increasing digital adoption. These changes
influence brand preferences, shopping
habits and channel dynamics, including the
accelerated growth of digital commerce and
new retail formats.
Technological disruption continues to reshape
how we engage consumers and customers,
challenging traditional communication and
distribution models. Our ability to develop and
deploy the right communication, both in terms
of messaging content and medium, is critical to
the continued strength of our brands. Failure
to anticipate and respond to these shifts could
impact brand equity, portfolio competitiveness
and, ultimately, impact market share.
To remain competitive, we must deliver
innovation at speed, adapt marketing strategies
to digital platforms and maintain strong
partnerships.
We monitor external market trends and collate
consumer, customer and shopper insights in
order to develop brand strategies and build
competitive advantage. We are focused on
elevating brand experience with a particular
focus on our Power Brands. The Unmissable
Brand Superiority (UBS) framework provides a
systematic approach to measuring brand equity.
Our Research and Development teams
translate emerging consumer trends into
technologies and products, supported by a
multi-year innovation pipeline. This enables
rapid deployment of innovations across
categories, including premium, health and
hygiene offerings.
We strengthen customer relationships through
joint business planning and developing brand
experiences rooted in shopper insights. Our
focus on digital commerce includes building
capabilities in data, technology, media,
operations and outlet design to optimise order
and stock management. Brand communication
strategies are continuously adapted for
relevance across touchpoints, with emphasis
on digital and social platforms to engage
consumers effectively.
No change
Strategic Report
Unilever Annual Report and Accounts 2025
33
OUR PRINCIPAL RISKS
Risk
Risk description
Management of risk
Level of risk
Portfolio
Management
Unilever’s strategic investment choices will
affect the long-term growth and profitability
of our business.
Our future growth and profitability are shaped
by strategic investment decisions across our
Business Groups, key markets and channels.
Sub-optimal choices in portfolio allocation
may result in missed opportunities to
strengthen margins or accelerate growth.
Maintaining a balanced and forward-
looking portfolio is critical to delivering
long-term value.
We manage this risk through clearly defined
Business Group strategies and business plans
to prioritise investments in areas with the
greatest potential for long-term value.
Our acquisition and divestment activity is
governed by a structured evaluation process
aligned with our portfolio objectives.
Increase
Climate and
Nature
Tackling climate change-related physical
and transitional risks and loss of nature is
important to increase our resilience and
future-proof our business.
Climate change and nature loss are
inextricably linked. Climate change is a
key driver of biodiversity loss, and nature
is a key tool in combating rising global
temperatures and climate change impacts.
The risks from climate and nature have the
potential to affect supply security, cost
structures and consumer demand, requiring
continued investment in resilience and
sustainable practices.
Physical risks from climate change, such as
more frequent and severe extreme weather
events, may disrupt our supply chain,
manufacturing sites and distribution networks.
Transition risks, including carbon pricing,
land-use restrictions and regulations on
GHG-intensive ingredients, could increase
costs and limit operational flexibility.
Climate change, intensive agriculture and
land conversion are accelerating ecosystem
degradation, reducing crop yields and driving
up raw material costs. Water is essential
across our value chain. Limited availability
or declining quality could constrain
operations and reduce demand for
water-dependent products.
In 2024, we published our updated Climate
Transition Action Plan, which sets out our
decarbonisation targets for our scope 3
emissions, and the key actions we will take
to achieve them (see pages 227and 228 for an
update on progress).
We are decarbonising our operations through
eco-efficiency measures, transitioning to
renewable energy for heating and cooling, and
low-carbon logistics. We are working with our
suppliers to drive emissions reductions within
our supply chain. We monitor and model
weather impacts on raw material availability
and pricing, and integrate this into our
forecasting process.
We track climate-related policy developments
and take proactive steps to mitigate business
impact, while advocating for public policy
aligned with the 1.5°C pathway of the Paris
Agreement, such as ambitious Nationally
Determined Contributions (NDCs).
We are working with farmers to adopt practices
that protect biodiversity, improve soil health
and reduce land degradation. We strive for a
deforestation-free supply chain and support
land use programmes and policies that
promote landscape protection and restoration.
To address the risk posed by water scarcity
in our supply chain, we are working with
farmers to implement regenerative agriculture
practices that use less water. In our operations,
we are implementing water stewardship
programmes at Unilever manufacturing sites
located in water-stressed locations. We are
developing water-free product formats, such
as laundry sheets, and investing in innovations
that require less or no water.
No change
34
Unilever Annual Report and Accounts 2025
Strategic Report
OUR PRINCIPAL RISKS
Risk
Risk description
Management of risk
Level of risk
Plastic
Packaging
We use plastic to package our products,
which is why tackling plastic pollution
is a priority. Reducing virgin plastic and
improving packaging circularity are key
methods for continued progress towards
our sustainability goals.
Consumers and regulators increasingly
expect sustainable packaging solutions
and packaging transformation. We are also
dependent on the work of our industry
partners and development of waste
management infrastructure, which poses
a risk to achieving systemic change.
The transition to sustainable packaging
requires new materials, product formats and
business models. Besides the overarching risk
of consumer and customer acceptance, there
is a need to ensure these alternatives do not
compromise functionality, performance or
safety, or undermine product quality and
compliance.
Emerging regulations, such as extended
producer responsibility (EPR) schemes,
also expose us to increasing costs, reporting
obligations and compliance requirements. For
instance, policies like bans require significant
innovation and collaboration to scale
alternatives and remain in the market.
In 2025, we continued our efforts to deliver our
plastic sustainability goals.
We invest in the development of alternative
packaging materials and work with industry
partners to bring them to market at scale. We
are also collaborating with industry forums to
shape the next generation of reuse–refill pilots
at scale, while supporting the development of
waste management infrastructure through our
collection and processing initiatives.
Driving industry-wide, systemic change through
our partnerships and external advocacy is a
critical pillar of our strategy. We engage with
governments to develop well-designed EPR
schemes and support harmonised mandatory
regulations on plastics, as part of the Business
Coalition for a Global Plastics Treaty.
We signed the Ellen MacArthur Foundation’s
Global Commitment 2030 and endorsed its
Plastics Agenda for Business. We also continue
working with the Consumer Goods Forum as
a member of the Plastic Waste Coalition of
Action, among other industry partners.
No change
Talent
The delivery of our growth ambition depends
on a future-fit workforce and a high-
performing culture.
As we embed our new operating model and
leadership structure, there is a risk that we are
unable to attract talent with skills that match
the demands of a fast-changing market, and
that we are unable to retain the right talent
and capabilities to deliver our business goals.
There is also a risk that not all leadership
and employees will adapt to embed a high-
performance culture across the organisation.
If these changes are not implemented and
adopted at pace, it could affect our ability
to compete, innovate and deliver sustained
business results.
We have an integrated management
development process that includes regular
performance reviews, underpinned by a
common set of leadership behaviours, skills
and competencies.
We are strengthening our capability with
focused programmes to attract and build
critical skills for the future. Targeted
development and learning initiatives are
helping our people gain the expertise needed
to drive performance and innovation. We
continue to attract and retain top talent
through tailored recruitment strategies and
development opportunities, supported by
an inclusive and performance-driven culture.
Regular reviews by senior leaders ensure that
progress is monitored and actions remain
aligned with Unilever’s strategic priorities
and future growth needs.
No change
Business
Operations
Our business depends on the purchase of
materials, efficient manufacturing and
the timely distribution of products to
our customers.
Our supply chain network is exposed
to potentially adverse events such as
geopolitical tensions, physical disruptions,
trade restrictions and tariffs, or issues at
a key supplier, which could impact our
ability to deliver orders to customers.
The cost of our products is affected by the
cost of the underlying commodities and
materials from which they are made.
Fluctuations in these costs cannot always be
passed on to the consumer through pricing
and will need to be carefully managed.
We have contingency plans designed to
enable us to secure alternative key material
supplies at short notice, transfer or share
production between manufacturing sites,
and use substitute materials in our product
formulations and recipes.
We monitor ongoing geopolitical events
and trade policies, and assess the impact of
potential areas of concern. We work with
various functions in the business to manage
and respond to such risks.
Commodity price risk is managed through
forward buying of traded commodities, other
appropriate hedging mechanisms and product
pricing. Trends are monitored and modelled
regularly and integrated into our forecasting
process.
No change
Strategic Report
Unilever Annual Report and Accounts 2025
35
OUR PRINCIPAL RISKS
Risk
Risk description
Management of risk
Level of risk
Safe and
high-quality
products
The safety and quality of our products are
of paramount importance for our brands
and our reputation.
Evolving laws and regulations concerning
product formulation, nutritional standards and
the use of ingredients of concern may restrict
the sale of our products in specific markets,
which can impact financial performance and
reputation.
The risk that raw materials are accidentally
or maliciously contaminated throughout the
supply chain or that product defects occur
due to human error, equipment failure or
other factors cannot be excluded.
Labelling errors can have potentially serious
consequences for both consumer safety
and brand reputation. Therefore, on-pack
labelling needs to provide clear and
accurate ingredient information in order
that consumers can make informed
decisions regarding the products they buy.
Our Code of Business Principles and Code Policies
set out our commitment to conduct responsible
and safe research and innovation, to produce
safe and high-quality products that meet all
applicable standards and regulations.
Our product safety and quality processes
and controls are comprehensive, from product
design to customer shelf. They are verified
annually and monitored regularly through
performance indicators that drive improvement
activities. Our key raw material suppliers are
externally certified, and the materials received
are monitored to ensure they meet the rigorous
quality standards that our products require. We
also have stringent requirements for the design,
manufacture and delivery of our products to
ensure we consistently supply the safe and
high-quality products that our customers and
consumers expect.
In the event of a marketplace incident relating
to the safety of our consumers or the quality of
our products, incident management teams are
activated in the affected business units and
markets. They are supported by our product
quality, safety and communications experts,
to ensure timely and effective action.
We have processes in place to ensure that the
data used to generate on-pack labels, and
the final labels themselves, are compliant with
applicable regulations and with relevant Unilever
labelling policies to provide the clarity and
transparency consumers need.
No change
Information and
Cyber Security
Unilever’s operations are reliant on robust
IT systems and the effective protection and
management of data to ensure confidentiality,
integrity and availability of information.
The cyber risk landscape continues to evolve.
There is increasing complexity due to the
growing digital footprint of our business,
including reliance on third parties, and the
evolving cyber regulatory landscape. Threat
actors have heightened capabilities, in part
through the use of AI to automate phishing,
exploit vulnerabilities and conduct deepfake-
enabled social engineering. As digital
interactions with customers, suppliers and
consumers increase, the need for secure
and resilient IT systems becomes critical in
ensuring data privacy.
While we have been subject to cyber-attacks
in the past, none have resulted in a material
impact. However, we recognise that a
significant cyber incident has the potential
to affect our core operations, including sales,
supply chain and cash flow, as well as impact
financial performance, reputation and
regulatory compliance.
We manage the risk through a multi-layered
strategy aligned to the NIST Cyber Security
Framework, with established capabilities across
the Govern, Identify, Protect, Detect, Respond
and Recover functions.
In Govern, our Cyber Security Risk Management
Framework is integrated into our broader
enterprise risk processes, with the Audit
Committee providing specific oversight of the
risk. We maintain a global set of cyber security
policies and standards, applicable to employees,
contractors and third parties, and subject to
periodic review and updates. Our internal Cyber
Security Assurance team, complemented by
external experts, conducts risk-based
assessments, including for critical third parties,
with output used to drive continuous
improvement. Senior leadership is actively
engaged through the Information Protection
Council, which oversees prioritisation and
governance of cyber and privacy risks.
The Identify and Protect functions operate a
modernised technology stack that enhances
enterprise visibility, and addresses threats and
vulnerabilities to protect our business operations.
Our Detect and Respond functions operate a
structured and rehearsed incident response plan
to ensure rapid detection and containment in the
event of a cyber incident.
Our Recover function conducts resilience
planning and recovery testing. These measures
are designed to reduce the likelihood of a cyber
event having a material impact, although no
system can eliminate risk entirely.
Increase
NEW_arrow icons-01.jpg
36
Unilever Annual Report and Accounts 2025
Strategic Report
OUR PRINCIPAL RISKS
Risk
Risk description
Management of risk
Level of risk
Business
Transformation
Successful execution of transformation
projects is key to delivering their intended
benefits and avoiding disruption to
other business activities.
In December 2025, we successfully
completed the demerger of our Ice Cream
business and continue to deliver against our
company-wide productivity programme.
These initiatives represent a significant
transformation of our operating model.
Advancements in AI, particularly the
evolution of generative AI, present significant
opportunities to enhance efficiency and
effectiveness across consumer insights,
demand creation, customer and channel
management, and operations.
We see these as opportunities to step up
growth, unlock productivity and accelerate
cultural transformation. Increased use of
AI poses operational, reputational and
compliance risks that need to be managed
while optimising the opportunity.
Unilever is embarking on a major
transformation to simplify and harmonise
core business processes, modernise our
digital foundations and leverage AI for
future growth. As the programme progresses
through its design phase, insufficiently robust
planning or design choices could embed
future complexity, constrain efficiency
gains and lead to higher long‑term costs.
Following the successful completion of the
demerger of our Ice Cream business and
productivity programme, we are now focused
on ongoing monitoring to ensure a smooth
transition and sustained benefits.
Acquisitions and disposals are governed
by dedicated teams, including functional
specialists and the Business Groups. Specific
focus areas identified during the acquisition
process are managed and mitigated during
the integration period.
The digitalisation of our business and the use
of AI are led by a team of specialists working
together with the business, piloting projects
in a phased manner. The implementation is
supported by an AI framework and assurance
programme, which guide how we can support
the Business Groups, units and functions.
The transformation of our business processes is
overseen and governed by a dedicated senior
management team. They ensure that the design
and implementation aligns with Unilever’s
strategy and project objectives.
Decrease
Workiva Decrease Arrow.jpg
Economic
and Geopolitical
Adverse economic conditions may affect
one or more countries, regions or may
extend globally.
Economic and political instability impacts
consumer demand for our products, disrupts
sales and/or impacts the profitability of our
operations.
Unilever has more than half of its turnover
in emerging markets, which exposes us to
related economic and political volatility, such
as foreign exchange or price controls. These
economic and geopolitical factors can also
influence the financial markets in which we
operate. A material shortfall in our cash flow
could undermine Unilever’s credit rating,
impair investor confidence and restrict our
ability to raise funds. In periods of heightened
economic stress or financial crisis, there is an
additional risk that market illiquidity may limit
our access to funding.
The breadth of Unilever’s portfolio and
geographic reach help mitigate our exposure
to any particular localised risk. Our flexible
business model allows us to adapt our portfolio
and respond quickly to develop new offerings
that suit changing consumer and customer
needs during economic downturns.
We believe that many years of exposure to
emerging markets have given us experience
of operating and developing our business
successfully during periods of economic
and political volatility.
We regularly update our forecast of business
results and cash flows and, where necessary,
rebalance investment priorities.
Increase
Strategic Report
Unilever Annual Report and Accounts 2025
37
OUR PRINCIPAL RISKS
Risk
Risk description
Management of risk
Level of risk
Legal and
Compliance
Compliance with laws, regulations, and our
Code of Business Principles and Code Policies,
by our own employees and our business
partners, is an essential part of Unilever’s
operations.
Unilever is subject to laws and regulations
in diverse areas, including product and
ingredient safety, intellectual property,
competition, anti-bribery and corruption,
economic sanctions, data privacy,
environmental reporting and human rights
due diligence. Failure to comply may result in
financial penalties, fines or other regulatory
sanctions and, in certain circumstances, may
lead to civil or criminal enforcement actions
or litigation, with potential adverse effects on
our reputation.
Acting in an ethical manner, consistent with
the expectations of customers, consumers
and other stakeholders, is essential for the
protection of the reputation of Unilever
and its brands. Failure to meet these high
standards could impact our reputation
and business results.
Unilever seeks to comply with the laws and
regulations of the countries in which we
operate. In specialist areas, the relevant
teams at global, regional or local levels are
responsible for setting detailed standards and
ensuring that all employees are aware of and
comply with regulations and laws specific and
relevant to their roles.
Our legal and regulatory specialists are heavily
involved in monitoring and reviewing our
practices to provide reasonable assurance
that we remain aware of and in line with all
relevant laws and legal obligations. Similarly,
our litigation specialists are equipped to
protect, defend and manage legal proceedings
to safeguard Unilever’s interests and mitigate
potential risks.
Our Human Rights Policy Statement outlines
our approach to embedding respect for human
rights throughout our value chain.
Our Code of Business Principles (COBP) and
our Code Policies govern the behaviour of
our employees. Processes for identifying
and resolving breaches of our COBP and our
Code Policies are clearly defined and regularly
communicated throughout Unilever. Data
relating to such breaches is reviewed by the
ULE and relevant Board Committees and helps
determine the allocation of resources for future
policy development, process improvements,
training and awareness initiatives.
Our Responsible Partner Policy sets out our
expectations that all our business partners must
meet in order to do business with Unilever, with
respect to Business Integrity & Ethics, Human
Rights and the Planet.
No change
 
38
Unilever Annual Report and Accounts 2025
Strategic Report
OUR PRINCIPAL RISKS
Viability Statement
The Directors have reviewed the long-term prospects of the
Group in order to assess its viability. This review incorporated
the activities and key risks of the Group, together with the factors
likely to affect the Group’s future development, performance,
financial position, cash flows, liquidity position and borrowing
facilities, as described on pages 1 to 29. In addition, we describe
in notes 15 to 18, on pages 161 to 176, the Group’s objectives,
policies and processes for managing its capital, its financial risk
management objectives, details of its financial instruments and
hedging activities, and its exposures to credit and liquidity risk.
Unilever announced the demerger of the Ice Cream business,
which completed in December 2025. The Directors have
considered the ability of the remaining Group to continue in
its current form to remain viable.
ASSESSMENT
In order to report on the long-term viability of the Group,
the Directors reviewed the overall funding capacity and
headroom available to withstand severe events and carried
out a robust assessment of the principal risks facing the Group,
including those that would threaten its business model, future
performance, solvency or liquidity. This includes consideration
of external factors such as the impact of climate change, changing
consumer preferences and a slowdown in economic growth.
We have also reviewed the mitigating factors in respect of each
principal risk. The risks and mitigating factors are summarised on
pages 32 to 37.
The viability assessment has three parts:
First, the Directors considered the period over which they
have a reasonable expectation that the Group will continue
to operate and meet its liabilities;
Second, they considered the current debt facilities and debt
headroom over the viability period, assuming that any debt
maturing can be re-financed at commercially acceptable
terms; and
Third, they considered the potential impact of severe but
plausible scenarios over this period:
assessing scenarios for each individual principal risk, and
their impact on profits and cash; and
assessing scenarios that involve more than one principal risk,
including the following multi-risk scenarios:
Multi-risk scenarios modelled
Level of severity reviewed
Link to principal risk
Contamination issue with one of our
largest brands caused by regulated
ingredients and the temporary closure
of three of our largest factories.
Significant reduction in sales for some of our
Business Groups, along with a percolating impact
on other brands and the closure of three of our
largest factories for a period of six months.
Safe and high-quality products
Legal and compliance
Business operations
Increasing geopolitical tensions leading
to subdued macroeconomic scenario and
impacting consumer demand, coupled
with failure to find alternatives to plastic
packaging, resulting in both consumers
moving away and higher costs.
Loss of turnover due to shifting consumer
preferences and rising costs linked to plastic-
related taxes and levies.
Economic and geopolitical
Plastic packaging
Climate change-related extreme weather
events impacting crop yield and failure
to capitalise on changing consumer
perceptions and demands.
Severe weather conditions impacting agricultural
output and crop yields, driving up raw materials
costs and limiting product availability, resulting
in loss of turnover and missed opportunities.
Climate and nature
Business operations
Consumer and channel
A cyber-attack causing a sustained
shutdown of manufacturing systems,
coupled with related non-compliance
with laws and regulations.
Disruptions to operations resulting in loss of
turnover for two months, coupled with recovery
costs of cyber-attack and compliance costs.
Information and cyber security
Legal and compliance
FINDINGS
Firstly, a three-year period is considered appropriate for this
viability assessment because it is the period covered by the
strategic plan, and it enables a high level of confidence in
assessing viability, even in extreme adverse events, due to
factors such as:
the Group has considerable financial resources, together
with established business relationships with many customers
and suppliers in countries throughout the world;
high cash generation by the Group’s operations and access
to the external debt markets;
flexibility of cash outflow with respect to significant
marketing programmes and capital expenditure projects,
which usually have a two- to three-year horizon; and
the Group’s diverse product and geographical activities,
which are impacted by continuously evolving technology
and innovation.
Secondly, the Group’s debt headroom and funding profile
was assessed. None of the future outlooks considered resulted
in significant liquidity headroom issues, primarily because:
the Group has a healthy balance of short-term and long-
term debt programmes, with repayment profiles ensuring
short-term commercial paper maturities do not exceed
€0.5 billion in any given week and long-term debt maturities
do not exceed €4.0 billion in any given calendar year; and
the Group has the equivalent of €7.0 billion in committed
credit facilities with a maturity of 364 days, which provide
a back-up for our commercial paper programmes.
Thirdly, for each of our 11 principal risks, worst-case plausible
scenarios have been assessed together with multi-risk
scenarios. None of the scenarios reviewed would cause
Unilever to cease to be viable.
CONCLUSION
On the basis described above, the Directors have a reasonable
expectation that the Group will be able to continue in operation
and meet its liabilities as they fall due over the three-year period
of their assessment.
Strategic Report
Unilever Annual Report and Accounts 2025
39
OUR PERFORMANCE
Additional Financial Disclosures
CASH FLOW
Cash flow from operating activities decreased by €0.1 billion,
mainly due to €0.4 billion in productivity-related settlements
during the year linked to the programme announced in 2024,
creating a category-focused business model. This was partly
offset by a €0.3 billion improvement in working capital.
€ million
2025
2024(a)
Operating profit
9,037
8,829
Depreciation, amortisation and impairment
1,353
1,370
Changes in working capital
116
(188)
Pensions and similar obligations less payments
(74)
(54)
Provisions less payments
(130)
289
Elimination of losses/(profits) on disposals
58
259
Non-cash charge for share-based compensation
255
292
Other adjustments
157
116
Cash flow from operating activities
10,772
10,913
Income tax paid
(2,720)
(2,452)
Net capital expenditure
(1,465)
(1,599)
Net interest paid
(666)
(559)
Free cash flow*
5,921
6,304
Net cash flow (used in)/from investing activities
(2,394)
(423)
Net cash flow used in financing activities
(9,884)
(6,829)
(a) 2024 comparatives have been re-presented to reflect the demerger of our
Ice Cream business.
Income tax paid increased by €0.3 billion versus the prior year,
reflecting taxes on the Ice Cream business separation.
Net cash flow from investing activities was €(2.4) billion,
a significant decrease from €(0.4) billion in the prior year.
This change was mainly attributable to the acquisitions of
Dr. Squatch, Minimalist and Wild. It also reflected reduced sales
of investments in financial assets, particularly in India, coupled
with lower proceeds from the sale of businesses in 2025. In
contrast, 2024 saw higher proceeds from disposals, including
Elida Beauty, the Russian business, Pureit and Truliva.
BALANCE SHEET
€ million
2025
2024
Goodwill and intangible assets
34,764
40,901
Other non-current assets
18,641
19,655
Current assets
17,066
19,194
Total assets
70,471
79,750
Current liabilities
21,662
25,234
Non-current liabilities
31,222
31,961
Total liabilities
52,884
57,195
Shareholders’ equity
15,529
19,990
Non-controlling interest
2,057
2,565
Total equity
17,587
22,555
Total liabilities and equity
70,471
79,750
Goodwill and intangible assets were €34.8 billion, a decrease
of €(6.1) billion compared to the prior year. This was primarily
driven by the disposal of Ice Cream-related goodwill and
intangibles of €(4.0) billion. It also reflected an adverse currency
retranslation impact of €(3.7) billion, due to strengthening of the
euro versus other currencies including the US dollar and the
Indian rupee. These impacts were partially offset by goodwill
and intangibles arising from recent acquisitions. See note 9 on
pages 152 to 154 and note 22 on pages 180 to 181 for more.
Other non-current assets decreased by €(1.0) billion, driven
by derecognition of property plant and equipment in relation
to the demerger of our Ice Cream business of €(2.2) billion,
depreciation of €(1.4) billion and adverse currency retranslation
impact of (€1.3 billion). This was partially offset by net additions
to property, plant and equipment of €1.9 billion, recognition of
the retained stake in TMICC of €1.7 billion, and pension-funded
schemes in surplus, driven by strong performance of equity and
other growth assets.
Current assets decreased by €(2.1) billion, led by cash and
cash equivalents of €(1.7) billion, inventory of €(0.6) billion and
a currency impact of €(1.9) billion. This was partially offset by an
increase in trade and other receivables of €2.0 billion.
Non-controlling interest decreased by €(0.5) billion, as profits for
the period were more than offset by adverse foreign currency
translation effects and dividend distributions.
Net debt*
Closing net debt was €23.1 billion, compared to €24.5 billion at
31 December 2024. This translated into a net debt/underlying
EBITDA ratio of 2.0x. The decrease in net debt was primarily
driven by free cash flow and a €2.7 billion payment by TMICC
to Unilever ahead of the demerger, as TMICC raised separate
debt facilities as a standalone entity. This was partially offset by
dividends paid, acquisitions and the €1.5 billion share buyback
programme executed during the first half of 2025.
Movement in net pension liability/asset
The table below shows the movement in net pension liability/
asset during the year. Pension assets net of liabilities were in
surplus of €3.5 billion at the end of 2025, compared with a
surplus of €3.0 billion at the end of 2024. Higher discount rates
led to a decrease in liabilities, and growth assets delivered
positive returns.
€ million
2025
1 January
2,970
Gross service cost
(162)
Employee contributions
33
Actual return on plan assets (excluding interest)
(174)
Net interest income/(cost)
114
Actuarial gain/(loss)
481
Employer contributions
208
Currency retranslation
36
Other movements(a)
12
31 December
3,518
(a) Other movements relate to special termination benefits, changes in asset ceiling,
past service costs including losses/(gains) on curtailment, settlements and other
immaterial movements. For more details, see note 4B on pages 141 to 146.
(*)     Certain measures used in our reporting are not defined under IFRS. For further
    information about these measures, please refer to the commentary on non-GAAP
    measures on pages 40 to 46.
All figures are presented on a continuing operations basis. For Unilever, this comprises of four Business Groups: Beauty & Wellbeing, Personal Care, Home Care and Foods.
40
Unilever Annual Report and Accounts 2025
Strategic Report
OUR PERFORMANCE
Finance and liquidity
Approximately €0.6 billion (or 15%) of the Group’s cash and
cash equivalents is held in central finance companies for
maximum flexibility. These companies provide loans to our
subsidiaries that are also funded through retained earnings and
third-party borrowings. We maintain access to global debt markets
through an infrastructure of short- and long-term debt programmes.
We make use of plain vanilla derivatives, such as interest rate
swaps and foreign exchange contracts, to help mitigate risks. More
detail is provided in notes 16, 16A, 16B and 16C on pages 166 to 172.
The remaining €3.3 billion (or 85%) of the Group’s cash and cash
equivalents is held in foreign subsidiaries, which repatriate
distributable reserves on a regular basis. For most countries, this
is done through dividends, which in some cases are subject to
withholding or distribution tax. This balance includes €160 million
(2024: €176 million, 2023: €98 million) of cash held in a few countries
where we face cross-border foreign exchange controls and/or
other legal restrictions that inhibit our ability to make these balances
available in any means for general use by the wider business. The
cash will generally be invested or held in the relevant country
and, given the other capital resources available to the Group, does
not significantly affect the ability of the Group to meet its cash
obligations. We closely monitor all our exposures and counterparty
limits. Unilever has committed credit facilities in place for general
corporate purposes. The undrawn bilateral committed credit
facilities in place on 31 December 2025 were $5,200 million
and €2,600 million. Further information on liquidity management
is set out in note 16A to the consolidated financial statements.
Material cash commitments from contractual and
other obligations
The following table shows the amount of our contractual and other
obligations as at 31 December 2025. The material cash commitments
from contractual and other obligations arise from our borrowings,
which include bonds, commercial paper, bank and other loans,
interest on these borrowings, and trade payables and accruals.
€ million
2025
Due
within 1
year
Due in
1-3 years
Due in
3-5 years
Due in
over 5
years
Bonds
26,462
1,925
7,003
5,087
12,447
Commercial paper,
bank and other
loans
264
257
4
2
1
Interest on financial
liabilities
4,994
764
1,249
958
2,023
Trade payables,
accruals and other
liabilities
16,415
16,297
67
27
24
Lease liabilities
1,630
343
506
292
489
Other lease
commitments
206
83
54
26
43
Purchase
obligations (a) and
other long-term
commitments
2,641
949
954
471
267
Others (b)
280
104
174
2
Total
52,892
20,722
10,011
6,865
15,294
(a) For raw and packaging materials and finished goods.
(b) Includes other financial liabilities and deferred consideration for acquisitions.
Further details are set out in the following notes to the consolidated
financial statements: note 10 on pages 155 to 157, note 15C on pages
164 to 165, and note 20 on pages 177 and 178. We are satisfied that our
financing arrangements are adequate to meet our short-term and
long-term cash requirements. In relation to the facilities available to
the Group, borrowing requirements do not fluctuate materially
during the year and are not seasonal.
Guaranteed US debt securities
At 31 December 2025, the Group had in issue US$10.1 billion (2024:
US$11.0 billion; 2023: US$11.2 billion) bonds in connection with a
US shelf registration. See page 212 for more information on these
bonds and related commentary on guarantor information.
NON-GAAP MEASURES
Certain discussions and analyses set out in this Annual Report and
Accounts (and the Additional Information for US Listing Purposes)
include measures that are not defined by generally accepted
accounting principles (GAAP) such as IFRS. We believe this
information, along with comparable GAAP measurements, is useful
to investors because it provides a basis for measuring our operating
performance, and our ability to retire debt and invest in new
business opportunities. Our management uses these financial
measures, along with the most directly comparable GAAP financial
measures, in evaluating our operating performance and value
creation. Non-GAAP financial measures should not be considered in
isolation from, or as a substitute for, financial information presented
in compliance with GAAP. Wherever appropriate and practical, we
provide reconciliation to relevant GAAP measures.
Unless specifically mentioned, our non-GAAP measures for
2025 and comparative periods are presented on a continuing
operations basis.
EXPLANATION AND RECONCILIATION OF
NON-GAAP MEASURES
Unilever uses ‘constant rate’ and ‘underlying’ measures primarily
for internal performance analysis and targeting purposes. We
present certain items, percentages and movements, using constant
exchange rates, which exclude the impact of fluctuations in foreign
currency exchange rates. We calculate constant currency values
by translating both the current and the prior period local currency
amounts using the prior-year average exchange rates into
euros, except for the local currency of entities that operate in
hyperinflationary economies. These currencies are translated
into euros using the prior-year closing exchange rate before the
application of IAS 29.
The table below shows exchange rate movements in our key
markets.
Annual average
rate in 2025
Annual average
rate in 2024
Brazilian real (€1 = BRL)
6.297
5.761
Chinese yuan (€1 = CNY)
8.092
7.751
Indian rupee (€1 = INR)
97.630
90.652
Indonesia rupiah (€1 = IDR)
18,481
17,177
Mexican peso (€1 = MXN)
21.710
19.589
Philippine peso (€1 = PHP)
64.488
62.055
Turkish lira (€1 = TRY)
49.277
36.671
UK pound sterling (€1 = GBP)
0.855
0.848
US dollar (€1 = US$)
1.124
1.085
In the following sections, we set out our definitions of the following
non-GAAP measures and provide reconciliation to relevant GAAP
measures:
underlying sales growth;
underlying volume growth;
underlying price growth;
non-underlying items;
underlying operating profit and underlying operating margin;
underlying effective tax rate;
underlying earnings per share;
net debt;
underlying earnings before interest, taxation, depreciation
and amortisation;
free cash flow;
cash conversion;
underlying return on invested capital; and
underlying return on assets.
Strategic Report
Unilever Annual Report and Accounts 2025
41
OUR PERFORMANCE
UNDERLYING SALES GROWTH
Underlying sales growth (USG) refers to the increase in turnover for the period, excluding any change in turnover resulting from
acquisitions, disposals, changes in currency and price growth in excess of 26% in hyperinflationary economies. Inflation of
26% per year compounded over three years is one of the key indicators within IAS 29 to assess whether an economy is deemed to
be hyperinflationary. We believe this measure provides valuable additional information on the underlying sales performance of
the business and is a key measure used internally. The impact of acquisitions and disposals is excluded from USG for a period of 12
calendar months from the applicable closing date. Turnover from acquired brands that are launched in countries where they were
not previously sold is included in USG, as such turnover is more attributable to our existing sales and distribution network than the
acquisition itself.
The reconciliation of changes in the GAAP measure of turnover to USG is as follows:
Beauty &
Wellbeing
Personal Care
Home Care
Foods
Group
2025 vs 2024
Turnover (€ million)
2024
13,157
13,618
12,352
13,352
52,479
2025
12,848
13,161
11,565
12,929
50,503
Turnover growth(a) (%)
(2.3)
(3.4)
(6.4)
(3.2)
(3.8)
Effect of acquisitions (%)
0.4
1.9
0.6
Effect of disposals (%)
(1.0)
(3.6)
(1.7)
(0.8)
(1.8)
Effect of currency-related items, (%)
(5.8)
(6.0)
(7.1)
(4.7)
(5.9)
of which:
Exchange rate changes (%)
(6.2)
(6.5)
(7.7)
(5.1)
(6.3)
Extreme price growth in hyperinflationary markets(b) (%)
0.4
0.5
0.6
0.4
0.5
Underlying sales growth(b) (%)
4.3
4.7
2.6
2.5
3.5
2024 vs 2023
Turnover (€ million)
2023
12,466
13,829
12,181
13,204
51,680
2024
13,157
13,618
12,352
13,352
52,479
Turnover growth(a) (%)
5.5
(1.5)
1.4
1.1
1.5
Effect of acquisitions (%)
0.9
0.2
Effect of disposals (%)
(1.2)
(5.3)
(0.9)
(0.5)
(2.1)
Effect of currency-related items, (%)
(0.6)
(1.1)
(0.5)
(1.0)
(0.8)
of which:
Exchange rate changes (%)
(2.2)
(3.0)
(3.6)
(2.8)
(2.9)
Extreme price growth in hyperinflationary markets(b) (%)
1.6
1.9
3.2
1.9
2.1
Underlying sales growth(b) (%)
6.5
5.2
2.9
2.6
4.3
2023 vs 2022
Turnover (€ million)
2022
12,250
13,636
12,401
13,898
52,185
2023
12,466
13,829
12,181
13,204
51,680
Turnover growth(a) (%)
1.8
1.4
(1.8)
(5.0)
(1.0)
Effect of acquisitions (%)
1.9
0.4
Effect of disposals (%)
(1.7)
(0.9)
(6.9)
(2.5)
Effect of currency-related items, (%)
(6.2)
(6.1)
(7.2)
(5.2)
(6.1)
of which:
Exchange rate changes (%)
(7.5)
(8.0)
(10.3)
(6.8)
(8.1)
Extreme price growth in hyperinflationary markets(b) (%)
1.5
2.1
3.4
1.7
2.2
Underlying sales growth(b) (%)
8.3
8.9
5.9
7.7
7.7
(a) Turnover growth is made up of distinct individual growth components, namely underlying sales, currency impact, acquisitions and disposals. Turnover growth is arrived at
by multiplying these individual components on a compounded basis as there is a currency impact on each of the other components. Accordingly, turnover growth is more
than just the sum of the individual components.
(b) Underlying price growth in excess of 26% per year in hyperinflationary economies has been excluded when calculating the underlying sales growth in the tables above,
and an equal and opposite amount is shown as extreme price growth in hyperinflationary markets.
UNDERLYING VOLUME GROWTH
Underlying volume growth (UVG) is part of USG and means, for the applicable period, the increase in turnover in such period
calculated as the sum of: (i) the increase in turnover attributable to the volume of products sold; and (ii) the increase in turnover
attributable to the composition of products sold during such period. UVG therefore excludes any impact on USG due to changes
in prices.
42
Unilever Annual Report and Accounts 2025
Strategic Report
OUR PERFORMANCE
UNDERLYING PRICE GROWTH
Underlying price growth (UPG) is part of USG and means, for the applicable period, the increase in turnover attributable to changes in
prices during the period. UPG therefore excludes the impact to USG due to (i) the volume of products sold; and (ii) the composition of
products sold during the period. In determining changes in price, we exclude the impact of price growth in excess of 26% per year in
hyperinflationary economies as explained in USG on the previous page.
The relationship between USG, UVG and UPG is set out below:
2025 vs 2024
2024 vs 2023
2023 vs 2022
Underlying volume growth (%)
1.5
3.1
1.1
Underlying price growth (%)
2.0
1.2
6.5
Underlying sales growth (%)
3.5
4.3
7.7
NON-UNDERLYING ITEMS
Some of our non-GAAP measures are adjusted to exclude items defined as non-underlying. Management considers non-underlying
items to be significant, unusual or non-recurring in nature and so believes that separately identifying them helps users better
understand the financial performance of the Group from period to period.
Non-underlying items within operating profit are gains or losses on business disposals, acquisition and disposal-related costs,
restructuring costs, impairments and other approved one-off items within operating profit classified here due to their nature
and frequency.
Non-underlying items not in operating profit but within net profit are net monetary gains/(losses) arising from hyperinflationary
economies and significant and unusual items in net finance cost, share of profit/(loss) of joint ventures and associates and taxation.
Non-underlying items after tax are calculated as non-underlying items within operating profit after tax plus non-underlying items
not in operating profit but within net profit after tax.
Consequently, within underlying operating profit we exclude the following items:
Restructuring costs are costs that are directly attributable to a restructuring project. Management defines a restructuring project
as a strategic, major initiative that delivers cost savings and materially changes either the scope of the business or the manner in
which the business is conducted.
Acquisition and disposal-related costs are costs that are directly attributable to a business acquisition or disposal project.
Impairment of assets including goodwill, intangible assets, and property, plant and equipment.
Gains or losses from the disposal of group companies which arise from business disposal projects.
Other approved one-off items are those additional matters considered by management to be significant and outside the course
of normal operations.
The breakdown of non-underlying items is shown below:
€ million
2025
€ million
2024(g)
€ million
2023(g)
Non-underlying items within operating profit before tax
(1,047)
(1,369)
(81)
Acquisition and disposal-related costs(a)
(288)
(293)
(222)
(Loss)/gain disposal of group companies(b)
(36)
(229)
491
Restructuring costs(c)
(599)
(710)
(425)
Impairments(d)
(43)
(134)
Other(e)
(81)
(3)
75
Tax on non-underlying items within operating profit
7
88
188
Non-underlying items within operating profit after tax
(1,040)
(1,281)
107
Non-underlying items not in operating profit but within net profit before tax
(34)
(167)
(179)
Interest related to non-underlying items(f)
34
35
(10)
Net monetary gain arising from hyperinflationary economies
(68)
(201)
(169)
Tax impact of non-underlying items not in operating profit but within net profit, including non-
underlying tax items
(39)
85
(1)
Non-underlying items not in operating profit but within net profit after tax
(73)
(82)
(180)
Non-underlying items after tax
(1,113)
(1,363)
(73)
Attributable to:
Non-controlling interest
(34)
22
(6)
Shareholders' equity
(1,079)
(1,385)
(67)
(a) 2025 includes a charge of €98 million (2024: €225 million, 2023: €104 million) relating to the revaluation of the minority interest liability of Nutrafol and OZiva, and €91
million related to the Ice Cream separation.
(b) 2025 net loss arises from the disposals of The Vegetarian Butcher and Kate Somerville, partially offset by a gain on Conimex disposal. 2024 net loss related to the disposals
of our Russian business, Elida Beauty, Pureit and Qinyuan. 2023 includes a gain of €497 million related to the disposal of Suave.
(c) In 2024, we announced the launch of a company-wide productivity programme to support margin improvement through specific interventions. The majority of the costs
incurred in both 2024 and 2025 that relate to the productivity programme were for redundancy and are recognised as restructuring in line with our policy. The remaining
costs comprise technology and supply chain projects.
(d) 2025 includes an impairment charge of €42 million relating to REN. 2024 includes an impairment charge of €127 million relating to Blueair, an air purification business.
(e) 2025 includes a charge for the settlement of cases reached during the year with plaintiff law firms, and an estimated amount for potential future claims relating to litigation
arising from products which are no longer manufactured and sold by the Group.
(f) 2025 includes an impact of Elida Beauty seller note settlement. 2024 and 2023 impact was driven by interest related to UK tax audit of intangible income and centralised
services.
(g) 2024 and 2023 comparatives have been re-presented to reflect the demerger of our Ice Cream business.
Strategic Report
Unilever Annual Report and Accounts 2025
43
OUR PERFORMANCE
UNDERLYING OPERATING PROFIT AND UNDERLYING
OPERATING MARGIN
Underlying operating profit and underlying operating margin
mean operating profit and operating margin before the impact
of non-underlying items within operating profit. Underlying
operating profit represents our measure of segment profit or
loss, as it is the primary measure used for making decisions about
allocating resources and assessing performance of the segments.
The Group reconciliation of operating profit to underlying
operating profit is as follows:
€ million
2025
2024(a)
2023(a)
Operating profit
9,037
8,829
8,998
Non-underlying items within operating
profit
1,047
1,369
81
Underlying operating profit
10,084
10,198
9,079
Turnover
50,503
52,479
51,680
Operating margin (%)
17.9
16.8
17.4
Underlying operating margin (%)
20.0
19.4
17.6
(a) 2024 and 2023 comparatives have been re-presented to reflect the demerger of
our Ice Cream business.
Further details on non-underlying items can be found on page 42
of the consolidated financial statements.
Refer to note 2 on page 137 for the reconciliation of operating
profit to underlying operating profit by division. For each
division, operating margin is computed as operating profit
divided by turnover and underlying operating margin is
computed as underlying operating profit divided by turnover.
UNDERLYING EFFECTIVE TAX RATE
The underlying effective tax rate is calculated by dividing
taxation, excluding the tax impact of non-underlying items, by
profit before tax, excluding the impact of non-underlying items
and the share of net profit/(loss) of joint ventures and associates.
This measure reflects the underlying tax rate in relation to profit
before tax, excluding non-underlying items before tax and the
share of net (profit)/loss of joint ventures and associates.
Tax impact on non-underlying items within operating profit is
the sum of the tax on each non-underlying item, based on the
applicable country tax rates and tax treatment.
This is shown in the table:
€ million
2025
2024(b)
Taxation
2,481
2,332
Tax impact of:
Non-underlying items within operating profit
7
88
Non-underlying items not in operating profit but
within net profit(a)
(39)
85
Taxation before tax impact of non-underlying items
2,449
2,505
Profit before taxation from continuing operations
8,693
8,371
Share of net (profit)/loss of joint ventures and
associates
(245)
(250)
Profit before tax excluding share of net profit/(loss)
of joint ventures and associates
8,448
8,121
Non-underlying items within operating profit
before tax (a)
1,047
1,369
Non-underlying items not in operating profit but
within net profit before tax
34
167
Profit before tax excluding non-underlying items
before tax and share of net profit/(loss) of joint
ventures and associates
9,529
9,657
Effective tax rate (%)
29.4
28.7
Underlying effective tax rate (%)
25.7
25.9
(a) See page 42 for further details.
(b) 2024 comparatives have been re-presented to reflect the demerger of our Ice
Cream business.
UNDERLYING EARNINGS PER SHARE
Underlying earnings per share (underlying EPS) is calculated
as underlying profit attributable to shareholders’ equity divided
by the diluted average number of ordinary shares. For 2025 and
2024, the number of shares used in the calculation has been
adjusted for the impact of the share consolidation as if it took
place at the start of each period presented. In calculating
underlying profit attributable to shareholders’ equity, net profit
attributable to shareholders’ equity is adjusted to eliminate the
post-tax impact of non-underlying items. This measure reflects
the underlying earnings for each share unit of the Group.
The reconciliation of net profit attributable to shareholders’
equity to underlying profit attributable to shareholders’ equity
is as follows:
€ million
2025
2024(a)
2023(a)
Net profit from continuing operations
6,213
6,039
6,637
Non-controlling interests
(531)
(609)
(635)
Net profit attributable to shareholders’
equity – used for basic and diluted
earnings per share
5,682
5,430
6,002
Post-tax impact of non-underlying items
1,079
1,385
67
Underlying profit attributable to
shareholders’ equity – used for
underlying earnings per share
6,761
6,816
6,069
Diluted average number of shares
(millions of share units)
2,195.3
2,228.5
2,251.0
Diluted EPS (€)
2.59
2.44
2.67
Underlying EPS – diluted (€)
3.08
3.06
2.70
(a) 2024 and 2023 comparatives have been re-presented to reflect the demerger of
our Ice Cream business.
NET DEBT
Net debt is a measure that provides valuable additional
information on the summary presentation of the Group’s net
financial liabilities and is a measure in common use elsewhere.
Net debt is defined as the excess of total financial liabilities,
excluding trade payables and other current liabilities, over cash,
cash equivalents and other current financial assets, excluding
trade and other current receivables, and non-current financial
asset derivatives that relate to financial liabilities. Net debt for
2024 is not re-presented and is based on the reported balance
sheet as at 31 December 2024.
The reconciliation of total financial liabilities to net debt is
as follows:
€ million
2025
2024
Total financial liabilities
(28,278)
(32,053)
Current financial liabilities
(2,582)
(6,987)
Non-current financial liabilities
(25,696)
(25,066)
Cash and cash equivalents as per
balance sheet
3,941
6,136
Cash and cash equivalents as per
cash flow statement
3,870
5,950
Add: bank overdrafts deducted
therein
65
180
Less: cash and cash equivalents held
for sale
6
6
Other current financial assets
1,121
1,330
Non-current financial assets
derivatives that relate to financial
liabilities
140
68
Net debt
(23,076)
(24,519)
44
Unilever Annual Report and Accounts 2025
Strategic Report
OUR PERFORMANCE
UNDERLYING EARNINGS BEFORE INTEREST, TAXATION, DEPRECIATION AND AMORTISATION (UEBITDA)
Underlying earnings before interest, taxation, depreciation and amortisation means operating profit before the impact of
depreciation, amortisation and non-underlying items within operating profit. We use UEBITDA in assessing our leverage level, which
is expressed as net debt/UEBITDA. UEBITDA for 2024 is presented on a continuing results basis and therefore will show a different
leverage level compared to what has been previously reported. The reconciliation of operating profit to UEBITDA is as follows:
€ million
2025
2024(a)
Net profit from continuing operations
6,213
6,039
Net finance costs
503
520
Net monetary loss arising from hyperinflationary economies
68
201
Share of net profit of joint ventures and associates
(245)
(250)
Other income/(loss) from non-current investments and associates
17
(13)
Taxation
2,481
2,332
Operating profit
9,037
8,829
Depreciation and amortisation
1,310
1,236
Earnings before interest, taxation, depreciation and amortisation (EBITDA)
10,347
10,065
Non-underlying items within operating profit
1,047
1,369
Underlying earnings before interest, taxation, depreciation and amortisation (UEBITDA)
11,394
11,434
(a) 2024 comparatives have been re-presented to reflect the demerger of our Ice Cream business.
FREE CASH FLOW
Free cash flow (FCF) is defined as cash flow from operating activities, less income taxes paid, net capital expenditure and net interest
payments. It does not represent residual cash flows entirely available for discretionary purposes; for example, the repayment of
principal amounts borrowed is not deducted from FCF. FCF reflects an additional way of viewing our liquidity that we believe is
useful to investors because it represents cash flows that could be used for distribution of dividends, repayment of debt or to fund
our strategic initiatives, including acquisitions, if any.
The reconciliation of cash flow from operating activities to FCF is as follows:
€ million
2025
2024(a)
2023(a)
Cash flow from operating activities
10,772
10,913
10,326
Income tax paid
(2,720)
(2,452)
(1,933)
Net capital expenditure
(1,465)
(1,599)
(1,420)
Net interest payments
(666)
(559)
(528)
Free cash flow
5,921
6,304
6,445
Net cash flow (used in)/from investing activities
(2,394)
(423)
(1,411)
Net cash flow (used in)/from financing activities
(9,884)
(6,829)
(7,084)
(a) 2024 and 2023 comparatives have been re-presented to reflect the demerger of our Ice Cream business.
CASH CONVERSION
Unilever defines cash conversion as free cash flow, excluding tax on disposal, as a proportion of net profit, excluding P&L on disposal
and income from joint ventures (JV), associates and non-current investments (NCI). This reflects our ability to convert profit to cash.
€ million
2025
2024(a)
Net profit from continuing operations
6,213
6,039
Loss/(gain) on disposal of group companies
36
229
Share of net profit of joint ventures and associates
(245)
(250)
Other (income)/loss from non-current investments and associates
17
(13)
Tax on gain on disposal of group companies
239
140
Net profit excluding P&L on disposals, JV, associates, NCI
6,260
6,145
Cash flow from operating activities
10,772
10,913
Free cash flow
5,921
6,304
Cash impact of tax on disposal
328
111
Free cash flow excluding cash impact of tax on disposal
6,249
6,415
Cash conversion from operating activities (%)
173
181
Cash conversion (%)
100
104
(a) 2024 comparatives have been re-presented to reflect the demerger of our Ice Cream business.
Strategic Report
Unilever Annual Report and Accounts 2025
45
OUR PERFORMANCE
UNDERLYING RETURN ON INVESTED CAPITAL
Underlying return on invested capital (ROIC) is a measure of the return generated on capital invested by the Group. The measure
provides a guide rail for long-term value creation and encourages compounding reinvestment within the business, as well as
discipline around acquisitions with low returns and long payback. Underlying ROIC is calculated as underlying operating profit after
tax divided by the annual average of: goodwill, intangible assets, property, plant and equipment, net assets held for sale, inventories,
trade and other current receivables, and trade payables and other current liabilities.
To present a comparable underlying ROIC for 2024, previously reported 2024 assets and liabilities have been re-presented to
exclude those relating to the Ice Cream business.
€ million
2025
2024(c)
Operating profit
9,037
8,829
Tax on operating profit(a)
(2,657)
(2,534)
Operating profit after tax
6,380
6,295
Operating profit
9,037
8,829
Non-underlying items within operating profit
1,047
1,369
Underlying operating profit before tax
10,084
10,198
Tax on underlying operating profit (b)
(2,592)
(2,645)
Underlying operating profit after tax
7,492
7,553
Goodwill
17,709
22,311
Intangible assets
17,055
18,590
Property, plant and equipment
8,992
11,669
Net assets held for sale(d)
93
119
Inventories
4,043
5,177
Trade and other current receivables
7,346
6,011
Trade payables and other current liabilities
(16,939)
(16,690)
Period-end invested capital
38,298
47,187
Adjustment to 2024 period end balance for Ice Cream demerger(e)
(6,481)
Adjusted period end invested capital
38,298
40,706
Average invested capital for the period(f)
39,502
39,559
Return on invested capital (%)
16.2
15.9
Underlying return on invested capital (%)
19.0
19.1
(a) Tax on operating profit is calculated as operating profit before tax multiplied by the effective tax rate of 29.4% (2024: 28.7%), which is shown on page 43.
(b) Tax on underlying operating profit is calculated as underlying operating profit before tax multiplied by underlying effective tax rate of 25.7% (2024: 25.9%), which is shown
on page 43.
(c) 2024 comparatives have been re-presented to reflect the demerger of our Ice Cream business.
(d) 2025 excludes €80 million relating to the India Ice Cream business, which is classified as a discontinued operation.
(e) The significant items adjusted are €3.6 billion of goodwill, €2.4 billion of property, plant and equipment, €0.8 billion of intangible assets and €0.3 billion of net working
capital.
(f) In order to compute the average invested capital for 2024, we have adjusted the 2023 closing assets balance to also remove the Ice Cream assets and liabilities.
UNDERLYING RETURN ON ASSETS
Underlying return on assets is a measure of the return generated on assets for each Business Group. This measure provides additional
insight into the performance of the Business Groups and assists in formulating long-term strategies with respect to allocation of
capital across Business Groups. Business Group underlying return on assets is calculated as underlying operating profit after tax for
the Business Group divided by the annual average of: property, plant and equipment, net assets held for sale (excluding goodwill
and intangibles), inventories, trade and other current receivables, and trade payables and other current liabilities for each Business
Group. The annual average is computed by adding the amounts at the beginning and end of the calendar year and dividing by two.
Where possible, balances are specifically attributed to each Business Group. For trade and other current receivables, balances are
allocated to Business Groups in the ratio of annual Business Group turnover to total Unilever turnover. For trade and other payables,
balances are allocated to Business Groups in the ratio of annual Business Group cost of sales to total Unilever cost of sales.
46
Unilever Annual Report and Accounts 2025
Strategic Report
OUR PERFORMANCE
UNDERLYING RETURN ON ASSETS continued
€ million
Beauty &
Wellbeing
Personal
Care
Home Care
Foods
Total
2025
Operating profit
2,077
2,700
1,512
2,748
9,037
Tax on operating profit
(611)
(794)
(444)
(808)
(2,657)
Operating profit after tax
1,466
1,906
1,068
1,940
6,380
Operating profit
2,077
2,700
1,512
2,748
9,037
Non-underlying items within operating profit
(394)
(273)
(206)
(174)
(1,047)
Underlying operating profit before tax
2,471
2,973
1,718
2,922
10,084
Tax on underlying operating profit
(635)
(764)
(442)
(751)
(2,592)
Underlying operating profit after tax
1,836
2,209
1,276
2,171
7,492
Property, plant and equipment
1,978
2,750
1,975
2,289
8,992
Net assets held for sale(a)
(7)
16
11
20
Inventories
1,150
1,173
717
1,003
4,043
Trade and other receivables
1,869
1,914
1,682
1,881
7,346
Trade payables and other current liabilities
(4,349)
(4,270)
(4,127)
(4,193)
(16,939)
Period-end assets (net)
648
1,560
263
991
3,462
Average assets for the period (net)
728
1,607
355
1,084
3,774
Return on assets (%)
201
119
301
179
169
Underlying return on assets (%)
252
137
359
200
199
(a) 2025 excludes €80 million relating to the India Ice Cream business, which is classified as a discontinued operation.
€ million
Beauty &
Wellbeing
Personal
Care
Home Care
Foods
Ice Cream(b)
Total
2024
Operating profit
1,970
2,739
1,521
2,599
n/a
8,829
Tax on operating profit
(566)
(787)
(437)
(746)
n/a
(2,536)
Operating profit after tax
1,404
1,952
1,084
1,853
n/a
6,293
Operating profit
1,970
2,739
1,521
2,599
n/a
8,829
Non-underlying items within operating profit
(582)
(275)
(264)
(248)
n/a
(1,369)
Underlying operating profit before tax
2,552
3,014
1,785
2,847
n/a
10,198
Tax on underlying operating profit
(662)
(782)
(463)
(738)
n/a
(2,645)
Underlying operating profit after tax
1,890
2,232
1,322
2,109
n/a
7,553
Property, plant and equipment
1,942
2,817
2,134
2,392
2,384
11,669
Net assets held for sale
(7)
19
13
25
Inventories
1,241
1,171
737
1,093
935
5,177
Trade and other receivables
1,344
1,391
1,262
1,364
650
6,011
Trade payables and other current liabilities
(3,719)
(3,718)
(3,706)
(3,684)
(1,863)
(16,690)
Period-end assets (net)
808
1,654
446
1,178
2,106
6,192
Adjustment to 2024 period-end balance for
Ice Cream demerger
(2,106)
(2,106)
Adjusted period-end assets (net)
808
1,654
446
1,178
4,086
Average assets for the period (net)
767
1,354
386
951
n/a
3,458
Return on assets (%)
183
144
281
195
n/a
182
Underlying return on assets (%)
246
165
342
222
n/a
218
(b) The 2024 Ice Cream figures are re-presented following the demerger – the 2024 operating profit numbers are not shown because they are presented as discontinued
operations in 2025. The balance sheet numbers are reallocated as a consequence of the demerger as set out above.
OTHER INFORMATION
Accounting standards and critical accounting policies
The consolidated financial statements have been prepared in accordance with IFRS as adopted by the UK and IFRS as issued by the
International Accounting Standards Board. The accounting policies are consistent with those applied in 2024 except for the recent
accounting developments as set out in note 1 on pages 133 to 135. The critical accounting estimates and judgements and those that
are most significant in connection with our financial reporting are set out in note 1 on pages 133 to 135.
Auditor’s report
The Independent Auditor’s Report issued by KPMG LLP on the consolidated results of the Group, as set out in the financial statements,
was unqualified and contained no exceptions or emphasis of matter. See pages 111 to 127 for more details.
2024 financial review
The financial review for the year ended 31 December 2024 can be found on page s 58 to 64 of our Annual Report and Accounts
on Form 20-F filed with the United States Securities and Exchange Commission on 13 March 2025.
Strategic Report
Unilever Annual Report and Accounts 2025
47
OUR PERFORMANCE
Additional Non-Financial Disclosures
NON-FINANCIAL AND SUSTAINABILITY INFORMATION STATEMENT
Unilever’s Sustainability Statement can be found on pages 213 to 277 of the Annual Report and Accounts. The statement incorporates
requirements for non-financial and sustainability reporting, including sections 414CA and 414CB of the Companies Act 2006, our
UK Streamlined Energy and Carbon Reporting disclosure, the European Sustainability Reporting Standards (ESRS) and our Climate
Transition Action Plan progress report. It includes our climate-related financial disclosures, as required by the Financial Conduct
Authority (FCA) Listing Rules 6.6.6R(8), which are consistent with the four recommendations and 11 recommended disclosures of the
Task Force on Climate-related Financial Disclosures (TCFD).
The table below provides a summary of non-financial matters and references the relevant sections of the Annual Report and
Accounts. Further information on these matters is available on our website, including our human rights policies and due diligence
approach. In the following pages, we provide our Section 172 disclosure and our employee statistics reporting.
Non-financial matters and relevant
sections of Annual Report
Page reference
Environmental matters, including Climate
Sustainability Review
Climate, including: Task Force on Climate-related Financial
Disclosures, UK Streamlined Energy and Carbon Reporting,
and our Climate Transition Action Plan: Annual Progress
Pollution
Water
Biodiversity and Ecosystems
Resource Use and Circular Economy
Governance: pages 51 and 214.
Risks and Impacts: pages 29, 31, 216 and 219. This is supported by
a detailed scenario analysis: page 224.
Due diligence and policies: pages 215 and 221.
Position and performance (including relevant non-financial
KPIs): pages 29 to 30, and 48, with further details for Climate:
pages 229 to 234, Pollution: page 236, Water: page 238,
Biodiversity and Ecosystems: page 242, and Resource Use and
Circular Economy: pages 243 to 245.
Climate Transition Action Plan: Annual Progress is outlined
in Climate Actions disclosures: pages 227 to 229. For more
details, refer to www.unilever.com/files/ctap.pdf. Refer to note 1
of the consolidated financial statements for further information
relating to any considerations of physical and transition climate
risks on the current valuation of our assets and liabilities.
Task Force on Climate-related Financial Disclosures, pages 273
to 275, outlines how our TCFD disclosures are mapped across
the relevant sections of the Sustainability Statement.
UK Streamlined Energy and Carbon Reporting: Global Scope 1
and 2 emissions, including measurement methodology and
proportion of energy consumption/emissions relating to the UK,
are outlined on pages 214, 219, 231 to 233. Actions relating to
energy efficiency are set out on page 227.
Social and Employee matters, including Human Rights
Our People & Organisation
Own Workforce
Workers in the Value Chain
Consumers and End-Users
Approach to Human Rights (including Affected Communities)
Governance: pages 51, 60, 76, 214 and 255 to 260.
Risks and Impacts: pages 29, 31, 216 and 249.
Due diligence and policies: pages 60, 76, 215 and 251.
Position and performance (including relevant non-financial
KPIs): pages 16, 29 and 30, with further details for Own
Workforce: pages 256 to 260, and for Workers in the Value
Chain: pages 254 and 261.
Approach to Human Rights: pages 251 to 254. For further details
refer to www.unilever.com/sustainability/respect-human-rights.
Business Conduct matters, including anti-corruption and bribery
Our People & Organisation
Business Conduct
Governance: pages 51 and 214.
Risks and Impacts: pages 29, 31, 216 and 266.
Due diligence and policies: pages 215, 251, 266 to 267.
Position and performance (including relevant non-financial
KPIs): pages 16, 30, 76, and 268 to 270.
Prevention and detection of corruption and bribery: page 268.
Our Code and Code Policies set out Unilever’s zero-tolerance
approach towards corruption and bribery. Our partners must
adhere to Unilever’s anti-corruption and bribery policies, as
defined in the Responsible Partner Policy.
48
Unilever Annual Report and Accounts 2025
Strategic Report
OUR PERFORMANCE
SECTION 172 STATEMENT
Under Section 172 of the UK Companies Act 2006 (‘Section 172’), directors must act in the way that they consider, in good faith, would
be most likely to promote the success of their company. In doing so, our Directors must have regard to stakeholders and the other
matters set out in Section 172. Our Section 172 statement includes the information set out on pages 60 to 61 of the Governance Report.
This identifies our key stakeholders, provides examples of how the business engaged with them during 2025, and includes details on
how our Directors have taken steps to understand the needs and priorities of these stakeholders when setting Unilever’s strategy
and taking decisions concerning the business. This may be by direct engagement or via their delegated committees and forums, and the
relevance of each stakeholder group may vary depending on the matter at hand. See the Review of the Year section on pages 6 to 30
for further details.
EMPLOYEE DIVERSITY
As part of our disclosure to comply with the UK Corporate Governance Code 2024 and the Companies Act 2006, the table below
shows our workforce diversity by gender and work level as at 31 December 2025. This excludes employees of The Magnum Ice
Cream Company, who are no longer employees of Unilever – refer to the roll forward of total Unilever employees from 31 December
2024 to 31 December 2025 on page 257.
2025
2024
Gender statistics
Female
Male
Not reported(c)
Female
Male
Not reported(c)
Board
4
6
0
4
5
0
40%
60%
0%
44%
56%
0%
Unilever Leadership Executive (ULE)
4
8
0
4
9
0
33%
67%
0%
31%
69%
0%
Senior management(a)
23
57
0
31
65
0
29%
71%
0%
32%
68%
0%
Management(b)
7,858
6,469
7
8,999
7,472
5
55%
45%
0%
55%
45%
0%
Total workforce
35,762
60,295
35
44,313
75,530
197
37%
63%
0%
37%
63%
0%
(a) Employees in senior management roles one work level below ULE (based on internal reporting definitions).
(b) Employees in management roles including ULE and senior management.
(c) ‘Not reported’ includes those categorised as ’Other’, ‘Unspecified’ or ‘Prefer not to say’.
Employees who are statutory directors of the corporate entities included in this Annual Report and Accounts: 494 (63%) males and
286 (37%) females (see Group Companies on pages 192 to 200).
                                                                                                         
Governance Report
Governance Report Overview
Board of Directors
Unilever Leadership Executive (ULE)
Operation of the Board
Additional Information
Report of the Nominating and Corporate
Governance Committee
Report of the Audit Committee
Report of the Corporate Responsibility Committee
Directors’ Remuneration Report
50
Unilever Annual Report and Accounts 2025
Governance Report
Governance
Report Overview
Our commitment to strong corporate
governance is the basis for our
leadership and values in changing
times and is a vital component of our
growth strategy. This Report provides
details of our governance structures,
our Board and Executive leadership,
and discusses key matters that arose
in the year.
Ian Meakins
Chair
INTRODUCTION AND UNILEVER’S STRUCTURE
The corporate governance statement for Unilever PLC (Unilever
or the Company) is set out here. The following pages outline our
governance structure, introduce the members of our Board, and
highlight the Unilever Leadership Executive (ULE). We discuss
the Board’s operations and key activities throughout the year as
well as our engagement with stakeholders. We also include the
statutory information required across the jurisdictions where
Unilever is listed.
Unilever, incorporated in England and Wales in 1894, is the parent
company of the Unilever Group. Unilever’s shares are traded
through its Equity Shares (Commercial Companies) category
listing on the London Stock Exchange (ULVR) and its listing on the
Amsterdam Exchange Index on Euronext (UNA). Unilever’s shares
are also traded on the New York Stock Exchange (UL) in the form
of American Depositary Shares, with one American Depositary
Share representing one Unilever ordinary share. Unilever
publishes financial information on a quarterly basis and these
reports are available at www.unilever.com/investors. Details of
the quarterly dividends for the financial year ended 31 December
2025, and other shareholder information, are included on pages
151 and 201. Unilever’s significant subsidiaries are set out in note
27 on page 183, and Unilever’s subsidiaries are detailed on pages
192 to 200, with branches also listed on page 200.
The Board of Unilever has implemented
standards of corporate governance and
disclosure policies applicable to a UK
incorporated company, with listings in
London, New York and Amsterdam.
Application of the provisions of the 2024 UK
Corporate Governance Code (the ‘Code’)
In respect of the year ended 31 December 2025, Unilever
was subject to the Code (available at www.frc.org.uk).
The Board is pleased to confirm that Unilever applied the
principles and complied with all the provisions of the Code
throughout 2025.
Our Governance Framework, setting out the Board and
Committee responsibilities, is on page 51. The leadership role
of our Board and the ULE are explained in Operation of the
Board on pages 56 and 57. The ways in which Unilever
ensures compliance with the Code can be found as follows:
Board leadership and Company purpose
page
Long-term value and sustainability
72, 76-77
Culture
16, 59, 79
Shareholder engagement
58
Stakeholder engagement and Principal
Board Decisions
60-61
Conflicts of interest
57
Role of the Chair
56
Division of responsibilities
Non-Executive Directors
56-57
Independence
57
Composition, succession and evaluation
Appointments and succession planning
66
Skills, experience and knowledge
68
Length of service
69
Evaluation
57
Workforce engagement
58
Audit, risk and internal control
Committee
70
Integrity of financial statements
71
Fair, balanced and understandable
72
Risk management and internal controls
72-73
External auditors
73-74
Principal and emerging risks
72-73
Remuneration
Policies and practices
78-108
Link to strategy
97
Independent judgement and discretion
79
Unilever also complied with the Listing Standards
of the New York Stock Exchange applicable to
foreign private issuers.
See page 64 for further information.
Governance Report
Unilever Annual Report and Accounts 2025
51
GOVERNANCE REPORT OVERVIEW
UNILEVER’S GOVERNANCE STRUCTURE
The Board has ultimate responsibility for the management, general
affairs, culture, direction, performance and long-term success
of Unilever. In particular, the Board has responsibility for the
development of strategy, material acquisitions and divestments,
material capital expenditure, the Company’s capital structure
and other financing matters. It should ensure that Unilever has
the necessary resources, policies and practices in place to meet
its objectives and to measure performance against them.
The Board discharges some of its responsibilities directly and
others through four principal Committees: the Nominating and
Corporate Governance Committee, the Audit Committee, the
Corporate Responsibility Committee and the Remuneration
Committee. The Board is also supported by two management
committees: the Disclosure Committee and the Global Code and
Policy Committee. A summary of each Committee’s remit is set
out below, with further details provided in the Governance
of Unilever. The Reports of each of the principal Committees are
available on pages 65, 70, 75 and 78. The Report of the Audit
Committee includes a description of the risk management
and internal control arrangements for the Group. The Unilever
Leadership Executive (ULE) supports the CEO in his work, and
members of the ULE attend Board meetings on relevant items
by invitation (see below and on page 56).
The formal powers of the Board are set out in the Articles of
Association of Unilever. The Articles of Association and the
Governance of Unilever are available at www.unilever.com/
investors/corporate-governance.
BOARD
The Board’s primary role is to ensure the long-term success of Unilever
Board Committees provide independent oversight and rigorous challenge
Nominating
and Corporate
Governance
Committee (NCGC)
Reviews the composition
of the Board and
Committees and makes
recommendations to
the Board on suitable
candidates for
appointment to the Board
and Committees.
Assists the Board on Board
and senior management
succession planning,
including appointments
to the ULE, conflicts
of interest and
independence.
Audit
Committee (AC)
Monitors the integrity of
Unilever’s financial
statements and
sustainability reporting.
Ensures the effectiveness
of the internal audit
function, internal controls
and risk management
processes, and manages
the relationship with the
external auditor.
Corporate
Responsibility
Committee (CRC)
Considers policies for
Unilever’s conduct as a
responsible and ethical
global business. Reviews
sustainability-related risks
and reputational matters,
and provides guidance
and recommendations
to the Board on
sustainability and
reputational matters.
Remuneration
Committee (RC)
Determines the
remuneration framework/
policy for the Executive
Directors and the ULE.
Considers alignment with
regulation, market
practice and principles
of good governance, and
ensures remuneration is
linked to corporate and
individual performance.
Reviews remuneration-
related workforce policies
and practices.
CEO & ULE
The CEO, supported by the ULE, is responsible for ensuring delivery of the Group’s strategy,
business plans and financial performance.
Disclosure Committee
Responsible for overseeing the accuracy, materiality
and timeliness of disclosure of financial, non-financial
and other public announcements. Also evaluates
and oversees the adequacy of Unilevers
disclosure controls and procedures.
Global Code and Policy Committee
Responsible for ensuring that all Unilever employees,
as well as third parties working with or on behalf of
Unilever, do so in compliance with the requirements
of Unilever’s Code of Business Principles.
Unilever PLC’s Articles of Association,
its principal constitutional document,
were adopted on 21 October 2025. The Articles
may only be amended by a special
resolution of shareholders.
The Governance of Unilever, dated 1 January
2026, sets out a comprehensive summary
of how the Board operates and the terms of
reference for the Committees. The Governance
of Unilever is reviewed and updated
regularly by Board resolution.
52
Unilever Annual Report and Accounts 2025
Governance Report
Board of Directors
The Board has ultimate responsibility for the management, general affairs,
culture, direction, performance and long-term success of Unilever.
Ian Meakins_NEW photo leaf_.jpg
Ian Meakins
Chair and Non-Executive Director
Nationality British
Appointed 1 September 2023
Appointed Chair 1 December 2023
Chair of NCGC
Current external appointments
Compass Group plc (Chair).
Previous experience
Rexel SA (Chair); Ferguson plc
(CEO); Travelex Holdings Ltd
(CEO); Alliance UniChem (CEO).
Fernando Fernandez
Chief Executive Officer
Nationality Argentinian
Appointed 1 January 2024
Appointed CEO 1 March 2025
Current external appointments
None.
Previous experience
Unilever PLC (CFO); Beauty &
Wellbeing (President); Latin
America (EVP); Brazil (EVP);
Philippines (SVP); Global Hair
Care (SVP).
Srinivas Phatak
Chief Financial Officer
Nationality Indian
Appointed CFO 16 September
2025
Current external appointments
Coats Group plc (NED).
Previous experience
Unilever PLC (Acting CFO);
Unilever PLC (Deputy CFO and
Group Controller); Hindustan
Unilever Ltd (CFO); VP Finance
Supply Chain Americas; UniOps
(Head of Financial Services).
Adrian Henna_BoD leaf_.jpg
Adrian Hennah
Non-Executive Director
Nationality British
Appointed November 2021
Chair of AC and member of NCGC
Current external appointments
J Sainsbury plc (NED); Oxford
Nanopore Technologies plc (NED);
Council of Imperial College,
London (Independent Member
of Council).
Previous experience
Reckitt Benckiser Group plc
(Executive Director & CFO);
RELX plc (NED).
susan kilsby_BoD leaf_.jpg
Susan Kilsby
Vice Chair/Senior Independent
Director
Nationality American/British
Appointed August 2019
Chair of RC and member of AC
Current external appointments
COFRA Holding AG (NED); Fortune
Brands Innovations (Chair); Diageo
plc (SID); UK Takeover Panel.
Previous experience
NHS England (NED); BBA Aviation
(SID); BHP plc (SID); L’Occitane
International (NED); Keurig Green
Mountain (NED); Coca-Cola
HBC AG (NED); Goldman Sachs
International (NED); Shire plc
(Chair); Credit Suisse, Mergers
& Acquisitions, EMEA (Chair).
Governance Report
Unilever Annual Report and Accounts 2025
53
BOARD OF DIRECTORS
 
BoD leaf shapes6.jpg
Ruby Lu
Non-Executive Director
Nationality Chinese
Appointed November 2021
Member of AC and CRC
Current external appointments
Yum China Holdings, Inc. (NED);
Volvo Car AB (Board member);
Kuaishou Technology (NED).
Previous experience
iKang Healthcare Group (NED);
BlueCity Holdings Limited (NED);
UniChem (CEO).
BoD leaf shapes7.jpg
Judith McKenna
Non-Executive Director
Nationality American/British
Appointed March 2024
Chair of CRC and member of RC
Current external appointments
Delta Air Lines, Inc. (NED).
Previous experience
Walmart International (President
& CEO); Walmart US (EVP & COO);
Walmex (Chair); Flipkart (Director
& Compensation Committee
Chair); PhonePe (Director &
Compensation Committee Chair).
BoD leaf shapes8.jpg
Nelson Peltz
Non-Executive Director
Nationality American
Appointed July 2022
Member of RC
Current external appointments
Madison Square Garden Sports
Corp. (NED); Trian Fund
Management L.P. (CEO &
Founding Partner).
Previous experience
The Wendy’s Company (Non-
Executive Chair); Legg Mason, Inc.
(NED); Janus Henderson Group
plc (NED); Invesco Ltd (NED); The
Procter & Gamble Company
(NED); Sysco Corporation (NED);
Ingersoll Rand plc (NED); H.J.
Heinz Company (NED); Triarc
Companies, Inc. (CEO & Chair).
BoD leaf shapes9.jpg
Benoît Potier
Non-Executive Director
Nationality French
Appointed January 2025
Member of AC and CRC
Current external appointments
Air Liquide (Chair of the Board);
Siemens AG (NED, Supervisory
Board).
Previous experience
Air Liquide (CEO); Danone (NED);
Michelin (NED).
BoD leaf shapes10.jpg
Zoe Yujnovich
Non-Executive Director
Nationality Australian/British
Appointed March 2025
Member of NCGC and CRC
Current external appointments
National Grid plc (CEO).
Previous experience
Shell plc (Integrated Gas and
Upstream Director); Rio Tinto
(President & CEO of the Iron Ore
Company of Canada).
Appointment to the Board
On 7 October 2025, we announced that Belén Garijo López
would be appointed to the Board. Please see page 65 for
further details.
Key
NCGC is the Nominating and Corporate Governance Committee
AC is the Audit Committee
RC is the Remuneration Committee
CRC is the Corporate Responsibility Committee
NED is Non-Executive Director
54
Unilever Annual Report and Accounts 2025
Governance Report
Unilever Leadership Executive (ULE)
The ULE is responsible for execution of strategy and day-to-day
management of Unilever. The ULE comprises:
Fernando Fernandez
Chief Executive Officer
Nationality Argentinian
Joined ULE April 2022
Joined Unilever 1988
Appointed CFO 1 January 2024
Appointed CEO 1 March 2025
Current external appointments
None.
Previous experience
Unilever PLC (CFO); Beauty &
Wellbeing (President); Latin
America (EVP); Brazil (EVP);
Philippines (SVP); Global Hair
Care (SVP).
Eduardo_ULE leaf_.jpg
Eduardo Campanella
Business Group President,
Home Care
Nationality Brazilian
Joined ULE January 2024
Joined Unilever 2003
Current external appointments
None.
Previous experience
Home Care (Chief Marketing
Officer); Home Care Latin America
& Brazil (VP); Personal Care (VP
and Digital Champion Mexico
& Caribbean); Personal Care
(Marketing Director and Digital
Champion Brazil); Ice Cream
(Regional Marketing Director);
Hair Care (Marketing Manager);
Spreads (Regional Marketing
Manager).
ULE leaf shapes4.jpg
Fabian Garcia
Business Group President,
Personal Care
Nationality American
Joined ULE January 2020
Joined Unilever 2020
Current external appointments
Wells Fargo Corporation (Board
member); Council on Foreign
Relations in the US (Member).
Previous experience
Unilever North America (President);
Revlon (President & CEO); Colgate-
Palmolive (COO, President of Asia/
Pacific Division, EVP Latin America);
P&G (President of Asia Pacific
Fragrance & Beauty Category,
General Manager of Taiwan,
General Manager of Max Factor,
Japan); Kimberly-Clark
Corporation (NED); Arrow
Electronics (NED).
Srinivas Phatak
Chief Financial Officer
Nationality Indian
Joined ULE September 2025
Joined Unilever 1999
Appointed CFO 16 September 2025
Current external appointments
Coats Group plc (NED).
Previous experience
Unilever PLC (Acting CFO);
Unilever (Deputy CFO and Group
Controller); Hindustan Unilever Ltd
(CFO); VP Finance Supply Chain
Americas; UniOps (Head of
Financial Services).
ULE leaf shapes3.jpg
Reginaldo Ecclissato
President, 1 Unilever Markets
Nationality Brazilian/Italian
Joined ULE January 2022
Joined Unilever 1991
Current external appointments
The Magnum Ice Cream Company
(NED); Unilever Fima, Lda. (Board
member); Gallo Worldwide, Lda.
(Board member).
Previous experience
IDH (Supervisory Board Member);
Unilever (Chief Business
Operations & Supply Chain
Officer); Mexico, Caribbean &
Central America (EVP); North
America & Latin America (EVP
Supply Chain); Home Care for the
Americas (VP Supply Chain).
PK_ULE leaf_.jpg
Prakash Kakkad
Chief Legal Officer & Group
Company Secretary
Nationality British
Joined ULE March 2026
Joined Unilever 2023
Current external appointments
Pre-Emption Group Independent
Member (Financial Reporting
Council), Non-Council Member
– Company Law Committee
(The Law Society).
Previous experience
Unilever (General Counsel,
Corporate and Deputy Group
Secretary); BHP Group (Head of
Group Governance, Global);
Barclays plc (VP, Corporate Legal);
Herbert Smith Freehills Kramer
(Senior Associate, Corporate).
Governance Report
Unilever Annual Report and Accounts 2025
55
UNILEVER LEADERSHIP EXECUTIVE (ULE)
Priya Nair Jan 26_RGB_retouche grey bg.jpg
Priya Nair
CEO & Managing Director,
Hindustan Unilever Limited
Nationality Indian
Joined ULE January 2024
Joined Unilever 1995
Current external appointments
None.
Previous experience
Business Group President, Beauty
& Wellbeing; Unilever Beauty &
Wellbeing (Global CMO); Beauty
& Personal Care (EVP South Asia);
Home Care (Director & CCVP
South Asia).
ULE leaf shapes10.jpg
Heiko Schipper
Business Group President, Foods
Nationality Dutch
Joined ULE May 2024
Joined Unilever 2024
Current external appointments
None.
Previous experience
Bayer (Member of Board
of Management & President,
Consumer Health Division); Nestlé
(Member of Group Executive
Board & CEO Nestlé Nutrition).
Willem_ULE leaf_.jpg
Willem Ui jen
Chief Supply Chain and
Operations Officer
Nationality Dutch
Joined ULE January 2025
Joined Unilever 1999
Current external appointments
IDH (Member of the Supervisory
Board); Zero 100 (Member of the
Advisory Board).
Previous experience
Unilever (Chief Procurement
Officer); Hindustan Unilever
(Executive Director of Supply
Chain); South Asia, South East Asia
& Australasia (Head of Supply
Chain); Home Care (VP Supply
Chain); Home Care, Latin America
(VP Supply Chain); Mexico &
Caribbean (VP Supply Chain).
ULE leaf shapes8.jpg
Mairéad Nayager
Chief People Officer
Nationality Irish
Joined ULE June 2024
Joined Unilever 2024
Current external appointments
None.
Previous experience
Haleon plc (Chief HR Officer);
Diageo plc (Chief HR Officer).
ULE leaf shapes9.jpg
Richard Slater
Chief R&D Officer
Nationality British
Joined ULE April 2019
Joined Unilever 2019
Current external appointments
Future Origins, Inc. (NED); Prime
Minister's Council for Science
& Technology (Member);
Leverhulme Trust (Board
member).
Previous experience
GSK plc (Head of R&D, Consumer
Healthcare, now Haleon plc);
Reckitt Benckiser Group plc (Head
of R&D, Health, Personal Care and
Wellbeing); Reckitt Benckiser
Group plc (senior R&D roles across
Health, Personal Care and Home
Care); The Boots Company plc
(various R&D and Supply roles).
Beauty & Wellbeing Business Group
Following the appointment of Priya Nair as Chief Executive
Officer & Managing Director of Hindustan Unilever Limited,
oversight of the Beauty & Wellbeing Business Group has been
led by Fernando Fernandez.
Changes since 2025 year-end
Esi Eggleston Bracey left her role as Chief Growth and
Marketing Officer of Unilever on 31 January 2026.
Leandro Barreto has been appointed as Chief Marketing
Officer, Unilever, and Beauty & Wellbeing. He is not a member
of the Unilever Leadership Executive.
Maria Varsellona left her role as Chief Legal Officer and Group
Secretary of Unilever on 28 February 2026.
Prakash Kakkad was appointed Chief Legal Officer and Group
Company Secretary and a member of the Unilever Leadership
Executive with effect from 1 March 2026.
 
56
Unilever Annual Report and Accounts 2025
Governance Report
Operation of the Board
ROLE OF THE CHAIR
The Chair leads the Board and is responsible for its overall
effectiveness in directing the Unilever Group. The Chair sets the
Board’s agenda, ensures the Directors receive accurate, timely
and clear information, promotes and facilitates constructive
relationships and effective contribution of all the Executive
and Non-Executive Directors, and fosters a culture of openness
and debate.
BOARD AND COMMITTEE MEETINGS
There were six scheduled Board meetings in 2025. The meetings
were held in the UK or virtually.
When there is a Board meeting, the Non-Executive Directors
usually also meet without the Executive Directors present.
The Chair, or in his absence, the Senior Independent Director
(SID), chairs such meetings. The Group Company Secretary
supports the Board to ensure it has the policies, processes,
information, time and resources to function effectively and
efficiently.
Attendance during the year at each of the Committee meetings
is set out below. Further information is provided in the relevant
Committee reports.
RELATIONSHIP WITH UNILEVER LEADERSHIP
EXECUTIVE
The Board delegates day-to-day management of Unilever to the
Chief Executive Officer. The Chief Executive Officer leads the
Unilever Leadership Executive (ULE) in carrying out the strategy
determined by the Board. The roles of the ULE members are set
out on pages 54 and 55. The ULE meets regularly to discuss all
aspects of the business, including strategy, the allocation of
resources, investment, M&A opportunities, culture, financial
performance and non-financial performance. Members of the
ULE are regularly required to attend Board meetings to update
the Board on performance and other matters. There is an annual
Board meeting to discuss strategy and there are regular updates
at Board meetings between these times.
The Board has also delegated certain finance matters to both the
Chief Executive Officer and the Chief Financial Officer in order to
facilitate the efficient conduct of such matters.
BOARD AND COMMITTEE ATTENDANCE
Position
Board
NCGC
AC
CRC
RC
Chair
Ian Meakins
6/6
5/5
5/5
Non-Executive Directors
Adrian Hennah
6/6
5/5
9/9
Susan Kilsby
6/6
9/9
3/3
2/2
Ruby Lu
6/6
9/9
5/5
Judith McKenna
5/6
4/5
5/5
Nelson Peltz
5/6
5/5
Benoît Potier1
6/6
8/9
4/5
Zoe Yujnovich2
5/5
4/4
4/4
Executive Directors
Fernando Fernandez
6/6
Srinivas Phatak 3
2/2
Former Directors
Andrea Jung4
2/2
2/3
3/3
Hein Schumacher5
1/1
1. Joined the Board as a Non-Executive Director on 1 January 2025 and was appointed to the AC and the CRC.
2. Joined the Board as a Non-Executive Director on 1 March 2025 and was appointed to the NCGC and CRC.
3. Appointed as CFO on 16 September 2025.
4. Stepped down as a Non-Executive Director on 30 April 2025.
5. Stepped down as a Director on 1 March 2025.
NON-EXECUTIVE DIRECTORS’ ROLE
The Non-Executive Directors exercise objective judgement in
respect of Board decisions, providing scrutiny and challenge
to hold management to account. Non-Executive Directors offer
strategic guidance and specialist advice based on the breadth
of experience and knowledge they bring to the Board.
Non-Executive Directors are required to have sufficient time
available to discharge their responsibilities effectively and
to continuously develop their knowledge of the business. Their
role incorporates the review of information in advance of Board
meetings to ensure that thorough preparation for, and debate at,
Board meetings is possible.
On appointment, the Non-Executive Directors complete
an induction process, which includes meetings with the ULE,
senior members of management, advisers, and the internal and
external auditors. These include understanding key risk areas
in the business and providing insight into the culture of the
organisation.
Non-Executive Directors have full access to senior management
and take opportunities to meet them on a regular basis. There is
also an opportunity to visit Unilever’s operations in person, which
gives Non-Executive Directors the ability to meet members of
the workforce from different levels of the organisation. This is
regularly supplemented throughout each year with ongoing
updates and information on key matters relating to the business,
including governance, sustainability, risk management and
regulatory issues, as well as updates on the business itself. In
2025, the Board considered presentations on developments
in relation to safety, R&D, cyber security and human rights.
All Directors are expected to attend each Board meeting
and each Committee meeting of which they are members,
Governance Report
Unilever Annual Report and Accounts 2025
57
OPERATION OF THE BOARD
unless there are exceptional reasons preventing them from
participating. Only members of the Committees are entitled
to attend Committee meetings, but others may attend at
the Committee Chair’s discretion. Executive Directors attend
Committee meetings by invitation only.
If Directors are unable to attend a Board or Committee meeting,
they have the opportunity beforehand to discuss any agenda
items with the Chair or the relevant Committee Chair.
BOARD APPOINTMENT
The report of the Nominating and Corporate Governance
Committee on pages 65 to 69 describes the work of the
Committee, including in relation to Board appointments and
recommendations for re-election. The procedure for the
nomination and appointment of Directors is also contained
within the document entitled ‘Appointment procedure for PLC
Directors’, which is available on our website at unilever.com.
Directors may be appointed by a simple majority vote of
shareholders at a general meeting, or on an interim basis by
the Board (in which case they will offer themselves for election
at the next AGM).
COMPOSITION, BALANCE AND INDEPENDENCE
OF THE BOARD
As at 31 December 2025, the Unilever Board comprised
ten Directors: the Chair, two Executive Directors and seven
independent Non-Executive Directors.
The balance of Directors on the Board ensures that no individual
or small group of Directors can dominate the decision-making
process. The biographies on pages 52 and 53, and the table
on page 68 in the Nominating and Corporate Governance
Committee Report, demonstrate a Board with a broad range
of sector experience, skills and knowledge. All Non-Executive
Directors are considered to have the appropriate skills,
knowledge, experience and character to bring objective
and constructive judgement and valuable insights to the
Board’s deliberations.
The Chair carries out an annual review of the performance of
the Directors, which is facilitated externally every three years.
This is in addition to a thorough review of the Non-Executive
Directors’ and their related or connected persons’ relevant
relationships in line with best practice guidelines in the UK
and US. 
The Board has determined that all the Non-Executive Directors
were independent in accordance with the applicable corporate
governance requirements during the period covered by
this report.
The Chair was considered to be independent on appointment
and is committed to ensuring that the Board continues to
comprise a majority of independent Non-Executive Directors.
BOARD SUSTAINABILITY PROCESSES AND SKILLS
Sustainability is important for our consumers and our wider
stakeholder base, including suppliers, customers and employees.
The Board and the Unilever Leadership Executive provide
leadership on sustainability as part of the Company’s strategic
focus. All Directors are engaged in sustainability matters.
The areas considered by the Board in 2025 are set out in the
Stakeholder Engagement section on pages 60 and 61.
The governance of sustainability, covering social, human rights,
business conduct and environmental matters, is detailed in
the Sustainability Statement and this Governance Report.
The Corporate Responsibility Committee, under the Board’s
governance, primarily handles these issues. The Chief Corporate
Affairs and Communications Officer attends all Corporate
Responsibility Committee meetings, ensuring external expertise
is included as needed. The Committee Chair ensures that the
Board receives relevant information in the form of briefing
materials and access to external expertise, in particular when
specific matters are under consideration for Board approval.
The Chair reports the Committee’s considerations to the Board,
which are then discussed in Board meetings.
The Chief Corporate Affairs and Communications Officer reports
to the CEO on all sustainability matters relating to our four
priority areas: climate, nature, plastics and livelihoods. The Chief
Supply Chain and Operations Officer, who is responsible for key
social and environmental issues within Unilever’s Supply Chain,
reports to the CFO. This ensures that both executive directors are
closely involved in assessing the impacts, risks and opportunities
related to social and sustainability matters.
The CEO and CFO have a wide range of knowledge and skills
on sustainability topics from previous leadership roles.
The Non-Executive Directors bring significant experience in
social and sustainability issues from various industries, including
retail, energy, technology, financial, and other industrial sectors.
The recruitment of new Non-Executive Directors focuses on their
skills and experience as set out in the matrix on page 68, which
encompasses sustainability to ensure a diverse range of views.
CONFLICTS OF INTEREST
Directors have a statutory duty to avoid actual or potential
conflicts of interest. Under Articles 88 to 92 of the Articles of
Association of the Company, there are procedures in place to
identify and, if applicable, authorise any conflicts of interest.
Unless authorised by the Board, together with compliance with
any restrictions that have been required of such a Director, a
Director may not take part in the decision-taking process of
the Board in respect of any situation in which he or she has
a conflict of interest.
The interests of new Directors are reviewed during the recruitment
process and authorised (if appropriate) by the Board at the time of
their appointment. Directors have a continuing duty to update the
Board on any changes to their external appointments, which are
also reviewed by the Board on a regular basis.
Unilever recognises that the Executive Directors acting as
directors of other companies is beneficial from a personal
development perspective and, therefore, also beneficial to the
Group. The number of external directorships of listed companies
is generally limited to one per Executive Director to reduce the
risk of excessive commitment, and prior approval is required
from the Chair.
BOARD EVALUATION
Each year, the Board formally assesses its own performance,
including with respect to its composition and how effectively
its members work together to achieve objectives. In 2025, an
external evaluation of the effectiveness of the Board and its
Committees was conducted by the consultancy firm No 4. There
is no other connection between No 4 and Unilever PLC or any of
the Directors of Unilever PLC.
The evaluation was informed by independent feedback from each
of the Directors, as well as observation through No 4’s attendance
at a Board meeting in October 2025. The effectiveness of the
Board and each Committee, including their key strengths and
areas for development, were assessed. The overall findings for
the Board were positive, with a strong level of satisfaction
reported among Board members. The resulting priorities for future
focus, compiled by No 4, have been communicated to the Board.
The outcomes of such evaluations are taken into consideration
when assessing Directors for proposed re-election, as well as in
relation to Board composition.
The outcome of the evaluation of the Board’s Committees is
referred to in each Committee Report.
58
Unilever Annual Report and Accounts 2025
Governance Report
OPERATION OF THE BOARD
WORKFORCE ENGAGEMENT
The Board believes that taking into account feedback from
the workforce widens the range of its views when making
business decisions. Given Unilever’s global footprint and scope
of operations, the Board believes that the most effective way
of organising its engagement with employees is to share
the responsibility among all Non-Executive Directors. This
enables all Directors to participate and provides employees
with access to a broad range of Board members.
Unilever’s Workforce Engagement Policy provides for workforce
engagement in a variety of ways, both face-to-face and virtually,
through sessions with Non-Executive Directors, engaging with
employee representatives, site visits, and employee surveys
such as UniVoice (see below for further information). These
engagement activities cover the entire workforce demographic
in terms of geography, Business Groups, length of service, work
level/seniority, and both supply chain and office staff.
In 2025, the Non-Executive Directors participated in four
workforce engagement events held virtually. A wide range of
topics was discussed, including those that are personal to the
workforce and those of a more business and strategic nature.
Topics included: reward and executive pay, safety, cultural
transformation, and the Beauty & Wellbeing business.
Employee survey results from 2025 showed that engagement
improved further, remaining over industry benchmarks.
However, challenges were identified in relation to employees
being able to manage competing business priorities in the most
effective way and, within a complex organisation, the efficiency
of some processes could be improved. In 2026, the ULE will
implement a top-down programme to address these issues and
assist employees to maximise the use of their time.
The Board evaluates the effectiveness of workforce engagement
on an annual basis, and feedback is also sought from employees
who take part in workforce engagement sessions, thereby
creating a feedback loop between the Board and employees.
Please also see ’Engaging with own workforce and workforce
representatives’ on page 255 of the Sustainability Statement.
There were no representatives of Unilever’s employees or other
workers serving on the Board or the ULE.
SHAREHOLDER ENGAGEMENT
The Board values open and meaningful discussions with our
shareholders on all matters.
The CFO has lead responsibility for shareholder engagement,
with active involvement from the CEO and supported by the
Investor Relations department.
The CEO and CFO regularly meet with investors. In 2025, the
CEO and CFO held roadshows after Unilever’s quarterly, half-
year and full-year results, with meetings across the US, the UK,
several other European countries and Asia. In addition, the CEO
and CFO attended a number of investor conferences in the UK,
the US and France, which included meetings and discussions
with over 100 investors and counterparties.
Additionally, the Chair met with the majority of our top 50
shareholders in February and March regarding the announcement
on 25 February 2025 to appoint Fernando Fernandez as CEO.
The Board receives regular briefings on investor reactions to
Unilever’s quarterly, half-year and full-year results announcements,
and on any issues raised by shareholders that are relevant to their
responsibilities. We maintain a frequent dialogue with our principal
institutional shareholders and regularly collect feedback.
Private shareholders are encouraged to give feedback via
shareholder.services@unilever.com. Our shareholders are
also welcome to raise any issues directly with the Chair or
the SID. The Chair, the Executive Directors and other Directors
are available to answer questions from the shareholders at the
AGM each year.
GENERAL MEETINGS
At the AGM, the Chair and the CEO give their thoughts on governance
aspects of the preceding year and on the Group’s strategy, together
with a review of the performance of the Group over the last year.
General meetings are called by notice in writing to shareholders.
Where shareholders hold shares through a nominee, the notice
is provided to them by the nominee. ADS holders receive notice
through Deutsche Bank, the Company’s US listing agent. The
AGM is called on no less than 21 clear days’ notice and general
meetings are called on no less than 14 clear days’ notice. All
shareholders are entitled to attend general meetings of the
Company, subject to compliance with any reasonable safety
and security precautions which may be put in place, and (where
shareholders hold through a nominee) the correct appointment
documentation. Details of how to appoint a proxy and how to
vote by proxy are included in the notice of meeting.
At the 2025 AGM, all resolutions were put to a poll. With the
exception of the vote on the Directors’ Remuneration Report,
all resolutions were passed with in excess of 80% of votes cast
in favour. With respect to the Directors’ Remuneration Report,
72.29% of votes were cast in favour of Resolution 2 to receive
and adopt the Directors’ Remuneration Report. As required by
the UK Corporate Governance Code, Unilever published a
statement on 30 October 2025 in relation to this vote.
Following the AGM, we contacted our largest shareholders,
representing 46.3% of the share register, as well as other
shareholders that voted against the Directors’ Remuneration
Report and several proxy agencies. In total, 22 meetings were
held to gain insight into shareholder views and concerns
regarding Directors’ remuneration.
Shareholders who opposed the Directors’ Remuneration Report
at the 2025 AGM consistently cited two key concerns. Firstly, the
disapplication of time pro-ration on three outstanding long-term
incentive awards for the former CEO, Alan Jope, and the former
CFO, Graeme Pitkethly, who retired from Unilever PLC in 2022
and 2023 respectively. Secondly, the approach taken to setting
fixed pay for Fernando Fernandez on his appointment as CEO.
The Board acknowledges that the disapplication of time pro-
ration on three awards for the former CEO and former CFO were
exceptional decisions taken in order to mitigate the impact of
disruption to the business at a time of significant change and
uncertainty. Unilever has publicly confirmed that it will apply
time pro-ration to outstanding awards for future Director exits,
in accordance with market practice and the remuneration policy.
This was demonstrated by the treatment of outstanding long-
term incentive awards for the former CEO, Hein Schumacher,
where time pro-ration was applied to all unvested awards when
Hein left Unilever in March 2025. In dialogue with shareholders
and proxies, it has been understood and recognised that the
non-pro-ration of awards to former Directors is a legacy decision
and not an ongoing issue.
On the approach to setting pay on appointment, it is understood
that some shareholders prefer to see phased progression over
time as opposed to a more significant salary uplift from the
outset. The Board took this feedback into account when
determining fixed pay for Srinivas Phatak on his appointment as
CFO in September 2025. His salary has been set at a lower level
than the previous CFO’s salary. Unilever intends to gradually
move pay to the appropriate position relative to the market
over the next two to three years, subject to performance and
the wider external and internal context.
Unilever will continue to meet with shareholders regularly on
remuneration-related matters.
Governance Report
Unilever Annual Report and Accounts 2025
59
OPERATION OF THE BOARD
BOARD FOCUS
During the year, the Board considered a comprehensive
programme of regular matters drawn from the schedule
of matters reserved for the Board and the immediate and
prospective operating environment.
The Board also conducted a two-day Strategy Review exercise
in October 2025, including presentations and engagement
sessions with ULE members and other senior management.
This focused in particular on:
the macro environment and opportunities for growth;
the continued development of Unilever’s go-to-market
operations in key markets;
Unilever’s financial growth model and delivery (see page 4
for more information); and
a review of Desire at Scale in respect of each of our four
Business Groups (see also pages 2 to 4 for Unilevers strategy).
In addition to the Board’s principal decisions in 2025, considered
on pages 60 and 61, the list of matters set out below is indicative
of the oversight provided by the Board:
Strategy and business plan
approved the demerger of The Magnum Ice Cream Company;
approved the cancellation of treasury shares;
approved the consolidation (or the subdivision and
consolidation) of ordinary shares in Unilever in connection
with the demerger of The Magnum Ice Cream Company;
approved the acquisition of the Dr. Squatch premium
personal care brand;
reviewed Unilever’s strategy at Business Group level; and
reviewed the R&D strategy, including the Group’s innovation
pipeline.
Operational performance and financial
management
regularly reviewed Unilever Group operational and financial
performance and delivery against strategic objectives,
business plans (including budget and forecast), financial
and non-financial KPIs, and against analysts’ consensus
and market guidance;
considered and approved quarterly dividends;
approved a share buyback in 2025 totalling €1.5 billion; and
considered and approved the issuance of new shares to be
used to settle the vesting of share awards granted to
employees under various employee share plans.
Governance and external reporting
considered feedback from the Audit Committee in relation to
significant judgements, the fair, balanced and understandable
assessment, going concern basis of preparation, the viability
statement, and the reporting of non-financial KPIs with respect
to sustainability reporting;
approved each of the quarterly results and the Annual Report
and Accounts and Form 20-F;
approved the notice of meeting for the AGM;
oversaw consultation and communication with shareholders
on executive pay; and
considered the work of the Nominating and Corporate
Governance Committee on Board composition and approved
the appointments of directors (see also page 66).
Culture and stakeholders
reviewed the 2025 workforce engagement programme
covering both employees and employee representatives,
and considered feedback from the sessions; and
regularly reviewed investor feedback reports and
analysts’ reports.
Sustainability
reviewed the sustainability strategy and performance,
including regulatory developments in sustainability
reporting requirements.
Political and regulatory environment
received updates on emerging legislation and regulation.
Risk and internal controls
considered feedback from the Audit Committee on its
assessment of the ongoing effectiveness of the Group’s
internal controls; and
reviewed findings from the assessment of the Group’s register
of principal risks and focus risks and approved the related risk
management plans.
60
Unilever Annual Report and Accounts 2025
Governance Report
OPERATION OF THE BOARD
Stakeholder engagement and Principal Board Decisions
SECTION 172: COMPANY AND BOARD ENGAGEMENT WITH STAKEHOLDERS
The information set out below explains how the Board and the wider Company consider and engage with stakeholders. This
forms our Section 172 statement under the UK Companies Act 2006. Unilever at a glance on page 3 details the six stakeholder groups
we have identified as critical to our future success: shareholders, our people, consumers, customers, suppliers & business partners,
and planet & society. Throughout the Strategic Report, we have provided examples of how we engage with, and create value for,
our stakeholders. Where relevant, the principle decisions of the Board are also set out below, and the Directors confirm that the
deliberations of the Board incorporated appropriate consideration of the matters detailed in Section 172 of the Companies Act 2006.
Unilever stakeholders
How Unilever engages with stakeholders
How the Board interacts on
stakeholder issues
Shareholders
We aim to deliver top-
third total shareholder
return with market-
making SASSY brands.
See pages 58 and 81
Quarterly results broadcasts.
Conference presentations.
Meetings and calls about aspects of business performance,
consumer trends and sustainability issues.
Senior leaders and our Board speak directly to shareholders
on a broad range of issues. For example, in 2025, we discussed
our Directors’ Remuneration Report for 2024 and our
proposed new Directors’ Remuneration Policy with investors.
AGM.
Meetings with shareholders on
performance and key issues.
The Board approve all quarterly
results announcements and
dividends.
Unilever Investor Relations provide
analysts’ reports and investor
feedback to the Board.
2025 Board engagement
The Board considered all aspects of the demerger of The Magnum Ice Cream Company (TMICC) and provided approval for the
demerger. The demerger was considered to be in the best interests of shareholders and completed on 6 December 2025. The Board
also considered and approved the appointments of the Chair and Chief Executive Officer on the board of directors of TMICC.
Further details of the demerger are provided on pages 12 and 13.
The Board, working closely with the Nominating and Corporate Governance Committee, approved the appointments of the new
Chief Executive Officer who was appointed with effect from 1 March 2025 and the new Chief Financial Officer who was appointed
on 16 September 2025. Further details are given in the report of the Nominating and Corporate Governance Committee.
The Board also considered the vote in relation to the Directors’ Remuneration Report at the 2025 Annual General Meeting, which
had a 72% vote in favour. Further details are on page 58 of this Governance Report. In addition, the Board considered the new
Directors’ Remuneration Policy, which is being put to shareholders for approval at the 2026 Annual General Meeting. Investor
feedback was sought and considered in relation to the new Directors’ Remuneration Policy.
Our People
96,000 talented people
give their skills and time
in Unilever offices,
factories and R&D
laboratories.
See page 16
Through our UniVoice survey, we engaged with around
73,000 office- and factory-based employees in 2025
on topics such as culture, engagement, strategy, safety,
careers and sustainability.
We continued our sessions with the CEO and ULE members
to provide our workforce with regular information on the
Company and decisions made by the leadership team, such
as financial performance, strategy and reward. This helps
ensure that employees are aligned with the Company‘s
financial performance and strategy.
At a market level, we held regular, leader-led virtual town
hall meetings to engage employees on locally relevant
topics and issues.
Review of UniVoice survey 2025
results and feedback to ULE on
key issues.
The CEO, together with other senior
members of management including
the CFO and ULE members, provide
direct answers on the ‘Unilever Live‘
open Q&A sessions, including
the quarterly results briefings and
performance updates.
2025 Board engagement
The Board members participated in workforce engagement sessions, further details of which are provided on page 58. Together
with the UniVoice survey, these sessions informed a cascade for employees on prioritisation and efficiency.
Consumers
We aim to create Desire
at Scale by elevating
brands through science,
aesthetics, sensorials,
being shared by others,
young-spirited and
relevant in culture
(SASSY brands).
See pages 17 to 28
We use consumer research from marketing research
partners, engaging them through regular surveys and panels
as well as ad hoc research.
We engage with our consumers and end-users through a
range of communications channels on a continuous basis,
reaching over 3 million consumer contacts in 2025 through
our various platforms.
Board papers and presentations
capturing consumer trends.
Regular updates from Business
Groups on opportunities and
portfolio choices in line with
consumer trends.
2025 Board engagement
The strategy for Desire at Scale was reviewed by the Board in conjunction with reviews of the Business Groups. Consumer research
supported this strategy. The Board approved the continued roll-out of this strategy to generate growth by creating Desire at Scale
through SASSY brands. The Board also approved the people elements of this, through a winning culture and attracting the best
talent, and the organisational elements through AI and technology, together with productivity and simplicity.
Governance Report
Unilever Annual Report and Accounts 2025
61
OPERATION OF THE BOARD
Unilever stakeholders
How Unilever engages with stakeholders
How the Board interacts on
stakeholder issues
Customers
We partner with large
and small retailers
across different trading
environments around
the world to grow
categories.
See pages 19, 22, 25
and 28
We use the Advantage Group Survey across global markets
to help us understand how we can improve our customers’
experience of working with Unilever.
Our customers across different channels and trading
environments partner with our customer development teams
to grow categories, connecting regularly to turn consumer
and shopper insights into growth plans. We create Joint
Business Plans with key customers for mutual benefit.
Business Groups provide feedback
to the Board on customer landscape
and priorities.
Direct engagement with
key customers during region and
market visits by Board members.
2025 Board engagement
There is regular, ongoing investment in all aspects of Unilever’s supply chain capabilities for customers globally, supporting delivery
excellence and product availability. The Board undertook a review of customer service levels across all channels, including in
particular digital capabilities. Unilever continued to achieve increasing levels of customer service and satisfaction, and the Board
supported ongoing investment and capabilities in this area. The stakeholder engagement reinforced the Company’s approach in
relation to customers.
Suppliers & Business
Partners
We collaborate with
suppliers worldwide
to source essential
materials and secure
critical services.
See pages 19, 22, 25
and 28
Our Supply Chain and Procurement teams maintain frequent
and transparent communication with suppliers and business
partners, fostering strong and reliable relationships.
Each year, we conduct the annual Partner to Win survey to
gain insights into our suppliers’ experiences and identify
areas for improvement.
We uphold a Responsible Partner Policy, which sets out
mandatory requirements that all supply chain partners must
meet.
The Board receives regular reports
in relation to supply chain matters,
ensuring robust governance and
continuous improvement across
our operations.
2025 Board engagement
The Board reviewed and approved the 2025 Modern Slavery Act Statement, which is available on unilever.com. The Corporate
Responsibility Committee also reviewed the Company’s approach to Human Rights. Both the Modern Slavery Act Statement and the
work we do on Human Rights support our committed supplier base, as they reinforce the commitment of Unilever and its suppliers
to our Code of Business Principles, which can be found on unilever.com. The Board reviewed ongoing investment in the supply
chain, particularly in technology and simplification. Together with the processes detailed above, these initiatives strengthen our
supply chain resilience and reinforce our commitment to responsible and sustainable business practices.
Planet & Society
We are taking more
focused, urgent and
systemic action in four
priority areas: climate,
nature, plastics and
livelihoods.
See page 29
As part of our sustainability double materiality assessment
on pages 216 to 218, we analyse insights from our key
stakeholders to make sure we are focusing on the most
important impacts, risks and opportunities. These insights
inform our approach and reporting.
Throughout the year, we continued our partnerships with
other businesses, advocating for policy change on a range of
social and environmental issues, including increased levels
of national climate ambition and a Global Plastics Treaty.
Our Chief Corporate Affairs and
Communications Officer provides
reports to the Board.
The Board reviews updates to the
Climate Transition Action Plan and
progress with respect to it, based
on reports provided by the Chair
of the Corporate Responsibility
Committee.
Senior representatives of Unilever’s
corporate sustainability team
attended key policy milestones to
advance our sustainability priorities.
2025 Board engagement
During the year, the Audit Committee and the Board reviewed and approved the first Sustainability Statement of Unilever PLC,
included in the Annual Report and Accounts 2024. The Audit Committee has subsequently reviewed and approved the updates
to the Sustainability Statement for inclusion in this Annual Report and Accounts 2025 (see page 72 of the Audit Committee Report).
The Board has approved the 2025 Sustainability Statement. Stakeholder engagement continues to influence the Company’s
sustainability agenda and provides important support for it.
The Corporate Responsibility Committee reviewed the Company’s strategy to invest in reducing the use of plastics. Following this
review, and discussion at Board level, the Company continues to invest in research and development in this area in support of its
ambitious targets to reduce plastic waste. Further details are in the Sustainability Statement on pages 243 to 246.
 
62
Unilever Annual Report and Accounts 2025
Governance Report
Additional Information
Additional disclosures
The following disclosures are made in compliance with the Financial Conduct Authority’s UK Listing Rule 6.6.1:
UK Listing Rule 6.6.1
Interest capitalised by the Group during the year
None
Details of where a shareholder
has agreed to waive future
dividends
As at 2 March 2026, Fidelity held 256,281
ordinary shares of 31/2p of Unilever PLC
on behalf of the Company to be used in
satisfaction of employee share scheme (‘ESS‘)
obligations. Fidelity has agreed to waive, on
an ongoing basis, any dividends payable in
respect of such shares. As at 2 March 2026,
the Trustee of the Company’s Employee
Benefit Trust (‘EBT’) held 1,062,865 ordinary
shares of 31/2p of Unilever PLC. The Trustee of
the EBT has agreed to waive, on an ongoing
basis, any dividends payable on shares it
holds in trust for use under the Company’s
ESS. The practice of Fidelity and the Trustee of
the EBT is to abstain from voting on the shares
that they hold. Details of the employee share
schemes can be found on pages 79, 99 to 101
and 104.
Publication of unaudited financial information,
profit forecast or profit estimate
Not applicable
Details of any long-term incentive schemes under
Listing Rule 9.3.2R(2)
Not applicable
Director waiver of emoluments
Not applicable
Director waiver of future emoluments
Not applicable
Allotments for cash of equity securities made
during the year
None
Allotments for cash of equity securities made
by a major unlisted subsidiary during the year
Not applicable
Details of participation of parent undertaking
in any placing made during the year
Not applicable
Details of relevant material contracts in which
a Director or controlling shareholder was
interested during the year
Not applicable
Contracts for the provision of services by
a controlling shareholder during the year
Not applicable
Statements relating to controlling shareholders
and ensuring company independence
Not applicable
Details of where a shareholder
has agreed to waive future
dividends
See above
FUTURE DEVELOPMENTS, RESEARCH AND
DEVELOPMENT AND IMPORTANT EVENTS
Certain information required to be included in the Directors’
Report has been included in the Strategic Report given its
strategic importance to Unilever. This includes information in
respect of important events that have occurred since the end
of the financial year (page 183), an indication of likely future
developments in the business of the Group (pages 19, 22, 25
and 28), and an indication of activities of the Group in the field
of research and development (pa ge 206).
DISCLOSURE OF INFORMATION TO THE
EXTERNAL AUDITOR
Each of the Directors who held office at the date of approval
of this report confirms that, to the best of each of the Directors’
knowledge and belief, and having made appropriate enquiries,
all information relevant to enabling the auditors to provide their
opinions on the Company’s consolidated and parent company
accounts has been provided. Furthermore, each of the Directors
has taken all reasonable steps to ensure their awareness of any
relevant audit information and to establish that the Company’s
auditors are aware of any such information. This confirmation
is given and should be interpreted in accordance with the
provisions of Section 418 of the Companies Act 2006.
DIRECTORS SHARE INTERESTS
Details of the Directors’ interests in shares can be found in the
Directors’ Remuneration Report on pages 100 to 101 and 103.
CONTRACTS OF SIGNIFICANCE
During the year, no Director had any interest in any shares
or debentures in the Company’s subsidiaries, or any material
interest in any contract with the Company or a subsidiary being
a contract of significance in relation to the Company’s business.
No member of the Group is party to any significant agreement
that takes effect, alters or terminates upon a change of control
or following a takeover of Unilever PLC. In addition, there are
no agreements providing for compensation for loss of office
or employment as the result of a takeover of Unilever PLC.
There are no controlling shareholders of Unilever PLC.
APPOINTMENT OF DIRECTORS
The rules governing the appointment and retirement of directors
are set out in the appointment procedure for PLC Directors,
available on our website, and are summarised in the report
of the Nominating and Corporate Governance Committee.
POWERS OF THE DIRECTORS
The Board of Directors is responsible for the management of
the business of the Company and may exercise all powers of
the Company, subject to applicable legislation and regulation
and the Company’s Articles. See page 51 for further details.
STAKEHOLDER ENGAGEMENT
Details of the Company’s engagement with stakeholders are
given on pages 60 and 61.
DIRECTORS INDEMNITIES AND DIRECTORS
AND OFFICERS INSURANCE
The power to indemnify Directors, together with former Directors,
the Group Company Secretary and the directors of subsidiary
companies, is provided for in the Company’s Articles of
Association.
Unilever maintains appropriate D&O insurance to the extent
permitted by law. In addition, Unilever has granted indemnities
to each Director and the Group Company Secretary, together
with former Directors and Company Secretaries of Unilever and
the directors of subsidiary companies, whereby the Company
indemnifies these individuals in respect of any proceedings
brought by third parties against them personally in their capacity
as Directors or Officers of the Company or any Group company.
These “qualifying third-party indemnity provisions” were in force
during the course of the financial year ended 31 December 2025
Governance Report
Unilever Annual Report and Accounts 2025
63
ADDITIONAL INFORMATION
and remained in force at the date of this report. The Company
would also fund ongoing costs in defending a legal action as
they are incurred rather than after judgement has been given.
In the event of an unsuccessful defence in an action against
them, individual Directors would be liable to repay the Company
for any damages and to repay defence costs to the extent
funded by the Company. Neither the indemnity nor the D&O
insurance cover provides cover in the event a Director or
Officer is proved to have acted fraudulently or dishonestly.
In addition, the Company provides indemnities (including, where
applicable, a qualifying pension scheme indemnity provision) to
the Directors of three subsidiaries, each of which acts or acted
as trustee of a Unilever UK pension fund. Appropriate trustee
liability insurance is also in place. As above, these indemnities
were in force during the course of the financial year ended 31
December 2025 and remained in place at the date of this report.
POLITICAL DONATIONS
At the 2025 AGM, shareholders passed a resolution to authorise
the Company and its subsidiaries to make political donations
to political parties or independent election candidates, to other
political organisations, or to incur political expenditure (in each
case as defined in the Companies Act 2006). As the authority
granted at the 2025 AGM will expire, renewal of this authority
will be sought at this year’s AGM. Further details are available
in the Notice of AGM on the Company’s website.
It is the policy of the Company not to make such political
donations or to incur political expenditure (within the ordinary
meaning of those words), and the Directors have no intention
of changing that policy. However, as the definitions used in
the Companies Act 2006 are broad, it is possible that normal
business activities, which might not be thought to be political
donations or expenditure in the usual sense, could be caught.
On that basis, the authority is sought purely as a precaution.
The Board members have each confirmed compliance with
Unilever’s Code of Business Principles, as is required on an annual
basis, and that there has been no political activity or payments
by the Unilever Group.
SHARES
Share capital
Unilever’s issued share capital on 31 December 2025 was made
up of £76,335,183 split in to 2,181,005,247 ordinary shares of
31/2p each and each carrying one vote. There were no securities
in issuance that carry special rights with regard to the control
of Unilever.
Share issues, purchase of shares and share capital
consolidation
Unilever’s issued share capital on 1 January 2025 was made
up of £78,446,584, split in to 2,521,497,338 ordinary shares of
31/9p each, and each carrying one vote. A total of 43,550,481
Unilever ordinary shares were held in treasury at 1 January 2025,
representing 1.73% of Unilever’s issued share capital.
At the 2025 AGM held on 30 April 2025, Unilever’s Directors
were authorised to:
issue new shares, up to a maximum of £25,666,666 nominal
value (which at the time represented approximately 33%
of Unilever’s issued ordinary share capital);
disapply pre-emption rights up to a maximum of £3,850,000
nominal value (which at the time represented approximately
5% of Unilever’s issued ordinary share capital) for general
corporate purposes and an additional 5% authority in connection
with an acquisition or specified capital investment; and
make market purchases of its ordinary shares, up to a maximum
of 247,500,000 ordinary shares (which at the time represented just
under 10% of PLC’s issued ordinary share capital) and within the
price limits prescribed in the resolution.
Unilever undertook a €1.5 billion share buyback programme
in 2025. The purpose of the share buyback programme was
to reduce the capital of Unilever, and Unilever bought back
27,815,955 Unilever ordinary shares of 31/9p each, with an
aggregate market value equivalent of €1,499,999,964, which
are held in treasury. The shares repurchased in 2025 comprised
1.10% of Unilever’s issued share capital as at 30 November 2025.
Outside of this share buyback programme, no other company
within the Group purchased any Unilever ordinary shares or
American Depositary Shares during 2025. During 2025, there
were 3,500,000 Unilever ordinary shares of 31/9p each issued
in satisfaction of employee share scheme awards.
As at 30 November 2025, Unilever’s share capital was
made up of 2,524,997,338 ordinary shares of 31/9p each.
A total of 71,366,436 were held as treasury shares as at this
date, representing 2.83% of Unilever’s issued share capital.
On 3 December 2025, Unilever cancelled 13,288,138
treasury shares.
As part of the demerger of TMICC, shareholders approved
a share consolidation of the ordinary shares of Unilever PLC
at the Extraordinary General Meeting of the Company held on
21 October 2025. The demerger subsequently took effect on
6 December 2025. Following the demerger, on 9 December 2025,
the ordinary shares of 31/9p of Unilever PLC were consolidated
in the ratio of 8 new Unilever shares of 31/2p each for every
9 existing ordinary shares. As a result, as at 9 December 2025,
the ordinary share capital of Unilever PLC was £78,142,064,
comprising 2,232,630,400 ordinary shares of Unilever PLC of
31/2p each, and of which 51,625,153 were held in treasury.
On 10 December 2025, Unilever cancelled the remaining
51,625,153 treasury shares.
Right to hold and transfer ordinary shares or
exercise voting rights
Unilever’s constitutional documents place no limitations on the
right to hold or transfer Unilever ordinary shares. There are no
limitations on the right to hold or exercise voting rights on the
ordinary shares of Unilever imposed by English law. Unilever
is not aware of any agreements between holders of securities
that may result in restrictions on transfer or voting rights.
Please also see page 211.
SIGNIFICANT SHAREHOLDERS OF UNILEVER
As far as Unilever is aware, the only holders of more than 3% of,
or 3% of voting rights attributable to, Unilever’s ordinary share
capital (‘Disclosable Interests’) on 31 December 2025, were
BlackRock, Inc. with a shareholding of 8.5%, The Vanguard Group,
Inc. with a shareholding of 5.4% and Wellington Management
Company LLP with a shareholding of 3.1%.
No Disclosable Interests have been notified to Unilever between
1 January 2026 and 2 March 2026 (being a date not more than
one month prior to the date of the Company’s Notice of Annual
General Meeting). As far as Unilever is aware, between 1 January
2023 and 2 March 2026, only The Vanguard Group, Inc.,
BlackRock, Inc., and Wellington Management Company LLP
have held more than 3% of, or 3% of voting rights attributable to,
Unilever’s ordinary shares.
ACCOUNTING POLICIES, FINANCIAL INSTRUMENTS
AND RISK
Details of the Group’s accounting policies, together with post-
balance sheet events and details of financial instruments and
risk (including the Group’s objectives, policies and processes for
managing its capital; its financial risk management objectives;
details of its financial instruments and hedging activities; and
its exposures to price, credit liquidity and cash flow risk), are
provided in notes 1, 16, 18 and 26 on pages 134, 166, 175 and 183
respectively to the Financial Statements.
64
Unilever Annual Report and Accounts 2025
Governance Report
ADDITIONAL INFORMATION
EMPLOYMENT OF DISABLED PEOPLE
Unilever has a range of employment policies that clearly detail
the standards, processes, expectations and responsibilities of
its people and the organisation. These policies are designed
to ensure that everyone – including those with existing or new
disabilities and people of all backgrounds – is treated equally
throughout the recruiting process and during their career
at Unilever. This includes access to appropriate training,
development opportunities or job progression.
EMPLOYMENT SHARE PLANS
The Company operates a number of employee share plans,
details of which are set out in note 4C to the Financial Statements
on page 147 and in the Directors’ Remuneration Report on pages
97 to 98 and 99 to 101.
RELATED PARTY TRANSACTIONS
Transactions with related parties are conducted in accordance
with agreed transfer pricing policies and include sales to joint
ventures and associates. Other than those disclosed in note 23 to
the consolidated financial statements (and incorporated herein
as above), there were no related party transactions that were
material to the Group or to the related parties concerned that
are required to be reported in 2025, or in 2026 up to 2 March
2026 (the latest practicable date for inclusion in this report).
CORPORATE GOVERNANCE COMPLIANCE
We conduct our operations in accordance with internationally
accepted principles of good governance and best practice,
while ensuring compliance with the corporate governance
requirements applicable in the countries in which we operate.
Unilever is subject to corporate governance requirements
(legislation, codes and/or standards) in the UK and the US, and
in this section, we report on our compliance against these.
United Kingdom
In 2025, Unilever has applied the principles and complied with
the provisions of the UK Corporate Governance Code. Further
information on how Unilever has applied the five overarching
categories of principles can be found on the following pages –
(i) Board Leadership: pages 56 to 61; (ii) Division of Responsibilities:
pages 56 and 57; (iii) Composition, Succession and Evaluation:
pages 57 to 59; (iv) Audit, Risk and Internal Controls: pages 71 to
73; and (v) Remuneration: pages 78 to 108. The UK Corporate
Governance Code is available on the Financial Reporting
Council’s (FRC) website.
Risk management and control
Our approach to risk management and systems of internal
control is in line with the recommendations in the FRC’s revised
guidance, ‘Risk management, internal control and related
financial and business reporting’ (the Risk Guidance). It is
Unilever’s practice to review acquired companies’ governance
procedures and align them to the Group’s governance
procedures as soon as is practicable.
Greenhouse gas (GHG) emissions
Information on GHG emissions can be found on page 231.
Employee involvement and communication
Unilever’s UK companies maintain formal processes to inform,
consult and involve employees and their representatives.
A National Consultative Forum, comprising employees and
management representatives from key locations, meets
regularly to discuss issues relating to Unilever sites in the UK.
We recognise collective bargaining at a number of sites and
engage with employees via the Sourcing Unit Forum, which
includes national officer representation from the three
recognised trade unions.
A European Works Council, embracing employee and
management representatives from countries within Europe,
has been in existence for several years and provides a forum
for discussing issues that extend across national boundaries.
See page 58 for further details on how the Board has engaged
with the workforce.
Equal opportunities
Consistent with our Code of Business Principles, Unilever
ensures that all applications for employment are given full and
fair consideration, and that everyone is given access to training,
development and career opportunities. Every effort is made to
re-skill and support employees who become disabled while
working within the Group.
United States
Unilever is listed on the New York Stock Exchange (NYSE).
As such, Unilever must comply with the requirements of US
legislation, regulations enacted under US securities laws, and
the Listing Standards of the NYSE that are applicable to foreign
private issuers, copies of which are available on their websites.
We comply with the Listing Standards of the NYSE applicable
to foreign private issuers. We are required to disclose any
significant ways in which our corporate governance practices
differ from those required of US domestic companies listed on
the NYSE. Our corporate governance practices are primarily
based on the requirements of the UK Listing Rules and the UK
Corporate Governance Code but substantially conform to those
required of US domestic companies listed on the NYSE. The only
significant way in which our corporate governance practices
differ from those required of US domestic companies under
Section 303A Corporate Governance Standards of the NYSE
is that the NYSE rules require that shareholders must be given
the opportunity to vote on all equity compensation plans and
material revisions thereto, with certain limited exemptions.
The UK Listing Rules require shareholder approval of equity
compensation plans only if new or treasury shares are issued
for the purpose of satisfying obligations under the plan, or if
the plan is a long-term incentive plan in which a director may
participate. Amendments to plans approved by shareholders
generally only require approval if they are to the advantage of
the plan participants.
For the year ended 31 December 2025, and for the current year
up to 2 March 2026, there was no erroneously awarded
compensation to the directors of Unilever.
All senior executives and senior financial officers have declared
their understanding of and compliance with Unilever’s Code of
Business Principles and the related Code Policies. No waiver from
any provision of the Code of Business Principles (published on
our website) or Code Policies was granted in 2025 to any of the
persons falling within the scope of the Securities and Exchange
Commission (SEC) requirements.
Risk management and control
Following a review by the Disclosure Committee, Audit
Committee and the Board, the CEO and CFO concluded that
the design and operation of the Group’s disclosure controls
and procedures, including those defined in the US Securities
Exchange Act of 1934 – Rule 13a – 15(e), as at 31 December 2025,
were effective. Unilever is required by Section 404 of the US
Sarbanes-Oxley Act of 2002 to report on the effectiveness of
its internal control over financial reporting. This requirement is
reported on in the ‘Management’s Report on Internal Control
over Financial Reporting’ section on page 212.
The Directors’ Report has been approved by the Board, and
signed on its behalf by Prakash Kakkad, Chief Legal Officer
and Group Company Secretary.
Governance Report
Unilever Annual Report and Accounts 2025
65
Report of the
Nominating
and Corporate
Governance
Committee
The Committee was engaged
in two Non-Executive Director
appointments, the appointments
of the new Chief Executive Officer
and the new Chief Financial Officer,
and changes to the Unilever
Leadership Executive.
Ian Meakins
Chair of the Nominating and Corporate
Governance Committee
I am pleased to present the report of the Nominating and
Corporate Governance Committee for the year ended
31 December 2025.
Andrea Jung, a Non-Executive Director who was also our Vice
Chair and Senior Independent Director, retired from the Board
at the conclusion of the AGM of the Company held on 30 April
2025. Susan Kilsby was appointed as Vice Chair and Senior
Independent Director in her place with immediate effect at that
time. We give our thanks to Andrea for her service to Unilever.
The Committee had reviewed the requirements for Non-
Executive Directors in 2024, and two further Non-Executive
Directors, Benoît Potier and Zoe Yujnovich, joined on 1 January
2025 and 1 March 2025 respectively. Their appointments were
confirmed by shareholders at the 2025 AGM.
Hein Schumacher stepped down as Chief Executive Officer and
as a Board Director on 1 March 2025 and left the Company on
31 May 2025. As mentioned in my Chair’s statement:
Fernando Fernandez was appointed Chief Executive Officer
with effect from 1 March 2025;
Srinivas Phatak, who had been Unilevers Acting CFO, became
Chief Financial Officer on 16 September 2025; and
On 7 October 2025, we announced that Belén Garijo López
would be appointed to the Board. This appointment is
expected to take effect during 2027.
The Committee considers that the Board’s current size,
with the additional Board members appointed or announced in
2025, and its collective experience are effective for the running
of the Company. The Committee will maintain the size and
experience of the Board under review on a continuous basis.
The Committee has also been involved in the consideration of
positions on the Unilever Leadership Executive (ULE) during the
year. At the end of July 2025, Rohit Jawa, Chief Executive Officer
and Managing Director of Hindustan Unilever Limited, stood
down. Priya Nair took on the role of Chief Executive Officer and
Managing Director of Hindustan Unilever Limited with effect from
1 August 2025. We are currently in the process of a search to find
a successor to Priya Nair for the role of Business Group President,
Beauty & Wellbeing.
With effect from 31 December 2025, Esi Eggleston Bracey stood
down from her role as Chief Growth and Marketing Officer
and left the Company on 31 January 2026. The role of Chief
Marketing Officer, Unilever, and Beauty & Wellbeing is now
undertaken by Leandro Barreto.
In addition, Maria Varsellona stood down from the role of Chief
Legal Officer and Group Secretary and left the Company on 28
February 2026. With effect from 1 March 2026, the role of Chief
Legal Officer and Group Company Secretary is now undertaken
by Prakash Kakkad.
The Committee reviewed and approved the nature of the
workforce engagement activities that the Board undertook in
the year, and details of these are set out on page 58.
In 2026, the Committee will look at Board composition in the
context of the ongoing transformation of the Company and, in
conjunction with this, it will also continue to review the long-term
succession plans for the Board and the ULE.
I would like to thank the members of the Committee for their
commitment and contribution throughout the year.
Ian Meakins
Chair of the Nominating and Corporate
Governance Committee
66
Unilever Annual Report and Accounts 2025
Governance Report
REPORT OF THE NOMINATING AND CORPORATE GOVERNANCE COMMITTEE
COMMITTEE MEMBERS AND ATTENDANCE
Attendance
Ian Meakins Chair
5/5
Adrian Hennah
5/5
Andrea Jung
(member until 30 April 2025)
2/3
Zoe Yujnovich
(member from 1 May 2025)
4/4
The Chair of the Board, Ian Meakins, chairs the Nominating
and Corporate Governance Committee. Adrian Hennah and
Zoe Yujnovich are independent Non-Executive Directors and
members of the Committee. The Chief Legal Officer and Group
Company Secretary is secretary to the Committee. The CEO
and the Chief People Officer regularly attend meetings and
other members of senior management attend the meetings
when invited to do so.
There were five meetings of the Committee in 2025, and the
table above shows attendance at meetings of the Committee
in the year. Andrea Jung stepped down from the Committee in
April 2025. Given the changes in the Committee membership
this year, attendance is expressed as the number of meetings
attended out of the total number each Director was eligible
to attend during their respective tenure on the Committee.
ROLE OF THE COMMITTEE
The Nominating and Corporate Governance Committee is
primarily responsible for:
periodically assessing the structure, size and composition
of the Board;
evaluating the balance of skills, experience, independence,
diversity and knowledge of the Board;
ongoing succession planning (including the development
of a diverse pipeline for succession);
drawing up selection criteria and appointment procedures
for Directors;
reviewing the feedback in respect of the role and functioning
of the Board Committees arising from Board and Board
Committee evaluations;
periodically reviewing and assessing Unilever’s practices and
procedures in relation to workforce engagement; and
considering current and developing corporate governance
matters, which it brings to the attention of the Board where
deemed necessary.
The Committee’s terms of reference are set out in the
Governance of Unilever, which can be found on the
Company’s website.
ACTIVITIES OF THE COMMITTEE
During the year, the Committee:
recommended the election and re-election of Directors at the
2025 AGM, following a review of their performance and,
where relevant, their independence;
reviewed the composition of the Board and its Committees,
taking into account the experience, skills, knowledge, diversity
and attributes of the Directors and the length of tenure of the
Non-Executive Directors, resulting in changes to the
Committee memberships;
appointed Egon Zehnder to support the Committee in the
search for new Non-Executive Directors, culminating in the
appointment of Belén Garijo López. Egon Zehnder is an
independent search firm that has undertaken several non-
executive searches for Unilever. Egon Zehnder does not have
any connection to the Directors or Unilever except for normal
course recruitment processes;
appointed Spencer Stuart to support the Committee in the
search for a new Chief Financial Officer. Spencer Stuart is an
independent search firm that has undertaken a number of
executive and senior management searches for Unilever.
Spencer Stuart does not have any connection to the Directors
or Unilever except for normal course recruitment purposes;
kept under review best practice guidelines and preferences
of certain institutional investors in relation to overboarding to
ensure continued compliance;
reviewed the ULE succession plan and talent pipeline;
conducted an annual review of the diversity policy applicable
to the Board;
conducted a review of workforce engagement activities in the
year and the plan for the following year, as well as the terms of
reference for the Committee and the annual work plan for the
Committee;
considered the process and timetable for the Board evaluation
and maintained oversight of the process (see page 57 for
further information);
received updates on current and emerging corporate
governance legislation, regulation and best practice
guidelines, including in relation to directors’ duties; and
considered the Committee’s report for inclusion in
the 2024 Annual Report and Accounts.
APPOINTMENT AND REAPPOINTMENT OF
DIRECTORS TO THE BOARD
All Directors (unless they are retiring) are nominated by the
Board for election or re-election at the AGM each year on the
recommendation of the Committee. The Committee takes into
consideration the outcomes of the Chairs discussions with each
Director on individual performance and the evaluation of the
Board and its Committees. Non-Executive Directors normally
serve for a period of up to nine years.
The Board appointed Benoît Potier as an independent Non-
Executive Director with effect from 1 January 2025. He was
therefore put forward for election by shareholders for the first
time at the 2025 AGM.
The Board also appointed Zoe Yujnovich as an independent
Non-Executive Director with effect from 1 March 2025. She was
therefore put forward for election by shareholders for the first
time at the 2025 AGM.
The Committee proposed the election or re-election of all
Directors, other than those retiring, at the 2025 AGM.
All the Directors proposed were appointed by shareholders
by a simple majority vote at the 2025 AGM.
The Committee reviews the composition of the Board Committees.
The Committee recommended in April 2025 that Zoe Yujnovich
be appointed a member of the Nominating and Corporate
Governance Committee, that Benoît Potier be appointed a
member of the Audit Committee, that Benoît Potier and Zoe
Yujnovich be appointed members of the Corporate Responsibility
Committee and that Susan Kilsby be appointed as Chair of the
Remuneration Committee. The Board also appointed Susan Kilsby
as Vice Chair of the Board and Senior Independent Director.
In February 2025, we also announced that, with effect from
1 March 2025, Hein Schumacher would step down as CEO and as
a director and Hein left the Company on 31 May 2025. Fernando
Fernandez was appointed CEO with effect from 1 March 2025.
On 16 September 2025, we announced that Srinivas Phatak was
appointed by the Board as Chief Financial Officer. Srinivass
appointment as a director will be put to shareholders at the
AGM in 2026.
OVERBOARDING
As part of the annual evaluation process for each Director,
full consideration was given to the number of external positions
held to ensure that the time commitment required did not
compromise the Director’s commitment to Unilever. The views of
various investor bodies and the approach of certain institutional
investors with respect to overboarding were taken into account.
Governance Report
Unilever Annual Report and Accounts 2025
67
REPORT OF THE NOMINATING AND CORPORATE GOVERNANCE COMMITTEE
The Committee did not identify any instances of overboarding.
The full list of external appointments held by our Directors can
be found in their biographies on pages 52 and 53. The CEO
currently has no external appointments and the CFO is a Non-
Executive Director of one external company. The Committee
considers that the appointments of the Non-Executive Directors
and the broad range of experience from these appointments
benefit Unilever.
The Committee concluded that all individual Directors had
sufficient time to commit to their appointment as a Director
of Unilever and did so.
BOARD DIVERSITY POLICY
Unilever’s Board Diversity Policy, which is reviewed by the
Committee each year, is available on the Company’s website.
This commitment is in line with Unilever’s Code of Business
Principles, and in compliance with the 2024 UK Corporate
Governance Code and the Companies Act 2006, and is
embedded in the way we do business and conduct ourselves
at all levels of the organisation. The objective of the policy is to
provide guidance that the composition and quality of the Board
should be in keeping with the size and geographical spread of
Unilever, its portfolio, culture and status as a listed company.
The Board Diversity Policy is taken into account when making
appointments to the Board and its committees and developing
a succession plan by assessing candidates on merit, considering
their wide-ranging experience, backgrounds, skills, knowledge
and insight, with a continuing emphasis on diversity, including
but not limited to factors outlined in applicable regulations,
guidance, and industry and government best practices.
The Board supports the recommendations of the FTSE Women
Leaders Review on gender diversity and the Parker Review on
ethnic diversity. Specifically:
As at 31 October 2025, female representation within our
Unilever Leadership Executive (ULE) and ULE direct reports
(excluding administrative and support roles) stood at 31%
(including Executive Directors) and 34% respectively. This
compared to 31% female representation on the ULE (including
Executive Directors) and 40% female ULE direct reports as at
31 October 2024.
These figures formed the basis of our 2025 FTSE Women
Leaders submission, made on 30 November 2025, and included
Ice Cream employees due to the revised demerger timeline.
For Board gender reporting, we submitted data for the Chair
of the Company, the CEO, the CFO and Senior Independent
Director, and have met the FTSE Women Leaders Review
recommendation of having a woman in the Chair or Senior
Independent Director role.
We continued to meet the Parker Review expectation of at
least one ethnic minority Board member. As at 31 December
2025, ethnic minority representation on the Board (including
Executive Directors) was 30% while ethnic minority
representation on the ULE was 50% (including Executive
Directors).
As at 31 December 2025, senior management working in the
UK (ULE and ULE direct reports) comprised 32% minority ethnic
leaders, 52% white, and 16% for whom data was not disclosed.
This compares with the 2024 position, in which 24% of senior
management were minority ethnic, 52% white and 24%
undisclosed, following the Parker Review’s transition to a
UK-only reporting basis. In light of this progress, our ambition
is to maintain at least 32% minority ethnic representation in
UK senior management by 31 December 2027, in line with the
Parker Review requirements.
Please also refer to the information on gender reporting on
page 48.
WORKFORCE ENGAGEMENT POLICY
There were no changes to the Workforce Engagement Policy
in the year.
SUCCESSION PLANNING
Board
The Committee reviews the adequacy and effectiveness of
succession planning processes, and the Board reviews the
succession plan in conjunction with the Committee.
The succession plan is based on merit and objective criteria.
The Board should comprise a majority of Non-Executive Directors
who are independent of Unilever, free from any conflicts of
interest and able to allocate sufficient time to carry out their
responsibilities effectively. With respect to composition, regard
is given to the Board Diversity Policy and the Board should also
have sufficient understanding of the markets and business where
Unilever is active in order to understand any relevant key trends
and developments.
The Board has had regard to the skills and experience matrix
(see following page) in making appointments to the Board in
2025 as well as the tenure of the existing Board members.
Given the changes to the Company’s portfolio and management
structures, recent Board appointments have had particular focus
on transformation, sector experience and current or recent
executive experience. All Board appointments consider the
relevance of the experience of the Board member to a consumer
goods business and to wider stakeholder interests including
sustainability matters. The Board believes that a Board with a
range of skills, experience, independence and knowledge of the
Unilever Group enhances decision-making, which is beneficial to
Unilever’s long-term success and is in the interests of its
stakeholders. The Board also considers personal attributes such
as critical assessment, judgement, honesty and the ability
to develop trust and forge relationships.
As can be seen in the biographies on pages 52 and 53, and the
tables on page 68, the Board meets this overall profile.
ULE
In conjunction with the Committee, the Board reviews the
succession plan for the ULE. In line with the Board succession plan
approach, the succession plan for the ULE is also based on merit
and objective criteria.
Developing an internal talent pipeline for senior leadership roles
is important for Unilever and, alongside this, external recruitment
of senior management is key to develop capabilities and
broaden management experience.
With respect to internal succession, the plan identifies potential
successors who are considered able to fulfil the roles in the short
term and those in the longer term. Development initiatives for
senior executives are put in place and usually include executive
mentoring and coaching. Senior managers and executives are
encouraged to take on a non-executive directorship role as part
of their personal development.
68
Unilever Annual Report and Accounts 2025
Governance Report
REPORT OF THE NOMINATING AND CORPORATE GOVERNANCE COMMITTEE
Skills and experience matrix
Fernando
Fernandez
Adrian
Hennah
Susan
Kilsby
Ruby
Lu
Judith
McKenna
Ian
Meakins
Nelson
Peltz
Srinivas
Phatak
Benoît
Potier
Zoe
Yujnovich
Business growth and leadership of
large global corporations
Strategy, corporate transactions
and transformation
International experience (including
emerging markets)
Financial expertise
FMCG and consumer insights
Technology, digital and innovation
Marketing and sales channels
Risk management and operational
excellence (including sustainability
and community)
Society, politics and geopolitics
Science and innovation
People, culture and reward
Corporate governance
As required by the UK FCA Listing Rules, the tables below
show that as at 31 December 2025, we had 40% female Board
members (including Executive Directors) against the target
of 40%. The position of Senior Independent Director is held by
a female, and two Board members are from a minority ethnic
background. As at the same date, there was a 12-member
ULE, including Executive Directors, of which four (33%)
were women.
We collect both gender and ethnicity data directly from
Board and ULE members annually on a self-identifying basis in a
questionnaire. This data is used for statistical reporting purposes
and provided with consent. Board members are asked to identify
their gender and ethnicity based on the categories set out in the
tables below.
Gender representation on the Board and ULE as at 31 December 2025
Number of
Board members
Percentage of the
Board
Board (CEO, CFO,
SID and Chair)
Number of ULE
members
Percentage
of the ULE
Men
6
60
3
8
67
Women
4
40
1
4
33
Other
Not specified/prefer not to say
Ethnicity representation on the Board and ULE as at 31 December 2025
Number of
Board members
Percentage of the
Board
Board (CEO, CFO,
SID and Chair)
Number of ULE
members
Percentage
of the ULE
White British or other White (including
minority-white groups)
7
70
2
4
33
Mixed/Multiple Ethnic Groups
2
17
Asian/Asian British
2
20
1
2
17
Black/African/Caribbean/Black British
1
8
Other ethnic group, including Arab
1
10
1
3
25
Not specified/prefer not to say
Governance Report
Unilever Annual Report and Accounts 2025
69
REPORT OF THE NOMINATING AND CORPORATE GOVERNANCE COMMITTEE
Board tenure as at 31 December 2025
13
* Srinivas Phatak joined the Board on 16 September 2025.
1
Board independence as at 31 December 2025
The Non-Executive Directors (including the Chair) comprised
80% of the Board of Directors as at 31 December 2025.
COMMITTEE EVALUATION
The Committee carried out an evaluation of its activities which
was facilitated by the consultancy firm No 4.
The results of this evaluation were discussed by the Committee
in January 2026. Feedback was also provided to the Board with
respect to this evaluation of the Committee. The Committee
concluded that it had operated effectively, in particular in
relation to Board and ULE appointments. The Committee
would continue to focus on this key area, as well as its other
responsibilities for corporate governance.
Ian Meakins
Chair of the Nominating and Corporate
Governance Committee
Adrian Hennah
Zoe Yujnovich
70
Unilever Annual Report and Accounts 2025
Governance Report
Adrian hennah_4RB4909 extend bg copy.jpg
Report of the Audit
Committee
We focused this year on the
demerger of our Ice Cream business,
share capital consolidation, cyber
security and ESRS reporting, in
addition to our usual reporting
and control responsibilities.
Adrian Hennah
Chair of the Audit Committee
On behalf of the Audit Committee, I am pleased to present
the Committee’s report for the year ended 31 December 2025.
In 2025, the Committee consisted of four members: Susan Kilsby,
Ruby Lu, Benoît Potier (appointed in January 2025), and me as Chair.
The Committee believes it has carried out its duties effectively
throughout the year and maintained a high standard of
independent oversight. It has had good support and collaboration
from management, the Internal Audit team and the external
auditors, KPMG.
2025 marked another year of change for the company,
with in particular the implementation of a global productivity
programme and completion of the demerger of our Ice Cream
business on 6 December 2025. The Committee’s primary focus
has been to maintain the integrity of Unilever’s financial and
non-financial reporting and ensure the adequacy of its internal
controls. We also sought reassurance from management on the
Company’s principal and emerging risks, including risk appetite
and associated mitigation.
This year, we continued to focus on topics that are subject
to regulatory change, including the European Sustainability
Reporting Standards (ESRS), the International Sustainability
Standards Board (ISSB) and Corporate Governance Reform. In
preparation for compliance with provision 29 of the revised UK
Corporate Governance Code, applicable from 1 January 2026,
the Committee discussed with management the identification
and assurance of material controls, as well as reviewing the
nature and number of principal risks, which have now been
approved by the Board (see pages 32 to 37).
The Committee also allocated considerable time to other risk
management topics, including cyber security and demerger of
our Ice Cream business, as well as discussing developments in
international taxation, pensions and treasury.
In addition to the formal meetings, Committee members visited
the R&D facility at Port Sunlight, UK, and the US Prestige business,
Paula’s Choice, in Seattle.
In September 2025, the Board appointed a new Chief Financial
Officer, Srinivas Phatak, after an extensive internal and external
search. The Audit Committee was involved in advising the
Nominating and Corporate Governance Committee and the
Board on the selection of the CFO, as well as the appointment
of a new Chief Auditor, Pamela Dickson, who joined in June 2025
with over 30 years of Unilever operational experience.
KPMG continued to provide assurance on ESRS sustainability
reporting in 2025 as part of their scope of services. Management
has made good progress in actioning improvement areas
identified during the first year of ESRS reporting. The
Sustainability Statement is on pages 214 to 270.
As part of the standard five-year rotation for external audit
partners as required by UK regulation, Jonathan Downer has
been appointed to succeed Jonathan Mills as lead engagement
partner following completion of the 2025 audit. On behalf of the
Committee, I would like to thank Jon Mills and look forward to
Jonathan bringing a fresh perspective to our audit process from
the 2026 financial year.
Adrian Hennah
Chair of the Audit Committee
Governance Report
Unilever Annual Report and Accounts 2025
71
REPORT OF THE AUDIT COMMITTEE           
COMMITTEE MEMBERSHIP AND ATTENDANCE
Attendance
Adrian Hennah Chair
9/9
Susan Kilsby
9/9
Ruby Lu
9/9
Benoît Potier
8/9
The Audit Committee is comprised only of independent Non-
Executive Directors, with a quorum requirement of two such
members. The Audit Committee was chaired by Adrian Hennah.
The other members are Susan Kilsby, Ruby Lu and Benoît Potier.
The Board is satisfied that the Audit Committee members are
competent in financial matters and have recent, relevant
experience. For the purposes of the US Sarbanes-Oxley Act
of 2002, Adrian Hennah is the Committee’s financial expert.
Other attendees at Committee meetings included the
Chief Financial Officer (CFO), Chief Auditor, Group Controller,
General Counsel Corporate and Deputy Group Company
Secretary, and the external auditors, KPMG. Throughout the
year, Committee members met periodically without others
present and offered separate private sessions with the CFO,
Chief Auditor and the external auditors to discuss issues in
greater detail.
There were nine scheduled Committee meetings during the
year. Attendance at these meetings is shown above.
CODE OF BUSINESS PRINCIPLES
All actions by Executive Directors, Non-Executive Directors
or any Unilever employees are required to comply with the
Code of Business Principles. This includes, in accordance with
the US Sarbanes-Oxley Act of 2002 and the SEC requirements,
the relevant provisions in relation to a code of ethics for Senior
Financial Officers. No waivers have been requested or granted
for this.
ROLE OF THE COMMITTEE
The role and responsibilities of the Audit Committee are set out
in written terms of reference, which the Committee reviews
annually, considering relevant legislation and recommended
good practice. The terms of reference are contained within
‘The Governance of Unilever,’ available on our website.
The Committee’s responsibilities include, but are not limited to,
the following matters:
oversight of the integrity of Unilever’s financial statements;
review of Unilever’s half-yearly and annual financial
statements (including clarity and completeness of disclosure)
and trading statements for quarter 1 and quarter 3;
review of Unilever’s non-financial statements and the
Sustainability Statement;
oversight of risk management and internal control
arrangements;
oversight of compliance with legal and regulatory
requirements;
oversight of external auditors’ performance, objectivity,
qualifications and independence;
approval process of non-audit services;
recommendation to the Board of the external auditors’
nomination for shareholder approval, and approval of their
fees, see note 25 on page 182; and
performance of the internal audit function.
All relevant matters arising are brought to the attention of
the Board.
Committee Reviews
To help the Committee meet its oversight responsibilities,
focused knowledge sessions are organised throughout the year.
In 2025, these included the demerger of our Ice Cream business,
cyber security, sustainability reporting and Global Business
Services, which provide financial control automation and
process centralisation.
In addition, Committee members visited the Port Sunlight R&D
facility and the US Prestige business, Paula’s Choice, gaining
insights into advancements in our manufacturing and product
development, premium market challenges, and risk and control
management for recently acquired businesses.
The Committee also received presentations from management
and discussed risk management activities, preparation of the
financial statements, the overall control environment, and
operation of financial reporting controls.
Special focus has been given to:
the separation and demerger of our Ice Cream business:
The Committee was actively involved in providing oversight
on the separation process. This included financial and non-
financial reporting impacts, presentation in the Annual Report
and Accounts and historical financial information audits. The
Committee also considered the nature of the separation, key
risks, and the potential areas where the separated Ice Cream
business and the retained Unilever company could hold
different views. To support its assessment and recommendations
to the Board, the Committee was supported by management
and external financial and legal experts.
Cyber Security: The Committee was provided with updates
on the Cyber Security Programme including compliance with
evolving legislation. The Companys cyber security posture,
considering the changing threat environment, was assessed
and challenged by the Committee against the National
Institute of Standards and Technology (NIST) framework.
Any cyber security operational incidents and threats were
highlighted and discussed. For further details, please refer to
our cyber security governance and processes on page 207.
Treasury & Tax Update: Management provided an
update on Group Treasury priorities, including the
impact of the demerger of the Ice Cream business, notably
the share consolidation and share cancellations, as well
as developments in economically volatile markets. The
Committee also reviewed ongoing developments in
international tax, and management of tax risks
and compliance.
In addition, the Committee discussed the control environment
of acquired businesses such as Liquid I.V. and Nutrafol, which
are not integrated into the main legacy Enterprise Resource
Planning (ERP) systems, as well as the work done in tax, treasury
and pension matters.
REPORTING AND FINANCIAL STATEMENTS
The Committee reviewed, prior to publication, quarterly financial
press releases together with the associated internal quarterly
reports from the CFO and the Disclosure Committee and, with
respect to the full-year results, the external auditor’s report. It
also reviewed the Annual Report and Accounts and the Annual
Report on Form 20-F 2025. These reviews incorporated the
accounting policies, significant judgements and estimates
underpinning the financial statements as disclosed in note 1
on page 133.
72
Unilever Annual Report and Accounts 2025
Governance Report
REPORT OF THE AUDIT COMMITTEE           
Particular attention was paid to the following significant matters
in relation to the financial statements:
Demerger of our Ice Cream business: The Committee discussed
the approach and impact of the separation and ultimate
demerger of our Ice Cream business on the discontinued
operations disclosure.
Sustainability Reporting: The Committee discussed
governance, assurance plans and progress made on
previously identified improvement areas. It also reviewed
planned simplifications for Unilever’s ESRS disclosures and
the Corporate Sustainability Reporting Directive (CSRD), and
approved KPMG’s Sustainability Assurance Strategy and
the plan for 2025.
UK Corporate Governance Code: Published on 22 January
2024, the Code introduced a limited set of changes, most
notably relating to a material controls declaration, which
will be required for reporting years commencing 1 January
2026. Unilever will adopt these changes for the 2026 financial
year when they come into effect. During 2025, the Committee
approved management’s approach to the identification of
material controls. Management has reviewed this extensively
and discussed learnings with the Committee to establish the
approach that will be followed in 2026.
Presentation of non-underlying items: The Committee
considered management’s responses to its review and
observations made by the external auditor. There were
no comments from the SEC.
Indirect tax provisions and contingent liabilities: Refer to notes
19 and 20 on pages 177 and 178. The Committee agreed that the
tax provisions and judgements around the likelihood, as well
as the disclosures, are appropriate in the Annual Report and
Accounts 2025 and the Annual Report on Form 20-F 2025.
Revenue recognition: The Committee reviewed the adequacy
of the policy around the cut-off and appropriateness of
rebate accruals.
For each of the above areas, the Committee considered the key
facts and judgements outlined by management. Members of
management attended the applicable section of the Committee
meeting to answer questions or challenges posed by the
Committee. The Committee’s feedback has been incorporated
into the final approach. These matters were also discussed with
the external auditors. See pages 111 to 127 for further information.
The Committee specifically discussed with the external
auditor how management’s judgement and assertions
were challenged and how professional scepticism was
demonstrated during the audit of these areas. This included
the disclosures for each matter noted above. The Committee
is satisfied that the relevant accounting policies are in place
in relation to these significant matters and that management
has correctly applied these policies.
In addition to the matters noted above, our external auditors,
as required by auditing standards, also consider the risk of
management override of controls. Nothing has come to our
or their attention to suggest any material misstatement with
respect to suspected or actual fraud.
At the request of the Board, the Committee undertook to:
review the appropriateness of adopting the going concern
basis of accounting in preparing the annual and half-yearly
financial statements;
assess whether the business was viable in accordance with
the UK Corporate Governance Code. The assessment included
a review of the principal and emerging risks facing Unilever,
their potential impact and how they were being managed,
together with a discussion as to the appropriate period for the
assessment. The Committee recommended to the Board that
there is a reasonable expectation the Group will be able to
continue in operation and meet its liabilities as they fall due
over the three-year period (consistent with the period of the
strategic plan for Unilever PLC) of the assessment; and
consider whether the Unilever Annual Report and Accounts
2025 was fair, balanced and understandable, and whether
it provided the necessary information for shareholders to
assess the Group’s year-end position and performance,
business model and strategy. To make this assessment,
the Committee reviewed drafts of the Annual Report and
financial statements to ensure key messages were aligned
with the Company’s position, performance and strategy. The
Committee also reviewed the processes and controls that are
the basis for its preparation. The Committee was satisfied that,
taken as a whole, the Unilever Annual Report and Accounts
2025 is fair, balanced and understandable.
Regulator Correspondence
During the year, the UK Financial Reporting Council (FRC)
reviewed the Company’s Annual Report and Accounts for the
year ended 31 December 2024 in accordance with the FRC’s
Operating Procedures for Corporate Reporting Review. The
FRC conducted a limited scope review of the supplier finance
arrangements disclosure in the annual accounts and did not
raise any questions. The FRC published this on its website in
December 2025, noting that it did not enter into substantive
correspondence with Unilever. In 2025, Unilever did not receive
any formal notifications or communications from the US
Securities Exchange Commission.
SUSTAINABILITY
The CSRD and the ESRS require large companies operating in
the European Union to report on their sustainability performance
and engage limited assurance work from an external auditor. The
CSRD sets out the requirements, while the ESRS provides detailed
standards for reporting on a range of environmental, social and
governance matters.
During 2025, the Committee received quarterly updates from
management and KPMG on assurance planning, benchmarking
and key regulatory developments. These updates included
information on planned simplifications under the EU Omnibus,
which impact the CSRD, Corporate Sustainability Due Diligence
Directive (CSDDD) and EU Taxonomy. A more substantial review
of the scope of reporting is planned for 2026. In 2025, the
Committee reviewed proposals relating to the presentation
of the demerger of our Ice Cream business given its significance
and limited reporting precedence or guidance. In 2026, we will
review the impact of the demerger on the double materiality
assessment (DMA), targets and baseline values.
The Committee approved the output of the 2025 DMA in October
and was satisfied it continues to reflect Unilever’s material
impacts, risks and opportunities relating to sustainability matters.
The Committee also reviewed the non-financial disclosures,
including ESRS disclosures in this Annual Report and Accounts.
During the year, the Climate Action 100+ Group discussed how to
accelerate the sustainability agenda. In future years, we expect
further mandatory non-financial reporting standards applicable
to the Group, including the EU Omnibus and international
sustainability standards being developed by the ISSB.
RISK MANAGEMENT & INTERNAL CONTROLS
(ASSURANCE)
The Committee reviewed Unilever’s overall approach to risk
management, risk appetite and control, and its processes,
outcomes and disclosure. The assessment was undertaken
through a review of:
the yearly report detailing the risk identification and
assessment process, together with risk areas identified by
management;
reports from senior management on risk areas for which
the Committee had oversight responsibilities: treasury, tax
and pensions, information security, data privacy, legal and
regulatory compliance, and the project management of
business transformation;
the Quarterly Risk and Control Status Reports, including Code of
Business Principles cases relating to fraud and financial crimes;
Governance Report
Unilever Annual Report and Accounts 2025
73
REPORT OF THE AUDIT COMMITTEE           
a summary of control deficiencies identified through controls
testing activities together with action plans to address
underlying causes;
management’s improvements to reporting through further
automation and centralisation; and
the annual financial plan and Unilever’s dividend policy and
dividend proposals.
The Committee reviewed the application of the requirements
under Section 404 of the US Sarbanes-Oxley Act of 2002 with
respect to internal controls over financial reporting. In fulfilling
its responsibilities in relation to risk management and internal
controls, the Committee met regularly with senior members of
management and is satisfied with the key judgements made.
The Committee has completed its 2025 review on both risk
management and internal controls and was satisfied that
the process was effective. Where specific areas for improvement
were identified, adequate mitigating controls were in place,
and sustainable process improvements were underway. Where
controls have been impacted by ongoing transformation, such
as the demerger of our Ice Cream business, actions have been
taken to ensure these are appropriately designed and
implemented. The Committee will continue to ensure that
appropriate procedures are in place for detecting and
preventing fraud.
INTERNAL AUDIT
The Committee reviewed Internal Audit’s plan, which focused
on Unilever’s risk areas, including cyber security, financial
control processes, and product safety and quality, and ensured
the necessary resources were in place to complete the plan
effectively. The Internal Audit team is compliant with the new
Global Internal Audit Standards (GIAS), which came into effect
in January 2025. The team has taken steps to prepare for the
incoming ‘topical requirements’ in 2026 on cyber security and
third parties. The use of data and analytics continues to enable
the team to deliver audits efficiently and with impact.
The Committee reviewed quarterly and year-end summary
reports, including the results of audit activities and the
completion status of agreed actions. During the year, the
Chief Auditor and her leadership team visited several of the
audited markets. Most audits have taken a hybrid approach
of both virtual and physical presence.
Every five years, the Committee engages an independent third
party to perform an effectiveness review of the function. This
was last completed in 2022 and is planned for 2027. In 2025,
the Committee evaluated Internal Audit’s performance and
confirmed its effectiveness. During the year, the Chief Auditor
had multiple interactions with Committee members as part of
Committee preparation and onboarding.
AUDIT OF THE ANNUAL ACCOUNTS
KPMG, Unilever’s external auditors and an independent
registered public accounting firm, reported in depth to the
Committee on the scope and outcome of the annual audit. This
included their audit of internal controls over financial reporting
as required by Section 404 of the US Sarbanes-Oxley Act of 2002.
Their reports included audit and accounting matters, governance
and control, and accounting developments. Additionally, KPMG
provided assurance on Unilever’s compliance with the CSRD,
ensuring that the sustainability information disclosed is sufficient
and appropriate to support a limited assurance conclusion.
The Committee held independent meetings with the external
auditors during the year and reviewed, agreed, discussed and
challenged their audit plan. This included the materiality applied,
and the scope and assessment of the Group’s financial reporting
risk profile.
The Committee discussed the views and conclusions of KPMG
regarding management’s treatment of significant transactions
and areas of judgement during the year. The Committee
considered these and is satisfied with the treatment in the
financial statements.
EXTERNAL AUDITORS
KPMG have been the Group’s auditors since 2014, and
shareholders approved their reappointment as the Group’s
external auditors at the 2025 AGM.
The Committee confirms that the Group is in compliance with
The Statutory Audit Services for Large Companies Market
Investigation (Mandatory Use of Competitive Tender Processes
and Audit Committee Responsibilities) Order 2014, which requires
Unilever to tender the audit every ten years.
The last tender for the audit of the Annual Report and Accounts
was performed in 2022, during which the decision to reappoint
KPMG was unanimously recommended by the Committee and
approved by the Board of Unilever PLC. At present, we are
satisfied with the effectiveness of our current auditors and have
no plans to re-tender before 2032. This position is re-evaluated
each year.
Both Unilever and KPMG have safeguards to protect auditor
independence and objectivity, such as audit partner rotation
and the restriction on non-audit services as described below.
KPMG issued a formal letter to the Committee outlining the
general procedures to safeguard independence and objectivity,
disclosing all relationships with the Company, and confirming
their audit independence.
Each year, the Committee assesses the effectiveness of the
external audit process, which includes discussing feedback
from Committee members and stakeholders at all levels across
Unilever. Interviews are also held with key senior management
within Unilever and KPMG.
In 2025, KPMG continued to provide assurance on ESRS
sustainability reporting as part of their scope of services.
The Committee also reviewed the statutory audit, other audit
and non-audit services provided by KPMG and compliance with
Unilever’s documented approach, which prescribes in detail the
types of engagements listed below, for which the external
auditors can be used:
statutory audit services, including audit of subsidiaries;
other audit services – audits not required by law or regulation;
non-audit services – work that our external auditors are
best placed to undertake, which may include;
services required by law or regulation to be performed
by the audit firm; and
services where knowledge obtained during the audit is
relevant to the service, such as bond issue comfort letters.
Unilever has for many years maintained a policy that prescribes
in detail the types of engagements for which the external
auditors can be used, with all other engagements being
prohibited. The policy is aligned with both UK and SEC
regulations and is updated as necessary.
74
Unilever Annual Report and Accounts 2025
Governance Report
REPORT OF THE AUDIT COMMITTEE           
Audit Fees
All non-audit services are pre-approved by the Audit Committee
in line with the non-audit service policy. The Committee further
reviews all non-audit services on a quarterly basis to ensure the
scope of service aligns with the list of pre-approved services
included in the policy and that the fees are deemed appropriate,
as authorised by Group management in line with the table of
authorities. These authorities are reviewed regularly and
updated as necessary.
The Company has taken appropriate steps to ensure that KPMG
LLP is independent of the Company and has obtained written
confirmation that it complies with guidelines on independence
issued by the relevant accountancy and auditing bodies.
Although, during the year, the Company engaged KPMG LLP
for certain audit-related, non-audit services, the Committee
concluded that KPMG LLP remains independent to provide
objectivity in the conduct of the current audit.
Use of auditors for non-audit work
The Committee recognises that the use of audit firms for non-
audit services can potentially give rise to conflicts of interest.
The Group has a formal policy regarding its use of audit firms
for non-audit services. The Committee, in addition to being
responsible for the oversight of our auditor on behalf of the
Board, also has the responsibility for monitoring how the policy
is implemented.
In 2025, approved non-audit fees were around 84% of the annual
statutory audit fees. The increase (FY24: 52%) was primarily
driven by the work undertaken in respect of the demerger of
our Ice Cream business. The Committee concluded that provision
of these services by KPMG would not compromise audit quality
or threaten auditor independence and is in accordance with
standard practice. KPMG also sought and received approval
from the UK FRC to be engaged for these same services, as it was
likely that for FY25, the non-audit fees subject to the FRC fee cap
requirements, would exceed 70% of the average statutory audit
fee for the previous three years. The Committee is satisfied that
the overall levels of audit-related and non-audit fees, and
the nature of services provided, are such that they will not
compromise the objectivity and independence of our auditor.
Further details are given in note 25 to the financial statements
on page 182.
EVALUATION OF THE COMMITTEE
The Committee carried out an assessment of its effectiveness and
performance in the year, facilitated by the consultancy firm No 4.
The Committee considered the output from that process at
its meeting in January 2026. Feedback was also provided to
the Board as part of its overall Board evaluation. The Committee
concluded that it is performing effectively and will remain
focused on internal control and external reporting. The area
of evolving sustainability reporting requirements and cyber
security will continue to receive attention by the Committee.
Adrian Hennah
Chair of the Audit Committee
Susan Kilsby
Ruby Lu
Benoît Potier
Governance Report
Unilever Annual Report and Accounts 2025
75
Judith mcKenna_ D shape.jpg
Report of th e
Corporate
Responsibility 
Committee
Beyond our reporting and control
responsibilities, we focused this
year on key areas of corporate
and reputational risk, including
litigation, sustainability, business
integrity, and health, safety
and wellbeing.
Judith McKenna
Chair of the Corporate Responsibility Committee
On behalf of the Corporate Responsibility Committee, I am
pleased to present our report for 2025.
During the year, the Committee continued to provide rigorous
governance and oversight of Unilever’s most material corporate
responsibility issues, at a time of increasing scrutiny from
consumers, regulators and wider stakeholders. We worked
closely with management and the Board to oversee key areas
of reputational risk and business integrity, including litigation
and sustainability. In addition, the health, safety and wellbeing
of employees is fundamental to everything we do. We ensured
these matters were appropriately considered and resourced
within Unilever’s broader risk management and decision-making
frameworks.
As part of our mandate to support responsible and sustainable
business practices, the Committee reviewed developments
in emerging regulation, human rights, social-first marketing,
cyber security and geopolitics. Our discussions focused on
how effectively Unilever’s policies, controls and governance
arrangements remain fit for purpose. We also addressed
strengthening the organisation’s ability to manage risk while
responding to changing stakeholder expectations and
market dynamics.
Unilever has long been recognised for its work in sustainable
business, and in 2025 our focus remained on four priority areas
of climate, nature, plastics and livelihoods. The Committee
monitored progress against these priorities, tested the robustness
of management’s plans and the focus of the innovation pipeline,
and supported the disciplined execution of Unilever’s sustainability
strategy and targets. We recognised both the opportunities and
trade-offs involved in delivering long-term value in a rapidly
evolving regulatory and stakeholder environment.
In July 2025, I assumed the role of Chair following the retirement
of Susan Kilsby from the Committee. On behalf of the Committee,
I would like to thank Susan for her exceptional leadership and
contribution. The Committee is well positioned to continue its
work with clarity of purpose and strong governance foundations.
I would also like to express our appreciation to Unilever’s
management team for its ongoing commitment and constructive
engagement on the issues within our remit.
The Committee enters 2026 with strengthened governance
practices, clear business and sustainability priorities, and a
sharpened focus on areas of reputational risk and resilience.
These foundations position Unilever well to navigate an
increasingly complex external environment, and I look
forward to working closely with my fellow Committee
members and management in the year ahead.
Judith McKenna
Chair of the Corporate Responsibility Committee
76
Unilever Annual Report and Accounts 2025
Governance Report
REPORT OF THE CORPORATE RESPONSIBILITY COMMITTEE
COMMITTEE MEMBERS AND ATTENDANCE
Attendance
Judith McKenna Chair
(Chair from 1 May 2025)
4/5
Susan Kilsby Former Chair
(member until 30 April 2025)
3/3
Ruby Lu
5/5
Benoît Potier
4/5
Zoe Yujnovich
(member from 1 May2025)
4/4
This table shows the membership of the Committee together
with their attendance. If Directors are unable to attend a
meeting, they have the opportunity to discuss any agenda items
beforehand with the Committee Chair. Attendance is expressed
as the number of meetings attended out of the number eligible
to be attended.
The Corporate Responsibility Committee comprises four 
Non-Executive Directors: Judith McKenna (Chair), Ruby Lu,
Benoît Potier and Zoe Yujnovich. Susan Kilsby (Former Chair)
retired from the Committee in April 2025.
The Chief R&D Officer and the Chief Corporate Affairs and
Sustainability Officer attend the Committee meetings. The Board
Chair, the Chief Legal Officer and Group Company Secretary,
and subject matter experts from litigation, business integrity,
safety, health and wellbeing, and supply chain may also join the
Committee’s discussions. Other members of management may
join at the Chair’s invitation.
ROLE OF THE COMMITTEE
The Corporate Responsibility Committee oversees Unilever’s
conduct as a responsible global business. A core part of its remit
is its governance and oversight on key areas of corporate
reputation and risk management.
Part of this responsibility is reviewing and managing
sustainability-related risks, opportunities and trends that are
material to Unilever. The Committee also reviews and provides
recommendations to the Board about the Climate Transition
Action Plan (CTAP), which sets out the actions Unilever intends
to take to reduce the business’s direct and indirect emissions
and make progress on our net zero goal by 2039.
The Committee oversees business integrity, health, safety
and wellbeing, as well as significant litigation matters with
potential reputational risk for the Company. The Committee
also has oversight of Unilever’s conduct regarding corporate
and societal obligations, and its reputation as a responsible
company. This includes Unilever’s Code of Business Principles
and third-party compliance with our Responsible Partner Policy.
The Committee considers the Company’s influence and impact
on stakeholders. Central to this is the identification of external
developments and risks that are likely to impact Unilever’s
corporate reputation and to ensure that appropriate and
effective policies and practices are in place, ensuring that
both Unilever’s direct employees and those working within the
Company’s value chain comply with the expected standards
of conduct.
The Committee’s discussions are informed by the experience
of the Unilever Leadership Executive, which is accountable
for driving responsible and sustainable growth through
Unilever’s operations, Business Groups, value chain and brands.
The Chief R&D Officer leads on behalf of management, with
further senior leaders invited to the Committee as relevant to
share their perspectives and insights on key issues, challenges
and external developments.
The Committee’s terms of reference are set out at:
www.unilever.com/investors/corporate-governance.
HOW THE COMMITTEE HAS DISCHARGED ITS
RESPONSIBILITIES
In 2025, the Committee’s principal activities were as follows:
Navigating a changing external landscape
As a business, we continue to navigate growing economic,
environmental and social challenges. Many of the challenges,
such as climate change, nature degradation and plastic pollution,
are compounded by growing geopolitical divides and economic
difficulties. At the same time, there is an increase in the nature and
complexity of litigation matters requiring the utmost diligence and
awareness of emerging risks, and capacity to respond.
Overseeing Code of Business Principles compliance
Our consumers trust us to do business with integrity. Maintaining
our reputation and continued business success requires the
highest standards of behaviour and compliance. The Code and
associated Code Policies set out the ethical standards of conduct
expected of all Unilever employees. Any breach is classified as a
legal and compliance risk to the business (see page 37).
The Corporate Responsibility Committee oversees the Code
and Code Policies, including those related to anti-corruption
and bribery, ensuring they remain fit for purpose and
are appropriately applied, including the mechanisms for
implementing the Code and Code Policies.
In 2025, the Committee approved updates to our Code of
Business Principles to improve clarity, make it easier for
employees to raise concerns, and strengthen controls for
sourcing, quality and recordkeeping. Three additional policies
were also updated to address AI‑related risks in intellectual
property, data privacy and marketing.
The Committee actively reviews an analysis of investigations
into non-compliance with the Code and Code Policies, including
those related to anti-corruption and bribery, and discusses
any trends or learnings arising from these investigations. The
Committee noted the significant improvement in investigation
process and case closure times. There were no material matters
in the context of the Unilever Group.
This year, the Committee acknowledged the continued progress
in employees being able to raise concerns and the strong
recognition of Business Integrity in the UniVoice survey.
Responsible Partner Policy (RPP) compliance
Extending Unilever’s business principles to suppliers
and distributors is essential if Unilever is to do business with
integrity, demonstrate high standards and fight corruption in all
forms. The Responsible Partner Policy (RPP) sets out Unilever’s
requirements that third parties conduct business with integrity
and with respect for human rights and core labour principles.
Breaches of third-party compliance can pose a risk to the business.
The Committee rigorously examines Unilever’s compliance
processes and programmes, and management of the risk of
external business partnerships. In addition, the Committee
tracks compliance with Unilever’s RPP to identify any trends
or process improvements. This year, the Committee focused
on the new compliance system, strengthening governance,
extending coverage to suppliers of non-integrated spends,
as well as sharpening audits and enhanced anti‑bribery and
sanctions screening.
Promoting safety and security
Safety, Health and Environment (SHE) remain fundamental to
Unilever. Unilever is focused on promoting a safety-first culture,
and “Unilever is committed to my safety” was the top-rated
question in our UniVoice survey.
Governance Report
Unilever Annual Report and Accounts 2025
77
REPORT OF THE CORPORATE RESPONSIBILITY COMMITTEE
The Committee oversees Unilever’s approach to safety. It
reviewed performance, including the Total Recordable
Frequency Rate (TRFR), as reported under one of the Health
and Safety Metrics. The Committee noted continued reductions
in injuries, fatalities and risk exposure, driven by data‑led
prioritisation, strengthened road safety and process safety
programmes, and enhanced digital and cultural interventions.
Global security risks remained manageable amid rising youth‑led
activism, persistent (though regionally shifting) theft patterns,
and strengthened capabilities across site security, investigations,
partner oversight and field operations. Looking ahead, focused
resilience planning and enhanced readiness measures will
support continuity through major upcoming events and
heightened geopolitical volatility, including contentious
election cycles in key markets.
Improving the health and wellbeing of employees
The Committee holds responsibility for the health and wellbeing
of Unilever employees, and protection from hazards. In a time
of public health threats, natural disasters, geopolitical conflicts
and increasing global burden of chronic health conditions,
proactive and focused management is essential to optimise
employee wellbeing.
This year, the Committee commended the meaningful
improvements in the health and wellbeing of employees,
reflecting the impact of Unilever’s long-term commitment
to prevention-led programmes. Unilever’s global Healthier
U initiative now reaches more than 59,000 employees across
56 countries and is delivering independently validated gains in
overall health, quality of life and reduced time away from work.
These outcomes underscore the strong foundations Unilever
has built to support a resilient, high-performing workforce.
The Committee will support management in continued
prioritisation, embedding a culture of psychological safety and
constructive challenge, and sustaining investment in prevention-
led approaches that help every colleague thrive.
Respecting and promoting human rights
Respect for human rights remains a foundation of Unilever’s
business, serving to reduce risk, enhance reputation and support
brand growth. While we acknowledge that business can
contribute to positive human rights outcomes, we must ensure
that we are first addressing any harm and the ongoing human
rights challenges that continue to be found in every global
value chain.
The Committee evaluated the Human Rights strategy,
governance and accountability, focusing on priorities and
potential risks to ensure clarity and alignment with our ambition
and legal obligations, including conducting heightened human
rights due diligence, proportionate to the potential risks.
The Committee also reviewed Unilever’s 2025 Modern Slavery
Statement. The statement is part of Unilever’s legislative
requirement to annually publish a statement describing the
steps taken to prevent modern slavery in the business and
supply chain. In 2024, the Statement focused on the continued
implementation of our forced labour action plan, engagement
with rightsholders and programme evaluation.
Delivering ambitious new sustainability goals
Unilever’s sustainability strategy focuses on four priorities:
climate, nature, plastics and livelihoods. These priorities are of
material importance to the business, and where we have the
potential to make the biggest impact.
The Committee discussed operational delivery and performance
management, as well as opportunities to leverage Unilever’s
brands to drive retailer activation and consumer preference for
sustainability. The Committee also discussed material sustainability-
related risks and opportunities for the business.
Sustainability Reporting Risks
This year, the Committee discussed the new reporting
requirements under the European Sustainability Reporting
Standards (ESRS) and the proposed approach, including
consolidating existing reporting requirements on Task Force
on Climate-related Financial Disclosures and the Climate
Transition Action Plan.
The Committee provided guidance on potential reputational
risks that may arise from the ESRS sustainability statement.
Sustainability Progress Index (SPI)
Unilever’s Reward Framework includes a Performance Share
Plan (PSP). This long-term incentive plan is linked to financial
performance, as well as performance against sustainability
goals (see pages 99 to 100).
To come to a view on Unilever’s performance on its sustainability
goals for the purposes of reward, the Committee and the
Remuneration Committee (RC) jointly evaluate performance
against a Sustainability Progress Index (SPI).
2025 SPI outcome
SPI performance is determined by four equally weighted KPIs
and targets – one for each of Unilever’s sustainability pillars.
In making their assessment, the Committee and the RC review
quantitative and qualitative progress across the sustainability
pillar and delivery against the respective sustainability targets.
The Committee considers the performance outcome of SPI and
provides relevant input and guidance to the RC in relation to the
recommendation on SPI outcome. This joint assessment forms
part of the RC’s overall recommendation on the SPI outcome
(see page 97).
Sustainability Progress Index 2026–2028
As agreed in 2023 during the Directors’ Remuneration Policy
review, from SPI 2024–2026 onwards, the SPI will be assessed
using four metrics aligned with Unilever’s sustainability focus
areas. Each target will have a numeric performance range
(threshold and maximum) that will drive the outcome, and the
target will be disclosed prospectively for a three-year period.
The Committee and the RC reviewed and approved the targets
for 2028, as they relate to PSP 2026–2028, including the shift on
plastics to focus on paper-based flexible packaging.
EVALUATION OF THE CORPORATE RESPONSIBILITY
COMMITTEE
As part of Unilever’s governance, Unilever undertakes an
evaluation of its Committees every year. In 2025, the evaluation
was conducted by the consultancy firm No 4 and was overseen
by the Chair of the Company and the Chief Legal Officer and
Group Company Secretary.
Feedback was provided to the Board, including Committee
members, as part of its evaluation of the overall effectiveness
of the Board. It was concluded that the Committee is
performing effectively.
Judith McKenna
Chair of the Corporate Responsibility Committee
Ruby Lu
Benoît Potier
Zoe Yujnovich
78
Unilever Annual Report and Accounts 2025
Governance Report
D shape positional images_susan.jpg
Directors’
Remuneration
Report
We believe our new Policy will equip
us with the right remuneration tools to
serve our global business effectively,
incentivise the delivery of our strategic
objectives and drive top-third
shareholder returns.
Susan Kilsby
Chair of the Remuneration Committee
CONTENTS
page
2025 remuneration at a glance
2026 remuneration at a glance
Remuneration Policy 2026
Single figure of total remuneration for 2025
2025 annual bonus outcome
2023-2025 PSP outcome
2026-2028 PSP targets
Shareholding requirement & share interests
Payments to former Directors
Non-Executive Directors
CEO pay ratios
CEO total remuneration ten-year history
On behalf of the Remuneration Committee, I am pleased to
present Unilever’s Directors’ Remuneration Report for the financial
year ended 31 December 2025. It describes the 2025 remuneration
outcomes under the current Directors’ Remuneration Policy, as
well as outlining our proposals for a new Policy, for which we are
seeking shareholder approval at the 2026 AGM.
Unilever remains committed to ongoing shareholder dialogue.
At the AGM on 30 April 2025, 72.29% of votes were cast in favour
of the Directors’ Remuneration Report. Following the AGM, the
Company engaged with shareholders to gain deeper insight
into views on our approach to remuneration. This consultation
included our largest shareholders – representing 46.3% of the share
register – as well as other shareholders who voted against the
Remuneration Report and several proxy agencies. Further detail is
set out on page 108.
We would like to thank all of the shareholders and proxy
agencies for their valuable feedback, which was taken into
account when considering our approach to remuneration policy
and practice. Further details on the outcome of this consultation,
as well as how it impacted our approach, are set out on page 81.
EXECUTIVE DIRECTOR CHANGES
Hein Schumacher stepped down as CEO and as a Board Director
with effect from 1 March 2025 by mutual agreement and left the
Company on 31 May 2025. Fernando Fernandez was appointed
CEO on 1 March 2025, having served as CFO since 1 January 2024.
The remuneration package for Fernando Fernandez on
appointment and departure terms for Hein Schumacher were
disclosed last year in the 2024 Directors’ Remuneration Report.
See pages 96 and 109 of that report respectively for further details.
Srinivas Phatak was appointed to the Board and Unilever
Leadership Executive as CFO on 16 September 2025, following a
thorough internal and external search process. His remuneration
on appointment comprised fixed pay of €1,175,000, maximum
annual bonus opportunity of 180% of fixed pay and maximum
Performance Share Plan (PSP) opportunity of 320% of fixed pay,
all in line with the current Directors’ Remuneration Policy. The
fixed pay for Srinivas Phatak has been set at a lower level than
the previous CFO’s salary.
The Committee took into account previous shareholder feedback
in determining the departure terms for Hein Schumacher and in
setting remuneration for the appointment of Srinivas Phatak.
More details are set out on page 108.
BUSINESS AND PERFORMANCE CONTEXT
We have outperformed markets and achieved progress on many
fronts during 2025. We delivered broad-based underlying sales
growth (USG) and volume growth (UVG) despite relatively subdued
markets, with growth accelerating during the year. Operating
profit growth was comfortably above the top third of peers, and
flat on prior year despite material currency headwinds. We
focused our portfolio on higher-growth categories, accelerated
our global marketing shift to drive Desire at Scale and delivered on
our commitment to drive volume growth, positive mix and strong
gross margin. We also landed a strong innovation plan, drove
improvements in key emerging markets and successfully
completed the demerger of our Ice Cream business.
We come from a position of strength, with sharper focus and
disciplined execution, and we believe with the right structure we
can drive higher performance. The actions taken by Fernando
since his appointment in March 2025 have strengthened the
foundations for improved performance in the years ahead.
We are confident in his ability to deliver Unilever’s financial
ambitions and deliver top-third total shareholder returns.
2025 INCENTIVE OUTCOMES
2025 annual bonus
Despite strong performance as outlined above, the formulaic
outcome under the 2025 annual bonus plan was determined
as 70% of target opportunity for the Executive Directors, which
highlights the stretching targets we have set for ourselves.
Cash performance was ahead of target, with cash conversion
at around 100%. While the USG and underlying operating
profit (UOP) outcomes scored below our stretching target, the
Committee believes that performance has been strong in light of
market factors. In particular, USG of 3.6% and UVG of 1.6% are in
the top third of our peers and there has been improvement in
turnover-weighted market share compared to the prior year.
Governance Report
Unilever Annual Report and Accounts 2025
79
DIRECTORS’ REMUNERATION REPORT
The UOP outcome has been negatively impacted by the exceptional
devaluation of the dollar against the euro in 2025. On a constant
currency basis, UOP was up 8.7% in the year, with overheads and
productivity delivery ahead of plan, restructuring costs below
budget and an increase in brand and marketing investment. While
the Committee believes the formulaic score does not fully reflect
the strong performance delivery, it is committed to measuring UOP
based on actual currency outcomes and has therefore not made any
adjustment to the formulaic bonus outcome for Executive Directors.
2023–2025 Performance Share Plan (PSP)
The formulaic outcome under the 2023–2025 PSP was determined
at 135% of target opportunity. This was driven by strong ROIC
performance at 19.0%, ahead of the maximum of the target range.
Cumulative free cash flow of €20.1bn was also delivered above
target. There was significant over-delivery against the sustainability
targets in 2025 which produced an above-target outcome across
the three-year performance period. Against the Competitiveness
measure, the three-year outcome was below target but
performance has improved each year and for 2025, 58% of the
business won market share, ahead of the three-year target. The
Committee reviewed the overall PSP outcome within the broader
performance context and determined that the vesting outcome of
135% of target was appropriate.
REMUNERATION POLICY REVIEW
We are reviewing our Remuneration Policy a year earlier than the
usual three-year timeframe, which is a reflection of our desire to
act decisively and at pace to set the organisation up for success.
We have consulted extensively with our largest shareholders, key
institutional investors and proxy advisers to understand their views
on our remuneration structures and challenges, as well as the wider
market context. We received support for our proposals from the
majority of those consulted. More details are set out later in my letter
on how we engaged shareholders and how their views helped to
shape the new Remuneration Policy.
We strongly believe this is the right time to review the Policy to
ensure that it best supports our strategy, with the ultimate goal
to deliver top-third shareholder returns. Further context is set
out below.
Delivering shareholder value through a high-
performance culture
Following the appointment of Fernando Fernandez as CEO in
March 2025, the strategy has been redefined to ensure that leaders
and teams are fully focused on our core business priorities. These
priorities are designed to deliver market outperformance through
volume growth and gross margin expansion. Our agenda is clear:
desirable and superior brands, flawless execution and a company
fully aligned on how we win – in every category, every geography,
every day.
Fernando is committed to being a frontline CEO and, throughout
2025, has focused much of his time on market agendas to reinforce
the strategy and stay connected to innovation and execution on the
ground. This also reflects our Play to Win cultural transformation that
we have been implementing throughout the business, sharpening
focus on individual and collective performance, productivity
improvements and outperforming competitors. We have used the
productivity programme as an opportunity to further streamline
our organisation model and ways of working at a market level,
giving more direct accountability to sales and marketing teams
for swift customer and consumer-facing decisions. We have also
implemented a new global performance management process
linked to significantly more differentiated bonus outcomes – nearly
half of participants in the most recent cycle received an individual
performance rating materially above or below target compared
to only 1 in 6 people in previous cycles.
To achieve our ambition of sustainable growth, we need the
right remuneration tools to continue to attract the best people
across all regions, with differentiated reward for high performance.
Uncompromising on talent in a highly competitive
global market
We also need to address the increasing challenges we face in
attracting high-calibre talent across all regions in a very competitive
global market. We need the best people in the top roles in order to
drive growth.
The changes we have made to support our strategic direction,
particularly in the US and other priority growth areas, require us to
build our talent base and structure reward appropriately within that
global context. The US is a critical growth engine, having delivered
12 consecutive quarters of volume growth and five consecutive
quarters above 4%. Beauty & Wellbeing, which is another strategic
focus for Unilever, is also primarily driven out of the US. The US
(together with India) comprises 32% of total Unilever turnover, and
in the medium term is expected to grow to 45% of total Unilever
turnover, which would require revenue growth to significantly
outstrip competitors in these geographies. To support this ambition,
it is essential that we are able to attract the best talent in these
growth markets and with the industry and local knowledge required
for the roles. It will therefore be of increasing importance that we
can compete effectively in the US talent market.
We currently have no US-based individuals on the top executive
team and only 7% of the next level of leadership are US-based. This
is a reflection of the challenges we are having in attracting senior US
talent into Unilever, in a competitive market with a limited number
of potential candidates. To achieve our stated ambition, we believe
we will need 20 to 30 new hires in the US across the top three tiers
of Unilever. Achieving this will require competitive compensation
aligned with market expectations.
The structure and quantum of remuneration at Executive Director
level effectively sets a ceiling on pay for other senior talent. Given
that the governance and pay environment is considerably more
restrictive in the UK than elsewhere, our current remuneration
structure does not allow us to compete effectively for the best
talent globally. Particularly for US-based roles, when benchmarking
against general industry survey data and disclosed US executive
pay, there is a significant gap in long-term incentive opportunity and
total compensation. We have been in the market over the past year
and have seen live examples of US candidates whose current pay
packages are unaffordable without creating significant relativity or
pay compression issues. In addition, these candidates often have less
restrictive pay structures (e.g. no bonus deferral and less onerous
shareholding requirements). Below are just three examples of
a wider pool of external US candidates, whose compensation
packages were unaffordable in our current remuneration structure.
Candidate 1: With only a modest uplift, the package would have
been close to Unilever’s CFO pay. Our bonus deferral structure and
post-vesting retention period on PSP would have also necessitated
substantial one-off payments to bridge the cash flow impact.
Candidate 2: The candidate’s current pay was higher than our
CFO and close to our CEO’s total pay. The candidate also received
significant housing and schooling support. Target long-term
incentive (restricted stock, matching shares and performance
shares) was 66% higher than Unilever’s and target bonus was 40%
higher. Substantial one-off payments would also have been required
to offset the loss of expatriate benefits and bridge the cash flow
impact of bonus deferral and retention periods.
Candidate 3: Significantly higher target remuneration, with share
options and performance shares, as well as significantly higher
benefits. With our current levels of incentive opportunities, a fixed
pay package well in excess of our current CEO’s pay would have
been required just to match the candidate’s current package.
The current limits on incentive structures at Unilever are
a competitive disadvantage as we work to attract strong succession
candidates for the top jobs. We also wish to avoid paying more than
is necessary in fixed, non-performance-based pay to match a
candidate’s total pay package, purely as a result of the current
limitations we have on incentive opportunities.
80
Unilever Annual Report and Accounts 2025
Governance Report
DIRECTORS’ REMUNERATION REPORT
Global pay benchmarking peer group
We are not proposing any changes to our pay benchmarking
group, which was set in 2024 and supported by 97.7% of
shareholders at our 2024 AGM. This peer group comprises 20
talent competitors from across the sector. It is well balanced,
with only one-third from the US and the rest being UK and
European companies. There were no Asian or Latin American
listed companies that met the size and sector criteria.
We recently reviewed our pay benchmarking peer group to
assess the impact of the demerger of our Ice Cream business.
The peer group remains appropriate as Unilever is still above
median on market capitalisation and above upper quartile on
revenue. This peer group is used by the Committee to evaluate
the market competitiveness of total remuneration.
The table below shows that Unilever is one of the largest
companies in the peer group in terms of market capitalisation,
revenue, headcount and geographical complexity.
168775034866364
168775034866415
168775034866433
168775034866472
Global pay benchmarking peer group – Unilever ranks at upper quartile for size and complexity
Company
Revenue (€m)
Market Cap (€m)
Employees
Countries with product sales
Nestlé
PepsiCo
LVMH
Procter & Gamble
Unilever
AB InBev
Coca-Cola
L'Oréal
Mondelēz
British American Tobacco plc
Heineken
Median
Danone
Kraft Heinz
Henkel
Colgate-Palmolive
Kimberly-Clark
Diageo
Reckitt Benckiser
Haleon
Pernod-Ricard
Beiersdorf
Unilever rank
5th of 21
7th of 21
5th of 21
5th of 21
Ensuring pay levels are commensurate with
Unilever’s size and complexity
For a number of years, total pay levels for our Executive
Directors have been materially below market levels. Our current
Policy states that our intention is to pay ‘at or around median’
of our global peer group. We have not achieved this due to
our incentive levels being materially below those of our peers.
We believe that Executive Directors at Unilever should be paid
at least at the median of our global peer group, given the size
and complexity of our business and the highly competitive
market in which we operate. Unilever is the 5th largest
company by revenue out of 21 global peers (including Unilever).
Our Policy proposals re-position the CEO and CFO’s total target
compensation opportunity at market median, delivered through
higher long-term incentives that will only pay out if stretching
performance conditions are met.
The Committee also considered our proposals versus the FTSE 10,
as a secondary reference point to ensure we are within typical
UK norms. Unilever is currently the 4th largest company listed
in the UK by market capitalisation and the proposed total
opportunity for the CEO is ranked around the upper quartile
of this group, noting that there is only a 2% gap between the
median and upper quartile. We are also aware that a number
of these companies are also seeking shareholder approval for
a new Policy which may reduce our competitiveness further.
Proposed total target compensation for the CEO is illustrated
below at median versus our global peer group.
GLOBAL PAY BENCHMARKING PEER GROUP – CEO TARGET COMPENSATION OPPORTUNITY
30
25
20
15
10
5
0
€m
168775035902292
PROPOSED
CURRENT
Fixed Pay
Target Total Compensation
*  Long-term incentives at these peer companies include restricted shares and/or share options.
Governance Report
Unilever Annual Report and Accounts 2025
81
DIRECTORS’ REMUNERATION REPORT
TSR peer group
A different peer group is used to measure Unilever’s relative TSR
performance. This comprises 18 international companies in the
consumer goods/staples sector with whom Unilever competes
for market share. There is significant crossover with the global
pay benchmarking peer group, except that it includes more US-
listed businesses and does not include alcohol/tobacco/luxury
companies that are subject to different market forces.
The TSR peer group for 2026 is unchanged and consists of:
Beiersdorf, Church & Dwight, Coca-Cola, Colgate-Palmolive,
Danone, Estée Lauder, General Mills, Haleon, Henkel, Kenvue,
Kimberly-Clark, Kraft Heinz, L’Oréal, Mondelēz, Nestlé, PepsiCo,
Procter & Gamble, and Reckitt Benckiser.
Note that the global pay benchmarking peer group provides a
more conservative median total target remuneration number
(~15% lower) than the TSR peer group.
Key changes proposed under the new Policy
We are re-committing to our Performance Share Plan as the
most effective long-term incentive to drive a high-performance
culture and long-term growth for shareholders. We are not
changing any of the performance measures or weightings
under the incentive plans. We are also retaining the same
global pay benchmarking peer group.
Our proposed Policy changes result in total target remuneration
positioned at the median of our global benchmarking peer
group. This is entirely consistent with the market positioning
under our existing Policy, previously agreed with shareholders,
and is commensurate with Unilever’s size and complexity after
accounting for the demerger of our Ice Cream business.
We have designed the package to deliver median total target
remuneration through a lower headline salary and lower
short-term pay, but higher long-term incentives and more
upside opportunity for outperforming targets. This means
that a greater proportion of remuneration is variable (from
78% to 82% of total target remuneration) and focused on
driving long-term performance (from 44% to 57% of total
target remuneration).
Base salary will be reduced and a pension allowance
introduced at 11% of base salary (aligned with the rate
available to the wider workforce). Overall fixed pay will
remain at current levels but variable pay will be a multiple
of base salary rather than fixed pay previously.
No change to target bonus opportunity; maximum bonus
increased from 1.5x to 2x target to align with typical
market practice and incentivise outperformance.
Short-term target compensation reduced by 6%, with
incentives based on the lower salary after being
decoupled from fixed pay.
Target PSP increased from 200% of fixed pay to 350% of
base salary (with maximum PSP increasing from 400%
of fixed pay to 700% of base salary) to provide a market-
competitive total remuneration opportunity, subject
to delivering sustainable long-term improvements
in performance.
Shareholding requirement increased from 500% of fixed
pay to 700% of base salary (for the CEO) to align with the
maximum PSP opportunity and ensure strong alignment of
executive and shareholder interests. These requirements
continue to apply in full for two years on cessation of
employment.
Bonus deferral removed once the shareholding
requirement is met, as we believe the exceptionally high
shareholding requirement is the most appropriate tool to
manage alignment with shareholders’ interests.
Malus and clawback provisions strengthened to ensure
a robust approach to risk management and enforceability.
Shareholder engagement
We undertook comprehensive consultation with our largest
shareholders, key institutional investors and proxy advisers
during the second half of 2025 and early 2026 in respect of the
review of the Remuneration Policy. We had discussions with
around 30 shareholders and proxy advisers during this time.
Shareholder feedback was broadly supportive of the policy
proposals in principle. These conversations reaffirmed the
relevance and validity of the current performance measures
and the importance of a rigorous approach to target setting to
ensure sufficient levels of stretch given the increased incentive
opportunity. They also reaffirmed the policy’s emphasis on long-
term variable pay through the existing Performance Share Plan.
As a result of our constructive and largely supportive discussions
with shareholders, as well as some concerns about the impact
of removing bonus deferral on the Company’s ability to apply
clawback, the Committee decided to undertake an external
legal review of our malus and clawback provisions to ensure
adequate risk management. Under the new policy, the malus
triggers have been tightened and the clawback triggers have
been extended to match those for malus. In addition, there
has been a comprehensive review of supporting policy and
procedural documentation to ensure we have a robust position
in terms of our ability to enforce the policy in practice. The
changes include creating stronger employee awareness of
the purpose and operation of malus and clawback.
Shareholder feedback also led the Committee to increase the
shareholding requirement under the new Policy, to reflect the
higher maximum PSP opportunity and ensure even stronger
alignment with shareholder interests over the long term.
Finally, shareholder consultation provided the Committee
with a clear view on certain elements of disclosure that should
be explained in detail. These included the approach to target
setting, the nature of the challenge in relation to talent attraction
and global competitiveness, and the rationale for the global pay
benchmarking peer group.
Performance measures and target setting
We are not proposing to make any changes to our performance
measures and weightings. We believe these measures remain well
aligned to our strategic aims and are the most critical drivers of
consistent and competitive growth. See page 99 for more detail
on the measures and how they link to strategy. Performance
measures were changed in 2024 to better align with shareholder
feedback, including the introduction of relative TSR and sales
growth in the PSP and the inclusion of restructuring costs in the
profit measure under the bonus plan. These changes have been
well supported by our shareholders.
Our investment case sets out our commitment to deliver mid-
single-digit USG growth through a step-up in volumes at improved
gross margins, generating top-third shareholder returns (see the
value creation plan on page 13). Volume is incentivised through
the USG measure, ensuring the right balance of price and volume.
Total category market share is incentivised through the executive
team’s individual goals, which are directly linked to bonus. Gross
margin is incentivised through the UOP measure, ensuring the right
balance of growth and price.
The Committee carefully considers targets following consistent
and rigorous analysis of a number of factors:
Historical position: targets compared to prior-year targets
and past outcomes;
Future expectations: forecast performance and scenario
testing of upside opportunities and downside risk;
Peer performance: historical and anticipated performance
of peers in the context of market and sector trends, as well
as market practice on ranges versus target; and
Market perspective: analyst views on the forecast
performance of Unilever and peers.
82
Unilever Annual Report and Accounts 2025
Governance Report
DIRECTORS’ REMUNERATION REPORT
Our bonus targets cascade to many thousands of employees, and the
PSP targets apply to nearly 400 senior leaders, and we ensure these
targets act as an effective incentive for all.
The financial targets for the 2026 bonus plan, based on USG growth,
UOP growth less restructuring, and free cash flow, will be disclosed
in next year's Directors' Remuneration Report.
The financial targets for 2026–2028 PSP awards are shown on page
99. The Committee discussed and agreed targets over three separate
meetings, following the approach outlined above. We set the
maximum of target ranges for financial measures at or beyond the
top end of our reference set of market and peer data points, taking
account of expectations of performance in our peer group.
It should also be noted that 55% of the PSP award (based on USG and
TSR) has 25% of maximum vesting at threshold and 45% of the award
(based on ROIC and SPI) has zero vesting at threshold. In total, this
means 13.75% of maximum vests for threshold performance, which is
significantly below typical market practice (20%-25% for the FTSE 30).
We are confident these targets provide significant levels of stretch
for our business and are ambitious relative to market conditions and
comparable peer performance, as set out below. As mentioned by
our CEO during our results presentation on 12 February 2026, in the
context of slower markets, we guided towards the bottom end of our
USG range (between 4% and 6%) for 2026, which highlights our belief
that the environment for the next PSP award is more challenging than
the expectations we had when we set the targets in 2025.
USG
25% of the PSP award is based on USG performance.
Our USG target range has been set such that threshold vesting (50%
of target, or 25% of maximum) occurs for USG of 3% and maximum
vesting (200% of target) for USG of 6.3%.
This performance range is:
Aligned and directly linked to the delivery of our stated value
creation plan to deliver mid-single-digit growth in USG, with the
maximum set above our guidance of 4–6%.
Stretching versus consensus of ~4% (which would deliver a below
target outcome) and recent Unilever performance (3.6% in 2025
and 4.2% in 2024).
Stretching versus global consumer peer companies' performance
– our USG threshold for 2026 is set above the level of the median
actual USG performance achieved by our peers in 2025. Our
maximum of 6.3% is in excess of the highest consensus forecast
within our peer group (average at 3%).
Stretching versus known PSP ranges at UK-listed consumer peer
companies (noting that disclosure of prospective targets is weaker
in many geographies). Compared to FTSE consumer peers who
provide clear prospective disclosure, the maximum performance
we require for the PSP to fully vest is beyond the maximum of the
equivalent ranges disclosed for 2025 awards.
ROIC
30% of the PSP award is based on ROIC performance.
The proposed targets for the 2026–2028 PSP are unchanged
at 18.5%–19.5%, fully in line with our stated ambition to deliver ROIC
in the high teens, as we continue to invest in line with our capital
allocation policy. These targets have been progressively stretched
in each of our last three PSP cycles. As a company, we are not
targeting an ever-increasing ROIC, as this would limit our investment
opportunities and prevent us from investing in value-accretive
projects. We are comfortable that seeking to maintain this strong
and stretching ROIC goal, alongside growing USG and shareholder
value, is an effective incentive.
TSR
30% of the PSP award is based on relative TSR performance.
The peer group used to measure our relative TSR performance
is unchanged from prior years (see previous section on peer
groups). We have reviewed the TSR peer group in the context
of the demerger of our Ice Cream business and are comfortable
this remains appropriate. For the relative TSR measure, threshold
vesting will remain at median versus the peer group and maximum at
upper quartile. This vesting schedule is in line with typical UK practice.
However, it is materially more challenging than many of our global
peers (around half of our peers set threshold below median, typically
at lower quartile).
Sustainability Progress Index (SPI)
15% of the PSP award is based on SPI performance.
Rapid changes in societal expectations, consumer preferences
and regulation underline the continued importance of Unilever’s
sustainability agenda – protecting and enhancing the value of our
business through innovation, operational efficiency and supply chain
resilience.
Across the four key focus areas, we have set progressively
more stretching targets each year in service of our long-term
sustainability strategy. In setting these targets, we also consider the
competitive context to ensure that we are challenging ourselves
appropriately compared to peers. More detail on the 2026–2028
SPI targets is set out on pages 99 to 100.
In summary
We believe the proposed Policy delivers appropriate total
compensation commensurate with the size and complexity of our
business, noting that our market capitalisation is closer to the upper
quartile of our peer group. In accordance with the key principle of
pay for performance, we have rebalanced the package with a higher
proportion of variable pay and long-term performance than before,
and a simpler and more transparent pay structure that allows direct
comparison with peers. The focus on outperformance, with more
upside pay opportunity in return for delivery against ambitious
targets, is consistent with our strategy. The intention is to balance the
realities of the global talent market while recognising the corporate
governance expectations of a FTSE-listed business.
We have made significant changes to Unilever over the past year:
the appointment of a new CEO and CFO, the sharpening of our
strategy and culture to include a stronger focus on the US market, the
demerger of our Ice Cream business, and responding to heightened
global competition for senior talent. This represents a natural and
appropriate inflection point to reset our remuneration framework
to fully support the delivery of superior performance.
We believe our new Policy will equip us with the right remuneration
tools to serve our global business effectively, incentivise the delivery
of our strategic objectives and drive top-third shareholder returns.
NON-EXECUTIVE DIRECTOR FEES
Following a detailed review, the Committee decided to increase
the Chair fee by 10% to £800,000 per year, effective 1 April 2026. This
is market-competitive versus the FTSE 30, recognising that the size
of Unilever is considerably above the upper quartile of this group.
Personally, and on behalf of the Committee and the entire Board,
I would like to thank all shareholders who shared their perspectives
on our proposals, as well as those who provided feedback on last
year’s Directors’ Remuneration Report and the subsequent vote.
We have taken this feedback into account in designing our Policy
proposals and in the way pay was implemented over the past year.
We will continue to seek out and listen to your views to help us shape
what is right for the business, now and over the long term.
Thank you for your valued input and support.
Susan Kilsby
Chair of the Remuneration Committee
Governance Report
Unilever Annual Report and Accounts 2025
83
DIRECTORS’ REMUNERATION REPORT
Committee summary
COMMITTEE MEMBERS AND ATTENDANCE
Attendance
Susan Kilsby
(Chair from 1 May 2025)
2/2
Andrea Jung
(Chair until 30 April 2025)
3/3
Judith McKenna
5/5
Ian Meakins
5/5
Nelson Peltz
5/5
This table shows the membership of the Remuneration
Committee together with their attendance at scheduled
meetings during 2025. Attendance is expressed as the number
of meetings attended out of the number eligible to attend.
The Committee is comprised of four Non-Executive Directors,
including Andrea Jung as Chair until 30 April 2025 and Susan
Kilsby from 1 May 2025.
Other attendees at Committee meetings in 2025 included the
Committee Secretary, Chief Executive Officer, Chief Financial
Officer, Chief People Officer, Interim Head of Reward, Chief
Reward Officer, EVP Strategy & Performance, Head of Executive
Compensation, Chief Corporate Affairs & Sustainability Officer,
Chief R&D Officer, and advisers to the Committee (see below).
No individual Executive Director was present when their own
remuneration was being determined, to ensure there was no
conflict of interest.
ROLE OF THE COMMITTEE
The Committee’s remit is to determine the remuneration and
benefits of the Directors and other members of the Unilever
Leadership Executive. It also has responsibility for the design
and terms of all-employee share-based incentive plans and
Executive cash- or share-based incentive plans. Finally, it
sets the Remuneration Policy for, and is responsible for the
performance evaluation of, the Unilever Leadership Executive
and Executive Directors.
The Committee’s terms of reference are contained within
’The Governance of Unilever’, which is available on our website.
As part of the independent Board evaluation carried out in 2025,
the performance of the Committee was assessed. Following this
evaluation, the Committee noted the positive development of
the Committee under its new Chair, including the improvements
in process and structure. Discussions in Committee meetings
were observed to be open and robust. Overall, the Committee
members concluded that the Committee is performing
effectively, with the opportunity for continuous improvement
in the way in which management papers are presented for
consideration.
ACTIVITIES OF THE COMMITTEE
During 2025, the Committee met eight times and its activities
included:
determining the annual bonus outcome for 2024;
determining the result of the 2022–2024 Performance Share
Plan (PSP) awards for the CFO, former Executive Directors, and
the Unilever Leadership Executive (ULE);
assessing Sustainability Progress Index (SPI) performance
outcomes and setting measures and targets together with the
Corporate Responsibility Committee (CRC);
determining the remuneration terms for the outgoing CEO and
the promotion of the CFO as his successor in March 2025;
determining the remuneration terms for the appointment of
the new CFO in September 2025;
reviewing the impact of the demerger of our Ice Cream
business on outstanding incentive awards and other
remuneration matters;
setting the 2026 annual bonus and 2026–2028 PSP
performance measures and targets;
reviewing the Directors Remuneration Policy; and
reviewing the remuneration context for the wider workforce.
ADVISERS
While it is the Committee’s responsibility to exercise independent
judgement, it requests advice from management and
professional advisers, as appropriate, to ensure its decisions are
fully informed given the internal and external environment.
PricewaterhouseCoopers LLP (PwC) was appointed by the
Committee to provide independent advice on various matters.
During 2025, the wider PwC network firms have also provided
other tax and consultancy services to Unilever, including tax
compliance and other tax-related services, cyber security and IT
services, and merger and acquisition and wider advisory support.
PwC is a member of the Remuneration Consultants Group and, as
such, voluntarily operates under the Remuneration Consultants
Group's code of conduct in relation to executive remuneration
consulting in the UK, which is available at
www.remunerationconsultantsgroup.com.
Given that PwC operates under this code, the Committee is
satisfied that the advice of the PwC engagement partner and
team was objective and independent. They do not have
connections with Unilever that might impair their independence.
The Committee reviewed the potential for conflicts of interest
and judged that there were appropriate safeguards against such
conflicts. In addition, the Committee conducts annual reviews
with each Executive Director and member of the ULE to ensure
there are no personal conflicts. The fees paid to PwC in relation
to advice provided to the Committee in the year to 31 December
2025 were £209,700. This figure is calculated based on time
spent and expenses incurred for the majority of advice provided,
but on occasion, for specific projects, a fixed fee may be agreed.
84
Unilever Annual Report and Accounts 2025
Governance Report
DIRECTORS’ REMUNERATION REPORT
2025 remuneration at a glance
EXECUTIVE DIRECTOR REMUNERATION IN 2025
Fernando Fernandez (CFO to 28 February 2025; CEO from 1 March 2025)
168775034865729
Srinivas Phatak (CFO from 16 September 2025)
169324790688325
All figures in the table are in €’000.
The CEO chart includes fixed pay and actual bonus paid to Fernando Fernandez for both his role as CFO (1 January 2025 to 28 February
2025) and as CEO (from 1 March 2025). The actual PSP value relates to awards granted prior to his appointment to the Board.
The CFO chart includes fixed pay and actual bonus paid to Srinivas Phatak, pro-rated to reflect his time as CFO (from 16 September
2025). The actual PSP value relates to awards granted prior to his appointment to the Board.
2025 Annual Bonus Outcome
Performance against the targets for each of the measures is set out below. All target ranges are structured on a linear basis between
steps from threshold up to maximum.
Threshold
0%
Target(b)
100%
Maximum
150%
Interval
50%
Performance measure
Weighting
Outcome
% of target
Underlying sales growth at constant FX rates
(USG)
40%
1.5%
4.5%
6.0%
71%
Underlying operating profit growth less
restructuring costs at current FX rates (UOP) (a)
30%
0%
4.6%
8.1%
26%
Free cash flow (FCF) at current FX rates(c)
30%
5.3bn
6.2bn
6.7bn
113%
Formulaic outcome
70%
Actual(b)
168775034865825
3.6%
171523813945845
3.0%
0.7%
1.3%
6.3bn
€5.7bn
70%
(a) UOP less restructuring refers to the measurement of profit incorporating restructuring investments, meaning that the level of restructuring spend directly impacts the
performance measurement of management. 
(b) The impact of the demerger of our Ice Cream business on targets and actuals for 2025 has been set out on the next page.
(c) FCF targets and actuals exclude the impact of cash taxes paid on disposals and India GST payments and refunds.
2023–2025 Performance Share Plan Outcome
Performance against the targets for each of the measures is set out below. All target ranges are straight line between threshold
and maximum.
Maximum
200%
Threshold
0%
Target(a)
100%
Performance measure
Weighting
Outcome
% of target
Competitiveness: % business winning
25%
45%
60%
39%
Cumulative free cash flow (€bn) (current FX
rates excluding cash tax on disposal)
25%
15.3bn
21.3bn
160%
Underlying return on invested capital (ROIC)
(exit year %)
25%
14.8%
18.8%
200%
Sustainability Progress Index (Committee
assessment of SPI progress)
25%
0%
200%
140%
Formulaic outcome
135%
Actual(a)
168775034866774
48.0%
170424302317995
20.1bn
19.0%
140%
135%
(a) The impact of the demerger of our Ice Cream business on targets and actuals for 2025 has been set out on the next page.
Malus and clawback provisions were not applied to Executive Director remuneration during the year ended 31 December 2025.
Governance Report
Unilever Annual Report and Accounts 2025
85
DIRECTORS’ REMUNERATION REPORT
Impact of Ice Cream demerger
Targets for 2026 incentive awards and beyond have been set based on the remaining Unilever business excluding Ice Cream, unless
otherwise stated.
For in-flight awards, targets have been adjusted to reflect the impact of the demerger of our Ice Cream business in a fair and
proportionate way, and to ensure targets retained an equivalent stretch as they did when originally set. This means that sales and
profit measures include Ice Cream to the point of separation and exclude thereafter to measure growth on a like-for-like basis, while
for FCF and ROIC, Ice Cream has been excluded from targets and actuals for 2025 to reflect the actual balance sheet position. It is the
Committee’s view that this approach is the most appropriate way to assess performance on a like-for-like basis.
Adjustment to targets
Treatment in actuals
2025 annual bonus
Underlying sales growth at constant FX rates
(USG)
No
Includes Ice Cream until November 2025;
2024 adjusted to remove December 2024
Ice Cream result
Underlying operating profit growth less
restructuring costs at current FX rates (UOP)
No
Includes Ice Cream until November 2025;
2024 adjusted to remove December 2024
Ice Cream result
Free cash flow (FCF) at current FX rates
Yes – the target range was adjusted downwards
by €0.2bn to remove Ice Cream for 2025
Excludes Ice Cream
2023 – 2025 PSP
Competitiveness: % business winning
No
Includes Ice Cream
Cumulative free cash flow (€bn) (current
FX rates excluding cash tax on disposal)
Yes – the target range was adjusted downwards
by €0.2bn to remove Ice Cream for 2025
Includes Ice Cream for 2023–2024; excludes
Ice Cream for 2025
Underlying return on invested capital (ROIC)
(exit year %)
Yes – each year after 2024 that was set including
Ice Cream was adjusted upward by 80bps to
exclude Ice Cream
Excludes Ice Cream
Sustainability Progress Index (SPI)
No
Includes Ice Cream
2024 – 2026 PSP
Underlying return on invested capital (ROIC)
average
Yes – each year after 2024 that was set including
Ice Cream was adjusted upward by 80bps to
exclude Ice Cream. The average of three years
moves the target range up by 50bps
Excludes Ice Cream
2025 – 2027 PSP
Underlying return on invested capital (ROIC)
average
Yes - each year after 2024 that was set including
Ice Cream was adjusted upward by 80bps to
exclude Ice Cream. The average of three years
moves the target range up by 30bps
Excludes Ice Cream
86
Unilever Annual Report and Accounts 2025
Governance Report
DIRECTORS’ REMUNERATION REPORT
2026 remuneration at a glance
KEY CHANGES UNDER 2026 REMUNERATION POLICY
Fixed pay separated into base salary and pension allowance, with incentives calculated on base salary element only
Annual bonus maximum opportunity set at 2x target
Bonus deferral retained (50% of bonus deferred into shares for three years), but no deferral once shareholding requirement met
Increase to target and maximum PSP opportunity; total target compensation positioned at the median of the global peer group
Shareholding requirement increased to match higher maximum long-term incentive opportunity; removal of five-year deadline;
all vested PSP awards held until shareholding requirement met
Malus triggers broadened and clawback triggers aligned to mirror the expanded malus triggers
Implementation of the new Remuneration Policy for Executive Directors
Elements of
remuneration
Summary of Policy for Executive Directors
Implementation in 2026
Base salary
Paid in cash
Effective 1 January 2026:
CEO (Fernando Fernandez): 1,621,622
CFO (Srinivas Phatak): €1,058,559
Pension
Eligible to participate in the Group’s defined contribution plan or receive a cash allowance in lieu of pension
Benefits
Include death, disability and medical benefits, Directors’ liability insurance and actual tax return preparation costs; Other
benefits may be provided in the future where it is considered necessary by the Committee and/or required by legislation
Annual bonus
Maximum opportunity: 300% of base salary
Business performance multiplier of between 0% and 200%
of target amount
50% of net bonus deferred into shares for three years until
the shareholding requirement is met
Dividend equivalents may be earned
Subject to clawback, malus, recovery, ultimate remedy and
discretion provisions
Target/Maximum award:
CEO: 150%/300% of base salary
CFO: 120%/240% of base salary
Performance measures:
Underlying sales growth (USG) at constant FX: 40%
Underlying operating profit (UOP) growth less restructuring
costs at current FX: 30%
Free cash flow (FCF) at current FX: 30%
Performance
Share Plan (PSP)
Maximum opportunity: 700% of base salary
50% of maximum vests at target
Vests after three years, with additional two-year retention
period
Dividend equivalents may be earned to the extent that the
award vests, and in respect of the retention period
Subject to clawback, malus, recovery, ultimate remedy and
discretion provisions
Target/Maximum award:
CEO: 350%/700% of base salary
CFO: 300%/600% of base salary
Performance measures:
Underlying sales growth (USG) at constant FX: 25%
Relative total shareholder return (TSR) versus bespoke peer
group: 30%
Underlying return on invested capital (ROIC): 30%
Sustainability Progress Index: 15%
Malus and
clawback
Malus (adjustment before bonus is paid or share award vests) applies during the three-year deferral/vesting period for deferred
bonuses/PSP awards respectively.
Clawback (recovery of bonus already paid or share award already delivered) can be applied for up to three years from the bonus
payment date/deferred bonus share award, and up to two years from vesting or the start of any retention period (whichever is
later) for PSP awards.
Malus and clawback triggers include:
Downward restatement of results
Error in calculation or misleading data or corporate failure
Material failure of risk management resulting in financial loss
Gross misconduct/negligence
Material breach of Unilever’s Code of Business Principles, any Unilever Code Policy, employee contract or expected standards
Breach of restrictive covenants
Conduct by the individual that results in significant losses or serious reputational damage to Unilever or materially adverse to
the interests of the Group
Illustration of remuneration delivery timeframes
The timeframe for each element of remuneration is outlined below:
Performance year
'+1 year
'+2 years
'+3 years
'+4 years
Base salary
Pension and benefits
Annual bonus
Performance
period
Deferral period
PSP
Performance period
Retention period
Malus & clawback
Malus & clawback period
50% of bonus paid in cash and 50% deferred into shares held for three years. 100% of bonus paid in cash once minimum shareholding requirement is achieved.
PSP vests after three years and is released after a further two-year retention period.
Governance Report
Unilever Annual Report and Accounts 2025
87
DIRECTORS’ REMUNERATION REPORT
Directors’ Remuneration Policy 2026
POLICY REPORT
The following sets out our new Directors’ Remuneration Policy. It fundamentally continues our existing policy, with some key
proposed updates to how the policy is implemented, which are discussed below.
The new Remuneration Policy will be presented for approval by shareholders at the 2026 AGM and, if approved, will apply to payments
made after that date. It will replace the existing Remuneration Policy in its entirety. It is intended that the new Remuneration Policy will
apply for three years, although the Committee may seek approval for a new policy earlier if it is considered appropriate. The supporting
information section provides the rationale for updates to the existing Remuneration Policy, where appropriate, as well as some
information as to any changes to our approach to implementation. Remuneration payments and payments for loss of office to Directors
can only be made if they are consistent with the approved Remuneration Policy, or if an amendment to that Policy authorising the
payment has been approved by shareholders.
Legacy arrangements
For the duration of this new Remuneration Policy, entitlements arising before its adoption will continue to be honoured in line with
the approved Remuneration Policy under which they were granted, or their contractual terms.
Awards granted under a previous Remuneration Policy will continue to operate under the terms of that policy and the relevant plan
rules. Further details of the terms of the awards made are included in the Directors’ remuneration reports for their respective years.
This provision will cease to apply once all of these awards have vested, been exercised or been forfeited as appropriate, as per the
relevant policy and plan rules. Additional details are set out below. The Committee reserves the right to make any remuneration
payments and payments for loss of office (including exercising any relevant discretions), notwithstanding that they are not in line
with the new Remuneration Policy. This applies where the terms of the payment were agreed before the new Remuneration Policy
came into effect, or at a time when the relevant individual was not a Director of Unilever and, in the opinion of the Committee, the
payment was not in consideration for the individual becoming a Director of Unilever. For these purposes, ‘payments’ include the
Committee satisfying awards of variable remuneration and, in relation to an award over shares, the terms of the payment are
‘agreed’ at the time the award is granted.
Base salary
Purpose and link to strategy
Supports the recruitment and retention of Executive Directors
of the calibre required to implement our strategy. Reflects the
individual’s skills, experience, performance and seniority within
the Group, and the size and complexity of the role.
Operation
Set by the Board on the recommendation of the Committee
and generally reviewed once a year, with any changes usually
effective from 1 January (although changes may be made at any
other time if the Committee considers that is appropriate). Base
salary is paid in cash and is generally paid monthly. Base salary
is set at an appropriate level to attract and retain Executive
Directors of the required calibre, taking into account:
our policy generally to pay total compensation at around
the median of an appropriate peer group of other global
consumer companies of a similar financial size and complexity
to Unilever;(a)
the individual’s skills, experience and performance;
the size and complexity of the role;
the individual’s time in role; and
pay and conditions across the wider organisation.
Performance measures
n/a
Opportunity
Any increases will normally be in line with, or below, the range
of increases awarded to other employees within the Group.
Increases may be above this level, or applied more frequently,
in certain circumstances, such as:
where there is, in the Committee’s opinion, a significant change
in an Executive Director’s scope or role;
where a new Executive Director has been appointed to the
Board at a rate lower than the typical market level and
becomes established in the role; and
where it is considered necessary to reflect significant changes
in market practice.
The maximum aggregate increase for the current Executive
Directors during the time in which this policy applies will be no
higher than 25% for each Executive Director.
Supporting information
The only change to the previous Remuneration Policy is to split
the previous consolidated fixed pay element into separate base
salary and pension elements.
(a) The global pay benchmarking peer group includes Anheuser-Busch InBev, Beiersdorf, British American Tobacco, Coca-Cola, Colgate-Palmolive, Danone, Diageo, Haleon,
Heineken, Henkel, Kimberly-Clark, Kraft Heinz, L’Oréal, LVMH, Mondelēz, Nestlé, PepsiCo, Pernod Ricard, Procter & Gamble, and Reckitt Benckiser. The peer group used
for pay benchmarking purposes is reviewed regularly and companies are added and/or removed at the Committee’s discretion to ensure that it remains appropriate.
The peer group for 2026 remains unchanged from previous years.
88
Unilever Annual Report and Accounts 2025
Governance Report
DIRECTORS’ REMUNERATION REPORT
Pension
Purpose and link to strategy
Provides retirement benefits to Executive Directors.
Operation
Executive Directors are eligible to participate in the Group’s
defined contribution plan or receive a cash allowance in lieu of
employer’s pension contributions.
Opportunity
The maximum pension opportunity for Executive Directors will
be no higher than the default employer pension contribution
for all employees in the location the Executive Director is based.
For the UK, this is currently 11% of base salary.
Performance measures
n/a
Supporting information
This is a new section compared to the previous Remuneration
Policy. Previously, a separate pension value was not provided
because it was incorporated within fixed pay.
Benefits
Purpose and link to strategy
Provides certain benefits on a cost-effective basis to aid
attraction and retention of Executive Directors.
Operation
Benefits include provision of death, disability and medical
benefits, Directors’ liability insurance and actual tax return
preparation costs. Other benefits may be provided in the future
where it is considered necessary by the Committee and/or
required by legislation. In the event that Unilever were to
require an existing or new Executive Director to relocate,
Unilever may pay appropriate relocation allowances for a
specified time period of no more than three years. This may
cover costs such as (but not limited to) relocation, cost of living,
housing benefit, home leave, tax and social security equalisation
and education assistance. Executive Directors are entitled to
participate on the same terms as all UK employees in the
Unilever PLC ShareBuy Plan.
Opportunity
Based on the cost to Unilever of providing the benefit and
dependent on individual circumstances. Relocation allowances
– the level of such benefits would be set at an appropriate level
by the Committee, taking into account the circumstances of the
individual and typical market practice. Awards under the all-
employee Unilever PLC ShareBuy Plan may be up to HMRC-
approved limits. The only change in the value of the current
benefits (for single figure purposes) will reflect changes in the
costs of providing those benefits.
Performance measures
n/a
Supporting information
There are no changes relative to the previous Remuneration
Policy.
Annual bonus
Purpose and link to strategy
Incentivises year-on-year delivery of short-term financial,
strategic and operational objectives selected to support our
annual business strategy and the ongoing enhancement of
shareholder value. The ability to recognise performance
through annual bonus enables us to manage our cost base
flexibly and react to events and market circumstances.
Operation
Each year, the Executive Directors may have the opportunity
to participate in the annual bonus plan. The Executive Directors
are set a target opportunity that is assessed against the business
performance multiplier of up to 200% of target opportunity at
the end of the year. Executive Directors are required to defer
50% of their bonus into shares or share awards for three years,
until they have met the shareholding requirement, after which
point the annual bonus may be paid fully in cash. Deferred
bonus awards can earn dividends or dividend equivalents during
the vesting period and may be satisfied in cash and/or shares.
Deferral may be effected under the Unilever Share Plan 2017, or
by such other method as the Committee determines. Recovery,
discretion, ultimate remedy, malus and clawback provisions
apply (see details on page 89).
Opportunity
The maximum annual bonus opportunity under this Policy is
300% of base salary. The normal target bonus opportunity is 50%
of maximum. Achievement of threshold performance normally
results in a payout of 0% of the maximum opportunity.
Performance measures
The business performance multiplier is based on a range of
business metrics set by the Committee on an annual basis to
ensure they are appropriately stretching for the delivery
of threshold, target and maximum performance.
These performance measures may include underlying sales
growth (USG), underlying operating profit (UOP) growth (less
restructuring costs) and free cash flow (FCF), along with any
other measures chosen by the Committee, as appropriate. The
Committee also sets the weightings of the respective metrics on
an annual basis.
The Committee has discretion to adjust the formulaic outcome
of the business performance multiplier, if it believes this better
reflects the underlying performance of Unilever. In any event,
the overall business performance multiplier will not exceed
200% of target. The use of any discretion will be fully disclosed
in the Directors’ Remuneration Report for the year to which
discretion relates.
The Committee may introduce non-financial measures in the
future, subject to a minimum of 70% of targets being financial
in nature. Performance is normally measured over the
financial year.
Supporting information
The maximum opportunity has been increased to 300% of base
salary, with target opportunity as a % of salary remaining the
same as under the current Remuneration Policy. The target
bonus opportunity has been reduced from 67% to 50% of
maximum, linked to base salary instead of the higher fixed pay
amount that applied under the previous Remuneration Policy.
Governance Report
Unilever Annual Report and Accounts 2025
89
DIRECTORS’ REMUNERATION REPORT
Performance Share Plan (PSP)
Purpose and link to strategy
Incentivises delivery of long-term financial, strategic and
operational objectives of the Company and aligns the
experience of shareholders and the Executive Directors.
Rewards performance of the Executive Directors while
controlling costs due to pre-determined performance
measures and a maximum outcome. Also acts as a retention
tool given PSP awards vest after three years.
Operation
Under the PSP, the Executive Directors are granted rights to
receive free shares on vesting (awards), which normally vest
after three years, to the extent performance conditions (see
performance measures section on the right) are achieved. Upon
vesting, the Executive Directors normally have an additional
two-year retention period (during which shares cannot be sold)
such that there is a five-year duration between the grant of the
award and release of the shares. Clawback, malus, recovery,
ultimate remedy and discretion provisions apply (see details
below).
Opportunity
The maximum annual grant available under this Policy to each
Executive Director in any given year is 700% of base salary. At
target, 50% of maximum vests. 0% of the award will vest for
below threshold performance.
The amount payable for threshold performance will be disclosed
for each metric in the relevant Directors’ Remuneration Report.
Dividend equivalents may be earned (in cash or additional
shares) on the award when and to the extent that the award
vests. Dividends or dividend equivalents will also be payable
in respect of dividends paid during the retention period.
Performance measures
The Committee sets performance measures for each PSP award.
These will be assessed over the three financial years starting
with the financial year in which the award is granted.
The performance measures for the PSP grants in 2026 will be:
Underlying sales growth (USG) (25%)
Relative total shareholder return (TSR) (30%)
Average underlying return on invested capital (ROIC) (30%);
and
Sustainability Progress Index (SPI) (15%).
The Committee retains the discretion to change these measures
and/or weighting for future grants, based on strategic priorities
for Unilever at that time. The Committee will ensure that the
targets set are appropriately rigorous for the delivery of
threshold, target and maximum performance.
The Committee retains the discretion to adjust the formulaic
outcome of these performance measures to reflect its
assessment of the underlying long-term performance. The
use of any discretion will be fully disclosed and explained
in the Directors’ Remuneration Report for the year to which
discretion relates.
Supporting information
The maximum opportunity has been increased to 700% of
base salary.
Clawback, malus, recovery, ultimate remedy and discretion
Clawback:
Clawback is the recovery of payments made under the annual bonus (including deferred bonus shares) or vested PSP awards. The
Committee may decide to apply clawback for up to three years from the bonus payment date/award of deferred bonus shares,
and up to two years from vesting or the start of any retention period (whichever is later) for PSP awards.
Clawback may apply to all or part of a participant’s payment or award and may be effected, among other means, by reducing
outstanding awards, or requiring the return of the net value of vested awards/bonus to Unilever.
Malus:
Malus is the adjustment of bonus, unvested deferred bonus awards or unvested PSP awards. The Committee may apply malus to
reduce an award or determine that it will not vest or only vest in part.
Malus applies to deferred bonus awards during the three-year deferral period and to unvested PSP awards during the vesting
period and retention period. The annual bonus will also be subject to malus on the same grounds as apply for deferred bonus awards
and unvested PSP awards. This power is an addition to the normal discretion to adjust awards and the additional sustainability test
outlined in the policy table.
Clawback and Malus triggers:
Clawback and malus may be applied in the event of any of the following:
a significant downward restatement of the financial results of Unilever;
error in calculation or misleading data or corporate failure;
the Group suffering a material failure of risk management resulting in financial loss;
gross misconduct or gross negligence;
material breach of Unilever’s Code of Business Principles, any of the Unilever Code Policies, the employee’s contract or standards
reasonably expected of a person in their position;
breach of restrictive covenants by which the individual has agreed to be bound, or conduct by the individual which results in
significant losses or serious reputation damage to Unilever or is materially adverse to the interests of the Group; and
other exceptional circumstances which the Company considers justify and/or require the operation of malus and/or clawback.
Malus and clawback may be applied in respect of any variable remuneration at any time, even where the variable remuneration
does not relate to performance for the year in which the trigger event occurred or came to light. The malus and clawback periods
are purposefully designed to align with respective deferral, vesting and holding periods. These are considered appropriate
timeframes to review whether any trigger events have occurred under the malus and clawback provisions.
90
Unilever Annual Report and Accounts 2025
Governance Report
DIRECTORS’ REMUNERATION REPORT
Recovery:
Recovery applies to payments of variable remuneration which have been made in error as a result of a required accounting
restatement.
The Committee may require repayment of any amount of erroneously awarded variable remuneration in the event Unilever is
required to prepare an accounting restatement due to material non-compliance with a financial reporting requirement under
securities law in the United States. Any recovery will be in accordance with the Unilever Recovery Policy.
Ultimate remedy:
PSP awards are subject to ultimate remedy. Upon vesting of an award, the Committee shall have the discretionary power to adjust
the value of the award if the award, in the Committee’s opinion taking all circumstances into account, produces an unfair result.
In exercising this discretion, the Committee may take into account Unilever’s performance against non-financial measures.
These powers are in addition to the normal discretion to adjust awards.
Ultimate remedy, malus and clawback will not apply to an award which has been exchanged following a change of control, and
clawback will not apply where an award vests on a change of control.
Committee discretion to amend targets/measures:
For PSP awards and annual bonus, the Committee may change a performance measure or target (including replacing a measure)
in accordance with the award’s terms or if anything happens which causes the Committee reasonably to consider it appropriate to
do so. The Committee may also adjust the number or class of shares subject to PSP and deferred bonus awards if certain corporate
events (e.g. rights issues) occur.
The Committee will continue to review targets on all unvested awards in the event of any material acquisitions or disposals that
were not included in the financial plan, or were not anticipated at the time of target setting. The Committee may make adjustments
if deemed appropriate to ensure that all targets remain relevant and equally stretching in light of any M&A activity, other corporate
events, or any other event the Committee considers to be material, that was not foreseen at the time of target setting.
Minimum shareholding requirement
The remuneration arrangements applicable to our Executive Directors require them to build and retain a personal shareholding
in Unilever to align their interests with those of Unilever’s long-term shareholders. The requirement under the new Remuneration
Policy has been increased to align with the maximum PSP opportunity at 700% of base salary for the CEO and 600% of base salary
for the CFO.
All shares beneficially owned and any awards not subject to performance conditions (but, for example, subject to retention or
deferral periods) count towards the shareholding requirement (on an estimated net of tax basis if tax is expected to be payable).
Executive Directors will be required to retain all shares vesting from any share awards (net of any sales to cover tax) until their
minimum shareholding requirements have been met in full.
Any Executive Director who leaves employment is required to maintain 100% of their minimum shareholding requirement for
two years after leaving. These shares will be held in the Company nominee vested accounts. If the leaver has not yet met their
shareholding requirements on departure, they will be required to retain the shares they do own up to these limits. The Committee
can waive this requirement in certain exceptional personal circumstances (e.g. death, disability, ill health).
When calculating an Executive Director’s personal shareholding, the following methodology is used:
base salary at the date of measurement;
shares in Unilever PLC will qualify provided they are personally owned by the Executive Director, by a member of their immediate
family, or by certain corporate bodies, trusts or partnerships, as required by law from time to time (each a ‘connected person’);
shares or entitlements to shares that are subject only to the Executive Director remaining in employment will qualify on a net of
tax basis (including deferred bonus awards); and
shares awarded on a conditional basis will not qualify until the moment of vesting (i.e. once the precise number of shares is fixed
after the vesting period has elapsed).
Remuneration scenarios: our emphasis on performance-related pay
As set out under the new Remuneration Policy, the total remuneration package for the Executive Directors should be competitive
with other global companies, and a significant proportion of pay should be at risk and subject to stretching performance conditions.
The Committee takes into account the impact of different performance scenarios when determining the remuneration opportunity
and payouts for Executive Directors, and believes the level of remuneration is appropriate for the level of performance delivered
and the value that would be delivered to shareholders.
The following charts show the hypothetical value of Executive Director remuneration in the first full year of the new Remuneration
Policy, assuming below threshold, target and maximum performance scenarios.
Governance Report
Unilever Annual Report and Accounts 2025
91
DIRECTORS’ REMUNERATION REPORT
CEO: FERNANDO FERNANDEZ
174822348883889
100%
1.9m
24%
19%
57%
10.0m
10%
27%
63%
18.1m
8%
20%
72%
23.8m
€0m
€2m
€4m
€6m
€8m
€10m
€12m
€14m
€16m
€18m
€20m
€22m
€24m
CFO: SRINIVAS PHATAK
174272593070229
100%
1.2m
5.6m
21%
23%
56%
10.1m
12%
25%
63%
13.3m
72%
9%
19%
€0m
€2m
€4m
€6m
€8m
€10m
€12m
€14m
€16m
Details of fixed elements of remuneration for CEO and CFO and assumptions for scenario charts
Fixed remuneration
Assumptions as follows (for actual Executive Director pay details, please see the Directors’
Remuneration Report below):
Base salary for CEO effective from 1 January 2026 = 1,621,622.
Base salary for CFO effective from 1 January 2026 = €1,058,559.
Pension is 11% of base salary or €178,378 for the CEO and €116,441 for the CFO.
Estimated benefits are €105,174 for CEO and €26,013 for the CFO based on the value reported
for 2025, excluding one-off relocation or localisation costs, annualised for a full year.
Variable remuneration
Below threshold
No 2026 annual bonus payout and no vesting under the PSP.
On target
Target payout of the 2026 annual bonus (150% of base salary for
the CEO and 120% of base salary for the CFO). 50% of the bonus
would be deferred for three years (unless the minimum
shareholding requirement is achieved).
Target vesting of 2026 awards under the PSP (350% of base salary
for the CEO and 300% of base salary for the CFO).
Maximum
Maximum payout of the 2026 annual bonus (300% of base salary
for the CEO and 240% of base salary for the CFO). 50% of the
bonus would be deferred for three years (unless the minimum
shareholding requirement is achieved).
Maximum vesting under 2026 awards under the PSP (700% of
base salary for the CEO and 600% of base salary for the CFO).
Maximum with 50% share
price increase
As per maximum above, and in addition shows the impact of
a share price increase of 50% from the date of grant to the date
of vesting of the PSP award.
Notes to variable
remuneration
Dividends, dividend equivalents and (except as described above)
share price movements are ignored for the purposes of the
illustrations above.
92
Unilever Annual Report and Accounts 2025
Governance Report
DIRECTORS’ REMUNERATION REPORT
Approach to target setting
Performance measures are selected to align with Unilever’s short-term performance targets and long-term business strategy
objectives. Unilever’s primary business objective is to create value in a sustainable way. Performance measures focus management
on the delivery of top-line revenue growth, bottom-line profit growth and commercially critical sustainability goals, which Unilever
believes will build shareholder value over the longer term and benefit all of our stakeholders. The measures chosen for the incentives
will support the delivery of this objective, with distinct measures for each of the short- and longer-term incentive programmes.
The Committee sets performance targets for incentive plans, taking into account internal budgets, business priorities and external
forecasts so that the targets are sufficiently stretching. Good performance results in target payout, while maximum payout is only
achieved for delivering exceptional performance. More detail on the approach to target setting and the targets determined for
2026 PSP awards is contained in the Chair’s letter on page 81 to 82.
REMUNERATION POLICY FOR NEW HIRES
Area
Policy and operation
Overall
The Committee will pay new Executive Directors in accordance with the approved Remuneration
Policy and all its elements as set out above. The terms of service contracts will not be more
generous overall than those of the current CEO and CFO, summarised in the ‘service contracts’
paragraph below. The ongoing annual remuneration arrangements for new Executive Directors
will therefore comprise base salary, pension, benefits, annual bonus and PSP. For internal
promotions, any variable remuneration element awarded in respect of a prior role may be paid
out according to its original terms.
Base salary
Base salary would be set at an appropriate level to attract and retain Executive Directors of the
required calibre, in line with our Remuneration Policy.
Pension and benefits
Pension and benefits provision would be in line with the approved relevant Remuneration Policy.
Where appropriate, the Executive Director may also receive relocation benefits or other benefits
reflective of normal market practice in their employment location. In addition, the Committee
may agree that Unilever will pay certain allowances linked to repatriation on termination of
employment.
Incentive awards
Incentive awards would be made under the annual bonus and PSP, in line with the relevant
Remuneration Policy, and off-cycle PSP awards may be made on hiring for the year
of appointment. All incentive awards are subject to the normal maximum as set out in the
relevant Remuneration Policy, excluding any buy-out awards (see below).
Buy-out awards
The Committee may grant awards to compensate Executive Directors hired from outside Unilever
for any bonus or awards they lose by leaving previous employers, broadly on a like-for-like basis.
Incoming Executive Directors will be required to retain all shares vesting from any share awards
until their minimum shareholding requirements have been met in full. If a buy-out award is
required, the Committee would aim to reflect the nature, timing and value of awards forgone in
any replacement awards. Awards may be made in cash, shares or any other method as deemed
appropriate by the Committee. Where possible, share awards will be replaced with share
awards. Where performance measures applied to the forfeited awards, performance measures
will be applied to the replacement award, or the award size will be discounted accordingly. In
establishing the appropriate value of any buy-out, the Committee would also take into account
the value of the other elements of the new remuneration package. The Committee would aim
to minimise the cost to Unilever, although buy-out awards are not subject to a formal maximum.
Any awards would be broadly no more valuable than those being replaced.
Governance Report
Unilever Annual Report and Accounts 2025
93
DIRECTORS’ REMUNERATION REPORT
SERVICE CONTRACTS
Policy in relation to Executive Director service contracts and payments in the event of loss of office
Service contracts and notice
period
Current Executive Directors’ service contracts are not for a fixed duration but are terminable
upon notice (12 months’ notice from Unilever, six months’ notice from the Executive Director).
Starting dates of the service contracts for Executive Directors are:
Fernando Fernandez (CEO): 1 March 2025 (signed on 24 October 2023 as CFO, amended
24 February 2025 to reflect CEO appointment from 1 March 2025);
Srinivas Phatak (CFO): 16 September 2025 (signed 18 September 2025).
Service contracts are available for shareholders to view at the AGM or on request from the
Group Company Secretary.
Termination payments
A payment in lieu of notice can be made, to the value of no more than 12 months’ base salary,
pension and other benefits (unless dictated by applicable law).
Other elements
The Executive Directors may, at the discretion of the Board, remain eligible to receive an annual
bonus for the financial year in which they cease employment. Such annual bonus will be
determined by the Committee taking into account time in employment and performance.
Treatment of share awards is as set out in the section on leaver provisions below.
Any outstanding all-employee share arrangements will be treated in accordance with HMRC-
approved terms.
Other payments, such as legal or other professional fees, settlement of potential legal claims,
repatriation or relocation costs and/or outplacement fees, may be paid if it is considered
appropriate. Additional payments may be permitted at the proposal of the Committee if the
Committee considers not allowing such a payment would be manifestly unreasonable given
the circumstances.
The Committee reserves the discretion to approve gifts to Executive Directors who are
retiring or who are considered by the Board to be otherwise leaving in good standing (e.g.
those leaving office for any reason other than termination by Unilever or in the context of
misconduct). If the value of any gift for any one Executive Director exceeds £5,000, it will be
disclosed in the relevant Directors’ Remuneration Report. Where a tax liability is incurred on
any such gift, the Committee has the discretion to approve the payment of such liability on
behalf of the Executive Director in addition to the value of the gift.
LEAVER PROVISIONS IN SHARE PLAN RULES
‘Good leavers’ as determined by the
Committee in accordance with the plan rules*
Leavers in other
circumstances
Change of control
PSP awards
Awards will normally vest following the end of the
original performance period, taking into account
performance and (unless the Board on the proposal
of the Committee determines otherwise) pro-rated
for time in employment. Alternatively, the Board may
determine that awards shall vest upon termination,
based on performance at that time and pro-rated
for time in employment (unless the Board on the
proposal of the Committee determine otherwise). If
an Executive Director dies or leaves due to ill health,
injury or disability, awards will normally vest at the
time of death or leaving at the target level of vesting
(in case of death pro-rated for time in employment if
the Executive Director had previously left as a good
leaver).
Awards will normally
lapse upon termination.
Awards will vest based on
performance at the time of
the change of control and
the Board, on the proposal
of the Committee, has
the discretion to pro-rate
for time. Alternatively,
Executive Directors may
be required to exchange
the awards for equivalent
awards over shares in the
acquiring company. The
retention period of a PSP
award will end on a
change of control.
Deferred bonus
awards
Unvested deferred bonus awards will continue in
effect and vest on the normal timescale unless the
Executive Director is terminated for misconduct or
breach of the terms of their employment, unless the
Committee decides otherwise.
Unvested deferred bonus
awards vest in full.
* An Executive Director will usually be treated as a good leaver if they leave due to ill health, injury or disability, retirement with Unilever’s agreement, redundancy, or death in
service. The Board may decide to treat an Executive Director who leaves in other circumstances as a good leaver. An Executive Director will not be treated as a good leaver
if they choose to leave for another job elsewhere unless the Board determines otherwise or if they are summarily dismissed. In deciding whether or not to treat an Executive
Director as a good leaver, the Board will have regard to their performance in the role. If Unilever is affected by a demerger, special distribution or other transaction, which may
affect the value of awards, the Committee may allow PSP awards and/or deferred bonus awards to vest early over such number of shares as it shall determine (to the extent
any performance measures have been met), and awards may be pro-rated to reflect the acceleration of vesting at the Committee’s discretion.
94
Unilever Annual Report and Accounts 2025
Governance Report
DIRECTORS’ REMUNERATION REPORT
NON-EXECUTIVE DIRECTORS’ POLICY
Key aspects of Unilever’s 2026 fee policy for Non-Executive Directors
Approach to setting fees
Non-Executive Directors receive annual fees from Unilever. The Board determines Non-Executive
Director fee levels, which are limited to the aggregate amount permitted by the Company’s
articles of association, as approved by shareholders from time to time (which is currently
€5 million per year).
Unilever’s policy is to set fees at a level which is sufficient to attract, motivate and retain high-
class talent of the calibre required to direct the strategy of the business, without paying more
than necessary. The fees are set taking into account:
the commitment and contribution expected by the Group; and
fee levels paid in other global companies, including FTSE comparators and other non-UK-
listed peers.
Additional allowances may be made available to the Non-Executive Directors where appropriate,
to reflect exceptional or one-off time commitment or duties. Any allowances would, when added
to aggregate Non-Executive Director fees for the relevant year, be made within the limit in the
Company’s articles of association, as set out above.
Operation
Unilever applies a modular fee structure for Non-Executive Directors to fairly reflect the roles
and responsibilities of the Chair and committee membership. Our basic philosophy is to pay the
Chair an all-inclusive fee. Other Board members receive a basic fee and additional fees for being
Senior Independent Director and for chairing or membership of various committees. Occasionally
the Board may decide to pay fees in other currencies, based on exchange rates it determines,
provided total Non-Executive Director fees stay within the shareholder-approved annual limits.
Part of the fee may be delivered in Unilever shares instead of cash.
The 2026 fee structure can be found in the Directors’ Remuneration Report on page 102. The fee
structure may vary from year to year within the terms of this Policy.
Fees are normally reviewed annually but may be reviewed less frequently.
Other items
Non-Executive Directors are encouraged to build up a personal shareholding of at least 100% of
their total annual fees over the five years from appointment.
Non-Executive Directors are not entitled to participate in any of the Group’s incentive plans.
All reasonable travel and other expenses incurred by the Non-Executive Directors in the
course of performing their duties are considered to be business expenses and are reimbursed,
together with any tax payable. Expenses are also reimbursed for the attendance of a Non-
Executive Directors’ spouse or partner when Unilever invites them. Other benefits or additional
payments may be provided in the future if, in the view of the Board, this is considered
appropriate. Such benefits and/or payments would be within the total annual limits as approved
by shareholders as described above.
The Committee reserves the discretion to approve gifts to Non-Executive Directors who are
retiring or are considered by the Board to be otherwise leaving in good standing (e.g. those
leaving office for any reason other than termination by Unilever or in the context of misconduct).
If the value of any gift for any one Non-Executive Director exceeds £5,000, it will be disclosed
in the relevant Directors’ Remuneration Report. Where a tax liability is incurred on any such gift,
the Committee has the discretion to approve the payment of such liability on behalf of the
Non-Executive Director in addition to the value of the gift.
Non-Executive Director New Hires
In the event of hiring a new Non-Executive Director, the Committee will align the remuneration package with the new Remuneration
Policy as set out above.
Governance Report
Unilever Annual Report and Accounts 2025
95
DIRECTORS’ REMUNERATION REPORT
Non-Executive Directors’ Letters of Appointment
The terms of engagement for Non-Executive Directors are set out in letters of appointment, which each Director signs upon
appointment. Non-Executive Directors are currently appointed for a one-year term. Reappointment is subject to satisfactory
performance, re-nomination at the Board’s discretion (on the recommendation of the Nominating and Corporate Governance
Committee), and re-election at annual shareholder meetings. It is Unilever’s expectation that all Non-Executive Directors serve
for a minimum of three years.
The letters of appointment allow for Unilever to terminate a Non-Executive Director’s appointment in cases of gross misconduct,
failure to perform their duties competently, conduct bringing Unilever into disrepute, bankruptcy or where the Non-Executive
Director is prevented from occupying such a position by law. The letters do not contain provision for notice periods or compensation
if the Non-Executive Directors’ appointments are terminated by Unilever. The Non-Executive Directors may terminate their
engagement upon three months’ notice. Except in exceptional circumstances, the Board will not propose Non-Executive Directors
for re-nomination when nine years have elapsed since the date of their appointment. Letters of appointment are available for
inspection on request from the Group Company Secretary.
In considering appointments to the Board, the Directors and Unilever give due consideration to the time commitment required to fulfil
the role appropriately.
All Non-Executive Directors were reappointed to the Board at the 2025 AGM.(a)
Non-Executive Director
Date first appointed to the Board
Effective date of current appointment(b)
Adrian Hennah
1 November 2021
1 May 2025
Susan Kilsby
1 August 2019
1 May 2025
Ruby Lu
1 November 2021
1 May 2025
Judith McKenna
1 March 2024
1 May 2025
Ian Meakins
1 September 2023
1 May 2025
Nelson Peltz
20 July 2022
1 May 2025
Benoît Potier
1 January 2025
1 May 2025
Zoe Yujnovich
1 March 2025
1 May 2025
(a) As noted on page 65, Andrea Jung retired from the Board at the 2025 AGM. Benoît Potier was appointed to the Board with effect from 1 January 2025, and Zoe Yujnovich
was appointed to the Board with effect from 1 March 2025.
(b) The unexpired term for all Non-Executive Directors’ letters of appointment is the period up to the 2026 AGM, as they all, unless they are retiring, submit themselves for
annual reappointment.
ENGAGING WITH OUR COLLEAGUES
The Committee is periodically updated on matters impacting the compensation of the workforce, including salary reviews and the
operation of annual bonus schemes. Particular topics of interest for the Committee include the living wage and the general alignment
of incentives and rewards with Unilever’s culture.
Unilever takes the views of its employees seriously. On an ongoing basis, we conduct the ‘Rate-My-Reward’ satisfaction survey
to gauge the views of employees across all levels and locations around the world on the different parts of their reward package,
which helps to identify changes in sentiment over time and opportunities for local interventions. In addition, we ask employees to
score the perceived fairness of their reward package each year as part of the annual engagement survey. For 2025, our reward score
on a global basis was in line with external benchmarks.
ENGAGING WITH OUR SHAREHOLDERS
We maintain open and regular dialogue with our shareholders on remuneration matters, including with our largest investors and
shareholder representative bodies, when we are considering making material changes to our Remuneration Policy. Accordingly,
shareholders have been consulted extensively and their views have been influential in shaping this new Remuneration Policy. More
detail on shareholder views on the new Policy is included in the Committee Chair’s letter on page 81. Their feedback informed our
proposals on the level of shareholding requirement relative to the new PSP maximum opportunity, as well as our decision to leave
the fundamental structure, performance measures and weightings under the bonus plan and PSP unchanged.
96
Unilever Annual Report and Accounts 2025
Governance Report
DIRECTORS’ REMUNERATION REPORT
ANNUAL REPORT ON REMUNERATION
This section, including the ’At a glance’ on page 84, sets out how the Remuneration Policy (approved by shareholders at the AGM
on 1 May 2024 and available on our website) was implemented in 2025.
The Remuneration Policy operated as intended in 2025.
IMPLEMENTATION OF 2024 POLICY DURING 2025
Single figure of remuneration for 2025 for Executive Directors (audited)
The table below sets out in a single figure the total amount of remuneration received by each Executive Director in the year ended
31 December 2025, compared to the prior year.
Fernando Fernandez
CEO/CFO (€’000)(a)
Fernando Fernandez
CFO (€’000) (b)
Hein Schumacher
CEO (€’000) (c)
Hein Schumacher
CEO (€’000)
Srinivas Phatak
CFO (€’000)(d)
2025
2024
2025
2024
2025
(A) Total fixed pay
1,711
1,175
308
1,850
343
(B) Other benefits (e)
374
751
0
316
224
Fixed pay & benefits subtotal
2,085
1,926
308
2,166
567
(C) Annual bonus(f)
1,752
1,720
324
3,386
288
(D) PSP (g)
1,791
1,478
0
0
686
Variable Remuneration subtotal
3,543
3,198
324
3,386
974
Total Remuneration (A+B+C+D)
5,628
5,124
632
5,552
1,541
Proportion fixed
37.0%
37.6%
48.8%
39.0%
36.8%
Proportion variable
63.0%
62.4%
51.2%
61.0%
63.2%
(a) Fernando Fernandez was CFO for the period 1 January 2025 to 28 February 2025 and appointed CEO effective 1 March 2025. The numbers reflect both roles on a pro-rated
basis and include fixed pay and benefits of €479,000 and variable pay of €177,000 in respect of his role as CFO.
(b) Fernando Fernandez was CFO in 2024. The numbers relate to his CFO service as disclosed in the 2024 Directors’ Remuneration Report on page 103.
(c) Hein Schumacher stepped down as CEO with effect from 1 March 2025.
(d) Srinivas Phatak was appointed CFO effective 16 September 2025. The single figure of remuneration for 2025 reflects the period 16 September 2025 to 31 December 2025
and does not include remuneration paid during his prior appointment as Interim CFO before he was appointed an Executive Director.
(e) Benefits include relocation costs for Fernando Fernandez and localisation support for Srinivas Phatak as set out below.
(f) In line with the 2025 Remuneration Policy, 50% of the 2025 net annual bonus will be deferred into shares that must be held for a period of three years.
(g) The 2025 data for Fernando Fernandez includes the vesting on 12 February 2026 of 17,327 shares of the 2023–2025 PSP (awarded on 10 March 2023 when not an Executive
Director). The data for Srinivas Phatak includes the vesting of 5,917 shares of the 2023–2025 PSP (awarded on 10 March 2023 when not an Executive Director). These values
are calculated by multiplying the number of shares granted (including additional shares in respect of accrued dividends to 31 December 2025) by the level of vesting (% of
target award) and the closing share price on 12 February 2026 (£53.55). Values have been translated into euros using the exchange rate at 12 February 2026 (€1 = £0.8709).
Unless stated otherwise, amounts for 2025 have been translated into euros using the average exchange rate over 2025 (€1 = £0.8547).
Amounts for 2024 have been translated into euros using the average exchange rate over 2024 (€1 = £0.8481).
We do not grant our Executive Directors any personal loans or guarantees.
(A) Fixed pay (audited)
Fixed pay set in euros and paid in 2025: Fernando Fernandez – €1,710,521 and Srinivas Phatak – €342,708.
(B) Other benefits (audited)
For 2025, this comprises:
Fernando Fernandez
CEO(€)(a)
Srinivas Phatak
CFO(€) (a)
2025
2025
Medical benefits and actual tax return preparation costs
88,694
4,560
Death and disability
16,480
3,027
Relocation/Localisation support(b)
268,354
216,530
Total
373,528
224,117
(a) The numbers in this table are translated where necessary using the average exchange rate over 2025 of €1 = £0.8547.
(b) Relocation support relates to expenses incurred in 2025 in relation to Fernando Fernandez’s move to the UK. For Srinivas Phatak, the cost of support provided to localise in
the UK is shown, following the end of his international assignment on appointment as CFO.
Governance Report
Unilever Annual Report and Accounts 2025
97
DIRECTORS’ REMUNERATION REPORT
(C) Annual bonus (audited)
Performance outcomes for the 2025 annual bonus are shown in the ’At a glance’ section on page 84. Actual bonus outcomes are set
out below.
Target bonus % of
fixed pay
Bonus outcome as %
of target
Bonus outcome as %
of fixed pay
Fixed pay (€’000)
Bonus outcome
(€’000)
% Bonus deferred
into shares
Fernando Fernandez(a)
146%
70%
102%
1,711
1,752
50%
Srinivas Phatak(b)
120%
70%
84%
343
288
50%
(a) Fernando Fernandez served as CFO (1 January 2025 to 28 February 2025) and CEO (from 1 March 2025). The target bonus % and bonus outcome reflect this on a pro-rated
basis (i.e. 2 months of target bonus at 120% and 10 months at 150% applied to the relevant fixed pay number).
(b) Srinivas Phatak was appointed CFO on 16 September 2025. The bonus outcome reflects this on a pro-rated basis.
50% of the net annual bonus earned is deferred into shares (€464,237 for Fernando Fernandez and €76,287 for Srinivas Phatak).
Shares are deferred for three years and not subject to performance or service conditions, in line with the Remuneration Policy.
(D) Long-term incentive 2023–2025 PSP (audited)
This includes PSP shares (operated under the Unilever Share Plan 2017) granted to Fernando Fernandez and Srinivas Phatak on
10 March 2023.
Performance outcomes for the 2023–2025 PSP are shown in the ’At a glance’ section on page 84. Further detail on the outcome
for the SPI measure is below.
Outcome of SPI for 2023–2025 PSP (unaudited):
The SPI is an assessment of the business’s sustainability performance, made jointly by the Corporate Responsibility Committee (CRC) and
the Committee, that captures quantitative and qualitative elements. The SPI is assessed against four metrics aligned to priority areas. For
2025, the CRC and the Committee agreed on an in-year SPI outcome taking into account performance in the areas of climate, nature,
plastics and livelihoods. For the 2023–2025 PSP, the SPI outcome is calculated by taking a simple average of the SPI outcomes across the
three years of the performance period. The in-year and 2023–2025 SPI outcomes are set out below.
Priority
Anchor metric
Target
2025 actual(a)
Outcome (b)
Climate(c)
The percentage change in greenhouse gas (GHG) emissions from energy and
refrigerant use in our operations in the given period in 2025, in comparison to
the same period in 2015.
(76.0%)
(76.6%)
above target
Nature
The cumulative total hectares of land, forests and oceans (as measured by
ocean floor area) that Unilever programmes help protect and/or regenerate.
700k
931k
significantly
above target
Plastics
The percentage change in the total tonnes of virgin plastics used in the
packaging for our products sold between 2019 (baseline) and 2025.
(26.0%)
(29.0%)
significantly
above target
Livelihoods
The percentage of our procurement spend in the financial year that is with
suppliers who have signed the Living Wage promise by the end of that
financial year.
35.0%
41%
significantly
above target
Annual SPI outcome
190%
Average SPI outcome
for 2023–2025 PSP(d)
140%
(a) Includes Ice Cream for the full performance period.
(b) Assessed by the Remuneration Committee and the CRC. For the 2024-2026 and future PSP awards, formulaic target ranges have been set for each of the SPI measures. The
2023-2025 PSP was the final award for which SPI targets were set without an accompanying threshold and maximum range. In assessing the SPI outcome for 2023-2025, the
Remuneration Committee and CRC considered performance above/below target using the same width of ranges as applicable to the successive 2024-2026 PSP award. The
formulaic performance outcome against this range was then assessed and the Committee determined that this was a fair and appropriate outcome in the context of overall
sustainability performance.
(c) Both target and 2025 actual GHG emissions are measured on a SBTi basis.
(d) SPI outcome for 2023–2025 PSP is a simple average of 190% for 2025, 115% for 2024 and 115% for 2023. SPI 2023 and 2024 outcomes can be found in the relevant Directors’
Remuneration Reports.
Value of payout under PSP (audited)
The table below shows the details of the 2023–2025 PSP vests:
Number of shares granted
Number of shares vested
Value of vested shares
(€’000)
Fernando Fernandez
Awarded 10 March 2023
11,675
17,327
1,791
Srinivas Phatak
Awarded 10 March 2023
3,987
5,917
686
The number of shares vested includes dividend equivalents accrued through to 31 December 2025.
The Unilever PLC share price used to calculate the value at vesting is at 12 February 2026 (£53.55), translated into euros using the
exchange rate for 12 February 2026 (€1 = £0.8709).
The estimated values attributable to share price growth since the awards were granted are €430,110 for Fernando Fernandez and
164,854 for Srinivas Phatak.
98
Unilever Annual Report and Accounts 2025
Governance Report
DIRECTORS’ REMUNERATION REPORT
SCHEME INTERESTS AWARDED DURING 2025 (AUDITED)
PSP share awards made in 2025
Basis of award (a)
The following numbers of performance shares were awarded on 7 March 2025 (vesting on or around 16 February 2028):
CEO: 65,573
Maximum vesting results in 200% of the awards vesting. Dividend equivalents may be earned (in cash or additional
shares) on the award when and to the extent that the award vests.
Maximum face value
of awards (b)
CEO: €7,068,658
Threshold vesting
(% of target award)
0% of the award vests for threshold performance for the ROIC and SPI measures. 50% of the award vests at threshold
performance against the USG and relative TSR measures.
Performance period
1 January 2025–31 December 2027 (with a requirement to hold vested shares for a further two-year retention period)
Performance measures
Performance measures, weightings and targets for the period 2025–2027 were disclosed in full in last year’s Directors'
Remuneration Report and are summarised below (all measured on a straight-line basis between threshold and
maximum):
25% on underlying sales growth (USG) average
Target range: 3.4%–6.0%
30% on relative total shareholder return (TSR)(c)
Target range: median – upper quartile
30% on underlying return on invested capital (ROIC) average(d)
Target range: 18.5%–19.5%
15% on Sustainability Progress Index (SPI):(e)
Climate: percentage change in greenhouse gas emissions from
energy and refrigerant use in operations vs 2015
Target range: -75% to -85%
Nature: cumulative total hectares of land, forests and oceans
protected/regenerated through Unilever programmes
Target range: 1m–1.5m hectares
Plastics: percentage change in total tonnes of virgin plastic used in
our product packaging vs 2019
Target range: -30% to -40%
Livelihoods: percentage of our procurement spend with suppliers
who have signed the Living Wage Promise
Target range: 50%–60%
(a) Award made on 7 March 2025. CEO award is based on 200% of fixed pay. As the CFO was appointed as Executive Director on 16 September 2025, there was no award in
respect of his Executive Director service.
(b) Face value is calculated by multiplying the number of shares granted on 7 March 2025 (including decimals) by the Unilever PLC share price on that day of (£46.07) by the
maximum vesting of 200%, and then translating into euros using an average exchange rate over 2025 of €1 = £0.8547 (rounded).
(c) The TSR peer group for 2025 consists of: Beiersdorf, Church & Dwight, Coca-Cola, Colgate-Palmolive, Danone, Estée Lauder, General Mills, Haleon, Henkel, Kenvue,
Kimberly-Clark, Kraft Heinz, L’Oréal, Mondelēz, Nestlé, PepsiCo, Procter & Gamble, and Reckitt Benckiser.
(d) As noted on page 85, the ROIC target range for 2025–2027 has been adjusted upwards by 30bps to exclude Ice Cream.
(e) Performance against SPI targets is externally assured by an independent third party, though not audited. Scope 1 and 2 GHG target is SBTi validated. 
Annual bonus deferral share awards made in 2025
Basis of award (a)
The following numbers of annual bonus deferral shares were awarded on 24 March 2025:
CEO: 8,490
Annual bonus deferral shares accrue dividends.
Face value of awards(b)
CEO: 446,879
Deferral period
24 March 2025–24 March 2028.
Performance measures
No performance measures.
(a) Deferral made on 24 March 2025. CEO deferral is based on 50% of the net bonus for 2024, as set out on page 104 of the 2024 Directors’ Remuneration Report. The CFO was
appointed as Executive Director on 16 September 2025, and there was no deferral of bonus paid in 2025.
(b) Face values are calculated by multiplying the number of shares granted on 24 March 2025 (including decimals) by the Unilever PLC share price on that day of £44.99 and
translating into euros using an average exchange rate over 2025 of €1 = £0.8547 (rounded).
IMPLEMENTATION OF NEW POLICY DURING 2026
A summary of how the new Directors’ Remuneration Policy is intended to be operated during 2026 is outlined below.
Base salary
As described in the Chair’s letter on page 78 and in the Policy report on pages 87 to 93, the total remuneration package has been
rebalanced under the new Policy to put more emphasis on long-term variable pay. As a result, the previous fixed pay element has
been separated into a lower base salary element, on which short- and long-term incentives will be calculated, and a separate
pension allowance.
No base salary increases are therefore proposed for 2026. The total amount of base salary and pension will be the same as the
amount of fixed pay that applied for 2025 for both Executive Directors.
The base salaries for 2026 are €1,621,622 for the CEO and €1,058,559 for the CFO.
Pension
The maximum pension opportunity for Executive Directors is 11% of base salary. This is in line with the default employer pension
contribution for employees who are in the Unilever defined contribution plan in the UK.
Governance Report
Unilever Annual Report and Accounts 2025
99
DIRECTORS’ REMUNERATION REPORT
Annual bonus
Target annual bonus opportunities for 2026 are 150% and 120% of base salary for the CEO and CFO respectively. The maximum annual
bonus opportunity is 200% of target.
The following sets out the performance measures and weightings for the 2026 annual bonus plan, as well as the business
performance and the behaviours that they drive.
Weighting
Performance measure
Link to strategy
40%
Underlying sales growth (USG) at constant FX rates
Clear, simple and well-understood measure supporting the achievement
of Unilever’s growth ambition.
30%
Underlying operating profit growth (UOP) at current FX
rates (less restructuring costs)
Provides a focus on absolute profitability as an indicator of driving
shareholder value.
30%
Free cash flow (FCF) at current FX rates
Provides clear focus on the achievement of Unilever’s cash generation
ambition.
The details of 2026 bonus targets have not been disclosed in this Directors’ Remuneration Report as, in the opinion of the Committee,
they are commercially sensitive. However, full details on specific targets and the extent to which they have been met will be
disclosed in next year’s Directors’ Remuneration Report.
Performance Share Plan (PSP)
Target PSP grants for 2026 will be 350% and 300% of base salary for the CEO and CFO respectively. The maximum PSP opportunity
is 200% of target.
The following sets out the performance measures and weightings for the 2026 PSP, as well as the business performance and the
behaviours that they drive.
Weighting
Performance measure
Link to strategy
25%
Underlying sales growth
(USG) at constant FX rates
The primary driver of value creation in our multi-year financial growth model. Delivering consistently
higher growth will be a key unlocker of shareholder value. While the USG measure in the annual bonus
ensures focus on in-year delivery, the PSP measure focuses on cumulative and sustained importance.
30%
Relative total shareholder
return (TSR) versus a bespoke
peer group
Aligns remuneration with shareholders’ experience and allows us to measure relative performance.
The proposed vesting schedule is in line with UK norms, with threshold vesting (50% of target) for
median performance (Unilever ranked 10th), rising to maximum vesting (200% of target) for upper
quartile performance (Unilever ranked 5th).
30%
Average underlying return
on invested capital (ROIC)
Supports disciplined investment of capital within the business and encourages acquisitions that create
long-term value. This measure is especially relevant for members of the Unilever Leadership Executive
(ULE) who make investment decisions.
15%
Unilever Sustainability
Progress Index (SPI)
Unilever’s sustainability goals play a critical role in future-proofing our business, ensuring focus and
urgency in the areas where we can deliver the most impact. The Corporate Responsibility Committee
and Remuneration Committee agreed four SPI targets to assess progress towards a number of related
sustainability goals (see page 30 for more details). These targets support Unilever’s overall strategy (see
page 5) and address principal risks such as climate and nature, plastic packaging and business operations
(see pages 33 to 34). SPI targets are set over a three-year period and disclosed prospectively.
2026–2028 PSP performance targets
Measure
Weighting
Vesting at
threshold
(% of target)
Threshold
Maximum
(200% of target)
Underlying sales growth (USG) at constant FX rates (average)
25%
50%
3.0%
6.3%
Relative total shareholder return (TSR) versus a bespoke peer group(a)
30%
50%
10th (median)
1st - 5th (upper
quartile)
Average underlying return on invested capital (ROIC)
30%
0%
18.5%
19.5%
Unilever Sustainability Progress Index (SPI)(b)
15%
0%
Climate: The percentage change in greenhouse gas (GHG) emissions from energy and refrigerant use in our
operations in the given period in the reporting year, in comparison to the same period in 2015. (c)
(80%)
(90%)
Nature: The total hectares of land where Unilever programmes help protect and restore natural ecosystems and
help implement regenerative agriculture practices from 1 January 2021 to 31 December of the reporting year.
1.25m
hectares
1.75m hectares
Plastics: kT of paper flexible packaging launched by 2028.
7.4kT
13.7kT
Livelihoods: The total number of smallholder farmers in Unilever’s supply chain who have received help from
Unilever to access livelihoods programmes since 1 January 2024, reported annually as a cumulative total as
of 31 December of the reporting year.
300,000
320,000
All measures are straight line between threshold and maximum.
(a) The TSR peer group for 2026 is unchanged and consists of: Beiersdorf, Church & Dwight, Coca-Cola, Colgate-Palmolive, Danone, Estée Lauder, General Mills, Haleon, Henkel,
Kenvue, Kimberly-Clark, Kraft Heinz, L’Oréal, Mondelēz, Nestlé, PepsiCo, Procter & Gamble, and Reckitt Benckiser.
(b) Performance against SPI targets are externally assured by an independent third party, though not audited.
(c) Scope 1 and 2 GHG target is SBTi validated. 
100
Unilever Annual Report and Accounts 2025
Governance Report
DIRECTORS’ REMUNERATION REPORT
The targets for the 2026-2028 PSP award represent significant levels of stretch. The rationale for the financial targets is set out in the
Remuneration Committee Chair’s letter on page 82. The 2026-2028 SPI targets are evaluated via progress on material quantified
targets, which align with the four key sustainability priorities for Unilever: climate, nature, plastics and livelihoods.
Rationale for SPI targets
Climate (existing metric): We are aiming to reduce our operational Scope 1 and 2 GHG emissions by 80%–90% by 2028, compared
to the 2015 baseline. This is a 5% step-up from the previous SPI target and maintains focus and momentum against our longer-term
target to reduce absolute operational GHG emissions (Scope 1 and 2) by 100% by 2030 from a 2015 baseline. No adjustments to our
2030 GHG targets or baseline values were made for the demerger of our Ice Cream business, which remained part of the Group until
6 December 2025. This will be assessed in 2026 following the demerger. As a result, our forward-looking GHG target may be adjusted
following completion of this assessment.
Nature (existing metric): The 2026–2028 SPI target of 1.25m–1.75m hectares is a step-up from the prior SPI target of 1m–1.5m hectares,
compared to the 2021 baseline. This is an important milestone towards our 2030 Unilever goals to protect and regenerate 2m
hectares by 2030, covering approximately 50% of our land and key crop sourcing footprint.
Plastic (new metric): This is a new measure for 2026–2028 and is designed to accelerate our transition to paper-based packaging.
Flexible plastic packaging pollution, including sachets, is an industry-wide challenge and a priority for Unilever. Since 2021, Unilever
has invested in a dedicated R&D team to develop alternative materials for plastic flexibles. We will focus on new paper-based
flexible packaging, targeting between 7.4kT–13.7kT, to be launched by 2028.
Livelihoods (new metric): Our current SPI targets on living wage end in 2027. While we have made strong progress, we are currently
reviewing our strategy on how best to drive action on living wages with our suppliers and in the wider industry. This new SPI target
is an extension of our existing smallholder farmer Unilever goal and will focus on helping 300,000–320,000 smallholder farmers
(covering around 95% of our footprint) who grow our 12 priority crops (representing around 80% of our agricultural footprint) to
increase their income through our livelihoods programmes. This is a significant increase on the 170,000 smallholder farmers reported
in 2025.
See the metrics and targets section of the Sustainability Statement – on Climate on page 229, Biodiversity and Ecosystems on page 241,
Resource Use and Circular Economy on page 243, and Workers in the Value Chain on page 261 – for more detail on metrics and basis
of preparation.
MINIMUM SHAREHOLDING REQUIREMENT AND EXECUTIVE DIRECTOR SHARE INTERESTS
Under the current Remuneration Policy, Executive Directors are required to build and retain a personal shareholding in Unilever
within five years of appointment to align their interests with those of Unilever’s shareholders. Executive Directors are required to
maintain at least 100% of their minimum shareholding requirement for two years after leaving (or if less, their actual shareholding).
ULE members are also required to build a shareholding of 400% of fixed pay, and the requirement is 250% of fixed pay for the
management layer below ULE.
Executive Directors will be required to retain all shares vesting from any awards made since their appointment (after deduction
of tax) until their minimum shareholding requirements have been met in full. If Executive Directors fail to achieve 100% of the
shareholding requirement by the relevant time, they are not permitted to sell any shares. Unilever retains the right to block the
sale of their shares until the required level of shareholding has been obtained.
Executive Directors’ shareholdings are ring-fenced to ensure they meet the minimum shareholding requirement, including for
two years after leaving employment. This means that even if the shares are vested, they are blocked until the end of the minimum
shareholding requirement period (excluding any shares above the minimum shareholding requirement).
The share price for the relevant measurement date will be based on the average closing share prices and the euro/sterling/US dollar
exchange rates from the 61 calendar days prior to and including the measurement date.
The table below shows the Executive Directors’ (and if applicable their connected persons) interest in Unilever PLC ordinary shares
and share ownership against the minimum shareholding requirements as at 31 December 2025. Note that, subject to the approval of
the new Remuneration Policy, these shareholding requirements will increase in 2026 to 700%/600% of base salary for the CEO and
CFO respectively.
Executive Directors’ and their connected persons’ interests in shares and share ownership (audited)
Share ownership guideline
as a % of fixed pay (as at
31 December 2025)
Have guidelines been met
(as at 31 December 2025)
Actual share ownership
as a % of fixed pay (as at
31 December 2025)(a)
Fernando Fernandez
500%
Yes
861%
Srinivas Phatak(b)
400%
No
231%
Hein Schumacher(c)
500%
No
74%
(a) Calculated using the methodology set out on the previous page and the headline fixed pay as at 31 December 2025 or date of stepping down from the Board if earlier.
(b) Srinivas Phatak has five years from the date of his appointment to achieve his personal shareholding requirement.
(c) Hein Schumacher stepped down as CEO with effect from 1 March 2025. In accordance with the Remuneration Policy, he is required to retain all of his current shareholding
for a period of two years from the date of his departure.
Governance Report
Unilever Annual Report and Accounts 2025
101
DIRECTORS’ REMUNERATION REPORT
Executive Directors’ share interests as at 31 December 2025 (audited)
The total interests of Executive Directors (including those of any connected persons) in Unilever PLC ordinary shares, or scheme
interests in relation to those shares were:
Beneficially owned shares
Share awards with
performance conditions (a)
Shares awards without
performance conditions (b)
Total scheme interests (c)
CEO: Fernando Fernandez
283,529
119,141
23,755
402,670
CFO: Srinivas Phatak
49,295
15,842
0
65,137
Hein Schumacher(d)
24,811
150,583
11,036
175,394
(a) Awards under the Performance Share Plan excluding dividend equivalents. Dividend equivalents are subject to the same underlying performance conditions as the original
share awards.
(b) Awards under the annual bonus deferral scheme excluding any re-invested dividends. These are included in the beneficially owned total.
(c) The sum of beneficially owned shares and share awards with performance conditions.
(d) For Hein Schumacher, the values reflect the shareholdings at 1 March 2025, when he stepped down as CEO.
There are no awards of shares in the form of options.
During the period between 1 January and 2 March 2026, the following changes in interests have occurred:
As detailed on page 97, on 12 February 2026, Fernando Fernandez acquired 17,327 shares and Srinivas Phatak acquired 5,917 shares
following the vests of their 2023–2025 PSP awards.
On 12 February 2026, Fernando Fernandez sold 17,327 shares at a price of £52.50.
The voting rights of the Directors (Executive and Non-Executive) and ULE members who hold interests in the share capital of Unilever
PLC are the same as for other holders of the class of shares indicated. As at 2 March 2026, none of the Directors’ (Executive and
Non-Executive) or other ULE members’ shareholdings amounted to more than 1% of the issued shares in that class of share (except
Nelson Peltz, who owns 1.3% of the Unilever PLC issued share capital including via Trian Fund Management as a connected person).
On page 63, the full share capital of Unilever PLC has been described. Pages 146 and 147 set out how many shares Unilever held to
satisfy the awards under the share plans.
PAYMENTS TO FORMER DIRECTORS (AUDITED)
The table below shows the 2025 payments to former Directors as follows:
To Alan Jope in accordance with arrangements as disclosed in the 2022 Directors’ Remuneration Report;
To Graeme Pitkethly in accordance with arrangements as disclosed in the 2023 Directors’ Remuneration Report; and
To Hein Schumacher in accordance with arrangements as disclosed in the 2024 Directors’ Remuneration Report.
There have been no payments for loss of office during the year.
Alan Jope (€'000)
Graeme Pitkethly
(€'000)
Hein Schumacher
(€'000)
Fixed pay (a)
0
0
1,784
Benefits (b)
39
24
162
Bonus(c)
0
0
324
PSP (d)
0
0
0
Total
39
24
2,270
(a) As disclosed in the 2024 Directors Remuneration Report, Hein Schumacher received fixed pay from 1 March 2025 to 31 May 2025, and pay in lieu of notice (PILON) for the
period 1 June 2025 to 24 February 2026. Refer to the single figure table on page 96 for the period 1 January 2025 to 28 February 2025.
(b) Includes tax preparation costs for Alan Jope and Graeme Pitkethly. For Hein Schumacher, this includes death, disability and medical benefits, tax preparation, legal costs
and relocation fees.
(c) As disclosed in the 2024 Directors Remuneration Report, Hein Schumacher received a bonus pro-rated for the period 1 March 2025 to 30 April 2025, and the amount reflects
the performance outcome of 70%. Refer to the single figure table on page 96 for the period 1 January 2025 to 28 February 2025. In line with the current Directors
Remuneration Policy, 50% of the net annual bonus is deferred into shares and 17,340 bonus deferral shares were granted in March 2025.
(d) Details of the 2022-2024 PSP awards to Alan Jope and Graeme Pitkethly that vested in February 2025 were disclosed in the 2024 Directors’ Remuneration Report. Hein
Schumacher did not have a 2022-2024 PSP award. The vesting of 2023-2025 PSP awards will be disclosed in the 2026 Directors’ Remuneration Report.
102
Unilever Annual Report and Accounts 2025
Governance Report
DIRECTORS’ REMUNERATION REPORT
IMPLEMENTATION OF THE POLICY FOR NON-EXECUTIVE DIRECTORS (AUDITED)
As disclosed in the 2024 Directors’ Remuneration Report (Chair’s letter on page 97), the Board increased the Chair fee to £725,000 per
year, effective 1 April 2025, and announced a review of fees for other Non-Executive Director roles. Following the review, effective
1 April 2025, the basic Non-Executive Director fee was increased to £105,000 per year, and the Chair of the Remuneration Committee
fee was increased to £40,000 per year. As set out on page 82, effective 1 April 2026, the Chair fee will increase to £800,000 per year,
the basic Non-Executive Director fee will increase to £110,000 per year and the Chair of the Corporate Responsibility Committee fee
will increase to £40,000 per year. All changes are set out in the table below.
Non-Executive Director fees are set and paid in GBP. The table below outlines the current fee structure shown in our reporting
currency of EUR and GBP, using the average exchange rate over 2025 (£1 = €1.1699) (rounded).
2026
2025
Roles and responsibilities
Annual Fee €
Annual Fee £
Annual Fee €
Annual Fee £
Basic Non-Executive Director Fee(a)(b)
128,689
110,000
122,840
105,000
Chair (all-inclusive)(c)(d)
935,920
800,000
848,178
725,000
Vice Chair/Senior Independent Director (SID)
46,796
40,000
46,796
40,000
Chair of Audit Committee and Chair of Remuneration Committee (e)
46,796
40,000
46,796
40,000
Chair of Corporate Responsibility Committee(f)
46,796
40,000
40,947
35,000
Chair of Nominating and Corporate Governance Committee
35,097
30,000
35,097
30,000
Member of Audit Committee
29,248
25,000
29,248
25,000
Member of Corporate Responsibility Committee and Member of Remuneration Committee
23,398
20,000
23,398
20,000
Member of Nominating and Corporate Governance Committee
17,549
15,000
17,549
15,000
(a) Increased from £95,000 to £105,000 per year, effective 1 April 2025. The pro-rated amount paid in 2025 was £102,500 (€119,915).
(b) To be increased from £105,000 to £110,000 per year, effective 1 April 2026. The pro-rated amount to be paid in 2026 is £108,750 (€127,227).
(c) Increased from £660,000 to £725,000 per year, effective 1 April 2025. The pro-rated amount paid in 2025 was £708,750 (€829,167).
(d) To be increased from £725,000 to £800,000 per year, effective 1 April 2026. The pro-rated amount to be paid in 2026 is £781,250 (€913,984).
(e) Increased from £35,000 to £40,000 per year, effective 1 April 2025. The pro-rated amount paid in 2025 was £38,750 (€45,334).
(f) To be increased from £35,000 to £40,000 per year, effective 1 April 2026. The pro-rated amount to be paid in 2026 is £38,750 (€45,334).
All reasonable travel and other expenses incurred by Non-Executive Directors in the course of performing their duties are considered
to be business expenses and so are reimbursed.
SINGLE FIGURE OF REMUNERATION IN 2025 FOR NON-EXECUTIVE DIRECTORS (AUDITED)
The table below shows a single figure of remuneration for each of our Non-Executive Directors for the years 2024 and 2025.
2025
2024
Non-Executive Director
Fees (a)(b)
€'000
Benefits(a)(c)
€'000
Total remuneration
€'000
Fees(a)
€'000
Benefits (a)(c)
€'000
Total remuneration
€'000
Adrian Hennah
184
184
171
171
Andrea Jung(d)
74
27
101
218
218
Susan Kilsby
225
75
300
169
169
Ruby Lu
173
70
243
157
157
Judith McKenna
178
119
297
125
125
Ian Meakins
829
10
839
778
778
Nelson Peltz
143
40
183
136
136
Benoît Potier
173
17
190
Zoe Yujnovich
136
1
137
Total
2,115
359
2,474
1,754
1,754
(a) Where relevant, amounts for 2024 have been translated into euros using the average exchange rate over 2024 (£1 = €1.1791). Amounts for 2025 have been translated into
euros using the average exchange rate over 2025 (£1 = €1.1699).
(b) All Non-Executive Directors serving after 1 April 2025 have received an increase to their basic Non-Executive Director fee as disclosed above. Current Committee Chair and
membership roles are set out on page 56.
(c) In accordance with the Remuneration Policy, benefits consist of expense reimbursements that are considered taxable benefits-in-kind in the UK, such as Non-Executive
Directors travel, accommodation and subsistence expenses in connection with attendance at Board meetings, and the taxes paid thereon.
(d) Retired from the Board at the May 2025 AGM.
We do not grant our Non-Executive Directors any personal loans or guarantees or any variable remuneration, nor are they entitled
to any severance payments.
Governance Report
Unilever Annual Report and Accounts 2025
103
DIRECTORS’ REMUNERATION REPORT
PERCENTAGE CHANGE IN REMUNERATION OF NON-EXECUTIVE DIRECTORS (AUDITED)
The table below shows the five-year history of year-on-year percentage change for fees and other benefits for the Non-Executive
Directors who were Non-Executive Directors at any point during 2025. Please see page 106 for a comparison of the percentage
change in remuneration of Unilever PLC employees.
Total Remuneration (a)
Non-Executive Director
% change from
2024 to 2025
% change from
2023 to 2024
% change from
2022 to 2023
% change from
2021 to 2022
% change from
2020 to 2021
Adrian Hennah
7.6
(3.4)
26.4
566.7
Andrea Jung
(53.7)
2.4
6.5
11.1
32.8
Susan Kilsby
77.5
20.7
(9.1)
22.2
(3.0)
Ruby Lu
54.8
10.6
(7.8)
569.6
Judith McKenna
137.6
Ian Meakins
7.8
755.0
Nelson Peltz
34.6
3.0
144.4
Benoît Potier
n/a
Zoe Yujnovich
n/a
(a) Non-Executive Directors receive an annual fixed fee and do not receive any Company performance-related payments. The year-on-year % changes are therefore due to
changes in Committee Chair or memberships, mid-year appointments or retirements, fee increases (in line with policy and as disclosed in applicable Directors’
Remuneration Reports), travel costs and changes in the average sterling-to-euro exchange rate.
NON-EXECUTIVE DIRECTORS’ INTERESTS IN SHARES (AUDITED)
Non-Executive Directors are encouraged to build up a personal shareholding of at least 100% of their annual fees over the five years from
appointment. The table below shows the interests in Unilever PLC ordinary shares as at 31 December 2025 of Non-Executive Directors and
their connected persons. This is set against the minimum shareholding recommendation.
There has been no change in these interests between 1 January 2026 and 2 March 2026.
Non-Executive Director
Shares held at
31 December 2025 (a)
Actual share ownership as a % of
NED fees (as at 31 December 2025)
Adrian Hennah
3,555
107%
Andrea Jung
4,576
344%
Susan Kilsby
2,000
49%
Ruby Lu
—%
Judith McKenna
—%
Ian Meakins
23,143
154%
Nelson Peltz(b)
28,604,168
1,103,049%
Benoît Potier
—%
Zoe Yujnovich
2,222
91%
(a) Date of retirement from the Board if earlier than 31 December 2025.
(b) Share ownership also includes shares held by Trian Fund Management as a connected person.
REMUNERATION IN THE WIDER CONTEXT
The Committee upholds its obligation under Section 172 of the UK Companies Act 2006 (see pages 60 to 61) to consider the impact of
what we do on our multiple stakeholders. These considerations shape the way the Committee looks at pay and sets pay rates for our
Executive and Non-Executive Directors relative to our wider workforce. We will continue to advance these initiatives over the years
ahead to enhance the livelihoods of all our employees. See www.unilever.com/sustainability for further details.
Commitment to fair pay
Fairness in the workplace is a core pillar of our Code of Business Principles. As part of our Framework for Fair Compensation, we
are committed to paying a fair wage to all direct employees, which we achieved in 2020. In 2021, we achieved our first global
independent accreditation as a living wage employer. In 2024, we were awarded our second global independent accreditation
as a living wage employer. To maintain this standard, Unilever annually reviews direct employees’ pay and benefits against an
independent living wage benchmark, with corrective action being taken as necessary. The data disclosed includes all employees
who are integrated into Unilever’s global reward structure and human resources information system.
Our Framework for Fair Compensation outlines the Company’s position on wages for direct employees and includes principles
such as fair and liveable compensation, market-based compensation and non-discrimination in compensation. Accountability for
implementation of this framework sits with the Chief People Officer. The framework is publicly available and applied locally through
compensation policies and procedures.
Information on Unilever’s gender pay gap % for 2025 can be found under Own Workforce on page 260.
Alignment of executive pay with the wider workforce
Remuneration arrangements throughout the Group are based on the same principle: that reward should support our business
strategy and be sufficient to attract and retain high-performing individuals by paying competitively. As a global organisation with
employees working at different levels and in many countries, the way we apply this principle varies by geography and seniority.
104
Unilever Annual Report and Accounts 2025
Governance Report
DIRECTORS’ REMUNERATION REPORT
Executive Directors
Below the Board
Base salary
When determining Executive Director pay, the
Committee considers Group-wide employee
pay arrangements, including the average
global pay review budget for management.
Typically pay increases are at or below the
average percentage increase for the wider
UK population.
The average salary increase for the wider workforce globally in
2025 was 6.54%. Salaries take account of local inflation and market
competitiveness.
Benefits
Benefits are aligned to market practice.
Benefits are competitive and aligned to local market practice.
There is a focus on enabling employee choice wherever possible
to ensure that benefits cater for a wide range of needs and
circumstances.
Pension
Pension allowance of 11% of base salary (if
the new Remuneration Policy is approved),
aligned to the default employer contribution
for UK employees.
Pension arrangements reflect local market practice.
Annual bonus
Executive Directors have a significant portion
of their total remuneration delivered in
variable short- and long-term incentives,
reflecting their ability to influence and deliver
the strategic objectives of the business.
The annual bonus is based on performance
against financial measures only (no individual
performance element).
50% of bonus is deferred into shares held
for three years (until the shareholding
requirement is met, if the new Remuneration
Policy is approved).
All managers participate in the same annual bonus scheme, with
the same performance measures, weightings and structure. The
majority of employees across the world are eligible to participate
in some form of short-term incentive (annual bonus, sales incentive
or manufacturing bonus). Under the annual bonus, a multiplier
based on performance against individual goals is applied to the
business performance outcome, to allow effective differentiation
of high and low performance.
For the ULE, the individual performance element is based on
business or function-wide strategic objectives. For Business Group
Presidents on the ULE, the business performance element is based
on 75% Business Group performance and 25% Unilever Group
performance, whereas for Functional Heads, the business
performance element is based fully on Unilever Group.
Long-term
incentives
Executive Directors participate in the PSP.
Awards vest after three years, subject to
stretching performance conditions.
Executive Director awards are subject to
a two-year post-vesting retention period to
further strengthen alignment with shareholder
interests.
Executive Directors must also retain
a significant shareholding in Unilever
(including for two years after leaving the
Company), meaning they may not sell shares
realised under the PSP until they have met
this requirement.
Senior managers participate in the PSP with the same performance
measures, weightings and targets as the Executive Directors. Lower
levels of management are eligible to receive an annual award of
restricted shares. Wherever possible, all other employees have the
opportunity to participate in the global share purchase plan called
SHARES, which is offered in more than 80 countries. Through these
initiatives, we continue to encourage our employees to adopt an
owner’s mindset with the goal of achieving our growth ambition,
so they can share in the long-term success of Unilever.
Other disclosures related to Directors’ remuneration (unaudited)
Unilever regularly looks at pay ratios throughout the Group, and between each work level (WL), and we have disclosed this for
a number of years. The following table provides a detailed breakdown of the fixed and variable pay elements for each of our UK
work levels, showing how each work level compares to the CEO in 2025 (with equivalent 2024 figures for comparison purposes).
For 2025, the CEO data used is the total of fixed and variable pay for Hein Schumacher (€632,000 for the period 1 January 2025 to
28 February 2025) and Fernando Fernandez (€4,972,000 for the period 1 March 2025 to 31 December 2025), as set out in the single
figure table and supporting notes on page 96. The 2024 CEO data is the applicable data for Hein Schumacher from the single figure
table for Executive Directors on page 103 of the 2024 Directors’ Remuneration Report.
Governance Report
Unilever Annual Report and Accounts 2025
105
DIRECTORS’ REMUNERATION REPORT
CEO Pay Ratio Comparison (split by fixed pay and benefits/variable pay)
CEO = 83.7 x WL1
271
CEO = 74.7 x WL1
CEO = 44.9 x WL2
CEO = 41 x WL2
CEO = 20.5 x WL3
CEO = 18.9 x WL3
CEO = 9.7 x WL4
CEO = 9.1 x WL4
CEO = 4.1 x WL5
CEO = 4.2 x WL5
CEO = 1.8 x WL6
CEO = 1.7 x WL6
€0m
€1m
€2m
€3m
€4m
€5m
€6m
€7m
               
2025 Fixed pay and benefits
2025 Variable pay
2024 Fixed pay and benefits
2024 Variable pay
The year-on-year comparison reflects a reduction in fixed pay and an increase in variable pay for the CEO for 2025. The 2025 bonus
outcome was lower than in 2024 but 2025 included a PSP vest whereas the prior CEO was ineligible to participate in the 2022–2024 PSP
cycle. The CEO has a higher weighting on performance-related pay compared to other employees. Across the organisation, total pay has
slightly increased compared to 2024 for lower work levels (up to WL4) and is broadly similar for higher work levels. The numbers
are also impacted by fluctuations in the exchange rates used to convert pay denominated in pounds sterling to euros for reporting
purposes. Where relevant, amounts for 2024 have been translated using the average exchange rate over 2024 (€1 = £0.8481), and
amounts for 2025 have been translated using the average exchange rate over 2025 (€1 = £0.8547).
Annual bonus and PSP for UK employees were calculated using:
Target annual bonus values considered for the respective year.
PSP values calculated at target for the relevant employee work level, i.e. 50% of target bonus for WL2 and 100% of target bonus
for WL3–6.
Fixed pay figures reflect all elements of pay (including allowances) and benefits paid in cash. The data disclosed excludes employees
who are not integrated into Unilever’s global reward structure and human resources information system.
CEO pay ratio comparison
The table below is included to meet UK requirements and shows how salary and pay and benefits for the CEO compares to UK
employees at the 25th percentile, median and 75th percentile.
Year
25th percentile
Median percentile
75th percentile
Year ended 31 December 2025
Salary:
£44,762
£53,141
£74,984
Pay and benefits:
£62,794
£77,719
£119,448
Pay ratio (Option A):
76:1
62:1
40:1
Year ended 31 December 2024
Salary:
£39,179
£47,699
£66,057
Pay and benefits:
£53,620
£66,215
£100,517
Pay ratio (Option A):
88:1
71:1
47:1
Year ended 31 December 2023
Salary:
£40,968
£49,224
£67,565
Pay and benefits:
£52,551
£65,305
£103,527
Pay ratio (Option A):
100:1
81:1
51:1
Year ended 31 December 2022
Salary:
£36,802
£44,478
£60,788
Pay and benefits:
£49,868
£61,553
£93,612
Pay ratio (Option A):
92:1
75:1
49:1
Year ended 31 December 2021
Salary:
£34,560
£42,668
£58,869
Pay and benefits:
£48,229
£60,306
£90,335
Pay ratio (Option A):
87:1
70:1
47:1
Year ended 31 December 2020
Salary:
£34,298
£41,010
£55,000
Pay and benefits:
£45,713
£55,751
£80,670
Pay ratio (Option A):
67:1
55:1
38:1
Year ended 31 December 2019
Salary:
£38,510
£45,154
£59,988
Pay and benefits:
£50,689
£61,086
£87,982
Pay ratio (Option A):
83:1
69:1
48:1
106
Unilever Annual Report and Accounts 2025
Governance Report
DIRECTORS’ REMUNERATION REPORT
Option A was used to calculate the pay and benefits of employees at the 25th percentile, median and 75th percentile. This is the most
accurate methodology, as it is based on the total full-time equivalent total reward for all UK employees of the Group for the relevant
financial year. Figures are calculated by reference to full-time equivalent employees as at 31 December 2025. The data disclosed
excludes employees who are not integrated into Unilever’s global reward structure and human resources information system.
Benefits for UK employees include any pension arrangements, while Executive Directors are not entitled to pension benefits under
the current Remuneration Policy.
Variable pay figures for UK employees are calculated on the basis set out in the paragraph for other work levels below the ‘CEO pay
ratio comparison’ table on page 105. The reason for this is it would be unduly onerous to recalculate these figures when, based on a
sample, the impact of such recalculation is expected to be minimal.
The median pay ratio has decreased in 2025 compared to the prior year due to the change in CEO. Pay, reward and progression
policies within Unilever are consistent as the Remuneration Policy is applicable across our circa 12,500 managers throughout the
business worldwide.
Percentage change in remuneration of Executive Directors (CEO/CFO)
The table below shows the five-year history of year-on-year percentage change for fixed pay, other benefits (excluding pension),
and bonus for the CEO, CFO and Unilever PLC employees (based on total full-time equivalent total reward for the relevant financial
year) pursuant to UK requirements. The figures for the Executive Directors are based on the single figure table on page 96. There is no
data for Srinivas Phatak as he was appointed CFO on 16 September 2025 and there is no prior-year comparator.
In accordance with the regulations, we are required to show the percentage change in pay for Directors compared to the pay of
our Unilever PLC entity employees only, which is a relatively small and unrepresentative proportion of our total UK workforce. We
believe it is more meaningful to consider the mandatory disclosure on pay ratios on page 105, which compares the CEO’s pay to the
pay of all of our UK employees, and also the voluntary additional disclosure on pay ratios split by all UK work levels on page 105.
The respective changes in fees for our Non-Executive Directors are included in the table ‘Percentage change in remuneration of
Non-Executive Directors’ on page 103.
Fixed pay
Other benefits
(not including
pension)
Bonus
% change from 2024 to 2025(a)
CEO: Hein Schumacher(b)
(83.4%)
(100.0%)
(90.4%)
CEO: Fernando Fernandez(c)
45.6%
(50.2%)
1.9%
CFO: Srinivas Phatak
n/a
n/a
n/a
Unilever PLC employees(d)
(16.6%)
(9.4%)
(43.6%)
% change from 2023 to 2024
CEO: Hein Schumacher
71.5%
1.6%
81.8%
CFO: Fernando Fernandez
n/a
n/a
n/a
Unilever PLC employees
12.2%
26.8%
20.3%
% change from 2022 to 2023
CEO: Alan Jope
(50.0%)
(56.9%)
(56.8%)
CEO: Hein Schumacher
3480.6%
n/a
n/a
CFO
6.0%
31.3%
(8.3%)
Unilever PLC employees
0.2%
(12.1%)
(19.2%)
% change from 2021 to 2022
CEO
1.8%
34.2%
67.0%
CFO
1.7%
2.1%
67.0%
Unilever PLC employees
(4.3%)
7.4%
57.0%
% change from 2020 to 2021
CEO
1.7%
35.7%
71.6%
CFO
1.8%
23.7%
71.7%
Unilever PLC employees
(19.3%)
(2.2%)
(10.6%)
(a) All 2025 figures are based on the single figure table on page 96. The figures for Fernando Fernandez reflect his service as CFO (from 1 January 2025 to 28 February 2025)
and as CEO (from 1 March 2025).
(b) The decrease in fixed pay and bonus for Hein Schumacher is because he stepped down as CEO with effect 1 March 2025 (bonus also reflects the lower outcome of 70%
compared to 122% in 2024). No benefits are shown in the 2025 single figure table (please refer to page 101).
(c) The increase in fixed pay and bonus for Fernando Fernandez is because he was promoted to CEO with effect from 1 March 2025 (bonus reflects the higher target for CEO
but offset by the lower outcome of 70% compared to 122% in 2024). Benefits have fallen due to lower relocation costs.
(d) For Unilever PLC employees, fixed pay numbers include cash-related benefits employees receive as part of their total compensation, to ensure we can accurately compare
fixed pay for them against that of the CEO and CFO. The reductions in fixed pay and benefits for 2025 compared to 2024 reflect changes to the number and grade profile of
PLC employees (which is a very small group of employees), and in addition the change in bonus reflects a lower outcome compared to 2024. Figures are also affected by
changes in the average sterling-to-euro exchange rate. The data disclosed excludes employees who are not integrated into Unilever’s global reward structure and human
resources information system.
Governance Report
Unilever Annual Report and Accounts 2025
107
DIRECTORS’ REMUNERATION REPORT
RELATIVE IMPORTANCE OF SPEND ON PAY
The chart below shows the relative spend on pay compared with dividends paid to Unilever shareholders and underlying earnings.
Underlying earnings represents the underlying profit attributable to Unilever shareholders and provides a good reference point to
compare spend on pay. The chart shows the percentage of movement in underlying earnings, dividends and total staff costs versus
the previous year.
115
(0.8%)
Underlying
earnings(a)
12.3%
2.3%
Dividends and
buyback (b)
(0.1%)
(6.9%)
Total staff
costs(c)
4.4%
€0m
€1,000m
€2,000m
€3,000m
€4,000m
€5,000m
€6,000m
€7,000m
€8,000m
2025
2024
(a) In calculating underlying profit attributable to shareholders, net profit attributable to shareholders is adjusted to eliminate the post-tax impact of non-underlying items in
operating profit and any other significant unusual terms within net profit but not operating profit (see note 7 on page 151 for details). 2023 and 2024 comparators have been
re-presented to reflect the demerger of our Ice Cream business.
(b) Includes share buyback of €1,510 million in 2025 and €1,508 million in 2024. Includes dividends on ordinary share capital during the year and not the dividend in specie
relating to the demerger of our Ice Cream business.
(c) 2023 and 2024 comparators have been re-presented to reflect the demerger of our Ice Cream business.
CEO SINGLE FIGURE TEN-YEAR HISTORY
The table below shows the ten-year history of the CEO single figure of total remuneration.
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025
CEO single figure of total remuneration
(€‘000) (a)
8,370
11,661
11,726
4,894
3,447
4,890
5,395
6,070
5,552
5,604
Annual bonus outcome (% maximum)
92%
100%
51%
55%
32%
54%
89%
77%
81%
47%
GSIP performance shares vesting outcome
(% maximum)(b)
35%
74%
66%
60%
n/a
n/a
n/a
n/a
n/a
n/a
MCIP matching shares vesting outcome
(% maximum) (c)
47%
99%
88%
n/a
42%
44%
35%
44%
n/a
n/a
PSP performance shares vesting outcome
(% maximum)
n/a
n/a
n/a
n/a
n/a
n/a
n/a
32%
n/a
68%
(a) 2023 figure is based on the combined single figure of remuneration for Alan Jope and Hein Schumacher, as set out on page 132 of the 2023 Directors’ Remuneration Report.
2025 figure is based on the combined single figure of remuneration for Hein Schumacher (€632,000 for the period 1 January 2025 to 28 February 2025) and Fernando
Fernandez (€4,972,000 for the period 1 March 2025 to 31 December 2025), as set out in the single figure table and supporting notes on page 96.
(b) Global Share Incentive Plan (GSIP). Last CEO award was for the performance period ended 2019.
(c) Management Co-Investment Plan (MCIP). Last performance period ended in 2023.
Ten-year historical TSR performance
The graph below includes growth in the value of a hypothetical £100 investment over ten years’ FTSE 100 comparison, based on
30-trading-day average values. The FTSE 100 Index is the most relevant index in the UK and where we have our principal listing.
Unilever is a constituent of this index.
13
Value of hypothetical £/€ holding
108
Unilever Annual Report and Accounts 2025
Governance Report
DIRECTORS’ REMUNERATION REPORT
SHAREHOLDER VOTING
Unilever is committed to ongoing shareholder dialogue and takes an active interest in voting outcomes. In the event of a substantial
vote against a resolution in relation to Directors’ remuneration, Unilever seeks to understand the reasons for any such vote.
Following the AGM on 30 April 2025, 72.29% of votes were cast in favour of the Directors’ Remuneration Report. While the Board was
pleased that the resolution received majority support, the Company recognises the importance of understanding the reasons behind
votes against. Following the AGM, the Company contacted its largest shareholders – representing 46.3% of the share register – as
well as other shareholders who voted against the Remuneration Report and several proxy agencies. In total, we held 22 meetings to
gain deeper insight into shareholder views and concerns regarding Directors’ remuneration.
Shareholders who opposed the 2024 Directors’ Remuneration Report consistently cited two key concerns. Firstly, the disapplication
of time pro-ration on three outstanding long-term incentive awards for the former CEO, Alan Jope, and the former CFO, Graeme
Pitkethly, who retired from the Company in 2022 and 2023 respectively. Secondly, the approach taken to setting fixed pay for
Fernando Fernandez on his appointment as CEO.
The Company acknowledges that the disapplication of time pro-ration on three awards for the former CEO and former CFO were
exceptional decisions taken in order to mitigate the impact of the disruption to the business at a time of significant change and
uncertainty. The Company has publicly confirmed that it will apply time pro-ration to outstanding awards for future Director exits,
in accordance with market practice and the Remuneration Policy. This was demonstrated by the recent treatment of outstanding
long-term incentive awards for the former CEO, Hein Schumacher, where time pro-ration was applied to all unvested awards when
Hein left the Company in March 2025. In dialogue with shareholders and proxies, it has been understood and recognised that the
non-pro-ration of awards to former Directors is a legacy decision and not an ongoing issue.
On the approach to setting pay on appointment, the Company understands that some shareholders prefer to see phased progression
over time as opposed to a more significant salary uplift from the outset. The Board took this feedback into account when determining
fixed pay for Srinivas Phatak on his appointment as CFO in September 2025. His salary was set at a lower level than the previous
CFO’s salary, with the intention to gradually move pay to the appropriate position relative to the market over the next two to three
years, subject to performance and the wider external and internal context.
We would like to thank all of the shareholders and proxy agencies who spent time engaging with us recently and those who continue
to engage with us over the coming months. The Company will continue to meet with shareholders regularly on remuneration-related
matters and their perspectives are critical inputs into the Board’s discussions and decision-making.
The following table sets out the actual voting in respect of the 2024 Directors’ Remuneration Report and 2023 Remuneration Policy.
Voting outcome
For
Against
Withheld
2024 Directors’ Remuneration Report (2025 AGM)
72.29%
27.71%
2,222,529
2024 Directors’ Remuneration Policy (2024 AGM)
97.69%
2.31%
2,918,626
The Directors’ Remuneration Report has been approved by the Board, and signed on its behalf by Prakash Kakkad, Chief Legal Officer
and Group Company Secretary.
                                                                                                           
Financial Statements
Statement of Directors’ Responsibilities
KPMG LLP’s Independent Auditor’s Report
Consolidated Financial Statements Unilever Group
Notes to the Consolidated Financial Statements
Company Accounts Unilever PLC
Notes to the Company Accounts Unilever PLC
Group Companies
Shareholder Information – Financial Calendar
Additional Information for US Listing Purposes
Unilever Ice Cream Demerger
All figures are presented on a continuing operations basis. For Unilever,
this comprises of four Business Groups: Beauty & Wellbeing, Personal Care,
Home Care and Foods.
110
Unilever Annual Report and Accounts 2025
Financial Statements
Statement of Directors’ Responsibilities
ANNUAL ACCOUNTS
The Directors are responsible for preparing the Annual Report and
Accounts in accordance with applicable law and regulations. The
Directors are also required by the UK Companies Act 2006 to prepare
accounts for each financial year that give a true and fair view of the state
of affairs of the Unilever Group and PLC as at the end of the financial year,
and of the profit or loss and cash flows for that year.
The Directors consider that, in preparing the accounts, the Group and PLC
have used the most appropriate accounting policies, consistently applied
and supported by reasonable and prudent judgements and estimates.
They also confirm that all International Financial Reporting Standards
(IFRS) as issued by the International Accounting Standards Board
(IASB), and UK-adopted international accounting standards, which
they consider to be applicable, have been followed. In accordance with
Disclosure Guidance and Transparency Rule (’DTR’) 4.1.5R and 4.1.16R, the
financial statements will form part of the annual financial report prepared
using the single electronic reporting format under DTR 4.1.17R and 4.1.18R.
The auditor’s report on these financial statements provides no assurance
over whether the annual financial report has been prepared in
accordance with those requirements. The Directors are also responsible
for preparing the Annual Report and Accounts, including the consolidated
financial statements, in the European single electronic format in
accordance with the requirements as set out in Commission Delegated
Regulation (EU) 2019/815 with regard to regulatory technical standards on
the specification of a single electronic reporting format.
The Directors have responsibility for ensuring that PLC keeps accounting
records which disclose with reasonable accuracy their financial position,
and which enable the Directors to ensure that the accounts comply
with all relevant legislation. They are also responsible for such internal
control as they determine is necessary to enable the preparation of
financial statements that are free from material misstatement, whether
due to fraud or error, and have a general responsibility for taking such
steps as are reasonably open to them to safeguard the assets of the Group,
and to prevent and detect fraud and other irregularities.
This statement, which should be read in conjunction with the Independent
Auditor’s Report, is made with a view to distinguishing for shareholders
the respective responsibilities of the Directors and of the auditors in
relation to the accounts.
A copy of the financial statements of the Unilever Group is available at
www.unilever.com/investors. The Directors are responsible for the
maintenance and integrity of the website, and the work carried out by the
auditors does not involve consideration of these matters. Accordingly, the
auditors accept no responsibility for any changes that may have occurred
to the financial statements since they were initially placed on the website.
Legislation in the UK and the Netherlands governing the preparation and
dissemination of financial statements may differ from legislation in other
jurisdictions.
INDEPENDENT AUDITORS AND DISCLOSURE OF
INFORMATION TO AUDITORS
UK law sets out additional responsibilities for the Directors of PLC
regarding disclosure of information to auditors. To the best of each of the
Directors’ knowledge and belief, and having made appropriate enquiries,
all information relevant to enabling the auditors to provide their opinions
on PLC’s consolidated and parent company accounts has been provided.
Each of the Directors has taken all reasonable steps to ensure their
awareness of any relevant audit information and to establish that Unilever
PLC’s auditors are aware of any such information.
DIRECTORS’ RESPONSIBILITY STATEMENT
Under company law, the directors must not approve the financial
statements unless they are satisfied that they give a true and fair view
of the state of affairs of the Group and parent company and of the Group’s
profit or loss for that period.
Under applicable law and regulations, the directors are also responsible
for preparing a Strategic Report, Directors’ Report, Directors’
Remuneration Report and Corporate Governance Statement that
complies with that law and those regulations.
Each of the Directors confirms that, to the best of his or her knowledge:
The Unilever Annual Report and Accounts 2025, taken as a whole, is fair,
balanced and understandable, and provides the information necessary
for shareholders to assess the Company’s position and performance,
business model and strategy;
The Financial Statements, which have been prepared in accordance
with International Financial Reporting Standards (IFRS) as issued by
the International Accounting Standards Board (IASB), and UK-adopted
international accounting standards, give a true and fair view of the
assets, liabilities, financial position and profit or loss of the Company and
the undertakings included in the consolidation taken as a whole; and
The Management Report includes a fair review of the development
and performance of the business and the position of PLC and the
undertakings included in the consolidation taken as a whole, together
with a description of the principal risks and uncertainties that they face.
The Directors and their roles are listed on pages 52 to 55.
GOING CONCERN
The activities of the Group, together with the factors likely to affect its
future development, performance, financial position, its cash flows,
liquidity position and borrowing facilities, are described on pages 1 to 46.
In addition, we describe in notes 15 to 18 on pages 161 to 176 the Group’s
objectives, policies and processes for managing its capital; its financial risk
management objectives; details of its financial instruments and hedging
activities; and its exposures to credit and liquidity risk. Although not
assessed over the same period as going concern, the viability of the Group
has been assessed on page 38.
The Group has considerable financial resources together with established
business relationships with many customers and suppliers in countries
throughout the world. As a consequence, the Directors believe that the
Group is well placed to manage its business risks successfully for at least
12 months from the date of approval of the financial statements.
After making enquiries, the Directors consider it appropriate to adopt
the going concern basis of accounting in preparing this Annual Report
and Accounts.
INTERNAL AND DISCLOSURE CONTROLS AND
PROCEDURES
Please refer to pages 32 to 37 for a discussion of Unilever’s principal risk
factors and to pages 31 to 38 for commentary on the Group’s approach to
risk management and control.
Financial Statements
Unilever Annual Report and Accounts 2025
111
KPMG LLP’s Independent Auditor’s Report
To the members of Unilever PLC
1. Our opinion is unmodified
In our opinion, the financial statements:
give a true and fair view of the state of the Group’s and of the Parent Company’s affairs as at 31 December 2025, and of the Group’s and Parent
Company’s profit for the year then ended;
have been properly prepared in accordance with UK-adopted international accounting standards; and
have been prepared in accordance with the requirements of the Companies Act 2006.
What our opinion covers
We have audited the Group and Parent Company financial statements of Unilever PLC (“the Company”) for the year ended 31 December 2025 (“FY25”)
included in the Unilever Annual Report and Accounts 2025, which comprise:
Group
Parent Company (Unilever PLC)
Consolidated income statement;
Consolidated statement of comprehensive income;
Consolidated statement of changes in equity;
Consolidated balance sheet;
Consolidated cash flow statements; and
Notes 1 to 27 to the Group financial statements, including the
accounting information and policies in note 1.
Income statement;
Statement of comprehensive income;
Statement of changes in equity;
Balance sheet;
Statement of cash flows; and notes 1 to 17 to the Parent Company
financial statements, including the accounting information and policies.
Basis for opinion
We conducted our audit in accordance with International Standards on Auditing (UK) (“ISAs (UK)”) and applicable law. Our responsibilities are described
below. We believe that the audit evidence we have obtained is a sufficient and appropriate basis for our opinion. Our audit opinion and matters included
in this report are consistent with those discussed and included in our reporting to the Audit Committee (“AC”).
We have fulfilled our ethical responsibilities under, and we remain independent of the Group in accordance with, UK ethical requirements including the
FRC Ethical Standard as applied to listed public interest entities.
2. Overview of our Audit
Factors driving our
view of risks
Following the conclusion of our FY24 audit, and
considering developments affecting the Group
since then, we have performed a risk assessment
for our FY25 audit.
The demerger of Unilever’s Ice Cream business
on 6 December 2025 and the continued roll-out
of the productivity programme have the aim
to make Unilever a simpler and more focused
group. Alongside the changing macroeconomic
environment throughout the year, these have
formed a key part of our audit risk assessment, in
particular, the impact of the Ice Cream demerger
which we have recognised as a Key Audit Matter
(refer to 4.3 below).
We continue to have a focus on revenue
recognition, and more specifically, the
recognition of rebates (which is netted against
revenue) as a Key Audit Matter (see 4.1 below).
We have not observed a change in the risk
associated with the Indirect tax contingent
liabilities in Brazil (see 4.2 below).
The carrying amount of investment in subsidiaries
held at cost in Unilever PLC’s accounts continues
to be a material proportion of its total company
assets and hence continues to be a Key Audit
Matter for the Unilever PLC accounts only
(see 4.4 below).
Key Audit Matters
Vs FY24
Item
Revenue recognition
– rebates (Group)
4.1
Indirect tax
contingent
liabilities in Brazil
(Group)
4.2
Ice Cream Demerger
(Group and Parent)
n/a
4.3
Investments in
subsidiaries (Parent)
4.4
Audit Committee
Interaction
During the year, the AC met nine times. KPMG are invited to attend all AC meetings and are provided with an opportunity
to meet with the AC in private sessions without the Executive Directors being present. For each Key Audit Matter, we
have set out communications with the AC in section 4, including matters that required particular judgement for each.
The matters included in the Report of the Audit Committee on page 72 are materially consistent with our observations
of those meetings.
112
Unilever Annual Report and Accounts 2025
Financial Statements
KPMG LLP’S INDEPENDENT AUDITOR’S REPORT
2. Overview of our Audit (continued)
Our Independence
We have fulfilled our ethical responsibilities
under, and we remain independent of the Group
in accordance with, UK ethical requirements
including the FRC Ethical Standard as applied
to listed public interest entities.
We have not performed any non-audit services
during FY25 or subsequently which are
prohibited by the FRC Ethical Standard.
Audit Tenure
We were first appointed as auditor by the
shareholders for the year ended 31 December
2014. Following a competitive tender process
undertaken in FY22, we were again appointed
as auditors by the shareholders in the 2025
Annual General Meeting for the year ended
31 December 2025. The period of total
uninterrupted engagement is for the 12 financial
years ended 31 December 2025.
The Group engagement partner is required to
rotate every five years. As these are the fifth set
of the Group’s financial statements signed by
Jonathan Mills, he will be required to rotate off
after the FY25 audit.
The average tenure of component engagement
partners is three years, with the shortest being
one and the longest being six years.
Total audit fee
€46.4m
Total audit fee includes
€14.9m related to
non-statutory audits
Audit-related fees (including interim review)
€2.6m
Other services
€10.1m
Non-audit fee as a % of total audit and audit-
related fee %
20.6%
Date first appointed
14 May 2014
Uninterrupted audit tenure
12 years
Next financial period which requires a tender
2034
Tenure of Group engagement partner
5 years
Average tenure of component engagement
partners
3 years
Financial Statements
Unilever Annual Report and Accounts 2025
113
KPMG LLP’S INDEPENDENT AUDITOR’S REPORT
2. Overview of our Audit (continued)
Materiality
(Item 6 below)
The scope of our work is influenced by our view
of materiality and our assessed risk of material
misstatement.
We have determined overall materiality for the
Group financial statements as a whole at €500m
(FY24: €500m) and for the Parent Company
financial statements as a whole at €340m (FY24:
€342m).
Consistent with FY24, we have determined that
the Group’s normalised profit before tax from
continuing operations (‘PBTCO’) remains the
benchmark for the Group. As such, we based
our Group materiality on the Group’s normalised
PBTCO of €8,946m, of which it represents 5.59%
(FY24: 5.11%).
Materiality for the Parent Company financial
statements was determined with reference to
a benchmark of Parent Company total assets
of which it represents 0.35% (FY24: 0.38%).
Consistent with FY24, we determined that total
assets remains the benchmark for the Parent
Company as it is most appropriate and reflective
of the business, being a holding company.
Materiality levels used in our audit
500
500
1
375
375
342
342
340
340
25
25
5
3
Group
GPM
AMPT
HCM
LCM
PLC
FY25 €m
FY24 €m
Group
Group Materiality
GPM
Group Performance Materiality
AMPT
Audit Misstatement Posting Threshold
HCM
Highest Component Materiality
LCM
Lowest Component Materiality
PLC
Parent Company Materiality
114
Unilever Annual Report and Accounts 2025
Financial Statements
KPMG LLP’S INDEPENDENT AUDITOR’S REPORT
2. Overview of our Audit (continued)
Group scope
(Item 7 below)
We have performed risk assessment procedures
to determine which of the Group’s components
are likely to include risks of material
misstatement to the Group financial statements,
what audit procedures to perform at these
components and the extent of involvement
required from our component auditors around
the world.
We scoped:
2 components (Hindustan Unilever Limited
(India) and the US component (United States
of America)) as quantitatively significant
components;
10 components as components where special
audit considerations were necessary; and
30 other components where we performed
procedures to obtain further audit coverage.
Certain Group transactions originate in various
countries and are processed in the Group’s
operating centres in China, India, Mexico,
Philippines and Poland. We have established
audit teams to perform centralised testing on
behalf of our component teams in these
locations. We tested the relevant key controls
that operate in these operating centres. Other
procedures that were performed centrally are
set out in more detail in item 7 below.
In addition, for the remaining components for
which we performed no audit procedures, we
have performed analysis at an aggregated
Group level to re-examine our assessment
that there is not a reasonable possibility of a
material misstatement in these components.
We consider the scope of our audit, as
communicated to the Audit Committee, to
be an appropriate basis for our audit opinion.
Coverage of Group Financial Statements
Our audit procedures covered 78% (FY24: 78%) of Group revenue
Group revenue
We performed audit procedures in relation to components that
accounted for 75% (FY24: 65%) of Group profit before tax
Group profit before tax
The impact of climate
change on our audit
In planning our audit, we considered the potential impacts of risks arising from climate change on the Group’s business
and its financial statements. The Group has set out its targets under its Climate Transition Action Plan (CTAP) to reduce
operational emissions by 100% by 2030, reduce energy and industrial GHG emissions, and forest, land and agriculture
(FLAG) GHG emissions both from their value chain by 42.0% and by 30.3%, respectively, by 2030 from a 2021 baseline as
disclosed on page 30. As set out on page 214, the Group has not made adjustments to baseline values, base years or
targets for the demerger of the Ice Cream business. However, as disclosed on page 214 the Group will reassess in 2026
following the demerger.
While the Group has set these targets, in note 1 to the consolidated financial statements, the Directors have stated that
they have considered the impact of climate change risks and identified goodwill and indefinite-life intangibles, property,
plant and equipment and defined benefit plan assets as balance sheet line items that could potentially be significantly
impacted. They have reviewed these line items in detail and concluded that the impact of climate-related risk is
immaterial due to the actions they are taking to mitigate against those risks. Therefore, they do not believe that there
is a material impact on the financial reporting judgements and estimates and as a result, the valuations of the Group’s
assets and liabilities have not been significantly impacted by these risks as at 31 December 2025.
As part of our audit, we have performed a risk assessment to determine whether the potential impacts of climate change
may materially affect the financial statements and our audit. We did this by making inquiries of management and
inspecting internal and external reports in order to independently assess the climate-related risks and their potential
impact. We held discussions with our own climate change professionals to challenge our risk assessment.
The most likely potential impact of climate risk and plans on these financial statements would be on the forward-looking
assessments of long-term assets.
We have considered the sensitivity of the assumptions used in the impairment testing of goodwill and indefinite-life
intangible assets. The outcomes of the impairment tests are not considered to be sensitive. As a result of this, and the
relative size of other long-term assets which could be impacted by climate change risks, we determined that climate-
related risks did not have a significant impact on our audit and there is no significant impact of these risks on our Key
Audit Matters.
We have also read the Group’s disclosures of climate-related information in the Strategic Report and considered
consistency with the financial statements and our audit knowledge.
183
78%
195
75%
Financial Statements
Unilever Annual Report and Accounts 2025
115
KPMG LLP’S INDEPENDENT AUDITOR’S REPORT
3. Going concern, viability and principal risks and uncertainties
The directors have prepared the financial statements on the going concern basis as they do not intend to liquidate the Group or the Parent Company or
to cease their operations, and as they have concluded that the Group’s and the Parent Company’s financial position means that this is realistic. They have
also concluded that there are no material uncertainties that could have cast significant doubt over their ability to continue as a going concern for at
least a year from the date of approval of the financial statements (“the going concern period”).
Going concern
We used our knowledge of the Group, its industry, and the general economic
environment to identify the inherent risks to its business model and analysed
how those risks might affect the Group’s and Parent Company’s financial
resources or ability to continue operations over the going concern period.
The risks that we considered most likely to adversely affect the Group’s and
Parent Company’s available financial resources over this period were:
Subdued consumer demand;
Higher currency depreciation against the euro; and
Geopolitical developments.
We also considered less predictable but realistic second order impacts, such
as business transformation and portfolio management failure and the loss of
all material litigation cases which could result in a rapid reduction of available
financial resources.
We considered whether these risks could plausibly affect the liquidity in
the going concern period by assessing the degree of downside assumption
that, individually and collectively, could result in a liquidity issue, taking into
account the Group’s and Parent Company’s current and projected cash and
facilities (a reverse stress test).
We also considered whether the going concern disclosure in note 1 to the
financial statements gives a full and accurate description of the directors’
assessment of going concern.
Our conclusions
We consider that the directors’ use of the going concern basis of
accounting in the preparation of the financial statements is
appropriate;
We have not identified, and concur with the directors’ assessment
that there is not, a material uncertainty related to events or
conditions that, individually or collectively, may cast significant
doubt on the Group’s or Parent Company’s ability to continue as
a going concern for the going concern period;
We have nothing material to add or draw attention to in relation
to the directors’ statement on page 110 on the use of the going
concern basis of accounting with no material uncertainties that
may cast significant doubt over the Group’s and Parent Company’s
use of that basis for the going concern period, and we found the
going concern disclosure on page 133 and 187 to be acceptable;
and
The related statement under the UK Listing Rules set out on page
110 is materially consistent with the financial statements and our
audit knowledge.
However, as we cannot predict all future events or conditions and as
subsequent events may result in outcomes that are inconsistent with
judgements that were reasonable at the time they were made, the
above conclusions are not a guarantee that the Group or the Parent
Company will continue in operation.
Disclosures of emerging and principal risks and longer-term viability
Our responsibility
We are required to perform procedures to identify whether there is a material
inconsistency between the directors’ disclosures in respect of emerging and
principal risks and the viability statement, and the financial statements and
our audit knowledge.
Based on those procedures, we have nothing material to add or draw
attention to in relation to: 
the directors’ confirmation within the Viability Statement on page 38 that
they have carried out a robust assessment of the emerging and principal
risks facing the Group, including those that would threaten its business
model, future performance, solvency and liquidity;
the Principal Risks disclosures describing these risks and how emerging
risks are identified and explaining how they are being managed and
mitigated; and
the directors’ explanation in the Viability Statement of how they have
assessed the prospects of the Group, over what period they have done
so and why they considered that period to be appropriate, and their
statement as to whether they have a reasonable expectation that the
Group will be able to continue in operation and meet its liabilities as
they fall due over the period of their assessment, including any related
disclosures drawing attention to any necessary qualifications or
assumptions.
We are also required to review the Viability Statement set out on page 38
under the UK Listing Rules.
Our reporting
We have nothing material to add or draw attention to in relation to
these disclosures.
We have concluded that these disclosures are materially consistent
with the financial statements and our audit knowledge.
Our work is limited to assessing these matters in the context of only
the knowledge acquired during our financial statements audit. As
we cannot predict all future events or conditions, and as subsequent
events may result in outcomes that are inconsistent with judgements
that were reasonable at the time they were made, the absence of
anything to report on these statements is not a guarantee as to the
Group’s and Parent Company’s longer-term viability.
116
Unilever Annual Report and Accounts 2025
Financial Statements
KPMG LLP’S INDEPENDENT AUDITOR’S REPORT
4. Key Audit Matters
What we mean
Key Audit Matters are those matters that, in our professional judgement, were of most significance in the audit of the financial statements and include
the most significant assessed risks of material misstatement (whether or not due to fraud) identified by us, including those which had the greatest
effect on:
the overall audit strategy;
the allocation of resources in the audit; and
directing the efforts of the engagement team.
We include below the Key Audit Matters in decreasing order of audit significance together with our key audit procedures to address those matters and
our results from those procedures. These matters were addressed, and our results are based on procedures undertaken, for the purpose of our audit of
the financial statements as a whole. We do not provide a separate opinion on these matters.
4.1 Revenue recognition – Rebates (Group)
Financial Statement Elements
Our assessment of risk vs FY24
Our results
FY25
FY24
Our assessment of the
risk is similar to FY24
FY25: Acceptable
FY24: Acceptable
Rebate accruals
€3,481m
€3,815m
Description of the Key Audit Matter
Our response to the risk
Rebates Fraud Risk
Revenue is measured net of rebates, price reductions, incentives given
to customers, promotional couponing and trade communication costs
(together referred to as ‘‘discounts’’ or ‘‘rebates’’).
Certain discounts for goods sold in the year are only finalised when the
precise amounts are known and revenue therefore includes an estimate
of variable consideration. The variable consideration represents the
portion of discounts that are not directly deducted on the invoice and is
complex as a result of diversity in the terms of contractual arrangements
with customers. Rebate accruals represent the portion of the variable
consideration due back to customers not yet invoiced.
Within revenue recognition, we identified rebates as a Key Audit Matter,
as the rebate accruals are significant in a number of markets and directly
impact revenue recognition.
There is a risk that revenue may be materially overstated due to fraud
perpetrated by incompletely recognising rebate accruals, as a result of
the pressure management may feel to achieve performance targets.
This would manifest through override of processes to record rebates
or reverse them, or the posting of fraudulent journal entries.
This is considered to be an area which had a significant effect on our
overall audit strategy and allocation of resources in planning and
completing our audit as significant effort was required in evaluating
the contractual arrangements and the related rebate accruals.
Our procedures to address the risk included:
Risk Assessment: We performed a retrospective review to assess the
accuracy of the Group’s rebate accruals by comparing, for the Group’s
relevant markets, the prior-year rebate accruals to actual spend
incurred. Where we identified significant differences, we instructed
our component audit teams to understand the business rationale. We
analysed the results of our comparison in aggregate and over time to
identify trends that could suggest management bias.
Controls: We evaluated the design and tested the operating
effectiveness of certain internal controls related to the revenue
process including controls over the rebate agreements, calculation
of the rebate accrual and controls over rebate claims. Where control
deficiencies were identified, we identified and evaluated and, where
relevant, relied upon the compensating controls.
Test of Detail: We tested a selection of recorded rebate accruals and
payments/settlements after 31 December 2025 and assessed whether
the accruals were recorded in the appropriate period.
Journals: We critically assessed manual journals recorded to rebate
accounts to identify unusual or irregular items and obtained underlying
documentation for those identified as unusual or irregular.
Communications with the Unilever PLC’s Audit Committee
Our discussions with and reporting to the Audit Committee included:
Our approach to the audit of rebates including planned substantive procedures and the extent of our control reliance
A retrospective review on the prior year-end accruals in markets we considered higher risk
Our conclusions on the appropriateness of the methodology and value of the rebate accruals as at the year-end
Areas of particular auditor judgement
We did not identify any areas of particular auditor judgement.
Our results
The results of our testing were satisfactory (FY24: satisfactory).
Further information in the Annual Report and Accounts: See the Report of the Audit Committee on page 72 for details on how the Audit Committee
considered revenue recognition as an area of significant attention, page 136 for the accounting policy on revenue recognition, and note 2 for the
financial disclosures.
Financial Statements
Unilever Annual Report and Accounts 2025
117
KPMG LLP’S INDEPENDENT AUDITOR’S REPORT
4. Key Audit Matters (continued)
4.2 Indirect tax contingent liabilities in Brazil (Group)
Financial Statement Elements
Our assessment of risk vs FY24
Our results
FY25
FY24
Our assessment of the risk
is similar to FY24
FY25: Acceptable
FY24: Acceptable
Contingent liabilities
disclosed (regarding a 2001
corporate reorganisation)
€3,557m
€3,230m
Description of the Key Audit Matter
Our response to the risk
Taxation dispute outcome
The Group has reported contingent liabilities for indirect taxes relating
to disputes with the Brazilian tax authorities related to a 2001 corporate
reorganisation. The total amount of the tax assessments received in
respect of this matter is €3,557m as of 31 December 2025. There also
remains the possibility of further material tax assessments related to
the same matter for periods not yet assessed.
We identified the evaluation of the indirect tax contingent liabilities in
Brazil related to a 2001 corporate reorganisation as a Key Audit Matter. In
Brazil, there is a high degree of complexity involved in the local indirect
tax regimes (both state and federal) and jurisprudence. Due to these
complexities, there is a high degree of judgement applied by the Group
with respect to the uncertainty of the outcome of this matter. Complex
auditor judgement and specialised skills were required in evaluating
the possible future outcomes of investigations by the authorities for
assessments received to ascertain if a liability exists, and in evaluating if
the exposure of possible material tax assessments related to the same
matter for periods not yet assessed can be estimated.
Our procedures to address the risk included:
Controls: We evaluated the design and tested the operating
effectiveness of certain internal controls related to the indirect tax
process including controls related to the assessment of the outcome
of investigations if a liability exists, and around evaluating exposure
to possible material tax assessments for periods not yet assessed.
Our Tax Expertise: We involved local indirect tax professionals with
specialised skills and knowledge, who assisted in:
Assessing the appropriateness of the classification as contingent
liabilities compared to the nature of the exposures, applicable
regulations and related correspondence with the tax authorities; and
Assessing the confirmations received from the Group’s external
lawyers, considering any impact of legal precedent, case law and
any historical and recent judgements passed by the court authorities
which could impact likelihood of outflow of economic resources.
Retrospective Review: We inspected assessments received from tax
authorities and compared their consistency, occurrence and amounts
retrospectively over time to previous management estimates made in
the periods this matter was not yet assessed.
Evaluating Transparency: We evaluated the adequacy of the Group’s
disclosures in respect of indirect tax contingent liabilities in Brazil.
Communications with the Unilever PLC’s Audit Committee
Our discussions with and reporting to the Audit Committee included:
Our approach to the audit of the indirect tax contingent liabilities in Brazil including details of planned substantive procedures and the extent
of our control reliance
Our conclusions on the appropriateness of the in-year movements in the related contingent liabilities disclosures
The adequacy of the disclosure of the contingent liabilities disclosed related to the Brazil indirect tax dispute
Areas of particular auditor judgement
We identified the following as the areas of particular auditor judgement:
The assessment of the outcome of investigations by the authorities, if a liability exists and in making an estimate of any economic outflows.
Our results
The results of our testing were satisfactory (FY24: satisfactory) and we considered the Brazilian indirect tax contingent liability disclosures to be
acceptable (FY24: acceptable).
Further information in the Annual Report and Accounts: See the Report of the Audit Committee on page 72 for details on how the Audit Committee
considered indirect tax provisions and contingent liabilities as an area of significant attention, page 177 to 178 for the accounting policy on provisions and
contingent liabilities respectively, and notes 19 and 20 for the financial disclosures.
118
Unilever Annual Report and Accounts 2025
Financial Statements
KPMG LLP’S INDEPENDENT AUDITOR’S REPORT
4. Key Audit Matters (continued)
4.3 Ice Cream demerger (Group and Parent)
Financial Statement Elements
Our assessment of risk vs FY24
Our results
FY25
FY24
'+'
New KAM for FY25
FY25: Acceptable
Total gain on the
demerger after tax
€3,373m
Profit after taxation from
discontinued operations
€425m
Equity investment in TMICC
€1,655m
Loss on demerger (Parent)
€(2,992)m
Description of the Key Audit Matter
Our response to the risk
Accounting treatment
As set out in note 21, on 6 December 2025, Unilever completed the
separation of its Ice Cream business, now known as The Magnum Ice
Cream Company N.V. (“TMICC”), an independent listed company. The
separation was affected through a demerger of 80.15% of Unilever’s
holding in TMICC to Unilever shareholders. Unilever has retained a 19.85%
shareholding, which has been recognised as an equity investment. The
Group derecognised net assets of €4,015m and recognised a gain on
demerger of €3,373m.
The Ice Cream trading results for the period to 6 December have been
presented as part of discontinued operations and the comparative results
have been restated on a consistent basis.
At the demerger date, an equity distribution was measured at the fair
value of the assets to be distributed (the “deemed dividend distribution”),
and the assets and liabilities of the Ice Cream business were derecognised
from the balance sheet, with the difference recognised in the consolidated
income statement as a gain on demerger. The Parent Company recognised
a loss on demerger of €2,992m, being the difference between the value of
the deemed dividend distribution of €6,752m and the cost of investment
of €9,744m.
We do not consider any accounting treatment relating to the demerger to
possess significant risk of material misstatement, as there are no underlying
significant judgements or areas of significant estimation uncertainty.
However, we have identified the Ice Cream demerger as a Key Audit
Matter owing to its pervasive impact on the financial statements and
the significant, material nature of the transaction during the period. This
required a significant allocation of resources in the audit, including the
need to involve our valuation and tax specialists.
Our procedures to address the risk included:
Accounting Analysis: We evaluated the Group’s accounting
conclusions, in particular the accounting judgements around the
demerger and the accounting for the retained stake in TMICC.
Comparing Valuations: With the assistance of our valuation specialists,
we critically challenged the Group’s valuation of the deemed dividend
distribution by comparing the quoted share price of TMICC at close on
the date of listing against the valuation point selected by management.
Tests of Detail: We independently recalculated the gain on demerger
in the Group and the loss on demerger in the Parent.
Controls: We evaluated the design and tested the operating
effectiveness of certain internal controls relating to the allocation of
revenue and costs to discontinued operations.
Evaluating Transparency: We evaluated the adequacy of the Group’s
(see note 21) and Parent’s (see note 3) disclosures in respect of the
Ice Cream demerger.
Communications with the Unilever PLC’s Audit Committee
Our discussions with and reporting to the Audit Committee included:
Our approach to the audit of the gain on demerger in the Group and the loss on demerger in the Parent Company including details of planned
substantive procedures and the extent of our control reliance
Our conclusions on the appropriateness of the accounting applied to various topics including the accounting for the retained stake in TMICC
Areas of particular auditor judgement
We did not identify any areas of particular auditor judgement.
Our results
The results of our testing were satisfactory and we considered the Ice Cream demerger disclosures to be acceptable.
Further information in the Annual Report and Accounts: See the Report of the Audit Committee on page 72 for details on how the Audit Committee
considered the Ice Cream disposal as an area of significant attention, page 134 for the accounting policy on disposals, and note 21 and Parent Company
note 3 for the financial disclosures.
Financial Statements
Unilever Annual Report and Accounts 2025
119
KPMG LLP’S INDEPENDENT AUDITOR’S REPORT
4. Key Audit Matters (continued)
4.4 Investments in subsidiaries (Parent Company)
Financial Statement Elements
Our assessment of risk vs FY24
Our results
FY25
FY24
Our assessment of the risk is
similar to FY24
FY25: Acceptable
FY24: Acceptable
Investments in subsidiaries
€94,776m
€88,035m
Description of the Key Audit Matter
Our response to the risk
Low risk, high value
The carrying amount of the investments in subsidiaries held at cost less
impairment represent 98% (2024: 98%) of Unilever PLC total company
assets.
We do not consider the recoverability of these investments to be at a
high risk of significant misstatement, or to be subject to a significant level
of judgement. However, due to their materiality in the context of the
Parent Company financial statements, this is considered to be an area
which had significant effect on our audit strategy and allocation of
resources in planning and completing our audit of Parent Company.
We performed the tests below rather than seeking to rely on any of the
Company’s controls because the nature of the balance is such that we
would expect to obtain audit evidence primarily through the detailed
procedures described.
Our procedures to address the risk included:
Assessing the Group impairment work: We assessed the conclusions
reached in the Group’s impairment workings in relation to the
recoverability of Unilever PLC’s investments in subsidiaries. We
assessed whether the conclusions reached gave rise to any indications
of impairment which would be appropriate in assessing the
recoverability of Parent Company’s investment in subsidiaries.
Our sector experience: We evaluated the current level of trading,
including identifying any indications of a downturn in activity
considering our knowledge of the Group and the industry.
Benchmarking assumptions: We challenged key assumptions used
in the impairment analyses of the Group’s cash-generating units by
benchmarking assumptions such as discount rates and growth rates
to external data points, using our own valuation specialist, and
performing sensitivity analysis.
Communications with the Unilever PLC’s Audit Committee
Our discussions with and reporting to the Audit Committee included:
Our approach to the audit of the recoverability of the Parent Company’s investments in subsidiaries including details of planned substantive
procedures and the extent of our control reliance
An assessment of indicators of impairment from the conclusion reached in the Group impairment workings or company specific adjustments
Areas of particular auditor judgement
We identified the following as the areas of particular auditor judgement:
The assessment of the assumptions used in determining the recoverable value of the CGU to which the investments belong, and assessing whether
an impairment exists.
Our results
The results of our testing were satisfactory (FY24: satisfactory) and we found that the Parent Company’s conclusion that there is no impairment of its
investments in subsidiaries to be acceptable (FY24: acceptable).
Further information in the Annual Report and Accounts: See page 187 for the accounting policy on Investments in subsidiaries, and note 5 to the Parent
Company financial statements for the financial disclosures.
120
Unilever Annual Report and Accounts 2025
Financial Statements
KPMG LLP’S INDEPENDENT AUDITOR’S REPORT
5. Our ability to detect irregularities, and our response
Fraud – Identifying and responding to risks of material misstatement due to fraud
Fraud risk assessment
To identify risks of material misstatement due to fraud (“fraud risks”), we assessed events or conditions that could
indicate an incentive or pressure to commit fraud or provide an opportunity to commit fraud. Our risk assessment
procedures included:
Enquiring of directors, the Audit Committee, internal audit and inspection of policy documentation as to the Group’s
high-level policies and procedures to prevent and detect fraud, including the internal audit function, and the Group’s
channel for “whistleblowing”, as well as whether they have knowledge of any actual, suspected or alleged fraud.
Reading Board and Audit Committee minutes.
Considering remuneration incentive schemes and performance targets for management and directors including
USG/UOP targets.
Using analytical procedures to identify any unusual or unexpected relationships.
Using our own forensic professionals with specialised skills and knowledge to assist us in identifying the fraud risks
based on discussions of the circumstances of the Group.
Risk communications
We communicated identified fraud risks throughout the audit team and remained alert to any indications of fraud
throughout the audit. This included communication from the Group auditor to component auditors of relevant fraud
risks identified at the Group level and requesting component auditors to perform procedures at the component level
to report to the Group auditor any identified fraud risk factors or identified or suspected instances of fraud.
Fraud risks
As required by auditing standards, and taking into account possible pressures to meet performance targets, we
performed procedures to address the risk, in particular:
The risk that Group and component management may be in a position to make inappropriate accounting entries; and
The risk that revenue is materially overstated due to fraud through manipulation of the rebate accrual recognised.
We did not identify any additional fraud risks.
Link to KAMs
Further detail in respect of fraud risks identified over the risk that revenue may be overstated due to fraud through
manipulation of the rebate accrual is contained within the Key Audit Matter disclosures in item 4.1 of this report.
Procedures to address
fraud risks
In determining the audit procedures, we took into account the results of our evaluation and testing of the operating
effectiveness of the Group-wide fraud risk management controls. For further details in respect to the Group-wide risk
management controls, refer to the report of the Audit Committee on page 70.
We also performed procedures including:
Identifying manual journal entries to test at the Group level and for selected in-scope components based on risk
criteria, such as management postings and timing being after the closure of the general ledger, and comparing the
identified entries to supporting documentation.
Assessing whether the judgements made in making accounting estimates are indicative of a potential bias.
Financial Statements
Unilever Annual Report and Accounts 2025
121
KPMG LLP’S INDEPENDENT AUDITOR’S REPORT
5. Our ability to detect irregularities, and our response (continued)
Laws and regulations – Identifying and responding to risks of material misstatement relating to compliance with laws
and regulations
Laws and regulations risk
assessment
We identified areas of laws and regulations that could reasonably be expected to have a material effect on the
financial statements from our general commercial and sector experience, through discussion with the directors and
other management (as required by auditing standards) and from inspection of the Group’s regulatory and legal
correspondence. We also discussed with the directors and other management the policies and procedures regarding
compliance with laws and regulations and we made use of our forensic professionals with specialised skills and
knowledge to assist us in evaluating the facts and circumstances.
Risk communications
We communicated identified laws and regulations throughout our team and remained alert to any indications of non-
compliance throughout the audit. This included communication from the Group auditor to component auditors of
relevant laws and regulations identified at the Group level, and a request for component auditors to report to the
Group audit team any instances of non-compliance with laws and regulations that could give rise to a material
misstatement at the Group level.
Direct laws context and
link to Audit
The potential effect of these laws and regulations on the financial statements varies considerably. The Group is subject
to laws and regulations that directly affect the financial statements including financial reporting legislation (including
related companies’ legislation), distributable profits legislation and taxation legislation. We assessed the extent of
compliance with these laws and regulations as part of our procedures on the related financial statement items.
Most significant indirect
law/regulation areas
The Group is subject to many laws and regulations where the consequences of non-compliance could have a material
effect on amounts or disclosures in the financial statements, for instance through the imposition of fines or litigation.
We identified the following areas as those most likely to have such an effect:
Competition legislation (reflecting the Group’s involvement in a number of ongoing investigations by national
competition authorities)
Employment legislation (reflecting the Group’s significant and geographically diverse workforce)
Health and safety regulation (reflecting the nature of the Group’s production and distribution processes)
Consumer product law such as product safety and product claims (reflecting the nature of the Group’s diverse
product base)
Contract legislation (reflecting the Group’s extensive use of trademarks, copyright and patents)
Data privacy (requirements from existing data privacy laws)
Environmental regulation (reflecting nature of the Group’s production and distribution processes)
Compliance with sanctions (reflecting the Group’s dealings in various geographies with active sanctions)
Auditing standards limit the required audit procedures to identify non-compliance with these laws and regulations
to enquiry of the directors and other management and inspection of regulatory and legal correspondence, if any.
Therefore, if a breach of operational regulations is not disclosed to us or evident from relevant correspondence,
an audit will not detect that breach.
Link to KAMs
Further detail in respect of Brazil indirect tax is set out in the Key Audit Matter disclosures in item 4.2 of this report.
Indirect tax contingent liabilities in Brazil are disclosed in note 20 to the Group financial statements on page 178.
Context
Context of the ability of the
Audit to detect fraud or
breaches of law or
regulation
Owing to the inherent limitations of an audit, there is an unavoidable risk that we may not have detected some
material misstatements in the financial statements, even though we have properly planned and performed our audit in
accordance with auditing standards. For example, the further removed non-compliance with laws and regulations is
from the events and transactions reflected in the financial statements, the less likely the inherently limited procedures
required by auditing standards would identify it.
In addition, as with any audit, there remained a higher risk of non-detection of fraud, as fraud may involve collusion,
forgery, intentional omissions, misrepresentations, or the override of internal controls. Our audit procedures are
designed to detect material misstatement. We are not responsible for preventing non-compliance or fraud and cannot
be expected to detect non-compliance with all laws and regulations.
122
Unilever Annual Report and Accounts 2025
Financial Statements
KPMG LLP’S INDEPENDENT AUDITOR’S REPORT
6. Our determination of materiality
The scope of our audit was influenced by our application of materiality. We set quantitative thresholds and overlay qualitative considerations to help us
determine the scope of our audit and the nature, timing and extent of our procedures, and in evaluating the effect of misstatements, both individually
and in the aggregate, on the financial statements as a whole.
€500M
(FY24: €500m)
Materiality for the
Group Financial Statements
as a whole
What we mean
A quantitative reference for the purpose of planning and performing our audit.
Basis for determining materiality and judgements applied
Materiality for the Group financial statements as a whole was set at €500m (FY24: €500m). This was determined with
reference to a benchmark of Group’s normalised PBTCO.
Consistent with FY24, we determined that Group’s normalised PBTCO remains the main benchmark for the Group as
we consider profit before tax, excluding certain identified items, as a key indicator of performance and the basis for
earnings, and therefore the primary focus of a reasonable investor. We have inspected analyst consensus data and
other investor commentary for signals of alternate significant influencers of economic decisions. No revisions to our
calculation methodology resulted therefrom.
We normalised the Group’s PBTCO by adding back adjustments that do not represent the normal, continuing operations
of the Group. The items we adjusted for were gains and losses on the sale of group companies, impairment expenses
and the restructuring cost related to the Group’s productivity programme. As such, we based our Group materiality
on Group normalised PBTCO of €8,946m (FY24: €9,780m).
Our Group materiality of €500m was determined by applying a percentage to the Group’s normalised PBTCO. When
using a benchmark of Group’s normalised PBTCO to determine overall materiality, KPMG’s approach for public interest
entities considers a guideline range of up to 5% of the measure. In setting overall Group materiality, we applied a
percentage of 5.59% (FY24: 5.11%) to the benchmark. When determining this percentage, we considered the scale of the
business, the level of judgement and precision in the Group’s key accounting judgements, as well as how the level of
materiality compares to other relevant benchmarks such as total assets, of which it represents 0.71% (FY24: 0.63%) and
total revenue, of which it represents 0.99% (FY24: 0.82%).
Materiality for the Parent Company financial statements as a whole was set at €340m (FY24: €342m), determined with
reference to a benchmark of Parent Company total assets, of which it represents 0.35% (FY24: 0.38%).
€375M
(FY24: €375m)
Performance materiality
What we mean
Our procedures on individual account balances and disclosures were performed to a lower threshold, performance
materiality, so as to reduce to an acceptable level the risk that individually immaterial misstatements in individual
account balances add up to a material amount across the financial statements as a whole.
Basis for determining performance materiality and judgements applied
We have considered performance materiality at a level of 75% (FY24: 75%) of materiality for Group financial statements
as a whole to be appropriate.
The Parent Company performance materiality was set at €255m (FY24: €256m), which equates to 75% (FY24: 75%) of
materiality for the Parent Company financial statements as a whole.
We applied this percentage in our determination of performance materiality because we did not identify any factors
indicating an elevated level of risk.
€25M
(FY24: €25m)
Audit misstatement
posting threshold
What we mean
This is the amount below which identified misstatements are considered to be clearly trivial from a quantitative point of
view. We may become aware of misstatements below this threshold which could alter the nature, timing and scope of
our audit procedures, for example if we identify smaller misstatements which are indicators of fraud.
This is also the amount above which all misstatements identified are communicated to Unilever PLC’s Audit Committee.
Basis for determining the audit misstatement posting threshold and judgements applied
We set our audit misstatement posting threshold at 5% (FY24: 5%) of our materiality for the Group financial statements.
We also report to the Audit Committee any other identified misstatements that warrant reporting on qualitative
grounds.
The overall materiality for the Group financial statements of €500m (FY24: €500m) compares as follows to the main financial statement caption
amounts:
Total Group Revenue
Group profit before tax
(normalised)
Total Group Assets
FY25
FY24
FY25
FY24
FY25
FY24
Financial statement caption
€50,503m
€60,761m
€8,946m
€9,780m
€70,471m
€79,750m
Group Materiality as %
of caption
0.99%
0.82%
5.59%
5.11%
0.71%
0.63%
Financial Statements
Unilever Annual Report and Accounts 2025
123
KPMG LLP’S INDEPENDENT AUDITOR’S REPORT
7. The scope of our Audit
Group scope
What we mean
How the Group auditor determined the procedures to be performed across the Group.
We performed risk assessment procedures to determine which of the Group’s components are likely to include risks
of material misstatement to the Group financial statements and which procedures to perform at these components to
address those risks.
In total, we identified 584 (FY24: 552) components, having considered our evaluation of the Group’s operational
structure, the Group’s legal structure, geographical locations, the existence of common business activities and our
ability to perform audit procedures centrally.
Of those, we identified 2 (FY24: 2) quantitatively significant components which contained the largest percentages of
either total revenue or total assets of the Group, for which we performed audit procedures.
We also identified 10 (FY24: 13) components that required special audit consideration, owing to Group risks relating to
either revenue recognition (rebates), or Brazil indirect tax residing in these components.
Additionally, having considered qualitative and quantitative factors, we selected an additional 30 (FY24: 27)
components with accounts and disclosures contributing to the specific risks of material misstatement of the Group
financial statements.
The below summarises where we performed audit procedures, with the prior-year comparatives indicated in brackets:
Component type
Number of components where we
performed audit procedures
Range of materiality applied
Quantitatively significant components
2 (2)
€190m – €215m
(€190m – €212m)
Components requiring special audit
consideration
10 (13)
€8m – €128m
(€9m – €120m)
Other components where we
performed procedures
30 (27)
€5m – €340m
(€3m – €342m)
Total
42 (42)
The Group also operates shared service centres (‘operating centres’) that are relevant to our audit in India, Mexico,
Poland, the Philippines and China. These operating centres perform accounting and reporting activities alongside
related controls and support the Group’s operating entities. Together, these operating centres process a substantial
portion of the Group’s transactions, the outputs of which relate to financial information of the reporting components
they service and therefore they are not separate reporting components. Each of the operating centres were subject to
specific risk-focused audit procedures, predominantly the testing of transaction processing and key manual process
level controls operated in the operating centres. We also performed audit procedures over the significant accounts of
the entities of business units that use the operating centres.
We involved component auditors in performing the audit work on all 42 (FY24: 42) components. We performed audit
procedures on the items excluded from the normalised Group profit before tax used as the benchmark for our
materiality. We set the component materialities having regard to the mix of size and risk profile of the Group across
the components. We also performed the audit of the Parent Company.
Our audit procedures covered 78% (FY24: 78%) of Group revenue and we performed audit procedures in relation to
components that accounted for 75% (FY24: 65%) of total profits and losses that made up the Group profit before tax
and 69% (FY24: 69%) of Group total assets excluding goodwill and intangible assets. Goodwill and intangible assets
accounted for 49% (FY24: 51%) of Group’s total assets and procedures over these, mainly in relation to testing for
impairment, were directly performed by the group auditor.
We have also performed audit procedures centrally across the Group, in the following areas:
Consolidation of the financial information;
Testing of IT systems and configurations;
Journal entry analysis;
Using technology to perform a 3-way sales match over invoices (3-way invoice to order and delivery document,
including on-invoice rebate deductions) to verify the accuracy and timeliness or revenue recorded;
For some components, using technology to perform a line-by-line analysis of the unwind of prior-year rebate
accruals to retrospectively assess accuracy and identify risks;
Certain uncertain tax positions;
Actuarial assumptions to determine the Group’s Defined Benefit Obligations; and
Climate considerations and impact on the financial statements.
The group auditor also communicated to the component auditors the result of certain audit procedures performed
centrally but relevant to the component auditors, such as the result of the central testing of IT systems and
configurations.
124
Unilever Annual Report and Accounts 2025
Financial Statements
KPMG LLP’S INDEPENDENT AUDITOR’S REPORT
7. The scope of our Audit (continued)
Group scope (continued)
For the remaining components, for which we performed no audit procedures, no component represented more than
0.7% (FY24: 0.9%) of Group total revenue, or 2.1% (FY24: 1.7%) of Group total assets (excluding goodwill and intangibles),
or 2.4% (FY24: 4.4%) of total profits and losses that made up the Group profit before tax. We performed analysis at an
aggregated Group level to re-examine our assessment that there is not a reasonable possibility of a material
misstatement in these components.
Impact of controls on our Group audit
Unilever relies on the effectiveness of internal controls over financial reporting at the Group level, in various shared
services centres (‘operating centres’) and at country level, and operates both automated and manual controls.
We identified a number of key finance IT systems relevant to our Group audit including the main ERP finance system,
the consolidation system, and other specific IT systems that support automated controls across the Group. The majority
of these finance IT systems are maintained centrally and are used by many of the 42 in-scope components. Our central
IT auditors assisted us in evaluating general IT controls for these systems, as well as automated controls and system
generated reports relied upon by management in financial reporting. For finance IT systems, automated controls and
system generated reports maintained at country level, our country IT auditors assisted component auditors in their
evaluation.
Our central testing audit teams evaluated the design and operating effectiveness of key manual process level controls
in the Group’s operating centres. Component auditors further evaluated the design and operating effectiveness of key
manual controls that operate at country level to address specific local financial reporting risks that could impact the
group audit opinion. This controls testing covered the key transactional processes of the Group. Results from all testing
were communicated to the group audit team and considered as part of our audit.
At the Group level, we evaluated the design and operating effectiveness of key controls in processes operated
centrally at the Group.
Impact of the above on our audit:
In the majority of audit areas, we relied on general IT controls, automated controls and manual controls in
determining our audit approach, which reduced the extent of our substantive testing.
We identified control deficiencies during the audit, however, for certain control deficiencies identified,
compensating controls were identified and evaluated and, where relevant, relied upon.
The control deficiencies identified did not lead to significant changes to our planned audit approach.
Scope of Parent Company audit
For the audit of the Unilever PLC company financial statements, the scope of the audit work performed was mainly
substantive due to its profile of being a holding company.
Financial Statements
Unilever Annual Report and Accounts 2025
125
KPMG LLP’S INDEPENDENT AUDITOR’S REPORT
7. The scope of our Audit (continued)
Group auditor oversight
What we mean
The extent of the Group auditor’s involvement in work performed by component auditors.
As part of establishing the overall Group audit strategy and plan, we conducted the risk assessment and planning
discussion meetings at the Group level and also with our component auditors to discuss Group audit risks relevant to the
components, including the Key Audit Matters in respect of Revenue recognition (rebates), Brazil indirect tax and the Ice
Cream demerger.
Instructions
We instructed the component auditors as to the significant areas to be covered, including the relevant risks and the
information to be reported back. We worked with our component auditors throughout the audit to maintain an active
dialogue and to determine the overall audit response.
We also released audit notices on a regular basis (as needed) to component auditors to provide continuous updates
regarding the overall audit.
Virtual meetings and calls
We held regular virtual meetings with the component auditors in key locations and majority of the other locations in
scope for group reporting. These meetings were held to understand the business, any updates to the risk assessment
and any issues and findings. The findings reported to us were discussed in more detail with component auditors and any
further work required was then performed either by the group auditor or by the component auditors, as appropriate.
Global conferences
In 2025, we hosted two virtual conferences, one in June and one in October. These conferences emphasised key areas
of the group audit instructions and allowed for the sharing of risk assessment considerations and group updates and
allowed us to enhance our understanding of the component audits and two-way communication.
In June, the conference covered key group developments, the origins of risk and key messages regarding
independence, data analytics, controls and group team’s involvement with components.
In October, the conference built on the risk assessment discussions over key audit focus areas (including the
separation of the Ice Cream business and rebates). It also covered reminders for component reporting, and an
overview of data and analytics tools used in the Unilever audit.
Site visits
We visited the following audit teams during the year in-person to assess the audit risks and strategy:
Operating centre: India, Poland, China and the Philippines
Component auditors: India, the US, Canada, China, Spain, Italy, Singapore, Indonesia, Mexico, Chile, Bangladesh and
South Africa
At these visits and meetings, the results of the planning procedures and/or further audit procedures communicated by
us were discussed in more detail, and any further work required by us was then performed by the component auditors.
Review of work papers
We inspected the work performed by the component auditors for the purpose of the Group audit and evaluated the
appropriateness of conclusions drawn from the audit evidence obtained and consistencies between communicated
findings and work performed, with a particular focus on areas of component level risk assessment and Group
significant audit risks.
126
Unilever Annual Report and Accounts 2025
Financial Statements
KPMG LLP’S INDEPENDENT AUDITOR’S REPORT
8. Other information in the Annual Report
The directors are responsible for the other information presented in the Annual Report together with the financial statements. Our opinion on the
financial statements does not cover the other information and, accordingly in this audit report, we do not express an audit opinion or, except as
explicitly stated below, any form of assurance conclusion thereon. 
All other information
Our responsibility
Our responsibility is to read the other information and, in doing so, consider whether, based on our
financial statements audit work, the information therein is materially misstated or inconsistent with the
financial statements or our audit knowledge.
Our reporting
Based solely on that work, we have not
identified material misstatements or
inconsistencies in the other information.
Strategic Report and Directors’ Report
Our responsibility and reporting
Based solely on our work on the other information described above, we report to you as follows:
we have not identified material misstatements in the Strategic Report and the Directors’ Report;
in our opinion, the information given in those reports for the financial year is consistent with the
financial statements; and 
in our opinion, those reports have been prepared in accordance with the Companies Act 2006.
Directors’ Remuneration Report
Our responsibility
We are required to form an opinion as to whether the part of the Directors’ Remuneration Report to be
audited has been properly prepared in accordance with the Companies Act 2006.
Our reporting
In our opinion, the part of the Directors’
Remuneration Report to be audited has
been properly prepared in accordance
with the Companies Act 2006.
Corporate Governance Disclosures
Our responsibility
We are required to perform procedures to identify whether there is a material inconsistency between
the financial statements and our audit knowledge, and:
the directors’ statement that they consider that the annual report and financial statements taken as a
whole is fair, balanced and understandable, and provides the information necessary for shareholders
to assess the Group’s position and performance, business model and strategy;
the section of the annual report describing the work of the Audit Committee, including the significant
issues that the Audit Committee considered in relation to the financial statements, and how these
issues were addressed; and
the section of the annual report that describes the review of the effectiveness of the Group’s risk
management and internal control systems.
Our reporting
Based on those procedures, we have
concluded that each of these disclosures is
materially consistent with the financial
statements and our audit knowledge.
We are also required to review the part of the Corporate Governance Statement relating to the Group’s
compliance with the provisions of the UK Corporate Governance Code specified by the UK Listing Rules
for our review.
We have nothing to report in this respect.
Other matters on which we are required to report by exception
Our responsibility
Under the Companies Act 2006, we are required to report to you if, in our opinion:
adequate accounting records have not been kept by the Parent Company, or returns adequate for
our audit have not been received from branches not visited by us; or
the Parent Company financial statements and the part of the Directors’ Remuneration Report to be
audited are not in agreement with the accounting records and returns; or 
certain disclosures of directors’ remuneration specified by law are not made; or
we have not received all the information and explanations we require for our audit.
Our reporting
We have nothing to report in these
respects.
Financial Statements
Unilever Annual Report and Accounts 2025
127
KPMG LLP’S INDEPENDENT AUDITOR’S REPORT
9. Respective responsibilities
Directors’ responsibilities
As explained more fully in their statement set out on page 110, the directors are responsible for: the preparation of the financial statements including
being satisfied that they give a true and fair view; such internal control as they determine is necessary to enable the preparation of financial statements
that are free from material misstatement, whether due to fraud or error; assessing the Group and Parent Company’s ability to continue as a going
concern, disclosing, as applicable, matters related to going concern; and using the going concern basis of accounting unless they either intend to
liquidate the Group or the Parent Company or to cease operations, or have no realistic alternative but to do so. 
Auditor’s responsibilities
Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due
to fraud or error, and to issue our opinion in an auditor’s report. Reasonable assurance is a high level of assurance, but does not guarantee that an audit
conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are
considered material if, individually or in aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis
of the financial statements. 
A fuller description of our responsibilities is provided on the FRC’s website at www.frc.org.uk/auditorsresponsibilities.
The Company is required to include these financial statements in an annual financial report prepared under Disclosure Guidance and Transparency Rule
4.1.17R and 4.1.18R. This auditor’s report provides no assurance over whether the annual financial report has been prepared in accordance with those
requirements.
10. EUROPEAN SINGLE ELECTRONIC FORMAT
Unilever PLC has prepared its annual report in ESEF. The requirements for this are set out in the Delegated Regulation (EU) 2019/815 with regard to
regulatory technical standards on the specification of a single electronic reporting format ("the RTS on ESEF").
In our opinion, the annual report prepared in XHTML format, including the partly marked-up consolidated financial statements as included in the
reporting package by Unilever PLC, complies in all material respects with the RTS on ESEF.
The Directors are responsible for preparing the annual report including the consolidated financial statements in accordance with the RTS on ESEF,
whereby the Directors combine the various components into a single reporting package.
Our responsibility, under the terms of our engagement with Unilever PLC, is to obtain reasonable assurance for our opinion whether the annual report in
this reporting package complies with the RTS on ESEF.
We performed our procedures having regard to the Dutch Standard 3950N Assurance engagements relating to compliance with criteria for digital
reporting. Our procedures included among others:
obtaining an understanding of the entity's financial reporting process, including the preparation of the reporting package;
identifying and assessing the risks that the annual report does not comply, in all material respects, with the RTS on ESEF and designing and performing
further assurance procedures responsive to those risks to provide a basis for our opinion, including:
obtaining the reporting package and performing validations to determine whether the reporting package containing the Inline XBRL instance
document and the XBRL extension taxonomy files have been prepared in accordance with the technical specifications as included in the RTS on ESEF;
examining the information related to the consolidated financial statements in the reporting package to determine whether all required markups have
been applied and whether these are in accordance with the RTS on ESEF.
We comply with the Code of Ethics for Professional Accountants issued by the International Ethics Standards Board for Accountants and we apply
International Standard on Quality Management 1 Quality Management for Firms that Perform Audits or Reviews of Financial Statements, or Other
Assurance or Related Services Engagements
11. The purpose of our Audit work and to whom we owe our responsibilities
This report is made solely to the Company’s members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has
been undertaken so that we might state to the Company’s members those matters we are required to state to them in an auditor’s report and for no
other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the Company and the Company’s
members, as a body, for our audit work, for this report, or for the opinions we have formed.
Jonathan Mills (Senior Statutory Auditor)
for and on behalf of KPMG LLP, Statutory Auditor
Chartered Accountants
15 Canada Square
London E14 5GL
4 March 2026
128
Unilever Annual Report and Accounts 2025
Financial Statements
Consolidated Financial Statements
Unilever Group
Consolidated income statement
for the year ended 31 December
Notes
€ million
2025
€ million
2024(a)
€ million
2023(a)
Turnover
2
50,503
52,479
51,680
Operating profit
2
9,037
8,829
8,998
of which: (loss)/gain on disposal of group companies (b)
(36)
(229)
491
Net finance costs
5
(503)
(520)
(409)
Pensions and similar obligations
123
83
121
Finance income
398
391
393
Finance costs
(1,024)
(994)
(922)
Net monetary loss arising from hyperinflationary economies
1
(68)
(201)
(169)
Share of net profit of joint ventures and associates
11
245
250
228
Other income/(loss) from non-current investments and associates
(17)
13
(22)
Profit before taxation from continuing operations
8,693
8,371
8,627
Taxation
6A
(2,481)
(2,332)
(1,990)
Net profit from continuing operations
6,213
6,039
6,637
Profit after taxation from discontinued operations
425
330
503
Gain on disposal of discontinued operations
21
3,373
Net profit from discontinued operations
3,798
330
503
Total net profit 
10,011
6,369
7,140
Attributable to:
Non-controlling interests
542
625
653
Shareholders’ equity
9,469
5,744
6,487
Total profit attributable to shareholders’ equity arises from:
Continuing operations
5,682
5,430
6,002
Discontinued operations
3,787
314
485
Total profit attributable to non-controlling interests arises from:
Continuing operations
531
609
635
Discontinued operations
11
16
18
Earnings per share
7
Basic earnings per share (€)
4.33
2.59
2.90
Basic earnings per share (€) from continuing operations
2.60
2.45
2.68
Basic earnings per share (€) from discontinued operations
1.73
0.14
0.22
Diluted earnings per share (€)
4.32
2.58
2.89
Diluted earnings per share (€) from continuing operations
2.59
2.44
2.67
Diluted earnings per share (€) from discontinued operations
1.73
0.14
0.22
(a) The 2024 and 2023 comparatives have been restated from those previously published to reflect the demerger of our Ice Cream business (see note 21).
(b) 2024 net loss arises from the disposals of our Russian business, Elida Beauty, Pureit and Qinyuan. 2023 includes a gain of €497 million related to the disposal of Suave.
Note references in the consolidated income statement, consolidated statement of comprehensive income, consolidated statement of changes in equity, consolidated balance
sheet and consolidated cash flow statement relate to notes on pages 133 to 183, which form an integral part of the consolidated financial statements.
Financial Statements
Unilever Annual Report and Accounts 2025
129
CONSOLIDATED FINANCIAL STATEMENTS UNILEVER GROUP
Consolidated statement of comprehensive income
for the year ended 31 December
Notes
€ million
2025
€ million
2024(a)
€ million
2023(a)
Net profit
10,011
6,369
7,140
Other comprehensive income from continuing operations
6C
Items that will not be reclassified to profit or loss, net of tax:
Gains/(losses) on equity instruments measured at fair value through other
comprehensive income
(14)
60
(28)
Remeasurement of defined benefit pension plans
15B
137
226
(510)
Items that may be reclassified subsequently to profit or loss, net of tax:
Gains/(losses) on cash flow hedges
(111)
122
(29)
Currency retranslation gains/(losses)
15B
(2,239)
1,113
(1,316)
Other comprehensive income from continuing operations
(2,227)
1,521
(1,883)
Other comprehensive income from discontinued operations
508
402
(143)
Total comprehensive income
8,292
8,292
5,114
Attributable to:
Non-controlling interests
187
712
524
Shareholders’ equity
8,105
7,580
4,590
(a) The 2024 and 2023 comparatives have been restated from those previously published to reflect the demerger of our Ice Cream business (see note 21).
Note references in the consolidated income statement, consolidated statement of comprehensive income, consolidated statement of changes in equity, consolidated balance
sheet and consolidated cash flow statement relate to notes on pages 133 to 183, which form an integral part of the consolidated financial statements.
130
Unilever Annual Report and Accounts 2025
Financial Statements
CONSOLIDATED FINANCIAL STATEMENTS UNILEVER GROUP
Consolidated statement of changes in equity
for the year ended 31 December
€ million
Called
up share
capital
Share
premium
account
Unification
reserve
Other
reserves
Retained
profit
Total
Non-
controlling
interests
Total
equity
31 December 2022
92
52,844
(73,364)
(10,804)
50,253
19,021
2,680
21,701
Profit or loss for the period
6,487
6,487
653
7,140
Other comprehensive income, net of tax:
Equity instruments gains/(losses)
(27)
(27)
(1)
(28)
Cash flow hedges gains/(losses)
(27)
(27)
(27)
Remeasurements of defined benefit pension plans
(508)
(508)
(2)
(510)
Currency retranslation gains/(losses)(a)
(1,629)
294
(1,335)
(126)
(1,461)
Total comprehensive income
(1,683)
6,273
4,590
524
5,114
Dividends on ordinary capital
(4,327)
(4,327)
(4,327)
Cancellation of treasury shares(c)
(4)
5,282
(5,278)
Repurchase of shares (d)
(1,507)
(1,507)
(1,507)
Movements in treasury shares(e)
75
(98)
(23)
(23)
Share-based payment credit(f)
212
212
212
Dividends paid to non-controlling interests
(521)
(521)
Hedging (gain)/loss transferred to non-financial assets
117
117
117
Other movements in equity
2
17
19
(21)
(2)
31 December 2023
88
52,844
(73,364)
(8,518)
47,052
18,102
2,662
20,764
Profit or loss for the period
5,744
5,744
625
6,369
Other comprehensive income, net of tax:
Equity instruments gains/(losses)
60
60
60
Cash flow hedges gains/(losses)
210
210
210
Remeasurements of defined benefit pension plans
269
269
(5)
264
Currency retranslation gains/(losses)(a)
406
891
1,297
92
1,389
Total comprehensive income
676
6,904
7,580
712
8,292
Dividends on ordinary capital
(4,320)
(4,320)
(4,320)
Repurchase of shares (d)
(1,508)
(1,508)
(1,508)
Movements in treasury shares(e)
25
(120)
(95)
(95)
Share-based payment credit(f)
324
324
324
Dividends paid to non-controlling interests
(712)
(712)
Hedging (gain)/loss transferred to non-financial assets
(54)
(54)
(54)
Other movements in equity
80
(119)
(39)
(97)
(136)
31 December 2024
88
52,844
(73,364)
(9,299)
49,721
19,990
2,565
22,555
Profit or loss for the period
9,469
9,469
542
10,011
Other comprehensive income, net of tax:
Equity instruments gains/(losses)
(14)
(14)
(14)
Cash flow hedges gains/(losses)
(196)
(196)
(2)
(198)
Remeasurements of defined benefit pension plans
180
180
(4)
176
Currency retranslation gains/(losses)(a)
(1,258)
(76)
(1,334)
(349)
(1,683)
Total comprehensive income
(1,468)
9,573
8,105
187
8,292
Dividends on ordinary capital
(4,453)
(4,453)
(4,453)
Non-cash dividend to shareholders (b)
(6,752)
(6,752)
(6,752)
Cancellation of treasury shares(c)
(3)
3,770
(3,767)
Repurchase of shares (d)
(1,510)
(1,510)
(1,510)
Movements in treasury shares(e)
1
(152)
(151)
(151)
Share-based payment credit(f)
284
284
284
Dividends paid to non-controlling interests(g)
(728)
(728)
Hedging (gain)/loss transferred to non-financial assets
(58)
(58)
1
(57)
Other movements in equity(h)
300
(225)
75
32
107
31 December 2025
85
52,844
(73,364)
(8,264)
44,229
15,530
2,057
17,587
(a) Includes a hyperinflation adjustment of 17 million in relation to Argentina and Turkey (2024: 880 million, primarily reflects the effect of significant inflationary pressures,
particularly in Argentina, compared with 2025, 2023: 308 million).
(b) A non‑cash dividend was distributed to shareholders in connection with the demerger of our Ice Cream business. The distribution was settled through the transfer of the
Company’s equity interest in the demerged entity, measured at fair value and recognised directly in equity with no associated cash outflow.
(c) During 2025, 13,288,138 PLC ordinary shares held as treasury shares were cancelled before share consolidation and 51,625,153 cancelled after share consolidation. During
2023, 112,746,434 PLC ordinary shares held as treasury shares were cancelled. The amount paid to repurchase these shares was initially recognised in other reserves and is
transferred to retained profit on cancellation.
(d) Repurchase of shares reflects the cost of acquiring ordinary shares as part of the share buyback programmes announced on 10 February 2022, 8 February 2024 and
13 February 2025.
(e) Includes purchases and sales of treasury shares, other than the share buyback programme and the transfer from treasury shares to retained profit of share-settled schemes
arising from prior years and differences between purchase and grant price of share awards.
(f) The share-based payment credit relates to the non-cash charge recorded against operating profit in respect of the fair value of share options and awards granted to employees.
(g) Includes a non-cash dividend of 199 million by Hindustan Unilever Limited to its minority shareholders.
(h) Includes the impact on the minority liability and non-controlling interest following the acquisition of Dr. Squatch and Minimalist, and the step-up acquisitions of Nutrafol,
Welly and Equilibra.
Financial Statements
Unilever Annual Report and Accounts 2025
131
CONSOLIDATED FINANCIAL STATEMENTS UNILEVER GROUP
Consolidated balance sheet
for the year ended 31 December
Notes
€ million
2025
€ million
2024
Assets
Non-current assets
Goodwill
9
17,709
22,311
Intangible assets
9
17,055
18,590
Property, plant and equipment
10
8,992
11,669
Pension asset for funded schemes in surplus
4B
4,462
4,164
Deferred tax assets
6B
1,146
1,280
Financial assets
17A
3,065
1,571
Other non-current assets
11
976
971
53,405
60,556
Current assets
Inventories
12
4,043
5,177
Trade and other current receivables
13
7,346
6,011
Current tax assets
329
373
Cash and cash equivalents
17A
3,941
6,136
Other financial assets
17A
1,121
1,330
Assets held for sale
286
167
17,066
19,194
Total assets
70,471
79,750
Liabilities
Current liabilities
Financial liabilities
15C
2,582
6,987
Trade payables and other current liabilities
14
16,939
16,690
Current tax liabilities
1,439
678
Provisions
19
589
831
Liabilities held for sale
113
48
21,662
25,234
Non-current liabilities
Financial liabilities
15C
25,696
25,066
Non-current tax liabilities
303
585
Pensions and post-retirement healthcare liabilities:
Funded schemes in deficit
4B
100
173
Unfunded schemes
4B
844
1,021
Provisions
19
539
571
Deferred tax liabilities
6B
3,603
4,342
Other non-current liabilities
14
137
203
31,222
31,961
Total liabilities
52,884
57,195
Equity
Shareholders’ equity
15,530
19,990
Non-controlling interests
2,057
2,565
Total equity
17,587
22,555
Total liabilities and equity
70,471
79,750
Note references in the consolidated income statement, consolidated statement of comprehensive income, consolidated statement of changes in equity, consolidated balance
sheet and consolidated cash flow statement relate to notes on pages 133 to 183, which form an integral part of the consolidated financial statements.
These financial statements have been approved by the Directors and signed on their behalf by Fernando Fernandez.
F Fernandez on behalf of The Board of Directors
4 March 2026
132
Unilever Annual Report and Accounts 2025
Financial Statements
CONSOLIDATED FINANCIAL STATEMENTS UNILEVER GROUP
Consolidated cash flow statement
for the year ended 31 December
Notes
€ million
2025
€ million
2024(a)
€ million
2023(a)
Net profit from continuing operations
6,213
6,039
6,637
Taxation
2,481
2,332
1,990
Share of net profit of joint ventures/associates and other (income)/loss from non-
current investments
(228)
(263)
(206)
Net monetary loss arising from hyperinflationary economies
68
201
169
Net finance costs
5
503
520
409
Operating profit from continuing operations
9,037
8,829
8,998
Depreciation, amortisation and impairment
1,353
1,370
1,148
Changes in working capital:
116
(188)
753
Inventories
(281)
(190)
282
Trade and other receivables (b)
(2,620)
(211)
731
Trade payables and other liabilities(b)
3,017
213
(260)
Pensions and similar obligations less payments
(74)
(54)
(251)
Provisions less payments
(130)
289
(171)
Elimination of losses/(profits) on disposals
58
259
(440)
Non-cash charge for share-based compensation
255
292
192
Other adjustments
157
116
97
Cash flow from continuing operating activities
10,772
10,913
10,326
Income tax paid on continuing operations
(2,720)
(2,452)
(1,933)
Net cash flow from continuing operating activities
8,052
8,461
8,393
Cash flow from operations attributable to discontinued operations
475
1,231
1,235
Income tax paid from discontinued operation
(177)
(173)
(202)
Net operating cash flows attributable to discontinued operations
298
1,058
1,033
Total cash flows from operating activities
8,350
9,519
9,426
Interest received
352
370
223
Purchase of intangible assets
(174)
(233)
(241)
Purchase of property, plant and equipment
(1,417)
(1,381)
(1,194)
Disposal of property, plant and equipment
126
15
15
Acquisition of businesses and investments in joint ventures and associates
(1,674)
(734)
(100)
Disposal of businesses, joint ventures and associates
107
910
436
Acquisition of other non-current investments
(111)
(166)
(533)
Disposal of other non-current investments
239
59
62
Dividends from joint ventures, associates and other non-current investments
243
261
239
Sale/(purchase) of financial assets
(85)
476
(318)
Net cash flow used in continuing investing activities
(2,394)
(423)
(1,411)
Net investing cash flows attributable to discontinued operations
(724)
(202)
(883)
Total cash outflow used in investing activities
(3,118)
(625)
(2,294)
Dividends paid on ordinary share capital
(4,453)
(4,319)
(4,363)
Interest paid
(1,018)
(929)
(751)
Net change in short-term borrowings
(2,228)
575
(506)
Additional financial liabilities
4,278
4,234
4,418
Repayment of financial liabilities
(3,547)
(3,846)
(3,470)
Capital element of lease rental payments
(301)
(342)
(349)
Repurchase of shares
24
(1,510)
(1,508)
(1,507)
Other financing activities(c)
(1,105)
(694)
(556)
Net cash flow used in continuing financing activities
(9,884)
(6,829)
(7,084)
Net financing cash flows attributable to discontinued operations
3,070
(112)
(109)
Total cash flow used in financing activities
(6,814)
(6,941)
(7,193)
Net increase/(decrease) in cash and cash equivalents
(1,582)
1,953
(61)
Cash and cash equivalents at the beginning of the year
5,950
4,045
4,225
Effect of foreign exchange rate changes
(498)
(48)
(119)
Cash and cash equivalents at the end of the year
17A
3,870
5,950
4,045
(a) The 2024 and 2023 comparatives have been re-presented to reflect the demerger of our Ice Cream business (see note 21).
(b) Net working capital includes the gross-up impact in receivables and payables arising due to the transitional service arrangement between Unilever and The Magnum
Ice Cream Company.
(c) Comprises of minority dividend payment, and payments for step-up acquisitions.
The cash flows of pension funds (other than contributions and other direct payments made by the Group in respect of pensions and similar obligations)
are not included in the Group cash flow statement.
Financial Statements
Unilever Annual Report and Accounts 2025
133
Notes to the Consolidated Financial
Statements Unilever Group
1. Accounting information and
policies
BASIS OF CONSOLIDATION
Group companies included in the consolidated financial statements for 2025
are Unilever PLC (’PLC’) and all subsidiary undertakings, which are those
entities controlled by PLC. Control exists when the Group has the power to
direct the activities of an entity so as to affect the return on investment.
The net assets and results of acquired businesses are included in the
consolidated financial statements from their respective dates of
acquisition, being the date on which the Group obtains control.
The results of disposed businesses are included in the consolidated financial
statements up to their date of disposal, being the date control ceases.
Intra-group transactions and balances are eliminated.
COMPANY LEGISLATION AND ACCOUNTING
STANDARDS
The consolidated financial statements have been prepared in accordance
with International Financial Reporting Standards (IFRS) as issued by the
International Accounting Standards Board (IASB), and UK-adopted
international accounting standards. The consolidated financial statements
comply with the Companies Act 2006. These financial statements are
prepared under the historical cost convention unless otherwise indicated.
GOING CONCERN
These financial statements have been prepared on a going concern basis.
The Group has considerable financial resources together with established
business relationships with many customers and suppliers in countries
throughout the world.
The Directors considered the Group’s overall financial position, exposure to
principal risks and future business forecasts. Specifically, they ensured that
the expected cash flows from those forecasts were sufficient to cover its
obligations for the next 12 months from the date of approval of the financial
statements. This also included sensitivity considerations should the Group
face an adverse environment leading to reduced sales growth and operating
margins versus forecasts. We describe in notes 15 to 18 on pages 161 to 176 the
Group’s objectives, policies and processes for managing its capital; its financial
risk management objectives; details of its financial instruments and hedging
activities; and its exposures to credit and liquidity risk. The Group has credit
facilities available to raise short-term financing if necessary.
In conclusion, the Group is well placed to manage its business risks
successfully and meet its obligations for at least 12 months from the date
of approval of the financial statements.
ACCOUNTING POLICIES
The accounting policies adopted are the same as those which were
applied for the previous financial year except as set out below under the
heading ‘Recent accounting developments’.
Accounting policies are included in the relevant notes to the consolidated
financial statements. These are presented as text highlighted in grey on
pages 133 to 183. The accounting policies below are applied throughout
the financial statements.
FOREIGN CURRENCIES
The consolidated financial statements are presented in euros.
Items included in the financial statements of individual group companies are
recorded in their respective functional currency, which is the currency of the
primary economic environment in which each entity operates.
Foreign currency transactions in individual group companies are translated
into functional currency using exchange rates at the date of the transaction.
Foreign exchange gains and losses from settlement of these transactions, and
from translation of monetary assets and liabilities at year-end exchange rates,
are recognised in the income statement except when deferred in equity as
qualifying hedges.
In preparing the consolidated financial statements, the balances in
individual group companies are translated from their functional currency
into euros. Apart from the financial statements of group companies in
hyperinflationary economies (see below), the income statement, the
cash flow statement and all other movements in assets and liabilities are
translated at average rates of exchange as a proxy for the transaction
rate, or at the transaction rate itself if more appropriate. Assets and
liabilities are translated at year-end exchange rates.
The financial statements of group companies whose functional currency is
the currency of a hyperinflationary economy are adjusted for inflation and
then translated into euros using the balance sheet exchange rate. Amounts
shown for prior years for comparative purposes are not modified. To
determine the existence of hyperinflation, the Group assesses the qualitative
and quantitative characteristics of the economic environment of the country,
such as the cumulative inflation rate over the previous three years.
Effective from 1 January 2024, the functional currency of the Group’s
ultimate parent company, Unilever PLC (’PLC’) changed from sterling to
euro. There was no impact on the presentation of the Group results or
restatements to the Group financial statements as a result of this change.
As at 31 December 2023, the ordinary share capital of PLC was translated
to euro using the historical rate at the date the shares were issued (see
note 15B on page 162).
The effect of exchange rate changes during the year on net assets of foreign
operations is recorded in equity. For this purpose, net assets include loans
between group companies and any related foreign exchange contracts where
settlement is neither planned nor likely to occur in the foreseeable future.
The Group applies hedge accounting to certain exchange differences
arising between the functional currencies of a foreign operation and
the functional currency of the parent entity, regardless of whether the net
investment is held directly or through an intermediate parent. Differences
arising on retranslation of a financial liability designated as a foreign
currency net investment hedge are recorded in equity to the extent that
the hedge is effective. These differences are reported within profit or loss
to the extent that the hedge is ineffective.
Cumulative exchange differences arising since the date of transition to
IFRS of 1 January 2004 are reported as a separate component of other
reserves. In the event of disposal or part disposal of an interest in a group
company either through sale or as a result of a repayment of capital, the
cumulative exchange difference is recognised in the income statement
as part of the profit or loss on disposal of group companies.
HYPERINFLATIONARY ECONOMIES
The Argentinian economy was designated as hyperinflationary from
1 July 2018 and the Turkish economy was designated as hyperinflationary
from 1 July 2022. As a result, application of IAS 29 ‘Financial Reporting
in Hyperinflationary Economies’ has been applied to all Unilever entities
whose functional currency is the Argentinian peso or the Turkish lira.
The application of IAS 29 includes:
adjustment of historical cost non-monetary assets and liabilities for the
change in purchasing power caused by inflation from the date of initial
recognition to the balance sheet date;
adjustment of the income statement for inflation during the reporting
period;
translation of income statement at the period-end foreign exchange
rate instead of an average rate; and
adjustment of the income statement to reflect the impact of inflation
and exchange rate movement on holding monetary assets and liabilities
in local currency.
The main effects on the Group consolidated financial statements (including
discontinued operations) for 2025 are:
€ million
Argentina
Turkey
Total
Total assets increase/(reduction)
(199)
(20)
(219)
Turnover increase/(reduction)
(90)
(16)
(106)
Operating profit increase/(reduction)
(54)
(46)
(100)
Net monetary gain/(loss)
(46)
(10)
(56)
134
Unilever Annual Report and Accounts 2025
Financial Statements
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS UNILEVER GROUP
ASSETS AND LIABILITIES HELD FOR SALE AND
DISCONTINUED OPERATIONS
A disposal group is classified as held for sale or distribution when its
carrying amount is expected to be recovered principally through a
sale or distribution to shareholders rather than through continuing use.
A discontinued operation is a component of the Group that has been
disposed of or is classified as held for sale or distribution and represents
a separate major line of business. In accordance with IFRS 5, the results
of discontinued operations are presented separately in the consolidated
income statement, consolidated statement of comprehensive income,
consolidated statement of cash flows and related notes. Comparative
information is re-presented to exclude the results of discontinued
operations.
The Ice Cream business met the criteria to be classified as held for
distribution in December 2025, following the Board’s formal approval
of the demerger. At that point, the distribution was considered highly
probable and the internal separation of the Ice Cream territories had
been completed, meaning the business was available for distribution
in its current condition. As a former reportable segment and major line
of business, all Ice Cream activities have been treated as discontinued
operations in both current and comparative periods.
In line with IFRS 5, we have disclosed separately in the income statement,
statement of comprehensive income and cash flow statement results
arising from continuing and discontinued operations. 2023 and 2024
comparatives have been re-presented on the same basis. There has been
no change to the 2023 and 2024 balance sheet related amounts, including
where balance sheet line item reconciliations have been disclosed within
the notes. Further details and a breakdown of discontinued operations are
provided in note 21.
CLIMATE CHANGE
In preparing these consolidated financial statements, we have considered
the impact of both physical and transition climate change risks, and any
planned mitigations, on the current valuation of our assets and liabilities.
We have identified risks and opportunities that could in the future be
material to our business, for example carbon tax or land use regulations.
Where possible we have performed quantitative assessments of these
risks and opportunities based on various scenarios for the years 2030,
2039 and 2050. These potential financial impacts are based on high-level
quantitative assessments and do not include any assumptions on the
impact of actions that we would undertake to mitigate against these
climate-related risks. Therefore, these quantifications do not represent
any type of financial forecast and thus are not directly incorporated
into any projections of long-term cash flows.
To determine if there is a material impact on the financial reporting
judgements and estimates as of the reporting period, we have reviewed each
balance sheet line item and identified those line items that have the potential
to be significantly impacted by climate-related risks and our plans to mitigate
against these risks. Those line items that have the potential to be significantly
impacted have then been reviewed in detail to confirm:
that the growth rates and projected cash flows, used in assessing whether
our goodwill and indefinite-life intangibles are impaired, are consistent with
our climate-related risk assumptions and the actions we are taking to
mitigate against those risks; and
that the useful lives of our property, plant and equipment are appropriate
given the potential physical and obsolescence risks associated with climate
change and the actions we are taking to mitigate against those risks.
In addition, it should be noted that climate-related risks could affect
the financial position of our defined benefit pension plan assets. The
Trustees operate diversified investment strategies and are continuously
assessing investment risks. The Trustees consider climate risk as one of
the key investment risks and are continually evolving their investments
to lower the overall climate risk.
From our review of key financial statement areas, including impairment
assessments, cash flow forecasts and asset valuations, we have not
identified any material impact on financial reporting judgements or
estimates as at 31 December 2025. Based on the Group’s overall financial
position, its exposure to principal risks which include climate change, and
its future business forecasts, the Group is well placed to manage these
risks and meet its obligations. Consequently, we have not identified any
significant impact from climate‑related risks on the Group’s going concern
assessment or on its viability over the next three years.
For many years, Unilever has driven an ambitious sustainability agenda.
In 2024, we launched an updated business strategy focusing on resource
allocation, accelerating long-term priorities and delivering systemic
impact. Delivery of our strategy is supported by our Climate Transition
Action Plan (CTAP), which outlines our mitigation, adaptation and
advocacy actions to address climate-related risks. The CTAP is being
reviewed in 2026 as a result the demerger of Ice Cream and to consider
impacts beyond 2030. The costs and benefits of existing actions are
embedded into the cost structures of the Business Groups and therefore
are not all separately identifiable. None of these actions have significantly
impacted the value of the Group’s assets or their useful lives, and while
there is still much to do, our aim is to continue to reduce our exposure to
climate-related risks without impacting the value of the Group’s assets.
However, we recognise that the climate emergency is intensifying, with
scientific consensus indicating that the 1.5°C threshold has now been
reached, and that governments are responding with increasingly urgent
and science-aligned policy targets. We will continue to closely monitor
evolving regulatory developments and assess any resulting implications
on the valuations of our assets and liabilities in future years.
CRITICAL ACCOUNTING ESTIMATES AND
JUDGEMENTS
The preparation of financial statements requires management to make
estimates and judgements in the application of accounting policies that affect
the reported amounts of assets, liabilities, income and expenses. Actual results
may differ from these estimates. Estimates and judgements are continuously
evaluated and are based on historical experience and other factors, including
expectations of future events that are believed to be reasonable. Revisions to
accounting estimates are recognised in the period in which the estimate is
revised and in any future period affected.
The following estimate is considered by management to have the most
significant risk of causing a material adjustment to the carrying amounts of
assets and liabilities within the next financial year:
Measurement of defined benefit obligations – the valuations of the
Group’s defined benefit pension plan obligations are dependent on
a number of assumptions. These include discount rates, inflation and
life expectancy of scheme members. Details of these assumptions and
sensitivities are in note 4B.
The following judgements are those that management believe have the most
significant effect on the amounts recognised in the Group’s financial
statements:
Utilisation of tax losses and recognition of other deferred tax assets – the
Group operates in many countries and is subject to taxes in numerous
jurisdictions. Management uses judgement to assess the recoverability of
tax assets such as whether there will be sufficient future taxable profits to
utilise losses. See note 6B.
Likelihood of occurrence of provisions and contingent liabilities – events
can occur where there is uncertainty over future obligations. Judgement is
required to determine if an outflow of economic resources is probable, or
possible but not probable. Where it is probable, a liability is recognised and
further judgement is used to determine the level of the provision. Where it is
possible but not probable, further judgement is used to determine if the
likelihood is remote, in which case no disclosures are provided; if the
likelihood is not remote then judgement is used to determine the contingent
liability disclosed. Unilever does not have provisions and contingent
liabilities for the same matters. External advice is obtained for any material
cases. See notes 6A, 19 and 20.
Non-cash distribution to owners – the demerger of the Ice Cream business
was executed through a distribution of shares in The Magnum Ice Cream
Company (TMICC) to Unilever shareholders on 6 December 2025. A liability
for the non-cash distribution was recognised when the distribution was
authorised and no longer at the Group’s discretion, measured at the fair
value of the assets to be distributed at that date. The distribution was settled
on completion of the demerger, at which point the disposal group was
derecognised. Judgement was required in determining the fair value of the
Ice Cream business at the distribution date for the purpose of recognising
the non-cash dividend in accordance with IFRIC 17 Distributions of Non-cash
Assets to Owners. Management determined fair value with reference to the
TMICC share price over a five-day period following listing. The resulting
non-cash gain is recognised within profit or loss, within the result from
discontinued operations. See note 21.
Accounting for the retained stake in TMICC – management applied
judgement in determining that Unilever does not hold significant influence
over TMICC, and therefore TMICC is not an associate requiring accounting
under the equity method. Whilst it is presumed that significant influence
does not exist with a holding of less than 20 percent, careful consideration
was given to the representation of Unilever on the board of TMICC, and
material ongoing transactions between Unilever and TMICC.
Financial Statements
Unilever Annual Report and Accounts 2025
135
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS UNILEVER GROUP
ACCOUNTING DEVELOPMENTS ADOPTED BY THE GROUP
Recent accounting developments adopted by the Group
All new standards or amendments issued by the IASB and UK Endorsement Board that were effective by 1 January 2025, were either not applicable
or not material to the Group.
New standards, amendments and interpretations of existing standards that are not yet effective and have
not been early adopted by the Group
The following standards have been released but are not yet adopted by the Group. The Group is currently assessing their impact on the financial results
and position of the Group.
Applicable standard
Key requirements or changes in accounting policy
Amendments to IFRS 9 and
IFRS 7 ‘The Classification and
Measurement of Financial
instruments’
Effective from 1 January
2026
In May 2024, the International Accounting Standards Board (IASB) amended IFRS 7 and IFRS 9, which includes
clarifications on recognition and derecognition dates of certain financial assets and liabilities, including exceptions
for liabilities settled through electronic cash transfer systems.
IFRS 18 Presentation and
Disclosure in Financial
Statements
Effective 1 January 2027
IFRS 18 will replace IAS 1 Presentation of Financial Statements. The amendment impacts presentation and disclosure of
the consolidated income statement with new defined categories being operating, investing and financing to provide
a consistent structure.
Disclosures about Management-defined Performance Measures (MPMs) (i.e. certain non-GAAP measures) will have
to be disclosed in the financial statement with reconciliations to GAAP measures. The new standard will also provide
guidance on grouping of information (aggregation/disaggregation).
The Group has commenced its assessment of IFRS 18 Presentation and Disclosure in Financial Statements (effective
1 January 2027), with the main impacts expected on the presentation of the consolidated income statement and the
disclosure of Management Performance Measures. The standard will be applied from its mandatory effective date of
1 January 2027. Final impact assessment and transition activities will take place during 2026.
All other new standards or amendments that are not yet effective that have been issued by the IASB are not applicable or material to Unilever.
136
Unilever Annual Report and Accounts 2025
Financial Statements
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS UNILEVER GROUP
2. Segment information
Segmental reporting
Following the demerger of the Ice Cream business, the Group’s operating and reportable segments are the four Business Groups of Beauty &
Wellbeing, Personal Care, Home Care and Foods (previously reported as Nutrition). The segmental disclosure provided is consistent with information
reviewed by our chief operating decision-maker, the Unilever Leadership Executive.
Beauty & Wellbeing
primarily sales of hair care (shampoo, conditioner, styling), skin care (face, hand and body moisturisers), and includes
Prestige Beauty and Wellbeing.
Personal Care
primarily sales of skin cleansing (soap, shower), deodorant and oral care (toothpaste, toothbrush, mouthwash) products.
Home Care
primarily sales of fabric care (washing powders and liquids, rinse conditioners) and a wide range of home and hygiene
cleaning products.
Foods (previously
Nutrition)
primarily sales of cooking aids & mini-meals (soups, bouillons, seasonings), condiments (mayonnaise, ketchup) and Unilever
Food Solutions.
Revenue
Turnover comprises sales of goods after the deduction of discounts, sales taxes and estimated returns. It does not include sales between group
companies. Discounts given by Unilever include rebates, price reductions and incentives given to customers, promotional couponing and trade
communication costs, and are based on the contractual arrangements with each customer. Discounts can either be immediately deducted from the
sales value on the invoice or off-invoice and settled later through credit notes when the precise amounts are known. Amounts provided for discounts
at the end of a period require estimation; historical data and accumulated experience are used to assess the provision using the most likely amount
method and in most instances, the discount can be recognised using known facts with a high level of accuracy. Any differences between actual
amounts settled and the amounts provided are recognised in the subsequent reporting period and are not material year-on-year. Rebate accruals,
representing the unsettled portion of variable consideration due back to customers not yet invoiced, totalled €3,481 million at 31 December 2025
(2024: €3,815 million; 2023: €3,816 million).
Customer contracts generally contain a single performance obligation and turnover is recognised when control of the products being sold has
transferred to our customer, as there are no longer any unfulfilled obligations to the customer. This is generally on delivery to the customer but
depending on individual customer terms, this can be at the time of dispatch, delivery or upon formal customer acceptance. This is considered the
appropriate point where the performance obligations in our contracts are satisfied as Unilever no longer has control over the inventory.
Our customers have the contractual right to return goods only when authorised by Unilever. If material, an estimate is made of goods that will
be returned, and a liability is recognised for this amount. An asset is then recorded for the corresponding inventory that is estimated to return
to Unilever using a best estimate based on accumulated experience. Our customers are distributors who may be able to return unsold goods in
consignment arrangements.
Underlying operating profit
Underlying operating profit means operating profit before the impact of non-underlying items within operating profit. Underlying operating profit
represents our measure of segment profit or loss as it is the primary measure used for the purpose of making decisions about allocating resources
and assessing performance of segments. Items are classified as non-underlying due to their nature and/or frequency of occurrence.
Our segments are comprised of similar product categories. 8 categories (2024 : 8; 2023: 8) individually accounted for 5% or more of our revenue in one
or more of the last three years. The following table shows the relevant contribution of these categories to Group revenue for the periods shown:
Category
Segment
2025
2024(a)
2023(a)
Fabric
Home Care
17%
17%
18%
Hair Care
Beauty & Wellbeing
12%
12%
12%
Skin Cleansing
Personal Care
12%
12%
12%
Cooking Aids*
Foods
12%
12%
11%
Deodorant
Personal Care
11%
11%
10%
Condiments*
Foods
8%
8%
8%
Skin Care
Beauty & Wellbeing
8%
8%
8%
Home & Hygiene
Home Care
5%
5%
5%
Other
15%
15%
16%
(a) The 2024 and 2023 comparatives have been restated from those previously published to reflect the demerger of our Ice Cream business (see note 21).
*        Cooking Aids previously reported as Scratch Cooking Aids; Condiments previously reported as Dressings.
Financial Statements
Unilever Annual Report and Accounts 2025
137
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS UNILEVER GROUP
2. SEGMENT INFORMATION continued
The Group operating segment information is provided based on four product areas: Beauty & Wellbeing, Personal Care, Home Care and Foods.
Notes
€ million
Beauty &
Wellbeing
€ million
Personal
Care
€ million
Home Care
€ million
Foods
€ million
Total
2025
Turnover
12,848
13,161
11,565
12,929
50,503
Operating profit
3
2,077
2,700
1,512
2,748
9,037
Non-underlying items (b)
394
273
206
174
1,047
Underlying operating profit
2,471
2,973
1,718
2,922
10,084
Share of net profit/(loss) of joint ventures and associates
5
8
8
224
245
Significant non-cash charges:
Within underlying operating profit:
Depreciation and amortisation
293
386
296
335
1,310
          Share-based compensation and other non-cash charges (c)
83
142
82
90
397
Within non-underlying items:
          Impairment and other non-cash charges(d)
54
72
18
17
161
2024(a)
Turnover
13,157
13,618
12,352
13,352
52,479
Operating profit
3
1,970
2,739
1,521
2,599
8,829
Non-underlying items (b)
582
275
264
248
1,369
Underlying operating profit
2,552
3,014
1,785
2,847
10,198
Share of net profit/(loss) of joint ventures and associates
3
5
6
236
250
Significant non-cash charges:
Within underlying operating profit:
Depreciation and amortisation
271
362
286
318
1,237
          Share-based compensation and other non-cash charges (c)
111
113
100
105
429
Within non-underlying items:
          Impairment and other non-cash charges(d)
65
75
195
105
440
2023(a)
Turnover
12,466
13,829
12,181
13,204
51,680
Operating profit
3
2,209
2,957
1,419
2,413
8,998
Non-underlying items (b)
122
(165)
77
47
81
Underlying operating profit
2,331
2,792
1,496
2,460
9,079
Share of net profit/(loss) of joint ventures and associates
1
3
3
221
228
Significant non-cash charges:
Within underlying operating profit:
Depreciation and amortisation
257
328
279
283
1,147
          Share-based compensation and other non-cash charges (c)
73
87
64
89
313
Within non-underlying items:
          Impairment and other non-cash charges(d)
(6)
4
(40)
(18)
(60)
(a) The 2024 and 2023 comparatives have been restated from those previously published to reflect the demerger of our Ice Cream business (see note 21).
(b) Non-underlying items include (loss)/gain on disposal of group companies, impairment, restructuring costs, acquisition and disposal-related costs and other one-off items
classified separately due to their nature and/or frequency of occurrence (see note 3).
(c) Other non-cash charges within underlying operating profit include movements in provisions from underlying activities, excluding movements arising from
non-underlying activities.
(d) Other non-cash charges within non-underlying items includes movements in restructuring provisions and movements in certain legal provisions.
138
Unilever Annual Report and Accounts 2025
Financial Statements
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS UNILEVER GROUP
2. SEGMENT INFORMATION continued
The Unilever Group is not reliant on turnover from transactions with any single customer and does not receive 10% or more of its turnover from
transactions with any single customer.
Segment assets and liabilities are not provided because they are not reported to or reviewed by our chief operating decision-maker, which is the
Unilever Leadership Executive (ULE).
Turnover and non-current assets for the country of domicile, the United States and India (being the two largest countries outside the home country) and
for all other countries are:
€ million
United
Kingdom
€ million
United
States
€ million
India
€ million
Others
€ million
Total
2025
Turnover
2,226
10,497
6,217
31,563
50,503
Non-current assets(b)
3,575
16,807
5,444
18,906
44,732
2024
Turnover (a)
2,202
10,393
6,492
33,392
52,479
Non-current assets(b)
3,830
19,715
6,700
23,296
53,541
2023
Turnover (a)
2,106
10,315
6,516
32,743
51,680
Non-current assets(b)
3,567
18,205
6,436
22,876
51,084
(a) The 2024 and 2023 comparatives have been restated from those previously published to reflect the demerger of our Ice Cream business (see note 21).
(b) For the purpose of this table, non-current assets include goodwill, intangible assets, property, plant and equipment and other non-current assets as shown on the
consolidated balance sheet. Goodwill is attributed to countries where acquired business operated at the time of acquisition; all other assets are attributed to the
countries where they were acquired.
No other country had turnover or non-current assets (as shown above) greater than 10% of the Group total.
ADDITIONAL INFORMATION BY GEOGRAPHIES
Although the Group’s operations are managed by product area, we provide additional turnover information based on geographies.
€ million
2025
€ million
2024(a)
€ million
2023(a)
Asia Pacific Africa
22,427
23,448
23,805
The Americas(b)
18,622
19,605
18,799
Europe
9,454
9,426
9,076
Total
50,503
52,479
51,680
(a) The 2024 and 2023 comparatives have been restated from those previously published to reflect the demerger of our Ice Cream business (see note 21).
(b) Americas sales in North America were €11,220 million (2024: €11,140 million; 2023: €11,065 million) and in Latin America were €7,402 million (2024: €8,465 million; 2023:
€7,732 million).
The Group’s turnover classified by markets is:
€ million
2025
€ million
2024(a)
€ million
2023(a)
Emerging markets
30,008
32,033
31,570
Developed markets
20,495
20,446
20,110
(a) The 2024 and 2023 comparatives have been restated from those previously published to reflect the demerger of our Ice Cream business (see note 21).
Transactions between the Unilever Group’s geographical regions are immaterial and are carried out on an arm’s length basis.
Financial Statements
Unilever Annual Report and Accounts 2025
139
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS UNILEVER GROUP
3. Operating costs
Operating costs
Operating costs include cost of sales, brand and marketing investment, overheads and other items including gains and losses on business disposals,
acquisition and disposal-related costs, restructuring costs, impairments and other items within operating profit recognised separately due to their
nature and/or frequency.
(i) Cost of sales
Cost of sales includes the cost of inventories sold during the period and distribution costs. The cost of inventories are raw and packaging materials
and related production costs. Distribution costs are charged to the income statement as incurred.
(ii) Brand and marketing investment
Brand and marketing investment include costs related to creating and maintaining brand equity and brand awareness. This includes media,
advertising production, promotional materials and engagement with consumers. These costs are charged to the income statement as incurred.
(iii) Overheads
Overheads include staff costs associated with sales activities and central functions such as finance, human resources, and research and development
costs. Research and development costs are staff costs, material costs, depreciation of property, plant and equipment, patent costs and other costs
that are directly attributable to research and product development activities. These costs are charged to the income statement as incurred.
(iv) Restructuring costs
Restructuring costs are costs that are directly attributable to a restructuring project. Management define a restructuring project as a strategic, major
initiative that delivers cost savings and materially change either the scope of the business or the manner in which the business is conducted.
(v) Acquisition and disposal-related costs
Acquisition and disposal-related costs are costs that are directly attributable to a business acquisition or disposal project.
(vi) Impairment of assets
Impairment of assets including goodwill, intangible assets and property, plant and equipment.
(vii) Gains or losses from the disposal of group companies
Gains or losses from the disposal of group companies which arise from business disposal projects.
(viii) Others
Other approved one-off items are those additional matters considered by management to be significant and outside the course of normal operations.
€ million
2025
€ million
2024(a)
€ million
2023(a)
Turnover
50,503
52,479
51,680
Cost of sales
(26,794)
(27,976)
(29,180)
of which:
Distribution costs
(2,704)
(2,649)
(2,716)
Production costs
(2,972)
(3,064)
(2,972)
Raw and packaging materials and goods purchased for resale
(19,643)
(20,781)
(21,996)
Other
(1,476)
(1,482)
(1,495)
Gross profit
23,709
24,503
22,500
Selling and administrative expenses
(13,624)
(14,305)
(13,421)
of which:
Brand and marketing investment
(8,142)
(8,378)
(7,563)
Overheads
(5,482)
(5,928)
(5,858)
of which: Research and development (b)
(836)
(892)
(853)
(Loss)/gain on disposal of group companies(c)
(36)
(229)
491
Acquisition and disposal-related costs(d)
(288)
(293)
(222)
Restructuring costs(e)
(599)
(710)
(425)
Impairments(f)
(43)
(134)
Other (g)
(81)
(3)
75
Operating profit
9,037
8,829
8,998
(a) The 2024 and 2023 comparatives have been restated from those previously published to reflect the demerger of our Ice Cream business (see note 21).
(b) Research and development costs include patent costs of €24 million in 2025. The patent costs for 2024 and 2023 were €26 million and €27 million respectively.
(c) 2025 net loss arises from the disposals of The Vegetarian Butcher and Kate Somerville, partially offset by gain on Conimex disposal. 2024 net loss related to the disposals of
our Russian business, Elida Beauty, Pureit and Qinyuan. 2023 includes a gain of €497 million related to Suave.
(d) 2025 includes a charge of €98 million (2024: €225 million, 2023: €104 million) relating to the revaluation of the minority interest liability of Nutrafol and OZiva, and €91
million related to the Ice Cream separation.
(e) In 2024, we announced the launch of a company-wide productivity programme to support margin improvement through specific interventions. The majority of the costs
incurred that relate to the productivity programme were for redundancy and are recognised as restructuring in line with our policy. The remaining costs comprise
technology and supply chain projects.
(f) 2025 includes an impairment charge of €42 million relating to REN. 2024 includes an impairment charge of €127 million relating to Blueair, an air purification business.
(g) 2025 includes a charge for the settlement of cases reached during the year with plaintiff law firms, and an estimated amount for potential future claims relating to litigation
arising from products which are no longer manufactured and sold by the Group.
Exchange gain/(loss) within operating costs in 2025 is €(123) million (2024: €20 million; 2023: €(236) million ).
140
Unilever Annual Report and Accounts 2025
Financial Statements
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS UNILEVER GROUP
4. Employees
4A. STAFF AND MANAGEMENT COSTS
Staff costs
€ million
2025
€ million
2024
€ million
2023
Wages and salaries
(5,433)
(5,852)
(5,722)
Social security costs
(594)
(640)
(591)
Other pension costs
(333)
(339)
(348)
Share-based compensation costs
(284)
(324)
(212)
(6,644)
(7,155)
(6,873)
2025 Staff costs include €925 million (2024: €1,013 million, 2023: €987 million) in relation to discontinued operations.
Average number of employees during the year(a)
'000
2025
'000
2024
'000
2023
Asia Pacific Africa
51
54
56
The Americas
30
31
32
Europe
19
20
20
Total continuing operations
100
105
108
Discontinued operations
18
20
20
Total
118
125
128
(a) The reduction in the average number of employees is primarily attributable to the demerger of the Ice Cream operations, the productivity program, and the sale of the
Russia business in 2024.
Key management compensation
€ million
2025(a)
€ million
2024(a)
€ million
2023(a)
Salaries and short-term employee benefits
(37)
(44)
(41)
Share-based benefits (b)
(21)
(19)
(13)
(58)
(63)
(54)
Of which: Executive Directors
(9)
(14)
(13)
  Other (c)
(49)
(49)
(41)
Non-Executive Directors’ fees
(2)
(2)
(2)
(60)
(65)
(56)
(a) Includes compensation for total Unilever
(b) Share-based benefits are expenses recognised for the period. Share-based benefit compensation on a vesting basis is €16 million ( 2024: €13 million; 2023 : €8 million).
(c) Other includes all members of the Unilever Leadership Executive, other than Executive Directors.
K ey management are defined as the members of Unilever Leadership Executive (ULE) and the Non-Executive Directors. Compensation for ULE members
is pro-rated based on time actively spent in a ULE role. In addition to the above, €3 million was recognised in 2025 relating to members of the ULE who
have left, or where it has been announced that they will leave during the year.
Details of the remuneration of Directors (including leaving arrangements) are given in the parts noted as audited in the Directors’ Remuneration Report
on pages 78 to 108.
Financial Statements
Unilever Annual Report and Accounts 2025
141
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS UNILEVER GROUP
4B. PENSIONS AND SIMILAR OBLIGATIONS
For defined benefit plans, operating and finance costs are recognised separately in the income statement. The amount charged to operating cost
in the income statement is the cost of accruing pension benefits promised to employees over the year, administration costs (other than costs of
managing plan assets), plus the costs of individual events such as past service benefit changes, settlements and curtailments (such events are
recognised immediately in the income statement). The amount charged or credited to finance costs is a net interest expense calculated by applying
the liability discount rate to the surplus or deficit. Any differences between the expected interest on assets and the return actually achieved, and any
changes in the liabilities over the year due to changes in assumptions or experience within the plans, are recognised immediately in the statement of
comprehensive income.
The defined benefit plan surplus or deficit on the balance sheet comprises the total for each plan of the fair value of plan assets less the present
value of the defined benefit liabilities (using a discount rate based on high-quality corporate bonds, or a suitable alternative where there is no active
corporate bond market) adjusted for irrecoverable surpluses.
All defined benefit plans are subject to regular actuarial review using the projected unit method by external consultants. The Group policy is that
the most material plans, representing approximately 81% of the defined benefit liabilities, are formally valued every year. Other material plans,
accounting for a further 14% of the liabilities, have their liabilities updated each year. Group policy for the remaining plans requires a full actuarial
valuation at least every three years. Asset values for all plans are updated every year.
For defined contribution plans, the charges to the income statement are the company contributions payable, as the company’s obligation is limited
to the contributions paid into the plans. The assets and liabilities of such plans are not included in the balance sheet of the Group.
Description of plans
The Group increasingly operates a number of defined contribution plans, the assets of which are held in external funds. In certain countries, the Group
operates defined benefit pension plans based on employee pensionable remuneration and length of service. The majority of defined benefit plans
are either career average, final salary or hybrid plans and operate on a funded basis with assets held in external funds. Benefits are determined by the
plan rules and are linked to inflation in some countries. Our largest plans are in the UK and the Netherlands. In the UK, we operate a career average
defined benefit plan (with a salary limit for benefit accrual), which is closed to new entrants from October 2021, and a defined contribution plan. In the
Netherlands, we operate a collective defined contribution plan for all new benefit accrual and a closed career average defined benefit plan for benefits
built up to April 2015.
The Group also provides other post-employment benefits, mainly post-employment healthcare plans in the US, closed to new entrants from January
2014. These plans are predominantly unfunded.
Governance
The majority of the Group’s externally funded plans are established as trusts, foundations or similar entities. The operation of these entities is governed
by local regulations and practice in each country, as is the nature of the relationship between the Group and the Trustees (or equivalent) and their
composition. Where Trustees (or equivalent) are in place to operate plans, they are generally required to act on behalf of the plan’s stakeholders. They
are tasked with periodic reviews of the solvency of the plan in accordance with local legislation and play a role in the long-term investment and funding
strategy. The Group also has an internal body, the Pensions Committee, that is responsible for setting the company’s policies and decision-making on
plan matters, including but not limited to design, funding, investments, actuarial risk management and governance.
Investment strategy
The Group’s investment strategy in respect of its funded plans is implemented within the framework of the various statutory requirements of the
territories where the plans are based. The Group has developed policy guidelines for the allocation of assets to different classes with the objective of
controlling risk and maintaining the right balance between risk and long-term returns in order to limit the cost to the Group of the benefits provided.
The investment strategy is governed through the Pensions Committee. To achieve this, investments are diversified, such that the failure of any single
investment should not have a material impact on the overall level of assets. The plans expose the Group to a number of actuarial risks such as
investment risk, interest rate risk, longevity risk and, in certain countries, inflation risk. There are no unusual entity or material plan-specific risks to the
Group. The plans invest a small proportion of assets in equities and, for risk control, a major proportion in liability matching assets (bonds). There are
also investments in property and other alternative assets; additionally, the Group uses derivatives to further mitigate the impact of the risks outlined
above. However, the portfolio leverage is relatively low. The majority of assets are managed by a number of external fund managers. Unilever has a
pooled investment vehicle (Univest), which it believes offers its pension plans around the world a simplified externally managed investment vehicle to
implement their strategic asset allocation models, currently for bonds, equities and alternative assets. The aim is to provide high-quality, well-diversified,
cost-effective, risk-controlled vehicles. The pension plans’ investments for the major plans are overseen by Unilever’s internal investment company, the
Univest Company.
Assumptions
With the objective of presenting the assets and liabilities of the pensions and other post-employment benefit plans at their fair value on the balance
sheet, assumptions under IAS 19 are set by reference to market conditions at the valuation date. The actuarial assumptions used to calculate the benefit
liabilities vary according to the country in which the plan is situated. The following table shows the assumptions, weighted by liabilities, used to value the
principal defined benefit plans (representing approximately 95% of total pension liabilities and other post-employment benefit liabilities). 
31 December 2025
31 December 2024
Defined benefit
pension plans
Other post-
employment
benefit plans
Defined benefit
pension plans
Other post-
employment
benefit plans
Discount rate
5.1%
6.3%
4.8%
6.3%
Inflation
2.6%
n/a
2.8%
n/a
Rate of increase in salaries
3.3%
3.0%
3.4%
3.0%
Rate of increase for pensions in payment (where provided)
2.5%
n/a
2.5%
n/a
Rate of increase for pensions in deferment (where provided)
2.6%
n/a
2.8%
n/a
Long-term medical cost inflation
n/a
5.6%
n/a
5.7%
For the most material other post-employment benefit plan in the US, a higher initial level of medical cost inflation is assumed which falls from the initial
rate of 7.5% to the long-term rate of 5% after 10 years.
142
Unilever Annual Report and Accounts 2025
Financial Statements
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS UNILEVER GROUP
4B. PENSIONS AND SIMILAR OBLIGATIONS continued
For the UK and Netherlands pension plans, representing approximately 69% of all defined benefit pension liabilities, the assumptions of principal defined
benefit pension plans used at 31 December 2025 and 2024 were:
United Kingdom
Netherlands
2025
2024
2025
2024
Discount rate
5.6%
5.6%
4.2%
3.4%
Inflation
2.9%
3.1%
2.0%
2.0%
Rate of increase in salaries
3.6%
3.8%
2.5%
2.5%
Rate of increase for pensions in payment (where provided)
2.8%
2.9%
2.0%
2.0%
Rate of increase for pensions in deferment (where provided)
2.6%
2.9%
2.0%
2.0%
Number of years a current pensioner is expected to live beyond age 65:
Men
21.5
21.5
22.1
22.0
Women
23.2
23.1
24.3
24.2
Number of years a future pensioner currently aged 45 is expected to live beyond
age 65:
Men
22.6
22.5
24.1
24.0
Women
24.4
24.3
26.3
26.2
Demographic assumptions, such as mortality rates, are set having regard to the latest trends in life expectancy (including expectations of future
improvements), plan experience and other relevant data. These assumptions are reviewed and updated as necessary as part of the periodic actuarial
valuation of the pension plans. The years of life expectancy for 2025 above have been translated from the following tables:
Largest UK plan: Standard life expectancy tables Series S3, adjusted to reflect the experience of our plan members analysed as part of the 2022
actuarial valuation. Future improvements in longevity have been allowed for in line with the core CMI 2022 Mortality Projections Model with a 1.0% p.a.
long-term improvement rate.
Largest Netherlands plan: The Dutch Actuarial Society’s AG Prognosetafel 2024 table is used with correction factors (2024) to allow for the typically
longer life expectancy for fund members relative to the general population. This table has an in-built allowance for future improvements in longevity.
The impact from changes to the assumptions of the remaining defined benefit plans are considered immaterial. Their assumptions vary due to a number
of factors including the currency and long-term economic conditions of the countries where they are situated.
Income statement
The charge to the income statement comprises:
Notes
€ million
2025
€ million
2024(a)
€ million
2023(a)
Charged to operating profit:
Defined benefit pension and other benefit plans:
              Gross service cost
(154)
(168)
(119)
              Employee contributions
32
36
10
              Special termination benefits
(5)
(5)
(14)
              Past service cost including (losses)/gains on curtailments(b)
18
32
3
              Settlements
11
5
2
Defined contribution plans
(196)
(197)
(186)
Total operating cost
4A
(294)
(297)
(304)
Finance income/(cost) (c)
5
123
83
121
Net impact on the income statement (before tax)
(171)
(214)
(183)
(a) The 2024 and 2023 comparatives have been restated from those previously published to reflect the demerger of our Ice Cream business (see note 21).
(b) This includes €28 million credit in the UK in 2024 due to the removal of a discretionary administration practice.
(c) This includes the impact of asset ceiling on interest.
Statement of comprehensive income
Amounts recognised in the statement of comprehensive income on the remeasurement of the surplus/(deficit).
€ million
2025
€ million
2024(a)
€ million
2023(a)
Return on plan assets excluding amounts included in net finance income/(cost)
(196)
(653)
87
Change in asset ceiling excluding amounts included in finance cost
(19)
(37)
(5)
Actuarial gains/(losses) arising from changes in demographic assumptions
(12)
23
98
Actuarial gains/(losses) arising from changes in financial assumptions
574
880
(544)
Experience gains/(losses) arising on pension plan and other benefit plan liabilities
(128)
58
(386)
Total of defined benefit costs recognised in other comprehensive income
219
271
(750)
(a) The 2024 and 2023 comparatives have been restated from those previously published to reflect the demerger of our Ice Cream business (see note 21).
Financial Statements
Unilever Annual Report and Accounts 2025
143
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS UNILEVER GROUP
4B. PENSIONS AND SIMILAR OBLIGATIONS continued
Balance sheet
The assets, liabilities and surplus/(deficit) position of the pension and other post-employment benefit plans at the balance sheet date were:
€ million 2025
€ million 2024
Pension plans
Other post-
employment
benefit plans
Pension plans
Other post-
employment
benefit plans
Fair value of assets
18,050
1
19,867
2
Present value of liabilities
(13,934)
(282)
(16,259)
(345)
Computed surplus/(deficit)
4,116
(281)
3,608
(343)
Irrecoverable surplus (a)
(317)
(295)
Surplus/(deficit)
3,799
(281)
3,313
(343)
Of which in respect of:
Funded plans in surplus:
Liabilities
(12,969)
(12,909)
Assets
17,748
17,368
Aggregate surplus
4,779
4,459
          Irrecoverable surplus(a)
(317)
(295)
Surplus/(deficit)
4,462
4,164
Funded plans in deficit:
Liabilities
(368)
(35)
(2,633)
(41)
Assets
302
1
2,499
2
Surplus/(deficit)
(66)
(34)
(134)
(39)
Unfunded plans:
Pension liabilities
(597)
(247)
(717)
(304)
(a) A surplus is deemed recoverable to the extent that the Group is able to benefit economically from the surplus. Unilever assesses the maximum economic benefit available
through a combination of refunds and reductions in future contributions in accordance with local legislation and individual financing arrangements with each of our funded
defined benefit plans.
Reconciliation of change in assets and liabilities
The group of plans within ‘Rest of world’ category in the tables below are not materially different with respect to their risks that would require
disaggregated disclosure.
Movements in assets during the year:
€ million
UK
€ million
Netherlands
€ million
Rest of
world
€ million
2025 Total
€ million
UK
€ million
Netherlands
€ million
Rest of
world
€ million
2024 Total
1 January fair value of assets
8,132
5,595
6,142
19,869
8,679
5,514
5,985
20,178
1 January irrecoverable surplus
(295)
(295)
(255)
(255)
1 January (after irrecoverable surplus)
8,132
5,595
5,847
19,574
8,679
5,514
5,730
19,923
Employee contributions
33
33
37
37
Settlements(a)
(169)
(169)
Actual return on plan assets (excluding
amounts in net finance income/charge)
(113)
(156)
95
(174)
(894)
194
99
(601)
Change in asset ceiling excluding amounts
included in interest expenses
(21)
(21)
(38)
(38)
Interest income(b)
428
187
257
872
407
174
273
854
Employer contributions(c)
49
(108)
267
208
47
(106)
256
197
Benefit payments
(498)
(182)
(538)
(1,218)
(492)
(181)
(535)
(1,208)
Other(d)
(771)
(771)
(13)
(13)
Currency retranslation
(392)
(208)
(600)
385
38
423
31 December (after irrecoverable surplus)
7,606
5,336
4,792
17,734
8,132
5,595
5,847
19,574
31 December irrecoverable surplus
(317)
(317)
(295)
(295)
31 December fair value of assets
7,606
5,336
5,109
18,051
8,132
5,595
6,142
19,869
(a) Settlements mainly represent the contract that US UNICare Retirement Plan has entered into with a third-party insurance company to settle €150 million of pensioner
liabilities for the price of €143 million paid from pension plan assets.
(b) This includes the impact of asset ceiling on interest.
(c) The Group received a partial refund of €115 million and €118 million from the Netherlands Plan respectively in 2024 and 2025, per a formal agreement with the Plan allowing
a return of surplus provided specific funding conditions are satisfied.
(d) The majority of ’Other’ during 2025 is explained by disposal of pension assets with the demerger of The Magnum Ice Cream Company.
144
Unilever Annual Report and Accounts 2025
Financial Statements
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS UNILEVER GROUP
4B. PENSIONS AND SIMILAR OBLIGATIONS continued
Movements in liabilities during the year:
€ million
UK
€ million
Netherlands
€ million
Rest of
world
€ million
2025 Total
€ million
UK
€ million
Netherlands
€ million
Rest of
world
€ million
2024 Total
1 January
(6,782)
(3,653)
(6,169)
(16,604)
(7,250)
(4,031)
(6,241)
(17,522)
Gross service cost
(47)
(3)
(112)
(162)
(51)
(4)
(123)
(178)
Special termination benefits
(5)
(5)
(5)
(5)
Past service costs including losses/(gains)
on curtailments
6
1
10
17
27
5
32
Settlements(a)
180
180
5
5
Interest cost
(354)
(121)
(283)
(758)
(337)
(126)
(320)
(783)
Actuarial gain/(loss) arising from changes
in demographic assumptions
(8)
(4)
(12)
3
13
10
26
Actuarial gain/(loss) arising from changes
in financial assumptions
121
363
134
618
675
160
68
903
Actuarial gain/(loss) arising from
experience adjustments
(167)
(17)
59
(125)
(14)
154
(112)
28
Benefit payments
498
182
538
1,218
492
181
535
1,208
Other(b)
1
1
779
781
33
33
Currency retranslation
324
312
636
(327)
(24)
(351)
31 December
(6,400)
(3,255)
(4,561)
(14,216)
(6,782)
(3,653)
(6,169)
(16,604)
(a) Settlements mainly represent the contract that US UNICare Retirement Plan has entered into with a third-party insurance company to settle €150 million of pensioner
liabilities for the price of €143 million paid from pension plan assets.
(b) The majority of ’Other’ during 2025 is explained by disposal of pension liabilities with the demerger of The Magnum Ice Cream Company.
Movements in (deficit)/surplus during the year:
€ million
UK
€ million
Netherlands
€ million
Rest of
world
€ million
2025 Total
€ million
UK
€ million
Netherlands
€ million
Rest of
world
€ million
2024 Total
1 January
1,350
1,942
(322)
2,970
1,429
1,483
(511)
2,401
Gross service cost
(47)
(3)
(112)
(162)
(51)
(4)
(123)
(178)
Employee contributions
33
33
37
37
Special termination benefits
(5)
(5)
(5)
(5)
Past service costs including losses/(gains)
on curtailments
6
1
10
17
27
5
32
Settlements
11
11
5
5
Actual return on plan assets (excluding
amounts in net finance income/charge)
(113)
(156)
95
(174)
(894)
194
99
(601)
Change in asset ceiling excluding amounts
included in interest expenses
(21)
(21)
(38)
(38)
Interest cost
(354)
(121)
(283)
(758)
(337)
(126)
(320)
(783)
Interest income(a)
428
187
257
872
407
174
273
854
Actuarial gain/(loss) arising from changes
in demographic assumptions
(8)
(4)
(12)
3
13
10
26
Actuarial gain/(loss) arising from changes
in financial assumptions
121
363
134
618
675
160
68
903
Actuarial gain/(loss) arising from
experience adjustments
(167)
(17)
59
(125)
(14)
154
(112)
28
Employer contributions(b)
49
(108)
267
208
47
(106)
256
197
Benefit payments
Other
1
1
8
10
20
20
Currency retranslation
(68)
104
36
58
14
72
31 December
1,206
2,081
231
3,518
1,350
1,942
(322)
2,970
(a) This includes the impact of asset ceiling on interest.
(b) The Group received a partial refund of €115 million and €118 million from the Netherlands Plan respectively in 2024 and 2025, per a formal agreement with the Plan allowing
a return of surplus provided specific funding conditions are satisfied.
The actual return on recognised plan assets during 2025 was €698 million, being €(174) million of asset returns and €872 million of interest income
shown in the tables above (2024: €253 million).
The Magnum Ice Cream Company (’TMICC’) formed a significant proportion of Unilever Group’s business in Germany and Turkey. Accordingly, a fair
proportion of pension liability obligations have been transferred to TMICC. The liabilities that have been transferred cover the accrued obligations
and all associated employment and ancillary agreements in relation to relevant former Group employees. These transfers occurred in addition to the
transfer of similar liabilities by operation of law. In Germany, liability transfer was accompanied by a transfer of a fair proportion of assets. Liabilities
transferred in Turkey were unfunded. Transfers in other countries were less material and were due to operation of law, or due to mandatory
requirements, or on other occasions, as an effective and reasonable way to transfer employee accrued rights. A small number of TMICC-only plans
transferred along with the relevant legal entities.
We transferred liabilities for former employees in Germany to TMICC. This creates a 10-year co-liability for Unilever which would crystallise if TMICC had
insufficient assets to cover the liability. However, we assess that the likelihood of this liability creating an outflow for Unilever to be remote because the
related pension assets for these employees transferred to TMICC are held in a newly established Contractual Trust Arrangement (CTA) with Fidelity
during 2025.
Financial Statements
Unilever Annual Report and Accounts 2025
145
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS UNILEVER GROUP
4B. PENSIONS AND SIMILAR OBLIGATIONS continued
Movements in irrecoverable surplus during the year:
€ million
UK
€ million
Netherlands
€ million
Rest of
world
€ million
2025 Total
€ million
UK
€ million
Netherlands
€ million
Rest of
world
€ million
2024 Total
1 January
(295)
(295)
(255)
(255)
Interest income
(6)
(6)
(7)
(7)
Change in irrecoverable surplus in excess
of interest
(21)
(21)
(38)
(38)
Currency retranslations
5
5
5
5
31 December
(317)
(317)
(295)
(295)
The duration of the principal defined benefit plan liabilities (representing 95% of total pension liabilities and other post-employment benefit liabilities)
and the split of liabilities between different categories of plan participants are:
UK
Netherlands
Rest of
world(a)
2025 Total
UK
Netherlands
Rest of
world(a)
2024 Total
Duration (years)
12
13
9
0 to 21
12
14
10
0 to 23
Active members
6%
5%
24%
11%
8%
7%
23%
13%
Deferred members
28%
37%
16%
27%
30%
38%
15%
27%
Retired members
66%
58%
60%
62%
62%
55%
62%
60%
(a) Rest of world numbers shown are weighted averages by liabilities.
Plan assets
The group of plans within ‘Rest of world’ category in the tables below are not materially different with respect to their risks that would require
disaggregated disclosure.
€ million
31 December 2025
€ million
31 December 2024
UK
Netherlands
Rest of world
2025 Total
UK
Netherlands
Rest of
world
2024 Total
Total Pension Plans Assets
7,606
5,336
5,108
18,050
8,132
5,595
6,140
19,867
Equities Total
188
755
665
1,608
214
1,176
1,106
2,496
– Europe
37
98
226
361
37
148
346
531
– North America
109
441
275
825
128
746
525
1,399
– Other
42
216
164
422
49
282
235
566
Fixed Income Total
5,815
3,893
3,212
12,920
6,228
3,627
3,763
13,618
– Government bonds
4,021
1,771
1,731
7,523
4,296
1,460
1,814
7,570
– Investment grade corporate bonds
875
666
1,010
2,551
895
648
1,296
2,839
– Other Fixed Income
919
1,456
471
2,846
1,037
1,519
653
3,209
Derivatives
20
(93)
(15)
(88)
(239)
90
(149)
Private Equity
655
113
39
807
617
105
32
754
Property and Real Estate
551
353
383
1,287
749
370
433
1,552
Hedge Funds
119
76
195
123
75
198
Other
258
315
433
1,006
440
227
404
1,071
Other Pension Plans
315
315
327
327
Other Post-Employment Benefit Plans
Assets
1
1
2
2
Total Assets
7,606
5,336
5,109
18,051
8,132
5,595
6,142
19,869
The fair values of the above equity and fixed income instruments are determined based on quoted market prices in active markets. The fair value
of private equity, properties, derivatives and hedge funds are not based on quoted market prices in active markets. Properties are externally and
independently appraised on the basis of an open market value per professional market standards. The value of an investment holding in a property fund
is typically the net asset value as provided to an investor. For assets held in pooled investment vehicles, these have been presented based on the nature
of the underlying holdings. The vehicle itself may not have a quoted value in an active market. The Group uses derivatives and other instruments to
hedge some of its exposure to inflation and interest rate risk – the degree of this hedging of liabilities was over 100% for both interest rate and inflation
for the UK plan and approximately 95% for interest rate and 20% for inflation for the Netherlands plan at year end. The fixed income instruments contain
€1.4 billion (2024: €0.5 billion) of liabilities in respect of short-term repurchase agreements where the underlying collaterals are fixed income
instruments, which do not have a quoted price in an active market. Foreign currency exposures, in part, are also hedged by the use of forward foreign
exchange contracts. Assets included in the Other category are cash and insurance contracts which are also unquoted assets. Cash is the largest
component (€603 million).
No Unilever securities were held at 31 December 2024. At 31 December 2025, €0.2 million (0.001% of total plan assets) of Unilever securities were held.
Property includes property occupied by Unilever amounting to €9 million at 31 December 2025, compared with €98 million at 31 December 2024, when
a larger proportion of the property portfolio was occupied.
The pension assets above exclude the assets in a Special Benefits Trust amounting to €23 million (2024: €30 million) to fund pension and similar
obligations in the US (see also note 17A on page 174).
146
Unilever Annual Report and Accounts 2025
Financial Statements
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS UNILEVER GROUP
4B. PENSIONS AND SIMILAR OBLIGATIONS continued
Sensitivities
The sensitivity of the overall pension liabilities to changes in the weighted key assumptions are:
Change in liabilities
Change in assumption
UK
Netherlands
Total
Discount rate
Increase by 0.5%
(5)%
(6)%
(5)%
Inflation rate
Increase by 0.5%
4%
7%
4%
Life expectancy
Increase by 1 year
5%
4%
4%
Long-term medical cost inflation(a)
Increase by 1.0%
n/a
n/a
4%
(a) Long-term medical cost inflation only relates to post-retirement medical plans and its impact on these liabilities.
A decrease in each assumption would have a comparable and opposite impact on liabilities.
The sensitivity analyses above have been determined based on reasonably possible changes of the respective assumptions occurring at the end of the
reporting period and may not be representative of the actual change. It is based on a change in the key assumption while holding all other assumptions
constant. When calculating the sensitivity to the assumption, the same method used to calculate the liability recognised in the balance sheet has been
applied. The methods and types of assumptions used in preparing the sensitivity analysis did not change compared with the previous period.
Cash flow
Group cash flow in respect of pensions and similar post-employment benefits comprises company contributions paid to funded plans and benefits paid
by the company in respect of unfunded plans. The table below sets out these amounts:
€ million
2026 Estimate
€ million
2025
€ million
2024(a)
€ million
2023(a)
Company contributions to funded plans:
    Defined Benefit (b)
55
65
49
260
Defined Contribution
205
196
197
186
Benefits paid by the Company in respect of unfunded plans:
Defined Benefit
100
107
105
108
Group cash flow in respect of pensions and similar benefits
360
368
351
554
(a) The 2024 and 2023 comparatives have been restated from those previously published to reflect the demerger of our Ice Cream business (see note 21).
(b) The Group contributed a one-off contribution of $110 million into the US Pension Plan in 2023.
The Group received a partial refund of €115 million and €118 million from the Netherlands Plan respectively in 2024 and 2025, per a formal agreement with the Plan allowing
a return of surplus provided specific funding conditions are satisfied. A further €115 million refund from the Netherlands Plan is due to be received in 2026.
Following conclusion of the 2022 triennial valuation of the UK pension fund, the Group, in agreement with the Trustees, implemented an updated Schedule of Contributions.
Deficit contributions to this fund continue to be nil. The 2025 triennial valuation is in progress and has not been concluded as at 31 December 2025.
The Group’s funding policy is to periodically review the contributions made to the plans while taking account of local legislation.
4C. SHARE-BASED COMPENSATION PLANS
The fair value of awards at grant date is calculated using observable market price. This value is expensed over their vesting period, with a
corresponding credit to equity. The expense is reviewed and adjusted to reflect changes to the level of awards expected to vest, except where this
arises from a failure to meet a market condition. Any cancellations are recognised immediately in the income statement.
As at 31 December 2025, the Group had multiple share-based compensation plans to its employees including Executive Directors and Key Management.
The numbers in this note include shares awarded to Executive Directors as reported under Directors’ Remuneration Report on pages 78 to 108 and to key
management as reported in note 4A on page 140. Non-Executive Directors do not participate in any of the share-based compensation plans.
The charge to income statement related to equity-settled share-based compensation plan is €284 million (2024: €324 million; 2023: €212 million). Of this
amount, €29 million (2024: €32 million; 2023: €20 million) relates to discontinued operations.
SHARE PLANS
As at 31 December 2025, the Group has multiple share plans under which employees are granted Unilever PLC’s shares. The major share-based plans are
explained below:
Performance Share Plans (PSP)
From 2021, under PSP scheme, Unilever’s managers receive annual awards of PLC shares. The awards vest between 0% and 200% of grant level (limits for
Executive Directors may vary and are detailed in the Directors’ Remuneration Report on pages 78 to 108) based on the performance measures which are
percentage business winning, cumulative free cash flow, underlying return on invested capital, Sustainability Progress Index for the Group. The awards
vest after 3 years. In 2024, the Group modified the PSP scheme to only eligible employees. The performance measures for PSP awards from 2024 are
underlying sales growth, underlying return on invested capital, relative total shareholder return and Sustainability Progress Index.
Annual Share Plans (ASP)
From 2024, under the Annual Share Plan (ASP) award, eligible employees receive Unilever PLC shares which will vest after 3 years and are not subject to
any performance conditions.
Management Co-Investment Plans (MCIP)
The MCIP allowed Unilever’s managers to invest up to 100% of their annual bonus (a minimum of 33% and maximum of 67% for Executive Directors) in
shares of Unilever PLC and to receive a corresponding award of performance-related shares. The awards vest between 0% and 200% of grant level
(limits for Executive Directors may vary and are detailed in the Directors’ Remuneration Report on pages 78 to 108) based on the performance measures
which are underlying sales growth, underlying EPS growth, return on invested capital and Sustainability Progress Index. The awards vest after 4 years.
MCIP awards were last granted in 2020 and vested in 2024.
Financial Statements
Unilever Annual Report and Accounts 2025
147
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS UNILEVER GROUP
4C. SHARE-BASED COMPENSATION PLANS continued
A summary of the status of the above Share Plans as at 31 December 2025, 2024 and 2023 and changes during the years ended on these dates is
presented below:
2025
Number of shares
2024
Number of shares
2023
Number of shares
Outstanding at 1 January
19,112,255
21,329,938
17,923,890
Awarded
5,433,948
7,508,412
7,479,544
Vested
(6,413,314)
(6,296,695)
(2,021,439)
Forfeited
(2,504,504)
(3,429,400)
(2,052,057)
Outstanding at 31 December
15,628,385
19,112,255
21,329,938
2025
2024
2023
Share award value information
Fair value per share award during the year
€52.20
€46.19
€45.71
SHARE OPTIONS
In the year 2024, Hindustan Unilever Limited (HUL) subsidiary of Unilever PLC announced ’HUL PSP’ scheme 2024. Under this scheme, specific eligible
employees of HUL and its wholly owned subsidiaries are awarded with HUL share options. HUL PSP vesting to managers at higher work levels is based on
underlying sales growth, underlying return on invested capital, relative total shareholder return and Sustainability Progress Index. These awards would
vest 3 years post-grant date.
2025
2024
Number of options
Weighted average
exercise price
Number of options
Weighted average
exercise price
Outstanding at 1 January
181,138
€0.01
€0.00
Awarded
221,727
€0.01
196,994
€0.01
Vested
€0.00
€0.00
Forfeited
(54,155)
€0.01
(15,856)
€0.01
Outstanding at 31 December
348,710
€0.01
181,138
€0.01
Summary of options outstanding:
2025
2024
Outstanding
share options
Weighted average
exercise price
Weighted
remaining
average
contractual life
Outstanding
share options
Weighted average
exercise price
Weighted
remaining average
contractual life
HUL PSP share options
348,710
€0.01
20 months
181,138
€0.01
25 months
Additional information
At 31 December 2025, the employee benefit trust held 1,208,143 (2024: 1,776,250 adjusted for share consolidation) PLC shares and PLC and its subsidiaries
held 314,912 (2024: 290,198 adjusted for share consolidation) of PLC shares as treasury shares in connection with share-based compensation plans. These
shares are shown as deduction from other reserves.
The book value of €36 million (2024: €37 million) of the shares held by the trust and by Unilever PLC and its subsidiaries in respect of share-based
compensation plans is eliminated on consolidation by deduction from other reserves. Their market value at 31 December 2025 was €85 million (2024:
€127 million).
During the year ended 31 December 2025, Unilever completed the demerger of its Ice Cream business, effective 6 December 2025 (the ’Separation
Date’). As part of this demerger, certain employees transferred from Unilever to the newly formed Ice Cream entities (TMICC). Employees who moved to
TMICC held Unilever share-based awards that were unvested as at the Separation Date. These awards will continue to be settled at their respective
vesting dates under the original plan terms. The number of shares to vest for these employees will be pro-rated up to the Separation Date. Accordingly,
the pro-rated share-based payment expense up to 6 December 2025 has been recognised in the Statement of Profit or Loss for the year.
The value of the share plans for participating employees has been maintained after the demerger of the Ice Cream business through the effect of the
share consolidation.
Shares held to satisfy awards are accounted for in accordance with IAS 32 ‘Financial Instruments: Presentation’. All differences between the purchase
price of the shares held to satisfy awards granted and the proceeds received for the shares, whether on exercise or lapse, are charged to reserves.
Between 31 December 2025 and 20 February 2026 (the latest practicable date for inclusion in this report), movement in shares and share options are as below:
Shares: nil shares were granted, 6,908,475 shares vested and 119,005 shares were forfeited related to the Share Plans.
Share options: nil shares were granted, nil shares vested and 85,140 shares were forfeited related to the Share Plans.
148
Unilever Annual Report and Accounts 2025
Financial Statements
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS UNILEVER GROUP
5. Net finance costs
Net finance costs comprise finance costs and finance income, including net finance income in relation to pensions and similar obligations.
Finance income includes income on cash and cash equivalents and income on other financial assets. Finance costs include interest costs in relation
to financial liabilities. This includes interest on lease liabilities which represents the unwind of the discount rate applied to lease liabilities.
Borrowing costs are recognised based on the effective interest method.
Net finance costs
Notes
€ million
2025
€ million
2024(c)
€ million
2023(c)
Finance costs
(1,024)
(994)
(922)
Bank loans and overdrafts
(52)
(73)
(73)
Interest on bonds and other loans (a)
(967)
(857)
(818)
Interest on lease liabilities
(79)
(69)
(64)
Net gain/(loss) on transactions for which hedge accounting is not applied (b)
74
5
33
On foreign exchange derivatives
24
(80)
77
Exchange difference on underlying items
50
85
(44)
Finance income
398
391
392
Pensions and similar obligations
4B
123
83
121
(503)
(520)
(409)
(a) Interest on bonds and other loans includes the impact of interest rate derivatives that are part of hedge accounting relationships and the related recycling of results from
the hedge accounting reserve. This includes an amount of €(3) million (2024: €(3) million) relating to unwinding of discount on deferred consideration for acquisitions.
(b) For further details of derivatives for which hedge accounting is not applied, refer to note 16C.
(c) The 2024 and 2023 comparatives have been restated from those previously published to reflect the demerger of the Ice Cream business (see note 21).
6. Taxation
6A. INCOME TAX
Income tax on the profit for the year comprises current and deferred tax. Income tax is recognised in the income statement except to the extent that it
relates to items recognised directly in equity.
Current tax is the expected tax payable on the taxable income for the year, using tax rates enacted or substantively enacted at the balance sheet date,
and any adjustments to tax payable in respect of previous years.
Current tax in the consolidated income statement will differ from the income tax paid in the consolidated cash flow statement primarily because of
deferred tax arising on temporary differences and payment dates for income tax occurring after the balance sheet date.
Unilever is subject to taxation in the many countries in which it operates. The tax legislation of these countries differs, is often complex and is subject to
interpretation by management and the government authorities. These matters of judgement give rise to the need to create provisions for tax payments
that may arise in future years with respect to transactions already undertaken. Provisions are made against individual exposures and take into account
the specific circumstances of each case, including the strength of technical arguments, recent case law decisions or rulings on similar issues and
relevant external advice. The provision is estimated based on one of two methods, the expected value method (the sum of the probability-weighted
amounts in a range of possible outcomes) or the single most likely amount method, depending on which is expected to better predict the resolution of
the uncertainty.
Tax charge in income statement
€ million
2025
€ million
2024(a)
€ million
2023(a)
Current tax
Current year
(3,387)
(2,651)
(2,035)
Pillar 2 income taxes
(21)
(9)
Over/(under) provided in prior years
54
160
31
(3,354)
(2,500)
(2,004)
Deferred tax
Origination and reversal of temporary differences
828
136
(16)
Changes in tax rates
(12)
(2)
6
Recognition of previously unrecognised losses brought forward
57
34
24
873
168
14
(2,481)
(2,332)
(1,990)
(a) The 2024 and 2023 comparatives have been restated from those previously published to reflect the demerger of our Ice Cream business (see note 21).
Financial Statements
Unilever Annual Report and Accounts 2025
149
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS UNILEVER GROUP
6A. INCOME TAX continued
The reconciliation between the computed weighted average rate of income tax expense, which is generally applicable to Unilever companies, and the
actual rate of taxation charged is as follows:
Reconciliation of effective tax rate
% 2025
% 2024(a)
% 2023(a)
Computed rate of tax (b)
24
25
25
Differences between computed rate of tax and effective tax rate due to:
    Incentive tax credits
(2)
(2)
(2)
    Withholding tax on dividends
2
3
2
    Expenses not deductible for tax purposes
1
2
1
    Irrecoverable withholding tax
1
1
1
    Income tax reserve adjustments – current and prior year
(1)
    Impact of disposals
3
1
(2)
    Others
(1)
Effective tax rate
29
29
24
(a) The 2024 and 2023 comparatives have been restated from those previously published to reflect the demerger of our Ice Cream business (see note 21).
(b) The computed tax rate used is the average of the standard rate of tax applicable in the countries in which Unilever operates, weighted by the amount of profit before
taxation generated in each of those countries. For this reason, the rate may vary from year to year according to the mix of profit and related tax rates.
Our tax rate is reduced by incentive tax credits, the benefit from preferential tax regimes that have been legislated by the countries and provinces
concerned in order to promote economic development and investment. The tax rate is increased by business expenses that are not deductible for tax,
such as entertainment costs and some interest expense and by irrecoverable withholding taxes on dividends paid by subsidiary companies and on other
cross-border payments, such as royalties and service fees, which cannot be offset against other taxes due. The impact of disposals includes the tax on
the Ice Cream business separation. Uncertain tax provisions excluding the related interest amounted to €833 million (2024: €888 million). This includes
€464 million (2024: €506 million) related to the Horlicks intangible amortisation in India.
The Group’s future tax charge and effective tax rate could be affected by several factors, including changes in tax laws and their interpretation,
the implementation of the OECD Pillars 1 and 2, EU and US tax changes, as well as the impact of acquisitions, disposals and restructuring of our business.
Pillar 2 legislation continues to apply to the Group for 2025 and we have accrued Pillar 2 top-up taxes of €(21) million, which includes qualified domestic
minimum top-up taxes as well as amounts arising from the income inclusion rule in the UK.
6B. DEFERRED TAX
Deferred tax is recognised using the liability method on taxable temporary differences between the tax base and the accounting base of items
included in the balance sheet of the Group. Certain temporary differences are not provided for as follows:
goodwill not deductible for tax purposes;
the initial recognition of assets or liabilities that affect neither accounting nor taxable profit; and
differences relating to investments in subsidiaries to the extent that it is probable that they will not reverse in the foreseeable future.
The amount of deferred tax provided is based on the expected manner of realisation or settlement of the carrying amount of assets and liabilities,
using tax rates enacted, or substantively enacted, at the year end.
The Group has applied the exemption to not recognise or disclose any deferred tax related to Pillar 2 income taxes.
A deferred tax asset is recognised only to the extent that it is probable that future taxable profits will be available against which the asset
can be utilised. Deferred tax assets are reduced to the extent that it is no longer probable that the related tax benefit will be realised.
Movements in 2025 and 2024
€ million
As at 1
January
2025
€ million
Income
statement
€ million
Other
€ million
As at 31
December
2025
€ million
As at 1
January
2024
€ million
Income
statement
€ million
Other
€ million
As at 31
December
2024
Pensions and similar obligations
(630)
(37)
(70)
(737)
(514)
(12)
(104)
(630)
Provisions and accruals
938
1
(67)
872
805
168
(35)
938
Goodwill and intangible assets
(3,863)
668
(194)
(3,389)
(3,697)
(45)
(121)
(3,863)
Accelerated tax depreciation
(584)
48
148
(388)
(572)
(20)
8
(584)
Tax losses
415
101
(37)
479
234
190
(9)
415
Fair value gains/losses
(54)
2
76
24
(17)
6
(43)
(54)
Share-based payments
273
(5)
(22)
246
246
(2)
29
273
Lease liability
181
13
(49)
145
189
(16)
8
181
Right of use asset
(161)
9
40
(112)
(166)
8
(3)
(161)
Other
423
73(a)
(93)(a)
403
610
(124)
(63)
423
(3,062)
873
(268)
(2,457)
(2,882)
153(b)
(333)
(3,062)
(a) In 2025, movements relating to deferred tax include €23 million arising from discontinued operations, which has been included within ‘other' movements. For 2025, the
other movement column includes €302 million of net deferred tax assets transferred to Ice Cream on the demerger of our Ice Cream business.
(b) In 2024, movements relating to deferred tax include €(15) million arising from discontinued operations, which has been re‑presented in the income statement and note 6A to
reflect the demerger of our Ice Cream business.
150
Unilever Annual Report and Accounts 2025
Financial Statements
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS UNILEVER GROUP
6B. DEFERRED TAX continued
At the balance sheet date, the Group had unused tax losses of €2,241 million (2024: €2,245 million) and tax credits amounting to €813 million (2024:
€795 million) available for offset against future taxable profits. Deferred tax assets have not been recognised in respect of unused tax losses of
€620 million (2024: €695 million) and tax credits of €291 million (2024: €502 million), as it is not probable that there will be future taxable profits within
the entities against which the losses and credits can be utilised. Of these losses, €237 million (2024: €246 million) have expiry dates, being corporate
income tax losses in the US, Korea, China and Mexico which expire between now and 2038.
Where deferred tax assets have been recognised in respect of losses, the evidence considered includes the reason for the loss, potential planning
strategies to utilise the loss, including where permitted merger with other profitable entities and the availability of future taxable profits against which
the losses can be utilised. Profit forecasts used are consistent with those used in other areas of the business.
Deferred tax assets have not been recognised in respect of other deductible temporary differences of €1,187 million (2024: €986 million) as it is not
expected they will be utilised. Of these differences, €1,138 million (2024: €868 million) relates to limitation on the deduction of interest expenses. There is
no expiry date for these differences.
At the balance sheet date, the aggregate amount of temporary differences associated with undistributed earnings of subsidiaries for which deferred tax
liabilities have not been recognised was €1,764 million (2024: €2,013 million). No liability has been recognised in respect of these differences because the
Group is in a position to control the timing of the reversal of the temporary differences, and it is probable that such differences will not reverse in the
foreseeable future.
Deferred tax assets and liabilities are offset when there is a legally enforceable right to set off current tax assets against current tax liabilities and when
the deferred income taxes relate to the same fiscal authority. The following amounts, determined after appropriate offsetting, are shown in the
consolidated balance sheet:
Deferred tax assets and liabilities
€ million
Assets
2025
€ million
Assets
2024
€ million
Liabilities
2025
€ million
Liabilities
2024
€ million
Total
2025
€ million
Total
2024
Pensions and similar obligations
(194)
(158)
(543)
(472)
(737)
(630)
Provisions and accruals
413
510
459
428
872
938
Goodwill and intangible assets
211
286
(3,600)
(4,149)
(3,389)
(3,863)
Accelerated tax depreciation
29
(38)
(417)
(546)
(388)
(584)
Tax losses
455
395
24
20
479
415
Fair value gains/(losses)
6
(22)
18
(32)
24
(54)
Share-based payments
98
118
148
155
246
273
Lease liability
35
81
110
100
145
181
Right of use asset
(46)
(83)
(66)
(78)
(112)
(161)
Other
139
191
264
232
403
423
1,146
1,280
(3,603)
(4,342)
(2,457)
(3,062)
Of which deferred tax to be recovered/(settled) after more than 12 months
873
879
(3,084)
(4,581)
(2,211)
(3,702)
6C. TAX ON ITEMS RECOGNISED IN EQUITY OR OTHER COMPREHENSIVE INCOME
Income tax is recognised in equity or other comprehensive income for items recognised directly in equity or other comprehensive income.
Tax effects directly recognised in equity or other comprehensive income were as follows:
Movements in 2025 and 2024
€ million
Before tax
2025
€ million
Tax
(charge)/
credit
2025
€ million
After tax
2025
€ million
Before tax
2024(a)
€ million
Tax
(charge)/
credit
2024(a)
€ million
After tax
2024(a)
Gains/(losses) on:
Equity instruments at fair value through other comprehensive income
(17)
3
(14)
60
60
Cash flow hedges
(166)
55
(111)
147
(25)
122
Remeasurement of defined benefit pension plans
219
(82)
137
271
(45)
226
Currency retranslation gains/(losses)
(2,312)
73
(2,239)
1,136
(23)
1,113
(2,276)
49
(2,227)
1,614
(93)
1,521
(a) The 2024 comparatives have been restated from those previously published to reflect the demerger of our Ice Cream business (see note 21).
Financial Statements
Unilever Annual Report and Accounts 2025
151
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS UNILEVER GROUP
7. Earnings per share
The earnings per share calculations are based on the average number of share units representing the ordinary shares of PLC in issue during the
period, less the average number of shares held as treasury shares. On 8 December 2025, Unilever PLC ordinary shares were consolidated to maintain
share price comparability before and after the demerger of the Ice Cream business. Shareholders received 8 new Unilever shares with a nominal
value of 31/2 pence each for every 9 existing ordinary shares which had a nominal value of 31/9 pence each. The overall effect of the share
consolidation and demerger dividend did not constitute a share repurchase at fair value, therefore the average number of shares has been adjusted
retrospectively for the impact of the share consolidation in all periods presented.
In calculating diluted earnings per share, a number of adjustments are made to the number of shares, principally, the exercise of share plans by
employees.
Ea rnings per share for total operations for the 12 months were as follo ws:
2025
2024
2023
Basic earnings per share from continuing operations
2.60
2.45
2.68
Basic earnings per share from discontinued operations
1.73
0.14
0.22
Total basic earnings per share
4.33
2.59
2.90
2025
2024
2023
Diluted earnings per share from continuing operations
2.59
2.44
2.67
Diluted earnings per share from discontinued operations
1.73
0.14
0.22
Total diluted earnings per share
4.32
2.58
2.89
Millions of share units
Calculation of average number of share units
2025
2024
2023
Average number of shares pre consolidation
2,515.6
2,520.9
2,587.0
Less: treasury shares held by employee share trusts and companies
(58.6)
(28.3)
(71.1)
Impact of share consolidation
(273.0)
(277.0)
(279.5)
Average number of shares – used for basic earnings per share
2,184.0
2,215.6
2,236.4
Add: dilutive effect of share-based compensation plans
11.3
12.9
14.6
Diluted average number of shares – used for diluted earnings per share
2,195.3
2,228.5
2,251.0
Calculation of earnings – continuing operations
€ million
2025
€ million
2024
€ million
2023
Net profit
6,213
6,039
6,637
Non-controlling interests
(531)
(609)
(635)
Net profit attributable to shareholders’ equity – used for basic and diluted earnings per share
5,682
5,430
6,002
Calculation of earnings – discontinued operations
€ million
2025
€ million
2024
€ million
2023
Net profit
3,798
330
503
Non-controlling interests
(11)
(16)
(18)
Net profit attributable to shareholders’ equity – used for basic and diluted earnings per share
3,787
314
485
8. Dividends on ordinary capital
Dividends are recognised on the date that the shareholder’s right to receive payment is established. This is generally the date when the dividend
is declared.
€ million
2025
€ million
2024
€ million
2023
Dividends on ordinary capital during the year
(4,453)
(4,320)
(4,327)
Dividends in specie to shareholders in The Magnum Ice Cream Company shares
(6,752)
Total
(11,205)
(4,320)
(4,327)
From 1 January 2025, the Group declared dividends in euro (previously GBP). Four quarterly interim dividends were declared and paid during 2025,
totalling 1.81/£1.55 (2024: £1.47) per PLC ordinary share.
A quarterly dividend of 1,017 million (2024: 1,121 million) was declared on 12  February 2026 , to be paid in April 2026; 0.47/£0.41 per PLC ordinary share
(2024: £0.38). Total dividends declared in relation to 2025 were 1.82/£1.58 (2024: £1.48) per PLC ordinary share.
The demerger of the Ice Cream business was effected by Unilever PLC declaring an interim dividend in specie of The Magnum Ice Cream Company. The
fair value of the distribution was €6,752 million.
152
Unilever Annual Report and Accounts 2025
Financial Statements
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS UNILEVER GROUP
9. Goodwill and intangible assets
Goodwill
Goodwill is initially recognised based on the accounting policy for business combinations (see note 22). Goodwill is subsequently measured at cost
less amounts provided for impairment. Goodwill acquired in a business combination is assessed to determine whether new cash-generating units
(CGUs) are created, and if not, is allocated to the Group’s CGUs, or groups of CGUs (GCGUs) in line with the structure detailed below. These might not
always be the same as the CGUs or GCGUs that include the assets and liabilities of the acquired business.
Intangible assets
Separately purchased intangible assets are initially measured at cost, being the purchase price as at the date of acquisition. On acquisition of new
interests in group companies, Unilever recognises any specifically identifiable intangible assets separately from goodwill. These intangible assets are
initially measured at fair value as at the date of acquisition.
Expenditure to support development of internally produced intangible assets is recognised in profit or loss as incurred.
Indefinite-life intangibles mainly comprise trademarks and brands, for which there is no foreseeable limit to the period over which they are expected
to generate net cash inflows. These are considered to have an indefinite life, given the strength and durability of our brands and the level of
marketing support. These assets are not amortised but are subject to a review for impairment annually, or more frequently if events or circumstances
indicate this is necessary.
Finite-life intangible assets mainly comprise software, patented and non-patented technology, know-how and customer lists. These assets are
amortised on a straight-line basis in the income statement over the period of their expected useful lives, or the period of legal rights if shorter. None
of the amortisation periods exceeds ten years.
Cash-generating units
The Group’s assets are grouped into cash-generating units (CGUs), which are the smallest identifiable group of assets that generate largely
independent cash inflows. The Group’s CGUs are aligned with our organisation structure of Business Units and Global Business Units.
For impairment testing purposes, goodwill is allocated to groups of CGUs (GCGUs), which are based on the four Business Groups, since the synergies
acquired through a business combination benefit a Business Group as a whole rather than a specific Business Unit or Global Business Unit. Cash inflows
relating to indefinite-life intangible assets are identifiable at Business Unit or Global Business Unit level and are therefore allocated to individual CGUs.
Impairment review
The impairment test is performed by comparing the carrying value of the CGUs or GCGUs with their recoverable value. The recoverable value
is primarily based on value in use but also considers fair value less costs of disposal where relevant. Any impairment is charged to the income
statement as it arises.
€ million
Goodwill
Indefinite-life
intangible assets
Finite-life intangible assets
Total
Movements during 2025
Software
Other
Cost
1 January 2025
23,471
18,337
3,801
1,156
46,765
Additions through business combinations(a)
764
1,108
1
1,873
Disposal of businesses
(4)
(49)
(1)
(54)
Distributed through demerger
(3,322)
(712)
(43)
(32)
(4,109)
Additions
6
170
1
177
Disposals and other movements
(6)
9
(72)
(65)
(134)
Hyperinflationary adjustment
(108)
(12)
(120)
Currency retranslation
(1,929)
(1,722)
(217)
(58)
(3,926)
31 December 2025
18,866
16,965
3,639
1,002
40,472
Accumulated amortisation and impairment
1 January 2025
(1,160)
(481)
(3,123)
(1,100)
(5,864)
Amortisation/impairment for the year
(48)
(222)
(28)
(298)
Distributed through demerger
34
24
58
Disposals and other movements
1
71
61
133
Currency retranslation
3
18
186
56
263
31 December 2025
(1,157)
(510)
(3,054)
(987)
(5,708)
Net book value 31 December 2025(c)
17,709
16,455
585
15
34,764
Financial Statements
Unilever Annual Report and Accounts 2025
153
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS UNILEVER GROUP
9. GOODWILL AND INTANGIBLE ASSETS continued
€ million
Goodwill
Indefinite-life
intangible assets
Finite-life intangible assets
Total
Movements during 2024
Software
Other
Cost
1 January 2024
22,266
17,967
3,483
1,124
44,840
Additions through business combinations(a)
310
382
692
Disposal of businesses
(60)
(510)
(26)
(4)
(600)
Reclassification to held for sale (b)
(47)
(47)
(5)
(99)
Additions
3
229
1
233
Disposals and other movements
132
2
(23)
9
120
Hyperinflationary adjustment
284
34
318
Currency retranslation
586
506
143
26
1,261
31 December 2024
23,471
18,337
3,801
1,156
46,765
Accumulated amortisation and impairment
1 January 2024
(1,157)
(345)
(2,841)
(1,031)
(5,374)
Amortisation/impairment for the year
(127)
(213)
(35)
(375)
Disposals and other movements
(3)
47
(8)
36
Currency retranslation
(9)
(116)
(26)
(151)
31 December 2024
(1,160)
(481)
(3,123)
(1,100)
(5,864)
Net book value 31 December 2024(c)
22,311
17,856
678
56
40,901
(a) Includes the provisional fair value of goodwill and intangibles for acquisitions made in 2025, as well as subsequent changes in the fair value of goodwill and intangibles for
the acquisitions made in 2024 where the initial acquisition accounting was provisional at the end of 2024. See note 22 for further details.
(b) Goodwill and intangibles in relation to Conimex amounting to €17 million in 2024 were reclassified as held for sale and were subsequently disposed in 2025 (2024: €532
million for Elida Beauty).
(c) Within indefinite-life intangible assets, there are five existing brands that have a significant carrying value: Horlicks €2,310 million (2024: €2,719 million), Knorr €1,793 million
(2024: €1,860 million), Paula’s Choice €1,602 million (2024: €1,807 million), Hellmann’s €1,161 million (2024: €1,285 million) and Carver Korea €1,158 million (2024:
€1,278 million).
SIGNIFICANT CGUS
The goodwill and indefinite-life assets held in the GCGUs and CGUs shown below are considered significant within the total carrying amounts of
goodwill and indefinite-life intangible as at 31 December 2025.
2025 GCGUs
2024 GCGUs
€ billion
Goodwill
€ billion
Goodwill
Beauty & Wellbeing
4.5
5.0
Personal Care
4.5
4.2
Home Care
0.8
0.9
Foods
7.9
8.6
Ice Cream(a)
3.6
Total GCGUs
17.7
22.3
2025 CGUs
2024 CGUs
€ billion
Indefinite-life
intangible assets
€ billion
Indefinite-life intangible
assets
Foods India and Nepal
2.5
3.0
Prestige
2.9
3.2
Wellbeing
1.5
1.7
Beauty & Wellbeing North America
0.9
1.0
Total Significant CGUs
7.8
8.9
Others (b)
8.7
9.0
Total CGUs
16.5
17.9
(a) Goodwill relating to Ice Cream amounting to €3.3 billion has been derecognised on account of the demerger.
(b) Included within Others are individually insignificant amounts of intangible assets.
154
Unilever Annual Report and Accounts 2025
Financial Statements
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS UNILEVER GROUP
9. GOODWILL AND INTANGIBLE ASSETS continued
KEY ASSUMPTIONS
In performing our annual impairment testing, the recoverable amount of each CGU has been calculated based on its value in use, estimated as the
present value of projected future cash flows. Each GCGU’s value in use is based on the aggregated value in use of the CGUs grouped under the
respective GCGU.
Projected cash flows include specific estimates for one-year at the CGU level. The growth rates and operating margins applied for the one‑year period
are based on the Group’s strategic plan, which reflects expected economic conditions and incorporates the potential future impact of climate change.
The CGU‑specific one‑year cash flows are taken directly from the Group's strategic plan, which includes both the initiatives underway to reduce carbon
emissions in line with our CTAP and management’s assessment of the potential impact of climate change on operations. The growth rates used for
GCGUs and significant CGUs are set out below:
For the year 2025
Group of CGUs
Beauty &
Wellbeing
Personal Care
Home Care
Foods
Longer-term sustainable growth rates
3%
3%
4%
3%
Discount rate
12%
12%
12%
11%
Significant CGUs
Foods
India and Nepal
Prestige
Wellbeing
Beauty &
Wellbeing
North America
Longer-term sustainable growth rates
6%
2%
2%
2%
For the year 2024
Group of CGUs
Beauty &
Wellbeing
Personal Care
Home Care
Foods
Longer-term sustainable growth rates
3%
2%
3%
3%
Average near-term nominal growth rates(a)
5%
3%
3%
3%
Discount rate
11%
11%
12%
11%
Significant CGUs
Foods
India and Nepal
Prestige
Wellbeing
Beauty &
Wellbeing
North America
Longer-term sustainable growth rates
7%
2%
2%
2%
Average near-term nominal growth rates(a)
7%
8%
11%
1%
(a) As explained above, our 2025 annual impairment testing is based on one year projected cash flows (in 2024, this was five years) and so the average near term nominal
growth rate is no longer considered a key assumption, nor is the headroom sensitive to these growth rates.
The estimated cash flows after year one are extrapolated using a longer-term sustainable growth rate, which is determined as external forecasts for
the relevant market.
In 2025, the projected cash flows are discounted using pre-tax discount rates. The discount rates are specific to each CGU and are determined based
on the weighted average cost of capital, including a market and country risk premium. Given the higher number of CGUs spread across different
markets, the CGU discount rates are in the range 9.6%18.2% (2024: 9.0%16.5%). For significant CGUs, the discount rates are in the range 9.7%12.3%
(2024: 9.0%11.4%).
There are no reasonably possible changes in key assumptions that would cause the carrying amount of any CGU to exceed its recoverable amount.
The Ice Cream business met the criteria for held for distribution on 5 December 2025. At this point, an impairment test was conducted to assess its
carrying value compared to its fair value. No impairment was identified.
Impairment of REN
Following Unilever’s decision in May 2025 to close the REN business in the Beauty & Wellbeing Business Group, the indefinite‑life REN trademark no
longer met recognition criteria. Accordingly, the asset was written off in full, resulting in an impairment charge of €42 million.
Financial Statements
Unilever Annual Report and Accounts 2025
155
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS UNILEVER GROUP
10. Property, plant and equipment
The Group’s property, plant and equipment is comprised of owned assets (note 10A) and leased assets (note 10B). Property, plant and equipment is
measured at cost including eligible borrowing costs less depreciation and accumulated impairment losses.
Property, plant and equipment is subject to review for impairment if triggering events or circumstances indicate that this is necessary. If an indication
of impairment exists, the asset’s or cash-generating unit’s recoverable amount is estimated and any impairment loss is charged to the income
statement as it arises.
Owned assets
Owned assets are initially measured at historical cost. Depreciation is provided on a straight-line basis over the expected average useful lives of the
assets. Residual values and useful lives are reviewed at least annually. The review of residual values and useful lives has taken into consideration the
impacts of climate change and the actions we undertake to mitigate and adapt against these climate-related risks. There is no material impact on the
income statement for this year. Estimated useful lives by major class of assets are as follows:
freehold buildings (no depreciation on freehold land)
40 years
leasehold land and buildings
40 years (or life of lease if less)
plant and equipment
2-20 years
Leased assets
The cost of a leased asset is measured as the lease liability at inception of the lease contract and other direct costs less any incentives granted by
the lessor. The Group has not capitalised leases which are less than 12 months or leases of low-value assets. These mainly relate to IT equipment,
office equipment, furniture and fitting and other peripheral items. When a lease liability is remeasured, the related lease asset is adjusted by the
same amount.
Depreciation is provided on a straight-line basis from the commencement date of the lease to the end of the lease term.
Property, plant and equipment
Notes
€ million
2025
€ million
2024
Owned assets
10A
7,826
10,259
Leased assets
10B
1,166
1,410
Total
8,992
11,669
10A. OWNED ASSETS
Movements during 2025
€ million
Land and
buildings
€ million
Plant and
equipment
€ million
Total
Cost
1 January 2025
5,104
15,800
20,904
Additions through business combinations
15
15
Additions
345
1,356
1,701
Disposals and other movements
(134)
(412)
(546)
Hyperinflationary adjustment
(59)
(122)
(181)
Distributed through demerger
(1,035)
(4,006)
(5,041)
Reclassification as held for sale
(10)
(113)
(123)
Currency retranslation
(327)
(1,033)
(1,360)
31 December 2025
3,884
11,485
15,369
Accumulated depreciation
1 January 2025
(1,717)
(8,928)
(10,645)
Depreciation charge for the year
(125)
(872)
(997)
Disposals and other movements
25
348
373
Hyperinflationary adjustment
13
118
131
Distributed through demerger
426
2,498
2,924
Reclassification as held for sale
2
43
45
Currency retranslation
99
527
626
31 December 2025
(1,277)
(6,266)
(7,543)
Net book value 31 December 2025(a)
2,607
5,219
7,826
Includes capital expenditures for assets under construction
262
1,399
1,661
(a) Includes €496 million of freehold land.
The Group has commitments to purchase property, plant and equipment of €511 million (2024: €694 million ).
156
Unilever Annual Report and Accounts 2025
Financial Statements
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS UNILEVER GROUP
10A. OWNED ASSETS continued
Movements during 2024
€ million
Land and
buildings
€ million
Plant and
equipment
€ million
Total
Cost
1 January 2024
4,671
14,957
19,628
Additions through business combinations
1
1
Additions
319
1,421
1,740
Disposals and other movements
(116)
(1,073)
(1,189)
Hyperinflationary adjustment
223
441
664
Reclassification as held for sale
(27)
(69)
(96)
Currency retranslation
34
122
156
31 December 2024
5,104
15,800
20,904
Accumulated depreciation
1 January 2024
(1,599)
(8,652)
(10,251)
Depreciation charge for the year
(119)
(886)
(1,005)
Disposals and other movements
45
893
938
Hyperinflationary adjustment
(33)
(246)
(279)
Reclassification as held for sale
15
50
65
Currency retranslation
(26)
(87)
(113)
31 December 2024
(1,717)
(8,928)
(10,645)
Net book value 31 December 2024(a)
3,387
6,872
10,259
Includes capital expenditures for assets under construction
234
1,368
1,602
(a) Includes €556 million of freehold land.
Financial Statements
Unilever Annual Report and Accounts 2025
157
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS UNILEVER GROUP
10B. LEASED ASSETS
Movements during 2025
€ million
Land and
buildings
€ million
Plant and
equipment
€ million
Total
Cost
1 January 2025
2,706
587
3,293
Additions through business combinations
18
18
Additions
333
130
463
Disposals and other movements
(316)
(79)
(395)
Hyperinflationary adjustment
8
8
Distributed through demerger
(310)
(47)
(357)
Reclassification as held for sale
(11)
(35)
(46)
Currency retranslation
(194)
(59)
(253)
31 December 2025
2,234
497
2,731
Accumulated depreciation
1 January 2025
(1,592)
(291)
(1,883)
Depreciation/Impairment charge for the year
(258)
(109)
(367)
Disposals and other movements
238
66
304
Distributed through demerger
211
29
240
Reclassification as held for sale
1
6
7
Currency retranslation
108
26
134
31 December 2025
(1,292)
(273)
(1,565)
Net book value 31 December 2025
942
224
1,166
Movements during 2024
€ million
Land and
buildings
€ million
Plant and
equipment
€ million
Total
Cost
1 January 2024
2,625
583
3,208
Additions
404
143
547
Disposals and other movements
(373)
(149)
(522)
Hyperinflationary adjustment
(4)
(4)
Reclassification as held for sale
(2)
(1)
(3)
Currency retranslation
56
11
67
31 December 2024
2,706
587
3,293
Accumulated depreciation
1 January 2024
(1,578)
(300)
(1,878)
Depreciation/Impairment charge for the year
(271)
(106)
(377)
Disposals and other movements
292
120
412
Reclassification as held for sale
1
1
Currency retranslation
(35)
(6)
(41)
31 December 2024
(1,592)
(291)
(1,883)
Net book value 31 December 2024
1,114
296
1,410
Our leases mainly comprise of land and buildings and plant and equipment. The Group leases land and buildings for manufacturing, warehouse facilities
and office space and also sublets some property. Plant and equipment includes leases for vehicles.
The Group has recognised in the income statement, a charge of €114 million (2024 : €121 million) for short-term leases and €47 million (2024: €57 million)
on leases for low-value assets.
During the year, the Group recognised income of €11 million (2024: €10 million) from sublet properties.
The total cash outflow relating to leases was €380 million (2024: €411 million).
Lease liabilities are shown in note 15 on pages 161 and 165.
158
Unilever Annual Report and Accounts 2025
Financial Statements
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS UNILEVER GROUP
11. Other non-current assets
Joint ventures are undertakings in which the Group has an interest and which are jointly controlled by the Group and one or more other parties.
Associates are undertakings where the Group has an investment in which it does not have control or joint control but can exercise
significant influence.
Interests in joint ventures and associates are accounted for using the equity method and are stated in the consolidated balance sheet at cost, adjusted
for the movement in the Group’s share of their net assets and liabilities. The Group’s share of the profit or loss after tax of joint ventures and associates
is included in the Group’s consolidated profit before taxation.
Where the Group’s share of losses exceeds its interest in the equity-accounted investee, the carrying amount of the investment is reduced to zero and
the recognition of further losses is discontinued, except to the extent that the Group has an obligation to make payments on behalf of the investee.
€ million
2025
€ million
2024
Interest in net assets of joint ventures
94
80
Interest in net assets of associates
15
14
Long-term trade and other receivables(a)
302
344
Other non-current assets(b)
565
533
976
971
(a) Including indirect tax receivables where we do not have the contractual right to receive payment within 12 months.
(b) Includes direct tax assets, withholding tax assets, interest on tax assets, contingent assets and investment properties.
Movements during 2025 and 2024
€ million
2025
€ million
2024
Joint ventures (a)
1 January
80
70
Additions
1
Dividends received/reductions
(229)
(245)
Share of net profit/(loss)
245
255
Currency retranslation
(3)
31 December
94
80
Associates
1 January
14
24
Additions
0
Dividend received/reductions
(2)
Share of net profit/(loss)
Currency retranslation
1
(8)
31 December
15
14
(a) Our principal joint ventures are Unilever FIMA LDA and Gallo Worldwide LDA in Portugal, Binzagr Unilever Distribution in the Middle East, the Pepsi Lipton Tea Partnership in
the US and Pepsi Lipton International Ltd for the rest of the world.
The joint ventures and associates have no contingent liabilities to which the Group is exposed, and the Group has no contingent liabilities in relation to its
interests in the joint ventures and associates.
The Group has no outstanding capital commitments to joint ventures.
Outstanding balances with joint ventures and associates are shown in note 23 on page 182.
12. Inventories
Inventories are valued at the lower of weighted average cost and net realisable value. Cost comprises direct costs and, where appropriate, a
proportion of attributable production overheads. Net realisable value is the estimated selling price less the estimated costs necessary to make the sale.
Inventories
€ million
2025
€ million
2024
Raw materials and consumables
1,567
1,912
Finished goods and goods for resale
2,688
3,569
Total inventories
4,255
5,481
Provision for inventories
(212)
(304)
4,043
5,177
Financial Statements
Unilever Annual Report and Accounts 2025
159
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS UNILEVER GROUP
12. INVENTORIES continued
Provision for inventories
€ million
2025
€ million
2024
1 January
304
358
Charge to income statement
4
9
Reduction/releases
(31)
(56)
Currency translations
(29)
(1)
Disposal & Distribution(a)
(42)
(11)
Others (b)
6
5
31 December
212
304
(a) Disposal and Distribution includes €41 million relating to Ice Cream which has been derecognised on demerger.
(b) Others include the amount relating to the acquisition of businesses and transfers.
Inventories with a value of €129 million (2024: €188 million) are carried at net realisable value, this being lower than cost. During 2025, a total expense of
€290 million (2024: €259 million) was recognised in the income statement for inventory write-downs and losses.
13. Trade and other current receivables
Trade and other current receivables are initially recognised at fair value plus any directly attributable transaction costs. Subsequently, except for
derivatives (see note 16 on page 166), these assets are held at amortised cost, using the effective interest method and net of any impairment losses.
Discounts payable to customers are shown as a reduction in trade receivables when there is a legal right and intent to settle them on a net basis.
We do not consider the fair values of trade and other current receivables to be significantly different from their carrying values. Concentrations
of credit risk with respect to trade receivables are limited, due to the Group’s customer base being large and diverse. Our historical experience
of collecting receivables, supported by the level of default, is that credit risk is low across territories and so trade receivables are considered to be a
single class of financial assets. Impairment for trade receivables is calculated for specific receivables with known or anticipated issues affecting the
likelihood of recovery and for balances past due, with a probability of default based on historical data as well as relevant forward-looking information.
Trade and other current receivables
€ million
2025
€ million
2024
Due within one year
Trade receivables
4,852
4,227
Prepayments and accrued income
1,369
506
Other receivables
1,125
1,278
7,346
6,011
Other receivables comprise financial assets of €241 million (2024: €312 million) and non-financial assets of €884 million (2024: €966 million). Financial
assets include supplier and customer deposits, employee advances and certain derivatives. Non-financial assets mainly consist of reclaimable sales tax
of €563 million ( 2024: €582 million).
Trade and other current receivables for 2025 include €2.1 billion due from TMICC. This comprises receivables arising under the Transitional Service
Agreement (TSA), covering the services and materials Unilever continues to provide during the transition period; working capital subsidies recoverable
on TSA exit in each relevant market (expected from 2026); and the amounts owed by TMICC for inventory held (but not controlled) by Unilever on its
behalf, for which a corresponding prepayment has been recognised within trade and other payables.
Ageing of trade receivables
€ million
2025
€ million
2024
Not overdue
4,440
3,807
Past due less than three months
340
382
Past due more than three months but less than six months
63
47
Past due more than six months but less than one year
43
28
Past due more than one year
131
142
Total trade receivables
5,017
4,406
Impairment provision for trade receivables
(165)
(179)
4,852
4,227
The total impairment provision includes €165 million (2024: €179 million) for current trade receivables, €15 million (2024: €16 million) for other current
receivables and €10 million (2024: €11 million) for non-current trade and other receivables.
Impairment provision for total trade and other receivables
€ million
2025
€ million
2024
1 January
206
222
Charge to income statement
27
37
Reduction/releases
(24)
(46)
Distributed through demerger
(5)
(7)
Currency translations
(14)
31 December
190
206
160
Unilever Annual Report and Accounts 2025
Financial Statements
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS UNILEVER GROUP
14. Trade payables and other liabilities
Trade payables
Trade payables are initially recognised at fair value less any directly attributable transaction costs. Trade payables are subsequently measured at
amortised cost, using the effective interest method.
Other liabilities
Other liabilities are initially recognised at fair value less any directly attributable transaction costs. Subsequent measurement depends on the type
of liability:
accruals are subsequently measured at amortised cost, using the effective interest method;
social security and sundry taxes are subsequently measured at amortised cost, using the effective interest method;
deferred consideration is subsequently measured at fair value with changes in the income statement as explained below; and
others are subsequently measured either at amortised cost, using the effective interest method or at fair value, with changes being recognised
in the income statement.
Deferred consideration
Deferred consideration represents any payments to the sellers of a business that occur after the acquisition date. These typically comprise contingent
consideration and fixed deferred consideration:
fixed deferred consideration is a payment with a due date after acquisition that is not dependent on future conditions; and
contingent consideration is a payment which is dependent on certain conditions being met in the future and is often variable.
All deferred consideration is initially recognised at fair value as at the acquisition date, which includes a present value discount. Subsequently, deferred
consideration is measured to reflect the unwinding of discount on the liability, with changes recognised in finance cost within the income statement. In the
balance sheet, it is remeasured to reflect the latest estimate of the achievement of the conditions on which the consideration is based; changes in value other
than the discount unwind are recognised as acquisition and disposal-related costs in the income statement.
We do not consider the fair values of trade payables and other liabilities to be significantly different from their carrying values.
Trade payables and other liabilities
€ million
2025
€ million
2024
Current: due within one year
Trade payables
10,994
10,258
Accruals
4,649
5,053
Social security and sundry taxes
565
555
Deferred consideration
26
16
Others
705
808
16,939
16,690
Non-current: due after more than one year
Accruals
74
148
Deferred consideration
20
1
Others
43
54
137
203
Total trade payables and other liabilities
17,076
16,893
Included within others are IT, consulting services and payroll-related balances.
At 31 December 2025, trade payables and other current liabilities include €1.6 billion due to TMICC. This balance reflects the inventory subsidy received
from TMICC and the balances arising under the Transitional Services Agreement, which will remain in place while Unilever continues to provide agreed
services to TMICC for the transition period.
Deferred consideration
At 31  December 2025, the total balance of deferred consideration for acquisitions is €46 million (2024: €17 million), which includes contingent
consideration of €46 million (2024: €1 million). These contingent consideration payments are dependent on acquired businesses achieving contractually
agreed financial targets (mainly relating to cumulative increases in turnover and profit before tax) until 2027, with a maximum contractual amount of
€97 million.
Supplier financing arrangements for trade payables
Some of our suppliers elect to factor a portion of their receivables from the Group with financial institutions. In some instances, we provide suppliers and/or
banks with visibility of invoices approved for payment, which helps them receive cash from the bank before the invoice due date.
Payment dates and terms for Unilever do not vary based on whether the supplier chooses to factor their receivable. If a receivable is purchased by
a third-party bank, that third-party bank does not benefit from additional security when compared to the security originally enjoyed by the supplier.
The Group evaluates these arrangements to assess if the payable holds the characteristics of a trade payable or should be classified as a financial
liability. At 31 December 2025 and 31 December 2024, all such liabilities were classified as trade payables.
2025
2024
Carrying amount of trade payables (subject to supplier financing arrangements)
Presented in trade and other payables (€ million)
2,665
2,207
of which suppliers have received payment from finance provider (€ million)
2,065
1,908
Range of payment due dates
Liabilities that are part of the arrangements (a) (days)
0-180
180 days
Comparable trade payables that are not part of the arrangements (a) (days)
0-180
180 days
(a) 2025 disclosures include the full range of payment due dates, while in 2024 we disclosed only the maximum term.
In its liquidity assessment, the Group does not consider any supplier financing arrangements, as these are non-recourse to Unilever and supplier
payment dates and terms for Unilever do not vary based on whether the supplier chooses to use such financing arrangements.
Financial Statements
Unilever Annual Report and Accounts 2025
161
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS UNILEVER GROUP
15. Capital and funding
Ordinary shares
Ordinary shares are classified as equity. Incremental costs directly attributable to the issue of ordinary shares are recognised as a deduction from
equity, net of any tax effects.
Share-based compensation
The Group operates a number of share-based compensation plans involving awards of ordinary shares. Full details of these plans are given in note 4C
on pages 146 and 147.
Unification reserve
The Group recognised a separate Unification Reserve within Equity as a result of PLC Share Premium that arose from Unification.
Other reserves
Other reserves include the fair value reserve, the foreign currency translation reserve, the capital redemption reserve and treasury shares.
Shares held by employee share trusts and group companies
An employee share trust and group companies purchase and hold shares to satisfy performance shares granted and other share awards (see note 4C).
The assets and liabilities of the trust and shares held by the trust and group companies are included in the consolidated financial statements. The book
value of shares held is deducted from other reserves, and the trust’s borrowings are included in the Group’s liabilities. The costs of the trust are
included in the results of the Group. The shares held by the trust and group companies are excluded from the calculation of earnings per share.
Financial liabilities
Financial liabilities are initially recognised at fair value, less any directly related transaction costs. When bonds are designated as being part of a fair
value hedge relationship, in those cases bonds are carried at amortised cost, adjusted for the fair value of the risk being hedged, with changes in value
shown in the income statement. Put options are initially recognised at the present value of the expected gross obligation, with changes in value being
recognised in the income statement. Other financial liabilities, which includes put options, are subsequently carried at amortised cost, with the
exception of:
financial liabilities which the Group has elected to measure at fair value through profit or loss;
derivative financial liabilities – see note 16 on page 166; and
contingent consideration recognised by an acquirer in a business combination to which IFRS 3 applies. Such contingent consideration is
subsequently measured at fair value through profit or loss.
Lease liabilities
Lease liabilities are initially measured at the present value of the lease payments that are not yet paid at the start of the lease term. This is discounted
using an appropriate borrowing rate determined by the Group, where none is readily available in the lease contract. The lease liability is subsequently
reduced by cash payments and increased by interest costs. The lease liability is remeasured when the Group assesses that there will be a change in
the amount expected to be paid during the lease term.
The Group’s Treasury activities are designed to:
maintain a competitive balance sheet in line with at least A/A2 rating (see below);
secure funding at lowest costs for the Group’s operations, M&A activity and external dividend payments (see below);
protect the Group’s financial results and position from financial risks (see note 16);
maintain market risks within acceptable parameters, while optimising returns (see note 16); and
protect the Group’s financial investments, while maximising returns (see note 17).
The Treasury department provides central deposit-taking, funding and foreign exchange management services for the Group’s operations. The
department is governed by standards and processes which are approved by Unilever Leadership Executive (ULE). In addition to guidelines and exposure
limits, a system of authorities and extensive independent reporting covers all major areas of activity. Performance is monitored closely by senior
management. Reviews are undertaken periodically by corporate audit.
Key instruments used by the Treasury department are:
short-term and long-term borrowings;
cash and cash equivalents; and
plain vanilla derivatives, including interest rate swaps and foreign exchange contracts.
The Treasury department maintains a list of approved financial instruments. The use of any new instrument must be approved by the Chief Financial
Officer. The use of leveraged instruments is not permitted.
Unilever considers the following components of its balance sheet to be managed capital:
total equity – retained profit, other reserves, share capital, share premium, non-controlling interests (notes 15A and 15B);
short-term debt – current financial liabilities (note 15C); and
long-term debt – non-current financial liabilities (note 15C).
The Group manages its capital so as to safeguard its ability to continue as a going concern and to optimise returns to our shareholders through an
appropriate balance of debt and equity. The capital structure of the Group is based on management’s judgement of the appropriate balance of key
elements in order to meet its strategic and day-to-day needs. We consider the amount of capital in proportion to risk and manage the capital structure
in light of changes in economic conditions and the risk characteristics of the underlying assets.
Our current long-term credit rating is A+/A1 and our short-term credit rating is A1/P1. We aim to maintain a competitive balance sheet which we consider
to be the equivalent of a credit rating of at least A/A2 in the long term. This provides us with:
appropriate access to the debt and equity markets;
sufficient flexibility for acquisitions;
sufficient resilience against economic and financial uncertainty while ensuring ample liquidity; and
optimal weighted average cost of capital, given the above constraints.
Unilever monitors the qualitative and quantitative factors utilised by the rating agencies. This information is publicly available and is updated by the
credit rating agencies on a regular basis.
162
Unilever Annual Report and Accounts 2025
Financial Statements
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS UNILEVER GROUP
15A. SHARE CAPITAL
Following completion of the demerger of the Ice Cream business on 6 December 2025, Unilever PLC ordinary shares were consolidated to maintain
share price comparability before and after demerger on 9 December 2025. The consolidation was approved by Unilever shareholders at a General
Meeting held on 21 October 2025. Shareholders received 8 new ordinary shares with a nominal value of 31/2 pence each for every 9 existing ordinary
shares which had a nominal value of 31/9 pence each.
Unilever PLC
£ million
2025
£ million
2024
Ordinary shares(a)
76.3
78.4
Unilever Group
€ million
2025
€ million
2024
Euro equivalent in millions (b)
85
88
(a) At 31 December 2025, 2,181,005,247 PLC ordinary shares of 31/2p were in issue (2024: 2,521,497,338 PLC ordinary shares of 31/9p). During the year, there was a reduction in the
number of shares by 279,078,800 due to the impact of the share consolidation, 3,500,000 new shares were issued, and 64,913,291 treasury shares were cancelled.
(b) The ordinary share capital of PLC is translated using the conversion rate as at the date of Unification of £1 = €1.121.
For information on the rights of shareholders of PLC, see the Governance report on pages 49 to 64.
15B. EQUITY
Basis of consolidation
Unilever is the majority shareholder of all material subsidiaries and has control in all cases. Information in relation to significant subsidiaries is provided
in note 27 on page 183.
Subsidiaries with significant non-controlling interests
Unilever has one subsidiary company which has a material non-controlling interest, Hindustan Unilever Limited (HUL). Summary financial information
in relation to HUL is shown below.
HUL balance sheet as at 31 December
€ million
2025
€ million
2024
Non-current assets
4,968
6,478
Current assets
1,561
2,125
Current liabilities
(1,594)
(1,456)
Non-current liabilities
(1,307)
(1,798)
HUL comprehensive income for the year ended 31 December
€ million
2025
€ million
2024
Turnover
6,253
6,607
Profit after tax
940
1,167
Total comprehensive income
110
1,318
HUL cash flow for the year ended 31 December
€ million
2025
€ million
2024
Net increase/(decrease) in cash and cash equivalents
(163)
364
HUL non-controlling interest
€ million
2025
€ million
2024
1 January
(2,044)
(2,048)
Share of (profit)/loss for the year ended 31 December
(539)
(446)
Other comprehensive income
6
3
Dividend paid to the non-controlling interest
582
511
Currency translation
306
(60)
Other movements in equity
120
(4)
31 December
(1,569)
(2,044)
Analysis of other reserves
€ million
Total 2025
€ million
Total 2024
€ million
Total 2023
Fair value reserves – see following table
332
600
392
Currency retranslation of group companies – see following table
(8,284)
(7,026)
(7,432)
Capital redemption reserve
28
25
25
Book value of treasury shares – see following table
(36)
(37)
(207)
Repurchase of shares
(3,769)
(2,259)
(6,034)
Cancellation of PLC shares
3,770
5,282
Other (a)
(305)
(602)
(544)
(8,264)
(9,299)
(8,518)
(a) Relates primarily to options to purchase non-controlling interest in subsidiaries.
Financial Statements
Unilever Annual Report and Accounts 2025
163
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS UNILEVER GROUP
15B. EQUITY continued
Unilever acquired 27,815,955 (2024: 27,368,909) of its own shares through purchases on the stock exchanges during the year, which includes the share
buyback programme as explained in note 24. During 2025, 13,288,138 PLC ordinary shares held as treasury shares were cancelled before share
consolidation and 51,625,153 cancelled after share consolidation.
At 31 December 2025, the employee benefit trust held 1,208,143(2024: 1,776,250 adjusted for share consolidation) of PLC shares. PLC and its subsidiaries
held 314,912 (2024: 290,198 adjusted for share consolidation) of PLC shares as treasury shares in connection with share-based compensation plans. The
shares are shown as a deduction from other reserves (see note 4C on pages 146 and 147).
Treasury shares – movements during the year
€ million
2025
€ million
2024
1 January
(2,296)
(959)
Repurchase of shares
(1,510)
(1,508)
Cancellation of PLC shares
3,770
Other purchases and utilisations
1
171
31 December
(35)
(2,296)
Currency retranslation reserves – movements during the year
€ million
2025
€ million
2024
1 January
(7,026)
(7,432)
Currency retranslation of group companies' net assets and liabilities during the year
(1,522)
(419)
Movement in net investment hedges and exchange differences in net investments in foreign operations
(796)
280
Recycling of currency retranslation to the income statement on demerger of Ice Cream business
1,036
Recycling of currency retranslation to the income statement on business disposals
24
545
31 December
(8,284)
(7,026)
Fair value reserves – movements during the year
€ million
2025
€ million
2024
1 January
600
392
Movements in Other comprehensive income, net of tax
  Gains/(losses) on equity instruments
(14)
60
  Gains/(losses) on cash flow hedges
(196)
210
Hedging (gains)/losses transferred to non-financial assets
(58)
(62)
31 December
332
600
Remeasurement of defined benefit pension plans, net of tax
€ million
2025
€ million
2024
1 January
84
(180)
Movement during the year
176
264
31 December
260
84
Currency retranslation gains/(losses) – movements during the year
€ million
2025
€ million
2024
1 January
(5,955)
(7,344)
Currency retranslation during the year:
    Other reserves
(1,258)
406
    Retained profit
(76)
891
    Non-controlling interest
(349)
92
31 December
(7,638)
(5,955)
164
Unilever Annual Report and Accounts 2025
Financial Statements
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS UNILEVER GROUP
15C. FINANCIAL LIABILITIES
Financial liabilities (a)
€ million
Current
2025
€ million
Non-
current
2025
€ million
Total
2025
€ million
Current
2024
€ million
Non-
current
2024
€ million
Total
2024
Bank loans and overdrafts(b)
229
4
233
517
4
521
Bonds and other loans
1,951
24,087
26,038
5,363
23,285
28,648
Lease liabilities
277
1,049
1,326
322
1,164
1,486
Derivatives
48
404
452
152
442
594
Other financial liabilities (c)
77
152
229
633
171
804
2,582
25,696
28,278
6,987
25,066
32,053
(a) For the purposes of this note and note 17A, financial assets and liabilities exclude trade and other current receivables and trade payables and other liabilities which are
covered in notes 13 and 14 respectively.
(b) Bank loans and overdrafts include €3 million (2024 : €4 million) of secured liabilities.
(c) Includes options and financial liabilities to acquire non-controlling interests in the US, Myanmar and India, refer to note 22.
Reconciliation of liabilities arising from financing activities
Non-cash movement
Movements in 2025 and 2024
€ million
Opening
balance at
1 January
€ million
Cash
movement(a)
€ million
Business
acquisi-
tions/
disposals
€ million
Foreign
exchange
changes
€ million
Fair
value
changes
€ million
Other
movements
€ million
Closing
balance at
31 December
2025
Bank loans and overdrafts
(521)
178
36
67
7
(233)
Bonds and other loans
(28,648)
(1,892)
3,000
1,583
(92)
11
(26,038)
Lease liabilities(b)
(1,486)
341
112
129
(422)
(1,326)
Derivatives
(594)
31
23
88
(452)
Other financial liabilities
(804)
24
(51)
93
(60)
569
(229)
Total
(32,053)
(1,349)
3,128
1,895
(64)
165
(28,278)
2024
Bank loans and overdrafts
(506)
(52)
2
35
(521)
Bonds and other loans
(26,692)
(1,119)
(755)
(5)
(77)
(28,648)
Lease liabilities (b)
(1,395)
385
21
(24)
(473)
(1,486)
Derivatives
(494)
(13)
(87)
(594)
Other financial liabilities
(535)
25
(59)
(33)
(203)
1
(804)
Total
(29,622)
(761)
(38)
(823)
(295)
(514)
(32,053)
(a) These cash movements are included within the following lines in the consolidated cash flow statement: net change in short-term borrowings, additional financial liabilities,
repayment of financial liabilities and net cash flow used in discontinued financing activities (excluding interest paid of €(170) million and the capital component of leases
of €(46) million included in (b) below). The difference of €99 million (2024: €(68) million) represents cash movements in overdrafts that are not included in financing cash
flows.
(b) Lease liabilities cash movement is included within capital element of lease payments and net cash flow used in discontinued financing activities €(46) million from (a) above
in the consolidated cash flow statement. The difference of €(6) million (2024: €4 million) represents gain or loss from termination and modification of lease contracts.
Financial Statements
Unilever Annual Report and Accounts 2025
165
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS UNILEVER GROUP
15C. FINANCIAL LIABILITIES continued
Analysis of bonds and other loans
€ million
Total 2025
Total 2024
Unilever PLC
1.875% Notes 2029 (£)
285
300
1.500% Notes 2026 (£)
573
602
1.500% Notes 2039 (€)
647
647
2.125% Notes 2028 (£)(a)
331
334
Total PLC
1,836
1,883
Other group companies
The Netherlands
1.625% Notes 2033 (€)
795
795
1.375% Notes 2029 (€)
747
747
1.125% Bonds 2027 (€)
699
699
1.125% Bonds 2028 (€)
698
698
0.875% Notes 2025 (€)
650
0.500% Bonds 2025 (€)
650
1.375% Notes 2030 (€)
647
646
1.000% Notes 2027 (€)
600
599
1.250% Notes 2025 (€)
1,000
1.750% Notes 2030 (€)
997
997
1.250% Notes 2031 (€)(a)
590
588
2.250% Notes 2034 (€)(a)
776
793
0.750% Notes 2026 (€)(a)
499
489
1.750% Notes 2028 (€)
647
646
3.250% Notes 2031 (€)
496
495
3.500% Notes 2035 (€)
496
496
3.250% Notes 2032 (€)
599
598
3.500% Notes 2037 (€)
597
597
3.250% Notes 2032 (€)
100
100
United States
5.900% Bonds 2032 (US $)
847
955
2.900% Notes 2027 (US $)
850
956
3.500% Notes 2028 (US $)
678
764
2.000% Notes 2026 (US $)
596
671
3.100% Notes 2025 (US $)
480
3.500% Bonds 2028 (US $)
425
478
3.375% Notes 2025 (US $)
336
7.250% Bonds 2026 (US $)
254
285
6.625% Bonds 2028 (US $)
206
231
5.600% Bonds 2097 (US $)
78
88
2.125% Notes 2029 (US $)
720
812
1.375% Notes 2030 (US $)(a)
371
391
2.625% Notes 2051 (US $)
544
613
1.750% Notes 2031 (US $)(a)
632
670
3.300% Notes 2029 (€)
549
549
3.400% Notes 2033 (€)
695
694
4.875% Notes 2028 (US $)
595
670
5.000% Notes 2033 (US $)
675
760
4.750% Notes 2031 (US $)
144
163
4.625% Bonds 2034 (US $)
842
949
4.250% Bonds 2027 (US $)
637
718
2.750% Notes 2030 (€)
696
3.375% Notes 2035 (€)
791
Floating Rate Notes 2027 (€)
596
4.824% Bonds 2035 (US $)
128
2.875% Notes 2032 (€)
842
3.500% Notes 2037 (€)
798
Commercial Paper (US $)
2,158
Other countries
Switzerland
28
89
Others
2
2
Total other group companies
24,202
26,765
Total bonds and other loans
26,038
28,648
(a) Bonds includes €(281) million (2024: €(373) million) fair value adjustment following the fair value hedge accounting of fixed-for-floating interest rate swaps.
Information in relation to the derivatives used to hedge bonds and other loans within a fair value hedge relationship is shown in note 16.
166
Unilever Annual Report and Accounts 2025
Financial Statements
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS UNILEVER GROUP
16. Treasury risk management
Derivatives and hedge accounting
Derivatives are measured at fair value with any related transaction costs expensed as incurred. The treatment of changes in the value of derivatives
depends on their use as explained below.
(i) Fair value hedges(a)
Certain derivatives are held to hedge the risk of changes in value of a specific bond or other loan. In these situations, the Group designates the liability
and related derivative to be part of a fair value hedge relationship. The carrying value of the bond is adjusted by the fair value of the risk being
hedged, with changes going to the income statement. Gains and losses on the corresponding derivative are also recognised in the income statement.
The amounts recognised are offset in the income statement to the extent that the hedge is effective. Ineffectiveness may occur if the critical terms do
not exactly match, or if there is a value adjustment resulting from a change in credit risk (in either the Group or the counterparty to the derivative) that
is not matched by the hedged item. When the relationship no longer meets the criteria for hedge accounting, the fair value hedge adjustment made to
the bond is amortised to the income statement using the effective interest method.
(ii) Cash flow hedges(a)
Derivatives are also held to hedge the uncertainty in timing or amount of future forecast cash flows. Such derivatives are classified as being part of
cash flow hedge relationships. For an effective hedge, gains and losses from changes in the fair value of derivatives are recognised in equity. Cost of
hedging, where material and opted for, is recorded in a separate account within equity. Any ineffective elements of the hedge are recognised in the
income statement. Ineffectiveness may occur if there are changes to the expected timing of the hedged transaction. If the hedged cash flow relates to
a non-financial asset, the amount accumulated in equity is subsequently included within the carrying value of that asset. For other cash flow hedges,
amounts deferred in equity are taken to the income statement at the same time as the related cash flow.
When a derivative no longer qualifies for hedge accounting, any cumulative gain or loss remains in equity until the related cash flow occurs. When
the cash flow takes place, the cumulative gain or loss is taken to the income statement. If the hedged cash flow is no longer expected to occur, the
cumulative gain or loss is taken to the income statement immediately.
(iii) Net investment hedges(a)
Certain derivatives are designated as hedges of the currency risk on the Group’s investment in foreign subsidiaries. The accounting policy for these
arrangements is set out in note 1.
(iv) Derivatives for which hedge accounting is not applied
Derivatives not classified as hedges are held in order to hedge certain balance sheet items and commodity exposures. No hedge accounting is applied
to these derivatives, which are carried at fair value with changes being recognised in the income statement.
(a) Applying hedge accounting has not led to material ineffectiveness being recognised in the income statement for both 2025 and 2024. Fair value changes on basis spread
is recorded in a separate account within equity.
The Group is exposed to the following risks that arise from its use of financial instruments, the management of which is described in the
following sections:
liquidity risk (see note 16A);
market risk (see note 16B); and
credit risk (see note 17B).
The Group’s risk management framework is established to set appropriate risk limits and controls, and to maintain adherence to these limits.
16A. MANAGEMENT OF LIQUIDITY RISK
Liquidity risk is the risk that the Group will face in meeting its obligations associated with its financial liabilities. The Group’s approach to managing
liquidity is to ensure that it will have sufficient funds to meet its liabilities when due without incurring unacceptable losses. In doing this, management
considers both normal and stressed conditions. A material and sustained shortfall in our cash flow could undermine the Group’s credit rating, impair
investor confidence and also restrict the Group’s ability to raise funds.
The Group’s funding strategy was supported by cash delivery from the business, coupled with the proceeds from bond issuances. Surplus cash balances
have been invested conservatively with low-risk counterparties at maturities of primarily less than six months. In its liquidity assessment, the Group does
not consider any supplier financing arrangements as these arrangements are non-recourse to Unilever and supplier payment dates and terms for
Unilever do not vary based on whether the supplier chooses to use such financing arrangements.
Cash flow from operating activities provides the funds to service the financing of financial liabilities on a day-to-day basis. The Group seeks to manage
its liquidity requirements by maintaining access to global debt markets through short-term and long-term debt programmes. In addition, Unilever has
committed credit facilities for general corporate use.
On 31 December 2025, Unilever had undrawn revolving 364-day bilateral credit facilities in aggregate of $5,200 million and €2,600 million (2024: $5,200
million and €2,600 million) with a 364-day term out. As part of the regular annual process, the intention is that these facilities will again be renewed in 2026.
Financial Statements
Unilever Annual Report and Accounts 2025
167
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS UNILEVER GROUP
16A. MANAGEMENT OF LIQUIDITY RISK continued
The following table shows Unilever’s contractually agreed undiscounted cash flows, including expected interest payments, which are payable under
financial liabilities at the balance sheet date:
Undiscounted cash flows
€ million
Due
within
1 year
€ million
Due
between
1 and
2 years
€ million
Due
between
2 and
3 years
€ million
Due
between
3 and
4 years
€ million
Due
between
4 and
5 years
€ million
Due
after
5 years
€ million
Total
€ million
Net carrying
amount as
shown in
balance
sheet
2025
Non-derivative financial liabilities:
Bank loans and overdrafts
(245)
(3)
(1)
(1)
(1)
(1)
(252)
(233)
Bonds and other loans
(2,701)
(4,065)
(4,188)
(2,819)
(3,226)
(14,470)
(31,469)
(26,038)
Lease liabilities
(343)
(278)
(228)
(163)
(129)
(489)
(1,630)
(1,326)
Other financial liabilities
(78)
(143)
(11)
(2)
(234)
(229)
Trade payables, accruals and other
liabilities
(16,297)
(55)
(12)
(24)
(3)
(24)
(16,415)
(16,413)
Deferred consideration
(26)
(20)
(46)
(46)
(19,690)
(4,564)
(4,440)
(3,009)
(3,359)
(14,984)
(50,046)
(44,285)
Derivative financial liabilities:
Interest rate derivatives:
(413)
Derivative contracts – receipts
243
1,032
511
140
139
2,951
5,016
Derivative contracts – payments
(330)
(1,165)
(602)
(227)
(226)
(3,144)
(5,694)
Foreign exchange derivatives:
(80)
Derivative contracts – receipts
9,152
1
9,153
Derivative contracts – payments
(9,267)
(2)
(9,269)
Commodity derivatives:
(10)
Derivative contracts – receipts
Derivative contracts – payments
(10)
(10)
(212)
(134)
(91)
(87)
(87)
(193)
(804)
(503)
Total
(19,902)
(4,698)
(4,531)
(3,096)
(3,446)
(15,177)
(50,850)
(44,788)
2024
Non-derivative financial liabilities:
Bank loans and overdrafts
(535)
(1)
(1)
(1)
(1)
(7)
(546)
(521)
Bonds and other loans
(6,041)
(2,710)
(3,552)
(4,348)
(2,817)
(14,513)
(33,981)
(28,648)
Lease liabilities
(389)
(322)
(257)
(207)
(147)
(479)
(1,801)
(1,486)
Other financial liabilities
(633)
(41)
(131)
(2)
(807)
(804)
Trade payables, accruals and other
liabilities
(16,064)
(110)
(25)
(35)
(6)
(26)
(16,266)
(16,265)
Deferred consideration
(16)
(1)
(17)
(17)
(23,678)
(3,185)
(3,966)
(4,591)
(2,973)
(15,025)
(53,418)
(47,741)
Derivative financial liabilities:
Interest rate derivatives:
(442)
Derivative contracts – receipts
71
71
192
192
184
408
1,118
Derivative contracts – payments
(178)
(142)
(257)
(260)
(244)
(525)
(1,606)
Foreign exchange derivatives:
(188)
Derivative contracts – receipts
5,641
5,641
Derivative contracts – payments
(5,867)
(5,867)
Commodity derivatives:
(20)
Derivative contracts – receipts
Derivative contracts – payments
(20)
(20)
(353)
(71)
(65)
(68)
(60)
(117)
(734)
(650)
Total
(24,031)
(3,256)
(4,031)
(4,659)
(3,033)
(15,142)
(54,152)
(48,391)
The Group has sublet a small proportion of leased properties. Related future minimum sublease payments are €75 million (2024: €69 million).
168
Unilever Annual Report and Accounts 2025
Financial Statements
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS UNILEVER GROUP
16A. MANAGEMENT OF LIQUIDITY RISK continued
The following table shows cash flows for which cash flow hedge accounting is applied. The derivatives in the cash flow hedge relationships are
expected to have an impact on profit and loss in the same periods as the cash flows occur.
€ million
Due
within
1 year
€ million
Due
between
1 and
2 years
€ million
Due
between
2 and
3 years
€ million
Due
between
3 and
4 years
€ million
Due
between
4 and
5 years
€ million
Due
after
5 years
€ million
Total
€ million
Net carrying
amount of
related
derivatives(a)
2025
Foreign exchange cash inflows
1,795
1,795
Foreign exchange cash outflows
(1,843)
(1,843)
(25)
Interest rate swaps cash inflows
180
1,617
141
691
822
3,601
7,052
15
Interest rate swaps cash outflows
(233)
(1,733)
(197)
(698)
(846)
(3,672)
(7,379)
Commodity contracts cash inflows
3
3
3
Commodity contracts cash outflows
(10)
(10)
(10)
2024
Foreign exchange cash inflows
2,717
2,717
Foreign exchange cash outflows
(2,696)
(2,696)
31
Interest rate swaps cash inflows
70
70
1,017
42
592
795
2,586
55
Interest rate swaps cash outflows
(71)
(71)
(982)
(58)
(624)
(852)
(2,658)
Commodity contracts cash inflows
126
126
126
Commodity contracts cash outflows
(20)
(20)
(20)
(a) See note 16C.
16B. MANAGEMENT OF MARKET RISK
Unilever’s size and operations result in it being exposed to the following market risks that arise from its use of financial instruments:
commodity price risk;
currency risk; and
interest rate risk.
The above risks may affect the Group’s income and expenses, or the value of its financial instruments. The objective of the Group’s management
of market risk is to maintain this risk within acceptable parameters, while optimising returns. Generally, the Group applies hedge accounting to manage
the volatility in income statement arising from market risk.
Where the Group uses hedge accounting to mitigate the above risks, it is normally implemented centrally by either the Treasury or Commodity
Risk Management teams, in line with their respective frameworks and strategies. Hedge effectiveness is determined at the inception of the hedge
relationship, and through periodic prospective effectiveness assessments to ensure that an economic relationship continues to exist between
the hedged item and hedging instrument. The Group generally enters into hedge relationships where the critical terms of the hedging instrument match
exactly with the hedged item, meaning that the economic relationship between the hedged item and hedging instrument is evident, so only a qualitative
assessment is performed. When a qualitative assessment is not considered sufficient, for example when the critical terms of the hedging instrument do
not match exactly with the hedged item, a quantitative assessment of hedge effectiveness will also be performed. The hedge ratio is set on inception for
all hedge relationships and is dependent on the alignment of the critical terms of the hedging instrument to the hedged item (in most instances these are
matched, so the hedge ratio is 1:1).
Financial Statements
Unilever Annual Report and Accounts 2025
169
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS UNILEVER GROUP
16B. MANAGEMENT OF MARKET RISK continued
The Group’s exposure to, and management of, these risks is explained below. It often includes derivative financial instruments, the uses of which are
described in note 16C.
Potential impact of risk 
Management policy and
hedging strategy 
Sensitivity to the risk 
(i) Commodity price risk
The Group is exposed to the risk of changes in
commodity prices in relation to its purchase
of certain raw materials.
At 31 December 2025 , the Group had hedged its
exposure to future commodity purchases with
commodity derivatives valued at €284  million
(2024 : €660 million).
Hedges of future commodity purchases resulted
in cumulative gains of €83  million (2024: gain of
27 million) being reclassified to the income
statement and gains of €28  million (2024: gain
of €11 million) being recognised as a basis
adjustment to inventory purchased.
The Group uses commodity forwards, futures,
swaps and option contracts to hedge against this
risk. All commodity forward contracts hedge
future purchases of raw materials and the
contracts are settled either in cash or by physical
delivery.
The Group also hedges risk components of
commodities where it is not possible to hedge
the commodity in full. This is done with
reference to the contract to purchase the
hedged commodity.
Commodity derivatives are generally
designated as hedging instruments in cash flow
hedge accounting relations. All commodity
derivative hedging is done in line with CRM
policy approved by the Chief Financial Officer
and Chief Supply Chain Officer.
A 10% increase in commodity prices as at
31 December 2025 would have led to
a € 38  million gain on the commodity
derivatives in the cash flow hedge reserve
( 2024: €81 million gain in the cash flow
hedge reserve).
A decrease of 10% in commodity prices on
a full-year basis would have the equal but
opposite effect.
(ii) Currency risk
Currency risk on sales, purchases and
borrowings
Because of Unilever’s global reach, it is subject
to the risk that changes in foreign currency
values impact the Group’s sales, purchases and
borrowings.
At 31 December 2025, the exposure to the Group
from companies holding financial assets and
liabilities other than in their functional currency
amounted to €139 million (2024: €351 million).
The Group manages currency exposures within
prescribed limits, mainly through the use of
forward foreign currency exchange contracts.
Operating companies manage foreign exchange
exposures within prescribed limits.
The aim of the Group’s approach to
management of currency risk is to leave
the Group with no material residual risk.
As an estimation of the approximate impact
of the residual risk, with respect to financial
instruments, the Group has calculated the
impact of a 10% change in exchange rates.
Impact on income statement
A 10% strengthening of the foreign currencies
against the respective functional currencies
of group companies would have led to
approximately an additional €14 million loss in
the income statement (2024: €35 million loss).
A 10% weakening of the foreign currencies
against the respective functional currencies of
group companies would have led to an equal
but opposite effect.
Impact on equity – trade-related cash flow
hedges
A 10% strengthening of foreign currencies
against the respective functional currencies
of group companies hedging future trade
cash flows and applying cash flow hedge
accounting, would have led to €66 million loss
(2024: €158 million loss) in equity.
A 10% weakening of the same would have
led to an equal but opposite effect.
As at year end, the Group had the below
notional amount of currency derivatives
outstanding to which cash flow hedge
accounting is applied:
Currency
€ million
2025
€ million
2024
EUR*
(18)
(1,014)
GBP
(560)
(404)
USD
242
306
SEK
(72)
(87)
CAD
(109)
(194)
SGD
62
68
Others
(206)
(260)
Total
(661)
(1,585)
*    Euro exposure relates to group companies having
non-euro functional currencies.
170
Unilever Annual Report and Accounts 2025
Financial Statements
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS UNILEVER GROUP
16B. MANAGEMENT OF MARKET RISK continued
Potential impact of risk
Management policy and
hedging strategy 
Sensitivity to the risk 
Currency risk on the Group’s net investments
The Group is also subject to currency risk in
relation to the translation of the net investments
of its foreign operations into euros for inclusion
in its consolidated financial statements.
These net investments include Group financial
loans, which are monetary items that form part
of our net investment in foreign operations, of
4.4 billion (2024 : €7.9 billion), of which €3.1
billion (2024: €3.5 billion) is denominated in USD
and nil in GBP (2024: €3.1 billion). In accordance
with IAS 21, the exchange differences on these
financial loans are booked through reserves.
Part of the currency exposure on the Group’s
investments is also managed using net
investment hedges for the currencies listed
below, with nominal values as stated below.
Unilever aims to minimise this currency risk
on the Group’s net investment exposure by
borrowing in local currency in the operating
companies themselves. In some locations,
however, the Group’s ability to do this is
inhibited by local regulations, lack of local
liquidity or by local market conditions.
Treasury may decide on a case-by-case basis to
actively hedge the currency exposure from net
investment in foreign operations. This is done
either through additional borrowings in the
related currency, or through the use of foreign
exchange derivative contracts.
Where local currency borrowings, or derivative
contracts, are used to hedge the currency risk in
relation to the Group’s net investment in foreign
subsidiaries, these relationships are designated
as net investment hedges for accounting
purposes.
Exchange risk related to the principal amount of
the USD denominated debt either forms part of
hedging relationship itself, or is hedged through
forward contracts.
Impact on equity – net investment hedges
A 10% strengthening of the euro against other
currencies would have led to €43 million
(2024: €162 million) loss in the equity on the
net investment hedges used to manage the
currency exposure on the Group’s investments.
A 10% weakening of the euro against other
currencies would have led to an equal but
opposite effect.
Impact on equity – net investments in group
companies
A 10% strengthening of the euro against all
other currencies would have led to €2,160
million negative retranslation effect (2024:
€2,600 million negative retranslation effect).
A 10% weakening of the euro against all other
currencies would have led to an equal but
opposite effect.
In line with accepted hedge accounting
treatment and our accounting policy for
financial loans, the retranslation differences
would be recognised in equity.
Currency
€ million
2025
€ million
2024
USD
2,762
3,023
CNY
(999)
(1,081)
ILS
(338)
(323)
TRY
(245)
CHF
(750)
At 31 December 2025, the net exposure of the net
investments in foreign currencies amounts to
21.6 billion (2024: €26.0 billion).
(iii) Interest rate risk(a)
The Group is exposed to market interest rate
fluctuations on its floating-rate debt. Increases in
benchmark interest rates could increase the interest
cost of our floating-rate debt and increase the cost
of future borrowings. The Group’s ability to manage
interest costs also has an impact on reported results.
The Group does not have any material floating
interest-bearing financial assets or any
significant long-term fixed interest-bearing
financial assets. Consequently, the Group’s
interest rate risk arises mainly from financial
liabilities other than lease liabilities.
Taking into account the impact of interest rate
swaps, at 31 December 2025, interest rates were
fixed on approximately 84% of the expected
financial liabilities (excluding lease liabilities) for
2026, and 71% for 2027 (76% for 2025 and 68% for
2026 at 31 December 2024).
As at year end, the Group had the below notional
amount of interest rate derivatives outstanding on
which hedge accounting is applied:
Unilever’s interest rate management approach
aims for an optimal balance between fixed-
and floating-rate interest rate exposures on
expected financial liabilities. The objective of this
approach is to minimise annual interest costs.
This is achieved either by issuing fixed- or
floating-rate long-term debt, or by modifying
interest rate exposure through the use of interest
rate swaps.
The majority of the Group’s existing interest rate
derivatives are designated as fair value hedges
and are expected to be effective. The fair value
movement of these derivatives is recognised in
the income statement, along with any changes in
the relevant fair value of the underlying hedged
asset or liability.
Impact on income statement
Assuming that all other variables remain
constant, a 1.0 percentage point increase in
floating interest rates on a full-year basis as
at 31 December 2025 would have led to an
additional €47  million of additional finance
cost ( 2024: €94 million additional finance
costs).
A 1.0 percentage point decrease in floating
interest rates on a full-year basis would have
led to an equal but opposite effect.
Assuming that all other variables remain
constant, a 1.0 percentage point increase
in interest rates on a full-year basis as at
31 December 2025 would have led to an
additional €20 million of additional finance
costs related to net investment hedge interest
rate swaps (2024: €12 million cost).
A 1.0 percentage point decrease in interest
rates on a full-year basis would have led to
an additional €22 million of finance income
related to net investment hedge interest rate
swaps (2024: €12 million income).
Impact on equity – cash flow hedges
Assuming that all other variables remain
constant, a 1.0 percentage point increase
in interest rates on a full-year basis as at
31 December 2025 would have led to an
additional €6 million debit in equity from
derivatives in cash flow hedge relationships
(2024: €5 million credit).
A 1.0 percentage point decrease in interest
rates on a full-year basis would have led to
an additional €7 million credit in equity from
derivatives in cash flow hedge relationships
(2024: €5 million debit).
Cash flow hedge
€ million
2025
€ million
2024
Currency
5,852
2,211
EUR
5,000
1,250
USD
852
961
Fair value hedge
Currency
3,494
3,660
EUR
2,000
2,000
USD
1,150
1,298
GBP
344
362
Net investment hedge
Currency
599
647
CNY
599
647
For interest management purposes, transactions
with a maturity shorter than six months from
inception date are not included as fixed interest
transactions.
The average interest rate on short-term
borrowings in 2025 was 4.3% (2024 : 6.3%).
(a) See the weighted average amount of financial liabilities with fixed-rate interest shown in the following table.
Financial Statements
Unilever Annual Report and Accounts 2025
171
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS UNILEVER GROUP
16B. MANAGEMENT OF MARKET RISK continued
The following table shows the split in fixed- and floating-rate interest exposures, taking into account the impact of interest rate swaps:
€ million
2025
€ million
2024
Current financial liabilities
(2,582)
(6,987)
Non-current financial liabilities
(25,696)
(25,066)
Total financial liabilities
(28,278)
(32,053)
Less: lease liabilities
(1,326)
(1,486)
Financial liabilities (excluding lease liabilities)
26,952
30,567
Of which:
Fixed rate (weighted average amount of fixing for the following year)
(22,228)
(21,151)
16C. DERIVATIVES AND HEDGING
The Group does not use derivative financial instruments for speculative purposes. The uses of derivatives and the related values of derivatives are
summarised in the following table. Derivatives used to hedge:
€ million
Trade
and other
receivables
€ million
Current
financial
assets
€ million
Non-current
financial
assets
€ million
Trade
payables
and other
liabilities
€ million
Current
financial
liabilities
€ million
Non-current
financial
liabilities
€ million
Total
31 December 2025
Foreign exchange derivatives
Fair value hedges
Cash flow hedges
5
(30)
(25)
Hedges on the net investment in foreign
operations
12
(a)
(36)
(a)
(24)
Hedge accounting not applied
12
38
(a)
4
(11)
(3)
(a)
40
Interest rate derivatives
Fair value hedges
(9)
(295)
(304)
Cash flow hedges
117
(102)
15
Hedges on the net investment in foreign
operations
19
19
Hedge accounting not applied
(7)
(7)
Commodity contracts
Cash flow hedges
3
(10)
(7)
Hedge accounting not applied
20
50
140
(51)
(48)
(404)
(293)
Total assets
210
Total liabilities
(503)
(293)
31 December 2024
Foreign exchange derivatives
Fair value hedges
Cash flow hedges
59
(28)
31
Hedges on the net investment in foreign
operations
69
(28)
(a)
41
Hedge accounting not applied
18
79
(a)
(8)
(124)
(a)
(35)
Interest rate derivatives
Fair value hedges
(423)
(423)
Cash flow hedges
58
(3)
55
Hedges on the net investment in foreign
operations
(16)
(16)
Hedge accounting not applied
1
10
11
Commodity contracts
Cash flow hedges
126
(20)
106
Hedge accounting not applied
203
149
68
(56)
(152)
(442)
(230)
Total assets
420
Total liabilities
(650)
(230)
(a) Swaps that hedge the currency risk on intra-group loans and offset ‘Hedges of net investments in foreign operations’ are included within ‘Hedge accounting not applied’.
See below for further details.
172
Unilever Annual Report and Accounts 2025
Financial Statements
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS UNILEVER GROUP
16C. DERIVATIVES AND HEDGING continued
Master netting or similar agreements
A number of legal entities within the Group enter into derivative transactions under International Swaps and Derivatives Association (ISDA) master
netting agreements. In general, under such agreements the amounts owed by each counterparty on a single day in respect of all transactions
outstanding in the same currency are aggregated into a single net amount that is payable by one party to the other. In certain circumstances, such as
when a credit event such as a default occurs, all outstanding transactions under the agreement are terminated, the termination value is assessed and
only a single net amount is payable in settlement of all transactions.
The ISDA agreements do not meet the criteria for offsetting the positive and negative values in the consolidated balance sheet. This is because the Group
does not have a legally enforceable right to offset recognised amounts against counterparties, as the right to offset is enforceable only upon the
occurrence of credit events such as a default.
The column ‘Related amounts not set off in the balance sheet – Financial instruments’ shows the netting impact of our ISDA agreements, assuming the
agreements are respected in the relevant jurisdiction.
(i) Financial assets
The following financial assets are subject to offsetting, enforceable master netting arrangements and similar agreements.
Related amounts not set
off in the balance sheet
As at 31 December 2025
€ million
Gross amounts of
recognised
financial assets
€ million
Gross amounts
of recognised
financial assets
set off in the
balance sheet
€ million
Net amounts of
financial assets
presented in the
balance sheet
€ million
Financial
instruments
€ million
Cash
collateral
received
€ million
Net amount
Derivative financial assets
229
(19)
210
(162)
(28)
20
As at 31 December 2024
Derivative financial assets
478
(58)
420
(174)
(89)
157
(ii) Financial liabilities
The following financial liabilities are subject to offsetting, enforceable master netting arrangements and similar agreements.
Related amounts not set
off in the balance sheet
As at 31 December 2025
€ million
Gross amounts
of recognised
financial
liabilities
€ million
Gross amounts
of recognised
financial liabilities
set off in the
balance sheet
€ million
Net amounts
of financial
liabilities
presented in the
balance sheet
€ million
Financial
instruments
€ million
Cash
collateral
received
€ million
Net amount
Derivative financial liabilities
(522)
19
(503)
162
(341)
As at 31 December 2024
Derivative financial liabilities
(708)
58
(650)
174
(476)
Financial Statements
Unilever Annual Report and Accounts 2025
173
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS UNILEVER GROUP
17. Investment and return
Cash and cash equivalents
Cash and cash equivalents in the balance sheet include deposits, investments in money market funds and highly liquid investments. To be
classified as cash and cash equivalents, an asset must:
be readily convertible into cash;
have an insignificant risk of changes in value; and
have a maturity period of typically three months or less at acquisition.
Cash and cash equivalents in the cash flow statement also include bank overdrafts and are recorded at amortised cost.
Other financial assets
The Group classifies its financial assets into the following measurement categories:
those to be measured subsequently at fair value (either through other comprehensive income, or through profit or loss), and
those to be measured at amortised cost.
This classification depends on our business model for managing the financial asset and the contractual terms of the cash flows.
At initial recognition, the Group measures a financial asset at its fair value plus, in the case of a financial asset not at fair value through profit or loss,
transaction costs that are directly attributable to the acquisition of the financial asset. Transaction costs of financial assets carried at fair value through
profit or loss are expensed in the income statement.
All financial assets are either debt instruments or equity instruments. Debt instruments are those that provide the Group with a contractual right to
receive cash or another asset. Equity instruments are those where the Group has no contractual right to receive cash or another asset.
Debt instruments
The subsequent measurement of debt instruments depends on the Group’s business model for managing the asset and the cash flow
characteristics of the asset. There are three measurement categories that debt instruments are classified as:
financial assets at amortised cost;
financial assets at fair value through other comprehensive income; or
financial assets at fair value through profit or loss.
(i) Amortised cost
Assets measured at amortised cost are those which are held to collect contractual cash flows on the repayment of principal or interest (SPPI). A gain
or loss on a debt investment recognised at amortised cost on derecognition or impairment is recognised in the income statement. Interest income is
recognised within finance income using the effective interest rate method.
(ii) Fair value through other comprehensive income
Assets that are held at fair value through other comprehensive income are those that are held to collect contractual cash flows on the repayment of
principal and interest and which are held to recognise a capital gain through the sale of the asset. Movements in the carrying amount are recognised
in other comprehensive income except for the recognition of impairment, interest income and foreign exchange gains or losses which are recognised
in the income statement. On derecognition, the cumulative gain or loss recognised in other comprehensive income is reclassified from equity to the
income statement. Interest income is included in finance income using the effective interest rate method.
(iii) Fair value through profit or loss
Assets that do not meet the criteria for either amortised cost or fair value through other comprehensive income are measured as fair value through
profit or loss. Related transaction costs are expensed as incurred. Unless they form part of a hedging relationship, these assets are held at fair value,
with changes being recognised in the income statement. Interest income from these assets is included within finance income.
Equity instruments
The Group subsequently measures all equity instruments at fair value. Where the Group has elected to present fair value gains and losses on equity
investments in other comprehensive income, there is no subsequent reclassification of fair value gains or losses to profit or loss. Dividends from these
investments continue to be recognised in the income statement.
Impairment of financial assets
Financial instruments classified as amortised cost and debt instruments classified as fair value through other comprehensive income are assessed for
impairment. The Group assesses the probability of default of an asset at initial recognition and then whether there has been a significant increase in
credit risk on an ongoing basis.
To assess whether there is a significant increase in credit risk, the Group compares the risk of a default occurring on the asset as at the reporting date
with the risk of default as at the date of initial recognition. It considers available reasonable and supportive forward-looking information.
Macroeconomic information (such as market interest rates or growth rates) is also considered.
Financial assets are written off when there is no reasonable expectation of recovery, such as a debtor failing to engage in a repayment plan with the
company. Impairment losses on assets classified as amortised cost are recognised in the income statement. When a later event causes the impairment
losses to decrease, the reduction in impairment loss is also recognised in the income statement. Permanent impairment losses on debt instruments
classified as fair value through other comprehensive income are recognised in the income statement.
174
Unilever Annual Report and Accounts 2025
Financial Statements
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS UNILEVER GROUP
17A. FINANCIAL ASSETS
The Group’s Treasury function aims to protect the Group’s financial investments, while maximising returns. The fair value of financial assets is considered
to be the same as the carrying amount for 2025 and 2024. The Group’s cash resources and other financial assets are shown below.
Financial assets(a)
€ million
Current
2025
€ million
Non-current
2025
€ million
Total
2025
€ million
Current
2024
€ million
Non-current
2024
€ million
Total
2024
Cash and cash equivalents
Cash at bank and in hand
2,490
2,490
3,241
3,241
Short-term deposits(b)
1,066
1,066
2,436
2,436
Other cash equivalents(c)
385
385
459
459
3,941
3,941
6,136
6,136
Other financial assets
Financial assets at amortised cost (d)
541
368
909
736
526
1,262
Financial assets at fair value through other comprehensive
income(e)
2,216
2,216
600
600
Financial assets at fair value through profit or loss:
Derivatives
50
140
190
149
68
217
Other (f)
530
341
871
445
377
822
1,121
3,065
4,186
1,330
1,571
2,901
Total
5,062
3,065
8,127
7,466
1,571
9,037
(a) For the purposes of this note and note 15C, financial assets and liabilities exclude trade and other current receivables and trade payables and other liabilities which are
covered in notes 13 and 14 respectively.
(b) Short-term deposits typically have maturity of up to three months.
(c) Other cash equivalents include investments in overnight funds and marketable securities.
(d) Current financial assets at amortised cost include short-term deposits with banks with maturities longer than three months excluding deposits which are part of a
recognised cash management process, fixed income securities and loans to joint venture entities. Non-current financial assets at amortised cost include judicial deposits
of €175 million (2024€196 million ).
(e) Included within non-current financial assets at fair value through other comprehensive income are equity investments. These investments are not held by Unilever for
trading purposes and hence the Group has opted to recognise fair value movements through other comprehensive income. This includes an amount of €1,655 million
related to the Group’s retained investment in TMICC recognised following the demerger of our Ice Cream business during the year. The fair value movement in 2025 of all
these equity investments was €(17) million (2024: €64 million).
(f) Current other financial assets at fair value through profit or loss include money market funds, marketable securities and other capital market instruments. Included within
non-current financial assets at fair value through profit or loss are assets in a trust to fund benefit obligations in the US (see also note 4B) of €23 million (2024: €30 million),
option to acquire non-controlling interest in subsidiaries of €16 million (2024: €27 million) and investments in financial institutions.
There were no significant changes on account of change in business model in classification of financial assets since 31 December 2024.
There are no financial assets that are designated at fair value through profit or loss, which would otherwise have been measured at fair value through
other comprehensive income or amortised cost.
Cash and cash equivalents reconciliation to the cash flow statement
€ million
2025
€ million
2024
Cash and cash equivalents per balance sheet
3,941
6,136
Less: Bank overdrafts
(65)
(180)
Add: Cash and cash equivalents included in assets held for sale
Less: Bank overdraft included in liabilities held for sale
(6)
(6)
Cash and cash equivalents per cash flow statement
3,870
5,950
Approximately €0.6 billion (or 15%) of the Group’s cash and cash equivalents are held in the parent and central finance companies, for maximum
flexibility. These companies provide loans to our subsidiaries that are also funded through retained earnings and third-party borrowings. The Group
maintain access to global debt markets through an infrastructure of short- and long-term debt programmes. The Group make use of plain vanilla
derivatives, such as interest rate swaps and foreign exchange contracts, to help mitigate risks. More detail is provided in notes 16, 16A, 16B and 16C on
pages 166 to 172.
The remaining €3.3 billion (or 85%) of the Group’s cash and cash equivalents are held in foreign subsidiaries which repatriate distributable reserves on a
regular basis. For most countries, this is done through dividends which are in some cases subject to withholding or distribution tax. This balance includes
€160 million (2024: €176 million) of cash that is held in a few countries where we face cross-border foreign exchange controls and/or other legal
restrictions that inhibit our ability to make these balances available for general use by the wider business. The cash will generally be invested or held in
the relevant country and, given the other capital resources available to the Group, does not significantly affect the ability of the Group to meet its cash
obligations.
Financial Statements
Unilever Annual Report and Accounts 2025
175
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS UNILEVER GROUP
17B. CREDIT RISK
Credit risk is the risk of financial loss to the Group if a customer or counterparty fails to meet its contractual obligations. Additional information in
relation to credit risk on trade receivables is given in note 13. These risks are generally managed by local controllers. Credit risk related to the use of
treasury instruments, including those held at amortised cost and at fair value through other comprehensive income, is managed on a Group basis. This
risk arises from transactions with financial institutions involving cash and cash equivalents, deposits and derivative financial instruments. The maximum
exposure to credit risk at the reporting date is the carrying value of each class of financial assets. To reduce this risk, Unilever has concentrated its main
activities with a limited number of counterparties which have secure credit ratings. Individual risk limits are set for each counterparty based on financial
position, credit rating and past experience. Credit limits and concentration of exposures are actively monitored by the Group’s Treasury department.
Netting agreements are also put in place with Unilever’s principal counterparties. In the case of a default, these arrangements would allow Unilever to
net assets and liabilities across transactions with that counterparty. To further reduce the Group’s credit exposures on derivative financial instruments,
Unilever has collateral agreements with Unilever’s principal counterparties in relation to derivative financial instruments. Under these arrangements,
counterparties are required to deposit securities and/or cash as a collateral for their obligations in respect of derivative financial instruments. At
31 December 2025, the collateral held by Unilever under such arrangements amounted to €28 million (2024: €89 million), which was entirely in cash.
Further details in relation to the Group’s exposure to credit risk are shown in note 13 and note 16A.
18. Financial instruments fair value risk
The Group is exposed to the risk of changes in fair value of its financial assets and liabilities. The following table summarises the fair values and carrying
amounts of financial instruments.
Fair values of financial assets and financial liabilities
€ million
Fair value
2025
€ million
Fair value
2024
€ million
Carrying amount
2025
€ million
Carrying amount
2024
Financial assets
Cash and cash equivalents
3,941
6,136
3,941
6,136
Financial assets at amortised cost
909
1,262
909
1,262
Financial assets at fair value through other comprehensive income
2,216
600
2,216
600
Financial assets at fair value through profit or loss
  Derivatives
190
217
190
217
  Other
871
822
871
822
8,127
9,037
8,127
9,037
Financial liabilities
Bank loans and overdrafts
(233)
(521)
(233)
(521)
Bonds and other loans
(25,655)
(28,037)
(26,038)
(28,648)
Lease liabilities
(1,326)
(1,486)
(1,326)
(1,486)
Derivatives
(452)
(594)
(452)
(594)
Other financial liabilities
(229)
(804)
(229)
(804)
(27,895)
(31,442)
(28,278)
(32,053)
The fair value of financial assets and financial liabilities (excluding listed bonds) is considered to be the same as the carrying amount for 2025 and 2024.
The fair value of trade receivables and payables is considered to be equal to the carrying amount of these items due to their short-term nature.
Fair value hierarchy
The fair values shown in notes 15C and 17A have been classified into three categories depending on the inputs used in the valuation technique.
The categories used are as follows:
Level 1: quoted prices for identical instruments;
Level 2: directly or indirectly observable market inputs, other than Level 1 inputs; and
Level 3: inputs which are not based on observable market data.
176
Unilever Annual Report and Accounts 2025
Financial Statements
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS UNILEVER GROUP
18. FINANCIAL INSTRUMENTS FAIR VALUE RISK continued
For assets and liabilities which are carried at fair value, the classification of fair value calculations by category is summarised below:
Notes
€ million
Level 1
2025
€ million
Level 1
2024
€ million
Level 2
2025
€ million
Level 2
2024
€ million
Level 3
2025
€ million
Level 3
2024
€ million
Total fair
value
2025
€ million
Total fair
value
2024
Assets at fair value
Financial assets at fair value
through other comprehensive
income
17A
1,663
10
4
4
549
586
2,216
600
Financial assets at fair value
through profit or loss:
    Derivatives(a)
16C
210
420
210
420
    Other
17A
530
445
341
377
871
822
Liabilities at fair value
  Derivatives (b)
16C
(503)
(650)
(503)
(650)
  Contingent consideration
14
(46)
(1)
(46)
(1)
(a) Includes €20 million (2024: €203 million) derivatives, reported within trade receivables, that hedge trading activities.
(b) Includes €(51) million (2024: €(56) million) derivatives, reported within trade payables, that hedge trading activities.
There were no significant changes in classification of fair value of financial assets and financial liabilities since 31 December 2024. There were also no
significant movements between the fair value levels since 31 December 2024.
The impact in 2025 income statement due to Level 3 instruments is a loss of €(46) million (2024: loss of €(58) million).
Reconciliation of Level 3 fair value measurements of financial assets and financial liabilities is given below:
Reconciliation of movements in Level 3 valuations
€ million
2025
€ million
2024
1 January
962
684
Gains/(losses) recognised in income statement
(46)
(58)
Gains/(losses) recognised in other comprehensive income
(22)
67
Purchases and new issues
30
135
Sales and settlements
(80)
134
31 December
844
962
SIGNIFICANT UNOBSERVABLE INPUTS USED IN LEVEL 3 FAIR VALUES
Assets valued using Level 3 techniques include €630 million (2024: €658 million) relating to a number of unlisted investments within Unilever Ventures
companies, none of which are individually material; €155 million (2024: €172 million) of long-term cash receivables under life insurance policies and
€16 million (2024: €27 million) for option to acquire non-controlling interest. Valuation techniques used are specific to each asset and liability, a change
in one or more of the inputs to reasonably possible alternative assumptions would not change the value significantly for all assets and liabilities.
Calculation of fair values
The fair values of the financial assets and liabilities are defined as the price that would be received to sell an asset or paid to transfer a liability in an
orderly transaction between market participants at the measurement date. Methods and assumptions used to estimate the fair values are consistent
with those used in the year ended 31 December 2024.
Assets and liabilities carried at fair value
The fair values of quoted investments falling into Level 1 are based on current bid prices.
The fair values of unquoted financial assets at fair value through other comprehensive income and at fair value through profit or loss are based on
recent trades in liquid markets, observable market rates, discounted cash flow analysis and statistical modelling techniques such as the Monte Carlo
simulation. If all significant inputs required to fair value an instrument are observable, the instrument is included in Level 2. If one or more of the
significant inputs is not based on observable market data, the instrument is included in Level 3.
Derivatives are valued using valuation techniques with market observable inputs. The models incorporate various inputs including the credit quality
of counterparties, foreign exchange spot and forward rates, interest rate curves and forward rate curves of the underlying commodities.
For listed securities where the market is not liquid, and for unlisted securities, valuation techniques are used. These include the use of recent arm’s
length transactions, reference to other instruments that are substantially the same and discounted cash flow calculations.
Other financial assets and liabilities (fair values for disclosure purposes only)
Cash and cash equivalents, trade and other current receivables, bank loans and overdrafts, trade payables and other current liabilities have fair
values that approximate to their carrying amounts due to their short-term nature.
The fair values of listed bonds are based on their market value.
Non-listed bonds, other loans, bank loans and non-current receivables and payables are based on the net present value of the anticipated future cash
flows associated with these instruments using rates currently available for debt on similar terms, credit risk and remaining maturities.
Policies and processes used in relation to the calculation of Level 3 fair values
Assets valued using Level 3 valuation techniques are primarily made up of long-term cash receivables and unlisted investments. Valuation techniques used are
specific to the circumstances involved. Unlisted investments include €630 million (2024: €658 million ) of investments within Unilever Ventures companies.
Financial Statements
Unilever Annual Report and Accounts 2025
177
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS UNILEVER GROUP
19. Provisions
Provisions are recognised where a legal or constructive obligation exists at the balance sheet date, as a result of a past event, where the amount of
the obligation can be reliably estimated and where the outflow of economic benefit is probable.
Provisions
€ million
2025
€ million
2024
Due within one year
589
831
Due after one year
539
571
Total provisions
1,128
1,402
Movements during 2025
€ million
Restructuring
€ million
Legal
€ million
Brazil
indirect taxes
€ million
Other
€ million
Total
1 January 2025
466
282
64
590
1,402
Additions through business combinations
13
13
Distributed through demerger
(16)
(16)
(4)
(23)
(59)
Income statement:
    Charges
261
132
9
166
568
    Releases
(202)
(15)
(5)
(83)
(305)
Utilisation
(284)
(69)
(4)
(54)
(411)
Currency translation
(11)
(26)
(43)
(80)
31 December 2025
214
301
60
553
1,128
Restructuring provisions primarily include people costs such as redundancy costs and the cost of compensation where manufacturing, distribution,
service or selling agreements are to be terminated. The Group expects these provisions to be substantially utilised within the next few years.
The Group is involved from time to time in legal and arbitration proceedings arising in the ordinary course of business. As previously disclosed, along
with other consumer product companies and retail customers, Unilever is involved in a number of ongoing investigations by national competition
authorities. These proceedings and investigations are at various stages and concern a variety of product markets. Where specific issues arise, provisions
are made to the extent appropriate. Due to the nature of the legal cases, the timing of utilisation of these provisions is uncertain.
Provisions for Brazil indirect taxes are separate from the matters listed as contingent liabilities in note 20. Unilever does not have provisions and
contingent liabilities for the same matters. Due to the nature of disputed indirect taxes, the timing of utilisation of these provisions is uncertain.
Other includes provisions for indirect taxes in countries other than Brazil, interest on tax provisions and provisions for various other matters. The timing
of utilisation of these provisions is uncertain.
20. Commitments and contingent liabilities
COMMITMENTS
Lease commitments are the future cash outflows from the lease contracts which are not recorded in the measurement of lease liabilities. These
include potential future payments related to leases of low-value assets, leases which are less than 12 months, variable leases, extension and
termination options and leases not yet commenced but which we have committed to.
Other commitments principally comprise commitments under contract to purchase materials and services. They do not include commitments to
purchase property, plant and equipment, which are reported in note 10 on pages 155 to 157.
Lease commitments and other commitments fall due as follows:
€ million
Leases
2025
€ million
Leases
2024
€ million
Other
commitments
2025
€ million
Other
commitments
2024
Within 1 year
89
101
1,371
1,654
Later than 1 year but not later than 5 years
80
163
1,848
2,360
Later than 5 years
43
66
268
184
212
330
3,487
4,198
178
Unilever Annual Report and Accounts 2025
Financial Statements
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS UNILEVER GROUP
20. COMMITMENTS AND CONTINGENT LIABILITIES continued
CONTINGENT LIABILITIES
Contingent liabilities are either possible obligations that will probably not require a transfer of economic benefits, or present obligations that may, but
probably will not, require a transfer of economic benefits. It is not appropriate to make provisions for contingent liabilities, but there is a chance that
they will result in an obligation in the future. Assessing the amount of liabilities that are not probable is highly judgemental, so contingent liabilities are
disclosed on the basis of the known maximum exposure or are unquantified where the financial impact cannot be reliably measured.
Contingent liabilities arise in respect of litigations against group companies, investigations by competition, regulatory and fiscal authorities and
obligations arising under environmental legislation. In many markets, there is a high degree of complexity involved in the local tax regimes. The majority
of contingent liabilities are in respect of fiscal matters in Brazil. In addition, the Group is subject to litigation arising from alleged asbestos contamination
in talcum powder products manufactured and sold decades ago. For cases where settlement is probable and can be reliably estimated, a provision has
been recognised. Other cases, where the estimated financial impact cannot be reliably estimated, are unquantified contingent liabilities.
In the case of fiscal matters, the known maximum exposure is the amount included in a tax assessment.
Summary of contingent liabilities
€ million
2025
€ million
2024
Corporate reorganisation – IPI, PIS and COFINS taxes and penalties
3,557
3,230
Inputs for PIS and COFINS taxes
13
35
Goodwill amortisation
155
144
Other tax assessments – approximately 500 cases
771
855
Total Brazil Tax
4,496
4,264
Other contingent liabilities
496
571
Total contingent liabilities
4,992
4,835
Brazil tax
During 2004, and in common with many other businesses operating in Brazil, one of our Brazilian subsidiaries received a notice of infringement from
the Federal Revenue Service in respect of indirect taxes regarding corporate reorganisation. The notice alleges that a 2001 reorganisation of our local
corporate structure was undertaken without a valid business purpose. The 2001 reorganisation was comparable with restructuring done by many
companies in Brazil. The original dispute was resolved in the courts in the Group’s favour. However, in 2013 a new assessment was raised in respect
of a similar matter. Additionally, during the course of 2014 and between 2017 and 2025, other notices of infringement were issued based on the same
grounds argued in the previous assessments. The total amount of the tax assessments in respect of this matter is €3,557 million (2024: €3,230 million).
The Group believes that the likelihood that the Brazilian tax authorities will ultimately prevail is low, however there can be no guarantee of success in
court. In each case, we believe our position is strong, so they have not been provided for and are considered to be contingent liabilities. Due to the fiscal
environment in Brazil, there remains the possibility of material tax assessments related to the same matters for periods not yet assessed. We expect that
tax litigation cases related to this matter may move from the Administrative to the Judicial Courts, although the exact timing is uncertain. In such case,
we will be required to make a judicial deposit or provide a guarantee in respect of the disputed tax, interest and penalties. The judicial process in Brazil
is likely to take a number of years to conclude.
The contingent liabilities reported for indirect taxes relating to disputes with the Brazilian authorities are separate from the provisions listed in note 19.
Unilever does not hold provisions and contingent liabilities for the same matters.
21. Demerger of the Ice Cream Business
On 6 December 2025, Unilever completed the separation of its Ice Cream business, now known as The Magnum Ice Cream Company N.V. (‘TMICC’)
an independent listed company incorporated and headquartered in the Netherlands. The separation was effected through a demerger of 80.15% of
Unilever’s holding in TMICC to Unilever shareholders. Unilever retained a 19.85% stake in TMICC, which has been recognised as an equity investment.
TMICC shares were admitted to trading on Euronext Amsterdam, the London Stock Exchange and the New York Stock Exchange on 8 December 2025.
Under IFRIC 17 ‘Distributions of Non-cash Assets to Owners’, a liability and an equity distribution are measured at the fair value of the assets to be
distributed when the dividend is appropriately authorised and no longer at the entity’s discretion. The liability, dividend distribution and associated gain
on demerger were recognised in December 2025 when the demerger distribution was authorised.
The fair value of the Ice Cream business was €8.4 billion. This was measured by reference to the daily closing quoted average TMICC share price over
a five-day period post-listing, which was considered representative of the fair value at the distribution date. A gain on distribution of the Ice Cream
business was recorded in the Income Statement in 2025. This gain is presented as part of discontinued operations and is exempt from tax.
The gain included €1.7 billion relating to the measurement of the retained stake to fair value using the same methodology. Any future gains or losses on
the retained stake will be recognised in other comprehensive income.
The carrying value of the net assets of the Ice Cream business in the consolidated financial statements was €4.0 billion.
In addition, there was a reclassification of the Group’s share of cumulative exchange differences arising on translation of the foreign currency net assets
from reserves to the income statement of €1.0 billion. The total gain on the demerger of the Ice Cream business was €3.4 billion.
Financial Statements
Unilever Annual Report and Accounts 2025
179
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS UNILEVER GROUP
21. DEMERGER OF THE ICE CREAM BUSINESS continued
Total gain on demerger calculation
€ million
2025
Fair value of the Ice Cream business distributed
(80.15%)
6,752
Fair value of the retained ownership in TMICC
(19.85%)
1,672
Total fair value
8,424
Carrying amount of the net assets and liabilities distributed/derecognised, comprised of:
Goodwill
(3,322)
Intangible assets
(729)
Property, plant and equipment
(2,234)
Pension assets
(80)
Inventories
(925)
Net deferred tax assets
(302)
Other non-current assets
(10)
Trade and other receivables
(1,960)
Cash and cash equivalents
(531)
Current tax assets
(43)
Trade payables and other current liabilities
2,797
Financial liabilities
3,179
Pension liabilities
86
Provisions
59
Total carrying amount of net assets derecognised
(4,015)
Gain on demerger before exchange movements
4,409
Loss on recycling of currency retranslation on disposal
(1,036)
Total gain on the demerger after tax
3,373
Financial information relating to the operations of Ice Cream is set out below and includes financial information up until the date of the demerger. We have
reported everything from turnover to operating profit in line with what was previously disclosed for the Ice Cream business as discontinued operations
for the financial years 2023 and 2024. Below operating profit, some allocations have been made to income and costs not historically reported as part of
our segment information, where costs are shared by the Ice Cream business. We have recognised the India Ice Cream business as part of discontinued
operations and recognised the related assets and liabilities as held for sale in the balance sheet, following an agreement to sell this business to The Magnum
Ice Cream Company in the first half of 2026.
Unilever will continue to provide services (including IT infrastructure, marketing and co-packing services), supply materials, and continue to invoice and
collect cash on behalf of The Magnum Ice Cream Company under a Transitional Services Agreement (TSA). The management fee for these services is
recognised within operating profit. The TSA will continue for a maximum period of two years from the demerger of the Ice Cream business.
This financial information may differ, both in purpose and basis of preparation, from the Historical Financial Information and the Interim Financial
Information included in The Magnum Ice Cream Company’s prospectus and from that which may be published by The Magnum Ice Cream Company.
As a result, while the two sets of financial information may be similar, they may not be the same because of certain differences in accounting and
disclosure under IFRS, including differences in perimeter.
The total results from discontinued operations are as follows (2025 results are for the year to date until 6 December):
Total results from discontinued operations (Ice Cream)
€ million
2025
€ million
2024
€ million
2023
Turnover
7,691
8,282
7,924
Operating profit
677
571
760
Profit before tax from discontinued operations
613
498
712
Taxation
(188)
(168)
(209)
Profit after taxation from discontinued operations
425
330
503
Total gain on demerger after tax
3,373
Profit after taxation on demerger of discontinued operations
3,798
330
503
Attributable to:
Non-controlling interests
11
16
18
Shareholders’ equity
3,787
314
485
Basic earnings per share from discontinued operations (€)
1.73
0.14
0.22
Diluted earnings per share from discontinued operations (€)
1.73
0.14
0.22
Cash flows from discontinued operations included an operating inflow of €0.3 billion. Investing outflow was €0.7 billion, mainly from the cash de-
recognised at the time of the demerger and capital expenditure. Financing activities contributed a €3.0 billion inflow, primarily from the bond issuance
completed by TMICC. Of this bond finance, €2.7 billion was used to settle an intercompany position between TMICC and Unilever prior to the demerger.
The total cash flows arising from discontinued operations are as follows (2025 results are for the year to date until 6 December):
€ million
2025
€ million
2024
€ million
2023
Net operating cash flows attributable to discontinued operations
298
1,058
1,033
Net investing cash flows attributable to discontinued operations
(724)
(202)
(883)
Net financing cash flows attributable to discontinued operations
3,070
(112)
(109)
180
Unilever Annual Report and Accounts 2025
Financial Statements
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS UNILEVER GROUP
22. Acquisitions and disposals
Business combinations are accounted for using the acquisition accounting method as at the acquisition date, which is the date at which control is
transferred to the Group.
Goodwill is measured at the acquisition date as the fair value of consideration transferred, plus non-controlling interests and the fair value of any
previously held equity interests less the net recognised amount (which is generally fair value) of the identifiable assets and liabilities assumed.
Goodwill is subject to an annual review for impairment (or more frequently if necessary) in accordance with our accounting policies. Any
impairment is charged to the income statement as it arises. Detailed information relating to goodwill is provided in note 9 on pages 152 to 154.
Non-controlling interests are valued based on the proportion of net assets of the acquired company at the date of acquisition.
Transaction costs are expensed as incurred.
Changes in ownership that do not result in a change of control are accounted for as equity transactions and therefore do not have any impact on
goodwill. The difference between consideration and the non-controlling share of net assets acquired is recognised within equity.
2025
In 2025, the Group completed the business acquisitions and disposals as listed below:
Deal completion date
Acquired/disposed business
1 April 2025
Acquired 100% of Wild, a UK-based company known for its natural, refillable deodorants, lip balms, body washes
and handwashes.
1 April 2025
Sold Conimex brand to Paulig Group.
1 April 2025
Acquired the remaining 20% of Nutraceutical Wellness, Inc. (Nutrafol), bringing the Group’s ownership to 100%.
21 April 2025
HUL acquired 90.5% of Minimalist, an India-based premium actives-led beauty brand.
2 September 2025
Acquired 98.7% of Dr. Squatch, a US-based brand specialising in natural personal care products.
In addition to the transactions listed above, in the first quarter of 2026, Unilever completed the disposals of the Graze and Indonesia Tea businesses.
Unilever also announced in January 2026 the agreement to sell its Home Care businesses in Colombia and Ecuador; the transactions are expected to
close during 2026.
Dr. Squatch Acquisition
On 2 September 2025, Unilever acquired 98.7% of the shares of Dr. Squatch, a US-based company specialising in natural personal care products. This
complementary acquisition marks another step in expanding Unilever’s portfolio towards premium and high-growth spaces. The total consideration
paid was €1,243 million.
The provisional fair value of net assets recognised on the balance sheet is €614 million. All balances are currently provisional, pending the completion of
the asset valuation review. The main asset acquired was the brand intangible valued using an income approach model by estimating future cash flows
generated by the brand and discounting them to present value using rates in line with a market participant expectation. The key assumptions in the
brand valuation are revenue growth and discount rates. A deferred tax liability related to the brand intangible estimated at €170 million was also
recognised. As part of the acquisition, goodwill of €637 million was recognised and is not deductible for tax purposes.
2024
In 2024, the Group completed the business acquisitions and disposals as listed below:
Deal completion date
Acquired/disposed business
1 February 2024
Acquired 91.88% of K18, a US-based premium hair care brand. The acquisition complements Unilever’s existing Beauty
& Wellbeing portfolio, with a range of high-quality, hair care products.
1 June 2024
Sold Elida Beauty to Yellow Wood Partners LLC. Elida Beauty comprises more than 20 beauty and personal care
brands, such as Q-Tips, Caress, Timotei and TIGI.
1 August 2024
Sold Qinyuan Group (also known as ’Truliva’) to Yong Chao Venture Capital Co., Ltd. Qinyuan Group offers a range of
water purification solutions to households in China.
8 October 2024
Sold the Russian subsidiary to Arnest Group. The sale includes all of Unilever’s business in Russia and its four factories
in the country, along with our business in Belarus.
1 November 2024
Sold Pureit to A.O. Smith. Pureit offers a range of water purification solutions across India, Bangladesh, Sri Lanka,
Vietnam and Mexico, among others.
EFFECT ON CONSOLIDATED INCOME STATEMENT
If the acquisition deals completed in 2025 had all taken place at the beginning of the year, Group turnover would have been €50,861 million, and Group
operating profit would have been €9,047 million. In 2024, if all of the acquisitions had taken place at the beginning of the year, Group turnover for 2024
would have been €52,490 million and Group operating profit would have been €8,831 million.
Financial Statements
Unilever Annual Report and Accounts 2025
181
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS UNILEVER GROUP
22. ACQUISITIONS AND DISPOSALS continued
EFFECT ON CONSOLIDATED BALANCE SHEET
Acquisitions
The following table sets out the effect of acquisitions on the consolidated balance sheet in 2025, as well as the comparative year. The fair values
currently used for opening balances are provisional. These balances remain provisional due to there being outstanding relevant information in regard
to facts and circumstances that existed as of the acquisition date and/or where valuation work is still ongoing.
€ million
2025
€ million
2024
Intangible assets
1,109
382
Other non-current assets
67
14
Trade and other receivables
66
15
Other current assets (a)
134
36
Non-current liabilities(b)
(311)
(99)
Current liabilities
(85)
(15)
Net assets acquired
980
333
Non-controlling interest
(30)
(27)
Goodwill (c)
784
310
Total consideration
1,734
616
of which:
Cash
1,687
616
Deferred consideration
47
(a) 2025 includes inventories of €103 million and cash and cash equivalents of €27 million.
(b) 2025 includes deferred tax of €290 million (2024: €99 million).
(c) Goodwill not deductible for tax purposes.
Goodwill represents the future value that the Group believes it will obtain through operational synergies and the application of acquired company
ideas to existing Unilever channels and businesses. Detailed information relating to goodwill is provided in note 9 on pages 152 to 154.
Disposals
The following table sets out the effect of disposals on the consolidated balance sheet in 2025, as well as the comparative year. The results of disposed
businesses are included in the consolidated financial statements up until their date of disposal.
€ million
2025
€ million
2024
Goodwill and intangible assets(a)
71
1,107
Other non-current assets
27
218
Current assets
8
700
Liabilities
(1)
(683)
Net assets sold
105
1,342
Loss on recycling of currency retranslation on disposal
24
545
Non-controlling interest
0
(85)
Profit/(loss) on sale attributable to Unilever
(36)
(406)
Total consideration
93
1,396
of which:
Cash
93
1,299
Non-cash items and deferred consideration
0
97
(a) 2025 includes intangibles of €56 million relating to the disposals of of The Vegetarian Butcher, Kate Somerville and Conimex businesses (2024 includes intangibles of
€984 million relating to the disposals of the Elida Beauty, Russia and Truliva businesses).
182
Unilever Annual Report and Accounts 2025
Financial Statements
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS UNILEVER GROUP
23. Related party transactions
A related party is a person or entity that is related to the Group. These include both people and entities that have, or are subject to, the influence or
control of the Group.
Joint ventures
The following related party balances existed with joint venture businesses at 31 December:
Related party balances
€ million
Total 2025
€ million
Total 2024
Sales to joint ventures
1,018
1,168
Purchases from joint ventures
128
110
Receivables from joint ventures
90
112
Payables to joint ventures
149
111
Loans to joint ventures
205
227
Royalties and service fees
23
9
Significant joint ventures are Unilever FIMA LDA and Gallo Worldwide LDA in Portugal, Binzagr Unilever Distribution in the Middle East, the Pepsi Lipton
Tea Partnership in the US and Pepsi Lipton International Ltd for the rest of the world.
All transactions between the group and related parties are conducted on arm’s length basis.
Associates
There are no trading balances due to or from associates .
24. Share buyback
On 13 February 2025, Unilever PLC announced a share buyback programme for an aggregate market value up to €1.5 billion. The programme was
completed on 30 May 2025, with the Group repurchasing 27,815,955 – (2024: 27,368,909) ordinary shares which were held by Unilever as treasury
shares until their cancellation in December 2025. Consideration paid in 2025 for the repurchase of shares including transaction costs was 1,510 million
(2024: 1,508 million) and was recognised in other reserves.
25. Remuneration of auditors
€ million
2025
€ million
2024
€ million
2023
Fees payable to the Group’s auditors for the audit of the consolidated and parent
company accounts of Unilever PLC
13
12
7
Fees payable to the Group’s auditors for the audit of accounts of subsidiaries of
Unilever PLC pursuant to legislation(a)(b)
19
20
16
Total statutory audit fees
32
32
23
Fees payable to the Group’s auditors for the audit of non-statutory
financial statements (c)
15
8
Audit-related assurance services(d)
2
1
Other taxation advisory services
Services relating to corporate finance transactions
Other assurance services(e)
10
7
1
All other non-audit services(f)
Total fees payable
59
48
24
(a) Comprises fees payable to the KPMG network of independent member firms affiliated with KPMG International Cooperative for audit work on statutory financial
statements and Group reporting returns of subsidiary companies.
(b) Amount payable to KPMG in respect of services supplied to associated pension schemes was less than €1 million individually and in aggregate ( 2024: less than
€1 million individually and in aggregate; 2023 : less than €1 million individually and in aggregate).
(c) 2025 includes fees payable for reporting accountant services on the historical financial information of the Ice Cream business.
(d) 2025 includes €1 million relating to services performed on the historical interim financial information of the Ice Cream business.
(e) 2025 includes 6 million related to reporting accountant services performed in preparation for the demerger of the Ice Cream business. 2025 and 2024 include fees
payable for CSRD assurance reporting services. With the exception of these services, amounts paid in relation to each type of service are less than €1 million individually
and in aggregate (2024 : less than €1 million and in aggregate; 2023 : less than €1 million and in aggregate).
(f) 2025, 2024 and 2023 include various services, each less than €1 million individually.
Financial Statements
Unilever Annual Report and Accounts 2025
183
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS UNILEVER GROUP
26. Events after the balance sheet date
Where events occurring after the balance sheet date provide evidence of conditions that existed at the end of the reporting period, the impact of
these events is adjusted within the financial statements. Otherwise, events after the balance sheet date of a material size or nature are disclosed
below.
On 12 February 2026 , Unilever announced a quarterly dividend with the 2025 fourth-quarter results of €0.47/£0.41 per PLC ordinary share. The total
value of the announced dividend is €1,017 million.
In February 2026, we announced a share buyback programme of €1.5 billion to be conducted during 2026.
27. Significant subsidiaries
The following represents the significant subsidiaries of the Group at 31 December 2025, that principally affect the turnover, profit and net assets of the
Group. The percentage of share capital shown below represents the aggregate percentage of equity capital directly or indirectly held by Unilever PLC
in the company. The companies are incorporated and principally operated in the countries under which they are shown except where stated otherwise.
Country
Name of company
Shareholding
Argentina
Unilever de Argentina S.A.
100%
Australia
Unilever Australia Limited
100%
Brazil
Unilever Brasil Ltda.
100%
Canada
Unilever Canada, Inc.
100%
China
Unilever Services (Hefei) Co. Ltd
100%
England and Wales
Unilever Global IP Ltd
100%
England and Wales
Unilever U.K. Central Resources Limited
100%
England and Wales
Unilever UK & CN Holdings Limited
100%
England and Wales
Unilever U.K. Holdings Limited
100%
England and Wales
Unilever UK Limited
100%
France
Unilever France S.A.S.
100%
Germany
Unilever Deutschland GmbH
100%
Germany
Unilever Deutschland Holding GmbH
100%
India
Hindustan Unilever Limited
62%
Indonesia
PT Unilever Indonesia Tbk
85%
Italy
Unilever Italia Mkt Operations S.R.L.
100%
Mexico
Unilever de Mexico, S. de R.l. de C.V.
100%
Mexico
Unilever Manufacturera S. de R.L. de C.V.
100%
Netherlands
Unilever Europe B.V.
100%
Netherlands
Unilever Nederland B.V.
100%
Netherlands
Mixhold B.V.
100%
Netherlands
Unilever Finance Netherlands B.V.
100%
Netherlands
Unilever International Holdings B.V.
100%
Netherlands
Unilever IP Holdings B.V.
100%
Netherlands
UNUS Holding B.V.
100%
Pakistan
Unilever Pakistan Limited
99%
Philippines
Unilever Philippines, Inc.
100%
Singapore
Unilever Asia Private Limited
100%
South Africa
Unilever South Africa (Pty) Limited
100%
Switzerland
Unilever Finance International AG
100%
Thailand
Unilever Thai Trading Limited
100%
Turkey
Unilever Sanayi ve Ticaret Turk A.S.
100%
United States of America
Conopco, Inc.
100%
United States of America
Nutraceutical Wellness, Inc.
100%
United States of America
Paula's Choice, Inc.
100%
United States of America
The LIV Group, Inc.
100%
United States of America
Unilever Capital Corporation
100%
United States of America
Unilever North America Supply Chain Company LLC
100%
United States of America
Unilever United States, Inc.
100%
Vietnam
Unilever Vietnam International Company Limited
100%
See pages 192 to 200 for a complete list of subsidiary undertakings, associates and joint ventures.
184
Unilever Annual Report and Accounts 2025
Financial Statements
Company Accounts Unilever PLC
Income statement
for the year ended 31 December
Notes
€ million
2025
€ million
2024
Turnover
1
84
75
Services charged out to group companies
84
75
Incurred costs paid
(437)
(394)
Other Income
7
Operating loss
(346)
(319)
Net finance costs
(123)
(391)
  Finance income
70
86
  Finance costs
(193)
(477)
Income from shares in group companies
2
15,265
13,648
Loss on demerger
3
(2,992)
Profit before taxation
11,804
12,938
Taxation
4
(10)
36
Net profit
11,794
12,974
Statement of comprehensive income
€ million
2025
€ million
2024
Net profit
11,794
12,974
Other comprehensive income
Items that will not be reclassified to profit or loss, net of tax:
   Remeasurement of defined benefit pension plans, net of tax
3
4
Total comprehensive income
11,797
12,978
Statement of cash flows
Unilever PLC does not have cash and cash equivalents. Instead, Unilever PLC has current accounts with Unilever UK Central Resources Limited and
Unilever Finance International AG. Unilever UK Central Resources Limited and Unilever Finance International AG make and collect payments on behalf
of Unilever PLC.
Financial Statements
Unilever Annual Report and Accounts 2025
185
COMPANY ACCOUNTS UNILEVER PLC
Statement of changes in equity
Statement of changes in equity
€ million
Called up
Share capital
€ million
Share
premium
account
€ million
Capital
redemption
reserve
€ million
Other reserves
€ million
Retained profit
€ million
Total equity
1 January 2024(a)
88
52,844
22
668
23,359
76,981
Profit or loss for the period
12,974
12,974
Other comprehensive income, net of tax:
Remeasurement of defined benefit pension plan, net of tax
4
4
Total comprehensive income
12,978
12,978
Dividends on ordinary capital
(4,320)
(4,320)
Repurchase of shares (b)
(1,508)
(1,508)
Cancellation of treasury shares(d)
Other movements in treasury shares (c)
31
31
Other movements in equity
156
156
31 December 2024
88
52,844
22
(809)
32,173
84,318
Profit or loss for the period
11,794
11,794
Other comprehensive income, net of tax:
Remeasurement of defined benefit pension plan, net of tax
3
3
Total comprehensive income
11,797
11,797
Dividends on ordinary capital
(4,453)
(4,453)
Repurchase of shares (b)
(1,510)
(1,510)
Cancellation of treasury shares(d)
(3)
3
3,770
(3,770)
Other movements in treasury shares (c)
1
1
Dividend in Specie (e)
(6,752)
(6,752)
Other movements in equity
207
207
31 December 2025
85
52,844
25
1,452
29,202
83,608
(a) Balance as on 1 January 2024 includes an adjustment of €1,500 million under Other reserves relating to translation differences on share capital
and share premium arising from the change of presentational currency.
(b) Repurchase of shares reflects the cost of acquiring ordinary shares as part of the share buyback programme announced 8 February 2024 and
13 February 2025 (see note 11C).
(c) At 31 December 2025, 1,208,143 (2024: 1,998,281) treasury shares are held at an employee share ownership trust.
(d) During 2025, 13,288,138 PLC ordinary shares held as treasury shares were cancelled before the share consolidation and 51,625,153 cancelled after
the share consolidation. The amount paid to repurchase these shares was initially recognised in other reserves and is transferred to retained profit
on cancellation.
(e) Dividend in specie of The Magnum Ice Cream Company N.V. shares distributed to the shareholders €6,752 million (see note 5 of the Company
Accounts and note 15B of the consolidated financial statements).
186
Unilever Annual Report and Accounts 2025
Financial Statements
COMPANY ACCOUNTS UNILEVER PLC
Balance sheet
as at 31 December
Notes
€ million
2025
€ million
2024
Assets
Non-current assets
Investments in subsidiaries
5
94,776
88,035
Other non-current assets
6
936
1,552
Deferred tax assets
4
353
285
Financial assets
11
Pension assets
10
7
96,075
89,890
Current assets
Trade and other current receivables
7
774
220
Assets held for sale
8
213
987
220
Total assets
97,062
90,110
Liabilities
Current liabilities
Trade payables and other current liabilities
9
11,372
3,673
Financial liabilities
10
792
196
12,164
3,869
Non-current liabilities
Financial liabilities
10
1,289
1,921
Provisions
2
2
1,291
1,923
Total liabilities
13,454
5,792
Equity
Shareholders’ equity
Called up share capital
11
85
88
Share premium account
11
52,844
52,844
Capital redemption reserve
11
25
22
Other reserves
11
1,452
(809)
Retained profit
11
29,202
32,173
83,608
84,318
Total liabilities and shareholders’ equity
97,062
90,110
These financial statements have been approved by the Directors and signed on their behalf by Fernando Fernandez.
F Fernandez on behalf of The Board of Directors
4 March 2026
Financial Statements
Unilever Annual Report and Accounts 2025
187
Notes to the Company Accounts
Unilever PLC
Accounting information and policies
BASIS OF PREPARATION
The Company Accounts of PLC are prepared on the going concern basis
and in accordance with International Financial Reporting Standards (IFRS)
as issued by the International Accounting Standards Board (IASB), and UK-
adopted international accounting standards. The Company accounts
comply with the Companies Act 2006.
The accounts are prepared under the historical cost convention, except
for the revaluation of financial assets classified as ‘fair value through other
comprehensive income’ or ‘fair value through profit or loss’, as well as
derivative financial instruments, which are reported in accordance with
the accounting policies set out below.
Unilever PLC is included within the consolidated financial statements
of the Group. The consolidated financial statements of the Group are
prepared in accordance with IFRS. As PLC does not have cash and
cash equivalents, the Company is no longer presenting a separate
statement of cash flows.
ACCOUNTING POLICIES
The accounting policies of PLC Company Accounts are the same as the
Unilever Group, refer to pages 133 to 135, except for the accounting
policies included below.
Foreign currency
Effective from 1 January 2024, the functional currency of Unilever
PLC was changed from sterling to euro. This followed a review and
subsequent change of the internal debt of PLC, from sterling to euro,
which triggered a formal evaluation of PLC’s functional currency. The
change was applied prospectively.
Similarly, with effect from 1 January 2024, Unilever PLC’s presentational
currency was changed from sterling to euro to better align with its
functional and group’s presentational currencies. The amounts were
presented into euro using exchange rate as at 1 January 2024 except share
capital and share premium were presented using the rate at the date of
the Unification, the difference arising on presentation was recorded as
foreign currency translation reserves within the opening Other Reserves.
Transactions in foreign currencies are translated to the Company’s
functional currency at the foreign exchange rate ruling at the date of
the transaction. Monetary assets and liabilities denominated in foreign
currencies at the balance sheet date are retranslated to the functional
currency at the foreign exchange rate ruling at that date. Non-monetary
assets and liabilities that are measured in terms of historical cost in a
foreign currency are translated using the exchange rate at the date of the
transaction. Non-monetary assets and liabilities denominated in foreign
currencies that are stated at fair value are retranslated to the functional
currency at foreign exchange rates ruling at the date the fair value was
determined. Foreign exchange differences arising on translation of
monetary assets and liabilities are recognised in the income statement.
Turnover
Turnover excludes value added tax and includes service fees received
from group companies. Revenue from services is recognised over
time based on the usage of these services by group companies.
Operating profit
The operating profit is stated after deducting the costs that are mainly
related to the delivered services. Expenses are allocated to the period
in which they relate.
The operating profit includes residual central group costs charged to
PLC from another group company, Unilever Europe Business Centre
B.V. (UEBC). These residual costs arise because central group costs are
incurred and charged out to group entities by UEBC, but some of these
are not able to be recovered by UEBC. These costs are recharged to PLC
a the ultimate parent entity of the Group.
Investment in subsidiaries
Shares in group companies are stated at cost less any amounts written
off to reflect an impairment.
Dividends
Dividends payable and dividends receivable are recognised in the
financial statements in the year in which they are approved.
Assets and liabilities held for sale
Disposal groups are classified as held for sale when their carrying amount
is expected to be recovered primarily through a sale or distribution to
shareholders, rather than through continued use. To qualify, the disposal
group must be available for sale or distribution in its current condition, and
the transaction must be considered highly probable. Assets held for sale or
distribution are measured at the lower of their carrying amount and fair
value less costs to sell or distribute.
Financial guarantees
Where PLC enters into financial guarantee contracts to guarantee the
indebtedness of other companies within its group, it considers these to be
insurance arrangements and account for them as such. IFRS 17 ‘Insurance
Contracts’ has been released and is mandatory for annual reporting
periods beginning on or after 1 January 2023. The standard provides
that wherein the issuer has explicitly asserted that it regards financial
guarantees as insurance contracts and has used accounting applicable
to insurance contracts, the issuer may choose to apply either IFRS 17 or
IAS 32, IFRS 7 and IFRS 9 to account for such guarantees. Unilever had
made an election to apply IAS 32, IFRS 7 and IFRS 9 and it was treated as
a change in accounting policy, with restatement of comparatives for the
previous reporting period.
Capital Redemption Reserve
The nominal value of shares cancelled is transferred from share capital to
the capital redemption reserve.
188
Unilever Annual Report and Accounts 2025
Financial Statements
NOTES TO THE COMPANY ACCOUNTS UNILEVER PLC
CRITICAL ACCOUNTING ESTIMATES AND
JUDGEMENTS
The preparation of financial statements requires management to make
judgements and estimates in the application of accounting policies that
affect the reported amounts of assets, liabilities, income and expenses.
Actual results may differ from these estimates. Estimates and judgements
are periodically evaluated and are based on historical experience and
other factors, including expectations of future events that are believed
to be reasonable. Revisions to accounting estimates are recognised in the
period in which the estimate is revised and in any future period affected.
Management believes that the following judgement has the most
significant effect on the amounts recognised in the Company’s financial
statements:
Transition exchange rate for share capital and share premium – when
calculating the impact of the presentation currency change on the
financial statements, management used the transition exchange rate
as at 1 January 2024 (£1 = €1.153). For certain account balances, such as
share premium and share capital, a historical exchange rate was used,
specifically the rate at the date of the Unification (£1 = €1.121). The resulting
difference arising on re-presentation was recorded as foreign currency
translation reserves within the opening Other Reserves. This approach
ensures consistency with the Group financial statements.
In addition, for 2025, we consider that the measurement of the fair value
of TMICC, which results in a loss on demerger of €2,992 million recognised
during the period, is a significant judgement. For further details, refer to
note 21 of the Group financial statements.
There are no estimates which management believe have a significant
effect on the amounts recognised in the PLC Company Accounts.
1. Turnover
€ million
2025
€ million
2024
Services (over time)
84
75
Turnover
84
75
2. Income from shares in group companies
€ million
2025
€ million
2024
Dividends received from shares in
group undertakings*
15,265
13,648
15,265
13,648
*  Includes receipt of equity investment in a subsidiary company of €4,703
    million (2024: NIL) as dividend in kind.
3. Loss on demerger
€ million
2025
Fair value of TMICC shares (80.15%)
6,752
Less investment in TMICC Holdco
(9,744)
Loss on demerger
(2,992)
On 6 December 2025, Unilever PLC completed the demerger of The
Magnum Ice Cream Company (’TMICC’). Prior to the demerger, Unilever
PLC held an investment in TMICC of €9,744 million, representing the
amount capitalised in respect of intercompany loan conversions and
equity contributions made to establish and fund the TMICC Group under
PLC. On demerger, Unilever PLC distributed its interest in TMICC to
shareholders at fair value in accordance with IFRIC 17 Distribution of
non‑cash assets to owners. The fair value of the TMICC shares distributed
was determined using an average of quoted closing prices over a five-
trading-day period following the listing. As a result, a loss of €2,992 million
was recognised in these standalone financial statements. This loss reflects
the difference between the carrying amount of Unilever PLC’s investment
in TMICC and the fair value of the shares distributed and arises only from
the use of early post‑listing market prices, rather than indicating any
adverse view of the underlying performance or prospects of the TMICC
business. This loss has no impact on the Group consolidated results and
does not result in any incremental effect on distributable reserves over
and above the carrying value of the investment.
4. Taxation
€ million
2025
€ million
2024
Current tax
Current year
(65)
15
Pillar 2 income taxes
(9)
(9)
Adjustments in respect of prior
years
(4)
(255)
(78)
(249)
Deferred tax
Current year
54
3
Adjustments in respect of prior
years
14
282
68
285
Tax (charge)/credit on profits on
ordinary activities
(10)
36
The current UK corporate tax rate is 25% ( 2024: 25%). Deferred tax
balances are measured at the tax rate to be applied when temporary
differences are expected to reverse in the future.
Deferred tax assets have not been recognised in respect of deductible
temporary differences of €525 million (2024: €317 million) arising from
the Corporate Interest Restriction because it is not probable that future
taxable profit will be available against which the Company can use the
benefits therefrom.
Pillar 2 legislation applies to the Company and we have applied Pillar 2
top-up taxes of €9 million (2024: €9 million).
Reconciliation of tax expense
€ million
2025
€ million
2024
Profit/(loss) for the year
11,804
12,938
Tax using the UK corporation tax
rate of 25% (2024: 25%)
(2,951)
(3,234)
Tax effects of:
Income not subject to tax
(primarily tax-exempt
dividends)
3,816
3,412
Pillar 2 income taxes
(9)
(9)
Non-deductible expenses
(26)
(87)
Effects of tax rates in foreign
jurisdictions
(62)
(79)
Double tax relief
3
3
Non-deductible loss on disposal
(748)
Permanent differences – other
(13)
3
(Under)/over provided in prior
years
10
27
Derecognition of previously
recognised DTA
(31)
Total tax expense
(10)
36
The movement in deferred tax asset is as below:
Movement in 2025
€ million
As at
1 January 2025
€ million
Income
statement
€ million
Other
compre-
hensive
income
€ million
As at
31 December
2025
Pensions and
similar obligations
(1)
1
Tax losses
209
102
311
Other
77
(33)
44
Total deferred tax
asset (net)
285
70
355
Financial Statements
Unilever Annual Report and Accounts 2025
189
NOTES TO THE COMPANY ACCOUNTS UNILEVER PLC
4. Taxation continued
Movement in 2024
€ million
As at
1 January
2024
€ million
Income
statement
€ million
Other
compre-
hensive
income
€ million
As at
31 December
2024
Pensions and
similar obligations
(1)
(1)
Tax losses
1
208
209
Others
77
77
Total deferred tax
asset (net)
1
285
(1)
285
5. Investments in subsidiaries
€ million
Cost
At 1 January 2024
88,006
Additions(a)
35
Disposals
At 31 December 2024
88,041
Additions(a)
16,485
Disposals (b)
(9,744)
At 31 December 2025
94,782
Impairment losses
At 1 January 2024
(6)
At 31 December 2024
(6)
At 31 December 2025
(6)
Net book value at 31 December 2025
94,776
Net book value at 31 December 2024
88,035
(a) The addition in investment in 2025 include (i) a capitalisation of €9,744 million
reflecting intercompany loan conversions and equity contributions made to
establish and fund the TMICC Group; (ii) an equity contribution of €6,688 million
in subsidiaries in the UK and Netherlands; and (iii) €53 million (2024: €35 million),
following the adoption of IFRS 17.
(b) During the year, an internal reorganisation was completed to prepare for
the demerger of the Ice Cream business. As part of this, PLC recognised an
investment in the newly formed TMICC group. On 6 December 2025, Unilever
PLC distributed its 80.15% holding in TMICC to Unilever shareholders to complete
the demerger.
(c) As a result of Hindustan Unilever Limited (HUL) demerger, Unilever PLC has
received shares in Kwality Wall’s (India) Limited (KWIL). This investment, which is
classified shown as assets held for sale (see note 8), based on the agreed sale of
KWIL to TMICC in 2026, as this investment will be disposed in 2026.
Investments include the subsidiary company Hindustan Unilever Limited
(HUL), with a cost of €2,534 million (2024: €2,534 million). The shares
of HUL are listed on the Bombay Stock Exchange and National Stock
Exchange and have a market value of €24,441 million (2024: €29,102
million) as at 31 December 2025. Information on the non-controlling
interest in HUL is given in note 15B of the consolidated financial statements.
Investments in subsidiaries comprise equity shares of group companies.
These investments only generate cash inflows in combination with other
assets within the Group. Accordingly, cash inflows are not independent
at any level below the cash-generating units (CGUs) used for group
impairment testing purposes. Additionally, some investments benefit
from the synergies of multiple CGUs together. Management evaluates
on a case-to-case basis whether any impairment booked for the Group
impacts the carrying value of the investments. Based on the evaluation
for the current year, management has not determined any indicators of
impairment for investments.
6. Other non-current assets
€ million
31 December 2025
€ million
31 December 2024
Loans to group companies(d)
933
1,549
Others
3
3
936
1,552
(d) Loans to group companies are interest-bearing at market rates and are
unsecured and repayable on demand. During the year, loan amounting to €573
million was reclassed to other current assets based on the maturity date.
PLC does not consider the fair value of loans to group companies to be
significantly different from their carrying values. As these are amounts
due from other entities within the Group, PLC has estimated the expected
credit losses to be immaterial. Our historical experience of collecting
these balances supported by the level of default confirms that the credit
risk is low.
7. Trade and other current receivables
€ million
31 December 2025
€ million
31 December 2024
Amounts due from group
companies(e)
695
125
Taxation and social security
78
95
774
220
(e) Amounts due from group companies are mainly interest-bearing amounts that
are repayable on demand. Other amounts are interest-free and settled monthly.
PLC does not consider the fair value of amounts due from group companies
to be significantly different from their carrying values. As these are
amounts due from other entities within the Group, PLC has estimated the
expected credit losses to be immaterial. Our historical experience of
collecting these balances supported by the level of default confirms that
the credit risk is low.
8. Assets held for sale
At year end, PLC’s investment in Kwality Wall’s (India) Limited (KWIL),
amounting to €213 million, was classified as held for sale following the
execution of an agreement to sell KWIL to TMICC, which is expected to
complete in 2026. The held for sale classification criteria were met in
December 2025 upon completion of the internal separation, at which
point the business was available for sale to TMICC in its present condition.
9. Trade payables and other current liabilities
€ million
31 December 2025
€ million
31 December 2024
Loans from group companies(f)
2,000
2,000
Amounts owed to group
companies(f)
9,343
1,644
Taxation and social security
Accruals and deferred income
29
29
11,372
3,673
(f) Amounts owed to group companies are mainly interest-bearing amounts that
are repayable on demand. Other amounts are interest-free and settled monthly.
Loans from group companies are all interest-bearing at market rates and are
unsecured, repayable on demand and supported by formal agreements.
190
Unilever Annual Report and Accounts 2025
Financial Statements
NOTES TO THE COMPANY ACCOUNTS UNILEVER PLC
10. Financial liabilities
€ million
31 December 2025
€ million
31 December 2024
Current
Bonds and other loans
573
Other financial liabilities (g)
219
196
Total Current
792
196
Non-current
Bonds and other loans
1,263
1,883
Derivatives
26
38
Total Non-current
1,289
1,921
Total
2,081
2,117
The fair value of the bonds at 31 December 2025 was €1,664 million (2024:
€1,711 million).
Analysis of bonds and other loans:
€ million
31 December 2025
€ million
31 December 2024
£250 million 1.875% Notes 2029 (£)
285
300
£500 million 1.500% Notes 2026 (£)
573
602
€650 million 1.500% Notes 2039 (€)
647
647
£300 million 2.125% Notes 2028 (£) (h)
331
334
1,836
1,883
(g) Other financial liabilities:
The Company has recognised the carrying value of financial guarantee contracts
of €219 million (2024: €196 million) in the financial statements. The maximum
exposure to credit risk of these guarantees is €36,661 million (2024€39,223
million) which could subsequently be recognised as a liability, representing the
maximum amount the Company could have to pay if the financial guarantees
were to be called upon.
            These consist of guarantees relating to:
External debt:
The long-term debt issued by group companies such as Unilever Finance
Netherlands B.V. and Unilever Capital Corporation, which are on a joint and
several liability basis with Unilever United States, Inc.
Commercial paper issued by Unilever Finance Netherlands B.V. and Unilever
Capital Corporation under the USCP programme, which are on a joint and several
liability basis with Unilever United States, Inc.
Commercial paper issued by Unilever Finance Netherlands B.V. under the multi-
currency ECP programme; and
Certain borrowings and derivatives of the other group companies.
For the above external debt, the maximum exposure amount is €25,506 million
(2024: €27,883 million) and fair value of guarantees recognised is €161 million
(2024: €192 million).
Pension obligations:
Group companies’ obligations to the UK and Netherlands pension funds and
of the group captive insurance company. The maximum exposure amount
is €11,155 million (2024: €11,340 million) and fair value of guarantees recognised is
€4 million (2024: €4 million).
(h) The 2.125% note includes €(13) million (2024: €(27) million) fair value adjustment
following the fair value hedge accounting of fixed-for-floating interest rate swaps.
11. Capital and funding
The Company’s capital and funding strategy is described in note 15 of the
consolidated financial statements.
11A. Called up share capital
During the current year, the company issued 3,500,000 (2024: 4,900,000)
shares amounting to €129,188 (2024: €177,777) and cancelled 13,288,138
PLC ordinary shares held as treasury shares before the share consolidation
and 51,625,153 after the share consolidation (2024: nil) These shares were
amounting €3 million (2024: nil). The called up share capital amounting to
85 million at 31 December 2025 ( 31 December 2024: €88 million) consists
of 2,181,005,247 (2024: 2,521,497,338) ordinary shares.
Information on the called up and paid up capital is given in note 15A of
the consolidated financial statements.
Share Consolidation
Following the completion of the demerger of the Ice Cream business
on 6 December 2025, Unilever PLC ordinary shares were consolidated
to maintain share price comparability before and after demerger on
8 December 2025. Shareholders received 8 new Unilever shares with
a nominal value of 31/2 pence each for every 9 existing ordinary shares
which had a nominal value of 31/9 pence each.
11B. Share premium account
€ million
2025
€ million
2024
1 January
52,844
52,844
Change during the year:
Issuance of ordinary shares
Decrease due to share capital
reduction
31 December
52,844
52,844
Share premium is the excess of the consideration received over the
nominal value of the shares issued.
11C. Other reserves
Other reserves relate to treasury shares, shares held in trust and others.
Treasury shares and others
€ million
2025
€ million
2024
Balance as on 1 January
(760)
748
Change during the year:
Other comprehensive income
for the year
Repurchase of shares
(1,510)
(1,508)
Cancellation of shares bought
back
3,770
31 December
1,500
(760)
During 2025, as part of a share buyback programme, Unilever PLC
repurchased 27,815,955 (2024: 27,368,909) ordinary shares which were
held as treasury shares and later cancelled during the year. Consideration
paid for the repurchase including transaction costs was €1,510 million
(2024: €1,508 million) which is recorded within other reserves.
PLC holds nil (31 December 2024: 43,550,481) of its own ordinary shares.
These are held as treasury shares within other reserves.
Shares held in trust
€ million
2025
€ million
2024
1 January
(49)
(80)
Change during the year:
Other purchases and
utilisations
1
31
31 December
(48)
(49)
PLC holds 1,208,143 (2024: 1,998,281) of its own ordinary shares via the
employee share ownership trust and PLC and its subsidiaries holds 314,912
(2024: 326,473) own ordinary shares.
11D. Retained profit
€ million
2025
€ million
2024
1 January
32,173
23,359
Profit for the year(i)
11,794
12,974
Other comprehensive income for
the year
3
4
Cancellation of shares bought
back (j)
(3,770)
Other movements
207
156
Dividends paid (k)
(4,453)
(4,320)
Dividend in Specie
(6,752)
31 December
29,202
32,173
(i) Profit includes residual central group costs amounting to 2025: €198 million
(2024: €240 million). Further information is included within Accounting
information and policies.
(j) During the year 2025 treasury shares were acquired for a value of €3,770 million
in 2025, were cancelled.
(k) Further details are given in note 8 to the consolidated financial statements
on page 151.
Financial Statements
Unilever Annual Report and Accounts 2025
191
NOTES TO THE COMPANY ACCOUNTS UNILEVER PLC
11E. Profit appropriation
€ million
2025
€ million
2024
Profit for the year(l)
11,794
12,974
Dividends(m)
(3,332)
(3,251)
To profit retained
8,462
9,723
(l) Profit for the year includes residual central group costs amounting to 2025: €198
million (2024: €240 million), which are disclosed as part of incurred costs in the
income statement. For further details, please refer to Accounting information and
policies.
(m) The dividend to be paid in March 2026 (see note 17) is not included in the 2025
dividend amount.
12. Treasury risk management
The Company is exposed to market risks from its use of financial
instruments, the management of which is described in note 16B on pages
168 to 171 in the consolidated financial statements.
Market risks
Currency risk
The Company’s functional and presentational currency has changed
from pound sterling to euro with effect from 1 January 2024, however
the Company is exposed to loans and amounts due from or owed to the
group companies, and bonds that are denominated in other currencies.
The Company’s exposure for holding monetary assets and liabilities in
currencies other than its functional currency is €7 million ( 2024: €35
million). The Company entered into derivatives to mitigate the foreign
currency risk but does not apply hedge accounting.
Currency sensitivity analysis
The sensitivity analysis below details the Company’s sensitivity to a
10% change in the foreign currencies against the euro. These percentages
represent management’s assessment of the possible changes in the
foreign exchange rates at the respective year-ends. The sensitivity analysis
includes only outstanding foreign currency denominated monetary items
and adjusts their translation at the period-end for the above percentage
change in foreign currency rates.
A 10% strengthening of the foreign currencies against the euro would have
led to approximately an additional €1 million gain in the income statement
(2024: €4 million gain).
A 10% weakening of the foreign currencies against the euro would have
led to an equal but opposite effect.
Interest rate risk
The Company is exposed to interest rate risks on its interest-bearing loans and
amounts due from or owed to the group companies, commercial papers and
bonds issued which are swapped to floating rate. Increases in benchmark
interest rates would increase the interest income and interest cost.
Interest rate sensitivity analysis
The sensitivity analysis below has been determined based on the exposure
to interest rates at the statement of financial position date.
At 31 December 2025, the Company had €344 million (2024: €362 million)
of outstanding fixed-to-float interest rate swaps on which fair value hedge
accounting is applied.
The following changes in the interest rates represent management’s
assessment of the possible change in interest rates at the respective
year-ends:
Assuming that all variables remain constant, a 1.0 percentage point
increase in floating interest rates on a full-year basis as at 31 December
2025 would have led to an additional €96 million of finance cost (2024:
€18 million additional finance cost).
A 1.0 percentage point decrease in floating interest rate on a full-year basis
would have an equal but opposite effect.
13. Transactions with related parties
A related party is a person or entity that is related to PLC. These include
both people and entities that have, or are subject to, the influence or
control of PLC. Information on key management personnel has been given
in note 23 of the consolidated financial statements.
13. Transactions with related parties continued
The following related party balances existed with group companies at
31 December.
€ million
2025
€ million
2024
Trading and other balances due
from/(to) subsidiaries
(8,649)
(1,520)
Loans due from/(to) subsidiaries
(1,067)
(451)
Refer to note 6, 7 and 9 for an explanation of these balances.
The following related party transactions took place during the year
with subsidiaries:
€ million
2025
€ million
2024
Turnover
Services
84
75
Others
Dividends received
15,265
13,648
Loans and related interest
(114)
(401)
Incurred costs and royalties paid
(437)
(394)
Information on guarantees given by PLC to group companies is given in
note 14 of the Company Accounts.
14. Contingent liabilities and financial commitments
Post the implementation of IFRS 17, there are no amounts to disclose.
Please see note 8 for further details for these liabilities, commitments and
guarantees.
There are also certain financial commitments which are not included in the
total amount of financial guarantees because they do not currently relate
to existing liabilities or cannot be quantified:
PLC and Unilever United States, Inc. have guaranteed the standby
facilities of $5,200 million and €2,600 million (2024: $5,200 million and
€2,600 million) for the group companies which remain undrawn as at
31 December 2025 and 2024;
The joint and several liability undertakings issued by NV in accordance
with Article 2:403 of the Dutch Civil Code for almost all of its Dutch
group companies were withdrawn by means of filings with the Dutch
Trade Register on 27 November 2020, being the last practicable date
prior to the effective date of the cross-border merger between NV and
PLC. With effect from the date of the cross-border merger, PLC issued a
guarantee confirming PLC’s liability for any residual liability (referred to
in Article 2:404 (2) of the Dutch Civil Code) of NV remaining after the
withdrawal of such undertakings, to the extent that such liability did not
transfer in the cross-border merger; and
PLC has guaranteed some contingent consideration of group
companies relating to past business acquisitions and financial
commitments including (indemnities arising from past business
disposals) as well as certain global and regional contracts.
15. Remuneration of auditors
The parent company accounts of Unilever PLC are required to comply with
the Companies (Disclosure of Auditor Remuneration and Liability Limitation
Agreements) Regulations 2008. For details of the remuneration of the
auditors, please refer to note 25 of the consolidated financial statements.
16. Remuneration of Directors
Information about the remuneration of Directors is given in the tables
noted as audited in the Directors’ Remuneration Report on pages 78 to 108.
Information on key management compensation is provided in note 4A to
the consolidated financial statements on page 140.
17. Post-balance sheet events
Dividend
On 12 February 2026 , the Directors announced a dividend of €0.4664/
£0.4052 per PLC ordinary share. Dividends will be paid out of retained
profit. The dividend is payable on 10 April 2026 to shareholders registered
at the close of business on 27 February 2026.
Share buyback
In February 2026, the Directors announced a share buyback programme
of €1.5 billion to be conducted during 2026.
192
Unilever Annual Report and Accounts 2025
Financial Statements
Group Companies
AS AT 31 DECEMBER 2025
In accordance with Section 409 of the Companies Act 2006, a list of subsidiaries, partnerships, associates and joint ventures as at 31 December 2025
is set out below. All subsidiary undertakings are subsidiary undertakings of their immediate parent undertaking(s) pursuant to Section 1162(2)(a) of
the Companies Act 2006 unless otherwise indicated – see the notes on page 200. All subsidiary undertakings not included in the consolidation are not
included because they are not material for such purposes. All associated undertakings are included in the Unilever Group’s financial statements using
the equity method of accounting unless otherwise indicated – see the notes on page 200.
See page 183 of the Annual Report and Accounts for a list of the significant subsidiaries.
Companies are listed by country and under their registered office address. The aggregate percentage of capital held by the Unilever Group is shown
after the subsidiary company name, except where it is 100%. If the Nominal Value field is blank, then the Share Class Note will identify the type of interest
held in the entity.
Subsidiary undertakings included in the consolidation
Name of
Undertaking
Nominal
Value
Share
Class
Note
Algeria – Zone Industrielle Hassi Ameur, Oran 31000
Unilever Algérie SPA (72.50)
DZD1,000.00
1
Argentina – Tucuman 1, Piso 4, Ciudad Autónoma de Buenos Aires
Arisco S.A.
ARS1.00
1
Unilever de Argentina S.A.
ARS1.00
1
Club de Beneficios S.A.U.
ARS1.00
1
Urent S.A.
ARS1.00
1
Argentina – Martín Güemes 24 Sur, San Juan, Provincia de San Juan
Helket S.A.
ARS1.00
1
Argentina – Juana Manso 205, 7mo. Piso, Ciudad Autónoma de Buenos Aires
Compre Ahora S.A.
ARS1.00
1
Australia – 219 North Rocks Road, North Rocks, NSW 2151
Unilever Australia (Holdings) Pty Limited
AUD1.00
1
Unilever Australia Group Pty Limited
AUD2.7414
1
Unilever Australia Limited
AUD1.00
1
Unilever Australia Trading Limited
AUD1.00
1
Australia – 111-115 Chandos Street, Crows Nest, NSW 2065
Dermalogica Holdings Pty Limited
AUD1.00
1
Dermalogica Pty Limited
AUD2.00
1
Australia – Level 12, 60 Castlereagh Street, Sydney, NSW 2000
Paula’s Choice International Australia Pty Limited
AUD0.01
1
Australia – 4 Knowles Avenue, North Bondi, NSW
Yeti Parent Holdings Pty Ltd
AUD1.00
1
Australia – Level 16, 68 Pitt Street, Sydney, NSW 2000
Brand Evangelists for Beauty Pty Ltd (68.03)
1
Austria – Jakov-Lind-Straße 5, 1020 Wien
Unilever Austria GmbH
EUR10,000,000.00
1
Bangladesh – 51 Kalurghat Heavy Industrial Area, Kalurghat, Chittagong
Unilever Bangladesh Limited (60.75)
BDT100.00
1
Bangladesh – Fouzderhat Industrial Area, North Kattali, Chattogram 4217
Unilever Consumer Care Limited (81.98)
BDT10.00
1
Belgium – Anderlecht, Industrielaan 9, 1070 Brussels
Unilever Belgium NV/SA
No Par Value
1
Bolivia – Av. Blanco Galindo, Km 10.5, Cochabamba
Unilever Andina Bolivia S.A.
BOB100.00
1
Brazil – Rua Gomes de Carvalho, 1666, conjunto 161, 16ª andar, Bairro Vila Olimpia,
São Paulo, ZIP Code 04547-006
E-UB Comércio Limitada
BRL1.00
5
Brazil – R Campos Salles, 20 - Centro - Valinhos, SP, CEP 13.271-900
Unilever Logistica Serviços Limitada
BRL1.00
5
Brazil – Av. das Nações Unidas, n. 14.261, 3rd to 6th floors, Wing B Vila Gertrudes,
ZIP Code 04794-000, São Paulo/SP
Unilever Brasil Limitada
BRL1.00
5
Brazil – Av. das Nações Unidas, n. 14.261, 3rd floor, Wing A, Vila Gertrudes, ZIP Code
04794-000, São Paulo/SP
Unilever Brasil Industrial Limitada
BRL1.00
5
Brazil – Avenida das Nações Unidas, nº 14.261, Vila Gertrudes, Andares 24º a 27º,
Sala/Conjunto nº 2401B, 2501B, 2601B, e 2701B, parte, Espaço de Escritório WeWork
nº 25-109, na Cidade de São Paulo, Estado de São Pa, CEP 04794-000
Name of
Undertaking
Nominal
Value
Share
Class
Note
Mãe Terra Produtos Naturais Limitada
BRL1.00
1
Brazil – Rua Tenente Pena, No. 156, Bom Retiro, CEP 01127-020, São Paulo
Smart Home Comércio E Locação De Equipamentos
S.A.
No Par Value
1
Brazil – São Paulo, Estado de São Paulo na Rua Demóstenes nº 1072, Bairro Campo
Belo CEP 04614-010
Ole Franquia Limitada
BRL1.00
1
Brazil – Rua Gomes de Carvalho, 1666, conjunto 161, 5ª andar, locker 5D Bairro Vila
Olimpia, São Paulo, ZIP Code 04547-006
Compra Agora Serviços Digitais Limitada
BRL1.00
1
Brazil - AV Francisco Prestes Maia Avenue, Saint Bernard of the countryside, 275,SL
81,Center 09.770-000
Minimalist Importation and Trade of Cosmetics
LTDA (56.02)
Bulgaria – City of Sofia, Borough Mladost, 1, Business Park, Building 4, Floor 5
Unilever Bulgaria EOOD
BGN1,000.00
1
Cambodia – Morgan Tower Building, Level 15, No.
15F-8A/8B/9/10/11/12/13/14/15/16/17A, Street Sopheak Mongkul, Phum 14, Sangkat
Tonle Bassac, Khan Chamkarmon, Phnom Penh, 120101
Unilever (Cambodia) Limited
KHR20,000.00
1
Canada – 70 University Ave, 300, Toronto ON M5J2M4
Dermalogica (Canada) Limited
No Par Value
6
Canada – 100 King Street West, 1 First Canadian Place, Suite 1600, Toronto, ON M5X 1G5
UPD Canada Inc.
No Par Value
7
Canada – 1000 rue de la Gauchetière Ouest, Bureau 2500, Montreal, H3B 0A2
4012208 Canada Inc.
No Par Value
7
Canada – 160 Bloor Street East, Suite 1400, Toronto, ON M4W 3R2
Unilever Canada Inc.
No Par Value
8
No Par Value
9
No Par Value
10
No Par Value
11
No Par Value
12
Canada – McCarthy Tetrault LLP, 745 Thurlow Street, Suite 2400, Vancouver, 
BC V6E 0C5
Hourglass Cosmetics Canada Limited
No Par Value
7
Chile – Avenida Las Condes 11.000, Piso 5, Comuna de Vitacura, Santiago
Unilever Chile Limitada
13
China – Room 1001, No. 398 Caoxi Road (N), Xuhui District, Shanghai, 200030
Blueair (Shanghai) Sales Co. Limited
CNY1.00
1
China – No. 33 North Fuquan Road, Changning District, Shanghai, 200335
Unilever (China) Investing Company
USD1.00
1
China – 88 Jinxiu Avenue, Hefei Economic and Technology Development Zone,
Anhui, 230601
Unilever (China) Limited
USD1.00
1
Unilever Services (Hefei) Co. Ltd
CNY1.00
1
China – No. 225 Jingyi Road, Tianjin Airport Economic Area, Tianjin
Unilever (Tianjin) Company Limited
USD1.00
1
China – 1068 Ting Wei Road, Jinshanzui Industrial Region, Jinshan District, Shanghai
Unilever Foods (China) Co. Limited
USD1.00
1
China – No. 166 Unilever Avenue West, Qinglong Town, Pengshan District, Meishan
City, Sichuan province 620800
Financial Statements
Unilever Annual Report and Accounts 2025
193
GROUP COMPANIES
Name of
Undertaking
Nominal
Value
Share
Class
Note
Unilever (Sichuan) Company Limited
USD1.00
1
China – Room 326, 3rd Floor, Xinmao Building, 2 South Taizhong Road, (Shanghai)
Pilot Free Trade Zone
Uchieve Commerce (Shanghai) Co. Ltd
CNY1.00
1
China – Floor 1, Building 2, No. 33 North Fuquan Road, Changning District, Shanghai
200335
Shanghai CarverKorea Limited
USD1.00
1
China – 2F, No. 10, Lane 255, Xiaotang Road, Fengxian District, Shanghai
Paula’s Choice (Shanghai) Trading Co. Limited
CNY1.00
1
China – Room 1436, No. 1256 and No. 1258 Wanrong Road, Jingan District, Shanghai
Paula’s Choice (Shanghai) Technology Co. Limited
CNY1.00
1
China – No. 88 Yanghua Road, Mingzhu Industrial Zone, Conghua District,
Guangzhou City
Unilever (Guangzhou) Co. Limited
CNY1.00
1
China – Room 925, Floor 9, Building 1, Qunjia Building, No. 366 Shengkang Road,
Jiubao Street, Shangcheng District, Hangzhou, Zhejiang Province
GoUni (Hangzhou) Trading Co. Limited
CNY1.00
1
China – Room 407, No. 1256, No. 1258 Wanrong Road, Jingan District, Shanghai
UPD (Shanghai) Trading Co. Ltd
CNY1.00
1
Colombia – Avenida Carrera 45, 108-27 Torre 3, Piso 5 y 6, Bogotá D.C.
Unilever Andina Colombia Limitada
COP100.00
1
Costa Rica – Provincia de Heredia, Cantón Belén, Distrito de la Asunción, de la
intersección Cariari-Belén, 400 Mts. Oeste, 800 Mts. al Norte
UL Costa Rica SCC S.A.
CRC1.00
1
Côte d’Ivoire – 01 BP 1751 Abidjan 01, Boulevard de Vridi
Unilever-Côte d’Ivoire (99.78)
XOF2,650.00
1
Côte d’Ivoire – Abidjan-Marcory, Boulevard Valery Giscard d’Estaing, Immeuble
Plein Ciel, Business Center, 26 BP 1377, Abidjan 26
Unilever Afrique de l’Ouest (in liquidation)
XOF10,000.00
1
Croatia – Strojarska cesta 20, 10000 Zagreb
Unilever Hrvatska d.o.o.
EUR1.00
1
Cuba – Zona Especial de Desarrollo Mariel, Provincia Artemisa
Unilever Suchel, S.A. (60)
USD1,000.00
56
Cyprus – Head Offices, 195C Old Road, Nicosia Limassol, CY-2540 Idalion Industrial
Zone – Nicosia
Unilever Tseriotis Cyprus Limited (84)
EUR1.00
1
Czech Republic – Voctářova 2497/18, 180 00 Praha 8
Unilever ČR, spol. s.r.o.
CZK210,000.00
1
Denmark – Ørestads Boulevard 73, 2300 København S
Unilever Danmark A/S
DKK1,000.00
1
Denmark – Petersmindevej 30, 5000 Odense C
Unilever Produktion ApS
DKK100.00
1
Djibouti – Haramous, BP 169
Unilever Djibouti FZCO Limited
USD200.00
1
Dominican Republic – Av. Winston Churchill, Torre Acropolis, Piso 16 E-D, Santo
Domingo
Unilever Caribe, S.A.
DOP1,000.00
1
Ecuador – Km 25, Vía a Daule, Guayaquil
Unilever Andina Ecuador S.A.
USD1.00
1
Egypt – 5th Floor, North Tower, Galleria 40 Business Complex, Sheikh Zayed, 6th of
October City, Giza
Unilever Mashreq for Manufacturing and Trading
(SAE)
EGP10.00
1
Unilever Egypt for Shared Consultations Services
EGP10.00
1
Egypt – Public Free Zone, Alexandria
Unilever Mashreq International Company (in
liquidation)
USD1,000.00
1
Egypt – 14 May Bridge, Sidi Gaber, Smouha, Alexandria
Unilever Mashreq Trading LLC (in liquidation)
EGP1,000.00
1
Commercial United for Import and Export LLC (in
liquidation)
EGP1,000.00
1
Egypt – 15 Sphinx Square, El-Mohandsin, Giza
Unilever Mashreq for Import and Export LLC
EGP100.00
1
El Salvador – Local 19, Nivel 19, Edificio Torre Futura, Calle El Mirador y 87 Avenida
Norte, Colonia Escalón, San Salvador
Unilever El Salvador, SCC S.A. de C.V.
USD1.00
1
Unilever de Centro America S.A. de C.V.
USD11.00
1
Name of
Undertaking
Nominal
Value
Share
Class
Note
England and Wales – Unilever House, 100 Victoria Embankment, London EC4Y 0DY
Accantia Group Holdings (unlimited company)
GBP0.01
1
Alberto-Culver (Europe) Limited (in liquidation)
GBP1.00
1
Alberto-Culver Group Limited (in liquidation)
GBP1.00
1
Alberto-Culver UK Holdings Limited (in liquidation)
GBP1.00
1
Alberto-Culver UK Products Limited (in liquidation)
GBP1.00
1
GBP5.00
14
Associated Enterprises Limited°
GBP1.00
1
GroNext Technologies Limited
GBP1.00
1
Hourglass Cosmetics UK Limited
GBP1.00
1
Margarine Union (1930) Limited°
GBP1.00
1
GBP1.00
18
GBP1.00
68
GBP1.00
69
MBUK Trading Limited (in liquidation)
GBP1.00
1
Mixhold Investments Limited
GBP1.00
1
ND4A Limited
GBP1.00
1
Toni & Guy Products Limited°
GBP0.001
1
UAC International Limited
GBP1.00
1
UML Limited
GBP1.00
1
Unidis Forty Nine Limited (in liquidation)
GBP1.00
1
Unilever AC Limited
GBP1.00
1
Unilever Assam Estates Limited
GBP1.00
1
Unilever Company for Industrial Development
Limited (in liquidation)
GBP1.00
1
Unilever Company for Regional Marketing and
Research Limited (in liquidation)
GBP1.00
1
Unilever Corporate Holdings Limited°
GBP1.00
1
Unilever Employee Benefit Trustees Limited
GBP1.00
1
Unilever Group Limited°
GBP0.25
1
Unilever South India Estates Limited°
GBP1.00
1
GBP1.00
15
Unilever S.K. Holdings Limited
EUR1.43
1
Unilever Overseas Holdings Limited°
GBP1.00
1
Unilever U.K. Central Resources Limited
GBP1.00
1
Unilever U.K. Holdings Limited°
GBP1.00
1
Unilever UK & CN Holdings Limited
GBP1.00
2
GBP1.00
3
GBP10.00
24
Unilever UK Group Limited
GBP1.00
2
Unilever US Investments Limited°
GBP0.001 
1
United Holdings Limited°
GBP1.00
1
England and Wales – The Manser Building, Thorncroft Manor, Thorncroft Drive,
Dorking Road, Leatherhead, Surrey, KT22 8JB
Dermalogica (UK) Limited
GBP1.00
1
England and Wales – Oceana House, 39-49 Commercial Road, First Floor,
Southampton, Hampshire, SO15 1GA
Aquis Haircare UK Ltd (in liquidation)
GBP1.00
1
England and Wales – c/o TMF Group, 13th Floor, One Angel Court, London EC2R 7HJ
Unilever Ventures III Limited Partnership∞ (86.25)
4
Twenty Nine Capital Partners Limited Partnership∞
(80)
4
Unilever Ventures Limited
GBP1.00
1
Twenty Nine Capital Partners (General Partner)
Limited
GBP1.00
1
Unilever Ventures General Partner Limited
GBP1.00
1
England and Wales – 4th Floor, 52 Conduit Street, London W1S 2YX
Twenty Nine Capital Partners V Limited Partnership
∞ (85)
4
England and Wales – Union House, 182-194 Union Street, London SE1 0LH
REN Limited (60.98)
GBP0.01
1
GBP0.0032
19
GBP0.0042
126
Murad Europe Limited
GBP1.00
1
194
Unilever Annual Report and Accounts 2025
Financial Statements
GROUP COMPANIES
Name of
Undertaking
Nominal
Value
Share
Class
Note
England and Wales – Lever House, 3 St James Road, Kingston Upon Thames, Surrey
KT1 2BA
Alberto-Culver Company (U.K.) Limited
GBP1.00
1
CPC (UK) Pension Trust Limited (in liquidation)
16
Nature Delivered Limited
GBP0.0001
1
GBP0.0001
3
GBP0.0001
84
Marshfield Bakery Limited (in liquidation)
GBP0.01
1
Unilever Pension Trust Limited
GBP1.00
1
Unilever UK Limited
GBP1.00
1
Unilever UK Pension Fund Trustees Limited
GBP1.00
1
Unilever Superannuation Trustees Limited
GBP1.00
1
USF Nominees Limited
GBP1.00
1
England and Wales – 1 More Place, London SE1 2AF
Accantia Health and Beauty Limited (in liquidation)
GBP0.25
1
England and Wales – Port Sunlight, Wirral, Merseyside CH62 4ZD
Unilever Global IP Limited°
GBP1.00
1
England and Wales – Suite 1, 7th Floor, 50 Broadway, London SW1H 0BL
Paula’s Choice UK Limited (in liquidation)
USD1.00
1
England and Wales – 3rd Floor, 1 Ashley Road, Altrincham, Cheshire WA14 2DT
Brand Evangelists for Beauty Limited (80.30)
GBP0.001
2
(100)
GBP0.001
85
(66.47)
GBP0.001
128
(82.92)
GBP0.001
129
England and Wales – Units 1.14-1.17 First Floor of Canterbury Court, Kennington
Park, 1-3 Brixton Road, London, SW9 6DE
Wild Cosmetics Limited
GBP0.00001
1
England and Wales - 3rd Floor, 5 Lloyds Avenue, London - EC3N 3AE
Minimalist Science Ltd (56.02)
GBP1.00
1
Estonia – Harju maakond, Tallinn, Haabersti linnaosa, Paldiski mnt 96, 13522
Unilever Eesti Aktsiaselts
EUR6.30
1
Ethiopia – Bole Sub City, Kebele 03/05, Lidiya Building, Addis Ababa
Unilever Manufacturing PLC
ETB1,000.00
1
Finland – Post Box 254, 00101 Helsinki
Unilever Finland Oy
EUR16.82
1
Unilever Ingman Production Oy
EUR1,000.00
1
France – 20, rue des Deux Gares, 92500, Rueil-Malmaison
Bestfoods France Industries S.A.S. (99.99)
No Par Value
1
Fralib Sourcing Unit S.A.S. (99.99)
No Par Value
1
Saphir S.A.S. (99.99)
EUR1.00
1
U-Labs S.A.S. (99.99)
No Par Value
1
Unilever France S.A.S. (99.99)
No Par Value
1
Unilever France Holdings S.A.S. (99.99)
EUR1.00
1
Unilever France HPC Industries S.A.S. (99.99)
EUR1.00
1
France – ZI de la Norge – Chevigny Saint-Sauveur, 21800 Quetigny
Amora Maille Societe Industrielle S.A.S. (99.99)
No Par Value
1
France – 42, rue Jean de La Fontaine, Paris, 75016
Laboratoire Garancia
EUR62.50
1
UPD EU
EUR1.00
1
Germany – Wiesenstraße 21, 40549 Düsseldorf
Dermalogica GmbH
EUR25,000.00
1
Germany – Spitaler Straße 16, 20095 Hamburg
ProCepta Service GmbH
EUR28,348.00
1
Germany – Neue Burg 1, 20457 Hamburg
DU Gesellschaft für Arbeitnehmerüberlassung mbH
(99.99)
DEM50,000.00
1
Unilever Deutschland GmbH
EUR90,000,000.00
1
EUR2,000,000.00
1
EUR1,000,000.00
1
EUR 100.000,00
1
Unilever Deutschland Holding GmbH
EUR39,000.00
1
EUR18,000.00
1
EUR14,300.00
1
Name of
Undertaking
Nominal
Value
Share
Class
Note
EUR5,200.00
1
EUR6,500.00
1
Unilever Deutschland Produktions GmbH & Co. OHG
4
Rizofoor Gesellschaft mit beschränkter Haftung
EUR15,350.00
1
EUR138,150.00
1
Schafft GmbH
EUR63,920.00
1
EUR100,000.00
1
Unilever Deutschland Pensions GmbH
EUR1.00
1
Germany – Alt-Moabit 2, c/o Mazars Advisors GmbH & Co. KG, 10557 Berlin
T2 Germany GmbH (in liquidation)
EUR25,000.00
1
Germany – Langnesestraße 1, 64646 Heppenheim
Maizena Grundstücksverwaltung Gesellschaft mit
beschränkter Haftung & Co. offene
Handelsgesellschaft
4
Germany – Wiesenstrasse 21, D-40549 Düsseldorf
Murad GmbH
EUR1.00
1
Ren GmbH
EUR1.00
1
Germany – Zehdenicker Str. 110119 Berlin
Paula’s Choice Germany GmbH 
4
Ghana – Plot No. Ind/A/3A-4, Heavy Industrial Area, Tema, PO Box 721, Tema
Unilever Ghana PLC (74.50)
GHC0.0192
1
Greece – Kymis Ave & 10, Seneka Str. GR-145 64 Kifissia
Elais Unilever Hellas SA
EUR10.00
1
Unilever Knorr SA
EUR10.00
1
Unilever Logistics SA
EUR10.00
1
Guatemala – 24 Avenida 35-87 Calzada Atanasio Tzul, Zona 12
Unilever de Centroamerica S.A.
GT60.00
1
Haiti – 115, Rue Panamericaine, Estabissement Número 1, Petion Ville
Les Condiments Alimentaires, S.A. (61) (in liquidation)
HTG1000.00
1
Honduras – Anillo Periférico 600 metros después de la colonia, Residencial, Las
Uvas contigua acceso de residencial Roble Oeste, Tegucigalpa M.D.C.
Unilever de Centroamerica S.A.
HNL10.00
1
Hong Kong – Suite 1106-8, 11/F, Tai Yau Building, 181 Johnston Road, Wanchai
Blueair Asia Limited
HKD0.10
1
Hong Kong – 6 Dai Fu Street, Tai Po Industrial Estate
Unilever Hong Kong Limited
HKD0.10
1
Hong Kong – Suite 907, 9/F, Silvercord Tower 2, 30 Canton Road, Tsim Sha Tsui, Kowloon
Hourglass Cosmetics Hong Kong Limited
HKD1.00
1
Hong Kong – Units 04-05, 26F, Railway Plaza, 39 Chatham Road South, Tsim Sha 
Tsui, Kowloon
Hong Kong CarverKorea Limited
HKD1.00
7
Hong Kong – 14th Floor, One Taikoo Place, 979 King’s Road, Quarry Bay
UPD Hong Kong Limited
HKD100.00
1
Hong Kong – 14/F, One Taikoo Place, 979 King’s Road, Quarry Bay
Go-Uni Limited
USD1.00
1
Hong Kong – Unit B, 17/F, United Centre, 95 Queensway, Admiralty
Paula’s Choice Hong Kong Limited
HKD1.00
1
Paula’s Choice Hong Kong Distributor Services Ltd
HKD1.00
1
Hungary – 1138-Budapest, Váci út 121-127
Unilever Magyarország Kft
HUF1.00
1
India – Unilever House, B. D. Sawant Marg, Chakala, Andheri (E), Mumbai 400099
Daverashola Estates Private Limited (61.90)
INR10.00
1
Hindlever Trust Limited (61.90)
INR10.00
1
Hindustan Unilever Limited° (61.90)
INR1.00
1
Lakme Lever Private Limited (61.90)
INR10.00
1
Levers Associated Trust Limited (61.90)
INR10.00
1
Levindra Trust Limited (61.90)
INR10.00
1
Unilever India Limited (61.90)
INR1.00
1
Unilever India Exports Limited (61.90)
INR10.00
1
Unilever Industries Private Limited°
INR10.00
1
Unilever Ventures India Advisory Private Limited
INR1.00
1
Kwality Wall’s (India) Limited (61.90)
INR1.00
1
India – S-327, Greater Kailash – II, New Delhi – 110048, Delhi
Financial Statements
Unilever Annual Report and Accounts 2025
195
GROUP COMPANIES
Name of
Undertaking
Nominal
Value
Share
Class
Note
Blueair India Private Limited (in liquidation)
INR10.00
1
India – c/o Vaish Associates, 106, Peninsula Centre, Dr S.S. Rao Road, Parel, Mumbai,
Maharashtra, 400012
Jech India Private Limited (in liquidation)
INR10.00
1
India – Ground Floor, Plot No. 57, Industrial Area Phase I, Chandigarh 160002
Zywie Ventures Private Limited (33.02)
INR10.00
1
India – 2nd Floor Commercial Building, Hotel Marriott, Khasra No. 55, Ramdas
Agarwal Marg, New Jawahar Circle, Gandhi Nagar, Jaipur, Rajasthan, 302015
Uprising Science Private Limited (56.02)
INR10.00
1
India – Plot no. 70, Himmat Nagar, Gopalpura Mod Durgapura, Jaipur, Rajasthan -
302018
Minimalist Foundation (55.46)
INR10.00
1
Indonesia – Grha Unilever, Green Office Park Kav 3, Jalan BSD Boulevard Barat,
BSD City, Tangerang, 15345
PT Unilever Indonesia Tbk (84.99)
IDR2.00
1
PT Unilever Enterprises Indonesia (99.99)
IDR1,000.00
1
PT Unilever Trading Indonesia
IDR1,003,875.00
1
Indonesia – Gedung Pasaraya Blok M, Gedung B, Lantai 6 dan 7, Jalan Iskandarsyah
II No. 2, DKI Jakarta
PT Gerai Cepat Untung (88.19)
IDR100,000.00
1
Indonesia – KEK Sei Mangkei, Nagori Sei Mangkei, Kecamatan Bosar Maligas,
Kabupaten Simalungun 21183, Sumatera Utara
PT Unilever Oleochemical Indonesia
IDR1,000,000.00
1
Indonesia - Gedung Pusat Perfilman H. Usmar Ismail 2nd floor, Unit 210. Jl. H.R.
Rasuna Said Kav. C-22, Karet Kuningan Setiabudi, Jakarta Selatan
PT Minimalist Science Indonesia (55.96)
IDR10,000,000.00
1
Iran – No. 23, Corner of 33rd Street, Zagros Street, Argentina Square, Tehran
Unilever Iran (Private Joint Stock Company) (99.99)
IRR1,000,000.00
1
Ireland – 20 Riverwalk, National Digital Park, Citywest Business Campus, Dublin 24
Lipton Soft Drinks (Ireland) Limited
EUR1.26
1
Unilever Ireland (Holdings) Limited
EUR1.26
1
Unilever Ireland Limited
EUR1.26
1
Ireland – Unit 50, The Swan Shopping Centre, Rathmines Road Lower, Dublin,
D06V9K5
Dermalogica (Skin Care) Ireland Limited
EUR1.00
1
Isle of Man – Bridge Chambers, West Quay, Ramsey, Isle of Man, IM8 1DL
Rational International Enterprises Limited
USD1.00
1
Israel – 3 Gilboa Street, Airport City, Ben Gurion Airport
Beigel & Beigel Mazon (1985) Limited
ILS1.00
1
Israel – 52 Julius Simon Street, Haifa, 3296279
Bestfoods TAMI Holdings Ltd
ILS0.001
1
Israel Vegetable Oil Company Ltd
ILS0.0001
1
Unilever Israel Foods Ltd
ILS0.10
35
ILS0.10
79
ILS0.10
17
ILS0.0002
25
Unilever Israel Home and Personal Care Limited
ILS1.00
1
Unilever Israel Marketing Ltd
ILS0.0001
1
Unilever Shefa Israel Ltd
ILS1.00
1
Italy – Viale Sarca 235, 20126 Milan
Unilever Italia Administrative Services S.R.L.
EUR70,000.00
1
Italy – Via Paolo di Dono n. 3/A 00142 Roma
Unilever Italia Logistics S.R.L.
EUR600,000.00
1
Unilever Italia Manufacturing S.R.L.
EUR10,000,000.00
1
Unilever Italia Mkt Operations S.R.L.
EUR25,000,000.00
1
Unilever Italy Holdings S.R.L.
EUR1,000.00
1
Italy – Via Plava, 74 10135 Torino
Equilibra S.R.L.
EUR 10,400.00
1
Italy – Business Center Monte Napoleone, Via Monte Napoleone 8, 20121 – Milano
UPD Italia S.r.l.
EUR10,000.00
1
Japan – 2-1-1, Kamimeguro, Meguro-ku, Tokyo 153-8578
Unilever Japan Customer Marketing K.K.
JPY100,000,001.00
1
Unilever Japan Holdings G.K.
JPY10,000,000.00
1
Unilever Japan K.K.
JPY100,000,001.00
1
Rafra Japan K.K.
JPY20,000,000.00
1
Name of
Undertaking
Nominal
Value
Share
Class
Note
Japan – Marunouchi Trust Tower – Main 20F, 1-8-3 Marunouchi Chiyoda-ku Tokyo
100-0005
UPD Japan K.K.
JPY109,850.00
1
Jersey – IFC 5, St Helier, JE1 1ST
Unilever Chile Investments Limited
GBP1.00
1
Jordan – Ground Floor, Office No. 1, GH24 Building, Business Park, Development
Zone, Amman
Unilever Jordan for Marketing Services
JOD1,000.00
1
Kazakhstan – Abylai Khan Avenue, 53, Abylai Khan Building, 6th Floor, Almaty
Unilever Kazakhstan LLP
4
Kenya – Commercial Street, Industrial Area, PO Box 30062-00100, Nairobi
Unilever Kenya Limited°
KES20.00
1
Korea – 443 Taeheran-ro, Samsung-dong, Kangnam-gu, Seoul
Unilever Korea Co., Ltd
KRW10,000.00
1
Korea – 7th Floor, FKI Tower, 24 Yeoui-daero, Yeouido-dong, Yeongdeungpo-
gu, Seoul
CARVERKOREA Co., Limited (97.47)
KRW500.00
7
Korea – #1-313 #1-314, 48, Achasan-ro 17-gil, Seongdong-gu, Seoul
Paula’s Choice Korea, Limited
KRW500,000,000.00
1
Kuwait – AlQibla – Land No.14, Abu Bakir Alssiddiq Street, Mohamed Abdulrahman
AlBahar building – Floor #9 – Unit 4
AlBahar United For Wholesale and Retail Trading
Company LLCX (30)
KWD0.10
1
Laos – Viengvang Tower, 4th Floor, Room no. 402A, Boulichan Road, Dongpalan
Thong Village, Sisattanak District, Vientiane Capital
Unilever Services (Lao) Sole Co. Limited
LAK80,000.00
1
Latvia – Kronvalda bulvāris 3-10, Rīga, LV-1010
Unilever Baltic LLC
EUR1.00
1
Lithuania – Skuodo St. 28, Mazeikiai, LT-89100
UAB Unilever Lietuva distribucija
EUR3,620.25
1
Malawi – Room 33, Gateway Mall, Area 47, Lilongwe Malawi
Unilever South East Africa (Private) Limited (in
liquidation)
MWK2.00
1
Malaysia – Suite 2-1, Level 2, Vertical Corporate Tower B, Avenue 10, The Vertical,
Bangsar South City, No. 8, Jalan Kerinchi, 59200 Kuala Lumpur, Wilayah
Persekutuan
Paula’s Choice Malaysia SEA Sdn. Bhd.
No Par Value
1
Unilever (Malaysia) Holdings Sdn. Bhd.
No Par Value
1
Malaysia - 12th Floor, Menara Symphony, No. 5, Jalan Prof. Khoo Kay Kim Seksyen
13, 46200 Petaling Jaya, Selangor Darul Ehsan
Minimalist Science Sendirian Berhad (56.02)
RM1.00
1
Mexico – Paseo de los Tamarindos No. 150, Piso 2, Bosques de las Loma, Cuajimalpa 
de Morelos, Ciudad de México, C.P. 05120
Unilever de Mexico S. de R.L. de C.V.
MXN1.00
13
Mexico – Av. Tepalcapa No. 2, Col. Rancho Santo Domingo, C.P. 54900 Tultitlán,
Estado de México
Unilever Holding Mexico S. de R.L. de C.V.
MXN1.00
13
Unilever Manufacturera S. de R.L. de C.V.
MXN1.00
13
Unilever Real Estate Mexico S. de R.L. de C.V.
MXN1.00
13
Mexico – Ave. del Comercio 5010, Parque Industrial Nexxus ADN 2, Salinas Victoria, 
Nuevo León CP 65514
Unilever NA Sourcing West S. de R.L. de C.V.
MXN1.00
13
Morocco – 65, Main Street Finance District, Casablanca Finance City, Place Anfa
Ouest Et Palmeraie, Immeuble Walili Street, 10ème Étage – Hay-Hassani (AR)
Unilever Maghreb S.A.
MAD100.00
1
Mozambique – Avenida 24 de Julho, Edifício 24, nº 1097, 4º andar, Maputo
Unilever Mocambique Limitada (in liquidation)
USD0.01
1
Myanmar – Plot No (40,41,47), Min Thate Hti Kyaw Swar Road, 39 Ward, Shwe Pyi
Thar Industrial Zone (2), Shwe Pyi Thar Township, Yangon Region, 11411
Unilever (Myanmar) Limited
MMK11,129,679,600.00
1
Myanmar – Lot No. 40-41, Min Thate Hti Kyaw Swar Street, 35 Ward, Shwe Pyi Thar 
Industrial Zone (2), Shwe Pyi Thar Township, Yangon
Unilever (Myanmar) Services Limited
USD2,000,000.00
1
Myanmar – Lot No. 31, Bamaw Ahtwin Wun Street, Hlaing Thar Yar Industrial Zone
3, Hlaing Thar Yar Township, Yangon, 11401
Unilever EAC Myanmar Company Limited (60)
MMK300,000,000,0
00.00
1
Nepal – Hetauda-3, Basamadi Makawnapur
196
Unilever Annual Report and Accounts 2025
Financial Statements
GROUP COMPANIES
Name of
Undertaking
Nominal
Value
Share
Class
Note
Unilever Nepal Limited (49.52)
NPR100.00
1
Netherlands – Rodezand 90, 3011 AN Rotterdam
Argentina Investments B.V.
EUR454.00
1
BFO Holdings B.V.
EUR1.00
1
Brazinvest B.V.
EUR1.00
1
Chico-invest B.V.
EUR455.00
1
Doma B.V.
NLG1,000.00
1
Handelmaatschappij Noorda B.V.
NLG1,000.00
1
Hourglass Cosmetics Europe B.V.
EUR1.00
1
Itaho B.V.
EUR1.00
1
Lipoma B.V.
NLG1,000.00
1
Marga B.V.
EUR1.00
1
Mavibel (Maatschappij voor Internationale
Beleggingen) B.V.
EUR1.00
1
Mexinvest B.V.
EUR1.00
1
Mixhold B.V.°
EUR1.00
2
EUR1.00
3
EUR1.00
26
New Asia B.V.
EUR1.00
1
Nommexar B.V.
EUR1.00
1
Ortiz Finance B.V.
NLG100.00
1
Pabulum B.V.
NLG1,000.00
1
Rizofoor B.V.
NLG1,000.00
1
Rolf von den Baumen’s Vetsmelterij B.V.
EUR454.00
1
Rolon B.V.
NLG1,000.00
1
Saponia B.V.
NLG1,000.00
1
ThaiB1 B.V.
NLG1,000.00
1
ThaiB2 B.V.
NLG1,000.00
1
Unilever Alser B.V.
EUR1.00
1
Unilever Berran B.V.
EUR1.00
1
Unilever Canada Investments B.V.
EUR1.00
1
Unilever Caribbean Holdings B.V.
EUR1,800.00
1
Unilever Europe B.V.
EUR1.00
1
Unilever Europe Business Center B.V.
EUR454.00
1
EUR454.00
14
Unilever Finance International B.V.
EUR1.00
1
Unilever Finance Netherlands B.V. o
EUR1.00
1
Unilever Global Services B.V.
EUR1.00
1
Unilever Holdings B.V.
EUR454.00
1
Unilever Indonesia Holding B.V.
EUR1.00
1
Unilever Insurances N.V.
EUR454.00
1
Unilever International Holdings B.V.°
EUR1.00
1
Unilever Netherlands Retail Operations B.V.
EUR1.00
1
Unilever Nederland Services B.V.
EUR460.00
1
Unilever Overseas Holdings B.V.
NLG1,000.00
1
Unilever PL Netherlands B.V.
EUR1.00
1
Unilever Turkey Holdings B.V.
EUR1.00
1
Unilever US Investments B.V.°
EUR1.00
1
Unilever Ventures Holdings B.V.
EUR453.79
1
Univest Company B.V.
EUR1.00
1
UNUS Holding B.V.
EUR0.10
2
EUR0.10
3
Non-voting
Verenigde Zeepfabrieken B.V.
NLG1,000.00
1
Wemado B.V.
NLG1,000.00
1
Netherlands – Weena 455, 3013 AL Rotterdam
FoodServiceHub B.V.
EUR1.00
1
Netherlands – Bronland 14, 6708 WH, Wageningen Universiteit
Unilever IP Holdings B.V.
EUR1.00
1
Unilever Innovation Centre Wageningen B.V.
EUR460.00
1
Netherlands – Hofplein 19, 3032 AC Rotterdam
Unilever Nederland B.V.
EUR454.00
1
Name of
Undertaking
Nominal
Value
Share
Class
Note
Unilever Nederland Holdings B.V.
EUR454.00
1
Unilever Foods & Refreshments Global B.V.
EUR453.78
1
Netherlands – Grote Koppel 7, 3813 AA Amersfoort
Paula’s Choice Europe B.V.
EUR1.00
1
New Zealand – Level 4, 103 Carlton Gore Rd, Newmarket, Auckland 1023
Unilever New Zealand Limited
NZD2.00
1
Nicaragua – Km 11.5, Carretera Vieja a León, 800 Mts Norte, 100 Mts Este, 300 Mts
Norte, Managua
Unilever de Centroamerica S.A.
NIC50.00
1
Nigeria – 1 Billings Way, Oregun, Ikeja, Lagos
Unilever Nigeria Plc (75.96)
NGN0.50
1
West Africa Popular Foods Nigeria Limited (51)
NGN1.00
1
Norway – Martin Linges vei 25, Postbox 1, 1331 Fornebu
Unilever Norge AS
NOK100.00
1
Pakistan – Avari Plaza, Fatima Jinnah Road, Karachi, 75530
Unilever Pakistan Foods Limited (76.50)
PKR10.00
1
Unilever Pakistan Limited (99.26)
PKR50.00
1
(71.78)
PKR100.00
14
Palestine – Ersal St., Awad Center, PO Box 3801, Al-Beireh, Ramallah
Unilever Market Development Company (in
liquidation)
JOD1.00
1
Palestine – Jamil Center, Al-Beireh, Ramallah
Unilever Agencies Limited (99) (in liquidation)
JOD1.00
1
Panama – PH Dream Plaza, Piso 10 y, Provincia de Panamá, Corregimiento de
Parque Lefevre, Costa del Este
Unilever Regional Services Panama S.A. (in
liquidation)
USD1.00
1
Panama – Calle 74 Este, corregimiento de San Francisco, PH Midtown SF74, piso 17,
oficina 1705, distrito y provincia de Panamá
Unilever de Centroamerica S.A.
No Par Value
1
Paraguay – Roque Centurión Miranda No. 1635, casi Avenida San Martin, Edificio
Aymac II, Asunción
Unilever de Paraguay S.A.
PYG1,000,000.00
1
Peru – Av. Paseo de la Republica, 5895 OF. 402, Miraflores, Lima 18
Unilever Andina Perú S.A.
PEN1.00
1
Philippines – 7th Floor, Bonifacio Stopover Corporate Center, 31st Street corner
2nd Avenue, Bonifacio Global City, Taguig City
Unilever Global Services, Inc.
PHP10.00
7
Unilever Philippines, Inc.
PHP50.00
7
Philippines – 11th Avenue, Corner 39th Street, Bonifacio Triangle, Bonifacio Global
City, Taguig City, Manila
Universal Philippines Body Care, Inc.
PHP100.00
7
Philippines – Four/Neo, 12th Floor, Fourth Avenue, Bonifacio Global City, Barangay
Fort Bonifacio, Taguig 1634, Metro Manila
Gronext Technologies Phils., Inc.
PHP1.00
7
Poland – Jerozolimskie 134, 02-305, Warszawa
Unilever Polska Sp. z o.o.
PLN50.00
1
Unilever Poland Services Sp. z o.o.
PLN50.00
1
Unilever Polska S.A.
PLN10.00
1
Puerto Rico – Edificio VIG Tower, 1225 Avenida Juan Ponce de León, Oficina BS-
N, San Juan, 00907
Unilever de Puerto Rico, Inc.°
USD100.00
1
Qatar – Almana & Partners WLL Building, Area No. 43, Al Mamoura, Main Salwa 
Road, PO Box 91560
Unilever Qatar LLC
QAR1,000.00
1
Romania – Ploiesti, 291 Republicii Avenue, Prahova County
Unilever Romania S.A. (99.93)
ROL0.10
1
Unilever South Central Europe S.A.
ROL260.50
1
Romania – Bucuresti, Sector 2, Barbu Vacarescu 301-311, Cladirea AFI Lakeview,
Biroul, E-8-A11
Good People SA (75) (in liquidation)
RON10.00
1
Saudi Arabia – PO Box 5694, Jeddah 21432
Binzagr Unilever LimitedX (49)
SAR1,000.00
1
Scotland – c/o Brodies LLP, Capital Square, 58 Morrison Street, Edinburgh EH3 8BP
Twenty Nine Capital Partners (SLP) Limited
Partnership∞
4
Unilever Ventures (SLP) General Partner Limited∞
GBP1.00
1
Financial Statements
Unilever Annual Report and Accounts 2025
197
GROUP COMPANIES
Name of
Undertaking
Nominal
Value
Share
Class
Note
Unilever Ventures III (SLP) Limited Partnership∞ (14.10)
4
Twenty Nine Capital Partners V (SLP) Limited
Partnership∞
GBP1.00
4
Serbia – Belgrade, Serbia, Omladinskih brigada 90v – Novi Beograd
Unilever Beograd d.o.o.
13
Singapore – 18 Nepal Park, 139407
Unilever Asia Private Limited
No Par Value
1
Unilever Singapore Pte. Limited
No Par Value
1
UPD Singapore Pte. Ltd.
No Par Value
1
Gronext Technologies Pte. Ltd.
No Par Value
1
Singapore – 1 Maritime Square, #09-34/35, Harbourfront Centre, 099253
Paula’s Choice Singapore, SEA Pte. Ltd.
SGD1.00
1
Singapore - 8 Cross Sreet, #24-03/04, Manulife Tower, 048424
Minimalist Pte Ltd (56.02)
USD1.00
1
Slovakia – Karadžičova 8/A, 821 08 Bratislava, mestská časť Ružinov
Unilever Slovensko, spol. s. r.o.
EUR1.00
1
South Africa – 15 Nollsworth Crescent, Nollsworth Park, La Lucia Ridge Office
Estate, La Lucia, 4051
Unilever South Africa (Pty) Limited
ZAR2.00
1
Unilever South Africa Holdings (Pty) Limited
ZAR1.00
1
ZAR1.00
2
ZAR1.00
3
Aconcagua 14 Investments (RF) (Pty) Limited
ZAR1.00
1
South Africa – Oakhurst Office Park, 11-13 St Andrews Road, Parktown,
Johannesburg 2193 
UPD South Africa (Pty) Limited (60)
No Par Value
1
South Africa - Ballyoaks Office Park Ground Floor, Lacey Oak House, 2191
Bryanston, Sandton, Gauteng, 35 Ballyclare Drive
Minimalist Science Pty Limited (56.02)
Spain – C/ Tecnología 19, 08840 Viladecans
Unilever España S.A.
EUR24.00
1
Spain – C/ Felipe del Río, 14 – 48940 Leioa
Unilever Foods Industrial España, S.L.U.
EUR600.00
1
Sri Lanka – 324/9 36/1 Havelock Road, Colombo 06
Ceytea (Private) Limited
LKR10.00
1
Lever Brothers (Exports and Marketing) (Private)
Limited°
LKR2.00
1
Premium Exports Ceylon (Private) Limited
LKR10.00
1
Unilever Lanka Consumer Limited
LKR10.00
1
Unilever Ceylon Services (Private) Limited
LKR10.00
1
Unilever Sri Lanka Limited°
LKR10.00
1
Sudan – Property No. 125, Block 2, Industrial Area, Kafori District, Bahri, Kafori
Unilever Sudanese Investment Company
SDG10,000.00
1
Sweden – Röntgenvägen 3, PO Box 1056, 171 22 Solna
Alberto Culver AB
SEK100.00
1
Unilever Holding AB
SEK100.00
1
Unilever Sverige AB
SEK100.00
1
Sweden – Karlavagen 104, 115 26 Stockholm
Blueair AB
SEK100.00
2
Switzerland – Bahnhofstrasse 19, CH 8240 Thayngen
Knorr-Nährmittel Aktiengesellschaft
CHF1,000.00
1
Unilever Schweiz GmbH
CHF100,000.00
1
Switzerland – Spitalstrasse 5, 8200 Schaffhausen
Helmsman Capital AG
CHF1,000.00
1
Unilever ASCC AG
USD1,190.33
1
Unilever Finance International AG
EUR1,077.47
1
Unilever Overseas Holdings AG
EUR1,077.47
1
Unilever Schaffhausen Service AG
CHF1,000.00
1
Unilever Swiss Holdings AG
CHF1,000.00
1
Streu mi Vertriebs GmbH
 CHF20,000.00
1
Switzerland – Hinterbergstr. 30, CH-6312 Steinhausen
Oswald Nahrungsmittel GmbH
CHF800,000.00
1
Taiwan – 15F, No. 39, Sec. 2, Dunhua S. Road, Da’an District, Taipei City
Name of
Undertaking
Nominal
Value
Share
Class
Note
Unilever Taiwan Limited (99.92)
TWD10.00
1
Taiwan – RM 1, 8 F, No. 186, Sec. 1, Zhangmei Rd, Changhua City, Changhua County
50062, Taiwan (R.O.C.)
UPD Taiwan Co., Ltd
TWD27.00
1
Tanzania – Plot No. 4A, Nyerere Road, Dar Es Salaam, PO Box 40383
Unilever Tanzania Limited
TZS20.00
1
Thailand – 161 Rama 9 Road, Huay Kwang Sub-District, Huay Kwang District,
Bangkok 10310
Unilever Thai Holdings Limited
THB100.00
1
Unilever Thai Trading Limited
THB100.00
1
Thailand – 989 Siam Piwat Tower, 12A Floor, Unit B1-B2, Office No.1225, Rama 1
Road, Pathum Wan Sub-District, Pathum Wan District, Bangkok
UPD (Thailand) Limited
THB100.00
1
Thailand – 21/39 Soi Ladpraw 15, Chom Phon, Chatuchak, Bangkok, 10900
Gronext Technologies (Thailand) Limited
THB100.00
1
Trinidad & Tobago – Albion Plaza, 3rd Floor, 22-24 Victoria Avenue, Port of Spain
Unilever Caribbean Limited (50.01)
TTD1.00
1
Tunisia – Z.I. Voie Z4-2014, Mégrine Erriadh – Tunis
Unilever Tunisia S.A. (99.78)
TND6.00
1
Unilever Maghreb Export S.A. (99.76)
TND5.00
1
Tunisia – Z.I. Voie Z4, Megrine Riadh, Tunis, 2014
UTIC Distribution S.A. (99.78)
TND10.00
1
Turkey – İnkılap Mahallesi, Dr. Adnan Büyükdeniz Cad, No: 13, Ümraniye İstanbul
Unilever Gida Sanayi ve Ticaret AŞ o (99.98)
TRY0.01
1
Unilever Sanayi Ve Ticaret Türk AŞo (99.98)
TRY0.01
1
Besan Besin Sanayi ve Ticaret AŞ (99.99)
TRY0.01
1
Unilever Hizli Tuketim Urunleri Satis Pazarlama ve
Ticaret Anonim Sirketi
TRY1.00
1
Uganda – DFCU Towers, 5th Floor, Plot 26 Kyadondo Road, Industrial Area, PO Box
3515, Kampala
Unilever Uganda Limited
UGX20.00
1
Ukraine – 03150, Velyka Vasylkyvska 139
Unilever Ukraine LLC
UAH1.00
1
United Arab Emirates – PO Box 17053, Jebel Ali, Dubai
Severn Gulf FZCOX (50)
AED100,000.00
1
United Arab Emirates – PO Box 17055, Jebel Ali, Dubai
Unilever Gulf FZE
AED1,000,000.00
1
United Arab Emirates – Office No. 901, owned by Easa Saleh AlGurg LLC, Deira,
Riqqa AlBateeen
Unilever Binzagr Gulf General Trading LLCX (50)
AED1,000.00
1
Unilever General Trading LLC
AED1,000.00
1
United Arab Emirates – Warehouse No. 1.2, Dubai Industrial Park – Seeh Shwaib 2
Unilever Home & Personal Care Products
Manufacturing LLC (49)
AED1,000.00
1
United Arab Emirates - Office No. 4-379-Owned by Hind Abdul Ghaffar Ghulom, Huss
Minimalist Science Trading LLC (56.02)
AED1,000.00
1
United States – 111 River Street, 8th Floor, Hoboken, New Jersey 07030
Alberto-Culver Company
No Par Value
1
Alberto-Culver International, Inc.
USD1.00
1
Alberto-Culver USA, Inc.
No Par Value
1
Conopco, Inc.
USD1.00
7
Kensington & Sons, LLC
No Par Value
13
Pantresse, Inc.
USD120.00
7
Unilever Bestfoods (Holdings) LLC
13
Unilever Capital Corporation
USD1.00
1
Unilever United States, Inc.
USD0.3333
7
US Health & Wellbeing LLC
No Par Value
13
Murad LLC
13
Onnit Labs, Inc.
USD0.01
7
Palisade Enterprise Holdings, Inc.
USD0.0001
23
United States – 700 Sylvan Avenue, Englewood Cliffs, New Jersey 07632-3201
Living Proof, Inc.
USD0.01
7
St. Ives Laboratories, Inc.
USD0.01
1
Unilever North America Supply Chain Company, LLC
13
198
Unilever Annual Report and Accounts 2025
Financial Statements
GROUP COMPANIES
Name of
Undertaking
Nominal
Value
Share
Class
Note
Dermalogica, LLC
13
United States – 247 W. 30th Street, 7 Floor, New York - 10001
The Laundress, LLC
13
United States – 125 S Clark, Suite 2000, Chicago, IL 60603
Blueair Inc.
No Par Value
1
United States – 2816 S. Kilbourne Avenue, Chicago, IL 60624
Unilever Illinois Manufacturing, LLC
13
United States – 2900 W. Truman Boulevard, Jefferson City, MO 65109
Unilever Manufacturing (US), LLC
No Par Value
7
United States – 40 Merritt Boulevard, Trumbull, CT 06611
Unilever Trumbull Holdings, Inc.
USD1.00
7
Unilever Trumbull Research Services, Inc.
USD1.00
1
USD1.00
34
United States – 60 Lake Street, Suite 3N, Burlington, VT 05401
Seventh Generation, Inc.
USD0.001
7
United States – 605 5th Ave S, Ste 800, Seattle, WA 98104-388
Paula’s Choice, Inc.
USD0.001
7
USD0.001
22
United States – 705 5th Avenue South, Suite 200, Seattle, WA 98104
Paula’s Choice, LLC
13
United States – c/o The Corporation Trust Company, Corporation Trust Center,
1209 Orange Street, Wilmington, Delaware, 19801, New Castle County
Nutraceutical Wellness, Inc. (80)
USD0.001
7
The Uncovery, LLC
13
Heat Enterprise Holdings, Inc.
USD0.00001
23
K18, Inc.
USD0.00001
23
Biomimetek, Inc.
USD0.00001
23
Cocotier, Inc.
USD0.001
7
Yeti Parent Holdings, LLC
USD1.00
13
Yeti Intermediate Holdings I, LLC
USD1.00
13
Yeti Intermediate Holdings II, LLC
USD1.00
13
Wild Cosmetics US LLC
USD1.00
1
United States – 3770-1/2 Selby Avenue, Los Angeles, CA 90034
Kingdom Animalia, LLC
13
United States – 11 Ranick Drive South, Amityville, NY 11701
Sundial Brands, LLC
13
United States – 415 Jackson Street, Floor 2, San Francisco, CA 94111
Olly Public Benefit Corporation
USD0.00001
7
United States – 32 West Loockerman Street, Dover, DE 19801
Tatcha, LLC
13
United States – 2121 Park Place, 1st Floor, El Segundo, CA 90245
The LIV Group, Inc.
USD0.01
7
United States – 4056 Del Rey Avenue, Marina Del Rey, CA 90292
SmartyPants, Inc.
No Par Value
7
United States – 4065 Glencoe Ave, Marina del Rey, Suite 300B, California 90292
Dr. Squatch, LLC
USD1.00
13
United States - 16192, Coastal Highway, Lewas, Delaware, Country of Sussex, 19958
Minimalist Science Inc. (56.02)
USD1.00
1
United States – 1169 Gorgas Avenue, Suite A, San Francisco, CA 94129
Welly Health PBC
USD0.00001
7
USD1.00
100
USD1.00
111
United States – Resident Agents, Inc, 8 The Green, STE R, Dover, Kent, Delaware,
19901
Brand Evangelists for Beauty Inc. (68.03)
USD0.01
23
Uruguay – Complejo World Trade Center de Montevideo, Torre IV, Calle Luis
Bonavita Nro. 1266, Piso 31, Oficina 3101, Montevideo, CP 11.300
Unilever Uruguay SCC S.A.
UYU1.00
1
Uruguay – Edificio World Trade Center Free Zone Torre II, Piso 11, Unidad 1133, Dr.
Luis Bonavita 1294, Montevideo, C.P. 11.300
Unilever America Latina S.A.
UYU1.00
1
Vietnam – Lot A2-3, Tay Bac Cu Chi Industrial Zone, Tan An Hoi Ward, Ho Chi Minh
City
Name of
Undertaking
Nominal
Value
Share
Class
Note
Unilever Vietnam International Company Limited
VND863,104,820,00
0.00
13
Vietnam – No. 156, Nguyen Luong Bang Street, Tan My Ward, Ho Chi Minh City
Unicorn Market Place Vietnam Company Limited (in
liquidation)
VND207,819,496,311
.00
13
Vietnam – 3rd Floor, The Sun Building, No. 3 Me Tri Street, Tu Liem Ward, Hanoi
Paula’s Choice Vietnam Company Limited
VND
6,879,000,000.00
13
Vietnam – Floor 46, Bitexco Financial Tower, No.2 Hai Trieu Street, Ben Nghe Ward,
District 1, Ho Chi Minh City
Minimalist Vietnam Company Limited (56.02)
VND1.00
1
Zambia – Stand 2375, Corner Addis Ababa Drive & Great East Road, Show Grounds,
Lusaka
Unilever South East Africa Zambia Limited (in
liquidation)
ZMK2.00
34
ZMK2.00
1
Zambia – Stand No. 3027, Nakambala Road Industrial Site, PO Box 71570, Ndola
Chesebrough-Ponds (Private) Limited
ZMW1.00
1
Zimbabwe – 2 Stirling Road, Workington, Harare
Unilever – Zimbabwe (Pvt) Limited
ZWD0.002
1
ZWD0.002
8
SUBSIDIARY UNDERTAKINGS NOT INCLUDED IN THE CONSOLIDATION
Brazil – Av Das Nacoes Unidas, 14261 4º Andar Ala B, Vila Gertrudes, Cep
04792-000, Sao Paulo
Unileverprev Sociedade De Previdencia Privada
No Par Value
13
England and Wales – Unilever House, 100 Victoria Embankment, London EC4Y 0DY
Unilever Fragrance Limited
GBP1.00
1
England and Wales – 1 More London Place, London SE1 2AF
Unidis Twenty Six Limited (in liquidation)
GBP1.00
1
Germany – c/o Regus Stuttgart City Plaza, Rotebuhlplatz 23, 70178, Stuttgart
TIGI Haircare GmbH
EUR25,600.00
1
Germany – Wiesenstraße 21. D-40549 Düsseldorf
Living Proof GmbH
EUR1.00
1
Ghana – Plot No. Ind/A/3A-4, Heavy Industrial Area, Tema, PO Box 721, Tema
Unilever Oleo Ghana Limited
GHS2.250
1
India – Unilever House, B. D. Sawant Marg, Chakala, Andheri (E), Mumbai 400 099
Hindustan Unilever Foundation (61.90)
INR10.00
1
Kenya – Commercial Street, PO Box 40592-00100, Nairobi
Union East African Trust Limited
KES20.00
1
Myanmar – No. 40-41, Min Thate Hti Kyaw Swar Street, 35 Ward, Shwe Pyi Thar
Industrial Zone (2), Shwe Pyi Thar Township, Yangon Region
Lever Brothers (Burma) Limited
MMK500,000.00
1
Saudi Arabia – King Abdul Aziz Road, Al Shatae, PO Box 22800, Jeddah 21416
Unilever Trading and Marketing Company
SAR1,000.00
1
United States – 111 River Street, 8th Floor, Hoboken, New Jersey, 07030
Unilever United States Foundation, Inc.
13
ASSOCIATED UNDERTAKINGS
Australia – Floor 1, 101 Moray Street, South Melbourne, 3205
Straand Pty Ltd∆◊ (100)
No Par Value
111
(12.05)
No Par Value
59
Bahrain – Shop 61, Building 866, Road 3618, Block 436 Alseef Manama
Unilever Bahrain Co. W.L.L. (49)
BHD50.00
1
Brazil – Avenida Engenheiro Luiz Carlos Berrini, 105, 16th floor, Ed. Berrini One,
Cidade das Monções, São Paulo, SP, Brazil, ZIP Code 04571-010
Gallo Brasil Distribuição e comércio Limitada (55)
BRL1.00
7
Canada – Suite 300-171 West Esplanade, North Vancouver, British Columbia,  V7M
3K9
A&W Root Beer Beverages Canada Inc. (40)
No Par Value
38
Canada – 229 Amesbury Gate, Bedford, Nova Scotia, B4B 0R8
The 7 Virtues Beauty Inc.∆◊ (64.29)
No Par Value
58
(11.79)
No Par Value
119
Canada – 1400-160 Bloor Street East, Toronto, ON M4W 3R2
Food Service Direct Logistics Canada, Inc. (60)
CAD1.00
7
China – Room B101, Building 1, No. 33, Fuquan North Road, Changning District, Shanghai
Shanghai Lihuashiheng Food Techical Co. Ltd (33.33)
CNY1.00
1
Financial Statements
Unilever Annual Report and Accounts 2025
199
GROUP COMPANIES
Name of
Undertaking
Nominal
Value
Share
Class
Note
Cyprus – 2 Marcou Dracou Street, Engomi Industrial Estate, 2409 Nicosia
Unilever PMT Limited (49)
EUR1.71
2
EUR1.71
3
England and Wales – 100 Victoria Embankment, Blackfriars, London EC4Y 0DY
Uflexreward Holdings LimitedΔ (92.59)
GBP0.001
2
GBP1.00
21
Uflexreward LimitedΔ (92.59)
GBP1.00
2
England and Wales – Unit 1.8 & 1.9, The Shepherds Building, Charecroft Way,
London W14 0EE
SCA Investments Holdings Limited∆◊ (15.61)
GBP0.001
40
(25.19)
GBP0.001
41
(3.63)
GBP0.001
42
(5.31)
GBP0.001
112
England and Wales – 2nd Floor, 5 Jubilee Place, Chelsea, London SW3 3TD
Trinny London Limited∆◊ (54.88)
GBP0.01
58
(32.32)
GBP0.01
71
England and Wales – 2 Leman Street, London E1W 9US
Penhros Bio Limited (37.7)
GBP1.00
1
England and Wales – 6 Snow Hill, London EC1A 2AY
VHSquared Limited (in liquidation) (39.47)
GBP0.01
1
(1.79)
GBP0.01
57
(17.86)
GBP0.01
36
England and Wales – 4 Berens Road, London, England, NW10 5EB
The Nue Co, Ltd∆◊ (20.41)
GBP0.000001
35
(3.98)
GBP0.000001
58
England and Wales – 71-75 Shelton Street, Covent Garden, London, United
Kingdom, WC2H 9JQ
Indu Cosmetics, Ltd∆◊ (48.78)
GBP0.0001
111
France – 13 Avenue Morane Saulnier, 78140 Velizy Villacoublay
Pegase S.A.S. (25)
EUR5,000.00
1
France – 7 rue Armand Peugeot, 92500 Rueil-Malmaison
Relais D’or Centrale S.A.S. (49.99)
No Par Value
1
Germany – Beerbachstraße 19, 91183 Abenberg
Hans Henglein & Sohn GmbH (50)
EUR100,000.00
1
Henglein & Co. Handels-und Beteiligungs GmbH &
Co. KG (50)
4
Henglein Geschäftsführungsgesellschaft mit
beschränkter Haftung (50)
DEM50,000.00
1
Nürnberger Kloßteig NK GmbH & Co. KG (50)
4
Henglein NRW GmbH (50)
DEM250,000.00
1
Germany – Lauchaer Straße 1, 06647 An der Poststraße OT Klosterhaeseler
Henglein GmbH & Co. KG (50)
DEM50,000.00
1
India – 1st & 2nd Floor, Kagalwala House, Plot No. 175, CST Road, Kalina, Bandra
Kurla, Santacruz East Mumbai, Mumbai 400098
Peel-Works Private Limited∆◊ (in liquidation) (48.15)
INR30.00
63
(16.66)
INR30.00
70
(14.65)
INR30.00
32
India – 1st Floor Lodha, i-Think Techno Campus, A Wing, Chirak Nagar, Thane MH
400607
Pureplay Skin Sciences (India) Private Limited∆◊ (0.1)
INR10.00
75
(100)
INR100.00
73
(100)
INR100.00
64
(6.54)
INR100.00
65
(8.75)
INR100.00
106
India – Plot No. D 5, Road No. 20, Marol MIDC, Andheri East, Mumbai 400093
Scentials Beautycare & Wellness Ltd∆◊ (63.42)
INR10.00
73
(0.10)
INR10.00
75
India – 15 Ambika Nagar, Sector 4, Hiran Magri, Udaipur, Rajasthan 313002
Derma Goodness Private Limited∆◊ (0.2)
INR10.00
75
(97.93)
INR100.00
110
(20.04)
INR100.00
73
India – Z-44, Panchasayar, P-210-4-1, Panchasayar, Kolkata, WB 700094
Wellness Ville Private Limited∆◊ (0.10)
INR10.00
75
(92.11)
INR50.00
118
Name of
Undertaking
Nominal
Value
Share
Class
Note
(100.00)
INR50.00
73
India – 28, B.T. Road, Cossipore, Chiria More, Kolkata, West Bengal 700002
Rabiko Lifestyle Private Limited∆◊ (0.02)
INR10.00
75
(100.00)
INR10.00
114
India – A-2004, Floor-20, Plot-141, Phoenix Tower-A, S.B. Marg, Delisle Road, Lower
Parel West, Mumbai 400013
Nutritionalab Private Limited (13.31)
INR10.00
1
India – 109, Floor 1, Plot 16, Vithaldas Chamber, Mumbai Samachar Marg Bombay
Stock Exchange, Fort, Mumbai, Maharashtra 400001
ClayCo Cosmetics Private Limited∆◊ (100)
INR50.00
114
(0.1)
INR10.00
75
(100)
INR50.00
73
India – 109, Office No. 202, Simran Plaza, CTS E/829, JN of 3rd & 4th Road, Khar
West, Opp Naginas Rest, Khar Colony, Mumbai, 400052
24Carat Remedies Private Limited∆◊ (79.07)
INR10.00
130
(0.06)
INR10.00
75
Indonesia – Jalan Srengseng Raya Nomor 55A, Rukun Tetangga 001, Rukun Warga
002, Kelurahan Srengseng, Kecamatan Kembangan, Jakarta Barat 11630
PT Anugrah Mutu Bersama (40)
IDR1,000,000.00
1
Iran – Second Floor, No. 23, Corner of 33rd Street, Zagros Street, Argentina Square,
Tehran
Unilever-Golestan Foods (Private Joint Stock
Company)(51)
IRR1,000,000.00
1
Ireland – 70 Sir John Rogerson’s Quay, Dublin 2
Pepsi Lipton International Limited(45.45)
EUR1.00
53
EUR1.00
54
EUR1.00
79
EUR1.00
121
EUR1.00
122
EUR1.00
123
EUR1.00
124
Israel – Kochav Yokneam Building, 4th Floor, PO Box 14, Yokneam Illit 20692
IB Ventures Limited (99.74)
ILS1.00
14
Israel – 8 HaMada Street, Rehovot
Elixr, Ltd∆◊ (28.57)
USD0.01
130
Italy – Via Quercete, n.a. 81016, San Potito Sannitico (CE)
P2P S.r.l (50)
EUR1.00
1
Luxembourg – 5 Heienhaff, L-1736 Senningerberg
Helpling Group Holding S.à r.l.∆◊ (34.06)
EUR1.00
88
(1.37)
EUR1.00
61
(6.13)
EUR1.00
125
Mauritius – c/o Apex Fund Services (Mauritius) Ltd, 4th Floor, 19 Bank Street,
Cyber City, Ebene 72201
Capvent Asia Consumer Fund Limited (40.41) (in
liquidation)
USD0.01
78
Netherlands – 1016CG Amsterdam, Heregracht 346 A
Inde Wild B.V.∆◊ (60.06)
EUR0.01
111
Oman – PO Box 1711, Ruwi, Postal Code 112
Towell Unilever LLC (49)
OMR1.00
1
Philippines – 11th Avenue Corner, 38th Street, Bonifacio Triangle, Bonifacio Global
City, Taguig City, Metro Manila
Sto Tomas Paco Land Corp∆◊ (40)
PHP1.00
7
(40)
PHP10.00
46
(40)
PHP20.00
44
Cavite Horizons Land, Inc.(35.10)
PHP1.00
7
PHP10,000.00
46
Portugal – Largo Monterroio Mascarenhas, 1,1099–081 Lisboa
Fima Ola – Produtos Alimentares, S.A. (55)
EUR4,125,000.00
1
Gallo Worldwide, Limitada (55)
EUR550,000.00
5
Grop – Gelado Retail Operation Portugal,
Unipessoal, Limitada (55)
EUR50,000.00
1
Unilever Fima, Limitada (55)
EUR14,462,336.00
5
Victor Guedes – Industria e Comercio, S.A. (55)
EUR275,000.00
1
Fima Dressings Unipessoal, Lda (55)
EUR50,000.00
1
UL Ice Cream Comercial, Lda (55)
EUR55,000.00
5
200
Unilever Annual Report and Accounts 2025
Financial Statements
GROUP COMPANIES
Name of
Undertaking
Nominal
Value
Share
Class
Note
ICC Portugal Supply Unipessoal, Lda (55)
EUR1,000.00
5
Portugal – Avenida Conselheiro Fernando de Sousa, 19, 15º, 1070-072, Lisboa
Transportadora Central do Infante, Limitada (55)
EUR27,000.00
5
Saudi Arabia – PO Box 22800, Jeddah 21416
Binzagr Unilever Distribution Company Limited (49)
SAR1,000.00
1
Singapore – 3 Phillip Street, #14-05 Royal Group Building, 048693
YOU Private Limited∆◊ (33.33)
71
(33.56)
93
Singapore – 20A Tanjong Pagar Road, 088443
ESQA Corp Pte Ltd∆◊ (60)
73
(100)
76
Sweden – Sturegatan 38, Stockholm, 11436
SachaJuan Haircare AB∆◊ (69.5)
SEK1.00
9
United Arab Emirates – PO Box 49, Dubai
Al Gurg Unilever LLC (49)
AED1,000.00
1
United Arab Emirates – PO Box 49, Abu Dhabi
Thani Murshid Unilever LLC (49)
AED1,000.00
1
United States – 700 Sylvan Avenue, Englewood Cliffs, New Jersey 07632-3201
Pepsi Lipton Tea Partnership (50)
4
Food Service Direct Logistics, LLC (60)
13
United States – c/o The Company Corporation, 251 Little Falls Drive, Wilmington,
DE, New Castle 19808
Outliers, Inc.∆◊ (58.77)
USD0.00001
62
(31.35)
USD0.00001
113
Perelel, Inc.∆◊(16.77)
USD0.00001
95
(68.42)
USD0.00001
58
(34.83)
USD0.00001
55
True Botanicals, Inc.∆◊ (51.23)
USD0.0001
62
Hung Vanngo Beauty, Inc.∆◊ (60)
USD0.00001
59
United States – c/o Cogency Global Inc, 850 New Burton Road, in the City of Dover,
County of Kent, Delaware
Name of
Undertaking
Nominal
Value
Share
Class
Note
Volition Beauty Inc.∆◊ (66.44)
USD0.0001
58
United States – c/o The Corporation Trust Company, Trust Center, 1209 Orange
Street, Wilmington, Delaware, 19801, New Castle County
Koco Life LLC∆◊ (26.19)
104
(41.59)
105
New Voices Fund LP∆◊ (32.90)
4
Oak Essentials Holdco, Inc.∆◊ (23.81)
USD0.0001
58
Lemme, Inc.∆◊ (86.28)
USD0.0001
62
(6.38)
USD0.0001
95
Plant People, PBC ∆◊ (22.60)
USD0.0001
95
(9.07)
USD0.0001
62
Alice Mushrooms, Inc ∆◊ (28.75)
USD0.001
62
Eetho Brands Inc.∆◊ (100)
USD0.0001
58
United States – c/o A Registered Agent, Inc, 8 The Green, Ste A, Dover, Kent, DE,
19901
Clean Beauty for All, Inc.∆◊ (21.73)
USD0.0001
62
(41.99)
USD0.0001
95
(62.35)
USD0.0001
51
(67.85)
USD0.0001
96
OneSkin, Inc.∆◊ (28.57)
USD0.00001
58
(5.00)
USD0.00001
7
(7.55)
USD0.00001
59
United States – National Registered Agents Inc., 1209 Orange Street, Wilmington,
New Castle, Delaware 19801
Mealogic, Inc.∆◊ (24.82)
USD0.00001
58
United States – 131 Continental Drive Suite 305, Newark, Newcastle, DE, 19713
Create Wellness, Inc.∆◊ (90.07)
USD0.00001
62
(14.18)
USD0.00001
71
United States – Vcorp Services, LLC, 108 W. 13th Street Suite 100, Wilmington, New
Castle, DE, 19801.
i-Genie.AI Inc. ∆◊ (99.72)
USD0.0001
103
(8.02)
USD0.0001
58
Notes:
1:  Ordinary, 2: Ordinary-A, 3: Ordinary-B, 4: Partnership, 5: Quotas, 6: Class-A Common, 7: Common, 8: Class A, 9: Class B, 10: Class C, 11: Class II Common, 12: Class III Common,
13: Membership Interest, 14: Preference, 15: Redeemable Preference, 16: Limited by Guarantee, 17: C Ordinary Shares, 18: Viscountcy, 19: B3 Ordinary, 20: Series C-1 Pref,
21: Ordinary-C, 22: Preferred, 23: Common Stock, 24: Redeemable Preference Class B, 25: Special, 26: Cumulative Preference, 27: 5% Cumulative Preference, 28: Non-Voting
Ordinary B, 29: Common B, 30: Management, 31: Dormant, 32: Series C1 Preference, 33: Series D-2, 34: Cumulative Redeemable Preference, 35: A-Ordinary, 36: Preferred
Ordinary, 37: Com, 38: Class Common-B, 39: Series A Participating Preference, 40: H-Ordinary, 41: I-Ordinary, 42: J-Ordinary, 43: Series A Preferred Convertible, 44: A
Preference, 45: Series B1 CCPS, 46: B Preference, 47: Series A-5, 48: Series C-2 Preferred, 49: A-4 Com, 50: D Preference, 51: Series A-3 Preferred, 52: C Preference, 53: E Ordinary,
54: G Preferred, 55: Series Seed, 56: Nominal, 57: Preferred A, 58: Series A Preferred, 59: Series Seed-2 Preferred, 60: Series C-2, 61: Series D, 62: Series A-1 Preferred, 63: Series
B-2 Preference, 64: Pre Series B CCPS, 65: Series B CCPS, 66: Series C1 CPPS, 67: Series C2, 68: Office Holders, 69: Security, 70: Series B-3 Preference, 71: Series B Preferred,
72: Series Seed B CPPS, 73: Series A CCPS, 74: Series A2 CPPS, 75: Equity, 76: Series B CCPS, 77: Series B Preferred Convertible, 78: Class A Redeemable Non-Voting Ordinary,
79: B Ordinary, 80: N Ordinary, 81: A-1 Com, 82: A-2 Com, 83: A-3 Com, 84: Series A EIS, 85: Series A Convertible Preferred, 86: Series A2 Preferred, 87: Series B2 Preferred,
88: Series C Preferred, 89: Series A1 CPPS, 90: D1 Preferred, 91: Series E, 92: Series C-2 Pref, 93: Series B-1 Preferred, 94: Series B-2 Preferred, 95: Series A-2 Preferred, 96: Series
A-4 Preferred, 97: Preferred Seed, 98: Seed-3 Preferred, 99: CCPS, 100: Series A Preferred Stock, 101: Ordinary Preferred, 102: E Preference, 103: Common A, 104: Series D-5
Preferred, 105: Series D-6 Preferred, 106: Series C CCPS, 107: Series Seed Convertible Preferred, 108: Series C-E Preferred, 109: Series Seed 2 Convertible Preferred Shares,
110: Seed CCPS, 111: Series Seed Preferred Shares, 112: M-Ordinary, 113: Series A-9 Preferred, 114: Series Seed CCPS, 115: Series A-1, 116: Pre-Series B CCCPS, 117: Series A CCCPS,
118: Series Seed A CCPS, 119: Series B Common Stock, 120: B1 Ordinary, 121: I Preferred, 122: K Preferred, 123: M Preferred, 124: O Preferred, 125: Series F, 126: B4 Ordinary,
127: Pre-Series A CCPS, 128: Series B Convertible Preferred, 129: Series B2 Convertible Preferred, 130: Series Seed-1 Preferred.
Ο  Indicates an undertaking directly held by PLC. All other undertakings are indirectly held. In the case of Hindustan Unilever Limited, 47.43% is directly held and the remainder
of 14.47% is indirectly held. In the case of Unilever Kenya Limited, 11.30% is directly held and the remainder of 88.70% is indirectly held. In the case of Unilever Sri Lanka Limited,
18.32% is directly held and the remainder of 81.68% is indirectly held. In the case of Mixhold B.V., 27.71% is directly held and the remainder of 72.29% is indirectly held. In the
cases of each of Unilever Gida Sanayi ve Ticaret A.Ş. and Unilever Sanayi ve Ticaret Turk A.Ş., a fractional amount is directly held and the remainder is indirectly held. In the
case of Mixhold B.V., 55.37% of the ordinary-A shares are directly held, the remainder of 44.63% are indirectly held and the other share classes are indirectly held.
†    Shares the undertaking holds in itself.
Δ  Denotes an undertaking where other classes of shares are held by a third party.
Χ  Binzagr Unilever Limited, Severn Gulf FZCO, Unilever Binzagr Gulf General Trading LLC and AlBahar United For Wholesale and Retail Trading Company LLC are subsidiary
undertakings pursuant to Section 1162(2)(b) Companies Act 2006. The Unilever Group is entitled to 50% of the profits made by Binzagr Unilever Limited, Severn Gulf FZCO and
Unilever Binzagr Gulf General Trading LLC.
◊  Accounted for as non-current investments within non-current financial assets.
∞  Exemption pursuant to Regulation 7 of the Partnership (Accounts) Regulations 2008.
In addition, we have revenues either from our own operations or otherwise in the following locations: Afghanistan, Åland Islands, Albania, American Samoa, Americas, Andorra,
Angola, Anguilla, Antigua and Barbuda, Armenia, Aruba, Azerbaijan, Bahamas, Barbados, Belize, Benin, Bermuda, Bhutan, Bonaire, Bosnia and Herzegovina, Botswana, British
Indian Ocean Territory, British Virgin Islands, Brunei Darussalam, Burkina Faso, Burundi, Cameroon, Cape Verde, Cayman Islands, Central African Republic, Chad, Christmas
Island, Cocos (Keeling) Islands, Comoros, Congo, Cook Islands, Curaçao, Democratic Republic of Congo, Dominica, Equatorial Guinea, Eritrea, Eswatini (previously known as
Swaziland), Falkland Islands (Malvinas), Faroe Islands, Federated States of Micronesia, Fiji, French Guiana, French Polynesia, French Southern Territories, Gabon, Gambia,
Georgia, Gibraltar, Greenland, Grenada, Guadeloupe, Guam, Guernsey, Guinea, Guinea-Bissau, Guyana, Heard Island and McDonald Islands, Holy See (Vatican City State),
Iceland, Iraq, Jamaica, Kiribati, Kosovo, Kyrgyzstan, Lebanon, Lesotho, Liberia, Libya, Liechtenstein, Luxembourg, Macao, Madagascar, Maldives, Mali, Malta, Marshall Islands,
Martinique, Mauritania, Mauritius, Mayotte, Moldova (Republic of), Monaco, Mongolia, Montenegro, Montserrat, Namibia, Nauru, New Caledonia, Niue, Norfolk Island, North
Macedonia, Northern Mariana Islands, Palau, Papua New Guinea, Pitcairn, Réunion, Saint Kitts and Nevis, Saint Lucia, Saint Martin (French part), Saint Pierre and Miquelon, Saint
Vincent and the Grenadines, Samoa, San Marino, Senegal, Seychelles, Sierra Leone, Sint Maarten (Dutch part), Slovenia, Solomon Islands, Somalia, South Georgia and the South
Sandwich Islands, South Sudan, Suriname, Svalbard and Jan Mayen, Tajikistan, Timor-Leste, Togo, Tokelau, Tonga, Turkmenistan, Turks and Caicos Islands, Tuvalu, Uzbekistan,
Vanuatu, Virgin Islands (US), Wallis and Futuna, Western Sahara and Yemen.
The Unilever Group has established branches in Azerbaijan, China, Jordan, Kazakhstan, Lebanon, Poland, Turkey and the UK.
Financial Statements
Unilever Annual Report and Accounts 2025
201
Shareholder Information Financial Calendar
ANNUAL GENERAL MEETING
Date
13 May 2026
Voting and Registration date
11 May 2026
QUARTERLY DIVIDENDS
Announcement date
Ex-dividend date
for ordinary shares
Ex-dividend
date for ADSs
Record date
Payment date
Quarterly dividend announced
with the Q4 2025 results
12 February 2026
26 February 2026
27 February 2026
27 February 2026
10 April 2026
Quarterly dividend announced
with the Q1 2026 results
30 April 2026
14 May 2026
15 May 2026
15 May 2026
26 June 2026
Quarterly dividend announced
with the Q2 2026 results
28 July 2026
6 August 2026
7 August 2026
7 August 2026
18 September 2026
Quarterly dividend announced
with the Q3 2026 results
28 October 2026
12 November 2026
13 November 2026
13 November 2026
18 December 2026
CONTACT DETAILS
Unilever PLC
100 Victoria Embankment
London EC4Y 0DY
United Kingdom
Any queries can be sent to us electronically via:
www.unilever.com/investors/contacts
Shareholders can email us at:
investor.relations@unilever.com
SHAREHOLDER SERVICES
UK
Computershare Investor Services PLC
The Pavilions
Bridgwater Road
Bristol BS99 6ZZ
Telephone +44 (0) 370 600 3977
Website
www.investorcentre.co.uk
FAQ and Contact Form
www.investorcentre.co.uk/
contactus
The Netherlands
ABN AMRO Bank N.V.
Gustav Mahlerlaan 10
1082 PP Amsterdam
Telephone +31 (0) 20 628 6070
Email
corporate.broking@nl.abnamro.com
US
Equiniti Trust Company LLC
Peck Slip Station
PO Box 2050
New York, NY 10272-2050
Toll-free number (if calling within the US) 866 249 2593
Direct dial +1 718 921 8137
Email
adr@equiniti.com
WEBSITE
Shareholders are encouraged to visit our website, which has a wealth
of information about Unilever.
There is a section on our website designed specifically for investors. It
includes detailed coverage of the Unilever share price, our quarterly and
annual results, performance charts, financial news, and investor relations
speeches and presentations. It also includes details of the conference and
investor/analyst presentations.
You can also view the Unilever Annual Report and Accounts 2025 (and the
Additional Information for US Listing Purposes) on our website, and those
for prior years.
Find out more at www.unilever.com
www.unilever.com/investors
www.unilever.com/investors/annual-report-and-accounts
References to information on websites in this document are included as an
aid to their location and such information is not incorporated in, and does
not form part of, this document. Any website URL is included as text only
and is not an active link.
PUBLICATIONS
Copies of the Unilever Annual Report and Accounts 2025 (and the
Additional Information for US Listing Purposes) and the Annual Report on
Form 20-F 2025 can be accessed directly or ordered via the website.
www.unilever.com/investors
UNILEVER ANNUAL REPORT AND ACCOUNTS 2025
The Unilever Annual Report and Accounts 2025 (and the Additional
Information for US Listing Purposes) forms the basis for the Annual Report
on Form 20-F, which is filed with the United States Securities and Exchange
Commission. It is also available free of charge from the SEC’s website.
www.sec.gov
Quarterly results announcements
Unilever’s quarterly results announcements are in English, with figures
in euros.
202
Unilever Annual Report and Accounts 2025
Financial Statements
                                   
Additional Information for
US Listing Purposes
Additional information for US listing purposes
Form 20-F references
Item 1
Identity of Directors, Senior Management and Advisers
n/a
Item 2
Offer Statistics and Expected Timetable
n/a
Item 3
Key Information
B.
Capitalisation and Indebtedness
n/a
C.
Reasons for the offer and use of proceeds
n/a
D.
Risk Factors
31-37
Item 4
A.
History and development of the company
6-29, 51, 133-135, 155-157, 177-181, 201, 206
B.
Business overview
2-5, 10-29, 31-37, 136-138, 206
C.
Organisational structure
51, 183, 192-200
D.
Property, plant and equipment
Item 4A
Unresolved Staff Comments
n/a
Item 5
Operating and Financial Review and Prospects
A.
Operating results
10-15, 39-46, 168-171
B.
Liquidity and capital resources
C.
Research and development, patents and licences, etc.
2, 18-30, 139, 206
D.
Trend information
2-3, 6-15, 17-28, 31-37
E.
Critical accounting estimates
n/a
Item 6
Directors, Senior Management and Employees
A.
Directors and senior management
52-55, 204
B.
Compensation
78-108, 140-147
C.
Board practices
56-61, 78-82, 204
D.
Employees
3, 47, 48, 140, 204
E.
Share ownership
97-108, 146-147, 204
F.
Disclosure of a registrant’s actions to recover
erroneously awarded compensation
n/a
Item 7
Major Shareholders and Related Party Transactions
A.
Major shareholders
63, 205
B.
Related party transactions
182, 205
C.
Interest of experts and counsel
n/a
Item 8
Financial Information
A.
Consolidated statements and other financial information
128-191, 201, 205, 212
B.
Significant changes
Item 9
The Offer and Listing
A.
Offer and listing details
51, 63, 205, 210-211
B.
Plan of distribution
n/a
C.
Markets
50
D.
Selling shareholders
n/a
E.
Dilution
n/a
F.
Expenses of the issue
n/a
Financial Statements
Unilever Annual Report and Accounts 2025
203
ADDITIONAL INFORMATION FOR US LISTING PURPOSES 
Item 10
Additional Information
A.
Share capital
n/a
B.
Articles of association
51, 57, 62, 206, 211
C.
Material contracts
D.
Exchange controls
E.
Taxation
207-210
F.
Dividends and paying agents
n/a
G.
Statement by experts
n/a
H.
Documents on display
I.
Subsidiary information
n/a
J.
Annual security report to security holders
n/a
Item 11
Quantitative and Qualitative Disclosures about Market Risk
Item 12
Description of Securities Other than Equity Securities
A.
Description of debt securities
n/a
B.
Description of warrants and rights
n/a
C.
Description of other securities
n/a
D.
American Depositary Shares
210-211
Item 13
Defaults, Dividend Arrearages and Delinquencies
A.
Defaults
B.
Dividend arrearages and delinquencies
Item 14
Material Modifications to the Rights of Security Holders and Use of Proceeds
n/a
Item 15
Controls and Procedures
A.
Disclosure Controls and Procedures
64
B.
Annual Report on Internal Control
C.
Attestation Report
D.
Changes in Internal Control over Financial Reporting
n/a
Item 16
Reserved
Item 16A.
Audit Committee Financial Expert
71
Item 16B.
Code of Ethics
71, 76-77
Item 16C.
Principal Accountant Fees and Services
71-74, 212
Item 16D.
Exemptions from The Listing Standards for Audit Committees
n/a
Item 16E.
Purchases of Equity Securities by The Issuer and Affiliated
Purchasers
79, 182, 211
Item 16F.
Change in Registrant’s Certifying Accountant
n/a
Item 16G.
Corporate Governance
64
Item 16H.
Mine Safety Disclosures
n/a
Item 16I.
Disclosure Regarding Foreign Jurisdictions that Prevent
Inspections
n/a
Item 16J.
Insider Trading Policies (Share Dealing Standard)
206
Item 16K.
Cybersecurity
Item 17
Financial Statements
110-183
Item 18
Financial Statements
110-183
Item 19
Exhibits    Please refer to the Exhibit list located immediately before the signature page for this document as filed with the SEC.
204
Unilever Annual Report and Accounts 2025
Financial Statements
ADDITIONAL INFORMATION FOR US LISTING PURPOSES 
DIRECTORS, SENIOR MANAGEMENT AND EMPLOYEES
Employees
The average number of employees for the last three years is provided in note 4A on page 140. The average number of employees during 2025 included
65 seasonal workers. We believe our relationship with our employees and any labour unions of which they may be part is satisfactory in all material
respects.
Global employee share plans (SHARES)
Unilever’s global employee plan ‘SHARES’ gives eligible Unilever employees below management level the opportunity to invest between €10 and
€200 per month from their net salary in Unilever shares. For every three shares our employees buy (Investment Shares), Unilever will give them one
free Matching Share, which will vest if employees hold their Investment Shares for at least three years. The Matching Shares are not subject to any
performance conditions. Executive Directors are not eligible to participate in SHARES. As of 2 March 2026 (the latest practicable date for inclusion in
this report), awards for 275,113 PLC share s were outstanding under SHARES.
North American share plans
Unilever also maintains share plans for its North American employees that are governed by an umbrella plan referred to as the Unilever North America
Omnibus Equity Compensation Plan, which was amended and restated as of 29 November 2022 to authorise the issue of newly issued Unilever Ordinary
Shares under the Plan and subsequently amended and restated as of 25 November 2024 to permit certain cash settlements and exchanges of
outstanding Ice Cream awards. These plans are the North American equivalents of the Unilever Share Plan 2017 and SHARES plans, as amended from time
to time. The rules governing these share plans are materially the same as the rules governing the Unilever Share Plan 2017 and SHARES plans, respectively.
However, the plans contain non-competition and non-solicitation covenants and they are subject to US and Canadian employment and tax laws. The
plans are administered by the North America Compensation Committee of Unilever United States, Inc. and they are governed by New York law.
The foregoing description of the Unilever North America Omnibus Equity Compensation Plan does not purport to be complete and is qualified in its
entirety by reference to the Unilever North America Omnibus Equity Compensation Plan, including all amendments thereto, filed as Exhibit 4.2 to the
Form S-8 Post Effective Amendment (File No. 333-185299) filed with the SEC on 12 December 2025.
Remuneration Committee
The Committee is concerned with the remuneration of the Executive and Non-Executive Directors and the tier of management directly below the
Board. The Committee also has responsibility for the cash and executive and all-employee share-based incentive plans, the Remuneration Policy and
performance evaluation of the Unilever Leadership Executive, and the periodic review of the remuneration and related policies of the wider workforce
to assess alignment to PLC’s purpose, value and strategy.
DIRECTORS AND SENIOR MANAGEMENT
Family relationship
There are no family relationships between any of our Executive Directors, members of the ULE or Non-Executive Directors.
Other arrangements
None of our Non-Executive Directors, Executive Directors or other key management personnel are elected or appointed under any arrangement
or understanding with any major shareholder, customer, supplier or others. As mentioned on page 101, Nelson Peltz, a Non-Executive Director, is the
Chief Executive and founding partner of Trian Fund Management, LP, which held interests in approximately 1.3% of Unilever’s issued share capital
as at 2 March 2026.
Financial Statements
Unilever Annual Report and Accounts 2025
205
ADDITIONAL INFORMATION FOR US LISTING PURPOSES 
MAJOR SHAREHOLDERS AND RELATED PARTY TRANSACTIONS
Major shareholders
The voting rights of the significant shareholders of the Company are the same as for other holders of the class of share held by such significant
shareholders.
The principal trading market upon which the Company’s ordinary shares are listed is the London Stock Exchange. The Company’s ordinary shares are
also listed and traded on Euronext Amsterdam.
In the United States, Unilever PLC American Depositary Receipts are traded on the New York Stock Exchange. Deutsche Bank Trust Company Americas
(Deutsche Bank) acts for PLC as depositary.
At 2 March 2026 (the latest practicable date for inclusion in this report), there were 1,613 registered holders of Unilever PLC American Depositary
Receipts in the United States. We estimate that approximately 42% of the Company’s ordinary shares (including shares underlying Unilever PLC American
Depositary Receipts) were held in the United States in 2025.
If you are a shareholder of the Company, your interest is in a UK legal entity, your dividends will be paid in pound sterling (converted into US dollars if
you have Unilever PLC American Depositary Receipts) and you may be subject to UK tax.
To Unilever’s knowledge, the Company is not owned or controlled, directly or indirectly, by another corporation, any foreign government or by any
other legal or natural person, severally or jointly. The Company is not aware of any arrangements the operation of which may at any subsequent date
result in a change of control of the Company.
Related party transactions
Transactions with related parties are conducted in accordance with agreed transfer pricing policies and include sales to joint ventures and associates.
Other than those disclosed in note 23 to the consolidated financial statements (and incorporated herein as above), there were no related party
transactions that were material to the Group or to the related parties concerned that are required to be reported in 2025 up to 2 March 2026 (the latest
practicable date for inclusion in this report).
Dividend record
The following tables show the dividends declared and dividends paid by PLC for the last five years, expressed in terms of the revised share
denominations which became effective from 22 May 2006.
2025
2024
2023
2022
2021
Dividends declared for the year
PLC dividends
Dividend per 3 1/9 p
€1.82
£1.48
£1.48
£1.48
£1.46
Dividend per 3 1/9 p (US Registry)
$2.11
$1.88
$1.86
$1.77
$2.00
Dividends paid during the year
PLC dividends
Dividend per 3 1/9 p
€1.81
£1.47
£1.50
£1.45
£1.48
Dividend per 3 1/9 p (US Registry)
$2.05
$1.86
$1.86
$1.80
$2.03
206
Unilever Annual Report and Accounts 2025
Financial Statements
ADDITIONAL INFORMATION FOR US LISTING PURPOSES 
Material contracts
At the date of this Annual Report on Form 20-F, Unilever is not party to
any contracts that are considered material to its results or operations.
Exchange controls
Other than certain economic sanctions that may be in place from time to
time, there are currently no UK laws, decrees or regulations restricting the
import or export of capital or affecting the remittance of dividends or other
payments to holders of the PLC’s shares who are non-residents of the UK.
Similarly, other than certain economic sanctions that may be in force from
time to time, there are no limitations relating only to non-residents of the
UK under English law or the PLC’s Articles of Association on the right to be
a holder of, and to vote in respect of, the company’s shares.
Unilever Annual Report on Form 20-F 2025
Filed with the SEC on the SEC’s website. Printed copies are available, free
of charge, upon request to Unilever PLC, Investor Relations department,
100 Victoria Embankment, London, EC4Y 0DY, United Kingdom.
Documents on display in the United States
Unilever files and furnishes reports and information with the United States
SEC. Certain of our reports and other information that we file or furnish to the
SEC are also available to the public over the internet on the SEC’s website.
2024 compared to 2023 Financial Performance
We have not included a discussion of year-over-year comparisons
between 2024 and 2023 in this Annual Report on Form 20-F. This discussion
can be found in ’Group Financial Review’, ’Business Group Review’, ’Planet
& Society’, ’Financial Performance’ and ’Financial Statements’ in our Annual
Report on Form 20-F for the year ended 31 December 2024 filed with the
SEC on 13 March 2025.
OTHER INFORMATION ON THE COMPANY
Innovation, research and development
With more than 4,500 scientific and technical experts, including over
500 PhDs, Unilever’s R&D organisation powers the products and innovation
behind our 30 Power Brands that are trusted across the globe. Combining
world-leading science, pioneering talent and advanced digital
technologies, we rapidly turn consumer insights into innovations that
delight consumers and grow our business. From breakthrough ingredients
that deliver superior performance to sensorial experiences and packaging
that delight, R&D fuels Desire at Scale across our brands. 
Our teams push the boundaries of science in cutting-edge fields such
as the microbiome, biotechnology and digital product design. R&D is
central to Unilever’s strategy: applying the latest science and technology
to create scalable innovations that drive category growth and market
development. 
In 2025, R&D investment totalled €836 million, reflecting the exclusion
of the Ice Cream business following its demerger. In the prior two years,
investment was €949 million (2023) and €987 million (2024), including
Ice Cream. With a portfolio of more than 16,500 active patents, new
technologies and ingredients continue to strengthen performance and
deepen consumer preference. Our global R&D centres – strategically
located in the most dynamic markets, including the US and India – bring
our scientists close to the consumer, top external partners and our
priority businesses. 
Digital tools are opening a new era of scientific discovery. Using advanced
computing power and AI, we can compress decades of lab work into
days, generating insights previously unimaginable. By mapping, modelling
and experimenting virtually, we design and simulate every step of the
innovation process before scaling for manufacturing. This leap forward –
powered by AI, virtual simulation, our proprietary data and a century of
scientific expertise – ensures our teams are leading the industry in the next
generation of product innovation.
Raw materials
Our products use a wide variety of raw and packaging materials,
which we source locally and internationally and which may be subject
to price volatility, either directly or as a result of movements in foreign
exchange rates.
Following deflation in 2024, commodity price increases and adverse
currency movements in the first half of 2025 resulted in net material
inflation of €0.2 billion. These pressures continued into the second half,
leading to net material inflation of €0.3 billion for the full year 2025.
The impact of net material inflation was partially offset by productivity
improvements.
Seasonality
Our Ice Cream business was subject to seasonal fluctuations in sales
during the part of the year ended 31 December 2025 while it was part of
Unilevers business. However, Unilever operates globally in many different
markets and product categories, and no individual element of seasonality
is likely to be material to the results of the Group as a whole.
Insider Dealing Policies (Share Dealing Standard)
Unilever has adopted insider trading policies and procedures applicable
to directors, senior management and employees that are reasonably
designed to promote compliance with applicable insider trading laws,
rules and regulations and any listing standards.
Intellectual property
We have a large portfolio of patents and trademarks, and we conduct
some of our operations under licences that are based on patents or
trademarks owned or controlled by others. We are not dependent on any
one patent or group of patents. We use all appropriate efforts to protect
our brands and technology.
Competition
As a fast-moving consumer goods (FMCG) company, we are competing
with a diverse set of competitors. Some of these operate on an
international scale like ourselves, while others have a more regional
or local focus. Our business model centres on building brands which
consumers know, trust, like and buy in conscious preference to those of
our competitors. Our brands command loyalty and affinity and deliver
superior performance.
Information on market share
Unless otherwise stated, market share refers to value share as opposed
to volume share. The market data and competitive position classifications
are taken from independent industry sources in the markets in which
Unilever operates.
Iran-related required disclosure
Unilever operates in Iran through a non-US subsidiary. In 2025, sales in Iran
were significantly less than 0.5 per cent of Unilever’s worldwide turnover.
During the year, this non-US subsidiary had approximately €3,713,022 in
gross revenues and €1,578,098 in net profits attributable to the sale of
personal care and home care products to the Shahrvand Group, an entity
affiliated with the Government of Iran. Income, payroll and other taxes,
duties and fees (including for utilities) were payable to the Government
of Iran and affiliated entities and significantly less than 0.5 per cent of our
total raw material purchases were indirectly related to the Government of
Iran in connection with our operations. These two suppliers were Jovein
Agriculture Industry J.S.C. and Amlah Madani Iran, which supplied raw
materials used in personal care and home care products, including soap,
shampoo and laundry products. Our non-US subsidiary maintains bank
accounts in Iran with various banks to facilitate our business in the country
and make any required payments to the Government of Iran and affiliated
entities. We are continuously evaluating such activities in light of the
evolving regulatory environment.
Property, plant and equipment
The Group has interests in properties in most of the countries where
there are Unilever operations. None of these interests are individually
material in the context of the Group as a whole. The properties are used
predominantly to house production and distribution activities and as
offices. There is a mixture of leased and owned property throughout
the Group. We are not aware of any environmental issues affecting the
properties that would have a material impact upon the Group, and there
are no material encumbrances on our properties. Any difference between
the market value of properties held by the Group and the amount at
which they are included in the balance sheet is not significant. We believe
our existing facilities are satisfactory for our current business, and we
currently have no plans to construct new facilities or expand or improve
our current facilities in a manner that is material to the Group.
Financial Statements
Unilever Annual Report and Accounts 2025
207
ADDITIONAL INFORMATION FOR US LISTING PURPOSES 
CYBER SECURITY RISK MANAGEMENT
AND STRATEGY
Risk management and strategy
Unilever recognises the importance of cyber security and takes a risk-
based approach to the defence and resiliency of critical assets, business
operations, technology and data:
Unilever has an established Cyber Security Risk Management
Framework aligned to industry-standard methodologies and control
frameworks. We promote a company-wide culture of cyber security
awareness and vigilance and provide regular reporting on the cyber
security risk posture of the organisation to operational and business
leaders, leadership executives and key non-executives, in order to
influence and promote continuous improvement of our risk posture.
Unilever’s Cyber Security Risk Management processes are integrated
into its broader enterprise-level risk management framework and its
associated reporting and monitoring, with cyber security risk forming
a central part of the principal risk ’Information and Cyber Security’
on page 35;
Unilever has an established framework of Cyber Security Policies and
Standards which are in alignment to the National Institute of Standards
and Technology Cyber Security Framework (NIST CSF). These apply
to employees, third parties, contractors, data and technology across
Unilever. Unilever Cyber Security Policies and Standards are subject
to periodic review and modifications based on any changes in risk;
A Cyber Security Assurance team dedicated to risk assurance, and
the Internal Audit team conduct independent enterprise-wide risk
reassurance, and assess and report on the risk posture of our key
systems, services, data and operations. The scope and frequency of the
evaluations are risk-based, with output used to influence and promote
continuous improvement of Unilever’s resilience posture, as well
as provide insights to the governance of cyber risk by the Audit
Committee. The Cyber Security Assurance team is composed of internal
and external expertise (e.g. third-party assessors and consultants),
including penetration testing services and a bug bounty programme;
Unilever requires prioritised third parties and contractors to complete
initial and periodic security assessments, with a dedicated team that
monitors and assesses risks associated with such service providers
and contractors;
Unilever’s Cyber Security team drives continuous improvement
initiatives across all NIST CSF functions, leveraging people, processes
and technology to address emerging risks. This includes the use of
threat intelligence to continually adapt to changes in threat actor
tactics, techniques and procedures and a significant focus on human
risk aspects. We also conduct resilience planning and recovery testing,
aiming to bolster preparedness for cyber security incidents; and
While Unilever’s cyber risk management activities are aimed at
reducing the likelihood of a material cyber security incident happening,
they cannot guarantee a material event will not occur. Should a
material event occur, Unilever has a set of established and rehearsed
incident response procedures. These set out a structured, phased,
tiered response for the full incident lifecycle, including coordination
with other corporate functions and relevant senior leaders (see below).
Our procedures are designed to detect and respond in a timely manner
to abnormal cyber activity in order to minimise business impact – for
example, by supporting rapid recovery of services and/or operations,
enabling legal and regulatory obligations, or reducing reputational
impact.
Our internal Cyber Security function is a global team of experienced
professionals, with a multi-channelled talent pipeline, who carry various
and multiple industry credentials, led by our Chief Information Security
Officer (CISO). Our internal team is complemented by the expertise and
specialised knowledge of a range of external partners and providers.
These external providers add support across select capabilities, all in
alignment with cyber security industry good practice frameworks.
Material cyber security risks, threats and incidents
Unilever has experienced and continues to experience cyber-attacks
regularly. However, during the year ended 31 December 2025, no known
cyber security incidents have materially affected or are reasonably likely
to materially affect Unilever.
Governance
Board Oversight
The Board of Directors oversees cyber security risk as part of its overall
risk management framework, with specific oversight provided by the
Audit Committee.
Management, primarily the Chief Digital & Technology Officer (CDTO) and
the CISO, provide cyber security briefings to the Audit Committee on a
regular (typically quarterly) basis, covering a range of topics including:
status of ongoing cyber security controls and risk posture, and
continuous improvement initiatives;
operational metrics, and reports and learnings, as applicable, from any
cyber security events;
cyber security risk management frameworks, and regulatory trends and
requirements; and
ongoing awareness of external threat landscape and trends.
The Audit Committee’s role in cyber security risk oversight is further
supported by our Internal Audit function which provides independent
re-assurance of the effectiveness of Management’s cyber security risk
handling including internal controls systems.
Management Role in Cyber Security Risk Management
Ownership of cyber security risk at Unilever sits with the Chief Supply
Chain and Operations Officer (CSCOO), who is a member of Unilever’s
executive leadership team. He receives regular, routine cyber security
briefings as well as ad hoc updates as needed. The broader executive
leadership team members are informed of the cyber security risk posture
of Unilever and participate in periodic education and awareness sessions.
The CDTO and CISO report into the CSCOO, and are responsible for
managing and assessing Unilever’s cyber security risk. The CISO was
recently promoted to the role of CDTO, and succession plans for the
CISO role will be announced in due course. The CDTO has over 20 years of
executive-level experience in information technology and cyber security,
through leadership roles in various companies. Her background includes:
strategy- and architecture-focused roles; technical experience; and
expertise in material cyber incident response.
Outputs from the cyber security risk management process, threat
detection capability, vulnerability lifecycle management, and assurance
and re-assurance activities drive enterprise-wide visibility and reporting
of company performance on cyber security risk posture, influencing and
prioritising continuous risk mitigation activities across the enterprise.
To make transparent and track the continuous risk mitigation activities
across the enterprise, a council of senior individuals and executives meets
regularly and forms the membership of the Information Protection Council
(IPC). This Council (jointly chaired by the CISO and Chief Privacy Officer)
has expertise in cyber security, information technology, enterprise risk,
privacy, legal, physical security and internal audit. The IPC actively reviews
enterprise-wide cyber security risk management prioritisation, progress
and initiatives, providing key operational unlocks and risk prioritisation
decisions. These senior individuals have significant experience and expertise
across multiple industries, with special expertise in developing and
executing cyber security strategy, driving digital transformation, managing
information technology, overseeing and embedding data protection and
data privacy good practices, the embedding and oversight of financial
controls, and operating within complex regulatory and compliance
environments. The members of the IPC then drive, as appropriate to their
role and responsibilities, first and second line of defence risk reduction
activities, providing a whole-of-Unilever approach to the governance of
cyber security risk, the embedding of cyber security controls, assurance
of those controls and risk posture, and independent re-assurance of our
cyber security risk posture.
TAXATION FOR US PERSONS HOLDING SHARES
OR AMERICAN DEPOSITARY SHARES IN PLC
The comments below in relation to United Kingdom taxation are based on
current United Kingdom income tax law as applied in England and Wales
and HM Revenue & Customs (’HMRC’) practice (which may not be binding
on HMRC), in each case as at the latest practicable date before the date of
this document save that it is assumed that the Finance Bill, as ordered to be
printed by the United Kingdom government on 7 November 2024, will be
enacted without amendments.
The comments below in relation to United States taxation are based
on applicable provisions of the US Internal Revenue Code of 1986, as
amended (the ‘Code’), Treasury Regulations promulgated thereunder (the
‘Treasury Regulations’), and pertinent judicial decisions and interpretive
rulings of the US Internal Revenue Service (the ‘IRS’), all of which are
subject to differing interpretations and may be changed, possibly with
retroactive effect.
208
Unilever Annual Report and Accounts 2025
Financial Statements
ADDITIONAL INFORMATION FOR US LISTING PURPOSES 
This discussion does not address any United States or United Kingdom tax
consequences to shareholders and American Depositary Share (’ADS’)
holders of the demerger of the Ice Cream business, details of which
were included in the documentation for the demerger.
Taxation for US persons holding shares or American Depositary Shares
in PLC.
The following discussion is a summary of US federal income tax
considerations generally applicable to the ownership and disposition of
our ADSs or shares by a US person (as defined below) that holds our ADSs
or shares as ‘capital assets’ (generally, property held for investment)
under the Code.
For purposes of this discussion, a ‘US person’ is a beneficial owner of our
shares or ADSs that is, for US federal income tax purposes:
a citizen or individual resident of the United States;
a corporation (or other entity treated as a corporation for US federal
income tax purposes) created in, or organised under the laws of, the
United States, any state thereof, or the District of Columbia;
an estate the income of which is subject to US federal income taxation
regardless of its source; or
a trust (A) the administration of which is subject to the primary
supervision of a US court and which has one or more US persons who
have the authority to control all substantial decisions of the trust or (B)
that has otherwise validly elected to be treated as a US person under
the Code or applicable Treasury Regulations.
This discussion does not consider the specific circumstances of any particular
shareholder or ADS holder, nor does it address all of the consequences that
may be relevant to shareholders or ADS holders subject to special rules, such
as banks and certain financial institutions, insurance companies, pension
plans, cooperatives, broker-dealers, traders in securities that elect to use
the mark-to-market method of accounting, real estate investment trusts,
regulated investment companies, certain former citizens or long-term
residents of the United States, tax-exempt entities, persons that directly,
indirectly or constructively own 10% or more of our voting stock (by vote
or value), persons that acquire our shares or ADSs pursuant to an employee
share option or otherwise as compensation, persons that hold our shares
or ADSs as part of a straddle, hedge, conversion, constructive sale or other
integrated transaction, persons whose functional currency is not the US
dollar, or partnerships or other entities or arrangements subject to tax as
partnerships for US federal income tax purposes.
If a partnership (or other entity or arrangement treated as a partnership
for US federal income tax purposes) is the beneficial owner of our
shares or ADSs, the US federal income tax treatment of a partner in such
partnership will generally depend upon the status of the partner and the
activities of the partnership. Partnerships that hold ADSs and their partners
should consult their tax advisers regarding an investment in our ADSs.
This discussion does not address US federal estate, gift, or other non-
income tax considerations, the alternative minimum tax, the Medicare
tax on certain net investment income, or any state, local or non-US tax
considerations relating to the ownership or disposition of our shares
or ADSs.
For US federal income tax purposes, a US person who holds ADSs will
generally be treated as the beneficial owner of the underlying shares
represented by the ADSs. The remainder of this discussion assumes that
a US person who holds our ADSs will be treated as the beneficial owner
of the underlying shares represented by the ADSs.
This discussion is of a general nature only and is not intended to be tax
advice. Prospective investors should consult their tax advisers with
respect to the US federal, state, local and non-US income and other tax
considerations relevant to the ownership and disposition of ADSs in light
of their particular circumstances.
United Kingdom taxation on dividends
Under United Kingdom law, income tax is not withheld from dividends paid
by most United Kingdom companies, including PLC. Shareholders of PLC,
whether resident in the United Kingdom or not, receive the full amount of
the dividend actually declared.
A non-UK resident shareholder or ADS holder holding their shares or ADSs
otherwise than in connection with any trade, profession or vocation carried
on through a branch, agency or permanent establishment in the UK will not
generally be subject to UK tax in respect of dividends paid by PLC.
United States taxation on dividends
Subject to the passive foreign investment company (‘PFIC’) rules discussed
below, if you are a US person, the distribution up to the amount of PLC’s
earnings and profits (as computed for US federal income tax purposes)
will generally be treated as ordinary dividend income. Any portion of the
distribution that exceeds PLC’s earnings and profits is subject to different
rules. This portion is a tax-free return of capital to the extent of your basis
in PLC’s shares or ADSs, and thereafter is treated as a gain on a disposition
of the shares or ADSs. PLC does not maintain calculations of its earnings
and profits in accordance with US federal income tax accounting
principles. You should therefore assume that any distribution by PLC with
respect to the shares will be reported as ordinary dividend income. You
should consult your own tax advisers with respect to the appropriate US
federal income tax treatment of any distribution received from us.
Dividends received by an individual will generally be subject to tax at the
lower capital gains tax rate applicable to ‘qualified dividend income,’
provided that certain conditions are satisfied, including that (i) the individual
has held PLC shares or ADSs for more than 60 days during the 121-day period
beginning 60 days before the ex-dividend date, (ii) PLC shares or ADSs are
‘readily tradable’ on an ‘established securities market’ in the United States or
PLC is eligible with respect to substantially all of its income for the benefits
of a comprehensive income tax treaty with the United States which contains
an exchange of information programme and (iii) PLC is neither a PFIC for US
federal income tax purposes nor treated as such with respect to a US person
who holds PLC shares or ADSs for the taxable year in which the dividend
was paid and the preceding taxable year. Our ADSs, but not our shares, are
listed on the New York Stock Exchange and are considered readily tradable
on an established securities market in the United States, although there can
be no assurances in this regard. The dividend is not eligible for the dividends
received deduction allowable to corporations. For US foreign tax credit
purposes, dividends received on our shares or ADSs will generally be
treated as income from sources outside the United States and will generally
constitute passive category income. Prospective investors should consult
their tax advisers regarding the availability of US foreign tax credits and the
deductibility of foreign taxes in light of their particular circumstances.
For US federal income tax purposes, the amount of any dividend paid
in a non-US currency will be included in income in a US dollar amount
calculated by reference to the exchange rate in effect on the date the
dividends are received by you or the depositary (in the case of ADSs),
regardless of whether they are converted into US dollars at that time. If the
non-US currency is converted into US dollars on the day they are received,
you generally will not be required to recognise foreign currency gain
or loss in respect of this dividend income. Generally, any gain or loss on
the disposition of such non-US currency that is attributable to foreign
currency fluctuations after such dividend was includible in income will
be treated as ordinary income or loss. Such gain or loss will generally be
US-source income for US foreign tax credit purposes.
UK taxation on capital gains
Under United Kingdom law, when you dispose of shares or ADSs you may be
liable to pay United Kingdom tax in respect of any gain accruing on the disposal.
However, if you are either:
an individual who is not resident in the United Kingdom for the year in
question; or
a company which is not resident in the United Kingdom when the gain
accrues,
you will generally not be liable to United Kingdom tax on any gains made
on disposal of your shares or ADSs.
There are exceptions to this general rule, two of which are: if the
shares or ADSs are held in connection with a trade or business which is
conducted in the United Kingdom through a branch, agency or permanent
establishment; or if the shares or ADSs are held by an individual who
becomes resident in the United Kingdom having left the United Kingdom
for a period of non-residence of five years or less and who was resident
for at least four of the seven tax years prior to leaving the United Kingdom.
In such cases, you may be liable to United Kingdom tax in respect of the
disposal of shares or ADSs.
United States taxation on capital gains
Subject to the PFIC rules below, if you are a US person, generally you will
recognise capital gain or loss for US federal income tax purposes equal to
the difference, if any, between the amount realised on the sale, exchange
or other taxable disposition and your adjusted tax basis in the shares or
ADSs, in each case as determined in US dollars. You should consult your
own tax advisers about how to determine the US dollar value of any
foreign currency received as proceeds on the sale of shares or ADSs and
the treatment of any foreign currency gain or loss upon conversion of
the foreign currency into US dollars. The capital gain or loss recognised on
the sale will be long-term capital gain or loss if your holding period in the
shares or ADSs exceeds one year at the time of disposition. Non-corporate
US persons are subject to tax on long-term capital gain at reduced rates.
The deductibility of capital losses is subject to limitations.
Any gain or loss recognised by a US person will generally be treated as
US-source gain or loss for foreign tax credit purposes. The rules governing
foreign tax credits are complex and US persons should consult their own
tax advisers regarding the US federal income tax consequences in case
non-US taxes (if any) are imposed on disposition gains.
Financial Statements
Unilever Annual Report and Accounts 2025
209
ADDITIONAL INFORMATION FOR US LISTING PURPOSES 
United States passive foreign investment
company rules
A non-US corporation, such as PLC, will be a PFIC, for US federal income
tax purposes, if, in any particular taxable year, either (i) 75% or more of its
gross income for such year consists of certain types of ’passive’ income
or (ii) 50% or more of the value of its assets (generally determined on the
basis of a quarterly average) during such year produce or are held for the
production of passive income. Passive income generally includes, among
other things, dividends, interest, rents, royalties and net gains from the
disposition of assets that give rise to such income. We will be treated as
owning a proportionate share of the assets and earning a proportionate
share of the income of any other corporation in which we own, directly
or indirectly, 25% or more (by value) of the stock.
The determination of whether we will be or become a PFIC will depend, in
part, on the composition of our income and assets. Because our PFIC status
for any taxable year is a factual determination that can be made only after
the close of a taxable year, there can be no assurance that we will not be
a PFIC for the current taxable year or any future taxable year. If we are a
PFIC for any year during which a US person holds our ADSs or shares, we
generally will continue to be treated as a PFIC with respect to such US
person for all succeeding years during which such US person holds our
ADSs or shares.
Based on our income, assets and activities, we do not believe that we
were a PFIC for the taxable year ending 31 December 2025 and we do
not expect to be classified as a PFIC in the foreseeable future. Because
the determination as to whether or not we are a PFIC is a factual
determination made at the close of the applicable tax year, there can
be no assurance that we will not be a PFIC for the current taxable year, or
any past or future taxable years. Although we do not anticipate becoming
a PFIC, changes in the nature of our income or assets, or fluctuations in the
market price of our ADSs, may cause us to become a PFIC for the current
taxable year and future taxable years.
If we are a PFIC for any taxable year during which a US person holds our
ADSs or shares, and unless the US person makes a mark-to-market election
(as described below), the US person will generally be subject to special tax
rules that have a penalising effect, regardless of whether we remain a
PFIC, for subsequent taxable years, on (i) any excess distribution that we
make to the US person (which generally means any distribution paid
during a taxable year that is greater than 125% of the average annual
distributions paid in the three preceding taxable years or, if shorter, the US
person’s holding period for the ADSs or shares), and (ii) any gain realised
on the sale or other disposition, including, under certain circumstances, a
pledge, of ADSs or shares. Under the PFIC rules:
the excess distribution or gain will be allocated ratably over such
holder’s holding period for the shares or ADSs;
amounts allocated to the current taxable year and any taxable years in
such holder’s holding period prior to the first taxable year in which we
are classified as a PFIC (a ‘pre-PFIC year’) will be taxable as ordinary
income; and
amounts allocated to each prior taxable year, other than the current
taxable year or a pre-PFIC year, will be subject to tax at the highest tax
rate in effect applicable to such holder for that year, and such amounts
will be increased by an additional tax equal to interest on the resulting
tax deemed deferred with respect to such years.
If we are a PFIC for any taxable year during which a US person holds our
ADSs or shares and any of our non-US subsidiaries is also a PFIC, such US
person would be treated as owning a proportionate amount (by value) of
the shares of the lower-tier PFIC for purposes of the application of these
rules. US persons should consult their tax advisers regarding the
application of the PFIC rules to any of our subsidiaries.
As an alternative to the foregoing rules, a US person who holds
‘marketable stock,’ which is stock that is traded in other than de minimis
quantities on at least 15 days during each calendar quarter (‘regularly
traded’) on a qualified exchange or other market as defined in applicable
Treasury Regulations, in a PFIC may make a mark-to-market election with
respect to such stock. For those purposes, our ADSs, but not our shares,
are listed on the New York Stock Exchange, which is a qualified exchange.
We anticipate that our ADSs should qualify as being regularly traded, but
no assurances may be given in this regard. Because a mark-to-market
election technically cannot be made for any lower-tier PFICs that a PFIC
may own, a US person who makes a mark-to-market election with respect
to our ADSs will generally continue to be subject to the PFIC rules with
respect to such US person’s indirect interest in any investments held by
us that are treated as an equity interest in a PFIC for US federal income
tax purposes.
If a US person makes a mark-to-market election with respect to our
ADSs, the US person generally will (i) include as ordinary income for each
taxable year that we are a PFIC the excess, if any, of the fair market value
of ADSs held at the end of the taxable year over the adjusted tax basis
of such ADSs and (ii) deduct as an ordinary loss the excess, if any, of the
adjusted tax basis of the ADSs over the fair market value of such ADSs
held at the end of the taxable year, but only to the extent of the net
amount previously included in income as a result of the mark-to-market
election. The US person’s adjusted tax basis in the ADSs would be adjusted
to reflect any income or loss resulting from the mark-to-market election.
Further, in each year that we are a PFIC, any gain recognised upon the sale
or other disposition of the ADSs will be treated as ordinary income and
any loss will be treated as ordinary loss (but only to the extent of the net
amount previously included in income as a result of the mark-to-market
election). If a US person makes a mark-to-market election it will be
effective for the taxable year for which the election is made and all
subsequent taxable years unless the ADSs are no longer regularly traded
on a qualified exchange or the IRS consents to the revocation of the
election. It should also be noted that it is intended that only the ADSs
and not the shares will be listed on the New York Stock Exchange.
Consequently, if a US person holds shares that are not represented by
ADSs, such holder generally will not be eligible to make a mark-to-market
election if we are or were to become a PFIC.
If a US person makes a mark-to-market election in respect of a PFIC and
such corporation ceases to be a PFIC, the US person will not be required to
take into account the mark-to-market gain or loss described above during
any period that such corporation is not a PFIC.
We do not intend to provide information necessary for US persons to make
qualified electing fund elections, which, if available, would result in tax
treatment different from (and generally less adverse than) the general tax
treatment for PFICs described above.
If a US person owns our ADSs or shares during any taxable year that we
are a PFIC, such holder would generally be required to file an annual IRS
Form 8621. Each US person should consult its tax adviser regarding the US
federal income tax consequences of, and reporting requirements related
to, the ownership and disposition of the ADSs or our shares if we are or
become a PFIC.
UK inheritance tax
Subject to certain provisions relating to trusts or settlements, under the
current estate and gift tax convention between the United States and the
United Kingdom, shares or ADSs held by an individual who is:
domiciled for the purposes of the convention in the United States; and
not for the purposes of the convention a national (as defined in the
convention) of, or domiciled in, the United Kingdom
will generally not be subject to United Kingdom inheritance tax on the
individual’s death (whether such shares or ADSs were held by the
individual on the date of death or gifted during the individual's lifetime).
An exception is if the shares or ADSs are part of the business property of a
permanent establishment of the shareholder or ADS holder in the United
Kingdom or, in the case of a shareholder or ADS holder who performs
independent personal services, pertain to a fixed base situated in the
United Kingdom.
Where shares or ADSs are subject to United Kingdom inheritance tax and
United States federal gift or federal estate tax, the amount of the tax paid
in one jurisdiction can generally be credited against the tax due in the
other jurisdiction.
Where a United Kingdom inheritance tax liability is prima facie not payable
by virtue of the convention, under the convention, that tax can become
payable if any applicable federal gift or federal estate tax on the shares or
ADSs in the United States is not paid.
From 6 April 2025, United Kingdom inheritance tax is charged based on
whether an individual is a long-term United Kingdom resident for the
purposes of the United Kingdom inheritance tax rules, instead of whether
an individual is domiciled or deemed to be domiciled in the United
Kingdom. Under the rules applicable from 6 April 2025, an individual will
generally be regarded as a long-term United Kingdom resident for the
purposes of the United Kingdom inheritance tax rules if they have been
resident in the UK for at least 10 of the previous 20 years.
The interaction between the UK inheritance tax rules applicable from 6
April 2025 and the convention is complex. Further, overall exposure to
United Kingdom inheritance tax, including any opportunities to utilise the
convention to manage tax credits and avoid double taxation, will be
dependent on the specific circumstances of each shareholder or ADS
holder. Shareholders and ADS holders should therefore consult their own
professional advisers regarding the application of these rules to their
particular circumstances.
UK stamp duty and stamp duty reserve tax
The statements in this section are intended as a general guide to the
current United Kingdom stamp duty and stamp duty reserve tax (’SDRT’)
position. Special rules apply to certain transactions such as transfers of the
shares to a company connected with the transferor and those rules are
not described below. Investors should also note that certain categories
of person are not liable to stamp duty or SDRT and others may be liable
210
Unilever Annual Report and Accounts 2025
Financial Statements
ADDITIONAL INFORMATION FOR US LISTING PURPOSES 
at a higher rate or may, although not primarily liable for tax, be required
to notify and account for SDRT under the Stamp Duty Reserve Tax
Regulations 1986.
ISSUE OF SHARES
No stamp duty or SDRT will arise on the issue of shares by PLC.
TRANSFER OF SHARES
Except in relation to clearance services and depositary receipt systems
(to which special rules outlined below apply), stamp duty at the rate of
0.5 per cent (rounded up to the next multiple of £5) of the amount or value
of the consideration given will generally be payable on an instrument
transferring PLC shares. A charge to SDRT will also generally arise on an
unconditional agreement to transfer PLC shares (at the rate of 0.5 per cent
of the amount or value of the consideration payable). However, if within
six years of the date of the agreement becoming unconditional, an
instrument of transfer is executed pursuant to the agreement, and stamp
duty is paid on that instrument, any SDRT already paid will be refunded
(generally, but not necessarily, with interest) provided that a claim
for repayment is made, and any outstanding liability to SDRT will be
cancelled. The liability to pay stamp duty or SDRT is generally satisfied
by the purchaser or transferee.
SHARES HELD THROUGH CLEARANCE SERVICES
INCLUDING EUROCLEAR NEDERLAND
Special rules apply where shares are issued or transferred to, or to a
nominee or agent for, a person providing a clearance service. In such
circumstances, SDRT or stamp duty may be charged at a rate of 1.5 per
cent (the ’1.5% Charge’), with subsequent transfers within the clearance
service then being free from SDRT and stamp duty (except in relation to
clearance service providers that have made an election under section
97A(1) of the Finance Act 1986 which has been approved by HMRC, to
which the special rules apply).
However, the 1.5% Charge does not arise in respect of (i) transfers of shares into
clearance services where such transfers are in the course of a capital-raising
arrangement (being arrangements pursuant to which securities are issued by
a company for the purpose of raising new capital), or instruments which effect
such transfers; and (ii) transfers of shares into clearance services where such
transfers are in the course of arrangements for the first listing of the shares of
a company on a recognised stock exchange and where such arrangements do
not affect the beneficial ownership of the shares, or instruments which effect
such transfers. Accordingly, specific professional advice should be sought in
relation to the application of the 1.5% Charge.
There is an exception from the 1.5% Charge on the transfer to, or to a
nominee or agent for, a clearance service where the clearance service has
made and maintained an election under section 97A(1) of the Finance Act
1986, which has been approved by HMRC. In these circumstances, SDRT at
the rate of 0.5% of the amount or value of the consideration payable for the
transfer will arise on any transfer of shares in PLC into such an account and
on subsequent agreements to transfer such shares within such account.
Any liability for stamp duty or SDRT in respect of a transfer into a
clearance service, or in respect of a transfer within such a service, which
does arise will strictly be accountable by the clearance service system
operator or their nominee, as the case may be, but may, in practice, be
payable by the participants in the clearance service system.
SHARES HELD IN ADS FORM
There should be no stamp duty or SDRT on an issuance of shares into a
depositary receipt system. A transfer of shares into a depositary receipt
system may be subject to SDRT, or stamp duty may be charged at a rate of
1.5 per cent, with subsequent transfers of depositary receipts then being
free from SDRT. However, this 1.5% Charge does not arise in respect of (i)
transfers of shares into depositary receipt systems where such transfers
are in the course of a capital-raising arrangement (being arrangements
pursuant to which securities are issued by a company for the purpose of
raising new capital), or instruments which effect such transfers; and (ii)
transfers of shares into depositary receipt systems where such transfers
are in the course of arrangements for the first listing of the shares of a
company on a recognised stock exchange and where such arrangements
do not affect the beneficial ownership of the shares, or instruments which
effect such transfers. Accordingly, specific professional advice should be
sought in relation to the application of this 1.5% Charge.
Any liability for stamp duty or SDRT in respect of a transfer of shares into
a depositary receipt system that does arise will strictly be accountable by
the depositary receipt system operator or its nominee but may, in practice,
be payable by the relevant holder of the depositary receipts.
An issue of ADSs by Deutsche Bank Trust Company Americas as depositary
in respect of the ADSs will not be subject to stamp duty or SDRT. An
agreement for the transfer of ADSs should not be subject to SDRT but a
charge to stamp duty will technically arise on the transfer of ADSs if it is
executed in the UK or relates to any property situated, or to any matter or
thing done or to be done, in the UK. However, the only sanction for failing
to pay such stamp duty is that the instrument of transfer cannot be
produced as evidence in a UK court. Therefore, no UK stamp duty should
in practice be payable on the acquisition or transfer of existing ADSs or
transfer of beneficial ownership of ADSs.
US backup withholding and information reporting
Payments of dividends and other proceeds with respect to ordinary shares
or ADSs by a US (or US connected) paying agent or a US (or US connected)
intermediary will be reported to you and to the IRS as may be required
under applicable regulations. Backup withholding may apply to these
payments if you fail to provide an accurate taxpayer identification number
or certification of exempt status or fail to comply with applicable
certification requirements. Some holders are not subject to backup
withholding. You should consult your tax adviser as to your qualification
for an exemption from backup withholding and the procedure for
obtaining an exemption.
Disclosure requirements for certain US holders
US individuals and certain US entities that hold certain specified non-US
financial assets, including stock in a non-US corporation, with values in excess
of certain thresholds are required to file Form 8938 with their US federal
income tax return. Such Form requires disclosure of information concerning
such non-US assets, including the value of the assets. Failure to file the Form
when required may subject you to penalties. An exemption from reporting
applies to non-US assets held through a US financial institution generally
including a non-US branch or subsidiary of a US institution and a US branch of
a non-US institution. Investors are encouraged to consult with their own tax
advisers regarding the possible application of this disclosure requirement to
their investment in the shares or ADSs.
Description of securities other than equity securities
Deutsche Bank serves as the depositary (Depositary) for PLC’s American
Depositary Receipt Programme.
Depositary fees and charges for PLC
Under the terms of the Deposit Agreement for the PLC American
Depositary Shares (ADSs), an ADS holder may have to pay the following
service fees to the depositary bank:
Issuance of ADSs: up to US 5¢ per ADS issued.
Cancellation of ADSs: up to US 5¢ per ADS cancelled.
Processing of dividend and other cash distributions not made pursuant
to a cancellation or withdrawal: up to US 5¢ per ADS held.
An ADS holder will also be responsible for paying certain fees and
expenses incurred by the depositary bank and certain taxes and
governmental charges such as:
fees for the transfer and registration of shares charged by the registrar
and transfer agent for the shares in the United Kingdom (i.e. upon
deposit and withdrawal of shares);
expenses incurred for converting foreign currency into US dollars;
expenses for cable, telex and fax transmissions and for delivery of
securities;
taxes and duties upon the transfer of securities (i.e. when shares
are deposited or withdrawn from deposit);
fees and expenses incurred in connection with the delivery or servicing
of shares on deposit; and
fees incurred in connection with the distribution of dividends.
Depositary fees payable upon the issuance and cancellation of ADSs are
typically paid to the depositary bank by the brokers (on behalf of their clients)
receiving the newly issued ADSs from the depositary bank and by the brokers
(on behalf of their clients) delivering the ADSs to the depositary bank for
cancellation. The brokers in turn charge these transaction fees to their clients.
Note that the fees and charges an investor may be required to pay
may vary over time and may be changed by us and by the depositary
bank. Notice of any changes will be given to investors.
Financial Statements
Unilever Annual Report and Accounts 2025
211
ADDITIONAL INFORMATION FOR US LISTING PURPOSES 
Depositary payments – fiscal year 2025
Deutsche Bank has been the depositary bank for PLC’s American
Depositary Receipt Programme since 1 July 2014. Under the terms of the
Deposit Agreement, PLC is entitled to certain reimbursements, including
processing of cash distributions, reimbursement of listing fees (NYSE),
reimbursement of settlement infrastructure fees (including DTC feeds),
reimbursement of proxy process expenses (printing, postage and
distribution), dividend fees and programme-related expenses (that include
expenses incurred from the requirements of the US Sarbanes-Oxley Act of
2002). In relation to 2025, PLC received $3,984,379 from Deutsche Bank.
DEFAULTS, DIVIDEND ARREARAGES AND
DELINQUENCIES
Defaults programme
There has been no material default in the payment of principal, interest, a
sinking or purchase fund instalment or any other material default relating
to indebtedness of the Group.
Dividend arrearages and delinquencies
There have been no arrears in payment of dividends on, and material
delinquency with respect to, any class of preferred stock of any significant
subsidiary of the Group. 
ARTICLES OF ASSOCIATION
Lapse of distributions
Any PLC dividend unclaimed after 12 years from the date of the declaration
of the dividend by PLC reverts to PLC. Any unclaimed dividends may be
invested or otherwise applied for the benefit of PLC while they are claimed.
PLC may also cease to send any cheque for any dividend on any shares
normally paid in that manner if the cheques in respect of at least two
consecutive dividends have been returned to PLC or remain uncashed.
Unilever N.V., the former parent company of the Unilever Group alongside
PLC, was merged in to PLC and dissolved in November 2020 (Unification).
The time periods for the right to claim cash dividends or the proceeds of
share distributions declared by Unilever N.V. before Unification will remain
at 5 and 20 years, respectively, after the first day the dividend or share
distribution was obtainable from Unilever N.V. Any such unclaimed
amounts will revert to Unilever PLC after the expiry of these time periods.
Redemption provisions and capital call
Outstanding PLC ordinary shares cannot be redeemed. PLC may make
capital calls on money unpaid on shares and not payable on a fixed date.
PLC has only fully paid shares in issue.
Modification of rights
Modifications to PLC‘s Articles of Association must be approved by
a general meeting of shareholders.
Modifications that prejudicially affect the rights and privileges of a class
of PLC shareholders require the written consent of three-quarters of the
affected holders (excluding treasury shares) or a special resolution passed
at a general meeting of the class at which at least two persons holding or
representing at least one-third of the paid-up capital (excluding treasury
shares) must be present. Every shareholder is entitled to one vote per
share held on a poll and may demand a poll vote. At any adjourned
general meeting, present affected class holders may establish a quorum.
Required majorities
Resolutions are usually adopted at the Company‘s General Meetings by
an absolute majority of votes cast, unless there are other requirements
under the applicable laws or the Company‘s Articles. For example,
there are special requirements for resolutions relating to the alteration of
the Articles of Association and the liquidation of the Company. A proposal
to alter the Articles of the Company can be made either by the Company‘s
Board or by requisition of shareholders in accordance with the UK
Companies Act 2006. Unless expressly specified to the contrary in the
Company‘s Articles, the Company‘s Articles may be amended by a special
resolution. The Company‘s Articles can be found on our website.
PURCHASES OF EQUITY SECURITIES
Share purchases during 2025
Please also refer to the ‘Shares’ section on page 63.
In 2025, 27,815,955 PLC ordinary shares or ADSs were purchased
by or on behalf of PLC or any ‘affiliated purchaser‘, as defined in
Section 10b-18(a)(3) of the US Securities Exchange Act of 1934, during
the period covered by this Annual Report on Form 20-F.
The following table shows details of such purchases of shares made
by the Company during 2025:
2025
Total Number of Shares
purchased
Average Price Paid Per Share
(EUR)
Total Number of Shares
Purchased as Part of Publicly
Announced Plans or
Programmes
Maximum Number (or
Approximate Euro Value)
of Shares that May Yet be
Purchased Under
the Plans or Programmes
January
13 February – 28 February
7,046,785
53.10
7,046,785
03 March – 31 March
11,777,011
54.41
11,777,011
01 April – 30 April
5,022,608
54.86
5,022,608
01 May – 30 May
3,969,551
55.60
3,969,551
June
July
August
September
October
November
December
Total
27,815,955
54.65
27,815,955
The Company announced its share buyback programme of up to €1.5 billion on 13 February 2025, and completed the programme on 30 May 2025.
Under the buyback, a total of 27,815,955 ordinary Unilever PLC shares were purchased with an aggregate market value equivalent of €1,499,999,964.
212
Unilever Annual Report and Accounts 2025
Financial Statements
ADDITIONAL INFORMATION FOR US LISTING PURPOSES 
MANAGEMENT’S REPORT ON INTERNAL CONTROL OVER FINANCIAL REPORTING
In accordance with the requirements of Section 404 of the US Sarbanes-Oxley Act of 2002, the following report is provided by management in respect
of the Group’s internal control over financial reporting (as defined in rule 13a–15(f) or rule 15d–15(f) under the US Securities Exchange Act of 1934):
Unilever’s management is responsible for establishing and maintaining adequate internal control over financial reporting for the Group;
Unilever’s management has used the Committee of Sponsoring Organizations of the Treadway Commission (COSO) framework (2013) to evaluate the
effectiveness of our internal control over financial reporting. Management believes that the COSO framework (2013) is a suitable framework for its
evaluation of our internal control over financial reporting because it is free from bias, permits reasonably consistent qualitative and quantitative
measurements of internal controls, is sufficiently complete so that those relevant factors that would alter a conclusion about the effectiveness of
internal controls are not omitted and is relevant to an evaluation of internal control over financial reporting;
Management has assessed the effectiveness of internal control over financial reporting as of 31 December 2025 and has concluded that such
internal control over financial reporting is effective. Management’s assessment and conclusion excludes Dr. Squatch, Wild and Minimalist as they
were acquired in 2025. Dr. Squatch, Wild and Minimalist were included in our 2025 consolidated financial statements, and constituted 3.0% of our total
assets as at 31 December 2025 and 0.6% of total turnover for the year ended 31 December 2025; and
KPMG LLP, who have audited the consolidated financial statements of the Group for the year ended 31 December 2025, have also audited the
effectiveness of internal control over financial reporting as at 31 December 2025 and have issued an attestation report on internal control over
financial reporting.
PRINCIPAL ACCOUNTANT FEES AND SERVICES
Our independent registered public accounting firm is KPMG LLP, London, United Kingdom, Auditor Firm ID: 1118
€ million
2025
€ million
2024
€ million
2023
Audit fees(a)
32
32
23
Audit-related fees(b)(c)
27
16
1
Tax fees (d)
All other fees (d)
(a) Amount payable to KPMG in respect of services supplied to associated pension schemes was less than €1 million individually and in aggregate (2024: less than €1 million
individually and in aggregate; 2023: less than €1 million individually and in aggregate).
(b) Includes other audit services, which comprise audit and similar work that regulations or agreements with third parties require the auditors to undertake.
(c) 2025 includes fees payable for reporting accountant services on the historical financial information of the Ice Cream business and CSRD assurance reporting services.
(d) Amounts paid in relation to each type of service are individually less than €1 million. In aggregate, the fees paid were less than €1 million (2024: less than €1 million, 2023:
less than €1 million).
GUARANTOR STATEMENTS
On 26 July 2023, Unilever Finance Netherlands B.V. and Unilever Capital Corporation (UCC) filed a US Shelf registration, which was unconditionally and
fully guaranteed by Unilever PLC (PLC) and Unilever United States, Inc. (UNUS).
In relation to the US Shelf registration, US$10.1 billion of Notes were outstanding at 31 December 2025 (2024: US$11.0 billion; 2023: US$11.2 billion) with
coupons ranging from 1.375% to 5.900%. These Notes are repayable between 28 July 2026 and 12 August 2051.
All debt securities issued by UCC are senior, unsecured and unsubordinated and are fully and unconditionally guaranteed, on a joint and several basis,
by PLC and UNUS.
UCC and UNUS are 100% subsidiaries of Unilever PLC and are consolidated in the financial statements of the Unilever Group. In addition, there are no
material assets in the guarantor entities apart from intercompany investments and balances. Therefore, as allowed under Rule 13-01 of regulation S-X,
we have excluded the summarised information for each issuer and guarantor.
The guarantees provide that, in case of the failure of the relevant issuer to punctually make payment of any principal, premium or interest, each
guarantor agrees to ensure such payment is made when due whether at the stated maturity or by declaration of acceleration, call for redemption or
otherwise. The guarantees also provide that the Trustee shall be paid any and all amounts due to it under the guarantee upon which the debt securities
are endorsed.
                                                                                                             
Sustainability Statement
General Information
Environmental Disclosures
Social Disclosures
Governance Disclosures
Sustainability Statement Limited Assurance Report
Index
214
Unilever Annual Report and Accounts 2025
Sustainability Statement
General Information
GENERAL BASIS FOR PREPARATION
Overview
We have prepared a sustainability statement for Unilever PLC and its
subsidiaries (Unilever) in accordance with the European Sustainability
Reporting Standards (the ESRS), as issued by Delegated Regulation (EU)
2023/2772 on 31 July 2023. The statement presents Unilever’s material
sustainability impacts, risks and opportunities (IROs) and consists of
four sections:
General Information – describes the basis for preparing the
sustainability statement, governance of our sustainability strategy
and assessment of our material IROs.
Environmental Disclosures – presents an overview of processes for
identifying our material IROs and policies governing responses to these
matters throughout our operations and value chain. This includes actions,
metrics and targets related to Climate, Pollution, Water, Biodiversity and
Ecosystems, and Resource Use and Circular Economy. Climate disclosures
consolidate our Task Force on Climate-related Financial Disclosures (TCFD)
and Climate Transition Action Plan (CTAP) progress report.
Social Disclosurespresents an overview of processes for identifying
our material IROs and Unilever’s approach to human rights across our
rightsholder groups. This includes actions, metrics and targets related
to Own Workforce, Workers in the Value Chain, Affected Communities,
and Consumers and End-Users.
Governance Disclosures – summarises Unilever’s business conduct
and Speak Up processes across our operations and value chain.
Scope
Our sustainability statement is prepared on a consolidated basis,
consistent with the scope and reporting period (1 January to 31 December
2025) of our consolidated financial statements. Following the demerger
of our Ice Cream business on 6 December 2025, all territories and
activities within the scope of the Ice Cream business have been treated
as discontinued operations in the consolidated financial statements. As a
result, the sustainability statement focuses on our four continuing Business
Groups (Beauty & Wellbeing, Personal Care, Home Care and Foods).
For the purpose of these disclosures, our own operations refers to Unilever
PLC and its subsidiary undertakings. Associates and joint ventures are
excluded as we do not have operational control over these entities. No
information has been excluded on the grounds of commercial sensitivity
relating to intellectual property, know-how or innovation results.
Upstream and downstream value chain
The scope of the sustainability statement extends to our upstream and
downstream value chain, generally referred to as our business partners, to
the extent that they are connected to Unilever’s material IROs. Disclosures
are limited to direct and indirect business relationships where information
is readily available.
Unilever’s upstream value chain covers the procurement of raw materials
and packaging for the manufacture and sale of our products. Our global
supply chain works with over 46,000 Tier 1 suppliers (those who invoice
Unilever directly for goods and services) across more than 140 countries.
We also consider subcontractors of our Tier 1 suppliers and third parties
where we outsource the manufacturing and packaging of products
(collaborative manufacturing) in our upstream value chain.
Unilever’s downstream value chain encompasses logistics, distributors,
retailers agents, franchisers and importers who help make our products
available to the individuals and households who use our products.
Comparative information
Unilever’s policy stipulates that metrics will be restated under certain
circumstances, provided accurate and reliable data is available to
allow for recalculation and where the impact is material. This includes:
Identification of errors due to incorrect data or miscalculation;
Changes in reporting requirements;
The availability of improved assumptions or more accurate data; or
The recognition of a discontinued operation that has a disproportionate
impact on the results of continuing operations.
Baseline values, base years and targets
The targets disclosed within this statement fully align with Unilever’s
15 external sustainability goals across four priority areas: climate, nature,
plastics and livelihoods. Targets are established through bottom-up
roadmaps, reasonable ambition and industry standards where relevant.
We continue to assess targets in line with our strategy.
It is Unilever’s policy to review the baseline values, base years and targets
when we identify a material change such as significant acquisitions,
disposals, structural changes or assumptions updates (applying a 5%
review threshold) and when accurate and reliable data is available. No
adjustments were made during the reporting period for acquisitions or
disposals, including the demerger of our Ice Cream business (see below).
Sources of estimations and outcome uncertainty
Metrics are reported based on the definitions in the ESRS, unless stated
otherwise. Unilever-specific definitions are included where relevant. The
data and assumptions used in the sustainability statement align with those
used in the 2025 consolidated financial statements.
Where metrics could not be directly measured, estimates have been
prepared using internal and external data sources, including indirect
sources such as supplier invoices, publicly available benchmarks or scientific
research. For metrics with high measurement uncertainty, we have disclosed
the sources of uncertainty and the key assumptions, approximations and
judgements used in our estimations within the topical disclosures.
The sustainability statement was subject to external limited assurance by
KPMG LLP in accordance with ISAE (UK) 3000, as detailed on page 271.
Changes in the presentation of sustainability information
For 2025, metrics are reported excluding Ice Cream, with the impact
of the demerger disclosed through reconciling line items where relevant.
Allocation methodologies have been used to split the results between
Unilever’s continuing operations and Ice Cream up to the 6 December
2025. This approach considers several characteristics, including data
component, data hierarchy, unit of measure and data availability (actual
or estimate). Methodologies have been further documented in the basis
of preparation summaries within the topical disclosures.
Prior-year comparators have not been adjusted to reflect the impact of
the demerger except where Ice Cream results had a disproportionate
effect on Unilevers continuing operations. In these cases, further
disaggregation is provided. No adjustments to baseline values, base years
or targets were made for the demerger of our Ice Cream business, which
remained part of the group until 6 December 2025. This will be reassessed
in 2026 following the demerger.
GOVERNANCE
Oversight of sustainability matters
Accountability for Unilever’s material sustainability IROs aligns with
Unilever’s overarching governance structure. The Board is accountable
for the management of all material IROs, and delegates day-to-day
oversight of sustainability topics to the ULE. This is explained in the
Governance Report under the following sections:
Composition, balance and independence of the Board, page 57;
Board sustainability processes and skills, page 57;
Skills and experience matrix, page 68;
Gender representation of the Board and ULE, page 68; and
Board independence, page 69.
Role of supervisory bodies
The reporting lines between the Board, Board committees and ULE
are detailed in Unilever’s governance structure on page 51. The terms of
reference for each Committee are set out in ’The Governance of Unilever’
document and published on our website at unilever.com. Sustainability
matters are delegated to the following Board subcommittees:
The Corporate Responsibility Committee reviews Unilever’s
sustainability strategy, tracks progress of the sustainability goals,
and reviews the reputational impact of our material IROs. Updates are
provided by the global Sustainability function five times a year.
The Audit Committee reviews the effectiveness of our risk management
processes, including the double materiality assessment, oversees non-
financial disclosures in our Annual Report and Accounts (including under
the ESRS), and reviews assurance activities obtained over the disclosures.
The Remuneration Committee aligns Unilever’s long-term incentive plan
(Performance Share Plan) with sustainability priorities to support
delivery of the sustainability strategy.
The Nominating and Corporate Governance Committee ensures that
the Board includes members with relevant sustainability expertise.
Sustainability Statement
Unilever Annual Report and Accounts 2025
215
GENERAL INFORMATION
Role of management bodies
In 2024, the ULE approved our refocused sustainability strategy and set
15 external goals across four priority areas: climate, nature, plastics and
livelihoods. These priorities informed the identification of our material
impacts, risks and opportunities (IROs), each managed by a ULE member
with clear mitigation plans and timelines. Unilever’s policies and standards
define mandatory requirements that are key in mitigating these risks.
In 2025, we re-established an Executive-level Sustainability Steering
Committee, which meets monthly to oversee relevant topics. This includes
review of progress against the 15 goals and resolution of any delivery
issues. The ULE is also updated periodically on progress against goals, and
the Business Group Presidents and function leads on the delivery against
their specific targets.
Our global Sustainability function is led by our Chief Corporate Affairs and
Communications Officer, supported by the Global Head of Sustainability,
and is divided into three core areas:
Dedicated Business Group Sustainability teams work closely with the
relevant teams and leadership to embed sustainability IROs into their
strategies. They monitor progress against actions and targets.
A specialist Sustainability Corporate Centre team develops our
sustainability strategy and policies while driving transformational
change across markets through advocacy and partnerships.
Country Sustainability teams translate global strategy into local plans
and work with partners to deliver shared priorities.
Supply Chain and Procurement functions play a key role in the delivery
of our climate, nature and livelihood goals, working with the Business
Groups to improve manufacturing operations, and collaborating with our
upstream value chain. They manage impact measurement and maintain
the systems and data for sustainability reporting.
Research & Development (R&D) support delivery of our plastics goals
through new innovations. These functions, alongside Finance, also provide
input to investment business cases, scoping and metric calculation.
We regularly engage investors on sustainability matters, including at our
AGM and Capital Markets Day, and through calls with key investors.
Sustainability performance and incentives
We continue to formally link remuneration for management employees,
including the ULE, to performance against our sustainability goals.
The long-term Performance Share Plan (PSP) is linked to financial
and sustainability performance, guided by our Sustainability Progress
Index (SPI), which accounts for 15% of the total PSP award. The SPI is an
assessment made jointly by the Corporate Responsibility Committee
and the Remuneration Committee.
In 2025, we determined the SPI by considering performance against
four sustainability targets related to climate, nature, plastics and
livelihoods. See page 97 for SPI outcomes for 2025 and page 99 for
the SPI targets for the PSP 2026–2028. The ULE and the Board discuss
progress against these metrics quarterly.
Sustainability due diligence
Our responsible business approach embeds human rights and
environmental matters into our due diligence processes. Throughout our
sustainability statement, we detail the mechanisms we use to identify,
mitigate and account for how we address actual and potential negative
environmental and human rights impacts. The table below maps the core
elements of our due diligence approach.
Core elements
Paragraphs in the sustainability statement
Embedding due diligence in our governance,
strategy and business model
In this section under Governance and Strategy and business model.
Climate disclosures page 222, Biodiversity and Ecosystem disclosures page 239, and Social
disclosures page 249.
Engaging with affected stakeholders
In this section under Interests and views of stakeholders and Double materiality.
Engaging on human rights impacts page 252.
Identifying and assessing adverse impacts
In this section under Double materiality.
Environmental IROs page 219, Social IROs page 249 and Governance IROs page 266.
Further details are included in each topical standard. For page references, see Index page 273.
Taking actions to address those adverse impacts
Actions section from each topical standard. For page references, see Index page 273.
Tracking the effectiveness of actions
Targets and Metrics sections from each topical standard. For page references, see Index page 273.
Sustainability reporting controls
Unilever has established processes to assess and manage risks associated
with the integrity of information disclosed in the sustainability statement.
Key reporting risks include the completeness, accuracy and availability
of data. Oversight for the sustainability statement lies with the Group
Controller, who is responsible for managing these risks. For each ESRS
topic reported, a ULE Sponsor is appointed along with designated
Sustainability and Business owners for narrative and metric disclosures.
Metrics owners maintain the Basis of Preparation (BoP) for each metric,
outlining key definitions, scope, data collection methods, calculation
approaches, and underlying assumptions. Narrative owners prepare the
written disclosures, including policies, actions and targets. All narratives
and metrics are signed off by their respective owners and subject to
management assurance to confirm that the ESRS requirements are met,
claims are evidence-based, and metrics are consistent with BoPs.
The Audit Committee oversees ESRS reporting, reviewing the processes
and controls underpinning its preparation. The Disclosure Committee
provides support by confirming the accuracy, materiality and timeliness
of the sustainability statement, and evaluating the adequacy of Unilever’s
disclosure processes and controls including those relating to the ESRS.
Independent limited assurance is performed by KPMG.
In 2025, we have taken steps to strengthen our approach by documenting
process models and control frameworks for selected metrics.
STRATEGY AND BUSINESS MODEL
Our strategy and business model are set out in the Strategic Report
on pages 2 to 5. We produce and sell consumer goods across our four
Business Groups: Beauty & Wellbeing, Personal Care, Home Care and
Foods.1 We operate across more than 190 manufacturing sites worldwide
and employ over 96,000 employees.2
For over two decades, we have driven an ambitious sustainability agenda.
In 2024, we launched our updated business strategy, sharpening our focus
on resource allocation, accelerating long-term priorities and delivering
systemic impact, supported by our Climate Transition Action Plan.
Building on this, we set four sustainability priority areas – climate, nature,
plastics and livelihoods – underpinned by 15 near- and medium-term goals
shaped by broad stakeholder engagement. The Unilever Sustainability
Advisory Council provides independent guidance, and progress against
these goals is detailed in the relevant target sections.
Our sustainability strategy utilises our global value chain and fosters
collaboration with stakeholders to achieve our objectives. The strategy is
embedded into overall business performance, with each Business Group
responsible for delivering the agreed actions and targets. In addition to
our sustainability goals, we are committed to respecting human rights,
acting with integrity and prioritising people’s safety.
1. For segmental information, see Financial Statements – note 2 on page 136.
2. For headcount by geographical area, see Own Workforce disclosures on page 257.
216
Unilever Annual Report and Accounts 2025
Sustainability Statement
GENERAL INFORMATION
INTEREST AND VIEWS OF STAKEHOLDERS
Unilever identifies six stakeholder groups as critical to our future success:
shareholders, our people (own employees), consumers, customers,
suppliers & business partners, and planet & society. These stakeholders are
selected because they are individuals or groups of individuals affected by
our operations (e.g. affected communities and consumers), as well as users
of our sustainability statement (e.g. prospective investors).
Our Company and Board consider and engage with stakeholders on their
interests and views as they relate to our strategy and business model, to
the extent that they were analysed during our due diligence and double
materiality assessment processes. Additionally, we engage with these
stakeholders to identify and manage our material impacts, risks and
opportunities in relation to sustainability matters. In 2025, engagement
processes and outcomes for each stakeholder group were reviewed at
Board meetings. Further information is described in the section 'Company
and board engagement with stakeholders' on page 60.
DOUBLE MATERIALITY
Overview
The ESRS require that we report on sustainability matters in which we
have, or could have, a material impact on people or the environment, both
positive and negative, as well as where they present risks and opportunities
to our business success. Those material impacts, risks and opportunities
(IROs) can arise from our own operations or through actors in our value
chain. Impacts are not limited by proximity or contractual relationship.
They may occur at any stage of our upstream or downstream value chain,
as a result of our operations, or the use or disposal of our products.
In 2024, we conducted a comprehensive bottom-up double materiality
assessment (DMA) to identify Unilever’s material IROs in our own operations
and upstream and downstream value chain. In 2025, our sustainability
experts reviewed the existing DMA to identify any necessary amendments
to the IROs, considering changes to our strategy and business model, as
well as external stakeholder engagement and benchmarking of peer
disclosures. Although Ice Cream was demerged, it remained part of the
group for most of the year and continues to be part of Unilever’s value
chain. Consequently, any potential impact of the demerger on the DMA
is only expected to be relevant in 2026.
Based on our review of the DMA, two IROs relating to biodegradability
and regulatory landscape changes have been removed. In addition,
our plastic pollution impact was updated to remove reference to
microplastics. The 2025 DMA output was reviewed and approved by
the Audit Committee in October 2025.
Double materiality assessment process
In 2024, we followed a four-step process to identify our material IROs:
Step 1: Identification of potentially relevant IROs. Outputs from
established engagement channels and previous risk assessments,
complemented by targeted interviews and questionnaires with internal
sustainability experts, were used to collate a comprehensive list of all
potentially relevant IROs. This approach ensured inclusion of perspectives
from all key stakeholder groups, including affected communities.
Step 2: Impact Materiality Assessment. We assessed each potentially
relevant impact to evaluate whether it was actual or potential. Each
impact was scored on a scale of 1–5 based on scale, scope and remediable
character (to calculate an average severity score) and likelihood
(assigning a score of 5 to actual impacts). A quantitative threshold
determined whether the impact was material.
Step 3: Financial Materiality Assessment. We assessed each potentially
relevant risk or opportunity, including associated impacts and
dependencies, to determine whether it was financially material to Unilever.
Using our Enterprise Risk Management (ERM) methodology, each risk or
opportunity was scored using a scale of 1–5, considering magnitude (impact
on turnover/operating profit) and likelihood. A quantitative threshold was
applied to determine materiality. For climate-related risks, we considered
the results of our scenario analysis, as detailed on page 224. The assessment
also took into account our Principal Risks, set out on page 31, to support
prioritisation of the risks and opportunities.
Step 4: Validation and disclosure requirement mapping. The DMA output
was validated with each sustainability expert, with oversight from the
ULE sponsors, and approved by the Audit Committee. We evaluated
our material IROs against the ESRS to identify which disclosure
requirements apply.
IROs were assessed on a gross basis (assuming no mitigating action taken)
at both a consolidated and Business Group level. Where relevant, scoping
information is included in IRO descriptions. Our methodology considered
whether the IRO would occur in the short, medium and/or long term. The
time horizon for each IRO has been reflected through relevant policies,
actions and targets described in our topical disclosures.
Interaction with strategy and business model
No changes were made to our strategy or business model in response
to the material IROs identified through the DMA process. This will be
reassessed in 2026 following the demerger of our Ice Cream business
in December 2025.
The Directors assess Unilever’s resilience using the going concern
assessment (one-year time horizon) and viability statement (three-year
time horizon) as set out in the Statement of Directors’ Responsibilities on
page 110 and Strategic Report on page 38. Additional information about
our resilience to material climate and biodiversity IROs is provided in the
relevant topical disclosures.
Actions to address our material IROs are embedded into the strategies
of our four Business Groups and therefore not all costs are separately
identifiable. In 2025, where we could separately identify costs, none met
our definition of significant operational or capital expenditure based on
a quantitative materiality threshold.
We have continued to apply phase-in reliefs relating to the anticipated
financial effects of our material risks and opportunities on Unilever’s
financial position, financial performance and cash flows over the short,
medium and long term. However, for climate and nature, where we have
performed scenario analysis, we have calculated the potential financial
impacts under different scenarios. No material current financial effects
related to our IROs have been identified with respect to our operations,
value chain, strategy or decision-making.
Further information about the interaction between our IROs, strategy and
business model is included in the topical disclosures, including how the
views of our stakeholder groups have been taken into account.
Our 2025 material impacts, risks and opportunities
Below is a summary of our material IROs. IROs that require entity-specific
disclosures, i.e. are not covered by the ESRS, are denoted by the symbol (▲).
The processes and detailed descriptions of our material IROs are disclosed
in the Environmental section on page 219, the Social section on page 249
and the Governance section on page 266.
Material topic and sub topics
Impact, risk or opportunity
Scope
Climate
GHG emissions in our operations and our value chain
Negative Impact
Own Operations; Value Chain
Changing climate and extreme weather events
Risk
Own Operations; Value Chain
Carbon pricing
Risk
Value Chain
Land use pressures and regulation
Risk
Own Operations; Value Chain
Energy transition
Risk
Own Operations
Product regulations and claims: composition and sourcing transparency
Risk
Own Operations
Pollution
Pollution of air, soil and water (excluding plastic pollution)
Negative Impact
Own Operations; Value Chain
Sustainability Statement
Unilever Annual Report and Accounts 2025
217
GENERAL INFORMATION
Material topic and sub topics
Impact, risk or opportunity
Scope
Water
Water shortages in areas of high water stress
Negative Impact
Own Operations; Value Chain
Reducing product demand due to changes in water access
Risk
Value Chain
Biodiversity and Ecosystems
Ecosystem degradation and ecosystem service failures
Negative Impact
Value Chain
Ecosystem degradation leading to reduction of crop yields in key
sourcing locations
Risk
Value Chain
Systemic risk of biodiversity collapse
Risk
Value Chain
Increased activism, legal or non-compliance costs resulting from biodiversity
degradation and loss
Risk
Own Operations; Value Chain
Resource Use and Circular Economy
Plastic pollution
Negative Impact
Own Operations; Value Chain
Hazardous waste
Negative Impact
Own Operations
Extended producer responsibility (EPR) schemes for packaging and other
plastic-related taxes
Risk
Own Operations
Own Workforce and Workers in the Value Chain
Talent
Risk
Own Operations
Capability building across our value chain to improve livelihoods
Positive Impact
Value Chain
Salient human rights issues
Bullying and harassment
Negative Impact
Own Operations; Value Chain
Discrimination
Negative Impact
Own Operations; Value Chain
Forced labour
Negative Impact
Own Operations; Value Chain
Fair wages and income
Negative Impact
Own Operations; Value Chain
Working hours
Negative Impact
Own Operations; Value Chain
Health
Negative Impact
Own Operations; Value Chain
Freedom of association and collective bargaining
Negative Impact
Own Operations; Value Chain
Affected Communities
Salient human rights issues
Land rights, including Indigenous Peoples’ rights
Negative Impact
Own Operations; Value Chain
Consumers and End-Users
Safe products
Risk
Own Operations; Value Chain
Marketing to children
Negative Impact
Value Chain
Nutritional product quality
Risk
Value Chain
Product innovation as a response to changing demand
Opportunity
Value Chain
Business Conduct
Business integrity and ethical conduct
Risk
Own Operations; Value Chain
Anti-bribery and corruption
Risk
Own Operations; Value Chain
Use of non-animal safety science
Positive Impact
Value Chain
Advocacy
Positive Impact
Own Operations; Value Chain
Supplier payments and relationships
Risk
Own Operations
  Entity-Specific Disclosure
218
Unilever Annual Report and Accounts 2025
Sustainability Statement
GENERAL INFORMATION
POLICIES FOR MANAGING SUSTAINABILITY MATTERS
Our Code of Business Principles (COBP) and Code Policies govern
employee behaviour and cover all material sustainability matters
identified by Unilever. These policies set out the standards we expect
all employees to follow globally. They also play a key role in setting out
how we ensure compliance with laws and regulations, protect our brands
and reputation, and prevent harm to people or the environment. The
COBP is underpinned by our values of integrity, respect, responsibility
and pioneering.
The Board’s Corporate Responsibility Committee oversees Unilever’s
conduct and reviews our COBP to ensure it remains fit for purpose. The
COBP and Code Policies were refreshed in 2025 to make them easier for
employees to engage with; these changes were implemented in early
2026. Our CEO is responsible for the implementation of the COBP and
Code Policies and is supported by the Global Code and Policy Committee,
chaired by the Chief Legal Officer, and cross-functional Business Integrity
Committees.
Day-to-day responsibility for implementing the COBP and Code
Policies is delegated to senior management across our Business Groups
and functions at global, regional and country levels. We require our
employees to submit an annual pledge confirming they understand,
commit to, and adhere to the COBP.
Employees are required to report any actual or potential breach of the
COBP and Code Policies immediately. We have set out the available
reporting channels within our Code Policies and highlight these during
Business Integrity training and in our communications. This includes our
non-retaliation policy, which applies to all employees who raise issues.
Further policies governing our material impacts, risks and opportunities
are disclosed in the Environmental section on page 221, the Social section
on page 251 and the Business Conduct section on page 266.
Sustainability Statement
Unilever Annual Report and Accounts 2025
219
Environmental Disclosures
ENVIRONMENTAL MATERIAL IMPACTS, RISKS
AND OPPORTUNITIES
Assessing and identifying our material impacts, risks and opportunities
(IROs) is informed by our double materiality assessment (DMA) as outlined
in our General Information section on page 216. When identifying IROs
across all our Environmental topics, we used a number of sources:
We reviewed the risk management framework for each principal risk,
including Climate and Nature (covering biodiversity and water scarcity)
and Plastic Packaging (covering circular economy), detailing the risk
descriptions and mitigating controls in place. These are updated
annually to identify changes in risk profile.
We reviewed our manufacturing sites, offices and logistics network,
considering all available environmental data. This was substantiated
by our subject matter experts.
We undertook a top-down analysis of Unilever’s nature-related
IROs and dependencies in 2024, including risks that are systemic.
This assessment remained valid throughout 2025 and covered actual
and potential impacts on biodiversity and ecosystems within our own
operations and throughout our value chain, including those related
to pollution. We carried out targeted due diligence in 2025 at sites
where we identified a risk of negative effect on biodiversity.
We updated our quantitative scenario analysis in 2025 to consider
both our most material climate and nature risks and drivers, recognising
their interconnectivity. This included physical and transition risks likely
to impact our business over the short, medium and long term, as well
as plastic-packaging risks closely linked to nature and climate change.
Through this analysis, we reviewed our exposure to these risks and the
potential financial implications to our business.
For water, we incorporated inputs from the World Resources Institute
Aqueduct tool, an open-source platform that maps and analyses
current and future water risks across various locations. This was
supplemented by site-specific factors and localised water risks where
identified. For our upstream value chain, we used the Water Footprint
Network Assessment tool, which integrates information from the Global
Water Footprint Standard and WaterStat.
When evaluating the environmental safety of our products, we conduct
risk assessments on new ingredients before they are introduced to the
market. Existing ingredients are assessed annually and before product
launches to ensure safety based on total tonnage.
We have detailed our engagement with stakeholders, including
affected communities, in our General Information section on page 216.
While consultations with affected communities regarding shared
biological resources have not yet been completed as part of our risk
assessments, we recognise the importance of this engagement and
will incorporate it into future local assessments.
We considered opportunities relating to environmental topics as part
of our overall strategy and business model, including innovation and
product assessments.
The output of our 2025 DMA is included below:
Material impact, risk or opportunity
Description
Climate
GHG emissions in our operations
and value chain
Negative Impact
(OO) (VC)
Our operations emit greenhouse gases (GHG) primarily from the generation of electricity
and heat, and loss of refrigerants. However, 99% of our GHG emissions come from scope 3
emissions within our upstream and downstream value chain.
Changing climate and extreme
weather events (physical risk)
Risk
(OO) (VC)
Extreme weather and sustained increases in temperature could lead to water shortages,
floods, droughts and reduced crop yields. Extreme weather events are likely to disrupt
our supply chain causing commodity delays, shortages and/or increased prices of raw
materials. In addition, customer and consumer demand could shift or erode from the
resulting macroeconomic pressures linked to rising adaptation costs.
Carbon pricing
Risk
(VC)
Carbon pricing schemes that capture the external costs of GHG emissions via taxes,
emissions trading schemes or other mechanisms could impact the price of raw materials,
resulting in increased costs and a potential reduction in profit.
Land use pressure and regulation
Risk
(OO) (VC)
Reforms to regulation and changing land use patterns could reduce land availability for
the production of food and biomass/feedstock and reduce crop outputs leading to a
potential increase in our raw material costs.
Energy transition
Risk
(VC)
Petrochemical prices are expected to rise across scenarios, largely driven by mandates for
sustainable practices in policy-heavy transitions, and rising oil prices in higher-warming
scenarios. This risk affects our upstream value chain across all regions and impacts our
ability to financially plan, forecast and manage our business performance.
Product regulations and claims:
composition and sourcing
transparency
Risk
(OO)
New regulations may restrict how we source raw materials, leading to higher costs.
Pressure to adopt sustainable supply chains could impact business performance, if not
addressed promptly. Increased global regulation also means more scrutiny of sustainability
claims, potentially raising costs and harming revenue due to reputational damage.
Pollution
Pollution of air, soil and water
(excluding plastic)
Negative Impact
(OO) (VC)
Pollution (excluding plastic pollution) of air, soil and water caused by our own operations
and value chain has the potential for negative impacts. Localised pollution from our own
operations and pollution in the upstream value chain, which can occur from the use of
agrichemicals, may negatively impact communities and catchments.
Water
Water shortages in areas of high
water stress
Negative Impact
(OO) (VC)
Water withdrawal from our own operations and upstream value chain – such as
agricultural commodities – could result in water shortages, specifically in areas of high
water stress.
Reducing product demand due to
changes in water access
(transition risk)
Risk
(VC)
Reduced availability of water may reduce consumer demand for products that require
high water usage, especially in areas of high water stress. This may conversely create new
revenue opportunities for products requiring less or no water.
OO  Own Operations
VC    Value Chain
        Entity-Specific Disclosure
220
Unilever Annual Report and Accounts 2025
Sustainability Statement
ENVIRONMENTAL DISCLOSURES
Biodiversity and Ecosystems
Ecosystem degradation and
ecosystem service failures
Negative Impact
(VC)
Unilever relies on agriculture for sourcing raw materials that can have a negative impact
on terrestrial and aquatic ecosystems. These impacts include damage to biodiversity
and other ecosystem services such as water quality and availability and soil health; in
extreme cases, it can also lead to ecosystem collapse (localised or in multiple locations).
Agricultural expansion and other biomass production can lead to deforestation and land
conversion that can cause biodiversity loss, disrupt communities and contribute to the
drivers of climate change.
Ecosystem degradation leads to
reduction of crop yields in key
sourcing locations
Risk
(VC)
Intensive agriculture, deforestation, land conversion and climate change lead to
ecosystem degradation and loss of ecosystem services such as soil health, water
availability (too much or too little) and pollinating insects. These ecosystem impacts lead
to reduced crop yields in key sourcing locations. This may lead to an increased risk to
continuity of supply, farmer livelihoods and hence cost of goods.
Systemic risk of biodiversity
collapse (systemic risk)
Risk
(VC)
Unilever is exposed to systemic risks from biodiversity loss and ecosystem degradation.
Disruptions to natural resources can lead to supply chain interruptions and higher
production costs. Severe disruptions could trigger market shocks, such as commodity
or industry collapse.
Increased activism, legal or non-
compliance costs resulting from
biodiversity degradation and loss
Risk
(OO) (VC)
Our actions or those of actors in our value chain that can cause harm to biodiversity and
ecosystems, could lead to increased public scrutiny, legal claims or non-compliance
incidents. This could result in penalties, potential loss of market share and negatively
impact long-term profitability through reputational harm and loss of stakeholder trust.
Resource Use and Circular Economy
Plastic pollution
Negative Impact
(OO) (VC)
The use of plastics in our packaging could cause harm to biodiversity and ecosystems.
This includes impacts from the production of virgin plastic packaging derived from fossil
fuels and from the improper disposal of plastic packaging downstream which can result in
leakage to the environment.
Hazardous waste
Negative Impact
(OO)
Hazardous waste resulting from the manufacture, transport, use or disposal of our
products may not be properly handled or disposed of. This could lead to environmental
contamination, public health issues and regulatory non-compliances.
Extended producer responsibility
(EPR) schemes for packaging and
other plastic-related taxes
Risk
(OO)
EPR schemes can help to improve recycling systems by ensuring that money is invested
into waste management and packaging innovation and holding businesses to account for
the packaging choices they make. Compliance with EPR schemes could lead to higher
expenses for waste management and packaging redesign. There is also a risk that bans
and/or taxes are applied to certain types of plastic packaging and single-use plastics
reducing market access or requiring increased investment in new packaging.
OO  Own Operations
VC    Value Chain
        Entity-Specific Disclosure
Sustainability Statement
Unilever Annual Report and Accounts 2025
221
ENVIRONMENTAL DISCLOSURES
ENVIRONMENTAL POLICIES
As set out in our General Information section on page 218, Unilever’s
Code of Business Principles (COBP) and Code Policies cover our material
sustainability matters. The material IROs relating to environmental matters,
including Climate, Pollution, Water, Biodiversity and Ecosystems, and
Resource Use and Circular Economy are managed through several
additional policies, as set out below.
Given the maturity of our sustainability agenda, these policies were
established prior to our double materiality assessment. We began a
comprehensive review of our Sustainability and Human Rights policy
framework in 2025, with any required policy revisions planned for
implementation in 2026.
Own Operations
Unilever’s Environmental Policy was updated in 2025 to align with
our long-term sustainability priorities and ensure governance of
environmental issues. The policy applies to our own operations, and we
encourage partners in our value chain to apply the same requirements.
This policy commits Unilever to:
Ensure the Board and Unilever Leadership Executive are accountable
for implementing the Environmental Policy, overseeing our
environmental strategy and managing key environmental impacts,
risks and opportunities, including the effectiveness of our risk
management and internal control systems.
Comply with relevant environmental legislation and internal Unilever
standards in our operations.
Continuously enhance our environmental management systems and
processes to improve performance, setting internal targets and public
goals with clear metrics.
Report all incidents and near misses according to reporting
requirements, including thorough investigation, follow-up and
communication of lessons learned.
Monitor and report transparently on our annual progress against
public goals.
Engage employees on environmental issues, goals, plans and metrics.
Ensure those responsible for this policy and our environmental goals
have the necessary skills and competencies to lead and support
our agenda.
Collaborate with others to promote environmental care, increase
understanding of environmental issues and share best practices.
Monitor and respond to external issues and public concerns related
to the environment.
Unilever’s Environmental Care Framework Standards (ECFWS) apply to all
our operations and mandate that the Environmental Policy is implemented
at all Unilever sites. The ECFWS requires sites to identify potential serious
environmental incidents or emergencies and establish comprehensive
plans to prevent or mitigate their likely consequences. Our manufacturing
sites undergo Environmental Compliance Audits and are reviewed by
Corporate Audit to assess the robustness of their ECFWS implementation.
Value Chain
Unilever’s Responsible Partner Policy (RPP) applies to our business
partners in our upstream and downstream value chain. It also includes
expectations for suppliers to cascade equivalent requirements within their
own supply chains. It sets out the mandatory requirements suppliers must
meet and the mandatory management systems we expect them to have
in place to identify and manage significant environmental risks.
Specifically, the principles and requirements relating to our material
Environmental IROs are:
Greenhouse gas (GHG) emissions: Reduce GHG emissions in line with
the goal of the Paris Agreement to limit global warming to well below
2°C compared to pre-industrial levels. This includes complying with all
legal requirements and holding necessary permits for GHG emissions
management and reduction.
Water consumption and management: Reduce water usage, especially
in areas of high water stress, and manage wastewater discharge
(pollution of water) appropriately. This includes complying with
water-related laws and permits.
Nature protection: Conduct business in a way that protects, preserves
and regenerates nature (including biodiversity), and ensures no
deforestation or conversion occurs. This includes ensuring suppliers
provide deforestation- and conversion-free materials.
Plastic use and waste: Reduce plastic use and waste to help create
a transparent and circular economy for plastics. This includes
complying with legal requirements with respect to plastic feedstock
sourcing, plastics production, storage, transport and end-of-life
management.
Waste generation: Reduce waste generation and ensure waste is stored,
handled, transported and disposed of in a manner that protects health,
safety and the environment.
We verify alignment to and achievement of our RPP’s mandatory
requirements and mandatory management systems through self-
declarations at registration, annual re-registration to our systems, routine
due diligence and risk-based audits.
Unilever’s People & Nature Policy is a cross-commodity policy supported
by guidelines that set out our requirements to Direct Suppliers of
In-Scope Materials. The policy sets out four principles that these suppliers
are required to comply with:
Protecting natural ecosystems from deforestation and conversion:
We are committed to ensuring that the in-scope materials entering
our supply chain will not originate from deforested land or converted
natural ecosystems.
Respecting and promoting human rights: We are committed to
respecting and advancing the human rights of all people in line with
the UN Guiding Principles on Business and Human Rights.
Transparency and traceability: We are committed to transparency and
traceability in sourcing, governance and reporting to enable us to drive
continuous improvement.
Being a force for good for people and planet: We are committed to
working through partnerships to protect natural ecosystems within
our supply chain, encouraging legal recognition of customary rights,
implementing regenerative agricultural land use practices, and finding
ways to restore damaged landscapes.
We seek to implement and independently verify the policy requirements
over time with all our suppliers.
Unilever Sustainable Agricultural Principles (SAPs) are a collection of
good practices designed to codify important aspects of sustainability
in farming, plantation and supply chain management, with the goal
to positively transform agricultural practices for people, nature and
climate. They are made up of six core principles, which set out that the
benchmarked standards should:
Promote agricultural and business practices that ensure integrity
and accountability in a way that is transparent and traceable.
Contribute to an agricultural supply chain that maintains and
regenerates soil health, supports appropriate land use, conserves and
regenerates natural resources (including water resources), reduces
waste and pollution, and avoids the introduction of invasive species.
Encourage agricultural practices that minimise greenhouse gases,
improve energy efficiency and accelerate decarbonisation across
the agricultural supply chain, while building climate resilience
and adaptation.
Cover the respect and advancement of required human rights principles
and ensure that these are implemented in line with the UN Guiding
Principles on Business and Human Rights.
Safeguard the welfare of all livestock, including good animal husbandry
practices that adhere to appropriate guidelines on animal housing,
feeding, health and breeding.
Promote an agricultural supply chain with suppliers and farmers who
are committed to continuous improvement to advance sustainable
agricultural practices within the sector.
We use the SAPs to benchmark external third-party certification schemes
and standards. The standards are implemented by our suppliers and
farmers and enable us to source agricultural materials sustainably
on an ongoing basis.
Our ULE governs the Unilever Environmental Policy and Environmental
Care Framework Standards. The Chief Supply Chain Officer governs the
Responsible Partner Policy, People & Nature Policy and Sustainable
Agricultural Principles.
Our policies underpin our approach to sustainable business. We make key
Unilever policies (including the Unilever Environmental Policy, RPP and
SAP) publicly available on our website to ensure that we are transparent
in our approach, providing access to all our stakeholders.
222
Unilever Annual Report and Accounts 2025
Sustainability Statement
ENVIRONMENTAL DISCLOSURES
Climate
GOVERNANCE
Sustainability performance and incentives
We continue to formally link remuneration for management employees,
including the ULE, to performance against our sustainability goals. We have
outlined the details of this in the General Information section on page 215
and the Directors’ Remuneration Report on pages 97 and 99. Within this
framework, progress against our climate goal in 2025 is measured on the
reduction of our scope 1 and 2 greenhouse gas (GHG) emissions.
Climate Transition Action Plan
Our second Climate Transition Action Plan (CTAP) was approved by
shareholders in 2024. It outlines our 2030 climate targets and the
mitigation, adaptation and advocacy actions we will take to achieve
them. These actions are integrated into the annual three-year strategic
planning cycle of each Business Group.
The CTAP sets out our long-term ambition to achieve net zero GHG
emissions by 2039. The CTAP has not been revised in 2025 as a result of the
demerger of our Ice Cream business; impacts on our decarbonisation levers
and actions will be reviewed in 2026.
Climate targets
We have set near-term climate targets to reduce absolute GHG emissions
from our operations (scope 1 and 2) and our value chain (scope 3). Our
scope 1 and 2 target was set versus a 2015 baseline using the market-
based approach. It was first validated in 2017 by the Science Based
Targets initiative (SBTi) as compatible with a 1.5°C pathway in line with
the Paris Agreement. In 2024, SBTi validated that our proposed scope 3
targets conform with the SBTi Criteria and Recommendations for Near-
Term Targets version 5.1. We selected a 2021 baseline date for our scope 3
targets, for which we have more accurate data. We regularly review our
approach with SBTi.
Scope of target
Target
Timeline
Scope 1 and 2 emissions from our operations
100% reduction
By 2030, against a 2015 baseline
Scope 3 energy and industrial GHG emissions from purchased goods and
services (ingredients, packaging), upstream transport and distribution,
energy and fuel-related activities, direct emissions from use of sold
products (HFC propellants), end-of-life treatment of sold products,
and downstream leased assets (ice cream retail cabinets)
42.0% reduction
By 2030, against a 2021 baseline
Scope 3 forest, land and agriculture (FLAG) GHG emissions from purchased
goods and services (ingredients)
30.3% reduction
By 2030, against a 2021 baseline
Climate mitigation actions
We have identified the following decarbonisation levers and actions that will contribute to the delivery of our climate targets across our operations and
our value chain:
Decarbonisation lever
Key action
Details
Scope 1 and 2 (our operations)
Thermal and electrical energy
Improving efficiency and using
alternative sources
Improving thermal and electrical efficiency. Introducing more
solar thermal technology, electrifying thermal processes and
transitioning to sustainably sourced biofuels.
Renewable power
Increasing on-site and enabling
off-site renewable energy
generation
Increasing on-site renewable electricity generation and enabling
off-site generation through large-scale physical and virtual power
purchase agreements (PPAs).
Refrigeration(a)
Reducing emissions from
refrigeration
Phasing-out high-impact systems and training teams to identify,
report and prevent leaks from existing systems.
Scope 3 (value chain)
Supplier Climate Programme
Scaling the programme
Building supplier capability through best-practice sharing,
innovative partnerships and access to technical assistance and
financing. Embedding climate goals into procurement strategies
to drive supplier-level climate actions at scale, and engage on
industry initiatives that advance standardised, transparent
approaches to scope 3 decarbonisation.
Reformulating products
Using innovative ingredients
Developing lower GHG products including the use of low GHG
ingredients and packaging, and reducing palm oil usage in soap
bars.
Forest-risk commodities
Investing in our value chain
Building supply chain infrastructure to meet deforestation-free
requirements, enrolling more suppliers and smallholder farmers
in our direct sourcing programmes and smallholder development
hubs, and driving improvements in the processing of forest-risk
commodities.
Regenerative agriculture
Scaling up adoption
Scaling up adoption of regenerative agriculture in our Foods
business and working across shared supply chains with other
businesses that share our suppliers to amplify the impact of
programmes.
Chemical ingredients
Reducing GHG intensity
Reducing the GHG intensity of soda ash and linear alkylbenzene
sulfonate (LAS) production through increased use of renewable
energy sources and alternative feedstocks.
(a) To be updated post the demerger of the Ice Cream business.
Sustainability Statement
Unilever Annual Report and Accounts 2025
223
ENVIRONMENTAL DISCLOSURES
Decarbonisation lever
Key action
Details
Packaging
Reducing material use
Designing new product packaging formats, transitioning to
recycled and renewable feedstocks, and designing packaging
for recycling. Supporting the development of waste management
infrastructure.
Logistics
Improving efficiency
Redesigning our network, increasing utilisation of intermodal
transport, and scaling up electric and alternative fuel vehicles.
Ice cream cabinets(a)
Increasing energy efficiency
Renewing cabinet fleet with more energy-efficient models and
transitioning to renewable energy.
Aerosol propellants
Developing alternatives
Using less GHG-intensive propellants.
(a) To be updated post the demerger of the Ice Cream business.
Climate adaptation actions
Some of our mitigation actions described above include an element of
adaptation, which is helping our business respond to the current and
expected physical impacts of climate change.
Examples include programmes to end deforestation and scale up
regenerative agriculture, which can help communities adapt to climate
change and increase the resilience of our supply chains through healthier
soils, which are better able to cope with more extreme weather patterns.
We are taking some other, more specific, adaptation actions outside of
our CTAP. Examples include:
Flexible production between manufacturing sites.
Water stewardship programmes in water-stressed sites.
Developing supplier strategies for alternative, sustainably sourced
materials to build supply chain resilience.
Leveraging climate-driven consumer demands, such as fabric cleaning
products that work at lower temperatures.
Climate advocacy actions
To maximise the impact of Unilever’s actions and to create a level playing
field, we advocate for policies that drive the global transition to net zero.
Our cross-cutting advocacy plans aim to:
Raise the ambition of national climate strategies and plans in key
markets to align with a 1.5°C pathway.
Ensure carbon is priced at levels necessary for the delivery of the Paris
Agreement goals.
Scale up renewable energy capacity and secure the rapid phase-out
of fossil fuels, including fossil fuel subsidies.
Support forest protection and nature restoration.
Encourage evolution of GHG Protocol standards to incentivise faster
emissions reduction actions in value chains.
Our full CTAP is published on our website at unilever.com. See page 227
for details of the progress made in implementing our CTAP in 2025 and
page 247 for our EU Taxonomy disclosures.
224
Unilever Annual Report and Accounts 2025
Sustainability Statement
ENVIRONMENTAL DISCLOSURES
Interaction of material risks with strategy and
business model
Nature and climate change are inextricably linked, with climate change
being a key driver of biodiversity loss and nature a key tool in combating
rising global temperatures and related impacts. As a company dependent
on agricultural commodities and energy-intensive chemical ingredients,
we recognise that climate change is likely to impact our business over
the short, medium and long term, with potential impacts on suppliers,
consumers, customers and other stakeholders. Unilevers response to
climate change has long been embedded into our way of doing business,
and our actions to reduce our impacts on nature are also integral to
reducing our agriculture and land-based emissions.
In 2024, we extended our climate principal risk to include both climate
and nature, of which biodiversity is an important element. In 2025, we
updated our quantitative scenario analysis of our most material climate
and nature risks and drivers to further assess our exposure and understand
the potential financial implications to our business. These risks encompass
both physical and transition risks – such as extreme weather events,
biodiversity loss and increasing carbon prices – and stem from global
climate change itself and societal responses to address it. Each of these
risks has the potential to influence our strategy and operating model.
Our assessment considered climate- and nature-related risks across
our business model and value chain (upstream, own operations and
downstream). We used credible and available pathways and data sources
to quantify such risks where feasible.
In line with leading practice, we conducted scenario analyses to
assess and understand the resilience of our strategy and business model
under a range of possible futures. These scenarios align with the Shared
Socioeconomic Pathways (SSPs) as defined in the Intergovernmental Panel
on Climate Change (IPCC’s) Sixth Assessment report. We selected climate
scenarios based on their relevance, usefulness and data availability, and
included a <2°C-aligned pathway (SSP1-2.6), <3°C-aligned pathway
(SSP2-4.5) and >4°C-aligned pathway (SSP5-8.5). The selected nature
scenarios align with the climate scenarios based on their temperature
goals and policy ambitions.
Last year, we disclosed results against a specific 1.5°C-aligned pathway.
This year, we have disclosed a <2°C scenario based on updated research,
such as the United Nations Environment Programme (UNEP) Emissions Gap
Report 2025:
For our transition risks, our models reference external scenario datasets
with the most stringent emissions pathways aligned with a 1.5°C
scenario, such as the Network for Greening the Financial System (NGFS)
‘Net Zero 2050’ and International Energy Agencies (IEA) ‘Net Zero
Emissions by 2050’ scenarios.
For our modelled physical risks, there is less data availability for SSP1-1.9
so we have used SSP1-2.6 as a suitable proxy given that the very likely
range of temperatures for this pathway is 1.3-2.4°C. We will revisit this
decision in the future once sufficient data becomes available for SSP1-1.9
to allow for detailed financial risk modelling.
The table below outlines a brief description of each scenario.
Topic
Scenario
Scenario Description
Climate
<2°C
(SSP1-2.6)
Global temperatures increase until approximately 2070 before decreasing to remain
below 2°C by 2100, in line with the Paris Agreement of limiting warming to below 2°C.
This is achieved through globally coordinated climate policies and technological
innovation. Net zero CO2e achieved by approximately 2070.
<3°C
(SSP2-4.5)
Global temperatures increase but are limited to less than 3°C by 2100. Global
development and climate action progress unevenly; some sustainability measures are
adopted, but fossil fuel use continues and mitigation efforts are moderate. Net zero is
not reached by 2100, although CO2e levels decline from approximately 2040.
>4°C
(SSP5-8.5)
Global temperatures continue to increase and exceed 4°C by 2100. There is no globally
coordinated climate policy and irreversible tipping points are at increasing risk of
being crossed. CO2e levels continue to rise throughout the 21st century.
Nature
High Nature Preservation
Aligned with the Taskforce on Nature-related Financial Disclosures (TNFD) ‘Ahead of
the Game’ scenario and utilising the Food and Agriculture Organization (FAO) ‘Towards
Sustainability’ data, this scenario focuses on high transition risks and the implications
of a resilient economy transitioning to a world with lower ecosystem degradation. It
assumes strong COP15-aligned policies and coordinated global climate efforts limiting
warming to well below 2°C, reducing biodiversity loss and ecosystem degradation.
Delayed Nature Action
Utilising FAO ‘Stratified Societies’ data, this scenario assumes acute disruptions to
ecosystem services, such as water scarcity, pollination collapse or soil degradation,
which results in impacts to operations, supply chains and resource availability. This
triggers rapid and coordinated responses from governments, markets and civil society,
including urgent policy shifts, consumer behaviour changes and financial reallocation
toward nature-positive solutions.
High Nature Degradation
Aligned with the TNFD ‘Sand in the Gears’ scenario and utilising FAO ‘Business as Usual’
data, this scenario assesses business resilience to high ecosystem service degradation
and the physical and systemic risks associated with continued environmental decline. It
assumes fragmented global efforts and insufficient climate policies drive temperatures
above 2°C by 2050, worsening biodiversity loss and environmental decline, and
escalating risks for businesses and communities.
The scenario analysis considered how climate- and nature-related risks
would impact our business over the following time horizons:
Near term: 2025–2030. Aligns with our three-year strategic plans and
captures near-term operational risks and policy changes. Additionally,
this time period reflects several of our targets, such as those pertaining
to scope 3 emissions and plastics (see pages 229 and 243).
Medium term: 2031–2039. Aligns with Unilever’s net zero emissions
long-term ambition (see page 229) and reflects the period when
transition risks, such as carbon pricing, changing consumer behaviours
and supply chain decarbonisation, are likely to intensify.
Long term: 2040–2050. Aligns with global society’s aim to achieve
climate neutrality by 2050 and coincides with long-term systemic
economic shifts, worsening physical climate risks, and deep
decarbonisation trajectories that could transform our business
environment.
The table on the following page summarises the potential financial
impacts for each climate- and nature-related risk under different
scenarios. It also highlights how these impacts and materiality change
over time, specifically as the time horizon shifts from the short-term to
the long-term. Risks are presented as the associated revenue or cost
impact as a percentage of total revenue, and categorised based on
a relative risk rating. Calculations exclude data relating to Ice Cream,
which was demerged in December 2025.
These potential financial impacts are based on high-level quantitative
assessments. They do not include any assumptions about the impact of
actions we would undertake to mitigate these risks, other than in respect
of the net assumptions detailed in the tables below. As a result, these
quantifications do not represent any type of financial forecast and
are not directly incorporated into long-term cash flow projections.
However, impacts are considered as part of our impairment and viability
assessments to ensure we are well placed to manage these risks and
meet our obligations.
Sustainability Statement
Unilever Annual Report and Accounts 2025
225
ENVIRONMENTAL DISCLOSURES
Relative Risk Rating
Financial Impact w.r.t. revenue (%)
Very low
<1.5%
Low
pattern-01.jpg
1.5 – <3.5%
Medium
3.5 – <6.5%
High
6.5 – 8.0%
Very high
>8.0%
Changing climate and extreme weather events (physical risk)
<2˚C
<3˚C
>4˚C
2030
2039
2050
2030
2039
2050
2030
2039
2050
Assumptions
Increased drought and
water scarcity impacting
crop growth.
Gross
Gross: Crops (including paper and board): Food and Agriculture
Organization (FAO) crop production data trends from 2015 to 2050 are
used to extrapolate projections up to 2070; rainfed crop production
data is used where available, irrigated data is used otherwise; crop
categories from FAO soil erosion data are mapped to Unilever crops;
crops are assigned specific elasticity factors based on U.S. Department
of Agriculture (USDA) data.
Net: Crops: A share of crop prices is fixed via hedging instrument. 50%
pass-through rate to the end consumer.
Net
Extreme temperatures
impacting agricultural
productivity/harvesting.
Gross
Net
Extreme temperatures
impacting paper and
board.
Gross
Net
Ecosystem change and degradation/biodiversity loss (physical risk)
<2˚C
<3˚C
>4˚C
2030
2039
2050
2030
2039
2050
2030
2039
2050
Assumptions
Outbreaks of diseases
and pests impacting crop
growth and agricultural
productivity.
Gross
Gross:
Crops: Underlying crop gross assumptions are the same as in
‘Changing climate and extreme weather events’ (see above).
Diseases and pests: Probability of pest/disease occurrence increases
in line with maximum daily temperatures; pest sensitivities and yield
losses are defined for each crop type; assessment informed by
external literature and databases.
Pollinators: FAO production quantity data per country used as proxy
for Unilever sourcing regions; 10 of 12 key crops included (vegetables,
cereals and starches, cocoa, coconut oil, palm oil, paper and board,
rapeseed oil, soy oil, sugar, tea); dairy and vanilla excluded; elasticity
factors assigned to each crop using USDA data; 2015 land use patterns
considered as historical baseline for calculating changes in land area
under different scenarios.
Soil erosion: Refers to topsoil stripped away due to natural causes
such as rainfall and wind, excluding human land use practices; dairy
excluded from soil erosion assessment; soil erosion academic
literature has informed modelling.
Net (all models): A share of crop prices is fixed via hedging instrument.
50% pass-through rate to the end consumer.
Net
Loss of pollinators
impacting crop growth
and agricultural
productivity.
Gross
Net
Deforestation, land use
change, monocultures
and overuse of fertilisers
accelerating soil erosion.
Gross
Net
Reduced product demand due to changes in water access (transition risk)
<2˚C
<3˚C
>4˚C
2030
2039
2050
2030
2039
2050
2030
2039
2050
Assumptions
Lower water availability
leading to reduced
demand for high water
usage products.
Gross
Gross: Consumers across all market regions exhibit consistent demand
elasticity patterns for household water-dependent products in each
product category; revenue separated into more granular detail using
proportion of plastics sold in each region for countries where revenue
classified as others; customer behaviours informed by water stress norms
and adaptive capacity indices in each region.
Net
Net risk not modelled
Carbon pricing (transition risk)
<2˚C
<3˚C
>4˚C
2030
2039
2050
2030
2039
2050
2030
2039
2050
Assumptions
Increases in direct and
indirect carbon pricing
resulting in higher costs.
Gross
Gross: Direct carbon pricing includes manufacturing, operational and
distribution costs; indirect carbon pricing includes costs for raw material
suppliers due to higher costs for energy sources such as electricity and
fossil fuel. Emissions assumed to decrease with Unilever forecasts;
coverage assumptions based on relevant carbon pricing mechanisms;
given complex supply chains, scope 3 emissions apportioned to relative
jurisdictions based on scope 1 and 2 emissions proportions.
Net: Emissions assumed to decrease in line with emissions reduction
targets for scope 1 and 2. 50% pass-through rate to the end consumer.
Net
Extended producer responsibility (EPR) schemes for packaging and other plastic-related taxes (transition risk)
<2˚C
<3˚C
>4˚C
2030
2039
2050
2030
2039
2050
2030
2039
2050
Assumptions
Expansion and increase
in EPR and other plastic-
related taxes.
Gross
Gross: Proportion of plastics in each component put onto the market
assumed to be equivalent to upstream packaging volumes data; EPR
pricing is assumed to grow in line with Organisation for Economic
Co-operation and Development (OECD) plastics scenarios, specifically
‘Global Ambition’ for <2˚C scenario and ‘Regional Action’ for <3˚C
scenario, to reflect regulatory uptake based on global sustainability
behaviours; EPR pricing is assumed to grow in line with ‘plastic demand’
in NGFS Current Policies for >4˚C scenario; EPR pricing of recycled
plastic assumes a 30% eco-modulation fee based on external research.
Net: 50% pass-through rate to the end consumer.
Net
226
Unilever Annual Report and Accounts 2025
Sustainability Statement
ENVIRONMENTAL DISCLOSURES
Effects of identified risks on our business model
This section outlines the risks that have been assessed, their potential
effects on our business model, and the corresponding mitigation measures
in place. Where relevant, we identify specific geographies or operational
areas where climate- and nature-related risks are most concentrated.
Agricultural commodity-related risks
We source ingredients from sectors that are deeply dependent on the
natural world, particularly agriculture, which is increasingly vulnerable to
the impacts of climate change and biodiversity loss. Biodiversity underpins
the resilience and productivity of the natural systems we depend on for
raw materials. Environmental pressures therefore pose significant risks to
supply chain stability and productivity, potentially affecting crop yields,
raw material availability and long-term sourcing strategies.
Our assessment demonstrates that as global temperatures increase and
nature continues to degrade, financial risk increases. The >4˚C and high nature
degradation scenarios indicate physical risks will become more pronounced
over time. This includes rising temperatures, extreme weather, water
shortages and soil depletion, and significant biodiversity risks, such as loss of
pollinators, pest outbreaks and adverse land use changes. These pressures are
expected to reduce agricultural yields, limiting the supply of key crops. Shock
events from systemic risks, such as pest outbreaks and extreme weather, are
expected to increase in frequency and magnitude, impacting the agriculture
sector directly in some regions initially and cascading through the wider
economy. These scenarios may lead to transition risks, including increased
activism and potential reputational damage.
Deforestation poses a risk to our supply chain as well as a reputational risk
to our business. Land use regulations to conserve and expand forest land
could reduce land available for agriculture in the short term, which could
lead to higher raw material prices. For key ingredients like palm, subject
to regulations such as EU Deforestation Regulation (EUDR), we are building
supply chain infrastructure to meet deforestation-free requirements and
enrolling more suppliers and smallholder farmers in our direct sourcing
programmes and smallholder development hubs. We are also scaling up
regenerative agriculture and collaborating across shared supply chains
to amplify impact.
Given our reliance on agricultural commodities, these risks pose a
direct and significant threat to our supply chains, operational continuity
and long-term value creation. This is compounded by possible global
responses – regulatory shifts, changing consumer expectations and
investor scrutiny – demanding greater transparency and action.
Our business model integrates strategies such as commodity hedging to
address these risks, enhance resilience and increase our capacity to respond.
Plastic-related regulatory risk
As a global consumer goods company, we recognise that our reliance
on plastic materials, particularly in packaging, exposes us to increasing
regulatory risk. Governments worldwide are intensifying efforts to
reduce plastic pollution, with a growing number implementing extended
producer responsibility (EPR) schemes, plastic usage taxes and stricter
compliance frameworks. Our assessment indicates this risk is especially
elevated in OECD countries, where regulatory maturity is high and both
coverage and costs are expected to increase to 2050. Our plastics
footprint also increases exposure in some jurisdictions, notably the EU.
We have set ambitious plastics targets, including increasing the use of
recycled content in our packaging, reducing our virgin plastic footprint, and
increasing the reusability, recyclability and compostability of our packaging
(see page 243). These targets support the delivery of our sustainability
strategy and serve to mitigate financial and compliance risks associated
with evolving global regulations.
In preparing our 2025 Unilever consolidated financial statements, we have
considered the impact of both physical and transition climate change risks,
and any planned mitigations, on the current valuation of our assets and
liabilities. From our review of key financial statement areas, including
impairment assessments, cash flow forecasts and asset valuations, we
have not identified any material impact on financial reporting judgements
or estimates as at 31 December 2025. We will continue to closely monitor
evolving regulatory developments and assess any resulting implications
on the valuations of our assets and liabilities in future years. See note 1 on
page 134 of the consolidated financial statements.
Resilience of our strategy and business model to
climate risks
Our scenario analysis provides us with insights into potential business and
financial risks. Although significant uncertainties remain about the extent,
timing and geographic location of both physical and transition climate risks
to our business. These insights are an important input into our medium- and
long-term strategic planning and in 2026, will be reviewed as we shape our
sustainability ambitions beyond 2030.
Physical climate risks may impact our business and our supply chain in
all scenarios, causing damage and disruption, reducing crop yields and
driving up commodity prices. Rising temperatures and extreme weather,
including drought and water scarcity, increase adaptation and mitigation
costs and may reduce demand for our products, especially household
water-dependent products and in more climate-affected regions.
To mitigate these risks, we are:
Building resilience in our supply chain: Our supply chain and procurement
teams manage a range of supply‑related risks, including those influenced
by climate factors, through established processes and an ongoing
resilience programme implemented across all regions. This programme
includes structured risk assessment, early‑warning practices and
coordinated mitigation planning to support continuity of supply. In recent
years, procurement has introduced new digital capabilities, including the
use of AI, to strengthen risk visibility and improve the consistency of
decision‑making. These capabilities help us monitor potential disruptions
to supplier sites, logistics routes and material availability, providing early
signals that inform mitigation actions. The tools and processes supporting
this work are being progressively rolled out across teams globally and will
continue to evolve as adoption increases.
Scaling up regenerative agriculture: Resilience is at the heart of our
regenerative agriculture programmes, where we work to protect and
regenerate the natural and agricultural ecosystems in our value chain and
support the people whose livelihoods depend on them. For example, we
have several projects in place to support Knorr’s supply chain. In Spain, we
work in partnership with a tomato supplier, Agraz, to address challenges
such as low rainfall and soil degradation. Practices include water-saving
techniques like precision irrigation and use of organic fertilisers to improve
soil health. In Italy, we also partner with Parboriz, employing regenerative
agriculture practices such as water management and crop rotation to
address challenges in rice farming, including water pollution, GHG
emissions and declining biodiversity.
Sourcing our commodities responsibly: We remain focused on maintaining
deforestation-free sourcing across our primary deforestation-linked
commodities and continuing to implement our sustainable sourcing
programmes. These initiatives help suppliers adopt resilience practices
and also increase the transparency of our sourcing decisions. We have
invested over €280 million in Unilever Oleochemicals Indonesia (UOI)
via which more than 50% of our palm derivatives are processed. Direct
sourcing of palm feedstocks brings better transparency and traceability,
and places less reliance on intermediaries.
Implementing water stewardship programmes: In 2025, we had 29 sites in
water-stressed areas with an active water stewardship programme in place
(excluding one programme related to Ice Cream). Interventions within our
factories focus on reducing water usage, promoting reuse and encouraging
recycling. Within river basins where our factories are located, we work to
reduce supplier water usage, improve community access to water, or
replenish resources through landscape projects such as reforestation.
Leveraging the diversity of our portfolio: While our ability to predict and
respond to demand shocks may be limited, we are positioned to leverage
the diversity of our portfolio and the strength of our affordable core
brands to mitigate some of the impact.
Hedging against commodity price rises: We forward-buy traded
commodities and use other similar mechanisms to hedge against price
rises in the short term, including those arising from climate change. The
Global Commodities team monitors market insights and risks for all key
commodities on an ongoing basis to develop hedging proposals.
Transition risks are also expected to impact our business. Earlier or more
comprehensive implementation of global carbon pricing, evolving
sustainable supply chain regulations (e.g. EUDR or CSDDD), and broadening
of EPR schemes and plastic usage taxes could increase costs. To reduce
the impact of these risks, we are:
Reducing our GHG emissions: We are taking action to reduce our most
material GHG emissions, as set out in our CTAP, and mitigate the potential
financial impact of carbon prices. Our actions include supplier engagement
to reduce emissions from our raw materials and ingredients, as well as
product redesign strategies towards lower GHG ingredients or formulations.
Advocacy: While the potential financial effects of carbon prices in the 2°C
scenario may be significant to our business, the <3°C and >4°C scenarios
would pose profound challenges to global economic stability and thus even
greater uncertainty for our business. We continue to advocate externally to
ensure carbon is priced at levels necessary to achieve the Paris Agreement
goals. This will be key to meeting our 2030 targets and net zero ambition.
Our wider climate advocacy is both critical to supporting the achievement
of our climate targets and to driving systemic global initiatives to reduce the
likelihood of the more extreme scenarios and their impacts.
See page 243 for details on our approach to reducing plastic-related
regulatory risks.
Sustainability Statement
Unilever Annual Report and Accounts 2025
227
ENVIRONMENTAL DISCLOSURES
IMPACT, RISK AND OPPORTUNITY MANAGEMENT
Policies
Unilever’s climate policies, which include policies related to our own
operations and our value chain, are disclosed in our Environmental policies
section on page 221. The table below demonstrates how these policies
address our material climate-related impacts and risks.
GHG
emissions(a)
Land use
regulation
Product
regulations
and claims
Energy
transition
Environmental Policy
Responsible Partner Policy
People & Nature Policy
Sustainable Agricultural
Principles
Hedging Policy(b)
(a) Includes GHG emissions in our own operations and value chain, and impacts
relating to changing climate and extreme weather events and carbon prices.
(b) Unilever’s hedging policy is provided in note 16 of the Financial Statements on
page 166. This forms part of the Treasury standards ultimately owned by the CFO.
Actions
The key actions we have taken in 2025 against each decarbonisation lever
identified in our CTAP are set out below.
Scope 1 and 2 (our operations)
Efforts to reduce emissions from our operations continue to focus on
driving energy efficiency measures, sourcing renewable electricity and
decarbonising our thermal energy consumption.
In 2025, we implemented a hybrid wind and solar direct Power Purchase
Agreement (PPA) in Poland, a multi-buyer PPA with our collaborative
manufacturers in India, and a virtual PPA in Spain. We scaled up the
electrification of thermal energy by installing industrial-scale heat pumps
at sites in the Philippines and India, and we increased our use of electric
boilers with an installation at our Cavite site in the Philippines. We also made
progress in our transition to renewable fuels. For example, our Vinhedo and
Valinhos sites in Brazil now use biomethane instead of natural gas.
Expanding the Unilever Oleochemicals Indonesia (UOI) refinery is a key
part of our growth strategy, however we need to ensure this growth
does not impact delivery of our scope 1 and 2 climate target. To help
manage this, we partner with KIS Group, a leading biogas provider in
Asia, to secure biomethane supplies for the facility. Together, we
currently source biomethane from two mills (2024: 2) in our sustainable
palm oil development programme and aim to scale to additional mills
in coming years.
Having seen early success through sourcing biomethane produced
from palm oil mill effluent (POME) in Indonesia, we are advocating for
wider expansion of biomethane production in Indonesia. In October,
along with the Indonesian Ministry of Energy, we co-hosted a public–
private roundtable focused on scaling biomethane production.
Scope 3 (value chain)
The table on page 229 demonstrates the contribution of our identified
scope 3 decarbonisation levers towards our targeted GHG emissions
reductions to 2030.
Supplier Climate Programme
Over 60% of our GHG emissions in scope of our net zero ambition come
from raw materials, ingredients and packaging, so accelerating the
decarbonisation of key suppliers remains a priority.
By the end of 2025, almost 200 suppliers (2024: 181) were actively
participating in the Supplier Climate Programme (SCP), accounting for
over 40% of Unilever’s scope 3 emissions from raw materials, ingredients
and packaging. We expanded our supplier product carbon footprint (PCF)
data collection, receiving submissions from 91 suppliers and collecting
over 2,000 PCF data points. Validated PCFs submitted in 2025 were
calculated in line with the WBCSD’s Partnership for Carbon Transparency
(PACT) methodology and incorporated into our 2025 scope 3 GHG
emissions calculation. This data helps us and our suppliers identify, plan
and deliver measurable emissions reductions.
In 2025, we deepened engagement through the SCP working with
25 suppliers to identify GHG hotspots and decarbonisation opportunities
across their value chains.
An example of supplier level climate action is our work with key
aluminium can suppliers to reduce aerosol packaging emissions by
sourcing aluminium produced with low-carbon energy. Building on this
progress, we intend to engage with a larger subset of SCP suppliers to
develop targeted action plans and drive supplier level climate action
in the future.
Additionally, we strengthened enablers of the SCP through a combination
of external partnerships and internal capability building. In India, HSBC
provides lower cost sustainability linked financing to select suppliers,
which Unilever supports by helping suppliers meet the requirements of
the SCP. Upskilling our procurement teams was prioritised to improve the
quality of climate engagement with their suppliers, delivering training in
Brazil, India and Poland. We also continued engaging with industry-wide
initiatives such as WBCSD’s PACT and the Scope 3 Peer Group.
Reformulating products
Reformulating our products remains an important opportunity for
emissions reduction. Our Business Groups continue driving innovation,
aiming to deliver superior products at great value while reducing
environmental impact. Examples of 2025 innovations include:
Personal Care: We advanced our soap bar reformulation programme,
using patented novel structuring technology to reduce palm oil-derived
total fatty matter while improving efficacy and consumer benefits.
In 2025, we scaled this across priority soap bar brands in India and
Indonesia following a successful launch in 2024. Additional market
rollouts are planned for 2026.
Home Care: We expanded our Wonder Wash laundry detergent range,
designed for short cycles, across more geographies and with new
variants. In addition, we rolled out RhamnoClean technology – a 100%
natural, biodegradable and renewable biosurfactant – into our core
hand dishwash products in Indonesia.
Forest-risk commodities
GHG emissions from the sourcing of our five primary deforestation-linked
commodities (palm oil, paper and board, tea, soy and cocoa) arise
predominantly from land use change, agricultural practices and
downstream processing. In 2025, we exceeded 95% purchase volumes
of these commodities as deforestation-free, based on our requirements.
Palm oil is the most material forest-risk commodity in our supply chain.
To address this, we have increased our direct sourcing of palm feedstocks,
improving traceability and helping us maintain no deforestation. Since
2021, we have invested over €280 million in UOI (2024: €218 million) via
which more than 50% of our palm derivatives are processed.
Our deforestation-free landscape strategy aims to empower smallholders
within our supply chain. We continued to increase the number of
smallholders across Indonesia trained in sustainable agricultural practices,
with around 29,500 trained since January 2024.
Regenerative agriculture
In 2025, we implemented 12 new regenerative agriculture projects,
bringing our total to 34 projects (excluding one project relating to
Ice Cream) covering 254,000 hectares since 2021. Our Foods business
is partnering with CJ Selecta to roll out regenerative soybean farming
across 45,000 hectares of Brazil’s Cerrado by 2030. This area is estimated
to cover the equivalent of 70–90% of the soybean oil used in Hellmann’s
mayonnaise production in Brazil annually.
We continue to evaluate alternative models to expand scale and drive
impact. In 2025, we partnered with PepsiCo to support North American
soy farmers transitioning to regenerative agriculture under the STEP up
for Agriculture initiative and aim to establish additional pre-competitive
partnerships and coalitions going forward. See page 240 for our
Biodiversity and Ecosystems disclosures.
Chemical ingredients
Two key chemical ingredients used in our laundry and cleaning products
– linear alkylbenzene sulphonate (LAS) and soda ash – account for
a significant proportion of our scope 3 GHG emissions. Achieving our
reduction targets requires decreasing the GHG intensity associated with
both LAS and soda ash production.
In 2025, collaboration continued with a strategic partner to reduce
the GHG intensity of their LAS production. We also continued to secure
volumes of lower-GHG soda ash from two key suppliers. This includes
soda ash produced using biomass fuel sources and natural soda ash
manufactured through less energy-intensive processes that avoid
additional CO₂ during processing.
While there has been some industry movement towards lower-emission
chemicals, progress remains slow. We continue to engage a broad
spectrum of stakeholders including policymakers, NGOs, industry,
academics and trade associations to drive a faster transition. See page 269
for details on our advocacy work in the chemicals sector.
228
Unilever Annual Report and Accounts 2025
Sustainability Statement
ENVIRONMENTAL DISCLOSURES
Packaging
Emissions from packaging predominantly arise from packaging production
and at end of life through incineration or landfill. In 2025, we reduced
our use of virgin plastics for the packaging of our products by 29% versus
a 2019 baseline. We also reported 57% of our plastic packaging to be
reusable, recyclable or compostable. Through our purchase of recycled
plastic, strategic partnerships and participation in extended producer
responsibility (EPR) schemes, we collected and processed more plastic
than we sold in 2025.
Our future packaging plans focus on developing next-generation
solutions that are reusable, recyclable or compostable. We will also
continue to reduce virgin plastic use. See page 243 for our Resource
Use and Circular Economy disclosures.
Logistics
Our global logistics and distribution networks contribute to GHG emissions
from fossil fuel use. In 2025, we saw an 8% increase in our scope 3
upstream transport and distribution (logistics) emissions compared to
the prior year. This was due to the adoption of the latest Global Logistics
Emissions Council (GLEC) framework which resulted in an increase in
emission factors. Nonetheless, we made progress in areas such as network
transformation, route optimisation, truck loadability enhancement, and
transshipment reduction across key markets. In parallel, we maintained
a strong emphasis on expanding the use of alternative fuels and electric
vehicles (EVs). For example, we scaled up the usage of EVs in the regions
of Greater Asia, Greater China, Latin America and PTAB. Similarly, the use
of hydrotreated vegetable oil (HVO) continued to increase in Europe,
supporting our transition toward lower‑carbon transport solutions. In
North America, we continued to transition from diesel to renewable
natural gas (RNG) on specific lanes, further strengthening our journey
toward carbon reduction.
Ice cream cabinets
On 6 December 2025, Unilever completed the demerger of our Ice Cream
business. The impact of the demerger on Unilever’s Climate Transition
Action Plan and climate targets will be reassessed in 2026.
Aerosol propellants
Outside of the US and Canada, Unilever uses natural hydrocarbon gases
for aerosol spray formats, which are not classified as GHGs. However, in
part due to historic restrictions in the US and Canada regarding volatile
organic compound (VOC) regulations, our spray formulas in these markets
use hydrofluorocarbon propellants, classified as GHGs.
In 2025, we made progress developing alternative propellant systems to
replace hydrofluorocarbon propellants in North America. Dove launched
an alternative propellant with a lower Global Warming Potential within its
hairspray portfolio in the US and Canada. Two additional Personal Care
Power Brands are preparing to launch a novel technology in early 2026.
We continue to explore solutions for further launches across Unilever’s
aerosols portfolio.
Climate & Nature Fund
In 2025, our total Climate & Nature Fund commitments since 2020
were €0.76 billion (2024: €0.67 billion). We invested in the continuous
development of sustainable supply chains. In addition, we acquired
a 14% stake in Lucro Plastecycle Private Limited (Lucro), a leading player
in recycled flexible plastics in India, to scale up recycled flexible plastic
content in packaging. We also partnered with Conservation International
to restore mangroves in Ecuador. As part of our goal to protect and restore
1 million hectares by 2030, this partnership will increase the adaptive
capacity and resilience of coastal communities through integrated
management and restoration that positively impacts the area, ecosystem
health and sustainable use of mangroves. Cumulative spend by the Fund
since 2020 reached €0.5 billion against our commitment to invest €1 billion
by 2030.
Our wider influence on society
Policy advocacy
In 2025, we made progress on many of our climate policy advocacy
priorities. Key actions included:
Nationally Determined Contributions (NDCs): Unilever called for
greater national climate ambition and stronger NDCs at both global
and national levels. We re-signed the Corporate Leaders Group (CLG)
Europe’s open letter urging the EU to adopt a science-based target of
at least a 90% reduction in GHG emissions by 2040. Additionally, we
were part of a business coalition calling for Australia to reduce GHG
emissions by 75% by 2035 and featured in The Energy and Resources
Institute (TERI) and We Mean Business Coalition’s (WMBC) report on
India’s 2035 climate target, highlighting corporate leadership. Our
report, Bold Plans, Real Impact, published in 2025, reinforces Unilever’s
role in driving ambitious climate action.
Renewable energy capacity and fossil fuel phase-out: Unilever signed a
joint statement coordinated by the RE100, published during the IEA/UK
Energy Security Summit, urging ministers and business leaders to
prioritise renewables and energy efficiency as pillars of long-term
energy security. Additionally, we showcased our renewable energy
deployment in markets, including a major solar electricity deal
supporting suppliers in India, facilitated by government incentives. Our
Bold Plans, Real Impact report underscores renewables as central to
achieving resilient energy systems, as well as the phase-out of fossil
fuels and their subsidies. During COP30, we supported the WMBC’s
statement urging governments to commit to a roadmap on the
transition away from fossil fuels.
GHG measurement and target setting standards: In 2025, we
participated in the consultation and pilot testing process for the Science
Based Targets initiative’s Corporate Net Zero Standard Version 2 and
contributed to the development of Conservation International’s Principles
for High-Integrity Insetting in the Land Sector. We also joined a group of
companies committed to trialling Spheres of Influence, a new framework
designed by Oxford Net Zero and Futerra to capture corporate action on
climate that goes beyond traditional emissions accounting.
Chemical ingredients: Unilever hosted a policy discussion in Brussels
to examine measures advancing the transition to sustainable chemicals
in Europe. At the event, a new report from Trinomics, Circular Carbon
Feedstocks for Sustainable Carbon-based Chemicals, was presented,
outlining six guiding principles for safeguarding the environmental
sustainability of renewable and recycled feedstocks (RRC) for carbon-
based chemicals. We continued to engage with the Indian government,
chairing the Material Transition Working Group of the Resource
Efficiency and Circular Economy Industry Coalition (RECEIC). In March
2025, RECEIC released a white paper highlighting areas requiring cross-
industry co-operation to accelerate the transition. At the global level,
we facilitated government participation in the Clean Energy Ministerial’s
Biofuture Platform.
Trade associations and industry partnerships
In 2025, we released an updated Climate Policy Engagement Review. It
examines 26 of the key trade associations Unilever works with to assess
alignment on critical climate policy issues for 2024 and identify areas
where additional engagement is required.
Sustainability Statement
Unilever Annual Report and Accounts 2025
229
ENVIRONMENTAL DISCLOSURES
METRICS AND TARGETS
Targets
Our near-term 2030 targets to reduce our GHG emissions have been set in accordance with a cross-sector emissions pathway and the draft GHG Protocol
Land Sector and Removals guidance. They align with the near-term time horizon of 2030 considered in our resilience analysis. Our targets that monitor how
we are responding to our nature-related risks are set out within Biodiversity and Ecosystems on page 241.
Our total GHG inventory boundary aligns with the operational boundaries defined on page 231. Inventories aligned to the scope of our net zero ambition
and 2030 climate targets are subsets of the total inventory. As part of our critical assumptions for setting our GHG emission reduction targets, our 2030
modelled outcomes include our 2030 growth trajectories and reflect the expected technology advances, product formulation changes and portfolio
shifts in the period. Our GHG emissions for 2015 (scope 1 and 2) and 2021 (scope 3) were considered as representative of Unilever’s typical GHG emissions
profile and form the baselines for our targets. No adjustments to targets or baseline values were made for the demerger of our Ice Cream business,
which remained part of the group until 6 December 2025. This will be assessed for scope 1, 2 and 3 in 2026 following the demerger.
The table below sets out our baseline emissions, the scope of our baseline emissions covered for each target and the absolute 2030 GHG emissions target value.
Climate targets (million tonnes CO2e)
Baseline year
Total baseline
emissions in scope of
2039 net zero ambition
Emissions in scope
of 2030 target %
Baseline emissions in
scope of 2030 target
2030 target
% reduction
2030 target
absolute reduction
Scope 1 and 2
2015
2.1
95.6%(a)
2.0
100.0%
2.0
Scope 3 E&I
2021
45.1
69.6%(b)
31.4
42.0%
13.2
Scope 3 FLAG
2021
10.2
81.9% (b)
8.4
30.3%
2.5
Total Scope 3
2021
55.3
71.8%
39.8
39.5%
15.7
(a) Exceeds minimum coverage required by SBTi of 95%.
(b) Exceeds minimum coverage required by SBTi of 67%.
To meet our targets, our actions must deliver the planned reduction in our baseline emissions as well as a 100% reduction in additional emissions from product
volume growth between the baseline year and 2030. We have plans in place to cover 100% of our emissions in scope of our scope 1 and 2 target through
three priority decarbonisation levers: thermal and electrical energy, renewable power and refrigeration. Our current actions only partially address the total
emissions in scope of our scope 3 target. We have identified a scaling and innovation gap which underscores the need to continually search for new solutions
and ways to scale existing ones faster than is currently possible. Of the identified plans, we expect the most material reductions to come from scope 3 E&I
and FLAG emissions related to raw materials and ingredients.
The table below shows the contribution of our identified decarbonisation levers towards reducing our scope 3 baseline emissions and our forecasted scope
3 GHG emissions from volume growth in the period to 2030, as modelled in our 2024 Climate Transition Action Plan (CTAP), i.e. including Ice Cream.
Scope 3 Decarbonisation lever
% contribution of targeted reductions
(baseline plus growth)
Supplier Climate Programme
14%
Reformulating products
13%
Forest-risk commodities
10%
Regenerative agriculture
4%
Chemical ingredients
6%
Packaging
3%
Logistics
2%
Ice cream cabinets(a)
19%
Aerosol propellants
7%
Sub total
78%
Scaling and innovation gap(b)
22%
Total(c)
100%
(a) To be updated post the demerger of the Ice Cream business.
(b) The scaling and innovation gap represents the amount of GHG emissions for which we need to develop new or scale existing solutions.
(c) Represents 15.7m CO2eT of total reductions by 2030 vs. 2021 baseline plus additional reductions to cater for emissions from growth in the period 2021–2030.
Scope 1 and 2 target performance
The percentage change in scope 1 and 2 market-based GHG emissions is the difference between the current reporting period and the 2015 baseline
period (1 October 2014 to 30 September 2015). Gross scope 1, 2, 3 and total GHG emissions calculation methodology is disclosed on page 231.
Exclusions: All emissions from biogenic fuels and owned or leased vehicles controlled by Unilever are excluded from the target scope in line with the
SBTi minimum scope requirement.
Allocation to Ice Cream: Emissions from dedicated manufacturing and logistics sites and owned vehicles. Baseline apportioned using allocation
methodology. Where the necessary information is lacking in the baseline period, best available information is used to allocate emissions to Ice Cream.
2030 target
% reduction
2015 baseline
% change vs. 2015 baseline
Climate targets – Scope 1 and 2 (million tonnes CO2e)
2025
2024(a)
2023(a)
Reduce absolute operational GHG emissions (Scope 1 and 2) by 100% by 2030 vs.
a 2015 baseline
100%
2.01
(77)%
(72)%
(70)%
Unilever(b)
1.75
(77)%
Ice Cream
0.26
(74)%
(a) 2024 and 2023 measured including Ice Cream.
(b) 2023 measured for 12-month period ended 30 September.
Despite headwinds in the reduction of our scope 1 and 2 GHG emissions, driven by vertical integration projects and manufacturing network changes, we
continued to make progress in lowering our operational emissions through interventions such as those highlighted on page 227. Our Sustainability Progress
Index (SPI) climate goal performance, for internal remuneration purposes, was 76.6%, as detailed on page 97. We improved our GHG measurement
accuracy through a more granular estimation methodology for emissions from decentralised business units. Additionally, we incorporated smaller offices
and warehouses into our Energy Attribute Certificate (EAC) procurement processes. The demerger of our Ice Cream business has had a marginal impact on
our scope 1 and 2 target, with performance slightly lagging that of the rest of Unilever.
230
Unilever Annual Report and Accounts 2025
Sustainability Statement
ENVIRONMENTAL DISCLOSURES
Scope 3 target performance
Scope 3 Energy and Industrial GHG target – 42% absolute reduction in SBTi Scope 3 E&I GHG emissions by 2030
The percentage change in Scope 3 Energy and Industrial (E&I) GHG emissions from purchased goods and services, upstream transport and distribution,
fuel and energy activities, direct emissions from use of sold products, end-of-life treatment of sold products, and downstream leased assets is the
difference between the current reporting period and the 2021 baseline period (1 October 2020 to 30 September 2021).
Emissions are categorised according to the GHG Protocol Corporate Standard and include those from ingredients and packaging purchased by
Unilever, ingredients and packaging from collaborative manufacturing in India, fuel and energy activities, upstream transport and distribution,
hydrofluorocarbon (HFC) propellants in sold products, end-of-life treatment of sold products manufactured by Unilever and by collaborative
manufacturers (CMs) in India, and downstream leased assets.
Exclusions: E&I emissions associated with CMs outside India, purchased goods and services outside of ingredients and packaging, capital goods,
waste generated in operations, business travel, employee commuting, downstream transport and distribution, processing of sold products, franchises
and investments.
Scope 3 Forest, Land and Agriculture GHG target – 30.3% absolute reduction in SBTi Scope 3 FLAG GHG emissions by 2030
The percentage change in Scope 3 Forest Land and Agriculture (FLAG) GHG emissions from purchased goods and services is the difference between
the current reporting period and the 2021 baseline period (1 October 2020 to 30 September 2021). FLAG emissions relate to GHG Protocol Category 1 –
ingredients purchased by Unilever and CMs in India.
Exclusions: FLAG emissions associated with CMs outside of India.
Allocation to Ice Cream: Ingredients and packaging purchased and used by Unilever are estimated based on proportion of ingredient and
packaging materials used in Ice Cream finished goods, using information such as product recipes and production volumes. Where such information
is unavailable, allocation is based on dedicated manufacturing sites. Ingredients and packaging used by CMs are based on finished goods supplied
by CMs categorised as Ice Cream products. Allocation is not performed for categories that represent <5% of total emissions, except for Category 13:
Downstream leased assets where emissions are allocated in full since they relate to ice cream cabinets.
Gross Scope 1, 2 and 3 and total GHG emissions calculation methodology is disclosed on page 231.
Emissions
% change vs. 2021 baseline
Climate targets – Scope 3 (million tonnes CO2e)
2030 target
% reduction
2021 baseline
2025
2024(a)
2025
2024(a)
Reduce absolute Scope 3 E&I GHG emissions by 42% by 2030 vs.
a 2021 baseline(b)
42.0%
31.4
27.9
29.2
(11)%
(7)%
Unilever
24.5
Ice Cream
3.4
Reduce absolute Scope 3 FLAG GHG emissions by 30.3% by 2030 vs.
a 2021 baseline(c)
30.3%
8.4
7.0
7.4
(17)%
(12)%
Unilever
4.7
Ice Cream
2.3
(a) 2024 measured including Ice Cream.
(b) 2024 E&I emissions restated from 29.0 MtCO2e due to a change in measurement methodology (an increase of 0.03 MtCO2e) and correction of an error in logistics third-party
emission factors (an increase of 0.13 MtCO2e). See below.
(c) 2024 FLAG emissions restated from 7.2 MtCO2e due to a change in measurement methodology (an increase of 0.22 MtCO2e). See below. 
In 2025, we continued to make improvements to our GHG measurement methodology. This included:
updating CM emission calculations to better align with emission estimates for materials purchased directly by Unilever (E&I and FLAG – Category 1 and
E&I – Category 12); and
using fleet‑specific freezer‑cabinet energy consumption to calculate ice cream cabinet emissions (E&I – Category 13), which were previously estimated
using global average energy-use factors.
We have also included more than 2,000 supplier-specific PCF data points within our scope 3 GHG measurement in 2025. This is a significant improvement
from 2024 and marks a key milestone towards advancing the representativeness of our GHG data, as detailed on page 227.
Scope 3 E&I: The reduction in E&I emissions since 2021 has been driven by a combination of purchased material volume decline, availability of supplier-
specific PCFs and improvements in GHG measurement. We expect progress against our E&I target to be challenging given the significant contribution from
the petrochemicals sector and end-of-life emissions from surfactants. This primarily impacts our Home Care Business Group. However, we are making
progress to develop and scale lower GHG alternatives for these chemicals, as well as engaging with governments to accelerate the transition to sustainable
chemicals, as set out on page 228.
Scope 3 FLAG: The good progress we have made in reducing our FLAG emissions since 2021 has been driven by several factors, including improved data
relating to the GHG impact of our deforestation-free sourcing programme for palm oil and the availability of supplier-specific PCFs. Further information on
the specific actions taken in 2025 is provided on page 227. Our reliance on purchased material volumes for GHG accounting makes it difficult to isolate the
impact of specific reformulation initiatives. While separate product-level modelling provides an indication of the potential GHG impact of reformulation
initiatives, isolating these effects in our annual GHG results is an area we aim to progress in future years.
Sustainability Statement
Unilever Annual Report and Accounts 2025
231
ENVIRONMENTAL DISCLOSURES
Gross Scope 1, 2 and 3, and total GHG emissions
Total GHG emissions are calculated using the GHG Protocol Corporate Standard and relate to the activities reported in our consolidated accounting
group (parent and subsidiaries). We do not have material emissions related to associates, joint ventures, unconsolidated subsidiaries, or contractual
arrangements where we have operational control. Total GHG emissions are the sum of scope 1 and 2 activities within our operations and scope 3
activities covering our upstream and downstream value chain.
Total GHG emissions include all seven greenhouse gases, as required by the GHG Protocol Standard, combined into a single CO2-equivalent (CO2e)
unit using Global Warming Potential (GWP) values from the IPCC Sixth Assessment Report for scope 1 and 3, and market-based factors from the IEA
(2022) for scope 2. Data collection is from both internal and external sources, based on industry-accepted standards where available.
Scope 1 and 2 emissions
Scope 1 and 2 emissions are calculated as the sum of GHG emissions from energy used, energy sold and refrigerant use, reported in tonnes for all
manufacturing sites and the majority of logistics and office sites.
Energy used and energy sold: Data is collected from meter readings and invoices for each site in GJ and includes combustion of fossil fuels (scope 1), as
well as purchased, generated and sold electricity, heat and steam (scope 2). Carbon emission factors are used to convert energy (GJ) into greenhouse
gases (GHG). Scope 1 factors are provided by the IPCC, and scope 2 factors are based on Renewable Energy Attribute Certificates or supplier data,
following the GHG Protocols scope 2 market-based method. When Energy Attribute Certificates (EACs) are applied, electricity consumption is
reported as renewable with an emission factor of zero.
Refrigerant use: HFC consumption data is taken from site maintenance records for each site, including Global Warming Potential (GWP) factors for
each refrigerant type, which are converted from refrigerant losses (kg) to GHG emissions. GWP factors for HFC refrigerants are provided by the IPCC.
Sulphur hexafluoride (SF6) emissions from high-voltage equipment: The amount of SF6 leaked from electrical insulators is calculated using an estimate
of SF6 across our sites and an average SF6 equipment leakage rate based on IPCC guidelines, multiplied by the GWP factors.
For logistics and office sites not reporting in Unilever systems, scope 1 and 2 emissions are estimated based on measured sites and site headcount or
pallet position.
Exclusions: CO2 emissions from the combustion of biomass; the capturing of CO2 by vegetation during growth is considered to offset these emissions.
Scope 3 emissions
The two most material categories of emissions are Category 1 – Purchased goods and services, and Category 11 – Consumer Use of Sold Products,
which were estimated as follows:
Category 1 – Purchased goods and services
Ingredient and packaging emissions are calculated by multiplying the volumes of ingredients and packaging purchased by Unilever and collaborative
manufacturers’ (CMs) production volumes by emission factors.
Ingredients and packaging purchased by Unilever include emissions generated from production and transportation from ’cradle to gate’ (farming/
mining of raw materials to delivery at Unilever). We categorise transportation emissions from suppliers to Unilever under Category 1, instead of
Category 4 as recommended by the GHG Protocol, as we cannot separate these from other transportation emissions. Emissions not directly related
to raw material production, such as head office and marketing, are excluded.
Emissions from packaging materials are assumed to be E&I. Ingredient emissions are further categorised into:
FLAG: Emissions from agricultural raw materials related to land use change and land management up to ’farm gate’.
E&I: Emissions from converting or processing agricultural raw materials into purchased materials, from farm to Unilever site.
Emission factors for ingredients and packaging purchased by Unilever are obtained from two external sources:
1. Supplier product carbon footprint data: These are received annually directly from suppliers participating in the Supplier Climate Programme and
internally validated.
2. Cradle-to-gate emission factors in kgCO2e per kg of material: These are calculated using Life Cycle Assessment (LCA) software, Life Cycle Inventory
(LCI) databases such as ecoinvent and the World Food Life Cycle Database, supplemented with other models and supplier-specific data where
available. Where no emission factors are available for specific ingredients or packaging materials, an average of known emission factors is used.
Inbound transport emissions from the supplier to Unilever are separately estimated and added to total emissions.
Collaborative manufacturing emission factors for ingredients, packaging and manufacturing are calculated from the prior year average emissions
of the relevant product category and derived from ingredients and packaging purchased by Unilever, and Unilevers manufacturing processes.
FLAG and E&I emission factors for relevant materials are obtained from the eQosphere database where available (provided by Quantis). Where not
available, relevant emission factors are calculated and categorised as FLAG and E&I based on external LCI data, assuming that emissions up to the
’farm gate’ are FLAG (i.e. land use change where appropriate, land management, and all other production activities associated with agriculture and
raw material extraction), with all remaining emissions assumed to be E&I.
Annual water consumption (m3): Data is extracted from internal systems or estimated based on floor area (m2) for logistics sites or headcount for office
sites and multiplied by emission factors in kgCO2e per m3 of water consumed, obtained from the UK Department for Environment, Food and Rural
Affairs (DEFRA).
Indirect procurement: Scope 1, 2 and 3 emissions from purchased goods and services not for resale, such as media placement and IT services. We
exclude emissions relating to trade spend, rent, employee salaries, memberships, tax, interest and depreciation. Annual spend by category is mapped
to spend categories in the Extended Environmental Input-Output (EEIO) model and multiplied by the relevant emission factor in kgCO2e per £1,000
spend by category in the EEIO model to calculate total emissions. The EEIO model estimates carbon emissions based on spend using country- and
sector-specific carbon conversion factors that combine economic trade data and national industry-level carbon emission data.
Category 11 – Use of sold products
HFC propellant volumes for aerosol products produced by Unilever and CMs are multiplied by emission factors in kgCO2e per kg of HFC propellant
obtained from the IPCC AR6 report.
Indirect consumer-use emissions are calculated for a representative sample of products, based on grouping of similar products within 13 key countries.
Consumer use (i.e. the amount consumed per individual portion, single use or serving of a Unilever product by one person) is determined based on:
studies on consumer habits, on-pack recommendations or internal expert opinion. Consumer use is applied to the primary product (e.g. dishwashing
tablets); ancillary products are considered to have no impact. This data is consolidated and extrapolated across the sales of unclustered products at
a category and country level to calculate total emissions of the 13 countries. The total Unilever emissions for indirect consumer use are calculated per
Business Group by extrapolating total emissions of the 13 countries based on total sales per Business Group.
Other key assumptions
For subsidiaries that do not report in Unilever systems, we calculate total emissions (tCO2e) for purchased goods and services per Business Group
divided by total Unilever turnover per Business Group (excluding these entities), multiplied by turnover for these entities.
Exclusions: Scope 3 activities are estimated for 13 emission categories. Emission category 10 (Processing of sold products) and Emission category 15
(Investments) are not reported as they are not material.
232
Unilever Annual Report and Accounts 2025
Sustainability Statement
ENVIRONMENTAL DISCLOSURES
Allocation to Ice Cream
Scope 1 and 2 emissions: Emissions from dedicated manufacturing and logistics sites and owned vehicles.
Scope 3 emissions – Category 1: Ingredients and packaging purchased and used by Unilever: estimated based on proportion of ingredient and
packaging materials used in Ice Cream finished goods, using information such as product recipes and production volumes. Where such information
is unavailable, allocation is based on dedicated manufacturing sites.
Ingredients and packaging used by CMs: based on finished goods supplied by CMs categorised as Ice Cream products.
Indirect procurement spend: based on proportion of costs relating to ice cream dedicated departments and functions of total costs.
Water supply: Emissions from dedicated manufacturing and logistics sites.
Scope 3 emissions – Category 11: Indirect consumer use emissions are based on sales of Ice Cream products.
Allocation is not performed for categories that represent < 5% of total emissions, except for Category 13: Downstream leased assets where emissions
are allocated in full since they relate to ice cream cabinets.
Unilever emissions (million tonnes CO2e)
2025
2024(a)
2023 (a)(b)
% change vs.
2024(a)
Total Scope 1 and 2 GHG emissions (market-based)(f)
0.49
0.69
0.75
(30)%
Gross Scope 1 GHG (e)
0.43
0.48
0.57
(12)%
Gross market-based Scope 2 GHG emissions
0.06
0.21
0.18
(71)%
Gross location-based Scope 2 GHG emissions
0.82
1.26
1.16
(35)%
Scope 3 GHG emissions in scope of our net zero ambition(g)
47.21
56.61
55.81
(17)%
Purchased goods and services
37.91
45.28
44.92
(16)%
Raw materials and ingredients(c)(d)
24.47
29.33
29.75
(17)%
Packaging materials(c)(d)
6.66
7.41
6.83
(10)%
Indirect procurement
6.78
8.54
8.34
(21)%
Upstream transportation and distribution (logistics)(c)
1.87
1.74
1.57
8%
Downstream leased assets (ice cream cabinets)(c)
1.84
2.30
(100)%
Use of sold products (HFC propellants)
1.58
1.60
1.48
(1)%
End-of-life treatment of sold products(c)(d)
3.73
3.84
3.48
(3)%
Others (h)
2.12
2.31
2.06
(8)%
Total Scope 1, 2 and 3 GHG emissions in scope of net zero ambition (market-based)
47.70
57.30
56.56
(17)%
Scope 3 GHG emissions – indirect consumer use(i)
49.34
51.35
47.07
(4)%
Total Scope 1, 2 and 3 GHG emissions (market-based)
97.04
108.65
103.63
(11)%
Total Scope 1, 2 and 3 GHG emissions (location-based)
97.80
109.70
104.61
(11)%
Ice Cream emissions (million tonnes CO2e)
Total Scope 1 and 2 GHG emissions (market-based)
0.09
Scope 3 GHG emissions in scope of our net zero ambition(f)(g)
7.19
Purchased goods and services
5.45
Downstream leased assets (ice cream cabinets)
1.74
Total Scope 1, 2 and 3 GHG emissions in scope of net zero ambition (market-based)
7.28
Scope 3 GHG emissions – indirect consumer use(i)
0.03
Total Scope 1, 2 and 3 GHG emissions (market-based)
7.31
Total Scope 1, 2 and 3 GHG emissions (location-based)
7.63
(a) 2024 and 2023 measured including Ice Cream, therefore percentage change not calculated on a comparable basis.
(b) 2023 measured for 12-month period ended 30 September.
(c) 2024 Scope 3 emissions restated due to changes in measurement methodology (an increase of 2.68 MtCO2e) and correction of an error in logistics third-party emission
factors (an increase of 0.13 MtCO2e): Raw materials and ingredients from 26.88 MtCO2e, Packaging materials from 6.37 MtCO2e, Upstream transportation and distribution
(logistics) from 1.61 MtCO2e, Downstream leased assets from 2.79 MtCO2e, and End-of-life treatment of sold products from 3.70 MtCO2e. See Scope 3 target performance.
(d) 2023 Scope 3 emissions restated due to a change in approach for calculation of CM emissions (an increase of 3.67 MtCO2e): Raw materials and ingredients from 27.53
MtCO2e, Packaging materials from 5.60 MtCO2e, and End-of-life treatment of sold products from 3.25 MtCO2e.
(e) Scope 1 emissions regulated by trading schemes amounted to 4.5% in 2025 (2024: 4.2%, 2023: 3.8%).
(f) Biogenic emissions of CO2 from the combustion or bio-degradation of biomass in our own operations are not reported as part of scope 1, 2 or 3 emissions in line with GHG
protocol. In 2025, scope 1 and 2 emissions amounted to 0.54 MtCO2 (2024: 0.47 MtCO2).
(g) 3.2% of our scope 3 emissions (2024: 2.7% restated from 2.8%) have been calculated from primary data obtained from suppliers or other value chain partners.
(h) Includes capital goods, fuel and energy-related activities, waste generated in operations, business travel, employee commuting, downstream transport and distribution and franchises.
(i) Relates to emissions such as those that arise from the heating of water needed to use our shampoos and shower gels, the energy required for washing machines to use our
fabric cleaners, and the energy required for the cooking of our food products. Excluded from the scope of our net zero ambition in line with GHG Protocol and SBTi guidelines.
We have seen an overall decrease of 5% in our total scope 1, 2 and 3 GHG emissions in 2025 from the prior year (including Ice Cream). Our progress in
decarbonising our own operations has led to overall reductions in scope 1 and 2 emissions through interventions in energy efficiency and renewable
energy sourcing, as detailed on page 227. While we continue to deliver underlying reductions in direct emissions through these interventions, our scope
1 emissions have increased due to the reclassification of some on-site, third-party-produced utilities from scope 2 to scope 1. Scope 2 emissions have
further decreased as we are now sourcing EACs for smaller offices and warehouses.
Our overall scope 3 emissions have reduced by 5% versus the previous year (including Ice Cream). The decrease in purchased goods and services
emissions is due to factors including a reduction in purchased material volumes and availability of supplier-specific PCFs. Explanations regarding the
impact of reformulation initiatives are provided on page 230. We continue to engage with our suppliers through the Supplier Climate Programme to
drive decarbonisation across our value chain. Scope 3 emissions have increased for upstream transportation and distribution (logistics), primarily due
to the update of in-year emission factors.
In line with the requirements set out in the UK Government's guidance on Streamlined Energy and Carbon Reporting (SECR), in 2025 the UK accounted
for 7.7% of our global total scope 1 GHG emissions (2024: 5%) and 4.1% of our global total scope 2 GHG emissions (2024: 1%) as well as 5% of our global
energy use (2024: 5%), excluding Ice Cream.
Sustainability Statement
Unilever Annual Report and Accounts 2025
233
ENVIRONMENTAL DISCLOSURES
GHG intensity per net revenue
Total GHG emissions calculated on a location-based and market-based methodology are divided by total turnover (equates to net revenue).
Allocation to Ice Cream: Refer to Gross Scope 1, 2 and 3, and total GHG emissions metrics on page 231 and 232 for emissions allocation.
Total turnover for Unilever and Ice Cream are disclosed in the financial statements on page 128.
Unilever GHG intensity per net revenue (tonnes CO2 e/€ million)
2025
2024(a)
Total GHG emissions (market-based) per net revenue(b)
1,921
1,788
Total GHG emissions (location-based) per net revenue(c)
1,937
1,806
Ice Cream GHG intensity per net revenue (tonnes CO2e/€ million)
Total GHG emissions (market-based) per net revenue
952
Total GHG emissions (location-based) per net revenue
993
(a) 2024 measured including Ice Cream.
(b) 2024 restated from 1,742 tCO2e/€ million due to change in measurement methodology and correction of prior year error. See page 230.
(c) 2024 restated from 1,759 tCO2e/€ million due to change in measurement methodology and correction of prior year error. See page 230.
Energy consumption and mix
Energy sourced from within the organisational boundary is not counted under ’purchased or acquired’ energy. We consider 100% of our energy to be
related to high climate impact sectors (manufacturing, transportation and storage), as listed in Sections A to H and Section L of Annex I to Regulation
(EC) No 1893/2006 of the European Parliament and of the Council, as defined in Commission Delegated Regulation (EU) 2022/1288.
For sites reporting energy consumption in Unilever systems, consumption is calculated by consolidating data from fossil, nuclear and renewable
sources based on meter readings and invoices, converted to common units of energy.
Unilever-purchased Energy Attribute Certificates (EACs) are matched against electricity consumption and reported as renewable, following RE100
Reporting Guidance 2022. EACs are market-based instruments that authenticate the proportion of energy generated from renewable sources
procured by consumers, including Renewable Energy Certificates (RECs), International Renewable Energy Certificates (IRECs), and European
Guarantees of Origin (GOs). EACs are purchased in Q2 2026 once 2025 electricity consumption is complete.
For logistic and office sites not reporting energy consumption in Unilever systems, consumption is assumed to be non-renewable and is estimated
for each utility type and regional cluster based on energy consumption per pallet position (storage capacity) and per headcount, using consumption
data from similar sites that do report in Unilever systems. For sites where pallet positions (storage capacity) and headcount data are not available, the
average rate of energy consumption reported in Unilever systems for logistics and office sites is used as a proxy for each site.
A small number of manufacturing sites generate electricity, heat and steam, which is classified as renewable energy if it is from a renewable source.
This is classified as consumption of self-generated non-fuel renewable energy. Renewable energy generated which is sold to and used by a third party
is not subtracted from energy generated or offset against energy consumption.
Exclusions: Our own operations does not include sites that are under commissioning and sites where decommissioning has started. Excludes energy
consumption from collaborative manufacturers.
Allocation to Ice Cream: Energy consumption from dedicated manufacturing and logistics sites
Energy consumption and mix (thousands MWh)
2025
2024(a)
Fuel consumption from coal and coal products
0
0
Fuel consumption from crude oil and petroleum products
293
461
Fuel consumption from natural gas
1,476
1,445
Fuel consumption from other fossil sources
0
0
Consumption of purchased or acquired electricity, heat, steam and cooling from fossil sources
213
775
Total fossil energy consumption
1,982
2,681
Share of fossil sources in total energy consumption (%)
38%
41%
Consumption from nuclear sources
0
0
Share of consumption from nuclear sources in total energy consumption (%)
0%
0%
Fuel consumption from renewable sources including biomass (also comprising industrial and municipal
waste of biologic origin), biofuels, biogas and hydrogen from renewable sources
1,521
1,349
Consumption of purchased or acquired electricity, heat, steam and cooling from renewable sources
1,674
2,396
Consumption of self-generated non-fuel renewable energy
47
56
Total renewable energy consumption
3,242
3,801
Share of renewable sources in total energy consumption (%)
62%
59%
Total Unilever energy consumption
5,224
6,482
Ice Cream energy consumption
1,227
(a) 2024 measured including Ice Cream.
234
Unilever Annual Report and Accounts 2025
Sustainability Statement
ENVIRONMENTAL DISCLOSURES
Energy intensity
Energy intensity is calculated as total energy consumption in MWh for the reporting period divided by total turnover for Unilever as disclosed in the
financial statements on page 128. Total turnover equates to net revenue, including net revenue from the sales of products produced for Unilever by
collaborative manufacturers.
Exclusions: Total energy consumption excludes energy consumption from collaborative manufacturing.
Allocation to Ice Cream: Refer to Energy consumption and mix metrics above for energy allocation.
Total turnover for Unilever and Ice Cream are disclosed in the financial statements on page 128. Both energy consumption and turnover values relate
to activities in high impact sectors only.
Energy intensity per net revenue (MWh/€ million)
2025
2024(a)
Unilever energy intensity
103
107
Ice Cream Energy intensity per net revenue (MWh/€ million)
Ice Cream energy intensity
160
(a) 2024 measured including Ice Cream.
Analysis of renewable and non-renewable electricity in our operations
Renewable electricity (% of MWh)
2025
2024(a)
On-site renewable self-generation
3%
2%
Purchased renewable electricity
85%
83%
On-site Purchase Power Agreements
1%
0%
Off-site Purchase Power Agreements
13%
9%
Green energy products from an energy supplier (green tariffs/bundled RECs)
8%
14%
Green energy purchased in markets with greater than 95% renewable grid
0%
0%
Unbundled RECs bought in market
63%
60%
Total Unilever renewable electricity
88%
85%
Non-renewable electricity (% of MWh)
On-site non-renewable electricity generation (e.g. gas-fired on-site CHP)
10%
8%
Purchased non-renewable electricity (e.g. non-grid transfer of CHP)
1%
5%
Unbundled RECs bought in an adjacent market
1%
2%
Total Unilever non-renewable electricity
12%
15%
Ice Cream (% of MWh)
Total renewable electricity
96%
Total non-renewable electricity
4%
(a) 2024 measured including Ice Cream.
GHG removals, and GHG mitigation projects financed through carbon credits
Unilever will not purchase carbon credits to meet our near-term targets. When any of our brands do purchase carbon credits, this is considered ’beyond
value chain mitigation’ and does not contribute to the achievement of Unilever’s near-term GHG reduction targets. In 2025, one of our Wellbeing brands
made consumer-facing claims with reference to scope 1 and 2 carbon neutrality through purchase of carbon credits, and one of our Prestige brands also
purchased carbon credits.
We are not yet accounting for removals within our value chain that may arise from the regenerative agriculture programmes referenced on page 227.
We have taken this conservative approach due to the absence of clear measurement and accounting guidance, recognising that the Land Sector and
Removals Standard (LSRS) has only recently been published and that accompanying guidance is expected later in 2026. We will continue to monitor
developments and will review this aspect of our accounting as guidance evolves.
In addition, while the focus of our CTAP is on emissions reductions within our value chain, we will seek to balance any unabated emissions within the
scope of our net zero 2039 ambition with the same volume of purchased carbon removals from 2039.
Internal carbon pricing
We believe the use of internal carbon pricing can be important in signalling support for carbon pricing as a policy instrument. In practice, however,
as not many of our operations are particularly energy-intensive, our scope 1 and 2 GHG reduction target – also included within Unilever’s Directors’
Remuneration Policy as part of the Performance Share Plan (PSP): Sustainability Performance Index (SPI) – acts as a more significant decision factor
than an internal carbon price. Within our value chain, the main impact of carbon pricing schemes is expected to be on raw material costs. Our actions
to manage these are set out in the section ’Resilience of our strategy and business model to climate risks’ on page 224. We continue to review the most
effective internal mechanisms to support delivery of our climate targets.
Sustainability Statement
Unilever Annual Report and Accounts 2025
235
ENVIRONMENTAL DISCLOSURES
Pollution
IMPACT, RISK AND OPPORTUNITY MANAGEMENT
Our material Environmental impacts, risks and opportunities resulting from
the double materiality assessment (DMA), and the process by which these
were identified, are detailed on page 219.
Non-biodegradable substances, including microplastics in our products,
were previously identified as a material topic. However, this has been
assessed as non-material in 2025, as our product portfolio is already highly
biodegradable across our Business Groups. Consideration of microplastics
resulting from our packaging is detailed in our Resource Use and Circular
Economy disclosures on page 243.
Unilever’s ingredient portfolio includes some substances classified as
‘substances of concern’ due to their potential hazard. However, we
evaluate consumer, worker and environmental exposures through our
existing ingredient and product safety assessments, ensuring that our
products and the ingredient levels we use are safe by design. We base our
evaluation approach on science and risk-based assessments, following the
principle that exposure determines the safe use of hazardous materials.
We update our ingredient and product standards, as well as our safety
risk assessments, to reflect new scientific data and changes in regulatory
positions. We have therefore not identified substances of concern as a
material topic and no further disclosures are included. See page 264 for
our product safety disclosures.
Policies
Unilever’s environmental policies, including those related to pollution,
are disclosed on page 221. The table below demonstrates how these
policies address our material impacts in relation to pollution.
Pollution of air, water and soil
Code of Business Principles (COBP) and Code
Policies
Environmental Policy
Environmental Care Framework Standard
Responsible Partner Policy
Sustainable Agricultural Principles
Unilever’s Environmental Policy, updated in 2025, sets out our
commitments to environmental compliance and eco-efficiency practices
in our operations. These practices reduce and prevent pollutant emissions
and releases to air, land and water.
Unilever’s Environmental Care Framework Standards (ECFWS) require sites
to assess the potential for serious environmental incidents or emergency
situations and implement comprehensive plans to prevent or mitigate
the associated likely consequences. We do not have specific policies
in relation to incidents and emergency situations in our value chain.
However, our Responsible Partner Policy (RPP) expects our business
partners to put in place appropriate policies, processes and procedures
to address environmental issues.
Actions
Within our own operations, Unilever drives continual improvement
in relation to pollution through the ECFWS. For our manufacturing
organisation, the Unilever Manufacturing System (UMS) provides an
operational framework that supports ECFWS implementation. The
framework sets out steps for sites to identify and implement actions
addressing pollution-related impacts. UMS training and guidance
provide a framework for measurement and reporting that supports
the identification and reduction of harmful materials.
Sites periodically develop action plans to improve environmental
performance, including pollution control. These plans are monitored
throughout the year. We seek to minimise pollution by tracking
relevant pollutants to air, water and soil, and implementing both normal
operating and emergency control measures. These include preventative
maintenance and monitoring, alarm systems, and dedicated and secured
secondary containment.
In 2025, we launched a new global wastewater standard that
defines limits for direct discharge of total organic carbon (COD) to
the environment. Each relevant site performed a gap assessment against
the standard and actions are in the process of being agreed where
improvements are needed.
We expect suppliers in our upstream value chain to meet or exceed
the mandatory requirements of the RPP by implementing appropriate
policies, management systems and practices. Unilever verifies compliance
through self-declarations at registration, annual re-registration to our
systems, routine due diligence and risk-based audits.
We promote sustainable and regenerative agriculture practices in our
supply chain through the implementation of the Sustainable Agricultural
Principles (SAP) and regenerative agriculture programmes. The SAP set out
requirements for suppliers regarding water management, water quality,
soil management and pollution control. We also require suppliers to
have management plans for irrigation, pesticide and fertiliser use to avoid
contamination and prevent damage to soils, ecosystems and waterways.
Exposure to ingredients in consumer products may contribute to pollution
to the environment. To manage these impacts, we conduct safety risk
assessments on new ingredients before they are introduced to the market.
Existing ingredients are included in an annual assessment of combined
volumes to evaluate safety based on overall tonnage. Before launch, we
review these ingredients according to the latest total tonnage data. Our
commitment to producing environmentally safe products is core to our
decision-making on ingredient use.
At a minimum, we ensure our products comply with regulations, such as
restrictions on synthetic polymer microparticles, and monitor prohibited
substances in regulatory lists, taking necessary actions as required. In
some areas, our standards exceed regulatory requirements based on our
environmental safety assessments or in regions where regulations are
weak or poorly enforced.
Our actions on ingredient use are supported by the expertise of our
Safety, Environmental & Regulatory Science group – our global centre
of excellence in safety and sustainability science – as well as our
Regulatory Affairs team.
METRICS AND TARGETS
Targets
Unilever does not have formal targets for pollution emissions defined
at a global level. We monitor emissions from our sites at a local level
to ensure compliance with legal requirements and permits. We record
any exceedance of local permit limits centrally and put plans in place
to remediate. Our manufacturing sites are also reviewed through internal
compliance audits and audited by Corporate Audit.
236
Unilever Annual Report and Accounts 2025
Sustainability Statement
ENVIRONMENTAL DISCLOSURES
Pollution of air, water and soil in our own operations
Pollutants emitted are those contained in outflows from our operations, which may relate to pollutants generated from Unilever operations and/or
chemical components that may enter our operations, such as chemical components already in the water or raw materials used in operations.
Each year, Unilever reviews the emissions volumes of pollutants listed in Annex II of Regulation (EC) No 166/2006 to ensure those near or above
threshold levels are sampled, tested or estimated.
For each manufacturing site where sampling and testing are conducted, pollutant emissions to air, water and soil are calculated using internal or
certified external laboratories. Where laboratory results are below the detection limit, 50% of the detection limit is used in the calculations. The
sampling values are averaged and applied to months with no pollutant data. For sites without sampled data, estimates are based on proxy data from
sampled sites using statistical modelling reviewed by external experts or, for air pollutants from energy combustion, on published emission factors.
Emissions per pollutant per site are compared to Annex II threshold values of Regulation (EC) No 166/2006. Only sites exceeding these thresholds are
consolidated and reported.
Allocation to Ice Cream: Pollutants relating to dedicated manufacturing sites.
We use direct measurement and periodic measurement (i.e. sampling) to calculate pollutant emissions where possible. However, this is constrained by
the availability and capacity of suitable sampling capabilities. Where data is unavailable via direct measurement or sampling, we employ representative
data and a number of robust mathematical methods designed to produce a reasonable estimate. Emissions of hydrochlorofluorocarbons, and ammonia
to air and asbestos to soil, via direct measurement, and emissions of chemical oxygen demand (COD), via sampling, are reported based on actual
emission data. Estimations make up circa 79% of the remaining reported pollutant emissions (2024: 94%).
There are significant variances between the 2025 reported pollutant volumes and those from the previous year. These differences are expected and
have arisen as a result of key improvements in the accuracy and completeness of data collected from sampling, including more precise reporting at
sites and more accurate identification of emission point types. We have made our measurements more representative by using industry standards for
samples that are below detection limits, and by using average values for months when no data was available. As a result, some sites are now above or
below the reporting threshold compared to last year. We are committed to ongoing improvements in our reporting capabilities.
Emissions are reported irrespective of any further downstream processing at treatment plants, such as municipal water treatment or certified waste
management. For example, emissions of asbestos are directed to specialised waste landfills.
Pollutant volumes (tonnes)
2025(a)
2024(a)(b)
Emissions to air
Ammonia (NH3)
Carbon monoxide (CO)
9,147.0
Hydrochlorofluorocarbons (HCFCs)
0.4
0.7
Nitrogen oxides (NOx)
942.8
145.0
Non-methane volatile organic compounds (NMVOC)
300.1
839.4
Particulate matter (PM10)
148.4
192.3
Sulphur oxides (SOx)
602.3
150.9
Emissions to water(c)
Cadmium and compounds (as Cd)
<0.05
<0.05
Lead and compounds (as Pb)
0.2
Nickel and compounds (as Ni)
2.8
Phenols (as total C)
0.3
8.6
Total organic carbon (TOC) (as total C or COD/3)
2,682.7
4,181.8
Zinc and compounds (as Zn)
1.7
2.5
Emissions to soil(c)
Arsenic and compounds (as As)
<0.05
0.6
Asbestos
52.7
32.2
Cadmium and compounds (as Cd)
<0.05
0.4
Chlorides (as total Cl)
Chromium and compounds (as Cr)
20.0
Copper and compounds (as Cu)
0.3
28.4
Fluorides (as total F)
416.8
Lead and compounds (as Pb)
0.1
0.5
Mercury and compounds (as Hg)
<0.05
<0.05
Nickel and compounds (as Ni)
0.1
1.1
Total nitrogen
1,292.9
2,629.6
Zinc and compounds (as Zn)
1.8
5.1
Ice Cream pollutant volumes (tonnes)(d)
Total pollution to air
15.5
Total pollution to water
1,807.4
Total pollution to soil
2,476.5
(a) Pollutants with nil values (excluding Ice Cream) are those with measured values that are below threshold levels.
(b) 2024 measured including Ice Cream.
(c) Mercury in water (<0.05t) and total phosphorous in soil (17t), have been removed from our reported pollutants as they are below the reporting threshold in 2025 and not
considered potentially near or above threshold levels.
(d) Ice Cream pollutants mainly comprise of ammonia (air), COD (water) and Nitrogen and Fluorides (soil).
Sustainability Statement
Unilever Annual Report and Accounts 2025
237
ENVIRONMENTAL DISCLOSURES
Water
IMPACT, RISK AND OPPORTUNITY MANAGEMENT
Our material Environmental impacts, risks and opportunities resulting
from the double materiality assessment (DMA), and the process by which
these were identified, are detailed on page 219. Given the nature of our
business, we do not consider marine-related resource commodities as
a material topic.
Policies
Unilever’s environmental policies, including water-related policies, are
disclosed on page 221. The table below demonstrates how these policies
address water shortages in areas of high water stress. These policies
encompass water management and water consumption.
Water shortages in areas of
high water stress
Environmental Policy
Environmental Care Framework Standard
Responsible Partner Policy (RPP)
Sustainable Agricultural Principles
Product innovation is part of our business strategy, including innovations
related to sustainability topics supported by our R&D science and
technology programmes. For example, innovating water-smart products
that help consumers use less water is considered as part of our Business
Group R&D strategies. We do not have specific policies to manage
changes in product demand resulting from changes in water access,
including product design policies.
Actions
Water consumption
Within our manufacturing operations, we drive continuous improvement
through the implementation and monitoring of site-level water
management plans. We seek to minimise water abstraction from shared
resources per tonne of production, including reusing and recycling
freshwater wherever practical.
Our business partners in our value chain are expected to comply with
the mandatory requirements of the RPP, including water-related
requirements. We verify alignment through self-declarations at
registration, annual re-registration to our systems, routine due diligence
and risk-based audits. Business partners must create a Corrective Action
Plan to address issues identified during third-party audits, and we
encourage suppliers to contact Unilever for guidance where they face
challenges in meeting our requirements.
We continue to implement water stewardship programmes in water-
stressed areas where we have manufacturing sites. These programmes
aim to improve water security through collective action with other
stakeholders in the shared water catchment.
In 2025, we implemented nine additional water stewardship programmes,
bringing our total to 29 active programmes (excluding one programme
relating to Ice Cream) in Algeria, Argentina, Brazil, Chile, Cyprus, Egypt,
India, Indonesia, Mexico, Nigeria, Pakistan, South Africa, Turkey and United
Arab Emirates.
Each programme follows the Alliance for Water Stewardship Standard,
an external global framework, or the Prabhat approach, our community
development initiative in India. Programmes have specific timelines and
activities informed by river basin studies (eight new studies completed
in 2025) and local knowledge from regional implementation partners
such as DKM in Turkey, TNC in Brazil and WWF in South Africa, Algeria
and Pakistan. Programmes focus on reducing the water footprint inside
factories or replenishing water resources in the surrounding river basin.
In 2026, we will continue to onboard new sites in support of our target
to implement water stewardship programmes in 100 locations in water-
stressed areas by 2030.
Reducing product demand
To respond to changes in water access, we invest in water-smart products
and formulations that deliver superior performance to our customers even
in countries with high water stress. For example, in 2025, we continued to
roll out our Wonder Wash laundry detergent, now launched in over 30
markets, including India (Surf Excel). This product provides a short-cycle,
low-water-use formulation.
METRICS AND TARGETS
Targets
We do not have formal targets on water withdrawal in our own operations
or upstream value chain. Water withdrawal from our own operations
is addressed through our manufacturing processes and measured against
local environmental performance targets, rather than global targets.
Within our upstream value chain, we manage water risk through our RPP
and verify compliance with its mandatory requirements and management
systems as described above. Further, we do not have targets on water-
smart product design.
Unilever’s target is to implement water stewardship programmes in 100
locations in water-stressed areas by 2030, in line with our Environmental
Policy. In 2026, we will update this target to focus our impact with the aim
of implementing stewardship programs for 100% of our production sites
located in water-stressed areas by 2030. These programmes involve
working with others to address shared water challenges within water-
stressed areas where Unilever has manufacturing operations. This is a
voluntary target, and ecological thresholds and allocations of impacts
to Unilever have not been applied when setting the target. This represents
all of our manufacturing sites in water-stressed areas.
Implement water stewardship programmes in 100 locations in water-stressed areas by 2030
Locations refer to Unilever manufacturing sites.
Water-stressed areas are those with ’high’ or ’extremely high’ baseline water stress, as determined based on the WRI Aqueduct Water Risk Atlas tool,
or, by exception, based on Unilever’s additional review of site-specific factors and localised water risks to complement the WRI data and ratings.
Programmes must be implemented within the catchment of a Unilever water-stressed location, operate in line with either the Alliance for Water
Stewardship Standard or the Prabhat approach, and be approved by a Unilever authority. Programmes must also consist of a material Unilever
commitment and be created, facilitated or provided by Unilever, or by a third party under a contractual commitment with Unilever.
Programmes must be implemented between 1 January 2020 and 31 December 2025, with activities either ongoing or completed during the reporting
period, and at least six months having elapsed since the contract was signed. Locations are not counted in the metric if programme activities were
completed in prior periods and have not been extended or renewed.
Allocation to Ice Cream: Water stewardship programmes relating to dedicated manufacturing sites.
Water target
Goal
2025
2024(a)
2023(a)
Implement water stewardship programmes in 100 locations in water-stressed areas by
2030 (number of water stewardship programmes)
100
Unilever
29
21
13
Ice Cream
1
(a) 2024 and 2023 measured including Ice Cream.
238
Unilever Annual Report and Accounts 2025
Sustainability Statement
ENVIRONMENTAL DISCLOSURES
Water consumption in our own operations
Water consumption is calculated as the difference between water withdrawal and water discharge. This is measured using invoices and/or meter
readings. For sites where this information is not collected (representing 2% of water consumption), consumption is estimated based on site headcount,
pallet positions and proxy data.
Unilever sites in areas at water risk, including areas of high water stress, are identified using the World Resources Institute (WRI) Aqueduct Water Risk
Atlas tool. These include sites where the weighted aggregate total water risk is classified as ’high’ or ’extremely high’, as well as sites with high or
extremely high baseline water stress, or, by exception, sites may be identified based on Unilever’s additional review of site-specific factors and
localised water risks to complement the WRI data and ratings.
Water intensity is calculated as total water consumption in m3 divided by turnover in € million. Total turnover equates to net revenue.
Water recycled and reused is measured via meter readings (78%) or through a water mass balance (22%) at all manufacturing sites and the majority
of logistics and other sites. Where data is unavailable, the amount of water recycled and reused is assumed to be zero, given the non-manufacturing
nature of operations at these sites.
For all manufacturing sites and the majority of logistics sites with water storage capacity, the stored water is recorded as the maximum capacity of
the storage facilities. Where data is unavailable, water stored is assumed to be zero, given the non-manufacturing nature of operations at such sites.
Changes in water stored is the difference between water stored at 31 December 2025 and 31 December 2024.
Allocation to Ice Cream: Water consumption by dedicated manufacturing and logistics sites.
Unilever (millions m3)
2025
2024(a)
Total water consumption
14
17
Total water consumption in areas at water risk, including areas of high water stress (ESRS definition)
9
11
Total water consumption in areas at water risk, including areas of high water stress (Unilever definition)(b)
10
11
Total water recycled and reused
2
2
Total water stored(c)
0
0
Change in water stored
0
n/a
Water intensity ratio: water consumption per turnover (m3/€ million)
272
281
Ice Cream (millions m3)
Total water consumption
3
Total water consumption in areas at water risk, including areas of high water stress (ESRS definition)
2
Total water recycled and reused
0
Total water stored
0
Water intensity ratio: water consumption per turnover (m3/€ million)
400
(a) 2024 and 2023 measured including Ice Cream.
(b) Based on Unilever’s review of site-specific factors and localised water risks, there are an additional two sites included in the Unilever result excluded from the ESRS result
(2024: 2 sites), and a further two sites included in the ESRS result excluded from the Unilever result.
(c) 2024 restated from 1 million m3 to 0.3 million m3 due to an aggregation error.
Sustainability Statement
Unilever Annual Report and Accounts 2025
239
ENVIRONMENTAL DISCLOSURES
Biodiversity and Ecosystems
STRATEGY
Interaction of material impacts and risks with strategy
and business model
Our material Environmental impacts, risks and opportunities (IROs)
resulting from the double materiality assessment (DMA), and the process
by which these were identified, are detailed on page 219. Impacts on
desertification and soil sealing were not assessed within our value chain.
No biodiversity- or ecosystem-related opportunities were identified
during the DMA process.
Impacts and risks in our own operations
Our DMA concluded that our own operations, covering more than 600
sites globally, do not collectively have a material impact on nature. At a
local level, we have identified 10 sites (2024: 16 sites restated from 22) that
operate within or near biodiversity-sensitive areas, where Unilever may
contribute to negative effects on biodiversity. To reach this conclusion,
we identified sites within a 1km radius of biodiversity-sensitive areas to
capture Unilever’s likely direct and indirect impacts and allow for
comparability across our sites.
Each site was assessed using two indicators:
The Biodiversity Intactness Index (BII); and
Water stress assessment according to the WRI Aqueduct Tool,
supplemented with Unilever’s localised water stress assessments.
We selected these indicators due to their global scope, their relevance
to our operations and recognition by frameworks such as the Taskforce
on Nature-related Financial Disclosures (TNFD). We then engaged with
sites to understand the local environment, our activities, and current land
and environmental classifications.
The indicators used identified potential negative impacts, but they
risk over- and under-reporting due to being outdated and the inaccuracy
of global biodiversity datasets. Consequently, we are unable to directly
attribute Unilever’s operations to negative impacts on biodiversity and
ecosystems. For example, many identified sites are in industrial zones with
multiple companies. While we know threatened species exist near our
operations, we have not assessed if our operations specifically affect
them. Material impacts from desertification and soil sealing were not
identified in our operations.
Establishing and attributing negative impacts requires local analysis and
community engagement. In 2025, we began due diligence processes with
the identified sites to review risk assessments and data held by sites to
better understand their impacts on the environment surrounding the site.
These will inform site-level action plans, which will be finalised in 2026.
Impacts and risks in our value chain
Our DMA identified several nature-related risks in our operations and our
value chain, including risks that are systemic. Our business both depends
on and impacts nature, including land, forests and water systems. We
recognise the loss of biodiversity within these systems as a principal risk
(Climate and Nature). Protecting these ecosystems is important to ensure
the resilience of our business and the communities where we operate.
To help inform the development of our strategy, we reviewed climate
and nature risks across our business model and value chain. This
included physical and transition risks relating to ecosystem change and
degradation/biodiversity loss, which we modelled quantitatively for the
first time in 2025. The selected nature scenarios align with our climate
scenarios based on their temperature goals and policy ambitions. The
approach and associated outcomes are summarised within our Climate
disclosures on pages 224 to 235.
Resilience of our strategy and business model to
biodiversity loss and ecosystem degradation
Biodiversity underpins the resilience and productivity of the natural
systems we depend on for raw materials. Environmental pressures pose
significant risks to supply chain stability and productivity, affecting crop
yields, raw material availability and long-term sourcing strategies. Physical
nature risks are expected to impact us and our supply chain in all scenarios.
Our business model integrates various strategies to address these risks,
enhancing resilience and increasing our capacity to respond as follows:
Responsible sourcing: Our regenerative agriculture and sustainable
sourcing programmes aim to address the impact of our activities on
ecosystem degradation and services, particularly in key locations. These
regenerative agriculture programmes build on our sustainable sourcing
programmes, strengthening supplier practices and reducing risks linked
to agricultural commodity dependence. Our actions to stop deforestation
and conversion are also crucial for addressing the impacts and risks
associated with ecosystem degradation.
Protect and restore: We take action to protect and restore ecosystems
within and surrounding our key sourcing locations to help address the
wider system risk of biodiversity failure and reduce the impact of our
sourcing on ecosystem degradation and services.
Stakeholder engagement: We engage with a diverse range of
stakeholders, including local communities and Indigenous Peoples, in
our sustainability initiatives. For example, we support independent palm
smallholders through the creation of development hubs that coordinate
activities to improve farm productivity and ecosystem protection and
restoration.
Given the significant potential challenges to the agricultural sector
from high nature degradation, our nature advocacy agenda is critical to
supporting the achievement of our nature targets and driving systemic
change to limit the impacts of this scenario.
In 2025, we began developing an updated nature strategy in line with
the ACT-D (Assess, Commit, Transform, Disclose) framework that seeks
to recognise and leverage the interconnected challenges of climate,
biodiversity, livelihoods and pollution to ensure an integrated approach.
IMPACT, RISK AND OPPORTUNITY MANAGEMENT
Policies
Unilever’s environmental policies, which include nature-related policies
in our own operations and our value chain, are disclosed on page 221.
The table below demonstrates how these policies address our material
nature-related impacts, risks and dependencies, focused on our upstream
value chain. Unilever does not have a dedicated biodiversity and
ecosystem protection policy focused specifically on impacts from
operational sites in or near biodiversity-sensitive areas.
Ecosystem
degradation,
service failure
and biodiversity
collapse
Ecosystem
degradation
leading to crop
yield reduction
Increased
activism, legal or
non-compliance
costs
Code of Business Principles
(COBP) and Code Policies
Environmental Policy
People & Nature Policy
Sustainable Agricultural
Principles
As described in our People & Nature Policy and Sustainable Agricultural
Principles, we set requirements for traceability and the management of
production and sourcing to help maintain biodiversity in our upstream
value chain. We also consider the social consequences of biodiversity
loss and ecosystem-related impacts through these policies.
We do not have specific sustainable oceans/seas practices or policies.
Based on our materiality assessment, this is an area of low impact
on nature for our business, as we source only very low volumes of
commodities from the oceans/seas.
240
Unilever Annual Report and Accounts 2025
Sustainability Statement
ENVIRONMENTAL DISCLOSURES
Actions
Our actions and resources focus on four priority strategic areas and
address our material nature-related impacts, dependencies and risks.
We do not use biodiversity offsets within any of our actions.
Regenerative agriculture
In 2025, we implemented 12 new regenerative agriculture programmes,
bringing our total to 34 programmes (excluding one project relating
to Ice Cream) that collectively cover 254,000 hectares since 2021. The
programme has in-field implementation in 17 countries: Argentina, Brazil,
Canada, Chile, China, France, Germany, India, Indonesia, Italy, Mexico,
Poland, Serbia, Spain, Thailand, the UK and the US. We have plans to
increase the implementation of our regenerative agriculture initiatives
to more than 400,000 hectares through supplier programmes and
co-investment through our Regenerative Agriculture Fund in 2026.
Each programme starts with a context analysis of the local environment,
in partnership with participating farmers, and draws on the expertise of
local agronomists. The programmes are designed to address the most
material environmental and climate issues faced by farmers, with practices
selected to fit local context and farmer knowledge. Every project includes
a range of relevant metrics covering biodiversity, climate and other
ecosystem changes via our Measure, Report, Verify (MRV) framework,
which generates output- and outcome-level data annually.
Sustainable sourcing
In 2025, we sourced 81% of our key crops sustainably; this includes 19% via
purchased sustainability credits. Our goal is to source 95% of our key crops
sustainably by 2030. The practices set out in our Sustainable Agricultural
Principles (SAP) enable us to identify and benchmark codes, standards and
assessments that meet our sustainable sourcing requirements. This action
incorporates local and Indigenous knowledge and nature-based solutions
through the requirements embedded within our SAP.
Deforestation-free supply chains
In 2025, we exceeded 95% purchase volumes of palm oil, paper
and board, tea, soy and cocoa as deforestation-free, based on
Unilever’s requirements. Since 2021, we have invested over €280 million in
UOI (2024: €218 million) via which more than 50% of our palm derivatives are
processed. Direct sourcing of palm feedstocks brings better transparency
and traceability, and places less reliance on intermediaries. This
investment will further expand our independent mills and direct sourcing
associated with smallholder programmes. This supply chain collaboration
enhances our impact and allows us to maintain and grow deforestation-
free sources.
We have continued to invest in the verification of suppliers against our
Independent Verification Protocols, expanding the implementation of our
deforestation-free sourcing programme, addressing risk, and ensuring
the resilience of our supply chain and supporting ecosystems. In addition,
we engage with suppliers with past policy non-compliances to support
remediation actions. This has resulted in suppliers participating in
Unilever’s supply chain and the protection and restoration of more
than 8,000 hectares of forest.
Our deforestation-free landscape strategy also includes empowerment
and inclusion of smallholders in our supply chain, through direct sourcing
approaches as well as working across landscapes. In 2025, Unilever
continued to increase the number of palm oil smallholder farmers across
Indonesia trained in sustainable agricultural practices, with around 29,500
trained since January 2024. Complementary to the programme, Unilever
is working with independent mills to build a linkage between the mills,
their smallholder supply base and our supply chain. In addition, as part
of our inclusive sourcing initiative, we have now mapped over 55,000
palm smallholder farmers, while further supporting RSPO smallholder
certification across our palm supply base.
Local and Indigenous knowledge is integrated into our smallholder
programme at every phase, including programme design and smallholder
engagement, to support comprehensive land mapping and evaluation
processes. In 2026, we will further extend our deforestation-free
verification programme to additional sources and suppliers, with
a particular focus on independent mills.
Protect and restore
In 2025, we implemented 3 new protection and restoration programmes
closely associated with our sourcing locations. We have implemented
14 programmes (excluding two projects relating to Ice Cream) in total
since 2021, covering around 660,000 hectares cumulatively. The
programmes are geographically focused in South East Asia. They
incorporate Indigenous knowledge by partnering with local communities,
through activities including joint programme design, mapping of
customary areas and supporting traditional forest management practices.
All actions are tracked against our target of protecting and restoring
1 million hectares of natural ecosystems by 2030. We continued to
prioritise landscapes based on our commodity footprint, operational
presence and the need for additional support from Unilever in the area.
This included long-term partnerships located across three provinces that
are the supply bases of our palm oil processing facility in North Sumatra.
Here, we actively supported programmes leveraging multi-stakeholder
collaboration, such as the Coalition for Sustainable Livelihoods to protect
the Leuser Ecosystem and Conservation International in the Tapanuli
Selatan region. Alongside these programmes, our participation in the
Rimba Collective is designed to provide conservation finance and project
implementation across Indonesia, and is key to scaling up our impact
across palm production landscapes.
Working in these landscapes allows us to engage stakeholders within
a jurisdiction on sustainable development plans, considering land and
labour rights. We also invest in innovations to drive large-scale impacts.
Specific actions for 2026 include scaling up our Mangrove Initiative for
people, climate and nature in Ecuador, which we are delivering with
Conservation International, the Green Climate Fund (GCF) and the
Government of Ecuador. The objective of the project is the conservation
and restoration of mangrove and other important ecosystems in Ecuador.
Policy advocacy
In 2025, we progressed our nature policy advocacy priorities with a
strengthened focus on landscape action:
Landscape Accelerator Brazil (LAB): Through the World Business
Council for Sustainable Development’s LAB, we collaborated with peers
and value chain partners to align on policy and finance solutions to
support the regenerative transformation of the Cerrado, a key sourcing
landscape for our soybean oil. Policy recommendations, including
scaling up incentives in support of regenerative practices, were shared
with the Brazilian Government. The initiative serves as a model for
collective advocacy in other priority landscapes.
Climate Week NYC and COP30: The need to create a regulatory
landscape that supports farmers to transition to, and maintain,
regenerative approaches was further reinforced at Climate Week NYC
and COP30. This included wider calls for alignment between national
climate and nature agendas, and greater focus on nature-based
solutions that support decarbonisation efforts while offering potential
benefits for livelihoods and wider landscapes.
Sustainability Statement
Unilever Annual Report and Accounts 2025
241
ENVIRONMENTAL DISCLOSURES
METRICS AND TARGETS
Targets
We have set targets to reduce our impacts on and risks associated with biodiversity and ecosystems, and to help protect, restore and regenerate
nature in locations where we have a material impact. Our sustainable sourcing and regenerative agriculture targets aim to address the impact
of ecosystem degradation, potential crop yield reduction, and biodiversity loss or collapse within our value chain. Our protect and restore and
no-deforestation targets represent a unified approach to ecosystem intervention, aiming to address biodiversity loss risks and potential regulatory
or activist challenges in areas surrounding our value chain.
We set targets for both our regenerative agriculture and protect and restore programmes based on exposure to land and our key crops sourcing
footprint, which we estimate at 4 million hectares. By 2030, our regenerative agriculture programme aims to cover approximately 25% of the land
required to grow the agricultural raw materials associated with our key crops for Unilever’s products. Our protect and restore target, which focuses
on ecosystems within and around our key crops sourcing footprint, also aims to cover approximately 25% of our land footprint. After achieving 97.5%
deforestation-free sourcing of our five primary deforestation-linked commodities (palm oil, paper and board, tea, soy and cocoa) in 2023, we set a new
goal to maintain 95% deforestation-free sourcing. Continued implementation of this commitment aims to prevent ecosystem destruction and mitigate
legal and reputational risks associated with biodiversity degradation.
Ecological thresholds and allocations of impacts to Unilever have not been applied when setting targets. Target-setting was informed by, but not
aligned with, the Kunming-Montreal Global Biodiversity Framework, and all our targets can be allocated to the avoidance, minimisation, restoration,
and rehabilitation layers of the mitigation hierarchy. Stakeholders in our value chain have not been formally involved in our target-setting process.
Our targets and progress against these targets are set out below:
Implement regenerative agriculture practices on 1 million hectares of agricultural land by 2030; and Help protect and restore 1 million hectares
of natural ecosystems by 2030
Regenerative agriculture activities eligible for support through Unilever’s programmes must contribute to at least two of the five impact areas outlined
in our Regenerative Agriculture Principles: climate, soil, water, livelihoods or biodiversity.
Protect and restore activities eligible for support through Unilever’s programmes are those designed to either conserve areas of natural ecosystem or
improve ecosystem quality.
Eligible programmes must operate within a defined geographical area, be approved by a Unilever authority, be operational between 1 January 2021
and 31 December 2025, and be run directly by Unilever or a third party under a contractual commitment with Unilever. Where a programme is phased
over multiple years, only the share newly operational between 1 January and 31 December 2025 will be eligible. For regenerative agriculture
programmes where the area cannot be physically measured, the area is estimated using input from third parties. A programme is considered
operational if at least one activity has commenced, as demonstrated by the use of budgeted financial or in-kind resources.
95% volume of key crops to be verified as sustainably sourced by 2030
Key crops include cereals and starches, cocoa, coconut oil, dairy, palm oil, paper and board, rapeseed oil, soy oil, sugar, tea, vanilla and vegetables,
and account for over 77% of our agricultural sourcing by volume (excluding Ice Cream).
Sustainable sources are defined as raw materials that are either produced according to third-party certification and aligned with Unilever’s
Sustainable Agricultural Principles or purchased from non-sustainable sources but matched with credits representing verified sustainably sourced
raw materials.
Measuring performance against this target includes the partial use of credits to address the unavailability of physically sustainable (certified) sources
in some markets. These credits are compensatory and not associated with providing biodiversity improvements.
Exclusions: Crops purchased by third parties; crops used in agricultural production of other purchased materials; or crops included in the
manufacturing process of purchased materials; and where the volume is <1,150 tonnes.
Maintain no deforestation across our primary deforestation-linked commodities
Performance is measured as the percentage of volumes purchased of palm oil, paper and board, tea, soy and cocoa that meet Unilever’s
deforestation-free requirements in the period from 1 January to 31 December 2025.
Materials are determined to be deforestation-free through one of the following means:
An independent third-party certification body has provided confirmation to Unilever that the supplier meets the requirements of the Unilever
Deforestation-Free Verification protocols;
The supplier has received a third-party certification from one of a list of approved certification bodies that meet Unilever’s deforestation-free
requirements;
The materials come from locations or countries considered to have negligible risk of recent deforestation as per the Negligible Risk Protocol; or
The materials are in compliance with the European Union Regulation on Deforestation-Free Products (EUDR).
Exclusions: Materials purchased by third-party companies supplying finished products for Unilever; materials purchased for collaborative
manufacturing; materials included as an ingredient or in the process of purchased materials; or materials produced with multiple interchangeable
feedstocks; small volume materials for palm oil; and small volume suppliers where aggregated volumes are <5% of total purchased volumes.
Allocation to Ice Cream
Implement regenerative agriculture practices: Programmes funded by or associated to an Ice Cream brand. If a programme does not meet these
criteria, allocation performed where the supplier, crop and/or site associated with the programme is identified as relating to Ice Cream.
Help protect and restore natural ecosystems: Where the crop supply chain adjacent to the programme work, country and/or Unilever site is identified
as relating to Ice Cream.
Crop volumes: Estimated based on finished goods supplied by CMs categorised as Ice Cream products, using information such as product recipes and
production volumes. Where such information is unavailable, allocation is based on dedicated manufacturing sites.
Credits: Based on the percentage of Ice Cream key crop volumes divided by total key crop volumes, apart from palm kernel oil which is not used by
Ice Cream.
242
Unilever Annual Report and Accounts 2025
Sustainability Statement
ENVIRONMENTAL DISCLOSURES
Nature targets
Goal
2025
2024(a)
2023(a)
Implement regenerative agriculture practices on 1 million hectares of agricultural land
by 2030 (millions of hectares)(b)
1m
Unilever
0.25m
0.13m
0.06m
Ice Cream
0.00m
Help protect and restore 1 million hectares of natural ecosystems by 2030
(millions of hectares)(b)
1m
Unilever
0.66m
0.43m
0.29m
Ice Cream
0.02m
95% volume of key crops to be verified as sustainably sourced by 2030
(% purchased)(c)(d)
95%
Unilever
81%
79%
79%
Ice Cream
74%
Maintain no deforestation across our primary deforestation-linked commodities
(% purchase volumes that are deforestation-free)(e)
95%
Unilever
97%
97%
98%
Ice Cream
89%
(a) 2024 and 2023 measured including Ice Cream.
(b) These results are from programmes funded by Unilever and our partners. Unilever has an agreement with our project partners that allows all parties to make public
statements on the total impacts of these programmes provided they acknowledge the role of the other party.
(c) Raw materials produced according to third-party certification and aligned with Unilever’s SAP were 62% in 2025 (2024: 63%, 2023: 66%).
(d) Raw materials purchased from non-sustainable sources but matched with credits representing verified sustainably sourced raw materials were 19% in 2025 (2024: 16%, 2023: 13%).
(e) 2023 performance measured for all commodity volumes ordered for three-month period October to December, except for palm oil in India measured only for December.
We continued to make progress against our regenerative agriculture target, implementing 12 new programmes in 2025. We plan to further scale the
implementation of our initiatives through investment in our Regenerative Agriculture Fund in 2026. We also exceeded our in-year protect and restore
target, largely driven through the implementation of new programmes, for example expansion of activities within the Rimba Collective and a new
programme in Ecuador with Conservation International. In addition, we continued to deliver ahead of our goal to maintain 95% purchase volumes as
deforestation-free. This remains a priority for us, both in terms of retaining existing deforestation-free suppliers and onboarding new suppliers. Our
performance against our sustainable sourcing target is in line with expectation, as there has been a decline in some portfolios (dairy, sugar and cocoa)
offset by improvements in others (starches and cereals). As the majority of cocoa volumes relate to Ice Cream, we will review the scope of our targets
in 2026 and update our key crops accordingly. Further information on the specific actions taken in 2025 is provided on page 240.
Impact metrics related to biodiversity and ecosystems change
The Integrated Biodiversity Assessment Tool (IBAT) contains global biodiversity datasets and derived data, including the International Union for
Conservation of Nature (IUCN) Red List of Threatened Species™, the World Database on Protected Areas (WDPA) and the World Database of Key
Biodiversity Areas (WDKBA).
Biodiversity-sensitive areas (BSAs) are defined as the Natura 2000 network of protected areas, UNESCO World Heritage sites and Key Biodiversity
Areas, as well as other protected areas, as referred to in Appendix D of Annex II to Commission Delegated Regulation (EU) 2021/2139.
A Key Biodiversity Area (KBA) is a site that contributes significantly to the global persistence of biodiversity in terrestrial, freshwater and marine
ecosystems. Sites qualify as global KBAs by meeting one or more of 11 criteria in five categories: threatened biodiversity; geographically restricted
biodiversity; ecological integrity; biological processes; and irreplaceability.
A Protected Area (PA) is a clearly defined geographical space recognised, dedicated and managed through legal or other effective means to achieve
the long-term conservation of nature, along with associated ecosystem services and cultural values. These areas are obtained from the WDPA.
Unilever site geo-coordinates are assessed using the IBAT to identify those within 1km of a BSA. For each site identified as in or within 1km of a BSA,
Unilever assesses where there is a negative change in the Biodiversity Intactness Index (BII) and if this is greater than zero between 2017 and 2020;
and whether this is a water-stressed area according to WRI Aqueduct Water Risk Atlas Tool. For sites where there is both water stress and a negative
change in BII, Unilever includes this site in the metric and obtains the site size (in square metres) from Unilevers site surface land area reports. Site areas
reported in square metres are converted to hectares and summed to give a total area in hectares.
Sites that were initially identified as being in biodiversity-sensitive areas but are located within highly urbanised regions were excluded from the final
list, as their proximity to biodiversity-rich locations is limited.
Exclusions: Sites closed at year end, smaller offices, logistics and GBU sites that do not report in Unilever systems.
Allocation to Ice Cream: Dedicated manufacturing and logistics sites, and their associated hectares.
Impact metrics related to biodiversity and ecosystems change
2025
2024(a)
Number of Unilever sites in or near (i.e. within 1km of) biodiversity-sensitive areas that are negatively affecting
biodiversity(b)(c)
10
16
Area of Unilever sites in or near (i.e. within 1km of) biodiversity-sensitive areas that are negatively affecting biodiversity
(hectares)(b)(c)
64
99
(a) 2024 measured including Ice Cream.
(b) 2024 restated from 22 sites and 322 hectares due to errors in site data (6 sites and 157 hectares, removed), and changes in measurement methodology (5 sites and 66
hectares, still reported in 2025). See below.
(c) During the reporting period, 5 sites were transferred to Ice Cream which covered an area of 42 hectares.
In 2025, Unilever invested in improving the accuracy of our site data as part of our continuous efforts to enhance the quality of our reporting. We
undertook a comprehensive review of our site list to clarify ownership structures and operating status which led to a reduction in the number of sites
in scope. We have restated our 2024 site and hectare count to reflect these improvements, including removing six sites incorrectly included as a result
of duplication or sites closed during the period. In addition, for logistics sites where hectares data was unavailable, we have updated our methodology
to calculate hectares based on a country average for each site.
While the indicators used may identify potential negative impacts, they risk over- and under-reporting due to outdated and inaccurate global
biodiversity datasets. Consequently, we are unable to directly attribute Unilever’s operations to negative impacts on biodiversity and ecosystems.
Sustainability Statement
Unilever Annual Report and Accounts 2025
243
ENVIRONMENTAL DISCLOSURES
Resource Use and Circular Economy
IMPACT, RISK AND OPPORTUNITY MANAGEMENT
Our material Environmental impacts, risks and opportunities resulting
from the double materiality assessment (DMA), and the process by which
these were identified, are detailed on page 219. We included microplastics
resulting from our packaging as part of our plastic pollution negative
impact in 2024. However, we assessed microplastics as non-material in
2025 because our material impact and associated actions relate to whole
pieces of plastic entering the environment.
Policies
Unilever’s environmental policies are disclosed on page 221. The table
below demonstrates how these policies address our material risks
and impacts in relation to resource use and circular economy.
Plastic
pollution
Hazardous
waste
EPR schemes /
plastic-related
taxes
Environmental Policy
Environmental Care Framework
Standard
Responsible Partner Policy
Our approach to plastic packaging is embedded in our overall business
strategy and product innovation cycles. Our policies in relation to plastic
packaging encompass the reduction in our use of virgin plastics, and our
policies in relation to hazardous waste encompass waste management.
Unilever’s policies regarding the sustainable sourcing of raw materials
are detailed in our Biodiversity and Ecosystems section on page 239.
Actions
Plastic pollution, extended producer responsibility (EPR)
schemes and other plastic-related taxes
Our ‘reduce, circulate, collaborate’ strategy focuses on reducing virgin
plastic, scaling collection and processing systems that help keep plastic
in circulation and out of nature, and working with industry partners and
policymakers to accelerate our impact.
To date, we have driven the majority of our virgin plastic reduction through
the use of post-consumer recycled plastic (PCR). We delivered this through
close collaboration with our network of PCR suppliers and our Business
Groups to increase PCR levels. For example, following significant technical
advances with suppliers to unlock the supply of high-quality recycled
plastic, our Wonder Wash laundry detergent bottles in the UK and Europe,
and our Hellmanns Squeeze bottles in Brazil, now contain up to 100% PCR
(excluding lids and caps). In 2025, we purchased more than 152 kilotonnes
of recycled plastic in our packaging as part of these and other initiatives.
Scaling alternative packaging formats and materials have also contributed
to reducing our virgin plastic footprint and will continue to play an
important role as we work towards further reductions.
In 2025, we collected and processed more plastic than we sold through
our purchase of recycled plastic, strategic partnerships and participation
in EPR schemes. To achieve this, we have expanded partnerships with
waste management providers and community-based collection systems,
such as those with Lohjinawi and Persada in Indonesia. We continue to
improve recyclability in practice and further increase access to recycled
content through advocacy and targeted investments. For example,
through Circulate Capital’s Ocean Fund, we are investing in waste
collection infrastructure in places like India, Indonesia and Latin America.
We are continuing to develop next-generation packaging solutions that
are reusable, recyclable or compostable, while reducing the virgin plastic
we use. Hard-to-recycle flexible plastic packaging, including sachets,
remains an industry-wide challenge and a priority for Unilever. Our
Packaging R&D team is actively developing new flexible packaging
materials that are recyclable and/or compostable, and in 2026 we will
update our targets to increase focus on our transition to paper-based
flexible packaging.
For rigid plastic packaging, in 2025, we focused on increasing the roll-out
of reusable plastic packaging. For example, in the UK we launched Cif’s
Infinite Clean all-in-one spray, which uses a reusable trigger spray that
reduces plastic waste by 50%.
We continue to explore innovative reuse–refill formats, including through
our acquisition of UK refillable deodorant brand Wild. Since 2021, we
have run more than 50 reuse–refill pilots, which have shown that ‘on-the-
go’ solutions are more challenging to scale than ‘at-home’ models. Based
on these learnings, we are exploring multi-brand, multi-retailer pilots at
scale in both developing and developed markets.
Policy advocacy
Individual corporate actions alone cannot deliver the significant
transformation required. We also advocate for coordinated and enabling
policy measures, like EPR, to create a level playing field and prevent
individual business action on plastic from being uncompetitive. In 2025, we
supported the creation of the Consumer Goods Forum’s policy guidelines
for effective, locally tailored EPR systems in low- and middle-income
countries, building on previously published Optimal EPR Principles.
Unilever also signed the Ellen MacArthur Foundation’s Global Commitment
2030, launched in November 2025, which aims to unite organisations
across the plastics value chain behind a common vision.
Waste management, including hazardous waste
We drive continuous improvement in waste management at our sites,
including hazardous waste, through the Environmental Care Framework
Standard (ECFWS). For our manufacturing organisation, the Unilever
Manufacturing System provides an operational framework to implement
the ECFWS. Our sites follow a framework to identify and implement
actions to address negative waste-related impacts. Periodically, sites
develop action plans to improve environmental performance, including
waste management, and monitor progress throughout the year to
ensure the timely closure of actions.
In 2024, we introduced a global Waste Standard mandating minimum
requirements for managing hazardous and non-hazardous waste at
all Unilever sites. The standard mandates the application of the waste
hierarchy, engaging employees on waste management principles and
auditing of our waste service providers. To reduce our waste footprint,
the standard also requires sites to maintain zero non-hazardous waste
from manufacturing to landfill or incineration without energy recovery.
Unilever has maintained zero non-hazardous waste to landfill since 2015;
we consider this to be maintained when less than 0.5% of non-hazardous
waste is disposed to landfill. In 2025, site gap assessments against the
standard were undertaken and actions are in the process of being agreed
to close gaps where relevant.
Within our value chain, business partners are expected to comply with
the mandatory requirements of our Responsible Partner Policy (RPP),
including hazardous waste management requirements. We verify
alignment through self-declarations at registration, annual re-registration
to our systems, routine due diligence and risk-based audits. We expect
business partners to create a Corrective Action Plan to address any issues
identified during third-party audits. We also encourage suppliers to
contact us for guidance if they face challenges meeting our requirements.
METRICS AND TARGETS
Targets
Our plastic packaging targets focus on the areas we know will have the
most impact such as reducing our use of virgin plastic and developing
solutions for hard-to-recycle flexible plastic packaging materials, like
sachets. These voluntary targets are in line with Unilever’s Environmental
Policy.
We aim to address plastic pollution by reducing our virgin plastic usage
and working to keep plastic in circulation. Having reached our 2025
milestone (excluding Ice Cream), PCR will remain an important lever
to deliver our virgin plastic reduction goals. In 2025, we also delivered
on our target to collect and process more plastic packaging than we sell.
Although we will continue to deliver this commitment, it will no longer
be a formal target. From 2026, we will increase focus on our transition
to paper-based flexible packaging, with the inclusion of a paper flexibles
target in our Sustainability Progress Index (SPI). Ecological thresholds and
allocations of impacts to Unilever have not been applied when setting
targets. Making progress on our plastics targets is relevant to EPR schemes
and plastic taxes or bans; however, we do not set specific targets to
manage these.
We do not have formal waste targets in place in our own operations.
However, waste generation and waste routes are monitored at a local
level to ensure compliance with Unilever standards and local legal
requirements. Our global Safety, Health and Environment (SHE) team
measures the manufacturing sites’ waste generation and reduction,
and site-level plans are developed where improvements are needed.
244
Unilever Annual Report and Accounts 2025
Sustainability Statement
ENVIRONMENTAL DISCLOSURES
Plastics targets
The scope of our plastic packaging targets includes plastic packaging in 26 countries, which account for approximately 82% of Unilever’s sales.
Packaging materials comprise of a range of different plastics, including:
Rigids – plastic packaging materials that are sturdy, inflexible and maintain their shape even when empty (e.g. bottles, jars and tubs).
Flexibles – plastic packaging materials that can be easily moulded, folded or shaped, adapting to the product’s form (e.g. pouches, sachets, and tubes).
Where packaging components are made of multiple materials, those that are predominantly plastic by weight are defined as plastic packaging.
Conversely, if plastic is not the single greatest material by weight, the whole item is not considered ’plastic packaging’.
Exclusions: All targets exclude plastic packaging purchased/sold (as applicable) by businesses that are not fully integrated into Unilever’s SAP system
and transport packaging, also known as tertiary packaging.
Reduce our virgin plastic footprint by 30% by 2026, and 40% by 2028, from a 2019 baseline; and Use 25% recycled plastic in our packaging by 2025
Virgin plastic packaging is derived from fossil fuels and/or bio-based sources and has not been recycled. 2025 virgin and recycled plastic packaging
volumes are recorded based on supplier invoices and product specification information. 2019 plastic packaging volumes are estimated by country
and Business Group, based on the volume of plastic purchased in 26 countries in 2023 and the ratio of 2019 and 2023 total product sales volumes.
The 2019 recycled plastic purchased is estimated based on monthly demand by region.
Other exclusions: Plastic packaging purchased by collaborative manufacturers of Unilever products is not included, representing approximately 11%
of plastic packaging purchased in the 26 countries.
Allocation to Ice Cream: Plastic packaging volumes purchased are estimated based on proportion of finished goods volumes categorised as Ice Cream
products, using information such as product recipes and production volumes. Where such information is unavailable, allocation is based on R&D
assignment of plastic packaging materials.
100% of our plastic packaging to be reusable, recyclable or compostable by 2030 (for rigids) and 2035 (for flexibles); and Collect and process more
plastic packaging than we sell by 2025
Plastic packaging volumes are based on plastic packaging used in products sold. Approximately 8% of products have incomplete information, which
is extrapolated from the average of the most similar products available with complete data. To estimate the total tonnes of plastic packaging used in
products sold for the reporting year, the plastic packaging used in products sold for the 12 months to 30 September 2025 is multiplied by the ratio of
sales volumes for the 12 months to 30 September 2025 compared to the 12 months to 31 December 2025.
Recyclable plastic packaging: technically possible to recycle and has proven commercial viability for plastics processors to recycle the material
in the region where it is sold.
Reusable plastic packaging: designed to be used, then refilled more than once and used again for the same purpose; it must also be recyclable
at the end of its life and is therefore not assessed separately to recyclability.
Compostable plastic packaging: meets international standards and definitions for compostability, and local country infrastructure exists to enable
composting to take place.
Recyclability and compostability are assessed based on information gathered from various sources, such as governmental organisations (for recycling
and recovery rates), industry consortiums and packaging recycling organisations.
Plastic packaging collected for processing is calculated by country and consists of:
Post-consumer recycled plastic purchased by Unilever, recorded based on supplier invoices and product specification information.
Plastic packaging collected through activities directly funded by Unilever, tracked by country through invoices, contracts or other written
confirmation from the relevant supplier organisations. Where it is collected and processed in partnership, we will only count Unilever’s share.
The tonnes of Unilever product packaging recycled, reused or recovered in countries where Unilever funds municipal recycling through EPR
schemes are estimated using country-specific Recycling and Recovery Indices (RRI). These estimates rely on government or industry data,
or on internal expert opinions when external data is unavailable or unreliable. Bottle collection is excluded to prevent double-counting with post-
consumer recycled plastic packaging purchased by Unilever.
Allocation to Ice Cream: Proportion of Ice Cream plastic packaging used in products sold as a percentage of total plastic packaging used in products sold.
Plastics targets
Goal
2025
2024(a)
2023(a)
Reduce our virgin plastic footprint by 30% by 2026, and 40% by 2028, from a 2019 baseline
(30)%
Unilever
(29)%
(23)%
(21)%
Ice Cream
(22)%
100% of our plastic packaging to be reusable, recyclable or compostable(b)
100%
57%
57%
53%
by 2030 for rigids – Unilever
75%
76%
by 2035 for flexibles – Unilever
15%
13%
by 2030 for rigids – Ice Cream
76%
by 2035 for flexibles – Ice Cream
23%
Use 25% recycled plastic in our packaging by 2025 (% of total used in packaging)
25%
Unilever
25%
21%
20%
Ice Cream
8%
Collect and process more plastic than we sell by 2025 (tonnes of plastic packaging
collected and processed, % of tonnes of plastic sold)
100%
Unilever
111%
93%
68%
Ice Cream
105%
(a) 2024 and 2023 measured including Ice Cream.
(b) 2023 measured for 12-month period ended 30 September.
We have increased our use of PCR by 4% compared to 2024, reaching 25% PCR and meeting our 2025 target. This progress was driven by packaging
that introduced or expanded the use of recycled plastics and the demerger of our Ice Cream business, as Ice Cream products typically contain less
recycled plastic than other parts of Unilever’s portfolio. We also decreased our virgin plastic footprint by 6% compared to 2024, primarily through
the expansion of PCR (including and excluding Ice Cream). This, alongside lightweighting innovations (reducing the mass of plastic components and
packaging) and alternative formats that remove plastic from our packaging, remain important levers to reducing virgin plastic. Progress against our
reusable, recycle or compostable goal remains comparable with prior year; there was a 2% improvement in flexibles resulting from increased sales
of recyclable flexibles and updates to recyclability assessments. Our plastic collection programme is now implemented in 14 countries (2024: 11), the
progress of which was supported by long-standing partners and new collaborators. In addition, 12 countries achieved collection and processing rates
of 100% or greater in 2025 (2024: 8). In all cases, we have continued to improve data quality and reporting accuracy.
Sustainability Statement
Unilever Annual Report and Accounts 2025
245
ENVIRONMENTAL DISCLOSURES
Resource Inflows
Description of resource inflows
The material resource inflows used in our own operations and upstream value chain are raw materials, packaging materials and water:
Raw materials used to produce our products include materials originating from agriculture and forestry, including palm-based oleochemicals and
food ingredients, as well as chemicals that may originate from fossil fuels, minerals or metals extracted from the earth. Unilever’s raw materials
include biological materials that are derived from or produced by living organisms (e.g. crops, animals, bacteria and fungi).
Packaging materials include plastic, paper and board, glass and aluminium, and both virgin and secondary materials (materials derived from the
recycling of primary materials that are reprocessed and then reused).
Water is used as an ingredient in our products and for our manufacturing processes.
Inflows of property, plant and equipment are not considered to be material.
Resource inflows metrics: Products and technical and biological materials used, including secondary materials
Measured based on tonnes of raw and packaging materials purchased for Unilever operations and collaborative manufacturing, and water consumed
in Unilever operations.
Raw and packaging materials purchased by Unilever and packaging materials purchased by collaborative manufacturers (CMs) supplying Unilever’s
Business Groups are recorded based on supplier invoices and product specification information. Where supplier invoices or product specification
information are not available for packaging materials purchased by third parties, volumes are estimated using extrapolation of existing data
(representing circa 1% of total raw and packaging materials purchased by Unilever and third parties).
Resource inflows metrics: Biological materials that are sustainably sourced
Measured based on tonnes of biological raw and packaging materials purchased by Unilever. Biological material volumes are calculated based on
supplier invoices, and then mapped to tonnes of feedstock material e.g. chocolate is decomposed into x% cocoa, y% dairy and z% sugar. Water
consumed in Unilever operations is not included in the measurement.
Sustainable sources are defined as either raw materials produced according to third-party certification and aligned to Unilever’s Sustainable
Agricultural Principles (49%); or purchased from non-sustainable sources but matched to credits that represent verified sustainably sourced raw
materials (14%).
Allocation to Ice Cream: Raw and packaging materials volumes purchased by Unilever are estimated based on proportion of raw and packaging
materials used in Ice Cream finished goods, using information such as product recipes and production volumes. Where such information is unavailable,
allocation is based on dedicated manufacturing sites. Raw and packaging materials volumes purchased by CMs are allocated based on finished goods
supplied by CMs categorised as Ice Cream products. Credits are based on the percentage of Ice Cream crop volumes of total crop volumes, apart
from palm kernel oil, which is not used by Ice Cream.
For water consumption volumes, including Ice Cream allocation, refer to Water Consumption metrics on page 238.
Unilever resource inflows weight
2025
2024(a)
Total weight of products and technical and biological materials used (million tonnes)(b)
26
32
Biological materials used that are sustainably sourced as a percentage of biological materials used (%)
63%
60%
Total weight of secondary materials used (million tonnes)
1
1
Secondary material used as a percentage of total weight of products and technical and biological materials used (%)
2%
2%
Ice Cream resource inflows weight
Total weight of products and technical and biological materials used (million tonnes) (c)
4
Biological materials used that are sustainably sourced as a percentage of biological materials used (%)
57%
Total weight of secondary materials used (million tonnes)
Secondary material used as a percentage of total weight of products and technical and biological materials used (%)
2%
(a) 2024 measured including Ice Cream.
(b) Of the total tonnes, 52% (2024: 47%) was raw and packaging materials purchased for Unilever operations and collaborative manufacturing, and 48% was water consumed
in operations.
(c) Of the total Ice Cream tonnes, 33% was raw and packaging materials purchased for Unilever operations and collaborative manufacturing, and 67% was water consumed
in operations.
Resource Outflows
Products and materials
Description of resource outflows
Resource outflows include consumer products, the packaging materials used to contain or protect them, and waste materials. Consumer products
include food, beauty, personal care and home care products. Packaging materials include plastic, paper and board, glass and aluminium.
Exclusions: Our products are designed to be consumed, such as food, or to deliver benefits to the consumer and then pass into wastewater, such as
shampoo or laundry detergent. As such, repairability and durability are not relevant concepts.
Product and material metrics
Measured based on tonnes of packaging materials purchased for Unilever operations and collaborative manufacturing.
Packaging materials purchased by Unilever and collaborative manufacturers supplying Unilever’s Business Groups are recorded based on supplier
invoices and product specification information. Where supplier invoices or product specification information are not available for packaging materials
purchased by third parties, volumes are estimated using extrapolation of existing data (representing circa 7% of total packaging materials purchased
by Unilever and third parties).
Recyclability is assessed using data from various sources, such as governmental organisations (for recycling and recovery rates), industry consortiums
and packaging recycling organisations. This reflects the technical potential to recycle a packaging material.
Exclusions: Product recyclability is not a materially relevant concept for our consumer products and is therefore excluded from the metric.
Allocation to Ice Cream: Packaging material volumes purchased by Unilever are estimated based on proportion of packaging materials used in Ice
Cream finished goods, using information such as product recipes and production volumes. Where such information is unavailable, allocation is based
on dedicated manufacturing sites. Packaging material volumes purchased by CMs are allocated based on finished goods supplied by CMs categorised
as Ice Cream products.
246
Unilever Annual Report and Accounts 2025
Sustainability Statement
ENVIRONMENTAL DISCLOSURES
The percentage of our packaging that is recyclable using existing technology is set out below. Not all packaging that is technically recyclable will
actually be recycled, due to a lack of infrastructure. Our plastic packaging actions and ’actual recyclability’ goals are outlined on page 243.
Product and material metrics (%)
2025
2024(a)
Rate of recyclable content in packaging materials used
80%
78%
Ice Cream product and material metrics (%)
Rate of recyclable content in packaging materials used
79%
(a) 2024 measured including Ice Cream.
Waste
Description of waste composition
Waste streams relevant to the consumer goods sector include waste from industrial processes, food and packaging. Materials present in the waste
generated by Unilever include raw materials used to manufacture products in various stages of processing, such as food ingredients; packaging
materials, such as plastic and paper; and waste from production processes, such as boiler ash.
Waste metrics
Waste is measured for all manufacturing sites and the majority of logistics and other sites. This is based on documentation, provided by waste service
providers, which breaks down the type of waste that has been collected, the amount and the waste management route. For the remaining sites,
representing 2% of volumes, estimates are made for hazardous and non-hazardous waste based on measured sites and site headcount or pallet
position. It is assumed that all estimated hazardous waste is directed to disposal by incineration without energy recovery and all estimated non-
hazardous waste is directed to disposal by landfill.
Allocation to Ice Cream: Waste from dedicated manufacturing and logistics sites.
Waste generated in own operations (thousands tonnes)
2025
2024(a)
Total waste generated
493
731
Hazardous waste diverted from disposal
19
25
For preparation for reuse
4
4
For recycling
7
11
For other recovery operations
8
10
Non-hazardous waste diverted from disposal
467
699
For preparation for reuse
133
196
For recycling
235
337
For other recovery operations
99
166
Hazardous waste directed to disposal
5
6
By incineration without energy recovery
4
4
By landfilling
1
2
By other disposal operations
Non-hazardous waste directed to disposal
2
1
By incineration without energy recovery
By landfilling
2
1
By other disposal operations
Non-recycled waste
114
183
Percentage of non-recycled waste (%)
23%
25%
Total hazardous waste including radioactive waste
24
31
Ice Cream waste generated in own operations (thousands tonnes)
Total waste generated
205
Total waste diverted from disposal
205
Total waste directed to disposal
Total non-recycled waste
75
Percentage of non-recycled waste (%)
36%
Total hazardous waste including radioactive waste
1
(a) 2024 measured including Ice Cream.
Sustainability Statement
Unilever Annual Report and Accounts 2025
247
ENVIRONMENTAL DISCLOSURES
EU Taxonomy Disclosures
OVERVIEW
The EU Taxonomy regulation, part of the European Action Plan for
Sustainable Finance, aims to direct capital flows into sustainable activities.
The regulation outlines certain activities, referred to as ’eligible’ and
’aligned’. Businesses need to assess whether they have eligible and aligned
activities within each of the six environmental objectives: i) climate change
mitigation, ii) climate change adaptation, iii) sustainable use and protection
of water and marine resources, iv) transition to a circular economy,
v) pollution prevention and control, and vi) protection and restoration
of biodiversity and ecosystems.
For the financial year 2025, Unilever is reporting under the new Delegated
Act adopted in 2026, applicable for the 2025 reporting cycle. This Act
does not change the intentions of the previous Delegated Acts or the
environmentally sustainable activities to be reported. Under the new
Delegated Act, Unilever has applied a 10% materiality threshold and
followed the presentational approach as laid out within the Act.
Eligible activities are designated as aligned in accordance with the criteria
set out in the regulations if they:
are considered to make a substantial contribution to an objective;
do no significant harm to the remaining five objectives; and
meet the minimum set of criteria with respect to human rights, bribery
and corruption, taxation and fair competition.
Using the current list of eligible activities and the alignment criteria, we
have reviewed the Group’s turnover, capital expenditure and operating
expenditure (as defined by the EU Taxonomy) to identify the extent of any
material eligible and aligned activities within our business. The outcome of
our review is presented below.
The EU Taxonomy remains a work in progress. In creating the current list of
environmentally sustainable activities, the European Commission has not
yet considered the FMCG industry in which the Group operates, focusing
instead on the more carbon-intensive industries where it believes there is
the most potential for climate change mitigation or adaptation. Unilever
will continue to monitor updates to the regulation and welcomes future
review of the Taxonomy, to be completed in 2026.
On 6 December 2025, Unilever completed the demerger of our Ice Cream
business. In preparing our 2025 disclosure, we have followed the guidance
provided by the European Union on treating turnover and capital
expenditure from disposal groups and discontinued operations.
TURNOVER KPI
For the year ended 31 December 2025, none of our continuing operations
turnover related to eligible activities, as detailed in our consolidated
income statement on page 128. Income from discontinued operations is
not classified as turnover. Therefore, none of our turnover is subject to
alignment testing.
OPERATING EXPENDITURE KPI
As per the EU Taxonomy, operating expenditure is defined as directly
incurred, non-capitalised costs relating to research and development,
building renovations, short-term leases, or the repair and maintenance of
property, plant and equipment. For the year ended 31 December 2025, we
did not identify any operating expenditure in respect to eligible activities. As a
consequence, none of our operating expenditure can be classified as aligned.
CAPITAL EXPENDITURE KPI
For the year ended 31 December 2025, 15.6% of our capital expenditure
related to eligible activities, as set out in our consolidated financial
statements. This includes all additions to intangible assets, as detailed in
note 9 on page 152, and all additions to tangible assets (both leased and
owned), as detailed in note 10 on page 155. Those additions include those
resulting from business combinations and are before depreciation,
amortisation and any re-measurements.
Unilever has applied a 10% materiality threshold, as set out in the
Delegated Act 2025, as part of our assessment. For the additions related to
in-year discontinued operations, we have followed the guidance as set out
by the European Commission and included all additions (including capital
expenditure related to the discontinued operation).
We have identified eligible activities that relate to i) climate change
mitigation and ii) climate change adaptation. We have also identified
certain activities related to iii) sustainable use and protection of water
and marine resources, and iv) transition to a circular economy. However,
these are not material and therefore alignment testing was not completed.
Categories which were deemed immaterial included, but were not limited
to, clean energy generation and distribution, low‑emission transport,
circular economy processes, and resilient water and waste‑management
infrastructure. We did not identify eligible activities in respect of v)
pollution prevention and control, and vi) protection and restoration of
biodiversity and ecosystems.
For the remaining material activities that are eligible – relating to CCM/
CCA 7.7 (the acquisition and ownership of buildings) – we have not been
able to meet the Substantial Contribution or Do No Significant Harm
criteria, as we do not have access to EPC certificates or undertake a
climate and vulnerability assessment for these assets. As a consequence,
none of our capital expenditure can be classified as aligned.
We meet the minimum set of criteria with respect to human rights, corruption
and bribery, taxation and fair competition. We determined this by assessing
our internal policies against the criteria and reviewing any breaches or
violations identified in the reporting period.
Taxonomy-eligible but not Taxonomy-aligned activities
Activity code(a)
Activity narrative
Context for Unilever
€ million
% total CapEx
CCM/CCA 7.7
Acquisition and ownership of buildings
Renting and the purchasing of buildings is an activity that
Unilever has engaged in.
542
16%
Total Eligible
542
16%
(a) CCM/CCA = Climate Change Mitigation/Climate Change Adaptation.
EU Taxonomy Summary table
Financial
Year (N)
2025
KPI (1)
Total (2)
Proportion of
Taxonomy-eligible
activities (3)
Taxonomy-aligned
activities (4)
Proportion of
Taxonomy-aligned
activities (5)
Breakdown by environmental objectives of Taxonomy-aligned
activities
Proportion of enabling
activities (12)
Proportion of
transitional activities (13)
Not assessed activities
considered non-material
(14)
Taxonomy-aligned
activities in previous
financial year (N-1) (15)
Proportion of
Taxonomy-aligned
activities in previous
financial year (N-1) (16)
Climate Change
Mitigation (6)
Climate Change
Adaptation (7)
Water (8)
Circular Economy
(9)
Pollution (10)
Biodiversity (11)
€ million
%
€ million
%
%
%
%
%
%
%
%
%
%
€ million
%
Turnover
50,503
—%
0
—%
—%
—%
—%
—%
—%
—%
—%
—%
—%
0
—%
CapEx
3,482
16%
0
—%
—%
—%
—%
—%
—%
—%
—%
—%
5%
0
—%
OpEx
1,447
—%
0
—%
—%
—%
—%
—%
—%
—%
—%
—%
—%
0
—%
248
Unilever Annual Report and Accounts 2025
Sustainability Statement
ENVIRONMENTAL DISCLOSURES
Capital Expenditure KPI table
Reported KPI
CapEx
Financial Year (N)
2025
Economic Activities (1)
Code (2)
Taxonomy-eligible CapEx
Taxonomy-aligned CapEx
Taxonomy-aligned CapEx
Environmental objective of taxonomy-aligned
activities
Enabling activity (12)
Transitional activity (13)
Proportion of Taxonomy-
aligned in Taxonomy-
eligible (14)
Climate Change
Mitigation (6)
Climate Change
Adaptation (7)
Water (8)
Circular Economy (9)
Pollution (10)
Biodiversity (11)
%
million
%
%
%
%
%
%
%
E
T
%
Acquisition and ownership of buildings
CCM/CCA 7.7
16%
0
—%
—%
—%
—%
—%
—%
—%
—%
—%
—%
Sum of alignment per objective
—%
—%
—%
—%
—%
—%
Total CapEx
16%
0
—%
—%
—%
—%
—%
—%
—%
—%
—%
—%
Sustainability Statement
Unilever Annual Report and Accounts 2025
249
Social Disclosures
The scope of our Social disclosures includes:
Own workforce: Unilever employees, i.e. those in a direct employment
relationship with Unilever according to national law or practice, and
non-employees, i.e. contractors working for Unilever, such as self-
employed individuals or those provided by employment agencies.
Value chain: People employed by Unilever’s business partners,
including our global supply chain, collaborative manufacturers,
distributors, retailers, agents, franchisers and importers.
Affected communities: Individuals and local communities, including
Indigenous Peoples, living or working in areas impacted by our
operations or value chain activities.
Consumers and end-users: The individuals and households who use
our products every day.
We consolidated disclosures relating to human rights impacts into the
‘Approach to Human Rights’ section as due diligence processes are common
across our rightsholders. As a result, we have not included a separate
section for affected communities within the sustainability statement.
SOCIAL MATERIAL IMPACTS, RISKS AND OPPORTUNITIES
The process for assessing and identifying our material impacts, risks and
opportunities (IROs) is informed by our double materiality assessment
(DMA), as detailed in our General Information section on page 216.
In identifying our material IROs, we have considered all groups of people
within the scope of our disclosures, as set out above, and all topics
connected to our strategy and business model. The Board engages
regularly with our workforce, and our Supply Chain and Procurement
teams maintain communication with our business partners and affected
communities. This feedback provides a key input into our DMA.
Consideration is given to our enterprise risk management processes and
principal risks, including those relating to talent and the quality and safety
of our products. We review the risk management frameworks annually to
identify changes in the risk profile.
When reviewing the social matters that are most material to us, the
identification of our social material IROs aligns with our salient human
rights issues, as we consider the concept of impact materiality to be
interchangeable with saliency. Saliency is defined by the United Nations
Guiding Principles on Business and Human Rights (UNGPs) as ’the human
rights that are at risk of the most severe negative impacts through a
company’s activities or business relationships’.
We regularly review human rights issues to ensure our approach remains
focused on saliency. The UNGPs encourage companies to reassess saliency
when there is a material change to our business, such as the demerger
of our Ice Cream business. Our next saliency review will be in 2026.
Our most recent assessment, conducted in 2023 with input from key
rightsholder groups (including our affected communities), evaluated both
existing and emerging human rights issues. The assessment identified the
following as our salient human rights issues:
Bullying and harassment;
Discrimination;
Fair wages and income;
Forced labour;
Freedom of association and collective bargaining;
Health;
Land rights (including Indigenous Peoples’ rights); and
Working hours.
While child labour is not one of Unilever’s global salient human rights
issues, it remains a key focus in specific regions and commodities where
it is identified to be high risk, such as cocoa and vanilla. In developing
strategies to address our salient issues, we consider the influence of
climate change and gender on their impacts, their prevalence within our
global value chain, and take the appropriate action. Our overarching
approach seeks to prevent potential impacts from becoming actual
impacts, while monitoring new and emerging human rights issues. See
page 251 for further details in our Approach to Human Rights section.
Our Business Group strategies incorporate processes for identifying
potential IROs related to our consumers. These strategies are supported
by our Unmissable Brand Superiority framework and the 6Ps – product,
packaging, proposition, promotion, place and pricing – which drive brand
innovation. Ensuring product safety is fundamental to our business, and
involves evaluating raw materials, product design and development,
and manufacturing processes, with special consideration for vulnerable
populations where relevant. We also identify and manage customer and
channel risks (including marketing) through our enterprise risk processes.
The output of our 2025 DMA for our social impacts, risks and opportunities
is included below:
Material impact, risk or opportunity
Description
Own Workforce and Workers in the Value Chain
Talent
Risk
(OO)
Critical to delivering our business strategy and performance is our people. Our ability to
attract, develop and retain diverse, skilled and adaptable talent, especially in competitive
emerging markets is crucial. Failure to do so could cause us to fall behind the competition
and consequently affect operations and financial results. We recognise the importance of
cultivating a strong reputation for talent and skills development to help position Unilever
as a top employer.
Capability building across our
value chain to improve
livelihoods
Positive Impact
(VC)
Unilever supports people in our value chain, including smallholder farmers, to improve
their livelihoods. This includes building capability around employment practices and
income diversification.
Salient human rights issues
Bullying and harassment
Negative Impact
(OO) (VC)
Bullying and harassment are more likely to arise where there is an imbalance of power
in a relationship or where people are in a situation of vulnerability. In addition, this may
happen where the prevailing culture, context or law discriminates against certain groups.
Bullying and harassment may occur within our own operations and value chain, which
could have a significant negative impact on an individual’s physical and mental wellbeing,
their families and the wider community.
Discrimination
Negative Impact
(OO) (VC)
Discrimination is the absence of equality of opportunity and treatment, occurring when a
person is treated differently on the basis of protected characteristics.1 Discrimination may
occur in our own operations and value chain. In workplaces, discrimination may occur in
the processes leading up to hiring and following termination of employment, as well as
during employment. Along with significant impacts on the individual, discrimination has
wider social and economic consequences.
1. Protected characteristics include race, age, role, gender, gender identity, colour, religion, country of origin, sexual orientation, marital status, dependents, disability, social
class, political views or any other class protected by law.
OO  Own Operations
VC    Value Chain
        Entity-Specific Disclosure
250
Unilever Annual Report and Accounts 2025
Sustainability Statement
SOCIAL DISCLOSURES
Material impact, risk or opportunity
Description
Salient human rights issues
Forced labour
Negative Impact
(OO) (VC)
Forced labour is defined as ‘all work or service which is exacted from any person under the
threat of a penalty and for which the person has not offered himself or herself voluntarily’.
While some situations are immediately identifiable as forced labour (such as being forced
to work through the use of violence), others are more subtle (debt bondage, retention of
identity papers or involuntary overtime). Forced labour has significant physical, mental
and economic impacts on individuals and could occur in our own operations or value
chain, in particular where workers use the services of recruitment agencies to secure a job.
Geographies with a higher risk of forced labour include South Asia and South East Asia.
Fair wages2 and income
Negative Impact
(OO) (VC)
Without receiving a fair wage or income, people are unable to meet their basic needs.
Providing employees and workers in the value chain with fair wages or incomes, including
payment of a living wage, can have a significant impact on their livelihoods.
Working hours
Negative Impact
(OO) (VC)
The number of hours worked, the way in which they are organised, and the availability
of rest periods can significantly affect not only the quality of work, but also mental and
physical health as well as income. Workers in our own operations or value chain may
be impacted by longer working hours. Workers in our value chain may be particularly
impacted by longer working hours, especially where wages are low and the work is
performed on an informal or seasonal basis (such as agriculture).
Health
Negative Impact
(OO) (VC)
Everyone has the right to a clean, healthy and sustainable environment. Negative impacts
on health may occur within our own operations, value chain and communities in which
we operate, including from work process violations and unsafe working conditions.
Freedom of association and
collective bargaining
Negative Impact
(OO) (VC)
All workers should be free to form or join a union of their choice, seek representation
and collectively bargain, all without the fear of intimidation, harassment or obtaining
prior approvals. Lack of freedom of association may occur within our own operations
and value chain, particularly where there are local laws restricting these rights.
Affected Communities
Salient human rights issues
Land rights, including Indigenous
Peoples’ rights
Negative Impact
(OO) (VC)
Land is a source of livelihood for many and is also linked with people’s identities, culture and
social status, which are protected by legal or customary rights. Communities connected to
the areas where we operate, source and conduct business may be affected by land rights
issues. Our operations or our value chain actors could be associated with land transactions
involving land appropriation or insufficient consultations with rightsholders.
Consumers and End-Users
Safe products
Risk
(OO) (VC)
Unsafe products could result in financial loss as a result of:
Product formulation and packaging not meeting Unilever’s safety standards;
Formulation ingredients and packaging being accidentally or maliciously contaminated,
compromising product integrity and potentially impacting the consumer; or
Product labelling not aligning with laws and regulations, or lacking transparency,
resulting in consumers not having the relevant information to make decisions about our
products or being at risk of harm to their health.
Marketing to children
Negative Impact
(VC)
Inappropriate marketing to children can expose them to advertising for foods high in
sugar, fat or salt, particularly through use of social media. This may contribute to the
childhood obesity epidemic and has resulted in regulatory restrictions on the marketing
of products to children in many countries.
Nutritional product quality
Risk
(VC)
Regulatory restrictions may be imposed on the sale and marketing of food products that
do not meet certain nutritional requirements. In many markets, consumers are increasingly
focused on products that combine great taste and health with limited salt, sugar, saturated
fats and calories, as well as provide positive nutrition such as proteins, vitamins and minerals,
fibre and vegetables. While we are diversifying our product portfolio to respond to new
demands and increased restrictions, this could impact our revenue growth in the short term.
Product innovation as a response
to changing demand
Opportunity
(VC)
Consumers are becoming more aware of sustainability issues and there is a growing
demand for sustainable products that do not compromise on performance or
affordability. Unilever continues to focus on products that respond to these challenges
through innovations and investments in sustainable brands, which provides an opportunity
to create a competitive advantage and drive revenue growth.
2. A fair wage or income supports an individual’s right to adequate living standard and is determined using multiple dimensions, including consideration of the hours worked, the
pay systems used, the information workers receive in advance about their pay, and how this information is communicated. A living wage is the remuneration a worker receives
for a standard working week in a particular location, sufficient to afford a decent standard of living for the worker and their family.
OO  Own Operations
VC    Value Chain
        Entity-Specific Disclosure
Sustainability Statement
Unilever Annual Report and Accounts 2025
251
SOCIAL DISCLOSURES
APPROACH TO HUMAN RIGHTS
Unilever’s commitment to respect human rights extends across our
operations, value chain, affected communities and consumers. Our human
rights due diligence utilises a risk-based approach, considering where
potential or actual impacts are most severe. This approach encompasses
a wide range of rightsholders including:
Own workforce: Our employees and workers at our own sites, including
factories, offices, warehouses and research and development laboratories.
Value chain: Our upstream value chain includes workers employed by
our business partners, including manufacturing facilities, laboratories
and refineries, professional service providers, agricultural workers
and smallholder farmers growing and harvesting crops for use as
ingredients in our products. Our downstream value chain includes
drivers and transport operators who ensure our products reach our
customers, and retail employees selling our products to customers.
Affected communities: Individuals and communities that live in and
around our own sites and those of our business partners.
Consumers and end-users: Those impacted by our brands and our
products.
Our disclosures on human rights reflect a consistent due diligence
approach across all salient issues and rightsholder groups. As a result,
we have not included affected communities as a separate topic within
the sustainability statement, as policies, actions, targets and metrics are
disclosed with the Approach to Human Rights section.
Human rights policies
Unilever’s Human Rights Policy Statement sets out our commitment to
respect human rights and our approach to embedding its overarching
principles throughout our business. The statement recognises the
importance of engagement with rightsholders, particularly those at
greater risk of negative human rights impacts including women, migrant
workers, under-represented communities and human rights defenders.
Our Human Rights Policy Statement is developed in line with the UNGPs
and the International Bill of Human Rights.1 It also reflects the principles of
the International Labour Organization’s (ILO) Declaration on Fundamental
Principles and Rights at Work. We also follow the OECD Guidelines for
Multinational Enterprises, which provide voluntary principles and
standards for responsible business conduct, including employment and
industrial relations and guidance on effective human rights due diligence.
We initiated a comprehensive review of our sustainability and human
rights policy framework in 2025 to ensure alignment with emerging
legislation and external benchmark standards. The identified revisions
will be implemented from 2026 onwards.
Own workforce
As detailed in our General Information section on page 218, Unilever’s
Code of Business Principles (COBP) and Code Policies apply to our
material sustainability matters, including Human Rights.
Our Respect, Dignity and Fair Treatment Code policy sets out how we
will respect employees’ human rights by:
Basing all employment-related decisions on merit.
Avoiding behaviour that could be offensive, intimidating, malicious,
violent, insulting or bullying.
Providing fair and equitable wages that meet or exceed legal or
industry standards.
Not using any form of forced labour, including compulsory,
trafficked or child labour.
Maintaining reasonable working hours.
Respecting the dignity of the individual and the right of employees
to freedom of association and collective bargaining.
Our Health & Safety Code policy sets out our individual and shared
responsibilities for health and safety. Team leaders have operational
responsibility for health and safety in our own workforce and must:
Establish and maintain appropriate systems;
Identify and manage hazards and risks;
Investigate and report all incidents and near misses; and
Ensure appropriate communications and training is provided.
We expect all employees to take responsibility for their safety and
those around them by acting in accordance with the COBP.
Value chain
Unilever’s business partners are expected to adhere to the Responsible
Partner Policy (RPP), which encompasses human rights obligations and
mandates the remediation of negative impacts. Implementation of the
RPP is guided by the Responsible Sourcing and Business Partnering Code
Policy, which ensures that the teams contracting with third parties
understand the RPP and consult the Responsible Business team on
remediation of issues, such as human rights non-compliances.
The Human Rights Principles established within the RPP are consistent with
applicable relevant ILO Conventions and cover all of our salient human
rights issues, including forced labour (human trafficking), and child labour.
The policy further expects business partners to implement effective
systems and processes to prevent non-compliance with the RPP, extend
these standards throughout their supply chains, and conduct independent
human rights due diligence.
Our People & Nature Policy applies to direct suppliers of in-scope
materials and requires these partners to:
Conduct human rights due diligence within their own operations and
supply chains.
Develop and embed effective management systems to meet the
requirements of the RPP and People & Nature Policy.
Demonstrate compliance with the policy’s principles through
independent verification.
Business partners must confirm their ability to meet the requirements
of the RPP upon registration and annual renewal to our systems through
self-assessments, due diligence and risk-based audits. This process is used
to identify approved partners for procured products and services and
to assess risk according to the nature of those goods or services and the
geographies in which those partners operate. The results determine which
business partners require external auditing and specific engagement; for
high-risk sites, either a site audit or a desktop assessment verifies supplier
compliance with RPP requirements.
See page 221 for further details regarding these policies in the
Environmental policies section.
Affected communities
Unilever’s RPP specifies that the rights and title to the property and land
of the individual and local communities, including Indigenous populations,
are to be respected. This includes a zero-tolerance policy for land
grabbing. Suppliers are also expected to consider Indigenous Peoples
and local communities when conducting impact and risk assessments.
The People & Nature Policy sets out our commitments to respect and
advance the human rights of all people, in accordance with the UNGPs.
This includes a focus on the rights of Indigenous Peoples and local
communities with respect to livelihoods, food security and resources,
along with commitments to respect and promote land rights.
Our Sustainable Agricultural Principles set out that land tenure rights must
be respected and reinforce a zero-tolerance policy for land grabbing. This
includes informing local communities of planned activities that affect them
and minimising disturbances to these communities.
In addition, Unilevers Principles in Support of Human Rights Defenders outline
our commitment to respecting human rights defenders (HRDs). Indigenous
Peoples and local communities may act as HRDs and are often vulnerable
to human rights violations, including those involving land rights. These
Principles are guided by the UN Declaration on the Right and Responsibility
of Individuals, Groups and Organs of Society to Promote and Protect
Universally Recognized Human Rights and Fundamental Freedoms, the UNGPs,
and the UN Declaration on the Rights of Indigenous Peoples.
Consumers and end-users
Responsible business is a key part of Unilever’s Human Rights Policy
Statement, which applies to all our rightsholders. Our commitment to
conducting business with integrity while respecting human rights is driven
through our COBP and Code Policies, including commitments to our
consumers and society. In addition, the RPP expects our business partners
to identify and manage their own potential human rights impacts.
1. Consisting of the Universal Declaration of Human Rights, the International Covenant
on Civil and Political Rights, and the International Covenant on Economic, Social and
Cultural Rights.
252
Unilever Annual Report and Accounts 2025
Sustainability Statement
SOCIAL DISCLOSURES
Human rights governance
Oversight of our human rights due diligence and risk management is
provided by our Board of Directors and the Corporate Responsibility
Committee (CRC). The ULE endorses the importance of human rights for the
business and integrates it into top-level decision-making. It is also consulted
in situations where there is a high risk of potential or actual impact, when a
critical business decision is required, or if significant financial resources may
be needed to address an issue. Our global team of Human Rights experts
identifies emerging issues for the ULE to consider.
The Unilever Sustainability Advisory Council, an independent group of
external sustainability specialists including a business and human rights
expert, advises on and challenges our strategy. We monitor potential and
existing human rights issues in conflict-affected and high-risk areas
(CAHRAs). Findings are reported to the Sustainability Steering Committee.
Responsibility for our human rights commitment is embedded across all
parts of our business. Central functions such as Sustainability, Procurement
and Legal teams provide guidance and support in addressing our salient
human rights issues. This includes engaging with rightsholders (including
local communities), identifying potential and actual human rights impacts,
and creating action plans to prevent, mitigate and remediate these
impacts. Effective collaboration with business partners, industry
associations, civil society and others is key to coordinate efforts and
promote collective industry change.
Engaging on human rights impacts
Engagement with rightsholders and relevant stakeholders is a fundamental
component of our strategy for identifying, assessing and addressing
potential and actual human rights impacts within our operations, value
chain and communities in which we operate. We engage with rightsholders
both directly and through credible proxies, including through interviews
with direct and third-party workers during site audit processes and human
rights impact assessments. We also engage with rightsholders via grievance
mechanisms to understand concerns and issues and, where appropriate,
provide remedy.
Collaboration with trade unions such as IUF and IndustriAll is integral to
representing the views of rightsholders internally and throughout our
value chain. These partnerships involve joint working groups, formal
consultations, and regular interactions between Unilever leadership
and union representatives. Our Memorandum of Understanding with
the IUF and IndustriAll confirms our commitment to biannual meetings
and ongoing communications as required. These meetings are a forum
for Unilever’s senior executives, industrial relations leaders and union
representatives to discuss human and trade union rights within our
operations and set the tone for local trade union relations.
Technology is a key enabler in enhancing visibility across our value chain
and in identifying potential and actual impacts, particularly for vulnerable
groups at higher risk of negative impacts, such as women and migrant
workers. We utilise tools supplied by 60 decibels and &Wider to gather
insights from workers as part of our supplier due diligence development
programme.
In November 2025, we held a roundtable in the margins of the UN Business
Forum on Human Rights, bringing together rightsholders and proxies on
their behalf, representing people in our own operations, value chain and
the communities in which we operate. This session provided a platform
for open dialogue on emerging human rights issues and trends, and for
gathering views and insights on strengthening our approach to HRDD.
Key learnings will be integrated into our strategy in 2026.
We support independent palm smallholders through the creation of
development hubs in partnership with SNV, Forum Konservasi Leuser and
World Resources Institute. These hubs coordinate activities to improve farm
productivity, livelihoods and ecosystems to strengthen incomes, resilience
and sustainable market access. We also work with partners and peers on
the Respecting Indigenous Peoples and Local Communities Rights Affected
by Agricultural Production in Indonesia project, aiming to identify and
address systemic barriers to land rights, strengthen local mediation
capabilities, and co-develop scalable, community-driven solutions. This
initiative supports both our value chain and the broader community in
which we operate.
We have a clearly defined due diligence process for land transactions,
which is mandated for each transaction prior to completion. The process
includes conducting Environmental and Social Impact Assessments (ESIAs)
and stakeholder consultations in line with the principles of Free, Prior and
Informed Consent (FPIC), managed through internal approval gateways
overseen by the Responsible Business team.
Identifying and assessing human rights risks
A multidimensional approach is used to identify potential and actual
human rights impacts, incorporating data, risk indicators and insights from
a wide range of sources. The Business Integrity team, supported by Human
Rights and other subject matter experts, oversees procedures and controls
to prevent, detect and respond to human rights impacts in our operations.
See page 266 for further details.
Supply chain mapping is conducted to identify sourcing areas and
suppliers that may present an increased risk. Tools support risk analysis
at country and commodity levels to better understand potential impacts
on value chain workers. This data is used to estimate the likelihood of
impacts and identify areas where further verification, such as desktop
or on-the-ground audits, may be required.
Our human rights due diligence processes include identifying and
assessing indicators of potential issues, such as payment of recruitment
fees or retention of workers' documentation. We undertake investigations
where appropriate to determine whether these indicators are linked to
actual impacts. We also monitor for risks of Unilever causing, contributing
to or being linked to negative human rights impacts, including in conflict-
affected areas. Our due diligence processes and responses are
proportionate to address identified issues, including escalation to senior
leaders when required. Our facilities adhere to strict security standards and
performance measures are in place to ensure appropriate responses.
When we identify issues relating to business partners, we engage with
them to implement corrective actions and strengthen their awareness and
capability in accordance with the UNGPs. If they fail to demonstrate
adequate progress, we seek leverage through constructive dialogue,
reserving termination as a final measure when adverse impacts remain
unaddressed. Internal disengagement guidelines outline recommended
steps for assessing the human rights impact of commercial decisions,
including withdrawals from specific countries, regions or sectors.
Risk assessment is integral to our mergers and acquisitions process.
Pre-acquisition, we evaluate policies, processes and management
systems to ensure respect for human rights is embedded within the entity’s
operations and value chain. Post-acquisition, onboarding processes
include creation of corrective action plans to address gaps identified
during the pre-acquisition phase and integration of the new entity into
Unilever’s compliance systems. For disposals, such as the demerger of our
Ice Cream business, our internal disengagement guidelines apply.
Taking action to address human rights impacts
Unilever responds to identified negative human rights impacts by considering
factors such as the location of the issue (own operations or value chain)
and our leverage. Actions to address potential human rights impacts, often
conducted in partnership with peer companies and expert partners, include:
Embedding effective management systems throughout our operations;
Providing training and capability building; and
Participating in advocacy and multi-stakeholder collaborations to
address root causes and facilitate systemic change.
A structured approach has been created to address human rights impacts
through our salient issue frameworks. The frameworks:
Define a model that enables consistent definition, resolution and
reporting of issues;
Ensure coordination across issues and areas of intervention;
Capture who is impacted, the root cause, timelines for resolution and
the intended outcomes;
Prioritise action and allocation of resources; and
Share impact assessment metrics that enable measurable progress
and ensure our approach remains effective.
2025 actions
Key deliverables across our value chain and affected communities include:
Supporting suppliers through our HRDD development programme to
strengthen human rights policies and processes. In 2025, we expanded
the programme to 50 additional suppliers and launched it in the
Philippines and Turkey. We collaborated with implementation
partners to help suppliers respond to maturity assessments and worker
engagement surveys, and we will continue to track the progress of
agreed actions.
Partnering with Coca-Cola, the International Organization for Migration,
and diginex, supported by the Bonsucro Impact Fund, to gather insights
from sugarcane sector workers. We developed a Corrective Action Plan
to address key risks and briefed policymakers to influence industry
transformation. We will continue to monitor these plans in 2026.
Sustainability Statement
Unilever Annual Report and Accounts 2025
253
SOCIAL DISCLOSURES
Engaging suppliers through our Palm Oil Social Supplier Development
Programme to mitigate negative impacts and improve working
conditions. This included providing targeted support and conducting
impact assessments through interviews with management and workers.
Publishing guidance on rightsholder engagement following a successful
pilot with a waste collection enterprise in India, which engaged with
waste pickers to obtain insights and establish ongoing dialogue. Teams
are encouraged to use this guidance when engaging with rightsholders.
Continuing to partner with VietCycle on the ‘Plastic Reborn’ programme
to provide training, PPE and other essential support to over 3,000 waste
collectors in Vietnam since 2021.
Collaborating with Proforest and peers in Indonesia to tackle barriers to
land rights, strengthen mediation capabilities and co-create scalable,
community-driven solutions. This was delivered through phase two of
the Respecting Indigenous Peoples and Local Communities Rights
Affected by Agricultural Production in Indonesia project.
We continue to drive improvements through industry platforms to
collectively tackle issues at scale. Unilever is an active member of
AIM-Progress and its working groups, advocating for industry-wide
advancements. Through the Consumer Goods Forum, we commit to the
Priority Industry Principles, participate in the Human Rights Coalition, and
serve on the steering committee of the Ethical Recruitment Marketplace
to promote responsible recruitment practices.
Access to remedy and remediation of impacts
Effective grievance mechanisms are essential for understanding and
acting on the concerns of our employees, value chain workers and local
communities in which we operate. All rightsholders have access to raise
concerns through our Unilever Code Support Line (whistleblowing line)
and online Speak Up platform, including any suspected Code breaches,
breaches of the Responsible Partner Policy (RPP) or cases of non-respect
of the UNGPs. Carelines are also available across the world for consumers
to raise a concern. Reports can be submitted confidentially and
anonymously, where permitted by law.
All investigations of suspected Code breaches are conducted by a Business
Integrity Officer. We aim to provide the reporter with an anticipated
timescale for completion. An investigation report summarising the evidence,
findings, corrective measures and recommended sanctions (where
appropriate) is submitted to the Business Integrity Committee for review
and conclusion. See page 266 for further details about our Business Integrity
processes, including our non-retaliation policies.
While Unilever grievance mechanisms are in place, we believe issues are
best addressed close to where the impact occurred. Our approach is to
work with partners to ensure they have effective and trusted grievance
mechanisms for their workers. Our RPP expects business partners to
have grievance mechanisms aligned with the UNGPs and follow leading
practices, including clear communication and accessibility for local
communities to report issues. We monitor workers’ awareness and trust in
these mechanisms through independent audits of business partners’ sites.
Within our value chain, issues impacting affected communities may also be
identified through these audits, as described in the section ‘Tracking and
monitoring effectiveness of actions’.
At a commodity level, our People and Nature Grievance Mechanism
provides a framework for investigating and resolving potential and actual
social and environmental impacts, including those raised by rightsholders
in the communities where we operate or source from.
Once an impact is identified through one of these mechanisms, we
review the root cause, contributing factors and whether we have
caused, contributed to or are linked to the impact. Remediation actions
are implemented and verified, and processes put in place to prevent
recurrence. We work with business partners and other stakeholders as
needed and engage with rightsholders to better understand the impact
and ensure remediation actions meet the needs of the affected individual
or community.
Where remedy is required that involves business partners, they are
required to develop a Corrective Action Plan (CAP) to address the issues
identified. Issues identified during RPP audits are independently verified
by a third-party within 90 days to verify whether remediation measures
have been effective. Some incidents may require capital investment or
significant changes in working practices, which take longer than 90 days
to deliver. Where this is the case, suppliers are expected to implement
interim actions to reduce the risk until a permanent solution is in place.
Our RPP Implementation Guidance provides resources to support business
partners in remedying issues.
Examples of remediation actions in our value chain in 2025 include:
Supporting a business partner in North America to reimburse
recruitment fees paid by migrant workers employed at their site,
while also strengthening their due diligence processes and service
level agreements with labour agencies.
Engaging with business partners in Turkey to develop and implement
a repayment plan to reimburse workers who covered the costs of their
own health checks during recruitment processes.
This excludes issues that were still under investigation as at 31 December
2025 or where corrective actions were still to be agreed.
Tracking and monitoring effectiveness of actions
We monitor the effectiveness of our policies in embedding respect for
human rights within our own operations and across our value chain
through a number of programmes and committees, including the Global
Code and Policy Committee (own operations) and the Procurement
Business Integrity Committee (supply chain). We also have processes
that alert us to potential and actual human rights impacts in our own
operations, value chain and in communities in which we operate, via
public reports and media coverage.
Business partners are expected to confirm they can meet the requirements
of the RPP. Unilever verifies alignment through self-declarations at
registration, annual re-registration to our systems, routine due diligence,
and risk-based audits of business partner factories, which are carried out
by an independent third-party. During these audits, cases of non-respect
of the UNGPs are identified in line with our RPP Fundamental Principles.
We periodically publish the findings of business partner audit reports, with
the last report published in 2023.
We publish regular updates on our actions to manage potential and actual
human rights impacts through our website at unilever.com. We are also
a member of the AIM-Progress Impact Measurement Working Group and
have embedded common impact KPIs from the framework developed by
this group into our salient issue action plans.
With respect to affected communities, reported grievances are recorded
in our People and Nature Grievance Tracker and we publish details on our
website. This helps us to track grievances and the effectiveness of our
responses to them.
With respect to consumers and end-users, we consider health as the
salient human rights issue most relevant to our consumers, which is
managed through our product safety and risk assessment processes.
See page 264 for details on these approaches.
254
Unilever Annual Report and Accounts 2025
Sustainability Statement
SOCIAL DISCLOSURES
METRICS AND TARGETS
Targets
Unilever is committed to respecting human rights across our operations, value chain and communities in which we operate. However, due to the nature
of human rights, we do not define formal targets. Mechanisms to monitor the effectiveness of our policies and actions are described in the section
’Tracking and monitoring effectiveness of actions’ above.
Severe human rights incidents in the value chain and affected communities
Value chain: Severe human rights incidents include instances of lawsuits, formal complaints through the undertaking or third-party complaint
mechanisms, serious allegations in public reports or the media in respect of forced labour, human trafficking or child labour, where these are
connected to the undertaking’s value chain, and the fact of the incidents is not disputed by Unilever.
Affected communities: Severe human rights incidents include instances of lawsuits, formal complaints through the undertaking or third-party
complaint mechanisms, serious allegations in public reports or the media in respect of land rights issues, where these are connected to the
undertaking’s affected communities, and the fact of the incidents is not disputed by Unilever.
Given the nature of severe human rights incidents, any identified incident is also considered to be a case of non-respect of the UN Guiding Principles on
Business and Human Rights (UNGPs), the ILO Declaration on Fundamental Principles and Rights at Work, or the OECD Guidelines for Multinational Enterprises.
Exclusions: Cases that are under investigation as at 31 December 2025.
Allocation to Ice Cream: Based on a case-by-case assessment.
Workers in value chain
Affected communities
2025(a)
2024(b)(c)
2025
2024(b)(d)
Total number of severe human rights incidents
0
2
0
0
Those incidents that are cases of non-respect of the UNGPs, ILO
Declaration on Fundamental Principles and Rights at Work, or
OECD Guidelines for Multinational Enterprises
0
2
0
0
(a) In 2025, 0 severe human rights incidents were identified related to Ice Cream.
(b) 2024 measured including Ice Cream.
(c) 2024 incidents relate to cases identified through 2023 RPP audit data.
(d) 2024 incidents restated for updates in methodology (see below).
We have adjusted our application of the measurement methodology for severe human rights incidents compared to FY 2024 so that it is now aligned
with our updated understanding of the measurement methodology in line with the ESRS definitions.
Metrics relating to severe human rights incidents in our own operations are included in our Own Workforce disclosures on page 260.
Sustainability Statement
Unilever Annual Report and Accounts 2025
255
SOCIAL DISCLOSURES
Own Workforce
IMPACT, RISK AND OPPORTUNITY MANAGEMENT
Our material Social impacts, risks and opportunities (IROs) resulting from
the double materiality assessment (DMA), and the process by which these
were identified, are detailed on page 249.
Policies
Unilever’s Code of Business Principles (COBP) and Code Policies set out
the global standards of behaviour that we expect all employees to adhere
to. They set out our commitment to fostering a workplace that is inclusive,
free from discrimination and founded on mutual trust. Additionally, they
incorporate explicit non-retaliation policies protecting individuals who
report concerns or alleged breaches of the Code, as outlined in our
Governance disclosures on page 266.
The Code Policies also detail how we manage our material IROs. In
particular, the Respect, Dignity and Fair Treatment, and Occupational
Health and Safety Code policies set out how we respect our employees
and their responsibilities towards each other. See page 251 for further
information in the Human Rights policies section.
Non-employees are expected to adhere to our Responsible Partner
Policy (RPP).
Engaging with own workforce and workforce
representatives
Engaging with our own workforce
We recognise that our people have first-hand knowledge of our business,
as well as direct contact with our stakeholders. As a result, our people are
well positioned to give valuable insights and feedback on all elements of
our business, including identifying impacts on the workforce, and business
risks and opportunities.
As set out in the Board’s Workforce Engagement Policy, we aim to make
engagement with our people strategic and meaningful. Workforce
engagement activities are designed to:
Be planned in advance to align with the agenda for Board meetings;
Cover our entire workforce demographic, including geography,
Business Group, function, length of service, diversity and work level;
Provide opportunities for employees to engage directly with senior
leaders, including Non-Executive Directors;
Use a variety of methods such as face-to-face sessions, employee
representatives, surveys and town hall meetings;
Focus on Unilever’s strategic priorities and associated policies; and
Offer our people the opportunity to raise matters that are relevant to them.
The Board and the ULE actively participate in workforce engagement
sessions, listening to employees and discussing focus topics. In 2025,
Non-Executive Directors participated in four dedicated events covering
a range of topics, including our winning behaviours and cultural
transformation, safety in factories, reward and executive pay, and driving
Desire at Scale in the Beauty & Wellbeing business. In addition, around
50 employee events were led by the CEO, ULE and business unit, regional
or functional leaders. These included regular interactive global town hall
sessions. In these, our senior leaders introduced our new CEO, outlined our
growth strategy and market performance, shared progress on embedding
our new operating model, and answered questions on issues of concern to
our workforce, such as the demerger of our Ice Cream business.
Leaders also make regular in-person visits to our sites around the world to
meet with our people and seek their feedback. At a market level, we hold
regular, local leader-led virtual town hall meetings to engage employees
on relevant topics and issues.
Our annual UniVoice survey is a key tool to understand employee
sentiment. It covers a broad range of topics including engagement,
leadership, line management, business integrity, growth mindset, purpose
and inspiration, wellbeing, career development and learning, operational
effectiveness, and diversity and inclusion. Over 73,000 employees
responded to our UniVoice survey in 2025 (approx. 37,000 from our offices
and 36,000 from our factories). We publish highlights of the survey in our
Annual Report, and leaders within the business are responsible for follow-
up actions. We also undertake a more frequent interim ‘UniPulse’ survey,
allowing more focused enquiry around key themes, such as Unilever’s
winning behaviours.
Engaging with workers’ representatives
In 2025, we demonstrated our ongoing commitment to fair and
transparent industrial relations by actively engaging with employee
representatives globally. This includes both formal and informal
consultations with unions and works councils, alongside ongoing
communication between factory leadership teams and union
representatives, which support our business objectives and our values.
Our discussions with the Unilever European Works Council and other
employee bodies in 2025 focused on strategic and workforce priorities.
Our biannual global union meetings remain essential for fostering mutual
understanding, addressing critical issues and staying aligned with global
union movements.
The 2025 global union engagement agenda included a comprehensive
update on Unilever’s business and strategic outlook. Rights-based
discussions were central to the agenda, covering topics such as freedom
of association and collective bargaining, precarious employment and
job security, restructuring and reorganisation impacts, and occupational
health and safety in line with ILO Convention 155. In addition, the demerger
of our Ice Cream business has presented as an ongoing challenge.
Effectiveness of engagement
We provide regular updates on workforce engagement activities at
Board meetings to ensure employee feedback informs decision-making
where appropriate. This includes completion rates and outcomes of key
engagement surveys, and informal feedback from employees on the
effectiveness of engagement sessions. A summary of our workforce
engagement for 2025 is set out in our Governance Report on page 58.
Processes to remediate impacts and channels to
raise concerns
Unilever’s Speak Up processes and remediation mechanisms are detailed
in our Governance section on page 266. This includes the channels for
our own workforce to raise concerns, the investigation and resolution
processes in place, as well as non-retaliation policies. In addition to the
Speak Up channels, we have established formal processes globally to
handle HR grievances relating to a variety of workplace concerns. All
material issues are channelled through the Speak Up process and tracked
to closure. Any HR grievances that are not escalated through the Speak Up
channels, i.e. not a breach of the COBP and Code Policies, are not
considered in scope for this disclosure.
Managing impacts and risks related to own workforce
Talent
We are an FMCG employer of choice for graduates and early career
talent, with a 142:1 applicant to job ratio in 2025 (industry average 38:1)
and LinkedIn organic engagement of 12% (industry average 7.4%). Unilever
employees are proud to say that they work for Unilever (88% in 2025) and
would recommend Unilever as an employer (81% in 2025).
This ability to attract, develop and retain a diverse range of skilled people
is critical in the delivery of our strategy, and failure to do so could impact
the continued success and growth of our business. Our 2025 People
Strategy aims to ensure we have the best talent, culture and organisation
and focuses on three strategic pillars (summarised below), aligned to our
business strategy.
Winning culture
Unilever’s business strategy is underpinned by a performance-led,
feedback-rich and inclusive culture, exemplified by our four winning
behaviours: care deeply, focus on what counts, stay three steps ahead
and deliver with excellence.
In 2025, we accelerated cultural momentum through the
commencement of our ‘Dare to Lead’ programme. Between 2025
and 2027, this programme will engage our top 4,000 leaders in a
transformative journey to cultivate bold and courageous leadership.
Immersive culture workshops, across both our office and manufacturing
employee populations, have also helped embed our culture and winning
behaviours. We track progress through our UniVoice survey, which now
includes a ‘Culture Index‘ focused on performance, engagement
and purpose.
We have enhanced our performance management process by simplifying
and better differentiating both performance and reward, with improved
higher levels of reward to recognise outperformance. We are training and
equipping managers with tools for honest and courageous conversations
to improve management of underperformance, supported by our revised
global policy on managing underperformance, launched in 2025.
256
Unilever Annual Report and Accounts 2025
Sustainability Statement
SOCIAL DISCLOSURES
Uncompromising on talent
In response to evolving consumer behaviour, technological disruption
and the changing skills landscape, we have enhanced our approach to
talent management. This refreshed approach ensures a strong talent
pipeline, following our 2024–2025 global reorganisation, by identifying
and accelerating key talent and strengthening succession plans at senior
leadership levels.
In 2025, we introduced a data-driven process to better align talent with
value, pinpointing our highest-impact roles and the people best positioned
to grow into them. We designed tailored development plans to fast-track
their readiness for these critical positions. This talent acceleration engine
will become a sustainable, cyclical programme embedded into our talent
management practices, ensuring a strong and resilient leadership pipeline.
Our succession planning rigour has increased, with dedicated talent
forums across business groups and functions, focusing on holistic
development for our talent’s current and future roles. We have also
invested in building an in-house, end-to-end external recruitment
capability, which aims to enable proactive and data-driven talent
planning and hiring, and improve recruitment timelines.
We are building future-fit capabilities by upskilling our workforce in key
areas. In 2025, training included:
Artificial Intelligence (AI): We provided comprehensive training across
business groups, geographies and functions. The programme covered
general topics such as prompt engineering and responsible AI use.
It also included practical applications such as AI-powered menu
suggestions, using Copilot for financial reporting and AI-driven solutions
for Customer Operations.
Social-First: We provided global training to our marketers on applying
the principle across insight generation, growth strategy, innovation and
design, and building brands in culture.
Next Wave Organisation
As we finalise the implementation of our new operating model and the
demerger of our Ice Cream business, we are focusing on the next wave
of operational improvements to drive organisational effectiveness.
We have invested in streamlined processes and workforce planning tools,
providing HR teams and line managers with enhanced organisational and
people insights for improved decision-making. This has been enabled by
further automation and the selective use of AI, including consolidating
our global learning platforms across talent and learning.
Bullying and harassment, discrimination, forced labour
and working hours
Unilever’s Respect, Dignity and Fair Treatment Code policy sets out our
commitments in relation to bullying and harassment, discrimination,
forced labour and working hours. Any allegations of breaches regarding
these commitments would be treated as a Code breach.
We conduct annual mandatory Code training for all employees, which
regularly includes training on how to recognise bullying and harassment,
and discrimination. We have further mandatory training (such as sexual
harassment training) in a number of countries in which we operate, in
response to regulatory requirements.
Training is also made available to employees on subjects such as how
to recognise forced labour, our working hours policy and inclusion.
This is delivered through various mechanisms, including cross-function
‘learning hours’ and our Workday global learning platform.
Fair wages and income
Unilever is committed to a fair wage for all employees as codified in our
Respect, Dignity and Fair Treatment Code policy. This is supported by
our Framework for Fair Compensation 2022 which outlines the company’s
position on wages for direct employees. It also includes principles such
as fair and liveable compensation, market-based compensation and
non-discrimination in compensation. Accountability for implementation
of the framework sits with the Chief People Officer; the framework is
publicly available and applied locally through compensation policies
and procedures.
As part of our Framework’s living wage element, we are committed to
paying a living wage to all our direct employees, which we achieved in
2020. In 2021, we received our first global independent accreditation as
a living wage employer. To maintain this standard, Unilever annually
reviews direct employees’ pay and benefits against an independent
living wage benchmark, with corrective action being taken as necessary.
’Direct employees’ are all those integrated into Unilever’s global reward
structure and human resources information system.
Health
Unilever is committed to providing healthy and safe working conditions
for all its employees. Health and safety is a key part of our Code and
integral to our way of working. It is deeply embedded in our culture,
governance and operating structures, with accountability at all levels.
In our own operations, we aim for Zero Harm, which underpins
everything we do as a business.
Safety standards and communications
Unilever is committed to continuously improving health and safety
performance, with strong safety leadership being key. In 2025, our
Together for Safety programme continued, inviting our CEO and top
leaders to visit our manufacturing sites with a specific focus on safety.
These visits demonstrate our leadership’s commitment to safety and
encourage people to speak up about unsafe behaviour.
Our safety culture is embedded through activities like our annual Safety
Day, our routine Safety Moments, Safety Campaigns and our annual Global
Safety Awards, which celebrate the outstanding work of our teams across
the world. The 2025 Safety Day campaign was themed around staying three
steps ahead when it comes to our safety by identifying risks and the layers
of protection needed to keep safe. The campaign was activated in factories,
warehouses and office locations, and on our internal social media platform.
Employees identified high-risk tasks and shared the layers of protection
they put in place to stay three steps ahead on their safety.
Compliance with all applicable legislation and regulations is a mandatory
minimum, with our safety standards aligning with obligations set out in the
international standard for occupational health and safety management,
ISO 45001. Safety in our manufacturing sites is critical for us and therefore
our safety guidance is built into our Unilever Manufacturing System.
Manufacturing sites develop individual plans that drive improvements
based on their particular risk profile, such as hazardous substances, and
electrical or mechanical risks. Learnings from key incidents and near-
misses are shared via training.
Freedom of association and collective bargaining
As set out in our Approach to Human Rights section on page 251, Unilever’s
Code Policies reflect our commitments with regard to freedom of
association and collective bargaining. In practice, we work extensively
with trade unions, through joint working groups and formal consultations,
on a multitude of different topics that impact our employees. Any
allegation of a breach of our commitment in this area would be dealt
with as a Code breach.
METRICS AND TARGETS
For metrics relating to our own workforce, employee data captured in
the global HR system is extracted as at 31 December 2025. Additional data
points (headcount data for approximately 6% of employees plus manual
data points) have been collected as at 31 October 2025; any significant
changes to 31 December 2025 are reviewed.
Unless explicitly stated in the basis of preparation, metrics reported as
at the year end exclude results pertaining to employees of The Magnum
Ice Cream Company.
Targets
No formal targets have been defined for our own workforce with
respect to the material impacts, risks and opportunities identified in
our sustainability statement.
Unilever tracks progress against our actions through a series of internal
measures, including the use of oversight committees such as the
Corporate Responsibility Committee, Audit Committee, the ULE, and the
Global Code and Policy Committee, which has visibility of Code breaches.
Progress is also assessed through our UniVoice scores in areas such as
engagement, leadership, business integrity, purpose, wellbeing, career
development and learning, operational effectiveness, and diversity and
inclusion. Where relevant, progress against our actions has been included
in the sections above.
Sustainability Statement
Unilever Annual Report and Accounts 2025
257
SOCIAL DISCLOSURES
Characteristics of the undertaking’s employees
Employee headcount by geography, gender and type
All Unilever employees are categorised into the following types, applying the following definitions in the absence of national law or practice:
Permanent employee: A full-time or part-time employee who works for and is paid directly by Unilever without a set end date of employment.
Temporary employee: An employee who works for and is paid directly by Unilever for a defined period, i.e. is on the payroll. This includes
temporary and fixed-term workers, interns, apprentices, and seasonal or casual employees.
Non-guaranteed hours employee: Those employed without a guarantee of a minimum or fixed number of working hours. Examples may include
employees with zero-hour contracts and on-call employees.
The total number of Unilever employees is classified using the year-end headcount by:
Employee type: recorded as of the hire date or when there is a change in type.
Gender: based on official identification or self-assignment. ‘Not reported’ includes those categorised as ’Other’, ‘Unspecified’ or ‘Prefer not to say’.
The total headcount per country is compared to the total headcount of Unilever employees to identify any countries of significant employment
(>50 employees that represent more than 10% of headcount).
Movements in headcount
2025
1 January
120,040
Hires and leavers
(4,682)
Ice Cream
(19,266)
31 December
96,092
The tables below show the breakdown of Unilever’s employees by geography, gender and type as at 31 December.
Employee headcount by geography
2025
2024
Asia Pacific Africa
49,891
58,026
The Americas
29,315
37,304
Europe
16,886
24,710
Total Headcount(a)
96,092
120,040
(a) Please refer to note 4 of the Financial Statements on page 140 for equivalent headcount data.
2025
2024
Employee headcount by gender and type
Female
Male
Not reported
Total
Female
Male
Not reported
Total
Permanent
34,663
59,037
31
93,731
42,513
73,418
33
115,964
Temporary
1,097
1,258
4
2,359
1,675
2,063
164
3,902
Non-guaranteed hours
2
0
0
2
125
49
174
Total Headcount
35,762
60,295
35
96,092
44,313
75,530
197
120,040
The only country of significant employment (>10%) is India, which has a total of 19,741 employees (2024: 20,363). At 31 December 2025, there were a further
1,060 employees reported as part of the demerger of the Ice Cream business and the net movement of joiners and leavers over the reporting period was (323).
Total employee turnover
Employee start and exit dates are based on employment dates. Temporary employees (those working for a defined period) are excluded as they have
come to the end of their contract rather than leaving voluntarily or due to dismissal, retirement or death in service.
Average headcount is calculated as the sum of weighted monthly headcount from December of the previous reporting period to December of the
current reporting period, with the following weighting:
January to November 2025: Weighting of 1
December 2024 and December 2025: Weighting of 0.5
Employee turnover rate is calculated as a percentage of Unilever employees who have left in the reporting period over the average headcount.
Employee turnover
2025
2024
Total turnover of employees in year (headcount)
16,527
17,334
Rate of employee turnover (%)
17.2%
14.5%
The increase in employee turnover, seen between 2024 and 2025, is primarily due to the impact of Unilever’s productivity programme.
Collective bargaining coverage and social dialogue
Unilever does not have any EEA countries that meet the criteria of significant employment. Therefore we do not report (i) collective bargaining by
region within the EEA, or (ii) in relation to social dialogue, the percentage of employees covered at the establishment level by workers representatives
by country.
Employees covered by collective bargaining agreements
2025
2024
Total percentage of employees covered by collective bargaining agreements
53.3%
54.6%
258
Unilever Annual Report and Accounts 2025
Sustainability Statement
SOCIAL DISCLOSURES
Percentage of Unilever employees covered by collective bargaining agreements by region
Number of non-EEA countries
Collective bargaining coverage rate
2025
2024
Non-EEA Countries
0-19%
38
39
Azerbaijan, Cambodia, Canada, China, Costa Rica, Dominican Republic,
Ecuador, Egypt, El Salvador, Ethiopia, Guatemala, Honduras, Hong Kong,
Jordan, Kazakhstan, Korea, Republic of, Laos, Lebanon, Malaysia, Myanmar,
New Zealand, Nicaragua, Panama, Paraguay, Peru, Puerto Rico, Qatar, Saudi
Arabia, Serbia, Singapore, Taiwan, Trinidad and Tobago, Uganda, Ukraine,
United Arab Emirates, United States of America, Uruguay, Zimbabwe
20-39%
8
7
Australia, Chile, Colombia, Ghana, Mexico, Philippines, Turkey, United Kingdom
40-59%
5
12
Algeria, India, Pakistan, South Africa, Switzerland
60-79%
9
7
Bangladesh, Bolivia, Israel, Kenya, Morocco, Nepal, Nigeria, Sri Lanka, Tunisia
80-100%
7
5
Argentina, Brazil, Côte d’Ivoire, Indonesia, Japan, Thailand, Vietnam
Unilever confirms that it has agreements in place with its employees for representation by a European Works Council (EWC).
Diversity metrics
Top management level: Unilever Leadership Executive (ULE) and employees in senior management roles one level below ULE.
Age: age is determined by the employee’s date of birth, based on official identification.
Movement in top management headcount
2025
1 January
109
Hires and leavers
(4)
Ice Cream
(13)
31 December
92
The tables below show the gender distribution in terms of number and percentage at the top management level and the diversity of employees by
age group.
2025
2024
Gender distribution of top management
Female
Male
Not reported
Total
Female
Male
Not reported
Total
Top Management Level Headcount(a)
27
65
92
35
74
109
Percentage
29%
71%
—%
100%
32%
68%
—%
100%
(a) Unilever Leadership Executive (Female: 4, Male: 8) and Senior Management (Female: 23, Male: 57). Refer to Employee Diversity table on page 48.
2025
2024
Diversity of employees by age group(a)
Headcount
Percentage
Headcount
Percentage
<30
17,047
18%
21,635
18%
30–50
63,265
66%
78,113
65%
>50
15,771
16%
19,970
17%
Unknown(b)
9
—%
322
—%
Total Headcount
96,092
100%
120,040
100%
(a) Refer to roll forward of total Unilever employees from 31 December 2024 to 31 December 2025.
(b) Anyone for whom we do not have an age or date of birth, e.g. short-term employees.
Adequate wages
Adequate wage is defined as a wage that provides for the satisfaction of the needs of the employee and their family in light of national economic
and social conditions. This is either the applicable legal living or legal minimum wage, the minimum wage set by applicable collective bargaining
agreements, or where neither exists, either an appropriate alternative adequate wage benchmark (as set out in AR73) or the voluntary living wage.
For all countries, where not specified, ‘wage’ refers to the gross wage, excluding variable components such as overtime and incentive pay, and
excluding allowances unless they are guaranteed.
For non-EEA countries, we have not considered any official norms in determining the adequate wage level due to the lack of guidance in the ESRS
around the correct interpretation of this term. For EEA countries, we have applied the ESRS definitions.
As at 31 December 2025, 100% of Unilever employees were paid an adequate wage.
Social protection
If one or more Unilever employees in a country are not covered by social protection against loss of income for one or more of the specified major life events,
we disclose the countries to which this applies, the types of Unilever employees not covered, and the major life events not covered. Major life events include
sickness, unemployment, employment injury and acquired disability, parental leave and retirement (either by company or public programmes).
As at 31 December 2025, 100% of Unilever employees are covered by social protection against loss of income due to one or more major life events,
through public programmes or through benefits offered by Unilever. However, due to different legal systems and employment laws, the employee
groups covered by social protection for the different major life events vary across the nearly 100 countries in which Unilever has employees.
The table on the following page sets out the countries in which employees do not have social protection, by event type, and the type of employees
who do not have such protection.
Sustainability Statement
Unilever Annual Report and Accounts 2025
259
SOCIAL DISCLOSURES
Countries and event type of employees not covered by social protection
Country
2025
2024
Unemployment
Bahrain
n/a
All employees
Egypt
n/a
Temporary/fixed-term employees
India
Office-based employees and any manufacturing employees not
meeting the requirements for protection under the Industrial
Disputes Act or a voluntary retirement scheme and employees of
Zywie Ventures Private Ltd and Zenherb Labs Private Limited
Office-based employees and any manufacturing employees
not meeting the requirements for protection under the
Industrial Disputes Act or a voluntary retirement scheme
Kuwait
n/a
All employees
Oman
n/a
All employees
Qatar
n/a
All employees
Singapore
Temporary/fixed-term employees and employees of Paula's
Choice
Temporary/fixed-term employees and employees of Paula's
Choice
Tunisia
n/a
Temporary/fixed-term employees
Parental leave
United States of
America
Unionised workforce at Hammon Sourcing Unit
Employees of Dermalogica USA who have not worked at least
30 hours per week in the year preceding leave, and non-
birthing parents working less than 20 hours a week and not
eligible for parental leave under federal, state or local law
Health and safety metrics
Work-related injury is defined as any personal injury or disease resulting from a single instantaneous exposure due to an unexpected or unplanned
occurrence, which is found to have occurred in a work environment and to be work-related (either caused or contributed). Based on Unilever’s
definitions, an incident resulting in injury is often referred to as an ’accident’. Unilever does not refer to incidents resulting in ill health as an ’accident’.
Work-related ill health is defined as a disease, abnormal condition or disorder contracted as a result of an exposure over a period of time to risk factors
arising from the work environment and work exposures. Work-related illnesses require exposure over time and cannot be the result of a single exposure.
Fatality is defined as death as a result of work-related injury or work-related ill health, suffered by Unilever’s own workforce while they are on duty, both
on-site and off-site on Unilever business or other workers (also referred to as value chain workers), while working on Unilever sites.
Total recordable frequency rate (TRFR) is the rate of recordable work-related accidents per 1 million hours worked.
Days lost is defined as the number of days lost to employee absence related to injuries, fatalities and work-related ill health across all Unilever sites,
counted on a calendar-day basis, i.e. weekends and public holidays are counted as lost days, and where the first full day and last day of absence are
included. Days lost are capped to 180 days based on external guidance. Where employee absence extends beyond 31 December, total days lost is
estimated by a qualified clinician and recorded in full.
Allocation to Ice Cream
Work related injuries: incidents relating to dedicated manufacturing, logistics and non-manufacturing sites. For shared non-manufacturing sites, 10% of
incidents are allocated based on the estimated percentage of Ice Cream office employees divided by total office employees.
Work related ill-health: incidents relating to employees contracted by ‘The Magnum Ice Cream Company’ as of 6 December.
Fatalities: allocated based on a case-by-case assessment.
Health and safety metrics
2025
2024(a)
Employees covered by Unilever’s health and safety management system
100%
100%
Fatalities (number of fatalities)
Work-related accidents (number of work-related accidents)
92
165
Employees
84
152
Non-employees
8
13
Total Recordable Frequency Rate (TRFR)
0.41
0.55
Employees
0.43
0.58
Non-employees
0.29
0.35
Work-related ill health (number of work-related ill health incidents)
2
n/a
Days lost(b)(c)
1,936
2,946
Ice Cream health and safety metrics
Fatalities (number of fatalities)
1
Work-related accidents (number of work-related accidents)
41
Total Recordable Frequency Rate (TRFR)
0.86
Work-related ill health (number of work-related ill health incidents)
Days lost(d)
799
(a) 2024 measured including Ice Cream.
(b) Days lost in 2025 include 3 incidents capped at 180 days. As of February 2026, for 2 incidents where employees were absent at 31 December 2025, actual days lost for one
employee that returned have been included and an additional estimated 95 days included to accommodate anticipated days lost in 2026 for the other employee.
(c) Days lost in 2024 included 7 incidents where employees were absent at 31 December 2024; a total of 448 days were included pertaining to these incidents of which
214 were estimated. Total actual days lost for the employees were 643 days (including 2 incidents capped at 180 days) based on data provided in 2025.
(d) Days lost in 2025 relating to Ice Cream include 1 incident capped at 180 days. There was also 1 incident where an employee was absent at 31 December 2025; as the
employee returned in February 2026, actual days lost have been included.
In 2025, a contractor (other worker) sadly passed away in one of our Ice Cream factories due to workplace violence. We performed a full investigation
and applied the lessons learned to sites worldwide to reduce the risk of a similar reoccurrence.
260
Unilever Annual Report and Accounts 2025
Sustainability Statement
SOCIAL DISCLOSURES
Remuneration metrics
Gender pay gap
Gross hourly pay per employee is calculated, where applicable, as the sum of gross annual salary and gross annual benefits divided by annual hours
(52* weekly hours). Male and female mean gross hourly pay is calculated as the total gross hourly pay for all male or female Unilever employees
divided by the total number of male or female Unilever employees.
Total remuneration ratio
Unilever considers the ESRS definition of pay to be equivalent to total annual remuneration. The median employee total annual remuneration for all
Unilever employees (excluding the highest-paid individual) is identified as the employee with total annual remuneration in the middle of the full list of
employees by total annual remuneration.
Non-equity incentive plan compensation and non-qualified deferred compensation earnings are not applicable to Unilever.
2025
2024
Unilever gender pay gap (%)
(52)%
(49)%
Total remuneration ratio
286.6:1
225.7:1
In 2025, the mean pay level for female employees was 52% higher than that of male employees, primarily driven by the composition of our workforce.
A substantial proportion of male employees are employed in manufacturing roles, which are typically at the lower end of our internal pay structure and
often located in countries with lower prevailing wage levels. In contrast, a higher proportion of female employees hold professional and managerial
positions at higher pay grades. These structural differences in role allocation and geographic distribution led to a higher average remuneration for
females. The demerger of our Ice Cream business also resulted in the average male salary declining more sharply than the average female salary due
to the demographic profile of leavers, thereby causing an increase in the gender pay gap.
As at 31 December 2025, the highest-paid individual was paid more than 286 times the median of all employees. In addition to the reasons set out above,
this ratio is driven by several other factors:
As a global organisation, pay levels differ significantly by region. In 2025, the highest-paid individual received a euro-denominated package, while
many employees are located in countries with materially lower absolute salary levels. These differences reflect local market conditions and do not
necessarily indicate lower purchasing power when considered in the context of local cost of living.
The highest-paid individual’s remuneration package included vested shares, which substantially increased the total value of the package and
contributed to the rise in the pay ratio. In 2024, the highest-paid individual did not receive any vested share awards in their remuneration package.
Incidents, complaints and severe human rights impacts and incidents
Complaints
Complaints are defined as matters relating to working conditions, equal treatment and opportunities for all, or other work-related rights that
are reported, investigated and closed potential breaches to the Code of Business Principles, breaches to the Responsible Partner Policy, or complaints
about a Unilever company raised to the National Contact Points (NCP) for OECD Multinational Enterprises. NCP complaints are reviewed to identify
whether they pertain to work-related human rights. Substantiation is determined through review by the relevant Unilever Business Integrity Officer
and/or Responsible Business Manager and the management of the Third-Party Service Provider, where applicable. The total number of complaints
closed includes all cases closed in the year pertaining to the current year or prior years.
Exclusions: Substantiated incidents of discrimination, including harassment.
Incidents of discrimination, including harassment
An incident is a legal action or complaint registered with Unilever or competent authorities through a formal process, or an instance of non-
compliance identified by Unilever through established procedures. Established procedures to identify instances of non-compliance can include audits,
formal monitoring programmes or grievance mechanisms.
Incidents of discrimination, including harassment, are defined by Unilever as matters that are either substantiated (i.e. sufficient evidence to determine
an incident has occurred) Discrimination and Harassment Code of Business Principles Cases; or substantiated Discrimination and Harassment
Responsible Partner Cases as pertaining to non-employees.
Severe human rights incidents
Severe human rights incidents in connection with Unilever employees and non-employees, or value chain workers, are considered to be negative impacts
with respect to forced labour, which may include human trafficking and modern slavery, or child labour, and the facts are not disputed by Unilever.
Given the nature of severe human rights incidents, any identified incident is also considered to be a case of non-respect of the UN Guiding Principles on
Business and Human Rights (UNGPs), ILO Declaration on Fundamental Principles and Rights at Work, or OECD Guidelines for Multinational Enterprises.
Exclusions: Cases that are under investigation as at 31 December 2025.
Allocation to Ice Cream: Based on case-by-case assessment.
Incidents, complaints and severe human rights metrics
2025
2024(a)
Total number of complaints closed
245
652
Number of substantiated complaints
78
193
Number of unsubstantiated complaints
167
459
Total number of complaints raised in the current reporting period
263
619
Number of complaints closed raised in the current reporting period
170
417
Incidents of discrimination, including harassment
40
74
Number of incidents of discrimination, including harassment, under investigation
17
16
Total number of severe human rights incidents connected to our own workforce
Ice Cream incidents, complaints and severe human rights metrics
Total number of complaints closed
55
Incidents of discrimination, including harassment
10
Total number of severe human rights incidents connected to our own workforce
(a) 2024 measured including Ice Cream.
We have adjusted our application of the measurement methodology for severe human rights incidents compared to FY 2024 so that it is now aligned
with our updated understanding of the measurement methodology in line with the ESRS definitions. There have been no fines, penalties or compensation
for damages recorded as a result of the incidents, complaints and severe human rights impacts disclosed.
Sustainability Statement
Unilever Annual Report and Accounts 2025
261
SOCIAL DISCLOSURES
Workers in the Value Chain
IMPACT, RISK AND OPPORTUNITY MANAGEMENT
Our material Social impacts, risks and opportunities resulting from the
double materiality assessment (DMA), and the process by which these
were identified, are detailed on page 249.
Policies
The requirements for our business partners are set out in Unilever’s
Responsible Partner Policy (RPP). The scope of the RPP is explained in
the Environmental policies on page 221, and how the policy addresses
our approach to human rights is set out on page 251.
Engaging with value chain workers, processes to
remediate impacts and channels to raise concerns
Our processes for engaging with value chain workers to remediate
impacts, and channels to raise concerns relating to value chain workers,
are detailed in our Approach to Human Rights section on page 251.
Delivering positive impacts across our value chain
To address barriers to decent livelihoods, we are collaborating with
partners to promote systemic change. Our actions, which are delivering
positive impacts to our value chain, include:
Equipping suppliers with the tools, knowledge and resources to start
measuring their living wage gaps, all of which are made available on
our website at unilever.com. These resources include free access to
living wage data through WageIndicator, a Living Wage Playbook and
dedicated clinics through IDH aimed at supporting specific supplier needs.
Helping smallholder farmers to improve their productivity and farming
practices by enrolling them in certification schemes and providing
access to income growth and regenerative agriculture programmes.
For example, in India, we are helping coffee farmers improve resilience
by training them in regenerative practices like natural fertilisers and
water conservation. In Indonesia, we are supporting smallholder farmers
with high-yield dwarf coconut trees, which is making coconut sugar
production faster and safer, alongside training families to optimise the
sugar-making process. We also help small tea growers in India meet
sustainability standards through the Trustea certification programme,
providing access to digital tools that promote good agricultural practices.
Supporting small to medium-sized enterprises (SMEs) in our retail value
chain to access our digital commerce platforms, which enables them
to buy directly from us and benefit from product promotions. We are
also continuing to support our last-mile distribution programmes,
which help us to reach consumers in remote areas. Our Shakti
programme supports over 200,000 women micro-entrepreneurs
in rural Asia and Africa and provides them with access to
business training. 
Policy advocacy
In addition to our actions, we advocate for living wages to become
widespread, alongside partners like UN Global Compact, International
Labour Organization, IDH and World Benchmarking Alliance. Together,
in  2025, we successfully campaigned for living wage to be highlighted in
the Doha Political Declaration as a key focus area for government policy
aiming to advance social development. We also launched impact studies
and engaged businesses and policymakers on living wage in several
countries including the Philippines, Pakistan and Brazil.
METRICS AND TARGETS
Targets
Our ambition is to help the people who grow, make and sell our products
have a decent livelihood, including by earning a living wage – so they can
afford the essentials of daily life and have work that is secure, dignified
and fair.
As part of Unilever’s 15 sustainability goals, we have set three short-term
targets with the aim of delivering long-term impact to the livelihoods of
workers in our value chain:
We are working with smallholder farmers to improve their livelihoods
and agricultural practices. Our goal is to help 250,000 smallholder
farmers in our supply chain access livelihoods programmes by 2026.
We are also encouraging our suppliers to sign our Living Wage Promise,
kickstarting their journey to pay employees a living wage. Our goal is to
ensure that suppliers representing 50% of our procurement spend sign
the Living Wage Promise by 2026.
We are helping small businesses in our retail value chain grow. Our goal
is to help 2.5 million SMEs in our retail value chain grow their business
by 2026.
We have engaged in a number of forums and initiatives that provide
insight and expertise from the perspective of people in our value chain
to help develop these targets, including extensive engagement with the
International Labour Organization (ILO) and the World Business Council
for Sustainable Development (WBCSD).
Targets relating to sustainable sourcing and regenerative agriculture
practices in our value chain are detailed in our Biodiversity and Ecosystem
disclosures on page 241.
262
Unilever Annual Report and Accounts 2025
Sustainability Statement
SOCIAL DISCLOSURES
Livelihood targets
Suppliers representing 50% of our procurement spend to sign the Living Wage Promise by 2026
A living wage promise is a commitment made by a supplier to progress towards paying a living wage to workers in their own business operations,
either through signing a Living Wage Special Terms Contract (STC) with Unilever or by signing Unilever’s Living Wage Promise document. Unilever’s
definition of a living wage is included on page 250.
Performance is measured as the percentage of total procurement spend from 1 January to 31 December for suppliers that have signed the Living
Wage Promise divided by the total procurement spend for the reporting year.
Allocation to Ice Cream: Procurement spend relating to raw and packaging materials purchased by Unilever are estimated based on proportion
of raw and packaging materials used in Ice Cream finished goods, using information such as product recipes and production volumes. Where such
information is unavailable, allocation is based on dedicated manufacturing sites. Procurement spend relating to collaborative manufacturers (CMs)
is allocated based on finished goods supplied by CMs categorised as Ice Cream products. Indirect procurement spend is allocated based on
proportion of costs relating to Ice Cream dedicated departments and functions of total costs.
Help 250,000 smallholder farmers in our supply chain access livelihoods programmes by 2026
Unilever defines a smallholder farmer as a person who rears livestock and/or cultivates crops on one or more plots of land that, individually or
in aggregate, is the larger of: up to and including 10 hectares (only counting farmed land), in line with the United Nations Food and Agriculture
Organization’s definition of a smallholder farmer, or the size defined by an official regional and/or sector body. Supply chain refers to a farmer group
or individual farmer, within a defined geographical area, providing functionally equivalent feedstocks to those that can be demonstrated to be within
Unilever’s supply chain.
Eligible livelihoods programmes must include activities and/or inputs designed to deliver improved livelihoods through positive outcomes on Unilever
accepted certification and/or incomes, be approved by Unilever authority, within a signed contract between 1 January 2024 and 31 December 2025,
and be run directly by Unilever or a third party under a contractual commitment with Unilever.
Performance is measured as the cumulative total number of smallholder farmers in Unilever’s supply chain who have received help from Unilever to
access livelihoods programmes in the reporting period. Access is defined as either:
attending face-to-face training;
receiving intended subsidies, financial services, farm input, labour or technologies; or
being certified by the livelihoods programme.
Allocation to Ice Cream: Programmes funded by or associated to an Ice Cream brand. If a programme does not meet these criteria, allocation is
performed where the supplier, crop and/or Unilever site associated with the programme is identified as relating to Ice Cream.
Help 2.5 million SMEs in our retail value chain grow their business by 2026
Small and medium-sized enterprises (SMEs) in our retail value chain include businesses selling Unilever goods to consumers in one of the following
countries: Bangladesh, Brazil, Ecuador, India, Indonesia, Pakistan, the Philippines, Thailand, Turkey and Vietnam. These businesses have historically
been serviced by a distributor, wholesaler, or cash and carry; or in Mexico, where servicing with Unilever has been enabled by the digital platform.
Performance is measured as the number of SMEs in Unilever’s retail value chain that have used a Unilever digital platform (mobile app or website) to
purchase at least one product in the reporting period from 1 January to 31 December 2025.
Allocation to Ice Cream: SMEs served by Ice Cream distributors. For SMEs served by Ice Cream and non-Ice Cream distributors, no allocation is made
to Ice Cream since it is assumed that these SMEs will be part of Unilever’s continuing operations following the demerger of our Ice Cream business.
Livelihoods targets
Goal
2025
2024(a)
2023(a)
Suppliers representing 50% of our procurement spend to sign the Living Wage Promise
by 2026 (% of procurement spend)
50%
Unilever
43%
32%
Ice Cream
17%
Help 250,000 smallholder farmers in our supply chain access livelihoods programmes
by 2026 (number of smallholder farmers)
0.25m
Unilever
0.17m
0.08m
Ice Cream
0.04m
Help 2.5 million SMEs in our retail value chain grow their business by 2026 (number of
SMEs)(b)
2.5m
Unilever
2.12m
2.58m
1.91m
Ice Cream
0.24m
(a) 2024 and 2023 measured including Ice Cream.
(b) 2023 measured for the three-month period October to December.
We continue to make good progress for suppliers who have signed our Living Wage Promise and are on track to deliver on our 2026 goal of 50% spend.
In  addition, we are on track to meet our 2026 goal of reaching 250,000 smallholder farmers, with almost 210,000 accessing livelihood programmes since
January 2024 (including Ice Cream). However, progress against our SME target in 2025 was lagging and overall there was a decline in active retailers
compared to 2024. This was largely due to key markets migrating from local applications to our global digitised distributive trade (DDT) platform, as
well  as the demerger of our Ice Cream business impacting activity levels. Despite this gap, retailer adoption showed consistent growth, driven by higher
repeat usage and self-ordering. Large markets such as India and Indonesia continued to expand SME participation through digital ordering. Looking
ahead to 2026, the focus will be on accelerating SME onboarding, particularly in home and personal care markets, while deepening engagement
through retailer‑relevant communication, personalised promotions, and other targeted initiatives to strengthen adoption.
Sustainability Statement
Unilever Annual Report and Accounts 2025
263
SOCIAL DISCLOSURES
Consumers and End-Users
Unilever’s success depends on the value and relevance of our brands and
products to consumers worldwide. We monitor trends and gather insights
from consumers, customers and shoppers to develop our brand strategies
and build competitive advantage.
This disclosure includes all Unilever consumers and end-users in our
downstream value chain who are likely to be materially impacted by
our operations. These include:
consumers who rely on the safety and quality of our products, including
those who may be particularly dependent on accurate and accessible
product information, such as those with allergies; and
children, who are increasingly exposed to online promotional content
from a broad range of industries and may be reached by our brand
messaging.
IMPACT, RISK AND OPPORTUNITY MANAGEMENT
Our material Social impacts, risks and opportunities (IROs) resulting from
the double materiality assessment (DMA), and the process by which these
were identified, are detailed on page 249.
Policies
As set out in our General Information section on page 218, Unilever’s Code
of Business Principles (COBP) and Code Policies apply to our material
sustainability matters, including the impacts on our consumers and end-users.
Product safety
The COBP sets out Unilever’s commitment to providing products and
services that are safe for their intended use, as well as accurately and
properly labelled, advertised and communicated. Product safety is also
governed through the following Code Policies:
Responsible Innovation Code Policy: describes our commitment to
conducting responsible, safe and sustainable research and innovation
that fully respects the concerns of our consumers and society. Six
supporting standards include Safety Risk Assessments for ensuring
Consumer, Occupational and Environmental Safety by Design, and
Use of Ingredients and Control of Contaminants.
Product Safety & Product Quality Code Policy: sets out our commitment
to produce safe, high-quality products and services that meet all
applicable standards and regulations.
As described in the Environmental policies section on page 221, our
Responsible Partner Policy (RPP) sets out the requirements for suppliers
in  the value chain. Specifically, within the Business Integrity & Ethics pillar,
this includes requirements to meet agreed specifications and notifying
Unilever of any product quality or safety concerns originating from the
business partner, or its supply chain without delay.
Marketing to children
The Responsible Marketing Code Policy sets out our commitment to
market our products and services truthfully, accurately and transparently.
The Code policy is supported by Unilever’s internal marketing and brand
guidelines, including the Marketing to Children Principles. As a result of
the demerger of our Ice Cream business, these principles were revised
in 2025 for implementation in our Foods business from 1 January 2026.
These principles ensure that Unilever adheres to the strictest standards in
marketing to children and adheres to all relevant local regulations and
pledges. If no regulations exist, Unilever does not intentionally advertise
to children under six, and only markets to those ages six to 13 if products
meet Unilever’s Science-based Nutrition Criteria (USNC). Licensing,
partnerships and use of characters that may appeal to children are
limited  to those products that meet the USNC, and all advertising must
be  responsible, transparent, and avoid promoting unhealthy habits.
Our marketing teams and agencies are responsible for compliance with
these principles. The President of our Foods Business Group is responsible
for the implementation of these principles, which we make publicly
available on our website.
Engaging with consumers and end-users
We engage with our consumers and end-users, including those groups
considered vulnerable, through a range of communication channels on
a continuous basis, reaching over 3 million consumer contacts in 2025
through our various platforms.
We operate consumer care lines around the world for our consumers
to share any comments or concerns, with details provided on packs and
through our websites. We monitor feedback provided by consumers on
Unilever’s brands and products on social media and through product
reviews on digital commerce sites. We also use consumer research from
partners such as Kantar, Nielsen and Ipsos, who we engage through their
regular surveys and panels. This engagement takes place under the
ultimate oversight of our Chief Growth and Marketing Officer. We use
these insights to support our aim of providing superior products and
delivering great consumer experiences.
In addition, we use a range of mechanisms to monitor and consider
evolving societal preferences, including media and social media
reviews and NGO engagement. This is overseen by our Chief Corporate
Affairs and Communications Officer.
Our approach to identifying and assessing the potential impacts on
consumers with allergies is through product safety assessments and
product labelling, rather than direct engagement. Similarly, potential
impacts in relation to marketing to children are assessed through
reviewing their media consumption behaviour.
Processes to remediate impacts and channels
to raise concerns
The communication channels referenced above, including our consumer
care lines and websites, offer consumers multiple mechanisms through
which to raise any concerns. Trained consumer communication agents
respond to questions where appropriate, and their use and effectiveness
are tracked by monitoring performance against set indicators and through
consumer feedback surveys.
Product safety
Concerns raised to Unilever in relation to product safety are shared with
relevant internal experts for further investigation. By closely monitoring
consumer feedback data, we can detect emerging issues and respond
quickly. In the event of a marketplace incident relating to consumer safety
or product quality, an incident management team is activated to ensure
timely and effective action.
We are committed to continually improving our quality performance;
however, sometimes we fall short of our product safety and quality
standards. A product might, for example, have a quality defect. Or
there may be a contamination of the raw materials, or a mislabelling of
ingredients. If this happens, protecting consumers’ safety is our number
one priority. When necessary, we will issue a public recall of the affected
products from the marketplace, even if only small quantities of products
are involved.
In the case of a public recall, we use multiple channels to ensure
consumers have the required information regarding the product affected
(e.g. national press advertising, store communications for retailers, email
for direct-to-consumer sales, and relevant websites) and that they can get
answers to any questions or concerns via our care lines.
Marketing to Children
Our marketing teams are responsible for ensuring compliance with our
Marketing to Children Principles. Where non-compliance is identified,
our teams work to make the necessary changes, such as changes to
artwork, to ensure adherence to the principles.
Code of Business Principles
Individuals can report concerns about potential breaches of Unilever’s
COBP and Code Policies through our Code reporting channels. Our
investigation standards require us to record and assess all potential
breaches reported. See page 266 for details on our Governance
disclosures, including our non-retaliation requirements.
264
Unilever Annual Report and Accounts 2025
Sustainability Statement
SOCIAL DISCLOSURES
Managing impacts and risks related to consumers
and end-users
Product safety
Unilever has comprehensive product quality processes and controls in
place, supported by standards which cover safety risk assessments, use
of ingredients and control of contaminants. Safety risk assessments ensure
consumer, occupational and environmental safety by design, and require
materials used in our product formulations to be registered in Unilever’s
Safety Systems, supported by defined tools and guidance for assessing
consumer safety risks. The use of ingredient standards applies global
exclusions or restrictions to certain substances based on safety, regulatory
or reputational concerns. These standards are maintained based on external
developments and subsequently implemented within our portfolio.
Ensuring our products are safe also encompasses product labelling.
This includes instructions for use, product composition and additional
labelling, such as the presence of allergens. We have labelling approval
processes in place to ensure compliance with external regulations and
Unilever’s policies.
Suppliers of the materials for our products must meet the standards
set within Unilever’s Supplier Quality Approval process. Our Quality
Management System then defines the requirements to be followed
for the manufacture of safe products, covering topics such as cleaning
and disinfection, hygienic engineering and maintenance, allergen
management and foreign matter prevention. Processes and controls
are verified annually and regularly monitored through performance
indicators that drive improvement activities.
In the event of a non-conforming product reaching the market, we have
a global process for identifying and managing marketplace incidents
to ensure we act fast, investigate fully and embed learnings to prevent
future recurrence. Where necessary, we will issue a public recall of the
affected products from the marketplace even if only small quantities
of products are involved.
In 2025, we issued one public recall relating to the Ice Cream business,
which was caused by undeclared allergens. Wherever and whenever
mistakes occur, we take action to identify the root cause and share
lessons learned with all relevant parties to prevent a recurrence.
Unilever is defending a portfolio of legal claims alleging asbestos
contamination in certain products which Unilever no longer sells. Unilever
disputes these allegations, which it does not consider are substantiated.
We monitor the effectiveness of our product safety processes and
controls in a number of ways, including leadership scorecards and
tracking key metrics such as marketplace incidents/recalls, consumer-
safety-related complaints, and the completion of audits and associated
actions. We also track the completion of our corrective and preventive
actions, for example, those related to marketplace incidents/recalls and
consumer-safety-related manufacturing incidents, to ensure that our
processes for learning from incidents are effective in preventing future
recurrence. The quality and safety of our products are also managed
through our enterprise risk process.
We also work to improve consumer safety by engaging beyond our
business with the scientific community and regulators. A focus area is
the development and application of leading-edge advanced non-animal
safety science, where we work closely with authorities around the world,
including regulators, government scientists and academic experts.
We actively disseminate the research we do to guarantee that our
products are safe, without the need for animal testing, to support
others  in also building new capabilities based on advanced science.
In 2025, we contributed to the European Commission Roadmap to phase
out animal testing for chemical safety assessment as industry co-chair for
the European Partnership for Alternative Approaches to Animal Testing
(EPAA). We also continued our collaboration with the US Environmental
Protection Agency (EPA, initiated in 2015), US National Institute of
Environmental Health Sciences (NIEHS, initiated in 2021), and started a new
collaboration with the US Food and Drug Administration (FDA), all focused
on pioneering approaches to chemical safety assessment using advanced
science. Our approach to eliminating animal testing without compromising
on safety is set out further within our Governance disclosures.
Our actions on product safety are supported by the expertise of our Safety,
Environmental & Regulatory Science (SERS) group, which is our global
centre of excellence in safety and sustainability science, and our Quality
expertise teams. Our dedicated team of safety and environmental scientists,
including many who are internationally recognised as leaders in their fields,
have expertise in allergy, chemistry, exposure science, microbiology, risk
assessment, toxicology, process safety, computational modelling and data
science, and environmental safety and sustainability science.
Marketing to Children
The updated Marketing to Children Principles has been published on
our Responsible Business platform and communicated through internal
channels. Markets are preparing implementation guidance to support
consistent application of the principles in marketing activities. In addition,
the Unilever COBP provides defined processes for escalation, review and
remediation where instances of non‑compliance arise.
METRICS AND TARGETS
Targets
No formal targets have been defined for our consumers and end-users
with respect to the IROs identified in our sustainability statement.
However, we are committed to continually improving our performance
against our product safety and quality standards, monitoring the
effectiveness of our processes and controls in multiple ways as set out
above. In 2025, we continued to reduce the number of marketplace
incidents by more than 8% (excluding Ice Cream) versus 2024. In relation
to responsible marketing, non-compliances are identified and addressed
on a case-by-case basis.
ENTITY-SPECIFIC DISCLOSURES
Nutritional product quality
Policies
Continuously improving the nutritional profile of our products and helping
consumers adopt better diets without compromising on enjoyment are
fundamental to the strategy of our Foods Business Group. The execution
of this strategy is guided by Unilever’s Nutrition Standards, an internal
framework that drives portfolio improvements that align with scientific
insights regarding nutrition’s contribution to health and wellbeing:
Unilever’s Science-based Nutrition Criteria (USNC) set standards for
nutrients that should be limited and guide the nutritional quality of our
products to healthier options. The USNC consist of product-specific
thresholds for calories, salt, sugar and saturated fat. These values are
modelled against dietary intakes in five countries to quantify their
impact and published in a peer-reviewed scientific journal.
Unilever’s Positive Nutrition Standards outline the criteria for ingredients
and nutrients that are recommended for increased consumption. These
standards include product-specific measures for fruit and vegetables,
wholegrains, protein, fibre and micronutrients.
Engaging with consumers and end-users
We engage with consumers about nutritional product quality through the
mechanisms already described. In addition, we use international dietary
guidelines from groups such as the World Health Organization (WHO) and
CODEX, along with scientific modelling, to assess the impact of nutritional
product quality on consumers and inform our business strategy.
Managing impacts on consumers and end-users
We work to improve the nutritional quality of products on an ongoing
basis,  innovating and reformulating our products against the USNC and
our Positive Nutrition Standards. For example, in 2025, we launched new
Knorr flavourful cooking pastes in the UK and Germany, as well as high-
protein Horlicks Pro Fitness also fortified with 14 micronutrients in India.
By investing in improvement and innovation, we aim to enhance the
nutritional profile of our products without impacting consumer experience.
In addition to Unilever’s Science-based Nutrition Criteria, we publish
a scoring of our portfolio against six externally endorsed Nutrient Profiling
Models, contributing to greater transparency in nutrition disclosure.
Targets
Unilever does not have formal targets relating to nutritional product quality.
However, we set ourselves benchmarks against which we monitor our
strategic progress on nutritional product quality, as set out on the next page.
Sustainability Statement
Unilever Annual Report and Accounts 2025
265
SOCIAL DISCLOSURES
Nutrition metrics
Unilever’s Science-based Nutrition Criteria (USNC) is a set of criteria and threshold values established by Unilever nutrition experts in line with the
global World Health Organization (WHO) standards. The threshold values determine the amount that can be present in a Foods or Ice Cream product
to meet USNC. Products that do not exceed any of the criteria or thresholds are considered to be compliant. Threshold values have been determined
for: sodium, saturated fat, sugar and calories.
Unilever’s Positive Nutrition Standards is a set of technical criteria and threshold values for selected ingredients, macronutrients and micronutrients,
established in line with external global and regional standards, such as those set by WHO, which are important for human health. The threshold values
determine the amount of ingredients, macronutrients and micronutrients that need to be present in a Foods or Ice Cream product to deliver positive
nutrition. A product that contains ingredients, macronutrients or micronutrients meeting at least one of the threshold values is considered to deliver
positive nutrition. The presence of other ingredients that do not meet the threshold values does not disqualify a product.
The selected ingredients, macronutrients and micronutrients are as follows:
Ingredients: fruits, vegetables, legumes, pulses, fungi, nuts, seeds, wholegrains, and dairy in products designed for kids.
Macronutrients: protein, fibre and omega-3.
Micronutrients: iron, iodine, zinc, vitamin A, vitamin D, calcium, magnesium, potassium, vitamin B12, folate, vitamin B2, vitamin C and vitamin E.
Servings sold is sales volumes measured in tonnes divided by product serving size. Where no serving size is available, we apply a standard serving size.
Actual data is used for January to November, and December data is estimated by extrapolating the average sales of the previous 11 months.
Allocation to Ice Cream: Servings sold relating to sales of Ice Cream products.
Metrics
Ambition
2025
2024(a)
2023(a)
Percentage of our portfolio meeting Unilever’s Science-based Nutrition Criteria,
including Pepsi Lipton joint venture (% of servings sold)(b)(d)
85% by 2028
83%
84%
81%
Unilever (Foods)
85%
Ice Cream
42%
Number of products sold that deliver positive nutrition, including Pepsi Lipton joint
venture (% of servings sold)(c)(d)
54% by 2025
53%
52%
52%
Unilever (Foods)
54%
Ice Cream
25%
(a) 2024 and 2023 measured including Ice Cream.
(b) The percentage of our portfolio meeting Unilever’s Science-based Nutrition Criteria excluding Pepsi Lipton joint venture and Ice Cream in 2025 is 86% (2024: 84%).
(c) The number of products sold that deliver positive nutrition excluding Pepsi Lipton joint venture and Ice Cream in 2025 is 54% (2024: 52%).
(d) 2023 figure measured for the 12-month period ended 30 September.
On a like-for-like basis with 2024 and 2023, the combined percentage of the Foods and Ice Cream portfolio meeting Unilever’s Science-based Nutrition
Criteria was 83% and the number of products sold that deliver positive nutrition was 53% in 2025. The slight change in performance is driven by
improvements in data quality and by year-on-year sales fluctuations.
Products responding to changing consumer demands
Evolving consumer preferences present long-term opportunities for
Unilever to drive product innovation and expand our portfolio, aiming to
deliver superior products at great value, while reducing our environmental
impact. Through ongoing engagement with consumers and analysis of
market trends, we build robust innovation pipelines. This approach is
core to our Business Group strategies, such as Home Care’s Bright Future
strategy, and is supported by our strong Research & Development
capabilities. Additionally, we systematically identify acquisition targets
to further expand our brands and enhance our product portfolio.
In Home Care, we expanded our Wonder Wash innovation into new
geographies and new variants in 2025. Wonder Wash is a laundry
detergent designed specifically to work in quick, cold cycles, and has
a  lower environmental impact than traditional detergents used in long
cycles. Our RhamnoClean technology, a 100% natural, biodegradable and
renewable biosurfactant, has now been embedded into our core hand
dishwash products. In Beauty & Wellbeing, Dermalogica partnered with
FusionPKG to develop a custom airless package for its skincare line,
leveraging the innovative Airless-One™ system to deliver both
high-performance dispensing and recyclability.
In addition to our product innovations, Unilever announced the acquisition
of the personal care brand Wild in April 2025. Wild specialises in natural
and refillable products such as deodorants, lip balms, body washes and
hand washes formulated with plant-based ingredients and packaged
using plastic-free materials. We also announced the acquisition of Dr.
Squatch in June 2025, which specialises in natural personal care products.
The ingredients in our products are included at levels that are safe in use.
Nevertheless, we monitor consumer ingredient preferences, regulatory
hazard classification changes, and emerging scientific data to update
our safety and sustainability assessments where relevant. Our long-term
investment in non-animal safety science has enabled some of our biggest
brands to be certified as ’do not test on animals’ by People for the Ethical
Treatment of Animals (PETA) and/or through the Coalition for Consumer
Information on Cosmetics’ Leaping Bunny scheme. We have over 20
accredited brands, including Axe, Dove, Sunsilk and TRESemmé.
Delivering against our ambitious sustainability goals requires innovation.
However, we do not set targets at a product level to reduce
environmental impact from innovation. In addition to monitoring
progress against the goals, we measure our progress through category
level roadmaps in support of these. See page 243 for actions and
targets relating to our plastic packaging.
266
Unilever Annual Report and Accounts 2025
Sustainability Statement
Governance Disclosures
Business Conduct
GOVERNANCE
The role of administrative, management and
supervisory bodies
The ultimate responsibility for Unilever’s conduct is with Unilever’s Board,
which is responsible for both setting and monitoring the culture of the
business. The Board is supported in this by the Corporate Responsibility
and Audit subcommittees. Please refer to the General Information
section on page 214 and Unilever’s governance structure on page 51  for
the composition and expertise of the Board and its subcommittees.
The Chief Executive Officer is accountable to the Board for the
implementation of Unilever’s culture and standards of conduct, which
we refer to as ‘business integrity’. The CEO is supported in this by the
Chief Legal Officer, Chief Business Integrity Officer, Global Code and
Policy Committee, and Business Integrity Committees. The key elements
of Unilever’s standards of conduct are set out in our Code of Business
Principles (COBP) and Code Policies, which provide a set of mandatory
rules that govern how we run our business.
Responsibility for the day-to-day implementation of the COBP and Code
Policies is delegated to the Unilever Leadership Executive and all senior
management across Unilever’s Business Groups, business units and
functions. They are supported in this by the Business Integrity Committees.
IMPACT, RISK AND OPPORTUNITY MANAGEMENT
Description of the processes to identify and assess
material impacts, risks and opportunities
The process for assessing and identifying our material impacts, risks and
opportunities is informed by our double materiality assessment (DMA),
as set out in our General Information section on page 216. Risks identified
are reviewed and assessed on an ongoing basis and formally at least once
per year. For each of our principal risks, including Legal and Compliance
risk, we review the risk management frameworks annually to identify
changes in the risk profile.
From a governance perspective, this process incorporates several inputs,
such as a global fraud risk assessment conducted at both a functional and
market level to identify risks, including corruption and bribery. In addition,
a geopolitical working group is in place, with representatives from
different functions, to proactively identify and escalate issues for high-risk
markets, and external screening is undertaken to monitor changes to the
risk landscape.
The output of our 2025 DMA for our Governance impacts, risks and
opportunities is included below:
Material impact, risk or opportunity
Description
Business Conduct
Business integrity and ethical
conduct
Risk
(OO) (VC)
Failure to act in an ethical manner and foster a culture where our employees and value
chain feel empowered to speak up, consistent with the expectations of customers,
consumers and other stakeholders, may result in reputational damage.
Anti-bribery and corruption
Risk
(OO) (VC)
There is a risk that a breach of anti-bribery and corruption laws, or failure to prevent
bribery, fraud or tax evasion, may result in legal and financial consequences for Unilever
and individuals.
Use of non-animal safety science
Positive Impact
(VC)
Unilever is a global leader advocating for regulatory use of modern, non-animal safety
science in place of animal testing, working with government groups and other
stakeholders.
Advocacy
Positive Impact
(OO) (VC)
Unilever is actively lobbying governments, regulators and other third parties to influence
policies and regulations that will help to drive change in four key areas: climate, nature,
plastics and livelihoods.
Supplier payments and
relationships
Risk
(OO)
Inappropriate or untimely processing of payments may result in incorrect payments to
suppliers, fraudulent transactions, late payments, regulatory penalties or disputes.
OO  Own Operations, VC  Value Chain
Business conduct policies and corporate culture
As a purpose-led company, our values and culture are the foundation
of our success. Our approach to business integrity is designed to ensure
that how we do business is fully aligned with our values and the applicable
laws and regulations in countries where we operate.
Our business integrity framework is comprised of three pillars:
Prevention – we seek to embed a culture of integrity at all levels.
Detection – we encourage employees to speak up and identify
potential issues through auditing and monitoring processes.
Response – we have the tools to investigate and, if necessary, sanction
confirmed breaches, and use what we learn to continually improve
our processes to increase the level of prevention.
This approach is underpinned by Unilever’s COBP, with each principle
supported by a Code Policy setting out what employees must and must
not do to ensure they are living the Code.
We also set out what Unilever expects of business partners in our
Responsible Partner Policy (RPP), so that we can work together
responsibly. See page 221 for further details on the RPP in our
Environmental policies section.
Corporate culture
The COBP and Code Policies set out the standards of conduct we
expect from our employees. Everyone at Unilever is expected to be
an ambassador for these high standards, with the tone set from the top.
Our ULE members communicate periodically with senior leaders and all
employees on business integrity, making it clear that adherence is non-
negotiable. On an annual basis, multiple initiatives aim to embed this
culture across our business. These range from mandatory training and
a global pledge – where employees actively pledge to uphold these
values – to employee town halls and leadership awareness sessions.
We aim to continuously improve and further embed a culture of business
integrity. We analyse the results of investigations and audit findings to
identify trends and opportunities for improvement. Lessons learned are
then shared extensively across the business integrity community, with
Unilever’s leadership and with employees.
Employee surveys are also used as a tool to monitor our culture, and
business integrity questions are included within Unilever’s annual global
UniVoice survey. Responses are reviewed by our Global Code and Policy
Committee and at Business Integrity Committee meetings. These responses
provide further insight into how strongly business integrity is embedded
across the organisation, driving future engagement and action plans.
Sustainability Statement
Unilever Annual Report and Accounts 2025
267
GOVERNANCE DISCLOSURES
Business conduct policies
The Code of Business Principles (COBP) and Code Policies define the
ethical behaviours that everyone must demonstrate when working for
Unilever. They help us address key external and internal risks to the
business – such as fraudulent behaviour or a failure to respect, uphold
and advance human rights – and play a key role in ensuring compliance
with laws and regulations. As a result, they help us to protect our brands
and reputation, and to prevent harm to people or the environment.
The COBP and Code Policies are available in multiple languages and
designed to be readily applied by employees in their day-to-day work.
They are mandatory for all employees and Directors, and apply to all
Unilever companies, subsidiaries and organisations over which Unilever
has management control. While the COBP and Code Policies are for
internal use, we also publish them externally in support of transparency.
We undertake a comprehensive review of the COBP and Code Policies
every five years when the COBP is reviewed and approved by the Unilever
Board. Potential changes needed to the COBP and Code Policies are
monitored on an ongoing basis to ensure they appropriately reflect the
internal and external context, in addition to incorporating the latest
legal requirements. As an input to this process, the Board’s Corporate
Responsibility Committee meets quarterly and reviews external
developments that may be relevant to Unilever’s ability to conduct
its business appropriately as a responsible corporate citizen.
We also seek to work with business partners who uphold these
standards throughout our value chain. Our Responsible Partner Policy
outlines our requirements for business partners, as set out below.
Business conduct training
Employees and Directors are required to know the COBP and Code
Policies and understand how to apply them in their work. We conduct
annual mandatory training for all office-based employees and have
tailored training for those employees working in factories and more
remote areas. Completion of training is tracked, and we follow up with
employees who fail to complete mandatory training, taking further action
where required. Corruption and bribery are risks that may affect any
employee, and therefore our mandatory training, deployed for all
employees, includes these topics.
Identifying and reporting breaches
Unilever’s Code Policies require that actual or potential breaches of
the COBP or Code Policies be reported immediately. Training is essential
for the effective identification and reporting of breaches. Additionally,
we provide robust internal and external reporting platforms that are
accessible to our employees and partners to facilitate prompt reporting.
To report a concern, employees can contact a number of internal
channels. Alternatively, employees and third parties can use our
independently managed and confidential Unilever Code Support Line
(whistleblowing line), via telephone or our online Speak Up platform,
which is available directly through a web address.
The available reporting channels are set out in our Code Policies and
highlighted during business integrity training and in our communications.
The Speak Up platform is signposted on Unilever’s website and our internal
portals, and hotline numbers are displayed in various locations, such as
factory walls.
Our annual UniVoice survey is a key tool to understanding employee
sentiment, including topics such as business integrity. In 2025, 90% of
employees who responded to the survey stated that in their teams, they
believe business is conducted with integrity. Employees are also informed
that if they prefer not to use the direct or anonymised channels provided
by Unilever, they can utilise other external channels and report directly to
the authorities.
We are committed to a culture of transparency and prohibit retaliation
in any form against those who report or seek guidance on ethical or
compliance issues, or who report cases under our Code, compliant with
the EU Whistleblower Directive. The COBP and Code Policies set out that
Unilever will not retaliate against employees who raise issues, and that any
attempted or actual retaliatory action by employees is in itself considered
a Code breach. This approach to non-retaliation is emphasised in global
employee training sessions.
After any Code concern is reported, reporters are reminded of what
retaliation could look like and asked if they think they have experienced
this. All Business Integrity Committees are also accountable for ensuring
that individuals who report Code breaches or assist with investigations are
properly protected from retaliation and that confidentiality is maintained.
Investigating potential breaches
Our investigation standards require us to record and assess all Code
concerns reported, however they are raised. Once a report is received,
it is formally acknowledged and triaged by a Committee to determine
whether a Business Integrity investigation is required.
Business Integrity ensures that investigations are timely, objective and
impartial. All Business Integrity Officers are trained on Unilever’s standards
and processes and are required to uphold these at all times. Officers
are posted around the world to respond to cases, with oversight from
a central Business Integrity team.
Investigation reports tie allegations to Code requirements, summarise
evidence and findings, and outline corrective actions and recommended
sanctions. Completed reports are reviewed and approved by the Global
Head of Investigations. In cases involving public bribery or senior
executives, the Chief Legal Officer and Chief Business Integrity Officer
oversee investigations, with an ad hoc Business Integrity Committee
determining sanctions, regardless of the executive’s location.
We encourage engagement from the initial reporter to facilitate
the investigation, while maintaining confidentiality. Where appropriate
and possible, we aim to provide transparency on the investigation’s
progress and anticipated completion. It is the responsibility of the Business
Integrity Committees to ensure timely investigation of all potential Code
breaches raised within 60 days. Final determination may take longer
depending on the nature and complexity of the concern.
Breaches of the COBP or Code Policies are shared with various oversight
committees when required, including the Unilever Board’s Corporate
Responsibility and Audit Committees, the Unilever Leadership Executive,
and the Global Code and Policy Committee.
Management of relationships with suppliers
Procurement processes, including fair behaviour
with suppliers
The COBP and Code Policies govern our employees’ fair treatment
of Unilever’s suppliers and procurement processes. Specifically, the
Responsible Sourcing and Business Partnering Code Policy requires that
we select and work only with partners who are able to uphold standards
consistent with our own commitment. This includes ensuring that all third
parties are subject to the provided Responsible Partner Policy (RPP)
controls for onboarding, contracting and ongoing monitoring.
Responsible partnerships
Unilever’s RPP is sponsored by our Chief Procurement Officer and helps
us to manage relationships with our suppliers. The RPP describes what we
expect of business partners across three pillars: business integrity and
ethics, human rights, and the planet. It consists of mandatory requirements
and management systems for all suppliers and is designed to build greater
resilience as well as leading practices. The scope of our RPP goes beyond
our Tier 1 suppliers, who directly invoice Unilever for goods and services,
by including our expectation for suppliers to cascade equivalent
requirements within their own supply chains.
All suppliers are continuously assessed against the RPP’s mandatory
requirements and general terms and conditions. If an existing supplier
fails to remain compliant, Unilever may restrict the ability to raise new
purchase orders until remediation actions have been completed. New
suppliers that do not declare compliance with requirements of the RPP
are not onboarded, and Unilever will not conduct business with them.
Alignment with the RPP is verified through self-declarations at registration,
annual re-registration to our systems, routine due diligence and risk-based
audits. We undertake regular risk-mapping to accurately identify where
specific risks occur across geographies and within different supplier
types. This enables focused due diligence and auditing based on the type
of goods and services we source and the sourcing locations, ensuring
we can address issues effectively when they arise.
Suppliers are encouraged to communicate with Unilever if they face
challenges in meeting the RPP requirements, so we can provide support
and guidance. We also encourage suppliers to share feedback to help
us improve our programmes and governance processes, embracing
partnership in areas where we can collaborate in a pre-competitive
environment to address endemic issues in our industries.
In 2025, approximately 86% of our procurement spend (including Ice
Cream) was with suppliers that met the mandatory requirements of the RPP.
Prevention of late payments, specifically to SMEs
Payment terms are contractually agreed between Unilever and each
supplier, including SMEs. See page 270 for further detail on payments to
SMEs in the section on payment practices.
268
Unilever Annual Report and Accounts 2025
Sustainability Statement
GOVERNANCE DISCLOSURES
Animal welfare policies
Unilever uses leading-edge safety science, not animals, to evaluate
the safety of our products. We believe that animal testing is not
needed to make sure that our products and their ingredients are safe for
consumers, our workers and the environment. For over 40 years, we have
been working to eliminate animal testing without compromising on safety.
This is set out in our public position statement on animal testing, owned
by the Chief Research & Development Officer on behalf of the Unilever
Leadership Executive.
Unilever’s mandatory standard on animal testing sets out the strict internal
approval and control procedures in place to ensure our position is upheld.
This standard is one of several that underpins Unilever’s Responsible
Innovation Code Policy, which requires that all employees involved in
scientific research and innovation must comply with all standards relevant
to their area of work.
To ensure the safety of our products, we develop and advance the use of
safety assessment approaches based on modern science that do not rely
on new animal data. Occasionally, across our wider product portfolio,
some of the ingredients we use have to be tested by our suppliers to
comply with legal and regulatory requirements in some markets. In
addition, some governments still test certain products on animals as part
of their regulations. We do not agree that this animal testing is necessary
to assure the safety of our products or the ingredients in them. We
work with suppliers, government authorities and non-governmental
organisations (NGOs) globally to increase the acceptance and use of
non-animal approaches for regulatory compliance purposes.
Our RPP contains mandatory requirements in relation to animal testing,
as well as outlining leading practices for suppliers to work towards. In
support of this, we partner with our ingredient suppliers to proactively
share our non-animal safety science and non-animal approaches for
chemicals registration.
We share our scientific approaches with regulatory authorities and
NGOs around the world to promote their broader acceptance and
maximise the impact of our science in replacing animal testing. People
for the Ethical Treatment of Animals (PETA) lists Unilever as a ‘company
working for regulatory change’ in recognition of our ongoing work on
alternatives to animal testing and our commitment to promoting their
adoption worldwide.
Farm animal welfare forms part of Unilever’s Sustainable Agricultural
Principles (SAP), which are a collection of good practices designed to
codify important aspects of sustainability in farming. This includes
safeguarding the welfare of all livestock and adopting good husbandry
practices that adhere to appropriate guidelines on animal housing,
feeding, health and breeding.
Our RPP also addresses farm animal welfare, which helps us manage
our relationship with suppliers. Unilever’s Responsible Sourcing and
Business Partnering Code Policy underpins this approach, setting out
the responsibilities of employees to ensure that third parties are
subject to our RPP policies and controls.
Prevention and detection of corruption and bribery
Anti-corruption and anti-bribery policies
Our COBP and Code Policies set out Unilever’s zero-tolerance approach
towards corruption and bribery. These prohibit both public and
commercial bribery, to or from any third party, and irrespective of
financial values involved, and explicitly prohibit facilitation payments.
Detailed written anti-corruption guidance and standards are also in
place in relevant areas, such as with public officials, gifts and hospitality,
grants and donations, and conflicts of interest.
As previously described, our anti-corruption and bribery policies are
clearly communicated and designed to be readily applied by employees.
The COBP and Code Policies are available in multiple languages,
and lessons are included in the annual mandatory training.
Our business partners must adhere to Unilever’s anti-corruption and
bribery policies, as defined in the RPP.
Preventing, detecting and addressing allegations
or incidents of corruption and bribery
The core processes to prevent, detect and address allegations or
incidents of corruption and bribery are the same as those in place
for Unilever’s COBP and Code Policies. All potential material cases of
corruption and bribery related to public officials are reported to our
Chief Legal Officer and Chief Business Integrity Officer, who oversee
investigations. The Global Code and Policy Committee determines
any sanctions.
As previously outlined, material breaches, lessons learned and relevant
remedial actions related to the COBP or Code Policies are shared with
various oversight committees, including the Unilever Boards Corporate
Responsibility and Audit Committees, the Unilever Leadership Executive,
and the Global Code and Policy Committee.
To prevent incidents from taking place, we conduct periodic bespoke
anti-corruption and anti-bribery risk assessments to determine the
business activities and geographies that require specific actions to
enhance our controls and respond to changes in our risk exposure.
We continuously introduce tailored measures to mitigate these risks,
along with additional bespoke training.
Anti-corruption and anti-bribery training
As part of our annual mandatory Business Integrity learning programme,
anti-corruption and anti-bribery training is deployed to all employees.
Unilever Board members also receive training on this subject.
The training content is based on our learnings from investigations,
risk assessments and business partnering. Additional bespoke training
is offered for employees who may face a greater risk in their activities
in respect of corruption or bribery, such as those in external-facing
commercial roles.
The anti-corruption and anti-bribery training programme is sponsored by
the Chief Legal Officer and Chief Business Integrity Officer. It is overseen
by the Unilever Board’s Corporate Responsibility Committee.
METRICS AND TARGETS
Incidents of corruption or bribery
There have been no incidents of corruption or bribery resulting in
convictions or fines for Unilever Group companies due to violation
of applicable anti-corruption and anti-bribery laws in 2025.
In addition, there have been no deferred prosecution agreements
or other significant enforcement activities involving Unilever Group
companies in 2025 that required us to take actions to address breaches
in procedures and standards of anti-corruption and anti-bribery.
Political influence and lobbying activities
Unilever engages with governments, policymakers, regulators, NGOs
and other stakeholders involved in policy and government through our
advocacy and lobbying activities. This engagement forms a key part of
promoting and protecting Unilever’s legitimate business interests, and
takes place directly and indirectly through bodies such as trade
associations and industry groups.
Our Code and Code Policies set out how employees must manage
their business relationship with political groups. Such activity must be
conducted with honesty, integrity and openness, and in compliance
with local and international laws.
Oversight of political engagement
In 2025, Unilever’s Chief Corporate Affairs and Communications Officer
oversaw both national government engagement and lobbying activity,
as well as global engagement with intergovernmental organisations
and NGOs. This role reports directly to the Chief Executive Officer (CEO).
At Board level, two Non-Executive Directors hold, or have held,
comparable positions in public administration:
Susan Kilsby is on the UK Takeover Panel and was a non-executive
director at NHS England between 2021–2023.
Adrian Hennah was appointed as an independent member to the
Council of Imperial College London in 2024.
Neither the CEO nor any other member of the Board not listed above has
held similar roles in public administration within the two years preceding
this reporting period.
Political contributions
Unilever companies are prohibited from supporting or contributing to
political parties or candidates. All Unilever Executive and Non-Executive
Directors have confirmed that they have not made any political
contributions on behalf of Unilever in 2025, and we do not have any
reported cases of breaches with the Political Activities & Political
Donations Code Policy.
Sustainability Statement
Unilever Annual Report and Accounts 2025
269
GOVERNANCE DISCLOSURES
Main topics covered by Unilever’s political engagement
The scale of Unilever’s business operations, and the fact that many areas of the consumer goods industry are regulated, means we engage regularly
with governments and policymakers. We do this both independently and as part of industry groups and coalitions. The main topics covered by these
engagements during 2025 are set out below.
Topic
Main positions on this topic
Link to material impacts, risks
and opportunities
Climate
Unilever advocates for changes to public policy frameworks consistent with the 1.5°C
ambition of the Paris Agreement. Unilever’s main positions are that governments
should raise national climate ambition, scale up renewable energy and non-fossil
chemical feedstocks, and phase out fossil fuels, including fossil fuel subsidies.
Furthermore, Unilever works with governments to accelerate enabling conditions,
including encouraging the protection and restoration of land, forests and oceans,
and putting forward policies that incentivise regenerative agriculture.
Unilever is an IFRS Foundation Corporate Donor and advocates for the adoption
of ISSB sustainability reporting standards as the global baseline for non-financial
reporting.
All climate change material impacts,
risks and opportunities identified
Business operations
and trade issues
Unilever works with governments, policymakers, regulators and other stakeholders
to ensure our supply chains operate efficiently and to protect our business interests
and workforce, such as trade restrictions that impact our supply chain. Changes to
laws and regulations can have a positive or negative impact on our business and how
we operate.
Product regulations and claims:
composition and sourcing
transparency
Increased activism, legal or non-
compliance costs resulting from
biodiversity degradation and loss
Plastic pollution
Unilever supports public policy that aligns with our approach to reducing
packaging waste and creating a circular economy. This includes extended producer
responsibility (EPR) schemes, whereby producers are held accountable for the
management of their packaging after it has been used.
Unilever also supports the introduction of packaging design rules and recycled
content targets that will help increase recycling rates. Both these policies are
dependent on governments working with industry to increase the availability of
high-quality recycled plastic. We also work with governments to identify the
enabling conditions to help scale reuse and refill models.
Unilever strongly advocated for a legally binding UN treaty to end plastic pollution,
which would help harmonise regulatory standards and policies across markets
through global rules and mandatory targets. Although negotiations concluded
without a treaty in August 2025, together with others Unilever continues to drive
industry convergence aligned to a high-ambition treaty.
Plastic pollution
Extended producer responsibility
(EPR) schemes for packaging and
other plastic taxes
Safety regulation
Chemical and product regulations are being revised to incorporate modern safety
science and data. Unilever provides input to consultations on regulatory changes,
sharing new scientific approaches and how we apply them to safety decision-
making. We aim to have less complex regulations that promote ‘safe by design’
innovation and the highest standards of human health and environmental protection.
Safe products
Use of non-animal safety science
Nutrition, diet and
health
Unilever works with governments to create policy environments that help
consumers make healthier diet choices.
Unilever supports policies that restrict the marketing of food and beverages to
children under 13, aligning with our global commitment to responsible marketing.
Nutritional product quality
Safe products
Business integrity and ethical
conduct
Transparency Registers in the European Union
Unilever PLC is registered with the EU Transparency Register (identification number: 6200524920-25). Unilever entities are also listed in the lobbying
registers of other EU Member States, as set out below. Furthermore, we comply with the US Lobbying Disclosure Act (LDA); the LDA website provides
a searchable database of disclosure filings.
Country
Name of Register
Entity
ID number
Germany
Lobbyregister beim Deutschen Bundestag
Unilever Germany
R003910
Ireland
Register of Lobbying
Unilever UK&I
2621
270
Unilever Annual Report and Accounts 2025
Sustainability Statement
GOVERNANCE DISCLOSURES
Payment practices
Average payment days and percentage of invoices paid on time
Payment terms are contractually agreed between Unilever and each supplier. The global nature of our business, and the variety in types of materials
and services we buy, means that our payment practices reflect local legal requirements and established local or industry practices, which can vary
significantly. As a result, suppliers have not been further subcategorised.
The average time Unilever takes to pay an invoice is calculated as the difference between the date when a payment advice is triggered by Unilever
to the bank (clearing date) and the date agreed between Unilever and its supplier from which invoice payment days start to be calculated (start of
payment terms).
The percentage of invoices paid on time is calculated as the number of invoices for which the payment advice is triggered by Unilever to the bank
(clearing date) on or before the date on which Unilever must pay the invoice to the supplier as per the agreed payment terms (payment due date),
divided by the total number of invoices during the reporting period.
Small and medium-sized enterprises (SMEs) are considered to be small or medium-sized in the context of their market. The specific factors and
thresholds applied may vary depending on the market.
Entities in SAP represent around 95% of total Unilever turnover, and within this, SME identification is conducted for eight of Unilever’s largest markets,
together representing around 75% of Unilever’s global spend recorded in SAP: Brazil, China, Europe (excluding the UK), India, Indonesia, Mexico, the
UK and the US. SME identification is based on local government definitions and sourced from third-party databases. In certain cases, where available
company data is limited, the third-party databases used for this exercise use predictive modelling to estimate relevant values.
The table below sets out the standard payment terms together with the percentage of Unilever’s spend in 2025. Our goal is to pay 100% of invoices
within the payment terms agreed with our suppliers. In 2025, Unilever paid over 6.1 million invoices (2024: 6.9 million) to approximately 73k suppliers
(2024: 76K). Of these, 0.7 million invoices were Ice Cream-specific. As Unilever continued to process these invoices on behalf of Ice Cream up to the date
of the demerger, we have not split these metrics.
Unilever standard payment terms (% spend by value)
2025
2024
>90 days
22%
22%
61-90 days
22%
23%
31-60 days
18%
19%
within 30 days
38%
36%
Total
100%
100%
The table below sets out the average time taken to pay supplier invoices and the percentage of payments made within the agreed terms, for all
suppliers and for those SME suppliers we can currently separately identify.
2025
2024
Unilever payment metrics
All suppliers
SME suppliers
All suppliers
SME suppliers
Average payment days
57 days
48 days
56 days
38 days
% of invoices paid on time
85%
80%
87%
84%
The calculation of average payment days as per the ESRS requirements does not consider internal working capital management, which is typically
calculated on a value-weighted basis. As such, this approach limits the relevance of the metric.
Every month, all invoices that have not been paid in accordance with the contractual terms are identified, the reasons for delays are identified and
actions to rectify the issues are taken. The most common issues causing delayed payments are:
Where we only have weekly or fixed payment, so payment is often the next payment run after the due date;
Where there is a delay in the receipt of invoices from suppliers, particularly where payment terms are shorter; or
Timeliness of approvals as to the appropriateness of the invoice, or lack of necessary information on the invoice to process it properly.
Number of legal proceedings outstanding for late payments
Formal legal proceeding in relation to late payment brought against any Unilever entity that is ongoing as at 31 December 2025 .
A determination on whether any such proceeding has been brought by an SME is made based on local legal definitions where possible, or otherwise
on relevant available information, such as supplier financial information considered in the context of the relevant market.
Allocation to Ice Cream: Based on a case-by-case assessment.
As at 31 December 2025, there was 1 legal proceeding outstanding for late payment (2024: 2), which related to SMEs. This did not pertain to Ice Cream.
Sustainability Statement
Unilever Annual Report and Accounts 2025
271
Sustainability Statement Limited
Assurance Report
INDEPENDENT PRACTITIONER’S LIMITED ASSURANCE
REPORT TO UNILEVER PLC ON UNILEVER PLC’S
CONSOLIDATED SUSTAINABILITY STATEMENT
LIMITED ASSURANCE CONCLUSION
We have performed a limited assurance engagement on whether the
Consolidated Sustainability Statement of Unilever plc (the ‘Company‘)
included on pages 213 to 277 of the Company’s Annual Report and
Accounts 2025, including the information incorporated by cross reference,
(the ‘Sustainability Statement‘) as at and for the year ended 31 December
2025 has been prepared in accordance with Article 29(a) of EU Directive
2013/34/EU.
Based on the procedures performed and evidence obtained, nothing
has come to our attention that causes us to believe that the Company’s
Sustainability Statement as at and for the year ended 31 December 2025
has not been prepared, in all material respects, in accordance with Article
29(a) of EU Directive 2013/34/EU, including:
compliance with the European Sustainability Reporting Standards
(ESRS), including that the process carried out by the Company to
identify the information reported in the Sustainability Statement (the
Process) is in accordance with the description set out on page 216
‘General Information – Double materiality assessment process’; and
compliance of the disclosures on pages 247 and 249 ‘EU Taxonomy
Disclosures’ within the ‘Environmental Disclosures’ section of the
Sustainability Statement with Article 8 of EU Regulation 2020/852
(the Taxonomy Regulation).
Our limited assurance conclusion is to be read in the context of the
remainder of this report, in particular the ‘Inherent limitations in
preparing the Sustainability Statement‘ and ‘Intended use of our
report‘ sections below.
Our conclusion on the Sustainability Statement does not extend to
any other information that accompanies or contains the Sustainability
Statement and our assurance report (hereafter referred to as ‘Other
Information‘). We have not performed any procedures as part of this
engagement with respect to such Other Information. As part of a
separate engagement, we audited the financial statements, and the parts
of the Directors’ Remuneration Report to be audited, included within the
Other Information and the audit report thereon is also included with the
Other Information.
BASIS FOR CONCLUSION
We conducted our limited assurance engagement in accordance with
International Standard on Assurance Engagements (UK) 3000 Assurance
Engagements Other Than Audits or Reviews of Historical Financial
Information, (‘ISAE (UK) 3000‘), issued by the UK Financial Reporting
Council (‘FRC‘). Our responsibilities under that standard are further
described in the ‘Our responsibilities‘ section of our report.
We have complied with the Institute of Chartered Accountants in
England and Wales (‘ICAEW‘) Code of Ethics, which includes
independence and other ethical requirements founded on fundamental
principles of integrity, objectivity, professional competence and due care,
confidentiality and professional behaviour, that are at least as demanding
as the applicable provisions of the International Ethics Standards Board
for Accountants’ (‘IESBA‘) International Code of Ethics for Professional
Accountants (including International Independence Standards).
Our firm applies International Standard on Quality Management (UK) 1
Quality Management for Firms that Perform Audits or Reviews of Financial
Statements, or Other Assurance or Related Services Engagements
(‘ISQM (UK) 1‘), issued by the FRC, which requires the firm to design,
implement and operate a system of quality management, including
policies or procedures regarding compliance with ethical requirements,
professional standards, and applicable legal and regulatory
requirements.
We believe that the evidence we have obtained is sufficient and
appropriate to provide a basis for our conclusion.
DIRECTORS’ RESPONSIBILITIES FOR THE SUSTAINABILITY
STATEMENT
The Company has chosen to voluntarily prepare a Sustainability Statement
as it has securities admitted to trading on a regulated market in the
Netherlands, an EU Member State.
The Directors of the Company are responsible for designing, implementing
and maintaining a process to identify the information reported in the
Sustainability Statement in accordance with the ESRS and for disclosing
this process on page 216 ‘General Information – Double materiality
assessment process’ of the Sustainability Statement. This responsibility
includes:
understanding the context in which the Company’s activities and
business relationships take place and developing an understanding of
its affected stakeholders;
identifying the actual and potential impacts (both negative and positive)
related to sustainability matters, as well as risks and opportunities that
affect, or could reasonably be expected to affect, the Company’s
financial position, financial performance, cash flows, access to finance
or cost of capital over the short-term, medium-term, or long-term;
assessing the materiality of the identified impacts, risks and
opportunities related to sustainability matters by selecting and applying
appropriate thresholds; and
developing methodologies and making assumptions that are
reasonable in the circumstances.
The Directors of the Company are further responsible for the preparation
of the Sustainability Statement, in accordance with Article 29(a) of EU
Directive 2013/34/EU, including:
compliance with the ESRS;
preparing the disclosures on pages 247 and 249 ‘EU Taxonomy
Disclosures’ within the ‘Environmental Disclosures’ section of the
Sustainability Statement, in compliance with the Taxonomy Regulation;
designing, implementing and maintaining such internal controls that the
Directors determine are necessary to enable the preparation of the
Sustainability Statement such that it is free from material misstatement,
whether due to fraud or error;
selecting and applying appropriate sustainability reporting methods
and making assumptions and estimates about individual sustainability
disclosures that are reasonable in the circumstances; and
maintaining adequate records to support the preparation of the
Sustainability Statement.
INHERENT LIMITATIONS IN PREPARING THE
SUSTAINABILITY STATEMENT
As described on page 216 ‘General Information – Double materiality
assessment process’ the Company has carried out the Process, which may
change over time, including if any additional sector-specific sustainability
guidance is developed. The impacts, risks and opportunities identified by
the Process may also change over time. The Sustainability Statement may
not include every impact, risk and opportunity or additional Company-
specific disclosure that each individual stakeholder, or group of
stakeholders, may consider important in its own particular assessment.
In determining the disclosures in the Sustainability Statement, the Directors
of the Company interpret undefined legal and other terms. Undefined
legal and other terms may be interpreted differently, including the legal
conformity of their interpretation and, accordingly, are subject to
uncertainties.
The Directors of the Company have made various judgements in determining
how the Company complies with the ESRS and the Taxonomy Regulation,
which allow for different, but acceptable, evaluation and measurement
techniques and can result in materially different measurements, affecting
comparability between companies and over time. The key judgements,
including those associated with any additional data allocations the Company
has chosen to provide in relation to the Company’s demerger of its Ice Cream
business, are summarised in the ‘General Information’ section of the
Sustainability Statement on page 214 and are set out in further detail within
the Basis for Preparations included in relation to each topical standard, as
highlighted on pages 229 to 234, 236, 237 to 238, 241 to 242, 243 to 245, 254,
257 to 260, 262, 265 and 270.
272
Unilever Annual Report and Accounts 2025
Sustainability Statement
SUSTAINABILITY STATEMENT LIMITED ASSURANCE REPORT
The quantification process relating to information presented within the
Sustainability Statement is subject to: scientific uncertainty, which arises
because of incomplete scientific knowledge about the measurement; and
estimation (or measurement) uncertainty resulting from the measurement
and calculation processes used to quantify such information within the
bounds of existing scientific knowledge.
For a number of these areas, for example scope 3 GHG emissions and
pollution of air, water and soil, there are significant limitations in the
availability and quality of data, resulting in the Company’s reliance on
proxy data in determining these estimated amounts. Over time, as better
information may become available, the principles and methodologies used
to measure and report these estimated amounts may change based on
market practice and regulation. In addition, where information is provided
by the Company in respect of value chain information, for example Workers
in the value chain and Affected communities, we may be unable to verify
or benchmark this information in full to its original source.
In reporting forward-looking information in accordance with the ESRS,
for example, the Company’s climate transition plan, the Directors of the
Company are required to prepare the forward-looking information on
the basis of disclosed assumptions about events that may occur in the
future and possible future actions by the Company. The actual outcome
is likely to be different, since anticipated events frequently do not occur
as expected. We do not provide any assurance on the assumptions
and achievability of forward-looking information included within the
Sustainability Statement.
OUR RESPONSIBILITIES
Our objectives are to plan and perform the assurance engagement to
obtain limited assurance about whether the Sustainability Statement is
free from material misstatement, whether due to fraud or error, and to
report our limited assurance conclusion to the Company. Misstatements
can arise from fraud or error and are considered material if, individually or
in the aggregate, they could reasonably be expected to influence decisions
of users, taken on the basis of the Sustainability Statement as a whole.
Our responsibilities in relation to the Process for reporting the
Sustainability Statement, include:
Obtaining an understanding of the Process but not for the purpose of
providing a conclusion on the effectiveness of the Process, including
the outcome of the Process; and
Designing and performing procedures to evaluate whether the Process
is consistent with the Company’s description of its Process, as disclosed
on page 216 ‘General Information – Double materiality assessment
process’.
Our other responsibilities in respect of the Sustainability Statement
include:
Obtaining an understanding of the Company’s control environment,
processes and information systems relevant to the preparation of the
Sustainability Statement but not evaluating the design of particular
control activities, obtaining evidence about their implementation or
testing their operating effectiveness;
Identifying disclosures where material misstatements are likely to arise,
whether due to fraud or error; and
Designing and performing procedures focused on disclosures in the
Sustainability Statement where material misstatements are likely to
arise. The risk of not detecting a material misstatement resulting from
fraud is higher than for one resulting from error, as fraud may involve
collusion, forgery, intentional omissions, misrepresentations, or the
override of internal control.
Summary of the work we performed as the basis for
our conclusion
A limited assurance engagement involves performing procedures to
obtain evidence about the Sustainability Statement. We planned and
performed our procedures to obtain evidence about the Sustainability
Statement that is sufficient and appropriate to obtain a meaningful level
of assurance to provide a basis for our limited assurance conclusion. The
nature, timing and extent of our procedures depended on our judgement,
our understanding of the Sustainability Statement and other engagement
circumstances, including the identification of disclosures where material
misstatements are likely to arise in the Sustainability Statement.
We exercised professional judgement and maintained professional
scepticism throughout the engagement.
In conducting our limited assurance engagement, with respect to the
Process, the procedures we performed included:
Obtaining an understanding of the Process by:
Performing inquiries to understand the sources of the information
used by the Directors; and
Reviewing the Company’s internal documentation and assessment of
materiality decisions as determined by its Process; and
Evaluating whether the evidence obtained from our procedures about
the Process was consistent with the description of the Process set out on
page 216 ‘General Information – Double materiality assessment process’.
In conducting our limited assurance engagement with respect to the
Sustainability Statement, the procedures we performed included:
Obtaining an understanding of the Company’s reporting processes
relevant to the preparation of its Sustainability Statement by:
Conducting interviews with management to obtain an understanding
of the key processes, systems and controls in place; and
Inspecting relevant policy documentation related to information
included within the Sustainability Statement.
Evaluating whether material information identified by the Process is
included in the Sustainability Statement;
Evaluating whether the structure and the presentation of the
Sustainability Statement are in accordance with the ESRS;
Performing risk assessment procedures over the Sustainability
Statement, to inform our assurance approach;
Performing limited substantive testing and analytical procedures, which
included agreeing to corresponding supporting evidence where our
risk assessment required this;
Obtaining underlying supporting documentation for material narrative
statements as identified through our risk assessment procedures;
Obtaining evidence on the methods, assumptions and data for
developing material estimates and forward-looking information and
on how these methods were applied;
Obtaining an understanding of the process to identify taxonomy-
eligible and taxonomy-aligned economic activities and the
corresponding disclosures in the Sustainability Statement; and
Assessing the existence of taxonomy-eligible activities and comparing
management’s assessment to the Taxonomy Regulation and the related
EU Delegated Regulations 2021/2139 and 2023/2486 as amended by EU
Delegated Regulation 2026/73.
The procedures performed in a limited assurance engagement vary
in nature and timing from, and are less in extent than for, a reasonable
assurance engagement. Consequently, the level of assurance obtained in
a limited assurance engagement is substantially lower than the assurance
that would have been obtained had a reasonable assurance engagement
been performed.
INTENDED USE OF OUR REPORT
Our report has been prepared for the Company solely in accordance with
the terms of our engagement. We have consented to the publication of
our report within the Annual Report and Accounts 2025 for the purpose
of the Company showing that it has obtained an independent assurance
report in connection with the Sustainability Statement.
Our report was designed to meet the agreed requirements of the
Company as determined by the Companys needs at the time. Our report
should not therefore be regarded as suitable to be used or relied on by
any party wishing to acquire rights against us other than the Company for
any purpose or in any context. Any party other than the Company who
obtains access to our report or a copy and chooses to rely on our report
(or any part of it) will do so at its own risk. To the fullest extent permitted
by law, KPMG LLP will accept no responsibility or liability in respect of our
report to any other party.
Jonathan Mills
for and on behalf of KPMG LLP
Chartered Accountants
15 Canada Square
London E14 5GL
4 March 2026
Sustainability Statement
Unilever Annual Report and Accounts 2025
273
Index
DISCLOSURE REQUIREMENTS COVERED BY OUR SUSTAINABILITY STATEMENT, INCLUDING INCORPORATION
BY REFERENCE
ESRS References
Page(a)
TCFD(b)
ESRS2 General Information
Basis of Preparation
BP-1
General basis of preparation
BP-2
Disclosures in relation to specific circumstances
Governance
GOV-1
Oversight of sustainability matters
52, 57- 58 , 68-69, 214
GOV-2
Sustainability matters addressed by governance bodies
76, 214
GOV-3
Sustainability performance and incentives
97, 99, 215
GOV-4
Sustainability due diligence
GOV-5
Sustainability reporting controls
Strategy
SBM-1
Strategy and business model
2-5, 29 -30, 215
SBM-2
Interests and views of stakeholders
60, 216
SBM-3
Interaction of material IROs with strategy and business model
Impact, risk and opportunity management
IRO-1
Double materiality assessment process and 2025 Impacts, Risks and Opportunities (IROs)
IRO-2
Disclosure requirements in ESRS covered by the undertaking’s sustainability statement
E1-9, E2-6, E3-5,
E4-6, E5-6
Current and anticipated financial effects of material IROs
E1 Climate
Governance
ESRS2 GOV-3
Sustainability performance and incentives
97, 99, 215 , 222
Strategy
E1-1
Transition plan for climate change mitigation
ESRS2 SBM-3
Interaction of material IROs with strategy and business model
Impact, risk and opportunity management
ESRS2 IRO-1
Process to identify material climate IROs
E1-2
Policies
E1-3
Actions
Metrics and targets
E1-4
Targets
E1-5
Energy consumption and mix
E1-6
Gross scope 1, 2, 3 and total GHG emissions
E1-7
GHG removals and GHG mitigation projects financed through carbon credits
E1-8
Internal carbon pricing
E2 Pollution
Impact, risk and opportunity management
ESRS2 IRO-1
Process to identify material pollution IROs
E2-1
Policies
E2-2
Actions
Metrics and targets
E2-3
Targets
E2-4
Pollution of air, water and soil
E2-5
Substances of concern and substances of very high concern
n/a
(a) Incorporation by cross reference is indicated by the symbol (▲).
(b) The sustainability statement is consistent with the Task Force on Climate-related Financial Disclosures (TCFD) Recommendations and Recommended Disclosures.
This column outlines how the TCFD disclosures are mapped across the relevant sections of the sustainability statement.
274
Unilever Annual Report and Accounts 2025
Sustainability Statement
INDEX
ESRS References
Page(a)
TCFD(b)
E3 Water
Impact, risk and opportunity management
ESRS2 IRO-1
Process to identify material water IROs
E3-1
Policies
E3-2
Actions
Metrics and targets
E3-3
Targets
E3-4
Water consumption
E4 Biodiversity and Ecosystems
Strategy
E4-1
Transition plan and consideration of biodiversity and ecosystems in strategy and business model
ESRS2 SBM-3
Interaction of material IROs with strategy and business model
Impact, risk and opportunity management
ESRS2 IRO-1
Process to identify material biodiversity and ecosystem IROs
E4-2
Policies related to biodiversity and ecosystems
E4-3
Actions and resources related to biodiversity and ecosystems
Metrics and targets
E4-4
Targets related to biodiversity and ecosystems
E4-5
Impact metrics related to biodiversity and ecosystems change
E5 Resource Use and Circular Economy
Impact, risk and opportunity management
ESRS2 IRO-1
Process to identify material resource use and circular economy IROs
E5-1
Policies
E5-2
Actions
Metrics and targets
E5-3
Targets
E5-4
Resource inflows
E5-5
Resource outflows
S1 Own Workforce
Strategy
ESRS2 SBM-2
Interests and views of stakeholders
ESRS2 SBM-3
Interaction of material IROs with strategy and business model
Impact, risk and opportunity management
S1-1
Policies
S1-2
Engaging with own workforce and workers’ representatives
S1-3
Processes to remediate impacts and channels to raise concerns
S1-4
Managing impacts and risks related to own workforce
Metrics and targets
S1-5
Targets
S1-6
Characteristics of the undertaking’s employees
S1-7
Characteristics of non-employees in the undertaking’s own workforce
n/a
S1-8
Collective bargaining coverage and social dialogue
S1-9
Diversity metrics
S1-10
Adequate wages
S1-11
Social protection
S1-12
Persons with disabilities
n/a
S1-13
Training and skills development metrics
n/a
S1-14
Health and safety metrics
S1-15
Work-life balance metrics
n/a
S1-16
Remuneration metrics (pay gap and total remuneration)
S1-17
Incidents, complaints and severe human rights impacts
(a) Incorporation by cross reference is indicated by the symbol (▲).
(b) The sustainability statement is consistent with the Task Force on Climate-related Financial Disclosures (TCFD) Recommendations and Recommended Disclosures.
This column outlines how the TCFD disclosures are mapped across the relevant sections of the sustainability statement.
Sustainability Statement
Unilever Annual Report and Accounts 2025
275
INDEX
ESRS References
Page(a)
TCFD(b)
S2 Workers in the Value Chain
Strategy
ESRS2 SBM-2
Interests and views of stakeholders
ESRS2 SBM-3
Interaction of material IROs with strategy and business model
Impact, risk and opportunity management
S2-1
Policies
S2-2
Engaging with value chain workers
S2-3
Processes to remediate impacts and channels to raise concerns
S2-4
Managing impacts on value chain workers
Metrics and targets
S2-5
Targets
S3 Affected Communities
Strategy
ESRS2 SBM-2
Interests and views of stakeholders
ESRS2 SBM-3
Interaction of material IROs with strategy and business model
Impact, risk and opportunity management
S3-1
Policies
S3-2
Engaging with affected communities
S3-3
Processes to remediate impacts and channels to raise concerns
S3-4
Managing impacts on affected communities
Metrics and targets
S3-5
Targets
S4 Consumers and End-Users
Strategy
ESRS2 SBM-2
Interests and views of stakeholders
ESRS2 SBM-3
Interaction of material IROs with strategy and business model
Impact, risk and opportunity management
S4-1
Policies
218, 251, 263 , 264
S4-2
Engaging with consumers and end-users
S4-3
Processes to remediate impacts and channels to raise concerns
S4-4
Managing impacts, risks and opportunities related to consumers and end-users
Metrics and targets
S4-5
Targets
G1 Business Conduct
Governance
ESRS2 GOV-1
Oversight of sustainability matters
51, 68, 214 , 266
Impact, risk and opportunity management
ESRS2 IRO-1
Process to identify material business conduct IROs
G1-1
Business conduct policies and corporate culture
G1-2
Management of relationships with suppliers
G1-3
Prevention and detection of corruption and bribery
Metrics and targets
G1-4
Incidents of corruption or bribery
G1-5
Political influence and lobbying activities
G1-6
Payment practices
(a) Incorporation by cross reference is indicated by the symbol (▲).
(b) The sustainability statement is consistent with the Task Force on Climate-related Financial Disclosures (TCFD) Recommendations and Recommended Disclosures.
This column outlines how the TCFD disclosures are mapped across the relevant sections of the sustainability statement.
276
Unilever Annual Report and Accounts 2025
Sustainability Statement
INDEX
EU LEGISLATION DATA POINTS
Disclosure
requirement
Data point
SFDR
reference
Pillar 3
reference
Benchmark
regulation
reference
EU
Climate Law
reference
Page /
relevance
ESRS 2 GOV-1
21 (d)
Board’s gender diversity
ESRS 2 GOV-1
21 (e)
Percentage of Board members who are
independent
ESRS 2 GOV-4
30
Statement on sustainability due diligence
ESRS 2 SBM-1
40 (d) i
Involvement in activities related to fossil fuel
activities
Not relevant
ESRS 2 SBM-1
40 (d) ii
Involvement in activities related to chemical
production
Not relevant
ESRS 2 SBM-1
40 (d) iii
Involvement in activities related to
controversial weapons
Not relevant
ESRS 2 SBM-1
40 (d) iv
Involvement in activities related to cultivation
and production of tobacco
Not relevant
ESRS E1-1
14
Transition plan to reach climate neutrality by
2050
ESRS E1-1
16 (g)
Undertakings excluded from Paris-aligned
benchmarks
Not relevant
ESRS E1-4
34
GHG emission reduction targets
ESRS E1-5
38
Energy consumption from fossil sources
disaggregated by sources
ESRS E1-5
37
Energy consumption and mix
ESRS E1-5
40-43
Energy intensity associated with activities in
high climate impact sectors
ESRS E1-6
44
Gross Scope 1, 2, 3 and total GHG emissions
ESRS E1-6
53-55
Gross GHG emissions intensity
ESRS E1-7
56
GHG removals and carbon credits
ESRS E1-9
66
Exposure of the benchmark portfolio to
climate-related physical risks
Not relevant
ESRS E1-9
66 (a)
Disaggregation of monetary amounts by
acute and chronic physical risk
Not relevant
ESRS E1-9
66 (c)
Location of significant assets at material
physical risk
Not relevant
ESRS E1-9
67 (c)
Breakdown of the carrying value of its real
estate assets by energy efficiency classes
Not relevant
ESRS E1-9
69
Degree of exposure of the portfolio to
climate-related opportunities
Not relevant
ESRS E2-4
28
Amount of each pollutant listed in Annex II of
the E-PRTR Regulation emitted to air, water
and soil
ESRS E3-1
9
Water and marine resources
ESRS E3-1
13
Dedicated policy
Not relevant
ESRS E3-1
14
Sustainable oceans and seas
Not relevant
ESRS E3-4
28 (c)
Total water recycled and reused
ESRS E3-4
29
Total water consumption in m 3 per net
revenue on own operations
ESRS 2 SBM 3 – E4
16 (a) i
Biodiversity-sensitive areas
ESRS 2 SBM 3 – E4
16 (b)
Land impacts
ESRS 2 SBM 3 – E4
16 (c)
Threatened species
ESRS E4-2
24 (c)
Sustainable oceans/seas practices or policies
Not relevant
ESRS E4-2
24 (d)
Policies to address deforestation
ESRS E5-5
37 (d)
Non-recycled waste
ESRS E5-5
39
Hazardous waste and radioactive waste
ESRS 2 SBM3 – S1
14 (f)
Risk of incidents of forced labour
ESRS 2 SBM3 – S1
14 (g)
Risk of incidents of child labour
ESRS S1-1
20
Human rights policy commitments
ESRS S1-1
21
Sustainability due diligence policies on issues
addressed by the fundamental International
Labour Organization Conventions 1 to 8
ESRS S1-1
22
Processes and measures for preventing
trafficking in human beings
ESRS S1-1
23
Workplace accident prevention policy or
management system
ESRS S1-3
32 (c)
Grievance/complaints handling mechanisms
Sustainability Statement
Unilever Annual Report and Accounts 2025
277
INDEX
Disclosure
requirement
Data point
SFDR
reference
Pillar 3
reference
Benchmark
regulation
reference
EU
Climate Law
reference
Page /
relevance
ESRS S1-14
88 (b), (c)
Number of fatalities and number and rate of
work-related accidents
ESRS S1-14
88 (e)
Number of days lost to injuries, accidents,
fatalities or illness
ESRS S1-16
97 (a)
Unadjusted gender pay gap
ESRS S1-16
97 (b)
Excessive CEO pay ratio
ESRS S1-17
103 (a)
Incidents of discrimination
ESRS S1-17
104 (a)
Non-respect of UNGPs on Business and
Human Rights and OECD guidelines
ESRS 2 SBM3 – S2
11 (b)
Significant risk of child labour or forced
labour in the value chain
ESRS S2-1
17
Human rights policy commitments
ESRS S2-1
18
Policies related to value chain workers
ESRS S2-1
19
Non-respect of UNGPs on Business and
Human Rights principles and OECD guidelines
ESRS S2-1
19
Sustainability due diligence policies on issues
addressed by the fundamental International
Labour Organization Conventions 1 to 8
ESRS S2-4
36
Human rights issues and incidents connected
to its upstream and downstream value chain
ESRS S3-1
16
Human rights policy commitments
ESRS S3-1
17
Non-respect of UNGPs on Business and
Human Rights, ILO principles or OECD
guidelines
ESRS S3-4
36
Human rights issues and incidents
ESRS S4-1
16
Policies related to consumers and end-users
ESRS S4-1
17
Non-respect of UNGPs on Business and
Human Rights and OECD guidelines
ESRS S4-4
35
Human rights issues and incidents
ESRS G1-1
10 (b)
United Nations Convention against Corruption
Not relevant
ESRS G1-1
10 (d)
Protection of whistleblowers
Not relevant
ESRS G1-4
24 (a)
Fines for violation of anti-corruption and anti-
bribery laws
ESRS G1-4
24 (b)
Standards of anti-corruption and anti-bribery
Not relevant
 
Cautionary Statement
This document may contain forward-looking statements, including ‘forward-looking statements’ within the meaning of the United States Private
Securities Litigation Reform Act of 1995, concerning the financial condition, results of operations and businesses of the Unilever Group (the ‘Group’).
All statements other than statements of historical fact are, or may deemed to be, forward-looking statements. Words such as ‘will’, ‘aim’, ‘expects’,
‘anticipates’, ‘intends’, ‘looks’, ‘believes’, ‘vision’, ‘ambition’, ‘target’, ‘goal’, ‘plan’, ‘potential’, ‘work towards’, ‘may’, ‘milestone’, ‘objectives’, ‘outlook’,
‘probably’, ‘project’, ‘risk’, ‘seek’, ‘continue’, ‘projected’, ‘estimate’, ‘achieve’ 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. Forward-looking statements also include, but
are not limited to, statements and information regarding the Group’s emissions reduction and other sustainability-related targets and other climate
and sustainability matters (including actions, potential impacts and risks and opportunities associated therewith), the Group‘s ability to rewire our
organisation for AI and the digital world, to deliver profit growth in line with our top-third total shareholder return ambition, to respond to channel
shifts and pricing and other competitive pressures, and to maintain effectiveness of our cash management programmes and our liquidity, our plans
with respect to the retained TMICC stake, the Group‘s ability to focus on building Desire at Scale and Play to Win culture. Forward-looking statements
can be made in writing but also may be made verbally by directors, officers and employees of the Group (including during management presentations)
in connection with this document. 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 or outcomes. All
forward-looking statements contained in this document are expressly qualified in their entirety by the cautionary statements contained or referred
to in this section. Readers should not place undue reliance on forward-looking statements.
Because these forward-looking statements involve known and unknown risks and uncertainties, a number of which may be beyond the Group’s control,
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 from those expressed in the
forward-looking statements included in this document 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; the effect of climate change on Unilever’s business; Unilever’s ability
to find sustainable solutions to its plastic packaging; significant changes or deterioration in customer relationships; the recruitment and retention of
talented employees; disruptions in Unilever’s supply chain and distribution; increases or volatility in the cost of raw materials and commodities; the
production of safe and high-quality products; secure and reliable IT infrastructure; execution of acquisitions, divestitures and business transformation
projects; economic and financial risks; social and political risks and natural disasters; failure to meet high and ethical standards; and managing
regulatory, legal matters and practices with regard to the interpretation and application thereof and emerging and developing ESG reporting standards,
including differences in implementation of climate and sustainability policies in the regions where the Group operates. Also see ’Our Principal Risks’ on
pages 31 to 37 for additional risks and further discussion.
The forward-looking statements are based on our beliefs, assumptions and expectations of our future performance, taking into account all information
currently available to us. Forward-looking statements are not predictions of future events. These beliefs, assumptions and expectations can change as
a result of many possible events or factors, not all of which are known to us. If a change occurs, our business, financial condition, liquidity and results of
operations may vary materially from those expressed in our forward-looking statements.
The 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.
New risks and uncertainties arise over time, and it is not possible for us to predict those events or how they may affect us. In addition, we cannot assess
the impact of each factor on our business or the extent to which any factor, or combination of factors, may cause actual results to differ materially from
those contained in any forward-looking statements. In preparing the sustainability and climate-related information in this document, Unilever has made
a number of key judgements, estimations and assumptions. Sustainability and climate data, models and methodologies are often rapidly evolving and
are not of the same accuracy as those available in the context of other financial information. There may also be challenges in relation to availability of
sustainability and climate-related data and potential inconsistencies. This means that sustainability and climate-related forward-looking statements can
be subject to more uncertainty than other types of statements and therefore our actual results and developments could differ from those expressed or
implied in the sustainability and climate-related forward-looking statements in this document.
This document also contains data on the Group’s Scope 1, 2 and 3 emissions. Some of this data is based on estimates, assumptions and uncertainties.
Scope 1 and 2 emissions data relates to emissions from the Group’s own activities and supplied heat, power and cooling, and is generally easier for the
Group to gather than Scope 3 emissions data. Scope 3 emissions relate to other organisations’ emissions and is therefore subject to a range of additional
uncertainties, including that: data used to model lifecycle footprints is typically industry-standard data or estimates rather than relating to individual
suppliers; and lifecycle models, such as the Group’s, cover many but not all products and markets. In addition, international standards and protocols
relating to Scope 1, 2 and 3 emissions calculations and categorisations also continue to evolve, as do accepted norms regarding terminology, such as
carbon neutral and net zero, which may affect the emissions data the Group reports. As Scope 3 emissions data improves, shifting over time from
generic modelled data to more specific data, the data reported in this document is likely to evolve. We will continue to review and develop our
approach to emissions data in line with evolving market approaches and standards.
Throughout this report, we include non-GAAP financial measures to explain the performance of our business, including underlying sales growth,
underlying volume growth, underlying price growth, non-underlying items, underlying operating profit, underlying operating margin, underlying
earnings per share, underlying effective tax rate, constant underlying earnings per share, free cash flow, cash conversion, underlying return on
assets, net debt and underlying return on invested capital. Such non-GAAP financial measures are defined in ’Additional financial disclosures’ and
a reconciliation of these measures to their most directly comparable GAAP financial measures is included within ’Additional financial disclosures’.
See pages 39 to 46.
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 Annual Report on Form 20-F 2025.
This document is not prepared in accordance with US GAAP and should not therefore be relied upon by readers as such. The Annual Report on
Form 20-F 2025 is separately filed with the US Securities and Exchange Commission and is available on our corporate website: www.unilever.com.
In addition, a printed copy of the Annual Report on Form 20-F 2025 is available, free of charge, upon request to Unilever, Investor Relations Department,
100 Victoria Embankment, London EC4Y 0DY, United Kingdom.
This document comprises regulated information within the meaning of Sections 1:1 and 5:25c of the Act on Financial Supervision (‘Wet op het financieel
toezicht (Wft)’) in the Netherlands.
The brand names shown in this report are trademarks owned by or licensed to companies within the Group.
References in this document to information on websites (and/or social media sites) are included as an aid to their location and such information is not
incorporated in, and does not form part of, the Unilever Annual Report and Accounts 2025.
ABOUT THIS ANNUAL REPORT
Unilever Annual Report and Accounts 2025
This document is made up of the Strategic Report, the Governance
Report, the Financial Statements and Notes, the Additional Information
for US Listing Purposes and the Sustainability Statement. The Unilever
Group consists of Unilever PLC (PLC) together with the companies it
controls. The terms ‘Unilever’, the ‘Company’, the ‘Group’, ‘we’, ‘our’
and ‘us’ refer to the Unilever Group.
Our Strategic Report, pages 2 to 48, contains information about us, how
we create value and how we run our business. It includes our strategy,
business model, market outlook and key performance indicators, as
well as our approach to sustainability and risk. The Strategic Report is
only part of the Annual Report and Accounts 2025. The Strategic Report
has been approved by the Board and signed on its behalf by Prakash
Kakkad – Chief Legal Officer and Group Company Secretary.
Our Governance Report, pages 49 to 108, contains detailed corporate
governance information, our Committee reports and how we remunerate
our Directors.
The Governance Report, pages 49 to 108, comprises our Directors’
Report and our Directors’ Remuneration Report, each of which has
been approved by the PLC Board and signed on its behalf by Prakash
Kakkad – Chief Legal Officer and Group Company Secretary.
Pages 2 to 28 and 30 to 48 of the Strategic Report, together with
the Governance Report and the Sustainability Statement, serve as the
Management Report for the purposes of Disclosure Guidance and
Transparency Rule 4.1.8R.
Our Financial Statements and Notes are on pages 128 to 191.
Pages 1 to 201 and 213 to 277 constitute the Unilever Annual Report and
Accounts 2025, which we may also refer to as ‘this Annual Report and
Accounts’ throughout this document.
Pages 202 to 212 are included as Additional Information for US
Listing Purposes.
Designed and produced by Unilever Communications.
Printed at Pureprint Group, ISO 14001. FSC® certified and CarbonNeutral®.
This document is printed on Revive 100% Recycled Silk. These papers have
been exclusively supplied by Denmaur Independent Papers, which has
offset the carbon produced by the production and delivery of them to
the printer.
These papers are 100% recycled and manufactured using de-inked post-
consumer waste. All the pulp is bleached using an elemental chlorine-
free process (ECF). Printed in the UK by Pureprint, using its Pureprint®
environmental printing technology. Vegetable inks were used throughout.
Pureprint is a CarbonNeutral® company. Both the manufacturing mill
and the printer are registered to the Environmental Management System
ISO 14001 and are Forest Stewardship Council® (FSC®) chain-of-custody
certified.
If you have finished with this document and no longer wish to retain it,
please pass it on to other interested readers or dispose of it in your
recycled paper waste. Thank you.
FSC logo.jpg
For further information about
Unilever please visit our website:
www.unilever.com
Unilever PLC
Head Office
100 Victoria Embankment
London EC4Y 0DY
United Kingdom
T +44 (0)20 7822 5252
Registered Office
Unilever PLC
Port Sunlight
Wirral
Merseyside CH62 4ZD
United Kingdom
Registered in England and Wales
Company Number: 41424