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. | |||
2 | Unilever Annual Report and Accounts 2025 | Strategic Report |
ABOUT UNILEVER |
€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 |
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 |
Power Brands |
78% of turnover in 2025 |
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 |
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: | |||||
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. |
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. |
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 |
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 | ||
Strategic Report | Unilever Annual Report and Accounts 2025 | 7 |
REVIEW OF THE YEAR | ||
8 | Unilever Annual Report and Accounts 2025 | Strategic Report |
REVIEW OF THE YEAR | ||
Strategic Report | Unilever Annual Report and Accounts 2025 | 9 |
REVIEW OF THE YEAR | ||
10 | Unilever Annual Report and Accounts 2025 | Strategic Report |
Strategic Report | Unilever Annual Report and Accounts 2025 | 11 |
REVIEW OF THE YEAR | ||
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: | |||||
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% | ||||
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 | |||||
12 | Unilever Annual Report and Accounts 2025 | Strategic Report |
REVIEW OF THE YEAR | ||
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REVIEW OF THE YEAR | ||
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 | |
14 | Unilever Annual Report and Accounts 2025 | Strategic Report |
REVIEW OF THE YEAR | ||
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 | |||||
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 | ||
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% | |||
16 | Unilever Annual Report and Accounts 2025 | Strategic Report |
REVIEW OF THE YEAR | ||
Strategic Report | Unilever Annual Report and Accounts 2025 | 17 |
18 | Unilever Annual Report and Accounts 2025 | Strategic Report |
REVIEW OF THE YEAR |
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: | |||||
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% | ||||
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 | ||
20 | Unilever Annual Report and Accounts 2025 | Strategic Report |
Strategic Report | Unilever Annual Report and Accounts 2025 | 21 |
REVIEW OF THE YEAR |
Our categories: | ||
Deodorants, Oral Care and Skin Cleansing | ||
Our Power Brands: | ||
Axe Closeup Dove Lifebuoy | Lux Pepsodent Rexona | |
PERFORMANCE HIGHLIGHTS | |||||
TURNOVER | |||||
2025: | |||||
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% | ||||
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 | ||
Strategic Report | Unilever Annual Report and Accounts 2025 | 23 |
24 | Unilever Annual Report and Accounts 2025 | Strategic Report |
REVIEW OF THE YEAR | ||
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: | |||||
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% | ||||
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 |
26 | Unilever Annual Report and Accounts 2025 | Strategic Report |
Strategic Report | Unilever Annual Report and Accounts 2025 | 27 |
REVIEW OF THE YEAR | ||
Our categories: | ||
Condiments, Cooking Aids & Mini Meals, and Unilever Food Solutions | ||
Our Power Brands: | ||
Hellmann’s Horlicks Knorr | ||
PERFORMANCE HIGHLIGHTS | |||||
TURNOVER | |||||
2025: | |||||
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% | ||||
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 |
Strategic Report | Unilever Annual Report and Accounts 2025 | 29 |
REVIEW OF THE YEAR |
30 | Unilever Annual Report and Accounts 2025 | Strategic Report |
REVIEW OF THE YEAR | ||
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 | ||||
Strategic Report | Unilever Annual Report and Accounts 2025 | 31 |
32 | Unilever Annual Report and Accounts 2025 | Strategic Report |
OUR PRINCIPAL RISKS | ||
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 |
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 |
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 | ||
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. |
Strategic Report | Unilever Annual Report and Accounts 2025 | 39 |
OUR PERFORMANCE | ||
€ 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) |
€ 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 |
€ 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 |
40 | Unilever Annual Report and Accounts 2025 | Strategic Report |
OUR PERFORMANCE | ||
€ 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 |
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 |
Strategic Report | Unilever Annual Report and Accounts 2025 | 41 |
OUR PERFORMANCE | ||
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 |
42 | Unilever Annual Report and Accounts 2025 | Strategic Report |
OUR PERFORMANCE | ||
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 |
€ 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) |
Strategic Report | Unilever Annual Report and Accounts 2025 | 43 |
OUR PERFORMANCE | ||
€ 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 |
€ 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 |
€ 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 |
€ 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 | ||
€ 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 |
€ 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) |
€ 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 |
Strategic Report | Unilever Annual Report and Accounts 2025 | 45 |
OUR PERFORMANCE | ||
€ 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 |
46 | Unilever Annual Report and Accounts 2025 | Strategic Report |
OUR PERFORMANCE | ||
€ 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 |
€ 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 | |
Strategic Report | Unilever Annual Report and Accounts 2025 | 47 |
OUR PERFORMANCE | ||
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 | ■ Position and performance (including relevant non-financial ■ Climate Transition Action Plan: Annual Progress is outlined 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. 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, |
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) | ■ Position and performance (including relevant non-financial refer to www.unilever.com/sustainability/respect-human-rights. |
Business Conduct matters, including anti-corruption and bribery | |
■ Our People & Organisation ■ Business Conduct | ■ Position and performance (including relevant non-financial 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 | ||
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% | ||
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 |
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 | ||
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 Unilever’s 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 |
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 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 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 | ||
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). | 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). | |||||
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). | 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). | |||||
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 |
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 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). | ||
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). | ||
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). | ||
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 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). | ||
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 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). |
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). | ||
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 |
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. | |||||
Governance Report | Unilever Annual Report and Accounts 2025 | 57 |
OPERATION OF THE BOARD | ||
58 | Unilever Annual Report and Accounts 2025 | Governance Report |
OPERATION OF THE BOARD | ||
Governance Report | Unilever Annual Report and Accounts 2025 | 59 |
OPERATION OF THE BOARD | ||
60 | Unilever Annual Report and Accounts 2025 | Governance Report |
OPERATION OF THE BOARD | ||
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. | ■ 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. | |
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. | ||
■ 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 | ■ 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 |
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 |
Governance Report | Unilever Annual Report and Accounts 2025 | 63 |
ADDITIONAL INFORMATION | ||
64 | Unilever Annual Report and Accounts 2025 | Governance Report |
ADDITIONAL INFORMATION | ||
Governance Report | Unilever Annual Report and Accounts 2025 | 65 |
66 | Unilever Annual Report and Accounts 2025 | Governance Report |
REPORT OF THE NOMINATING AND CORPORATE GOVERNANCE COMMITTEE | ||
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 |
Governance Report | Unilever Annual Report and Accounts 2025 | 67 |
REPORT OF THE NOMINATING AND CORPORATE GOVERNANCE COMMITTEE | ||
68 | Unilever Annual Report and Accounts 2025 | Governance Report |
REPORT OF THE NOMINATING AND CORPORATE GOVERNANCE COMMITTEE | ||
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 |
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 | – | – | – | – | – |
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 | ||
70 | Unilever Annual Report and Accounts 2025 | Governance Report |
Governance Report | Unilever Annual Report and Accounts 2025 | 71 |
REPORT OF THE AUDIT COMMITTEE | ||
Attendance | |
Adrian Hennah Chair | 9/9 |
Susan Kilsby | 9/9 |
Ruby Lu | 9/9 |
Benoît Potier | 8/9 |
72 | Unilever Annual Report and Accounts 2025 | Governance Report |
REPORT OF THE AUDIT COMMITTEE | ||
Governance Report | Unilever Annual Report and Accounts 2025 | 73 |
REPORT OF THE AUDIT COMMITTEE | ||
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REPORT OF THE AUDIT COMMITTEE | ||
Governance Report | Unilever Annual Report and Accounts 2025 | 75 |
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REPORT OF THE CORPORATE RESPONSIBILITY COMMITTEE | ||
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 |
Governance Report | Unilever Annual Report and Accounts 2025 | 77 |
REPORT OF THE CORPORATE RESPONSIBILITY COMMITTEE | ||
78 | Unilever Annual Report and Accounts 2025 | Governance Report |
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 |
Governance Report | Unilever Annual Report and Accounts 2025 | 79 |
DIRECTORS’ REMUNERATION REPORT | ||
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DIRECTORS’ REMUNERATION REPORT | ||
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 |
Fixed Pay | Target Total Compensation | ||||||
Governance Report | Unilever Annual Report and Accounts 2025 | 81 |
DIRECTORS’ REMUNERATION REPORT | ||
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. |
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DIRECTORS’ REMUNERATION REPORT | ||
Governance Report | Unilever Annual Report and Accounts 2025 | 83 |
DIRECTORS’ REMUNERATION REPORT | ||
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 |
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DIRECTORS’ REMUNERATION REPORT | ||
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% |
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% |
Governance Report | Unilever Annual Report and Accounts 2025 | 85 |
DIRECTORS’ REMUNERATION REPORT | ||
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 | ||
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 | ||
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 | ||||||||||||||
Governance Report | Unilever Annual Report and Accounts 2025 | 87 |
DIRECTORS’ REMUNERATION REPORT | ||
Base salary | |
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. |
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 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. |
90 | Unilever Annual Report and Accounts 2025 | Governance Report |
DIRECTORS’ REMUNERATION REPORT | ||
Governance Report | Unilever Annual Report and Accounts 2025 | 91 |
DIRECTORS’ REMUNERATION REPORT | ||
€0m | €2m | €4m | €6m | €8m | €10m | €12m | €14m | €16m | €18m | €20m | €22m | €24m |
€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 | ||
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. | |
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. 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. |
Governance Report | Unilever Annual Report and Accounts 2025 | 95 |
DIRECTORS’ REMUNERATION REPORT | ||
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 |
96 | Unilever Annual Report and Accounts 2025 | Governance Report |
DIRECTORS’ REMUNERATION REPORT | ||
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% |
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 |
Governance Report | Unilever Annual Report and Accounts 2025 | 97 |
DIRECTORS’ REMUNERATION REPORT | ||
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% |
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% |
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 |
98 | Unilever Annual Report and Accounts 2025 | Governance Report |
DIRECTORS’ REMUNERATION REPORT | ||
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% | ||||
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. | |||
Governance Report | Unilever Annual Report and Accounts 2025 | 99 |
DIRECTORS’ REMUNERATION REPORT | ||
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. |
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. |
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 | |||
100 | Unilever Annual Report and Accounts 2025 | Governance Report |
DIRECTORS’ REMUNERATION REPORT | ||
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% |
Governance Report | Unilever Annual Report and Accounts 2025 | 101 |
DIRECTORS’ REMUNERATION REPORT | ||
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 |
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 |
102 | Unilever Annual Report and Accounts 2025 | Governance Report |
DIRECTORS’ REMUNERATION REPORT | ||
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 | |
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 | |
Governance Report | Unilever Annual Report and Accounts 2025 | 103 |
DIRECTORS’ REMUNERATION REPORT | ||
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 | ||||
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% |
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. |
Governance Report | Unilever Annual Report and Accounts 2025 | 105 |
DIRECTORS’ REMUNERATION REPORT | ||
€0m | €1m | €2m | €3m | €4m | €5m | €6m | €7m |
2025 Fixed pay and benefits | 2025 Variable pay | 2024 Fixed pay and benefits | 2024 Variable pay |
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 | ||
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%) |
Governance Report | Unilever Annual Report and Accounts 2025 | 107 |
DIRECTORS’ REMUNERATION REPORT | ||
€0m | €1,000m | €2,000m | €3,000m | €4,000m | €5,000m | €6,000m | €7,000m | €8,000m |
2025 | 2024 |
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% |
108 | Unilever Annual Report and Accounts 2025 | Governance Report |
DIRECTORS’ REMUNERATION REPORT | ||
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 |
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 |
Financial Statements | Unilever Annual Report and Accounts 2025 | 111 |
1. Our opinion is unmodified |
What our opinion covers |
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 |
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 | ||
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. | |||
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 |
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. | ||||
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). | |||||||||
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). | |||||||||
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. | |||||||||
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). | |||||||||
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 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 |
€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. | ||||
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 |
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 |
10. EUROPEAN SINGLE ELECTRONIC FORMAT |
11. The purpose of our Audit work and to whom we owe our responsibilities |
128 | Unilever Annual Report and Accounts 2025 | Financial Statements |
Notes | € million 2025 | € million 2024(a) | € million 2023(a) | |
Turnover | 2 | |||
Operating profit | 2 | |||
of which: (loss)/gain on disposal of group companies (b) | ( | ( | ||
Net finance costs | 5 | ( | ( | ( |
Pensions and similar obligations | ||||
Finance income | ||||
Finance costs | ( | ( | ( | |
Net monetary loss arising from hyperinflationary economies | 1 | ( | ( | ( |
Share of net profit of joint ventures and associates | 11 | |||
Other income/(loss) from non-current investments and associates | ( | ( | ||
Profit before taxation from continuing operations | ||||
Taxation | 6A | ( | ( | ( |
Net profit from continuing operations | ||||
Profit after taxation from discontinued operations | ||||
Gain on disposal of discontinued operations | 21 | |||
Net profit from discontinued operations | ||||
Total net profit | ||||
Attributable to: | ||||
Non-controlling interests | ||||
Shareholders’ equity | ||||
Total profit attributable to shareholders’ equity arises from: | ||||
Continuing operations | ||||
Discontinued operations | ||||
Total profit attributable to non-controlling interests arises from: | ||||
Continuing operations | ||||
Discontinued operations | ||||
Earnings per share | 7 | |||
Basic earnings per share (€) | ||||
Basic earnings per share (€) from continuing operations | ||||
Basic earnings per share (€) from discontinued operations | ||||
Diluted earnings per share (€) | ||||
Diluted earnings per share (€) from continuing operations | ||||
Diluted earnings per share (€) from discontinued operations |
Financial Statements | Unilever Annual Report and Accounts 2025 | 129 |
CONSOLIDATED FINANCIAL STATEMENTS UNILEVER GROUP | ||
Notes | € million 2025 | € million 2024(a) | € million 2023(a) | |
Net profit | ||||
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 | ( | ( | ||
Remeasurement of defined benefit pension plans | 15B | ( | ||
Items that may be reclassified subsequently to profit or loss, net of tax: | ||||
Gains/(losses) on cash flow hedges | ( | ( | ||
Currency retranslation gains/(losses) | 15B | ( | ( | |
Other comprehensive income from continuing operations | ( | ( | ||
Other comprehensive income from discontinued operations | ( | |||
Total comprehensive income | ||||
Attributable to: | ||||
Non-controlling interests | ||||
Shareholders’ equity |
130 | Unilever Annual Report and Accounts 2025 | Financial Statements |
CONSOLIDATED FINANCIAL STATEMENTS UNILEVER GROUP | ||
€ million | Called up share capital | Share premium account | Unification reserve | Other reserves | Retained profit | Total | Non- controlling interests | Total equity |
31 December 2022 | ( | ( | ||||||
Profit or loss for the period | – | – | – | – | ||||
Other comprehensive income, net of tax: | ||||||||
Equity instruments gains/(losses) | – | – | – | ( | – | ( | ( | ( |
Cash flow hedges gains/(losses) | – | – | – | ( | – | ( | – | ( |
Remeasurements of defined benefit pension plans | – | – | – | – | ( | ( | ( | ( |
Currency retranslation gains/(losses)(a) | – | – | – | ( | ( | ( | ( | |
Total comprehensive income | – | – | – | ( | ||||
Dividends on ordinary capital | – | – | – | – | ( | ( | – | ( |
Cancellation of treasury shares(c) | ( | – | – | ( | – | |||
Repurchase of shares (d) | – | – | – | ( | – | ( | – | ( |
Movements in treasury shares(e) | – | – | – | ( | ( | – | ( | |
Share-based payment credit(f) | – | – | – | – | – | |||
Dividends paid to non-controlling interests | – | – | – | – | – | – | ( | ( |
Hedging (gain)/loss transferred to non-financial assets | – | – | – | – | – | |||
Other movements in equity | – | – | – | ( | ( | |||
31 December 2023 | ( | ( | ||||||
Profit or loss for the period | – | – | – | – | ||||
Other comprehensive income, net of tax: | ||||||||
Equity instruments gains/(losses) | – | – | – | – | – | |||
Cash flow hedges gains/(losses) | – | – | – | – | – | |||
Remeasurements of defined benefit pension plans | – | – | – | – | ( | |||
Currency retranslation gains/(losses)(a) | – | – | – | |||||
Total comprehensive income | – | – | – | |||||
Dividends on ordinary capital | – | – | – | – | ( | ( | – | ( |
Repurchase of shares (d) | – | – | – | ( | – | ( | – | ( |
Movements in treasury shares(e) | – | – | – | ( | ( | – | ( | |
Share-based payment credit(f) | – | – | – | – | – | |||
Dividends paid to non-controlling interests | – | – | – | – | – | – | ( | ( |
Hedging (gain)/loss transferred to non-financial assets | – | – | – | ( | – | ( | – | ( |
Other movements in equity | – | – | – | ( | ( | ( | ( | |
31 December 2024 | ( | ( | ||||||
Profit or loss for the period | – | – | – | – | ||||
Other comprehensive income, net of tax: | ||||||||
Equity instruments gains/(losses) | – | – | – | ( | – | ( | – | ( |
Cash flow hedges gains/(losses) | – | – | – | ( | – | ( | ( | ( |
Remeasurements of defined benefit pension plans | – | – | – | – | ( | |||
Currency retranslation gains/(losses)(a) | – | – | – | ( | ( | ( | ( | ( |
Total comprehensive income | – | – | – | ( | ||||
Dividends on ordinary capital | – | – | – | – | ( | ( | – | ( |
Non-cash dividend to shareholders (b) | – | – | – | – | ( | ( | – | ( |
Cancellation of treasury shares(c) | ( | – | – | ( | – | |||
Repurchase of shares (d) | – | – | – | ( | – | ( | – | ( |
Movements in treasury shares(e) | – | – | – | ( | ( | – | ( | |
Share-based payment credit(f) | – | – | – | – | – | |||
Dividends paid to non-controlling interests(g) | – | – | – | – | – | – | ( | ( |
Hedging (gain)/loss transferred to non-financial assets | – | – | – | ( | – | ( | ( | |
Other movements in equity(h) | – | – | – | ( | ||||
31 December 2025 | ( | ( |
Financial Statements | Unilever Annual Report and Accounts 2025 | 131 |
CONSOLIDATED FINANCIAL STATEMENTS UNILEVER GROUP | ||
Notes | € million 2025 | € million 2024 | |
Assets | |||
Non-current assets | |||
Goodwill | 9 | ||
Intangible assets | 9 | ||
Property, plant and equipment | 10 | ||
Pension asset for funded schemes in surplus | 4B | ||
Deferred tax assets | 6B | ||
Financial assets | 17A | ||
Other non-current assets | 11 | ||
Current assets | |||
Inventories | 12 | ||
Trade and other current receivables | 13 | ||
Current tax assets | |||
Cash and cash equivalents | 17A | ||
Other financial assets | 17A | ||
Assets held for sale | |||
Total assets | |||
Liabilities | |||
Current liabilities | |||
Financial liabilities | 15C | ||
Trade payables and other current liabilities | 14 | ||
Current tax liabilities | |||
Provisions | 19 | ||
Liabilities held for sale | |||
Non-current liabilities | |||
Financial liabilities | 15C | ||
Non-current tax liabilities | |||
Pensions and post-retirement healthcare liabilities: | |||
Funded schemes in deficit | 4B | ||
Unfunded schemes | 4B | ||
Provisions | 19 | ||
Deferred tax liabilities | 6B | ||
Other non-current liabilities | 14 | ||
Total liabilities | |||
Equity | |||
Shareholders’ equity | |||
Non-controlling interests | |||
Total equity | |||
Total liabilities and equity |
132 | Unilever Annual Report and Accounts 2025 | Financial Statements |
CONSOLIDATED FINANCIAL STATEMENTS UNILEVER GROUP | ||
Notes | € million 2025 | € million 2024(a) | € million 2023(a) | |
Net profit from continuing operations | ||||
Taxation | ||||
Share of net profit of joint ventures/associates and other (income)/loss from non- current investments | ( | ( | ( | |
Net monetary loss arising from hyperinflationary economies | ||||
Net finance costs | 5 | |||
Operating profit from continuing operations | ||||
Depreciation, amortisation and impairment | ||||
Changes in working capital: | ( | |||
Inventories | ( | ( | ||
Trade and other receivables (b) | ( | ( | ||
Trade payables and other liabilities(b) | ( | |||
Pensions and similar obligations less payments | ( | ( | ( | |
Provisions less payments | ( | ( | ||
Elimination of losses/(profits) on disposals | ( | |||
Non-cash charge for share-based compensation | ||||
Other adjustments | ||||
Cash flow from continuing operating activities | ||||
Income tax paid on continuing operations | ( | ( | ( | |
Net cash flow from continuing operating activities | ||||
Cash flow from operations attributable to discontinued operations | ||||
Income tax paid from discontinued operation | ( | ( | ( | |
Net operating cash flows attributable to discontinued operations | ||||
Total cash flows from operating activities | ||||
Interest received | ||||
Purchase of intangible assets | ( | ( | ( | |
Purchase of property, plant and equipment | ( | ( | ( | |
Disposal of property, plant and equipment | ||||
Acquisition of businesses and investments in joint ventures and associates | ( | ( | ( | |
Disposal of businesses, joint ventures and associates | ||||
Acquisition of other non-current investments | ( | ( | ( | |
Disposal of other non-current investments | ||||
Dividends from joint ventures, associates and other non-current investments | ||||
Sale/(purchase) of financial assets | ( | ( | ||
Net cash flow used in continuing investing activities | ( | ( | ( | |
Net investing cash flows attributable to discontinued operations | ( | ( | ( | |
Total cash outflow used in investing activities | ( | ( | ( | |
Dividends paid on ordinary share capital | ( | ( | ( | |
Interest paid | ( | ( | ( | |
Net change in short-term borrowings | ( | ( | ||
Additional financial liabilities | ||||
Repayment of financial liabilities | ( | ( | ( | |
Capital element of lease rental payments | ( | ( | ( | |
Repurchase of shares | 24 | ( | ( | ( |
Other financing activities(c) | ( | ( | ( | |
Net cash flow used in continuing financing activities | ( | ( | ( | |
Net financing cash flows attributable to discontinued operations | ( | ( | ||
Total cash flow used in financing activities | ( | ( | ( | |
Net increase/(decrease) in cash and cash equivalents | ( | ( | ||
Cash and cash equivalents at the beginning of the year | ||||
Effect of foreign exchange rate changes | ( | ( | ( | |
Cash and cash equivalents at the end of the year | 17A |
Financial Statements | Unilever Annual Report and Accounts 2025 | 133 |
€ 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 | ||
Financial Statements | Unilever Annual Report and Accounts 2025 | 135 |
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS UNILEVER 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. |
136 | Unilever Annual Report and Accounts 2025 | Financial Statements |
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS UNILEVER GROUP | ||
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. | |
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% |
Financial Statements | Unilever Annual Report and Accounts 2025 | 137 |
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS UNILEVER GROUP | ||
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) |
138 | Unilever Annual Report and Accounts 2025 | Financial Statements |
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS UNILEVER GROUP | ||
€ 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 |
€ 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 |
€ million 2025 | € million 2024(a) | € million 2023(a) | |
Emerging markets | 30,008 | 32,033 | 31,570 |
Developed markets | 20,495 | 20,446 | 20,110 |
Financial Statements | Unilever Annual Report and Accounts 2025 | 139 |
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS UNILEVER GROUP | ||
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 |
140 | Unilever Annual Report and Accounts 2025 | Financial Statements |
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS UNILEVER GROUP | ||
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) |
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 |
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) |
Financial Statements | Unilever Annual Report and Accounts 2025 | 141 |
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS UNILEVER GROUP | ||
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. | ||||
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% | |
142 | Unilever Annual Report and Accounts 2025 | Financial Statements |
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS UNILEVER GROUP | ||
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 | |
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) |
€ 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) |
Financial Statements | Unilever Annual Report and Accounts 2025 | 143 |
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS UNILEVER GROUP | ||
€ 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) | |
€ 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 |
144 | Unilever Annual Report and Accounts 2025 | Financial Statements |
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS UNILEVER GROUP | ||
€ 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) |
€ 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 |
Financial Statements | Unilever Annual Report and Accounts 2025 | 145 |
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS UNILEVER GROUP | ||
€ 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) |
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% |
€ 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 | |
146 | Unilever Annual Report and Accounts 2025 | Financial Statements |
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS UNILEVER GROUP | ||
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% | ||||
€ 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 |
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. | ||||
Financial Statements | Unilever Annual Report and Accounts 2025 | 147 |
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS UNILEVER GROUP | ||
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 |
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 |
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 |
148 | Unilever Annual Report and Accounts 2025 | Financial Statements |
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS UNILEVER GROUP | ||
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) |
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) |
Financial Statements | Unilever Annual Report and Accounts 2025 | 149 |
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS UNILEVER GROUP | ||
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 |
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) |
150 | Unilever Annual Report and Accounts 2025 | Financial Statements |
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS UNILEVER GROUP | ||
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) |
Income tax is recognised in equity or other comprehensive income for items recognised directly in equity or other comprehensive income. | ||||
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 |
Financial Statements | Unilever Annual Report and Accounts 2025 | 151 |
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS UNILEVER GROUP | ||
€ 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 |
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) |
152 | Unilever Annual Report and Accounts 2025 | Financial Statements |
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS UNILEVER GROUP | ||
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 | ||
€ 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 |
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 |
154 | Unilever Annual Report and Accounts 2025 | Financial Statements |
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS UNILEVER GROUP | ||
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% |
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% |
Financial Statements | Unilever Annual Report and Accounts 2025 | 155 |
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS UNILEVER GROUP | ||
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 |
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 |
156 | Unilever Annual Report and Accounts 2025 | Financial Statements |
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS UNILEVER GROUP | ||
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 |
Financial Statements | Unilever Annual Report and Accounts 2025 | 157 |
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS UNILEVER GROUP | ||
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 |
158 | Unilever Annual Report and Accounts 2025 | Financial Statements |
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS UNILEVER GROUP | ||
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 |
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 |
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 | ||
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 |
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. | ||||
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 |
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 |
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 | ||
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. | ||||
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 |
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 |
Financial Statements | Unilever Annual Report and Accounts 2025 | 161 |
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS UNILEVER GROUP | ||
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. | ||||
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; ■ 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. | ||||
162 | Unilever Annual Report and Accounts 2025 | Financial Statements |
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS UNILEVER GROUP | ||
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 |
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) |
€ 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) |
Financial Statements | Unilever Annual Report and Accounts 2025 | 163 |
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS UNILEVER GROUP | ||
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 |
€ million 2025 | € million 2024 | |
1 January | 84 | (180) |
Movement during the year | 176 | 264 |
31 December | 260 | 84 |
€ 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 | ||
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 |
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) |
Financial Statements | Unilever Annual Report and Accounts 2025 | 165 |
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS UNILEVER GROUP | ||
€ 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 |
166 | Unilever Annual Report and Accounts 2025 | Financial Statements |
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS UNILEVER GROUP | ||
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. | ||||
Financial Statements | Unilever Annual Report and Accounts 2025 | 167 |
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS UNILEVER GROUP | ||
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) |
168 | Unilever Annual Report and Accounts 2025 | Financial Statements |
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS UNILEVER GROUP | ||
€ 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) |
Financial Statements | Unilever Annual Report and Accounts 2025 | 169 |
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS UNILEVER GROUP | ||
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 | ||
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 | ||||||
Fair value hedge | ||||||||
Net investment hedge | ||||||||
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%). | ||||||||
Financial Statements | Unilever Annual Report and Accounts 2025 | 171 |
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS UNILEVER GROUP | ||
€ 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) |
€ 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) | – | 41 | ||
Hedge accounting not applied | 18 | 79 | – | (8) | (124) | – | (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) | |||||
172 | Unilever Annual Report and Accounts 2025 | Financial Statements |
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS UNILEVER GROUP | ||
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 |
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 | ||
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 | ||
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 |
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 |
Financial Statements | Unilever Annual Report and Accounts 2025 | 175 |
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS UNILEVER GROUP | ||
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) |
176 | Unilever Annual Report and Accounts 2025 | Financial Statements |
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS UNILEVER GROUP | ||
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) |
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 |
Financial Statements | Unilever Annual Report and Accounts 2025 | 177 |
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS UNILEVER GROUP | ||
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 |
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. | ||||
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 | ||
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. | ||||
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 |
Financial Statements | Unilever Annual Report and Accounts 2025 | 179 |
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS UNILEVER GROUP | ||
€ 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 | |
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 |
€ 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 | ||
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. | ||||
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. |
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. |
Financial Statements | Unilever Annual Report and Accounts 2025 | 181 |
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS UNILEVER GROUP | ||
€ 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 | – |
€ 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 |
182 | Unilever Annual Report and Accounts 2025 | Financial Statements |
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS UNILEVER GROUP | ||
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. | ||||
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 |
€ 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 |
Financial Statements | Unilever Annual Report and Accounts 2025 | 183 |
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS UNILEVER GROUP | ||
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. | ||||
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% |
184 | Unilever Annual Report and Accounts 2025 | Financial Statements |
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 |
€ 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 |
Financial Statements | Unilever Annual Report and Accounts 2025 | 185 |
COMPANY ACCOUNTS UNILEVER PLC | ||
Statement of changes in equity | € 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 |
186 | Unilever Annual Report and Accounts 2025 | Financial Statements |
COMPANY ACCOUNTS UNILEVER PLC | ||
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 |
Financial Statements | Unilever Annual Report and Accounts 2025 | 187 |
188 | Unilever Annual Report and Accounts 2025 | Financial Statements |
NOTES TO THE COMPANY ACCOUNTS UNILEVER PLC | ||
€ million 2025 | € million 2024 | |
Services (over time) | 84 | 75 |
Turnover | 84 | 75 |
€ million 2025 | € million 2024 | |
Dividends received from shares in group undertakings* | 15,265 | 13,648 |
15,265 | 13,648 |
€ million 2025 | |
Fair value of TMICC shares (80.15%) | 6,752 |
Less investment in TMICC Holdco | (9,744) |
Loss on demerger | (2,992) |
€ 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 |
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 |
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 | ||
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 |
€ 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 |
€ million 31 December 2025 | € million 31 December 2024 | |
Loans to group companies(d) | 933 | 1,549 |
Others | 3 | 3 |
936 | 1,552 |
€ million 31 December 2025 | € million 31 December 2024 | |
Amounts due from group companies(e) | 695 | 125 |
Taxation and social security | 78 | 95 |
774 | 220 |
€ 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 |
190 | Unilever Annual Report and Accounts 2025 | Financial Statements |
NOTES TO THE COMPANY ACCOUNTS UNILEVER PLC | ||
€ 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 |
€ 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 |
€ 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 |
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) |
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) |
€ 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 |
Financial Statements | Unilever Annual Report and Accounts 2025 | 191 |
NOTES TO THE COMPANY ACCOUNTS UNILEVER PLC | ||
€ 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 |
€ million 2025 | € million 2024 | |
Trading and other balances due from/(to) subsidiaries | (8,649) | (1,520) |
Loans due from/(to) subsidiaries | (1,067) | (451) |
€ 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) |
192 | Unilever Annual Report and Accounts 2025 | Financial Statements |
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 |
Financial Statements | Unilever Annual Report and Accounts 2025 | 201 |
Date | 13 May 2026 |
Voting and Registration date | 11 May 2026 |
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 |
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 |
ABN AMRO Bank N.V. | |
Gustav Mahlerlaan 10 | |
1082 PP Amsterdam | |
Telephone +31 (0) 20 628 6070 | |
Email | corporate.broking@nl.abnamro.com |
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 |
202 | Unilever Annual Report and Accounts 2025 | Financial Statements |
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 | |||||||
B. | Business overview | |||||||
C. | Organisational structure | |||||||
D. | Property, plant and equipment | |||||||
Item 4A | Unresolved Staff Comments | n/a | ||||||
Item 5 | Operating and Financial Review and Prospects | |||||||
A. | Operating results | |||||||
B. | Liquidity and capital resources | |||||||
C. | Research and development, patents and licences, etc. | |||||||
D. | Trend information | |||||||
E. | Critical accounting estimates | n/a | ||||||
Item 6 | Directors, Senior Management and Employees | |||||||
A. | Directors and senior management | |||||||
B. | Compensation | |||||||
C. | Board practices | |||||||
D. | Employees | |||||||
E. | Share ownership | |||||||
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 | |||||||
B. | Significant changes | |||||||
Item 9 | The Offer and Listing | |||||||
A. | Offer and listing details | |||||||
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 | |||||||
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 | ||
Financial Statements | Unilever Annual Report and Accounts 2025 | 205 |
ADDITIONAL INFORMATION FOR US LISTING PURPOSES | ||
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 | ||
Financial Statements | Unilever Annual Report and Accounts 2025 | 207 |
ADDITIONAL INFORMATION FOR US LISTING PURPOSES | ||
208 | Unilever Annual Report and Accounts 2025 | Financial Statements |
ADDITIONAL INFORMATION FOR US LISTING PURPOSES | ||
Financial Statements | Unilever Annual Report and Accounts 2025 | 209 |
ADDITIONAL INFORMATION FOR US LISTING PURPOSES | ||
210 | Unilever Annual Report and Accounts 2025 | Financial Statements |
ADDITIONAL INFORMATION FOR US LISTING PURPOSES | ||
Financial Statements | Unilever Annual Report and Accounts 2025 | 211 |
ADDITIONAL INFORMATION FOR US LISTING PURPOSES | ||
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 | – |
212 | Unilever Annual Report and Accounts 2025 | Financial Statements |
ADDITIONAL INFORMATION FOR US LISTING PURPOSES | ||
€ 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) | – | – | – |
214 | Unilever Annual Report and Accounts 2025 | Sustainability Statement |
Sustainability Statement | Unilever Annual Report and Accounts 2025 | 215 |
GENERAL INFORMATION | ||
Core elements | Paragraphs in the sustainability statement |
Embedding due diligence in our governance, strategy and business model | |
Engaging with affected stakeholders | In this section under Interests and views of stakeholders and Double materiality. |
Identifying and assessing adverse impacts | |
Taking actions to address those adverse impacts | |
Tracking the effectiveness of actions |
216 | Unilever Annual Report and Accounts 2025 | Sustainability Statement |
GENERAL INFORMATION | ||
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 |
218 | Unilever Annual Report and Accounts 2025 | Sustainability Statement |
GENERAL INFORMATION | ||
Sustainability Statement | Unilever Annual Report and Accounts 2025 | 219 |
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. |
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. |
Sustainability Statement | Unilever Annual Report and Accounts 2025 | 221 |
ENVIRONMENTAL DISCLOSURES | ||
222 | Unilever Annual Report and Accounts 2025 | Sustainability Statement |
ENVIRONMENTAL DISCLOSURES | ||
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 |
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. |
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. |
224 | Unilever Annual Report and Accounts 2025 | Sustainability Statement |
ENVIRONMENTAL DISCLOSURES | ||
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. |
Sustainability Statement | Unilever Annual Report and Accounts 2025 | 225 |
ENVIRONMENTAL DISCLOSURES | ||
Very low | <1.5% | Low | 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 | ||
Sustainability Statement | Unilever Annual Report and Accounts 2025 | 227 |
ENVIRONMENTAL DISCLOSURES | ||
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) |
228 | Unilever Annual Report and Accounts 2025 | Sustainability Statement |
ENVIRONMENTAL DISCLOSURES | ||
Sustainability Statement | Unilever Annual Report and Accounts 2025 | 229 |
ENVIRONMENTAL DISCLOSURES | ||
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 |
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% |
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. | |||||
230 | Unilever Annual Report and Accounts 2025 | Sustainability Statement |
ENVIRONMENTAL DISCLOSURES | ||
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. | ||||
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. | ||||||
Sustainability Statement | Unilever Annual Report and Accounts 2025 | 231 |
ENVIRONMENTAL DISCLOSURES | ||
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 Protocol’s 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 Unilever’s 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 | — | — | — |
Sustainability Statement | Unilever Annual Report and Accounts 2025 | 233 |
ENVIRONMENTAL DISCLOSURES | ||
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. |
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 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 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. |
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. |
Sustainability Statement | Unilever Annual Report and Accounts 2025 | 235 |
ENVIRONMENTAL DISCLOSURES | ||
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 | ■ |
236 | Unilever Annual Report and Accounts 2025 | Sustainability Statement |
ENVIRONMENTAL DISCLOSURES | ||
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. |
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 shortages in areas of high water stress | |
Environmental Policy | ■ |
Environmental Care Framework Standard | ■ |
Responsible Partner Policy (RPP) | ■ |
Sustainable Agricultural Principles | ■ |
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 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 | — |
Sustainability Statement | Unilever Annual Report and Accounts 2025 | 239 |
ENVIRONMENTAL DISCLOSURES | ||
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 | ■ | ■ | ■ |
240 | Unilever Annual Report and Accounts 2025 | Sustainability Statement |
ENVIRONMENTAL DISCLOSURES | ||
Sustainability Statement | Unilever Annual Report and Accounts 2025 | 241 |
ENVIRONMENTAL DISCLOSURES | ||
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% | — | — |
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 Unilever’s 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 |
Sustainability Statement | Unilever Annual Report and Accounts 2025 | 243 |
ENVIRONMENTAL DISCLOSURES | ||
Plastic pollution | Hazardous waste | EPR schemes / plastic-related taxes | |
Environmental Policy | ■ | ■ | ■ |
Environmental Care Framework Standard | ■ | ■ | |
Responsible Partner Policy | ■ | ■ |
244 | Unilever Annual Report and Accounts 2025 | Sustainability Statement |
ENVIRONMENTAL DISCLOSURES | ||
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. | ||||
Sustainability Statement | Unilever Annual Report and Accounts 2025 | 245 |
ENVIRONMENTAL DISCLOSURES | ||
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% | — |
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 | ||
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. |
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 | ||
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% | ||
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 | —% | 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 | ||
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 |
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. | ||
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. |
Sustainability Statement | Unilever Annual Report and Accounts 2025 | 251 |
SOCIAL DISCLOSURES | ||
252 | Unilever Annual Report and Accounts 2025 | Sustainability Statement |
SOCIAL DISCLOSURES | ||
Sustainability Statement | Unilever Annual Report and Accounts 2025 | 253 |
SOCIAL DISCLOSURES | ||
254 | Unilever Annual Report and Accounts 2025 | Sustainability Statement |
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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 |
Sustainability Statement | Unilever Annual Report and Accounts 2025 | 255 |
SOCIAL DISCLOSURES | ||
256 | Unilever Annual Report and Accounts 2025 | Sustainability Statement |
SOCIAL DISCLOSURES | ||
Sustainability Statement | Unilever Annual Report and Accounts 2025 | 257 |
SOCIAL DISCLOSURES | ||
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 |
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 |
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 |
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% |
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 | ||
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 |
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 |
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% |
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% |
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. |
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). |
Sustainability Statement | Unilever Annual Report and Accounts 2025 | 259 |
SOCIAL DISCLOSURES | ||
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 |
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 | — |
260 | Unilever Annual Report and Accounts 2025 | Sustainability Statement |
SOCIAL DISCLOSURES | ||
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 |
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 | — | — |
Sustainability Statement | Unilever Annual Report and Accounts 2025 | 261 |
SOCIAL DISCLOSURES | ||
262 | Unilever Annual Report and Accounts 2025 | Sustainability Statement |
SOCIAL DISCLOSURES | ||
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 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 | — | — |
Sustainability Statement | Unilever Annual Report and Accounts 2025 | 263 |
SOCIAL DISCLOSURES | ||
264 | Unilever Annual Report and Accounts 2025 | Sustainability Statement |
SOCIAL DISCLOSURES | ||
Sustainability Statement | Unilever Annual Report and Accounts 2025 | 265 |
SOCIAL DISCLOSURES | ||
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% | — | — |
266 | Unilever Annual Report and Accounts 2025 | Sustainability Statement |
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. |
Sustainability Statement | Unilever Annual Report and Accounts 2025 | 267 |
GOVERNANCE DISCLOSURES | ||
268 | Unilever Annual Report and Accounts 2025 | Sustainability Statement |
GOVERNANCE DISCLOSURES | ||
Sustainability Statement | Unilever Annual Report and Accounts 2025 | 269 |
GOVERNANCE DISCLOSURES | ||
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 |
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 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. |
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% |
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% |
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. |
Sustainability Statement | Unilever Annual Report and Accounts 2025 | 271 |
272 | Unilever Annual Report and Accounts 2025 | Sustainability Statement |
SUSTAINABILITY STATEMENT LIMITED ASSURANCE REPORT | ||
Sustainability Statement | Unilever Annual Report and Accounts 2025 | 273 |
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 | |||||
GOV-2 | Sustainability matters addressed by governance bodies | |||||
GOV-3 | Sustainability performance and incentives | |||||
GOV-4 | Sustainability due diligence | |||||
GOV-5 | Sustainability reporting controls | |||||
Strategy | ||||||
SBM-1 | Strategy and business model | |||||
SBM-2 | Interests and views of stakeholders | |||||
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 | |||||
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 | ||||
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 | |||||
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 | |||||
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 | |||||
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 | |||||
276 | Unilever Annual Report and Accounts 2025 | Sustainability Statement |
INDEX | ||
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 | ||||
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. |