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Various Unilever products being used.

Detailed description

Three Dove products are being carried on a silver tray by a woman with blonde hair wearing a pink top. The tray is placed on a surface. As the products come into focus, we can see there are three different variants of Whole Body Deo with different skin benefits – a tube that is “pH Balancing”, a spray can which is “cooling” and a stick which is “anti-chafe”.

We then see three women smiling, dancing on the spot and spraying whole-body deodorant over themselves, all in unison. They are in an outdoor square with café tables and a large tree in the background. The woman at the front of the three wears a cream top and blue trousers. One woman in the background wears a white bra top and faded jeans. The other wears a black top and shorts, and has extensive visible tattoos. Two other women, further in the background, dance across the view, from right to left.

A pack of Nutrafol Men sits on a grey marble kitchen counter. In front of the pack are three capsules. On the front of the pack are the words “For Men 50+ Hair Growth Nutraceutical Dietary Supplement 120 Capsules”. A man picks up a capsule and a glass of water. The man’s hands and arms are all that’s visible at this point. In the background are two brown glass bottles with black pump tops and a sink cut into the counter. Next, we see the man drinking from the glass of water. He is in his mid-50s with greying hair and beard, wearing a dark t-shirt. In the background is the top of a sink tap and a light wood-panelled wall. The man looks out of a window where we can see trees and greenery.

A person with braided hair picks up a tube of Vaseline RadiantX nourishing body lotion. Product from the tube is then squeezed onto their hand and rubbed over their right arm and shoulder. Their right ear is visible with a gold hoop and two stud earrings. Warm lighting highlights the smooth, moisturised skin as they look toward the area they’re applying the lotion to.

A man is seen from below crouching down, tearing the top off a sachet of Liquid I.V. Hydration Multiplier. He is outdoors and wears a green and pink hoodie. We briefly see the powder being poured into a clear plastic bottle. The man then drinks from the bottle.

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Why invest in Unilever?

Focused for growth. Built to win.

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Five reasons to invest in Unilever

Unilever offers a compelling investment case — a simpler, sharper, and faster company built to deliver sustainable, competitive growth. These five pillars define how we create long-term value: a powerful global footprint, a focused portfolio, a growth engine built for the future, excellence in execution, and a play-to-win culture.

Global scale, local strength

Unilever is a €52 billion+ business with category-leading brands in every major market. Our scale is global, our execution deeply local — operating in more than 190 countries with #1 or #2 positions across 80% of our portfolio.

  • €52bnTurnover excluding Ice CreamFY 2024

  • 190Countries where our products are sold

  • 3.4bnPeople use Unilever products every day

Unilever’s footprint is both balanced and advantaged — around 60% of turnover comes from emerging markets and 40% from developed markets.[a] Our top five markets — the US, India, Brazil, China and UK — together represent approximately half of Group turnover and form the foundation for future growth.

Infographic showing Unilever’s market distribution: 42% developed markets, 58% emerging markets. Regional breakdown includes North America (22%), Europe (20%), Latin America (15%), Asia Pacific Africa (44%). Top 5 markets listed: USA 21%, India 11%, Brazil 6%, China 5%, UK 4%.
  • Access a description of the image above

    The diagram shows a world map with a pink pie chart in the centre, dividing global markets into two categories: 42% Developed Markets and 58% Emerging Markets. Developed markets include North America, contributing 22% of turnover, and Europe, contributing 20% of turnover. Emerging markets include Latin America at 15% of turnover, and Asia Pacific and Africa combined at 44% of turnover.

    On the right side, a list highlights the Top 5 individual markets by turnover share:

    • US: 21%
    • India: 11%
    • Brazil: 6%
    • China: 5%
    • UK: 4%

    The overall message is that emerging markets account for the majority of turnover globally, with Asia Pacific and Africa being the largest contributors among them.
Three Dove Whole Body Deo products arranged on a bed of pastel flowers in shades of pink, purple, and white.

Value through focus

Through decisive focus and simplification, Unilever is concentrating resources behind its biggest growth engines to deliver higher quality performance.

Four Business Groups

Unilever operates through four complementary Business Groups — Beauty & Wellbeing, Personal Care, Home Care and Foods — each fully accountable for strategy, innovation and performance. This structure creates clear ownership and sharper execution, with 13 verticals providing the focus and expertise needed to compete with pure-play leaders in every category. Together, these Business Groups combine the scale of a global company with the agility of specialists, driving faster growth and stronger returns.

(30 items)

30 Power Brands

We have concentrated our portfolio behind 30 Power Brands, which now generate more than 75% of Unilever’s turnover and deliver faster, more profitable growth. These are the brands with true global scale and premium potential — the ones where we are investing our best innovation, marketing and technology. By focusing resources on fewer, stronger brands, we are driving greater consistency, efficiency and volume-led growth across every market.

Four Olly vitamin products line up against a purple and peach background with a spotlight on them.

Olly

Elegant Hourglass cosmetic products displayed on a soft gold background, including lipstick, mascara, and a hydrating skin tint.

Hourglass

K18 bottle packaging

K18

Top 24 markets

Unilever’s new market structure brings clarity, focus and ownership to the heart of our operations. Our top 24 markets, representing around 85% of Group turnover, are now fully led by our Business Groups, while the remaining 15% operate under the 1UL model to maximise scale and efficiency.[a] Across this framework, 44 defined P&L owners hold end-to-end accountability — ensuring every market, category and channel is managed with precision, speed and performance discipline.

Infographic showing Unilever turnover: 85% from 24 top markets, 15% from UL markets. Includes points on category focus, pure play capabilities, scale, simplicity, and efficiency.
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    The diagram shows a world map background with two large percentage figures representing Unilever’s turnover distribution across markets. On the left, 85% of Unilever’s turnover comes from 24 top markets, highlighted with two key attributes: Category focus and Pure-play capabilities. On the right, 15% of Unilever’s turnover comes from 1 Unilever markets, emphasising Scale, simplicity & efficiency.
Three Vaseline Healthy Bright Gluta-Hya serum burst lotion tubes in gold, pink, and purple displayed against a water splash background.

Portfolio with tailwinds

Unilever’s portfolio is built for growth and competitiveness, guided by seven clear priorities and powered by a renewed focus on marketing and sales excellence. Through Desire at Scale, we’re elevating brand desirability, while our Perfect Store execution ensures flawless delivery in every channel and market.

7 clear priorities

Clear priorities across our categories, segments, channels and geographies — focusing our resources where momentum is strongest and returns are highest.

Hand holding a K18 hair product spray bottle with mist visible, set against a warm pink background.

Beauty

A person holding a Liquid I.V. sachet

Wellbeing

Close-up of an arm adorned with pink and purple flower petals, creating a floral decorative effect.

Personal Care

Nexxus Promend Oil Resurrection for Hair bottle in metallic silver with dynamic liquid splash effect on a black background.

Premium

Two Nutrafol hair growth supplement containers labelled “Women” and “Men” with capsules placed on a wooden surface.

Digital commerce

Person holding a Dove body care product in a bathroom setting with white tiles in the background.

United States

Person holding Dove Exfoliate Away body wash bottle near shoulder in a bright bathroom setting.

India

Our medium-term ambitions are clear and focused on where growth and returns are strongest. We aim for Beauty & Wellbeing and Personal Care to represent around two-thirds of Group turnover, with the US and India together accounting for about 45%, and our premium portfolio reaching roughly half of total turnover driven by innovation, desirability and digital commerce. Together, these ambitions define a faster-growing, higher-quality Unilever — built for sustained, competitive performance.

Excellence everywhere

We are turning Unilever into a marketing and sales machine — driving superior brands through desire at scale and flawless execution in every channel and market.

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Desire at Scale

We’re building brands that people truly want, not just buy — elevating desirability through bold creativity, social-first engagement and our SASSY model of Science, Aesthetics, Sensorials, Said by others and Young-spirited thinking. It is how we turn cultural relevance into growth at scale.

Perfect Stores

Execution excellence is measured in every channel — with 9 metrics for offline stores and 11 for online. From pricing and shelf presence to content quality and conversion, we track what drives performance and replicate what wins — ensuring flawless execution everywhere consumers shop.

Unmissable Brand Superiority

We measure performance across the 6Ps: product, packaging, proposition, promotion, place, pricing — using 23 clear metrics. This data-driven approach turns execution into a science — ensuring excellence is tracked, proven and scaled everywhere we operate.

Three Persil Wonder Wash bottles in blue, teal, and purple displayed against a blue background with water splash effects.

Play-to-win culture

A new Unilever culture — faster, bolder and fully accountable. We play to win, with clear ownership and performance at the centre of everything we do, backed by incentives that directly reward results.

Close-up of a hand holding a Liquid I.V. Hydration Multiplier packet in lemon-lime flavour, with a group of people in sports uniforms gathered in the background on an outdoor field under a clear blue sky.

Performance at the core

Performance defines how we lead, decide and act. We compete to win — moving faster, executing better, and measuring success by delivery, not intention. Across every market and function, we’re building a results culture that rewards impact, celebrates excellence and turns ambition into growth.

Collection of Nutrafol hair growth supplement containers arranged on stone blocks, featuring variants for men and women.

Incentives aligned to value

We’ve aligned our incentive system with the outcomes that matter most to shareholders. Our remuneration policy links pay directly to growth, margin and cash performance, with long-term incentives tied to achieving top-third Total Shareholder Returns versus peers. Clear measures, transparent goals and accountability at every level ensure Unilever rewards performance that delivers lasting value.

Fernando Fernandez

Leadership built to win

We’ve built a new generation of leaders — diverse, bold and high-performing — driving change now with focus and accountability. This team blends deep Unilever experience with fresh external talent, bringing new skills and sharper decision-making to every Business Group. Leadership accountability is clear, with 44 fully empowered P&L owners responsible for outcomes in every market. Supported by new talent systems, broader incentive ranges for real differentiation and market-based benchmarking, our leaders are creating a faster, more competitive Unilever — built to perform today and ready to lead into the future.

Collage of Tresemmé hair care product shots and styling visuals with text overlays like “Create a Million Hairstyles” and “Balayage.”

AI-powered organisation

We’re building an organisation fit for the age of AI — faster, smarter and more connected. In marketing, our teams are leveraging real-time insights to turn cultural moments into sales at scale. In supply chain, predictive platforms and automation are improving agility, efficiency and customer experience. And across the business, new digital tools are equipping our people with future-fit skills — making Unilever smarter, faster and ready to win.

PerformanceIncentivesLeadershipAI-powered organisation

Our Value Creation model

Unilever’s value creation model is built on consistent volume-led growth, disciplined gross margin expansion, and strong cash generation — driving top-third shareholder returns over time.

Our medium-term algorithm targets underlying sales growth in the mid-single digits, underpinned by at least 2% volume growth and modest, steady improvement in operating margin.

This performance will be fuelled by gross margin expansion — through mix improvement, premiumisation, productivity and cost discipline — while continuing to invest strongly behind our brands and innovation.

With a structurally higher-margin portfolio, robust free cash flow, and a commitment to capital efficiency, Unilever is positioned to deliver sustainable, high-quality value creation for shareholders, with sustainability embedded in how we grow — focused on four priorities where we can have the greatest impact: Climate, Nature, Plastics and Livelihoods. By targeting these areas, we are strengthening competitiveness and resilience while delivering impact at scale.

Infographic titled “Our value creation plan” outlining growth algorithm, cash generation, and capital allocation strategies with blue gradient background.
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    The diagram presents Unilever’s value creation plan. At the top, the headline reads: “Deliver absolute profit growth in line with top ⅓ TSR ambition.” The plan is structured into three layers:

    Growth algorithm:

    • Mid-single digit growth[b] (USG) – Underlying volume growth of at least 2%.
    • Modest margin improvement (UOM) – Fuelled by gross margin.
    • These lead to Top ⅓ shareholder returns.[c]

    Cash generation:

    • Cash conversion – Sustain around 100% cash conversion over time.
    • Debt – Around 2x net debt/EBITDA. Strong single A credit ratings.
    • ROIC – High teens return on invested capital.[d]

    Capital allocation:

    • Growth & productivity – Capacity and margin expansion. Long-term investments in brands.
    • Portfolio reshaping – Bolt-on M&A focused on US and India. No transformational M&A.
    • Capital returns – Attractive dividend (~60% payout). Share buyback with surplus cash.

    The visual conveys a clear roadmap linking growth, margin improvement, and disciplined capital allocation to strong shareholder returns.
[a]

(1, 2) Data shown includes Ice Cream and is based on Unilever’s FY 2024 reported turnover.

[b]

Applies post Ice Cream separation.

[c]

TSR peers for Remuneration: Beiersdorf, Church & Dwight, Coca-Cola, Colgate-Palmolive, Danone, Estée Lauder, General Mills, Haleon, Henkel, Kenvue, Kimberly-Clark, Kraft Heinz, L'Oréal, Mondelēz, Nestlé, PepsiCo, Procter & Gamble, Reckitt Benckiser.

[d]

Underlying ROIC (return on invested capital) = Underlying operating profit after tax / annual average invested capital

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