Unilever

Reference: page 224

Accountability for managing Unilever's material impacts, risks and opportunities (IROs) aligns to the company's overarching governance structure. The Board takes overall accountability, while the CEO, supported by the Unilever Leadership Executive (ULE), is ultimately responsible for oversight of material sustainability matters. Board identity, composition and employee representation as at 31 December 2024, including the skills and expertise to oversee sustainability, are covered in the Corporate Governance statement (pages 66 to 85).

The Board delegates sustainability matters to four subcommittees:

• Corporate Responsibility Committee oversees the sustainability agenda and reviews sustainability-related IROs and reputational matters (page 92).
• Audit Committee reviews risk management processes, including the double materiality assessment, and oversees ESRS disclosures and assurance (page 88).
• Compensation Committee aligns the long-term Performance Share Plan to the sustainability agenda (page 102).
• Nominating and Corporate Governance Committee ensures the Board has sufficient sustainability skills (page 82).

The ULE holds management-level oversight: each material IRO is owned by a ULE member with documented mitigation plans, action owners and timelines. The global Sustainability function is led by the Chief Corporate Affairs and Sustainability Officer (CSO).

Reference: page 224

Unilever describes how its governance bodies are informed about and address sustainability-related impacts, risks and opportunities (IROs). The Corporate Responsibility Committee oversees the development and progress of the sustainability agenda, including performance against the 15 sustainability goals, and reviews sustainability-related IROs and associated reputational matters (further detail on page 92). It receives a standing agenda item from the CSO.

At management level, the ULE discussed and approved the refocused sustainability strategy and the 15 external goals across the four priority areas (Climate, Nature, Plastics and Livelihoods) in 2024. Each IRO is owned by a ULE member, with detailed mitigation plans, action owners and timelines documented. At least quarterly, the ULE discusses key strategic matters relating to the four sustainability priorities and progress against targets.

The Audit Committee oversees the non-financial disclosures in the Annual Report, including ESRS disclosures, and reviews internal and external assurance activities. Unilever also regularly engages with investors on sustainability matters, including its climate strategy; the updated Climate Transition Action Plan was endorsed by an advisory vote at the April 2024 AGM.

Reference: page 225

Unilever formally links remuneration for management employees, including the ULE, to performance against its sustainability goals. The long-term Performance Share Plan (PSP) is linked to both financial and sustainability performance, guided by the Sustainability Progress Index (SPI), which accounts for 15% of the total PSP award.

The SPI is an assessment made jointly by the Corporate Responsibility Committee and the Compensation Committee. In 2024, Unilever determined the SPI by considering performance against four sustainability targets, one tied to each of the priority areas: Climate, Nature, Plastics and Livelihoods. SPI outcomes for 2024 are reported on page 105, and the SPI targets for the PSP 2025 to 2027 are set out on page 102.

In addition, the ULE and the Board discuss progress against the four metrics of the SPI tied to reward on a quarterly basis. This structure embeds sustainability performance directly into long-term incentive design and keeps senior management focused on the company's stated priority areas throughout the year.

Reference: page 225

Unilever's approach to responsible business embeds human rights and environmental matters into its due diligence processes. The mechanisms to identify, mitigate and account for how the company addresses actual and potential negative environmental and human rights impacts are detailed throughout the sustainability statement. A mapping table sets out where the core elements of due diligence are disclosed:

• Embedding due diligence in governance, strategy and business model is covered under the Governance and Strategy and business model sections, with topical detail in Climate (page 235), Biodiversity and Ecosystems (page 254) and Social disclosures (page 267).
• Engaging with affected stakeholders is covered under Interests and views of stakeholders and Double materiality, with topical engagement disclosures across human rights, own workforce, value chain workers, affected communities and consumers.
• Identifying and assessing adverse impacts is covered under Double materiality and in the Environmental, Social and Governance IRO sections.
• Taking actions and tracking effectiveness and communicating results are covered in the Actions, Targets and Metrics sections of each topical standard.

Page references for the topical standards are provided in the Index on page 295.

Reference: page 226

Unilever has established processes to assess and manage risks related to the integrity of information disclosed in its sustainability statement. This assessment identified completeness, accuracy and availability of sustainability information as key reporting risks to consider when preparing the statement.

The Group Controller oversees the sustainability statement as a whole and is responsible for managing these risks. For each of the 10 ESRS topics, a ULE Topical Owner is in place and appoints owners for the narrative and metrics elements. Metrics owners develop and document a Basis of Preparation (BoP) for each metric, setting out definitions, scope, data collection and calculation methods, and key assumptions. Narrative owners prepare narrative disclosures. Each narrative and metric is signed off by its owner and subject to management assurance to check that ESRS disclosure requirements are addressed, claims are supported by evidence, and metrics align to the BoPs.

The Audit Committee oversees the reporting of ESRS information and reviews the underlying processes and controls. It is supported by the Disclosure Committee, which oversees accuracy, materiality and timeliness and evaluates the adequacy of disclosure processes and controls. Independent limited assurance is performed by KPMG.

Reference: page 226

Unilever's strategy and business model are described in the Strategic Report (pages 2 to 5). The company produces and sells consumer goods across five Business Groups: Beauty & Wellbeing, Personal Care, Home Care, Foods, and Ice Cream. It operates over 250 factories worldwide and employs over 120,000 employees. Around 3.4 billion people use Unilever products every day.

The value chain is extended upstream and downstream to the extent connected to material IROs. The global supply chain works with over 50,000 Tier 1 suppliers (those who invoice Unilever) across 150 countries, plus subcontracted and collaborative manufacturing partners. The downstream value chain covers distributors, large and small retailers, agents, franchisers and importers.

In April 2024, Unilever launched its new Growth Action Plan (GAP), with a refreshed approach to sustainability leadership. On 8 May 2024 it announced four long-term priority areas (climate, nature, plastics and livelihoods) underpinned by 15 voluntary goals, and its updated Climate Transition Action Plan gained 97.5% of shareholder votes. In December 2024 it relaunched the Unilever Sustainability Advisory Council of independent experts to help guide strategy.

Reference: page 226

Unilever identifies six stakeholder groups as critical to its future success: shareholders, its people, consumers, customers, suppliers and business partners, and planet and society. These groups are selected because they are individuals or groups affected by Unilever's operations (such as affected communities and consumers), as well as users of the sustainability statement (such as prospective investors).

The Governance report on page 74 details how Unilever considers and engages with each of the six stakeholder groups, including their interests and views as they relate to the company's strategy and business model, to the extent these were analysed during the due diligence and double materiality assessment processes. Unilever also engages with these stakeholders to identify and manage its material impacts, risks and opportunities across environmental, social and governance matters.

Engagement processes and results for each stakeholder group are discussed during Board meetings, with outputs for 2024 summarised on page 72. Stakeholder consultation fed directly into strategy: at the May 2024 external event, Unilever consulted a wide range of external stakeholders for feedback on its strategy, and the relaunched Sustainability Advisory Council provides ongoing independent input.

Reference: page 227

Unilever's 2024 double materiality assessment identified material impacts, risks and opportunities (IROs) across all 10 ESRS topical standards: E1 Climate, E2 Pollution, E3 Water, E4 Biodiversity and Ecosystems, E5 Resource Use and Circular Economy, S1 Own Workforce, S2 Workers in the Value Chain, S3 Affected Communities, S4 Consumers and End-Users, and G1 Business Conduct. Examples include GHG emissions and carbon tax (Climate), pollution of air, soil and water (Pollution), water withdrawal (Water), ecosystem degradation (Biodiversity), plastic pollution and hazardous waste (Resource Use), salient human rights issues such as forced labour and fair wages (Workforce and value chain workers), land rights (Affected Communities), safe products and marketing to children (Consumers), and business integrity and anti-bribery (Business Conduct).

Some IROs are entity-specific (marked with †) and not covered by the ESRS: Non-biodegradable substances (Pollution); EPR schemes for packaging and plastic-related taxes (Resource Use); Capability building across the value chain (livelihoods); Nutritional product quality and Product innovation (Consumers); and Changing regulatory landscape (Business Conduct).

No changes were made to strategy or business model in response to the IROs. No material current financial effects were identified, although potential financial impacts were calculated for Climate and Plastic through scenario analysis.

Reference: page 226-227

Unilever's double materiality assessment (DMA) is designed to identify material IROs and therefore which sustainability matters to report on. Material IROs are reviewed on an ongoing basis and formally, at least annually, by senior management, the Corporate Responsibility Committee and the Audit Committee. The DMA followed a four-step process:

• Step 1 – Identification: outputs of existing engagement channels and previous risk assessments, plus targeted interviews and questionnaires with internal sustainability experts, were used to collate a complete list of potentially relevant IROs, capturing perspectives of all key stakeholder groups including affected communities.
• Step 2 – Impact materiality: each potentially relevant impact was scored 1 to 5 on scale, scope and remediable character (average severity) and likelihood (actual impacts scored 5), with a quantitative threshold applied.
• Step 3 – Financial materiality: each risk and opportunity was scored 1 to 5 on magnitude (turnover/operating profit) and likelihood using the Enterprise Risk Management methodology, with a quantitative threshold applied; climate and plastic risks used scenario analysis.
• Step 4 – Validation and DR mapping: outputs were validated with experts, overseen by senior officers, reviewed at year-end and approved by the Audit Committee.

IROs were assessed on a gross basis at consolidated and Business Group level across short, medium and long-term horizons.

Reference: page 295, 298

The sustainability statement covers all 10 ESRS topical standards alongside ESRS 2 General Information: E1 Climate, E2 Pollution, E3 Water, E4 Biodiversity and Ecosystems, E5 Resource Use and Circular Economy, S1 Own Workforce, S2 Workers in the Value Chain, S3 Affected Communities, S4 Consumers and End-Users, and G1 Business Conduct.

Unilever provides a detailed disclosure requirements (DR) index on pages 295 to 298 listing each DR reported, the page on which it appears, and incorporation by reference. The index covers the ESRS 2 datapoints (BP-1, BP-2, GOV-1 to GOV-5, SBM-1 to SBM-3, IRO-1 and IRO-2) and all topical DRs, with TCFD cross-references flagged.

Following the double materiality assessment, several disclosure requirements are reported as not applicable or n/a in the index because the related sub-topic was not assessed as material. These include:

• E2-5 (substances of concern / very high concern)
• S1-7 (non-employee workers in own workforce)
• S1-12 (persons with disabilities)
• S1-13 (training and skills development metrics)
• S1-15 (work-life balance metrics)

The index serves as the navigational map to where each ESRS requirement is addressed across the statement.

Reference: page 233

Unilever's second Climate Transition Action Plan (CTAP) received Board approval in January 2024 and shareholder approval in May 2024 via a non-binding advisory vote. The CTAP sets out 2030 climate targets and mitigation, adaptation and advocacy actions, integrated into each Business Group's annual three-year strategic planning cycle. It states a long-term ambition of net zero GHG emissions by 2039.

Targets: Scope 1 and 2: 100% reduction by 2030 versus a 2015 baseline (market-based, SBTi-validated in 2017 as 1.5C aligned). Scope 3 energy and industrial (E&I): 42.0% reduction by 2030 versus a 2021 baseline. Scope 3 forest, land and agriculture (FLAG): 30.3% reduction by 2030 versus 2021. SBTi validated the Scope 3 targets in 2024.

Levers: thermal/electrical energy, renewable power, refrigeration (Scope 1 and 2); supplier climate programme, product reformulation, forest-risk commodities, regenerative agriculture, chemical ingredients, packaging, logistics, ice cream cabinets and aerosol propellants (Scope 3).

Funding: the Climate & Nature Fund's cumulative commitments rose to EUR 0.7 billion by end-2024.

Reference: page 240

Unilever's climate policies cover both own operations and the value chain and are disclosed within the Environmental policies section (page 232). The Unilever Environmental Policy, updated in January 2025, governs the approach to environmental issues and applies to own operations, committing the Board and Leadership Executive to accountability, legal compliance, continuous improvement of management systems, incident reporting and transparent annual progress reporting.

A policy table maps positions across material climate matters (GHG emissions, land use regulation, product regulations and claims, energy transition). The Unilever Environmental Policy addresses GHG emissions, product regulations and claims, and energy transition. The Responsible Partner Policy (RPP), People & Nature Policy, and Sustainable Agriculture Code/Principles address GHG emissions and land use regulation. The Hedging Policy addresses GHG emissions and energy transition. The RPP requires suppliers to reduce GHG emissions in line with the Paris Agreement. The Environmental Care Framework Standards (ECFWS) mandate implementation at all sites.

Reference: page 240

Unilever reports 2024 actions against each CTAP decarbonisation lever. Scope 1 and 2 reductions are expected to deliver about 1% of targeted reductions to 2030; an increasing number of sites are electrifying thermal energy and Unilever installed its first industrial-scale electric boiler in Nepal.

In the value chain, the Supplier Climate Programme engaged 291 suppliers (about 42% of Scope 3 emissions from raw materials, packaging and collaborative manufacturing), with 181 actively participating and almost 700 product carbon footprint data sets received. Other actions: product reformulation (with roadmaps to 2030), maintaining a 95% deforestation-free supply chain for key commodities, mapping over 32,000 smallholder palm farms, scaling regenerative agriculture toward 1 million hectares by 2030 (23 active projects over 129,000 hectares since 2021), and reducing the GHG intensity of LAS and soda ash.

The Climate & Nature Fund's cumulative commitments since 2020 rose from EUR 0.3 billion to EUR 0.7 billion, including EUR 23 million in a Nufarm partnership.

Reference: page 242

Unilever has set near-term 2030 GHG reduction targets. Baseline emissions: Scope 1 and 2 of 2.1 million tonnes CO2e (2015 baseline); total Scope 3 of 55.3 million tonnes CO2e (2021 baseline), comprising Scope 3 FLAG of 10.2 and Scope 3 E&I of 45.1.

Targets:

• Scope 1 and 2: 100% absolute reduction by 2030 versus 2015 (market-based; 95.6% coverage; SBTi-validated as 1.5C aligned).
• Scope 3 E&I (purchased goods and services, upstream transport, energy and fuel activities, HFC propellants, end-of-life treatment, downstream leased assets): 42.0% absolute reduction by 2030 versus 2021.
• Scope 3 FLAG (ingredients): 30.3% absolute reduction by 2030 versus 2021.

This equates to a 15.7 million tonnes CO2e total Scope 3 reduction by 2030. Decarbonisation levers are estimated to deliver 78% of targeted Scope 3 reductions, leaving a 22% scaling and innovation gap. Targets were validated by SBTi (Scope 3 in 2024, Criteria v5.1).

Reference: page 246

Unilever considers 100% of its energy to relate to high climate impact sectors. Total energy consumption in 2024 was 6,482 thousand MWh.

Fossil: total fossil energy 2,681 thousand MWh (41% of total), comprising natural gas 1,445, crude oil and petroleum products 461, purchased electricity/heat/steam/cooling from fossil sources 775, and zero from coal and other fossil sources.

Nuclear: 0 (0%).

Renewable: total renewable energy 3,801 thousand MWh (59% of total), comprising fuel from renewable sources (biomass, biofuels, biogas, hydrogen) 1,349, purchased renewable electricity/heat/steam/cooling 2,396, and self-generated non-fuel renewable energy 56.

Within operations, total renewable electricity was 85% of MWh (including 60% from unbundled RECs, 14% from green tariffs/bundled RECs, 9% off-site PPAs and 2% on-site self generation), with non-renewable electricity at 15%. Energy intensity was 107 MWh per EUR million of net revenue from high climate impact sectors.

Reference: page 244

GHG emissions are calculated under the GHG Protocol Corporate Standard, covering all seven greenhouse gases combined into CO2e using IPCC AR6 GWP values (and IEA 2021 market-based factors for Scope 2). Figures in million tonnes CO2e for 2024:

• Total Scope 1 and 2 (market-based): 0.69 (Scope 1: 0.48; market-based Scope 2: 0.21; location-based Scope 2: 1.26).
• Scope 3 in scope of net zero ambition: 53.80, including purchased goods and services 41.79 (raw materials and ingredients 26.88, packaging 6.37, indirect procurement 8.54), upstream transport and distribution 1.61, downstream leased assets (ice cream cabinets) 2.79, use of sold products (HFC propellants) 1.60, end-of-life treatment 3.70, others 2.31.
• Total Scope 1, 2 and 3 in scope of net zero (market-based): 54.49.
• Scope 3 indirect consumer use: 51.35.
• Total Scope 1, 2 and 3 (market-based): 105.84; (location-based): 106.89.

Total emissions rose 6% year on year. GHG intensity (market-based) was 1,742 tonnes CO2e per EUR million of net revenue.

Reference: page 247

Unilever's 2030 plans include limited removals within the value chain, such as soil organic carbon sequestration through its regenerative agriculture programmes, which will count toward the 2030 Scope 3 FLAG reduction target in line with SBTi criteria. While the CTAP focuses on emissions reductions within the value chain, Unilever states it will seek to balance any unabated emissions within the scope of its Net Zero 2039 ambition with an equal volume of purchased carbon removals from 2039.

No GHG removals or carbon credits are reported for 2024, and Unilever has no current plans to retire carbon credits in the future. Two of its Prestige brands made consumer-facing claims referencing carbon credits in 2024.

Reference: page 247

Unilever states that it believes the practice of internal carbon pricing can be important in signalling support for carbon pricing as a policy instrument. In practice, however, because not many of its operations are particularly energy-intensive, Unilever reports that its Scope 1 and 2 GHG reduction targets act as a more significant decision factor than the shadow carbon price.

Reference: page 235

Unilever conducted a 2024 scenario analysis quantifying potential financial effects of climate risks under four scenarios (1.5C, <2C, <3C, >4C) across near term (2030), medium term (2039) and long term (2050), assessing gross (no action) and net (action) risk against revenue, COGS and operating profit. No climate-related opportunities were identified in the DMA.

Key quantified gross effects on net profit (EUR bn, as % of net revenue): physical risk from extreme weather reducing crop yields ranges from -0.8 (2030, 1.5C) to -3.8 (2050, >4C); aggregate demand shocks reach -8.9 (2050, >4C). The largest transition risk is carbon taxes, with gross effects of -5.3 (2030, 1.5C) rising to -14.2 (2050, 1.5C), reduced to net -1.0 by 2050 through mitigation. Energy transition (petrochemical prices), land use regulation and product/sourcing transparency risks were also assessed.

Unilever reports that valuations of assets and liabilities were not significantly impacted as at 31 December 2024.

Reference: page 249

Unilever's environmental policies addressing pollution are disclosed on page 232. A policy table maps how each policy addresses the two material pollution topics, pollution of air, water and soil, and non-biodegradable substances. The Unilever Environmental Policy and Responsible Partner Policy address both topics; the Environmental Care Framework Standard (ECFWS) and Sustainable Agriculture Code/Principles address pollution of air, water and soil; the Unilever Code and Code Policies address non-biodegradable substances.

For substances that are slow to biodegrade or resistant to biodegradation, the Responsible Innovation Code Policy sets out a commitment to responsible, safe and sustainable research and innovation, supported by a standard defining safety risk assessments and safety by design, including biodegradability. The ECFWS requires sites to assess and plan for potential serious environmental incidents and emergencies. Unilever notes it does not have specific policies for incidents and emergencies in the value chain, though the RPP requires partners to put in place appropriate environmental policies and procedures.

Reference: page 249

In its own operations, Unilever drives continual improvement on pollution through the ECFWS, supported in manufacturing by the Unilever Manufacturing System (UMS). Sites develop and monitor annual action plans for pollution control, monitor pollutants to air, water and soil, and apply normal operating and emergency control measures such as preventative maintenance, monitoring, alarm systems and secondary containment.

Upstream suppliers must meet or exceed the RPP's mandatory requirements, verified through self-declarations, due diligence scanning, online assessments and third-party audits in high-risk sites. Unilever promotes sustainable and regenerative agriculture via the Sustainable Agriculture Code and Principles, which set requirements on water quality, soil management and pollution control, and require management plans for irrigation, pesticide and fertiliser use.

For ingredient-related pollution, Unilever conducts environmental risk assessments for all ingredients before marketing and new ingredients before use, and assesses combined environmental exposure annually. It reports that 93% of organic ingredients entering water systems biodegrade within hours, days or weeks, and that it began replacing plastic scrub beads in 2014.

Reference: page 250

Unilever reports that it does not have formal targets for pollution emissions defined at a global level. Its approach is to monitor emissions from its sites at a local level to ensure compliance with local legal requirements and permits, recording any exceedance of local permit limits centrally and putting remediation plans in place. Manufacturing sites are reviewed through Environmental Compliance Audits and audited by Corporate Audit, including assessing the robustness of ECFWS implementation.

On biodegradability, Unilever states it has actions in place but no formal target. However, it monitors the proportion of its ingredient portfolio that meets the Unilever Biodegradability Standard, seeking to develop formulations with less environmental impact while maintaining product performance.

Reference: page 250

Unilever reviews annually the emissions of pollutants listed in Annex II of Regulation (EC) No 166/2006, sampling, testing or estimating those near or above threshold levels; only sites exceeding thresholds are consolidated and reported. In this first year of reporting, direct measurement was constrained by sampling availability, and estimations make up around 94% of reported pollutant emissions; HCFCs to air, asbestos to soil and Chemical Oxygen Demand are reported on actual data only.

Emissions to air (kg/year): carbon monoxide 9,146,961; NOx 144,961; NMVOC 839,375; PM10 192,336; SOx 150,855; HCFCs 725.

Emissions to water (kg/year): total organic carbon 4,181,794; phenols 8,615; nickel 2,843; zinc 2,461; lead 166; mercury 21; cadmium 11.

Emissions to soil (kg/year): total nitrogen 2,629,554; fluorides 416,766; asbestos 32,176; copper 28,421; chromium 19,973; phosphorus 16,692.

Unilever also reports that 93% of organic ingredients in products sold are biodegradable (OECD/ISO tests).

Reference: page 227

Unilever reports current and anticipated financial effects from pollution-related IROs in a combined disclosure (shared with E3-5 and E4-6) within its general information. It states that it has excluded the anticipated financial effects of its material risks and opportunities on financial position, performance and cash flows over the short, medium and long term, except for Climate and Plastic where scenario analysis was performed. Unilever reports that it has not identified any material current financial effects related to its IROs.

Reference: page 252

Unilever's water-related environmental policies are disclosed on page 232. Given the nature of its business, Unilever does not consider marine-related resource commodities to be a material topic. A policy table shows how each policy addresses water withdrawal from own operations and the upstream value chain leading to water shortages, encompassing water management and water consumption.

The Unilever Environmental Policy, Environmental Care Framework Standard, Responsible Partner Policy, and Sustainable Agriculture Code/Principles all address the water withdrawal topic. Unilever reports there are no specific policies relating to the risk of reduced product demand due to consumer awareness of water scarcity, including product design (services are not applicable to Unilever). It considers product innovation, including water-smart products that help consumers use less water, as part of its Business Group R&D strategies.

Reference: page 252

Within manufacturing, Unilever drives continuous improvement through site-level water management plans, minimising water abstraction per tonne of production from shared resources and reusing and recycling freshwater where practical. In 2024 it invested in rainwater harvesting and other projects to reduce freshwater withdrawal.

Value chain partners must comply with the RPP's mandatory water-related requirements, verified through self-declarations, annual re-registration, routine due diligence and risk-based audits, with corrective action plans required for issues found.

Unilever continues to implement water stewardship programmes in water-stressed areas with manufacturing sites, working through collective action in shared catchments. In 2024 it implemented eight additional programmes, bringing the total to 21 active programmes across Brazil, Chile, Egypt, India, Indonesia, Mexico, South Africa and Turkey, run in line with the Alliance for Water Stewardship Standard or the Prabhat approach (with four new river basin studies in 2024). For consumers, it invests in water-smart products and formulations, such as fast-rinse hair care technology.

Reference: page 253

Unilever reports that it does not have formal targets on water withdrawal in its own operations, nor for its upstream value chain or water-smart product design; these are addressed through manufacturing processes and product innovation plans rather than global targets. Upstream water risk is managed through the RPP, verified via self-declarations, due diligence scanning, online assessments and third-party audits in high-risk sites.

Unilever's water target is to implement water stewardship programmes in 100 locations in water-stressed areas by 2030, in line with its Environmental Policy. This is a voluntary target; ecological thresholds and allocations of impacts to Unilever were not applied in setting it. The 100 locations represent all of Unilever's manufacturing sites in water-stressed areas (defined using the WRI Aqueduct Water Risk Atlas). Progress: 21 programmes in 2024, up from 13 in 2023 and 8 in 2022.

Reference: page 253

Water consumption is calculated as the difference between water withdrawal and water discharge, measured using invoices and/or meter readings; for sites without data (about 4% of consumption) it is estimated using headcount, pallet positions and proxy data. Sites in areas at water risk are identified using the WRI Aqueduct Water Risk Atlas tool.

Figures for 2024 (millions m3):

• Total water consumption: 17.
• Total water consumption in areas at water risk, including high water stress (ESRS definition): 11.
• Total water consumption in areas at water risk (Unilever definition, including two additional sites): 11.
• Total water recycled and reused: 2.
• Total water stored: 1.

Water recycled and reused was measured via meter readings (62%) or water mass balance (38%). The water intensity ratio was 281 m3 per EUR million of turnover (net revenue).

Reference: page 227

Unilever reports anticipated financial effects from water-related IROs in a combined disclosure (shared with E2-6 and E4-6) within its general information. It states that it has excluded the anticipated financial effects of its material risks and opportunities on financial position, performance and cash flows over the short, medium and long term, except for Climate and Plastic where scenario analysis was performed. Unilever reports that it has not identified any material current financial effects related to its IROs on its operations, value chain, strategy and decision-making.

Reference: page 254

Unilever does not have a specific nature transition plan, but states the Unilever Climate Transition Action Plan (page 233) recognises the interconnected challenges of climate change and biodiversity loss. Material nature-related IROs sit mainly in the upstream value chain; the business both depends on and impacts nature including land, forests and water systems, and loss of biodiversity is treated as a principal risk (Climate and Nature).

To inform strategy, Unilever reviewed its most material physical, transition and systemic risks under two TNFD-aligned scenarios over the medium to long term: a High Nature Degradation scenario ('Sand in the Gears', temperatures above 2C by 2050) and a High Nature Preservation scenario ('Ahead of the Game', warming well below 2C). The degradation scenario showed risks of soil depletion and declining yields for high-risk crops like tea and soy. Resilience measures include responsible sourcing, regenerative agriculture, protect-and-restore action and stakeholder engagement.

Reference: page 255

Unilever's environmental policies, including nature-related policies for own operations and the value chain, are disclosed on page 232. A table shows how policies address material nature-related impacts, risks and dependencies, focused on the upstream value chain. The relevant policies are the Unilever Code and Code policies, the Unilever Environmental Policy, the People & Nature Policy, and the Sustainable Agriculture Code and Sustainable Agriculture Principles (SAP).

Through the People & Nature Policy and the Sustainable Agriculture Principles, Unilever sets requirements for traceability and the management of production and sourcing to help maintain biodiversity in the upstream value chain, and considers the social consequences of biodiversity loss.

Unilever does not have a dedicated biodiversity and ecosystem protection policy focused specifically on operational sites in or near biodiversity-sensitive areas. It also has no specific sustainable oceans/seas practices or policies, as this is assessed as a low-impact area given very low volumes sourced from oceans/seas.

Reference: page 256

Actions focus on four priority areas, with no use of biodiversity offsets.

Regenerative agriculture: In 2024, 17 new projects brought the total to 23 active projects covering almost 130,000 hectares since 2021, across 11 countries. Plans aim to expand to more than 200,000 hectares in 2025.

Sustainable sourcing: 79% of key crops sourced sustainably (63% physically sustainable, 16% via credits), with a goal of 95% by 2030.

Deforestation-free supply chains: Maintained 95% of order volumes of palm oil, paper and board, tea, soy and cocoa as deforestation-free. Since 2021, invested 218 million euros in Unilever Oleochemical International. In 2024, the palm oil smallholder hub trained around 12,500 smallholders in Indonesia.

Protect and Restore: Three new programmes in 2024; 13 programmes since 2021 covering around 425,000 hectares cumulatively, focused on South East Asia, tracked against the 1 million hectare conservation target by 2030. Advocacy included Business for Nature at COP16.

Reference: page 257

Unilever set targets to reduce impacts on biodiversity and ecosystems and to protect, restore and regenerate nature. Targets were informed by, but not aligned with, the Kunming-Montreal Global Biodiversity Framework; ecological thresholds were not applied and value chain stakeholders were not formally involved in target setting.

Targets and 2024 progress:

• Implement regenerative agriculture on 1 million hectares by 2030: 0.13m in 2024 (0.06m 2023, 0.05m 2022).
• Protect and restore 1 million hectares of natural ecosystems by 2030: 0.43m in 2024 (0.29m 2023, 0.20m 2022).
• 95% of key crops verified as sustainably sourced by 2030: 79% in 2024 (79% 2023, 81% 2022).
• Maintain no deforestation across primary deforestation-linked commodities (palm oil, paper and board, tea, soy, cocoa), target 95%: 97% in 2024 (98% 2023).

In 2024, the sustainable sourcing target was reset to 95% with third-party verification by 2030, and the previous 1.5 million hectare protect-and-restore target was split into two.

Reference: page 257

Unilever uses the Integrated Biodiversity Assessment Tool (IBAT), which contains global datasets including the IUCN Red List, the World Database on Protected Areas (WDPA) and the World Database of Key Biodiversity Areas. Biodiversity-sensitive areas (BSAs) are defined as the Natura 2000 network, UNESCO World Heritage sites, Key Biodiversity Areas and other protected areas per Appendix D of Annex II to Commission Delegated Regulation (EU) 2021/2139.

Site geo-coordinates are assessed via IBAT to identify those within 1km of a BSA. Sites are included in the metric where there is both a negative change in the Biodiversity Intactness Index (between 2017 and 2020) and water stress per the WRI Aqueduct tool.

2024 metrics:

• Number of sites in or near (within 1km) biodiversity-sensitive areas negatively affecting biodiversity: 22.
• Area of such sites: 322 hectares.

Unilever notes it cannot directly attribute its operations to negative biodiversity impacts due to over- and under-reporting risks from outdated, inaccurate global datasets.

Reference: page 227

Unilever addresses anticipated financial effects of its material biodiversity and ecosystem-related IROs at the entity level rather than with topic-specific quantification. The disclosure index references page 227, where current and anticipated financial effects of material IROs (covering E2-6, E3-5 and E4-6) are summarised.

Unilever states that its actions to address material IROs are embedded in the strategy of its five Business Groups, so not all costs are separately identifiable. Where costs could be separately identified in 2024, none met Unilever's definition of significant operational or capital expenditure based on a quantitative materiality threshold.

Unilever explicitly excludes anticipated financial effects of the undertaking's material risks and opportunities on its financial position, financial performance and cash flows over the short, medium and long term. No biodiversity and ecosystem-related opportunities were identified during the double materiality assessment. The resilience review under two TNFD nature scenarios is described in the strategy disclosure on page 254.

Reference: page 258

Unilever's environmental policies are disclosed on page 232. A table shows how policies address material resource use and circular economy risks and impacts, covering plastic pollution, hazardous waste, and EPR schemes and other plastic-related taxes. The relevant policies are the Unilever Environmental Policy, the Environmental Care Framework Standard, and the Responsible Partner Policy.

Unilever's approach to plastic packaging is embedded in its overall business strategy and product innovation cycles. Policies on plastic packaging encompass the reduction in the use of virgin plastics, while policies on hazardous waste encompass waste management.

Within the value chain, business partners are required to comply with the mandatory requirements of the Responsible Partner Policy, including hazardous waste management requirements, verified through self-declarations, annual re-registration, routine due diligence and risk-based audits. Policies on sustainable sourcing of raw materials are detailed in the Biodiversity and Ecosystems section on page 254.

Reference: page 258

Unilever is working to end plastic pollution through reduction, circulation and collaboration. It aims to reduce virgin plastic by switching to recycled plastic, designing lighter packaging, and developing alternative materials, formats and models, including laundry sheets and capsules in cardboard boxes. Since 2021, it has run over 50 reuse-refill pilots worldwide.

To keep packaging in circulation, Unilever is developing next-generation reusable, recyclable or compostable materials, splitting rigid from hard-to-recycle flexible packaging. In 2024 it introduced a new recyclable pump for Vaseline bottles in North America and, through its Future Flexibles programme, is exploring paper-based alternatives such as Knorr bouillon cubes in the UK.

Unilever co-chairs the Business Coalition for a Global Plastics Treaty and advocates for mandatory, well-designed EPR schemes. On waste, the Environmental Care Framework Standard and Unilever Manufacturing System drive improvement; a global Waste Standard effective 1 January 2025 mandates minimum requirements for hazardous and non-hazardous waste and the waste hierarchy.

Reference: page 258

Unilever's plastic packaging targets focus on reducing virgin plastic and developing solutions for hard-to-recycle flexible packaging such as sachets. These are voluntary targets in line with Unilever's Environmental Policy; ecological thresholds and allocations of impacts to Unilever were not applied. The scope covers plastic packaging in 26 countries, around 82% of sales.

Targets and 2024 progress:

• Reduce virgin plastic footprint by 30% by 2026 and 40% by 2028 from a 2019 baseline: -23% in 2024 (-21% 2023, -21% 2022, restated).
• 100% of plastic packaging reusable, recyclable or compostable by 2030 for rigids and 2035 for flexibles: rigids 76%, flexibles 13% in 2024.
• Use 25% recycled plastic in packaging by 2025: 21% in 2024 (20% 2023, 18% 2022).
• Collect and process more plastic than sold by 2025: 93% in 2024 (68% 2023, 61% 2022).

Unilever does not have specific targets for EPR schemes, taxes or bans, and has no formal waste targets in its own operations, though it maintains zero non-hazardous waste from manufacturing to landfill or incineration without energy recovery (since 2015).

Reference: page 260

Material resource inflows used in own operations and the upstream value chain are raw materials, packaging materials and water. Raw materials include agricultural and forestry materials, palm-based oleochemicals, food ingredients and chemicals from fossil fuels, minerals or metals, and biological materials derived from living organisms. Packaging materials include plastic, paper and board, glass and aluminium, both virgin and secondary. Water is used as an ingredient and in manufacturing. Inflows of property, plant and equipment are not considered material.

2024 metrics:

• Total weight of products and technical and biological materials used: 32 million tonnes (comprising 47% raw and packaging materials and 53% water consumed in operations).
• Biological materials sustainably sourced as a percentage of biological materials used: 60%.
• Total weight of secondary materials used: 1 million tonnes.
• Secondary material as a percentage of total products and technical and biological materials used: 2%.

Sustainable sources are raw materials certified and aligned to the Sustainable Agricultural Principles (48%) or matched to credits (12%).

Reference: page 260

Resource outflows include consumer products (food, beauty, personal care and home care), the packaging materials used to contain or protect them, and waste materials. Packaging materials include plastic, paper and board, glass and aluminium.

Unilever notes that its products are designed to be consumed or to pass into wastewater (such as shampoo or laundry detergent), so repairability and durability are not relevant concepts, and product recyclability is excluded as not materially relevant for consumer products.

Product and material metrics are measured by tonnes of packaging materials purchased for Unilever operations and collaborative manufacturing, recorded from supplier invoices and product specifications. Recyclability is assessed using government, industry consortium and packaging recycling organisation data, reflecting the technical potential to recycle.

2024 metric:

• Rate of recyclable content in packaging materials used by Unilever: 78%.

Not all technically recyclable packaging will actually be recycled due to a lack of infrastructure; the 'actual recyclability' goal for plastic packaging is on page 259 (rigids 76%, flexibles 13% in 2024).

Reference: page 262

Unilever assessed its most material resource use and circular economy risks under the High Nature Degradation and High Nature Preservation scenarios, using the same approach as its climate scenario analysis (page 235).

Expansion of EPR schemes and plastic tax (transition risk): Gross risk impact on net profit (as a percentage of net revenue) under High Nature Preservation is -0.5 (-0.8%) in 2030, -1.2 (-1.5%) in 2039 and -2.8 (-2.6%) in 2050; net risk is -0.4 (-0.7%), -0.9 (-1.1%) and -1.9 (-1.7%). Under High Nature Preservation a global plastic tax grows from USD 0 per tonne in 2030 to USD 1,000 per tonne in 2050. Under High Nature Degradation gross risk is -0.4 (-0.7%), -0.7 (-0.9%) and -1.5 (-1.4%); net risk -0.4 (-0.6%), -0.7 (-0.8%) and -1.3 (-1.2%).

Increased bans on plastic packaging (transition risk): Assessed qualitatively; achieving 100% reusable, recyclable or compostable goals by 2035 for flexibles minimises exposure. The DR index also references page 227 for current and anticipated financial effects of material IROs.

Reference: page 261

Waste streams relevant to the consumer goods sector include industrial process wastes, food waste and packaging waste. Materials in Unilever's waste include raw materials in various processing stages, packaging materials such as plastic and paper, and production process waste such as boiler ash. Waste is measured for all manufacturing sites and most logistics and other sites; for the remaining 5% of volumes, estimates assume hazardous waste goes to incineration without energy recovery and non-hazardous waste to landfill.

2024 waste generated in own operations (thousand tonnes):

• Total waste generated: 731.
• Hazardous waste diverted from disposal: 25 (reuse 4, recycling 11, other recovery 10).
• Non-hazardous waste diverted from disposal: 699 (reuse 196, recycling 337, other recovery 166).
• Hazardous waste directed to disposal: 6 (incineration without energy recovery 4, landfilling 2).
• Non-hazardous waste directed to disposal: 1 (landfilling 1).
• Non-recycled waste: 183.
• Percentage of non-recycled waste: 25%.
• Total hazardous waste including radioactive waste: 31.

Reference: page 270, 272

Unilever's Code and Code Policies set the global standards of behaviour expected of all employees, emphasising mutual trust and respect for human rights and including specific non-retaliation policies for anyone raising concerns. The Code Policies detail how the company manages its material IROs. The Respect, Dignity and Fair Treatment Code policy sets out commitments on bullying and harassment, discrimination, forced labour, fair wages (including payment of a living wage), working hours and freedom of association and collective bargaining. The Occupational Health & Safety Code policy sets out individual and shared responsibilities for health and safety. The company's Human Rights Policy Statement is developed in line with the UN Guiding Principles, the International Bill of Human Rights and the ILO Declaration on Fundamental Principles and Rights at Work. Non-employees (excluding contractors covered under the Code) must adhere to Unilever's Responsible Partner Policy (RPP).

Reference: page 270, 272

Unilever engages its workforce through the Board's Workforce Engagement Policy, ensuring engagement is strategic and meaningful, planned around Board meetings and covering the full workforce demographic. Methods include face-to-face sessions, employee representatives, surveys and town halls. The annual UniVoice survey is a key tool, with almost 100,000 employees taking part in 2024 (75% engagement in offices and 83% in factories); a more frequent UniPulse survey allows focused enquiry. Non-Executive Directors participated in six workforce engagement events in 2024, and around 50 employee events were led by the CEO and Unilever Leadership Executive. The company works extensively with trade unions (IUF and IndustriAll) through joint working groups and formal consultations, and consults the Unilever European Works Council. In 2024 the main topics included the Growth Action Plan, performance culture, the Ice Cream business separation and wider restructuring. Engagement outcomes are reported at Board meetings.

Reference: page 272, 288

Unilever's Speak Up processes and remediation mechanisms are detailed in the Governance section on page 288. These provide the channels for the own workforce to raise concerns, the investigation and resolution processes, and non-retaliation policies. In addition to Speak Up channels, formal processes are in place globally to handle HR grievances relating to a variety of workplace concerns. All material issues are channelled through the Speak Up process and tracked to closure. HR grievances not escalated through Speak Up channels, i.e. not a breach of the Code and Code policies, are not considered in scope for this disclosure. The company's approach to identifying and remediating actual or potential human rights impacts, carried out in partnership with peer companies and expert partners, is described on page 271 and includes embedding management systems, training and capability building, and engaging rightsholders via grievance mechanisms to provide remedy where appropriate.

Reference: page 271, 272

Unilever takes action on its material own-workforce IROs (talent; bullying and harassment; discrimination; forced labour; fair wages; working hours; health; freedom of association). On talent, it focuses on building an inclusive and diverse workforce, increasing women's representation at senior levels, employee wellbeing (Mental Health Champions, Employee Assistance Programme, the Healthier U programme reaching over 50,000 employees across 56 countries), competitive reward benchmarking, and learning (nearly 20,000 employees engaged with AI learning programmes). On bullying, harassment, discrimination, forced labour and working hours, annual mandatory Code training is conducted for all employees. On fair wages, Unilever was re-accredited as a living wage employer by the Fair Wage Network in 2024, with all direct employees paid at or above a certified living wage. On health, it pursues a Zero Harm ambition through the Together for Safety and Safety First programmes (the 2024 Safety Day reached over 83,000 employees).

Reference: page 274

Unilever states that no formal targets have been defined for its own workforce with respect to the impacts, risks and opportunities identified in its sustainability statement. Instead, the company measures progress against its actions through a series of internal measures, including the use of oversight committees such as the Corporate Responsibility Committee, the Audit Committee, the Unilever Leadership Executive (ULE), and the Global Code and Policy Committee, which has visibility of Code breaches. Progress is also assessed through UniVoice survey scores in areas such as diversity and inclusion, safety and wellbeing. Where relevant, progress against actions has been included in the related narrative sections of the disclosure.

Reference: page 274

As at 31 December 2024, Unilever had 120,040 employees by headcount. By geography: Asia Pacific Africa 58,026; The Americas 37,304; Europe 24,710. By gender: 44,313 female, 75,530 male and 197 not reported. By type: 115,964 permanent (42,513 female, 73,418 male, 33 not reported); 3,902 temporary (1,675 female, 2,063 male, 164 not reported); and 174 non-guaranteed hours (125 female, 49 male). The only country of significant employment (over 10% of headcount) is India, with 20,363 employees. Total employee turnover in the year was 17,334 (headcount), a turnover rate of 14.5%. Temporary employees are excluded from the turnover calculation as their contracts have ended rather than involving a voluntary leave or dismissal.

Reference: page 275

As at 2024, 54.6% of Unilever employees were covered by collective bargaining agreements. Unilever has no EEA countries meeting its criteria for significant employment, so it does not report collective bargaining by EEA region or, for social dialogue, the percentage of employees covered at establishment level by workers' representatives by country. Coverage across non-EEA countries varies: 39 countries at 0-19%, 7 countries at 20-39% (including the United Kingdom), 12 countries at 40-59% (including India), 7 countries at 60-79%, and 5 countries at 80-100% (Argentina, Brazil, Indonesia, Thailand, Vietnam). Unilever confirms it has agreements in place for employee representation through a European Works Council (EWC).

Reference: page 275

At top management level (the Unilever Leadership Executive and senior management roles one level below the ULE), 2024 headcount was 109, comprising 35 female (32%) and 74 male (68%). This breaks down as the ULE (4 female, 9 male) and senior management (31 female, 65 male). By age group, of the total 120,040 headcount: under 30 numbered 21,635 (18%); 30-50 numbered 78,113 (65%); over 50 numbered 19,970 (17%); and age unknown numbered 322 (0%).

Reference: page 275

Unilever defines an adequate wage 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, being either the applicable legal living or legal minimum wage, the minimum wage set by applicable collective bargaining agreements, or where neither exists an appropriate alternative adequate wage benchmark or the voluntary living wage. For non-EEA countries, no official norms were considered in determining the adequate wage level due to a lack of ESRS guidance on the term; for EEA countries the ESRS definitions were applied. As at 31 December 2024, 100% of Unilever employees were paid an adequate wage.

Reference: page 276

As at 31 December 2024, all Unilever employees are covered by social protection against loss of income due to one or more major life events, through public programmes or Unilever benefits. Coverage of specific employee groups for each major life event varies across the nearly 100 countries where Unilever has employees. For sickness, employment injury and acquired disability, and retirement, no countries had employees without protection. For unemployment, gaps exist in Bahrain, Egypt (temporary/fixed-term), India (certain office-based and manufacturing employees), Kuwait, Oman, Qatar, Singapore (temporary/fixed-term and Paula's Choice employees) and Tunisia (temporary/fixed-term). For parental leave, gaps apply in the United States of America, affecting certain Dermalogica USA employees and non-birthing parents working under 20 hours a week who are not eligible under federal, state or local law.

Reference: page 277

Unilever's health and safety management system applies to all of its own workforce. In this first year of reporting, Unilever applies a partial phase-in and does not disclose the number of cases of recordable work-related ill health. Fatalities: in 2024 there were no fatalities in Unilever's own workforce from work-related injuries or ill-health, nor of other workers while working on Unilever sites (in 2023 a value chain worker passed away while working at one of the factories). Work-related accidents: in 2024 there were 165 recordable work-related accidents in total, comprising 152 for employees (TRFR 0.58) and 13 for non-employees (TRFR 0.35), giving a total recordable frequency rate of 0.55 per million worked hours (2023: 0.58). Days lost: 2,946 days were lost to employee absence in 2024.

Reference: page 277

For 2024, Unilever reports a gender pay gap of -49%, meaning average (mean) pay is 49% higher for female than male employees. This is strongly influenced by the prevalence of male manufacturing workers, who are typically on lower pay grades and often in lower-pay countries; 63% of the workforce are men. A higher proportion of female employees are in professional roles at higher pay grades, so women earn more on average. The total remuneration ratio for 2024 is 225.7:1: the highest-paid individual (former CEO Hein Schumacher) was paid more than 225 times the median of all employees. This is driven by a high proportion of lower-paid manufacturing roles, the global emerging-market footprint (the highest-paid individual being UK-based), and the former CEO's long-term incentive shares not having vested during the reporting period.

Reference: page 278

For 2024, Unilever closed 652 complaints relating to working conditions, equal treatment or other work-related rights (this figure excludes substantiated incidents of discrimination, including harassment). The total number of complaints raised in 2024 was 619; 193 were substantiated and 459 were unsubstantiated (including discrimination and harassment). There were 74 incidents of discrimination, including harassment, with 16 further matters under investigation at year-end. There were 0 severe human rights incidents connected to the own workforce (relating to forced labour, human trafficking or child labour), and 0 cases of non-respect of the UN Guiding Principles, ILO Declaration or OECD Guidelines, with three issues under investigation at year-end. No fines, penalties or compensation for damages were recorded as a result of the complaints, discrimination incidents or severe human rights incidents disclosed.

Reference: page 279

The requirements for Unilever's business partners are set out in a supplier code of conduct, Unilever's Responsible Partner Policy (RPP). The scope of the RPP is explained in the Environmental policies section (page 232), and how the policy addresses Unilever's approach to human rights is set out on page 270.

The disclosure focuses on workers of Unilever's business partners, meaning individuals performing work upstream or downstream within the value chain regardless of any contractual relationship with Unilever, including those who may be materially impacted. Examples include smallholder farmers who grow ingredients, employees of retail value chain enterprises that sell products, and employees of suppliers providing logistics, marketing and professional services. The material salient human rights issues identified for value chain workers are bullying and harassment, discrimination, forced labour, fair wages and income, working hours, health, and freedom of association and collective bargaining.

Reference: page 279

Unilever requires business partners to declare compliance with the RPP upon registration and annual re-registration, based on self-assessments including routine due diligence and risk-based audits. This identifies approved partners and assesses risk based on goods or services sourced and the geographies where partners operate. For high-risk sites, either a site audit or an EcoVadis desktop assessment verifies RPP compliance.

Unilever conducts supply chain mapping and uses tools to perform risk analysis at country and commodity levels to predict where impacts on value chain workers are more likely to occur. Technology helps improve visibility, particularly for vulnerable groups such as women and migrant workers. Since July 2023, a collaborative project funded by Bonsucro uses apps and learning platforms on mobile devices to engage with rightsholders. Tools such as diginexAPPRISE allow workers to anonymously raise concerns, including forced labour and gender-based violence, while Quizrr enhances managers' understanding of these issues.

Reference: page 279

Once an actual impact is identified, Unilever reviews it to establish root cause and whether it caused, contributed to or is linked to the impact, then works to address and verify remediation and prevent reoccurrence. Where an impact is linked to a business partner, the partner must create a Corrective Action Plan, with a follow-up audit by an independent third party required within 90 days. The RPP Implementation Guidance provides resources and checklists.

Remediation examples in 2024 include commissioning an independent consultant to verify supplier repayments to workers for recruitment fees, partnering with a human rights consultancy to evaluate the impact of reimbursing fees, and continuing to work with the International Cocoa Initiative and Afrique Secours et Assistance to implement Child Labour Monitoring and Remediation Systems in Cote d'Ivoire and Ghana. The RPP requires partners to have grievance mechanisms aligned with the UN Guiding Principles. Stakeholders may report suspected RPP breaches confidentially and anonymously via a third-party hosted Speak Up system.

Reference: page 280

Unilever addresses salient human rights issues through its human rights approach (page 270) and collaborates with third parties on training and capability-building. It engages through platforms such as AIM-Progress on living wages, responsible recruitment and grievance mechanisms. Partnerships include The Women's Safety Accelerator Fund (engaging nearly 300,000 tea estate workers across more than 300 estates in India) and the Fair Circularity Initiative. Positive actions include closing supplier wage gaps, enrolling smallholder farmers in certification schemes, and the Shakti programme supporting around 200,000 women sales agents in rural Asia and Africa.

Based on the 2023 RPP audit (latest full-year data), key incidents identified were 155 health and safety issues representing a threat to life or imminent risk of injury, 28 labour rights issues (including 2 instances of child labour), and 9 business conduct issues. Unilever identified two instances of child labour and is investigating three further allegations of severe human rights issues in its value chain.

Reference: page 281

Due to the nature of human rights, Unilever does not define formal targets but has set three short-term livelihoods targets as part of its 15 sustainability goals:

• Suppliers representing 50% of procurement spend to sign the Living Wage Promise by 2026: 32% achieved in 2024.
• Help 250,000 smallholder farmers access livelihoods programmes by 2026: 0.08m (80,000) achieved in 2024.
• Help 2.5 million SMEs in the retail value chain grow their business by 2026: 2.58m achieved in 2024 (up from 1.91m in 2023 and 1.83m in 2022).

Unilever reports good progress, noting SMEs increased by over 600,000 in 2024, partly due to a change in reporting period that now includes seasonal SMEs. Targets were developed with input from the ILO and WBCSD. Targets relating to sustainable sourcing and regenerative agriculture are in the Biodiversity and Ecosystems disclosures (page 256).

Reference: page 282

Unilever's Code and Code Policies set out its commitment to the communities where it operates, with local businesses driving community engagement. Additional policies covering affected communities include:

• The People & Nature Policy, setting out commitments to respect and advance the human rights of all people in line with the UN Guiding Principles, including the rights of Indigenous peoples and local communities regarding livelihoods, food security and resources, and commitments that land rights are respected.
• The Responsible Partner Policy and its Fundamental Principle, requiring that rights and titles to property and land of individuals and local communities, including Indigenous populations, are respected, with a zero tolerance policy for land grabbing.
• The Sustainable Agriculture Code and Principles, requiring respect for land tenure rights and minimising disturbances to local communities.

Unilever has also published its Principles in Support of Human Rights Defenders. The material salient human rights issue identified is land rights, including Indigenous rights, a negative impact across own operations and the value chain.

Reference: page 282

Unilever has a defined process for conducting due diligence on land transactions, which must be followed and documented for each transaction to proceed. This includes carrying out Environmental and Social Impact Assessments when additional information is required, conducting consultations that adhere to the principles of Free, Prior and Informed Consent, and is supported by internal approval gateways overseen by the Responsible Business team.

Unilever has also developed a rightsholder engagement playbook that establishes clear and consistent processes for engaging with rightsholders, including local communities, regarding opportunities and potential and actual human rights impacts. It guides teams on the importance of engagement, how to identify rightsholders, the steps for effective engagement, and how to monitor and evaluate the uptake and impact of engagements. The playbook was trialled in the plastics value chain in 2024, with feedback sought from implementing teams on its effectiveness before wider implementation.

Reference: page 282

Affected communities may report concerns confidentially and anonymously, where permitted by law, through Unilever's Speak Up hotline, including potential cases of non-respect of the UNGPs. Unilever investigates concerns and discusses findings with the relevant business partner, including land rights issues. Within the value chain, issues may also be identified through business partner factory audits.

At a commodity level, the People and Nature Grievance Mechanism provides a framework for investigating and resolving potential and actual social and environmental impacts. The process includes acknowledging the grievance, determining if it relates to the supply chain, and developing a time-bound action and remediation plan with the supplier and an independent organisation. Reported grievances are recorded in the People and Nature Grievance Tracker and published on Unilever's website. There are 260 sub-cases in the database based on grievances raised since 2014, of which 18% relate to Land & Community and 6% to Labour Rights. Anti-corruption and bribery scanning did not indicate any severe human rights incidents in 2024.

Reference: page 282

Unilever drives land rights actions through the RPP and People & Nature Policy. In 2024 it co-convened and participated in the Social Issues Working Group, part of the Palm Oil Collaboration Group, focusing on the rights of Indigenous Peoples and Local Communities affected by agricultural production in Indonesia. It continued supporting smallholder cocoa farmers to formalise land rights through the Cote d'Ivoire Land Partnership (CLAP), which brings together Unilever, other organisations, the Ivorian and German governments, and agri-technology company Meridia. It also provided training to employees in Indonesia on local land rights issues.

Other actions: Unilever conducted baseline human rights risk assessments of its plastics value chain in India, Indonesia, Ghana and Brazil, including engagement with waste picker organisations, informing its Global Human Rights Framework for Plastics Value Chains. It collaborated with The Circulate Initiative on a Harmonized Responsible Sourcing Framework. Effectiveness is tracked via the People and Nature Grievance tracker and the human rights monitoring detailed on page 271.

Reference: page 283

Unilever does not have formal targets related to affected communities defined at a global level. It explains this is because it has reporting and grievance mechanisms in place which allow it to engage with these impacts, whether potential or actual, on an ongoing basis, as set out in its impact, risk and opportunity management processes and in its approach to human rights on page 270.

Specific targets with regard to Unilever's impact on biodiversity, and the downstream impacts on affected communities, are included in the Biodiversity and Ecosystems disclosures on page 256. Effectiveness of actions and initiatives for affected communities is tracked and monitored as detailed in 'Monitoring actions relating to Human Rights' on page 271, with the People and Nature Grievance tracker also helping to track grievances and the effectiveness of responses to them.

Reference: pages 284, 286

The disclosure covers all Unilever consumers and end-users in the downstream value chain likely to be materially impacted, including consumers who rely on product quality and safety (such as those with allergies) and children exposed to online promotional content. Unilever's Code and Code Policies apply to all material sustainability matters affecting consumers and end-users.

For product safety, the Code commits Unilever to products that are safe for intended use and accurately labelled. The Responsible Innovation Code Policy and the Product Safety & Product Quality Code Policy underpin this, supported by the Safe Product Framework. For responsible marketing, the Responsible Marketing Code Policy and the Principles on Responsible Food & Beverage Marketing to Children apply, including not intentionally targeting paid marketing to children under 16 and restricting certain ice cream marketing. The Responsibility Framework addresses a safer online consumer experience. For nutritional product quality, no formal policy exists, but implementation is guided by Unilever's Nutrition Standards, including the Science-based Nutrition Criteria and Positive Nutrition Standards.

Reference: pages 284, 286

Unilever engages with consumers and end-users, including vulnerable groups, through a range of communication channels on a continuous basis, reaching over 3 million consumer contacts in 2024 across its platforms. It operates consumer care lines worldwide for consumers to share comments or concerns, including potential adverse human rights impacts, with details on packs and websites. It monitors feedback on social media and product reviews and uses consumer research from partners such as Kantar, Nielsen and Ipsos. This engagement takes place under the oversight of the Chief Growth and Marketing Officer.

Unilever monitors evolving societal preferences via media reviews and NGO engagement, overseen by the Global Head of Communications and Corporate Affairs (overseen by the Chief Corporate Affairs and Sustainability Officer from 1 January 2025). Impacts on consumers with allergies are assessed through product safety assessments and labelling rather than direct engagement, and marketing to children is assessed through reviewing media consumption behaviour. On nutrition, Unilever uses international dietary guidelines from the WHO and CODEX along with scientific modelling.

Reference: page 284

Communication channels including consumer care lines and websites offer consumers multiple mechanisms to raise concerns. Trained consumer communication agents respond to questions, with their use and effectiveness tracked by monitoring performance against set indicators and through consumer feedback surveys.

For product safety, concerns are shared with relevant internal experts for further investigation. By closely monitoring consumer feedback data, Unilever can detect emerging issues and respond quickly. In the event of a marketplace incident relating to consumer safety or product quality, an incident management team is activated. When necessary, Unilever issues a public recall of affected products even if only small quantities are involved, using multiple channels to inform consumers (national press advertising, store communications, email for direct-to-consumer sales, and websites). For responsible marketing, where non-compliance is identified, teams make necessary changes such as artwork changes. More serious concerns about Code breaches can be reported through Code reporting channels, with non-retaliation requirements detailed on page 288.

Reference: pages 285, 286

Unilever manages product safety through comprehensive quality processes and controls within its Safe Product Framework, supported by safety risk assessments, ingredient standards and labelling approval processes. In 2024, Unilever issued five public recalls: one related to external manufacturers (cross-packaging) and four to its own facilities (two caused by foreign matter contamination, one by undeclared allergens, and one barcoding-related). Unilever is defending a portfolio of legal claims alleging asbestos contamination in certain products it no longer sells, which it disputes.

Product safety actions are supported by the Safety, Environmental and Regulatory Science Capability group, and Unilever collaborates with the NIEHS, the EPAA and the US EPA on non-animal safety science. For nutrition, Unilever reformulates products against its Science-based Nutrition Criteria and Positive Nutrition Standards (e.g. iron-fortified bouillon cubes in Pakistan). Effectiveness is monitored through leadership scorecards and metrics such as marketplace incidents/recalls and consumer-safety complaints.

Reference: page 285

No formal targets have been defined for consumers and end-users with respect to the impacts, risks and opportunities identified. However, Unilever is committed to continually improving performance against its product safety and quality standards and monitoring the effectiveness of its processes and controls. As a result of its sustained focus on continuous improvement, Unilever reduced the number of marketplace incidents by more than 10% versus 2023. In relation to responsible marketing, Unilever aims to achieve 100% compliance with its Principles on Responsible Food & Beverage Marketing to Children.

For nutritional product quality (an entity-specific disclosure), Unilever does not have formal targets but sets benchmarks. The percentage of its portfolio meeting Unilever's Science-based Nutrition Criteria (including the Pepsi Lipton joint venture) was 84% in 2024 (81% in 2023), against an ambition of 85% by 2028. Products delivering positive nutrition reached 52% of servings sold in 2024, against an ambition of 54% by 2025.

Reference: page 287

Unilever's business integrity framework comprises three pillars: Prevention, Detection and Response. It is underpinned by the Code of Business Principles, with each principle supported by a Code Policy setting out what employees must and must not do. Requirements of business partners are set out in the Responsible Partner Policy. The Code and Code Policies are mandatory for all employees and others working for Unilever, available in multiple languages, and published externally. A comprehensive review is undertaken every five years when the Code is reviewed and approved by the Board, with potential changes monitored on an ongoing basis.

On corporate culture, everyone is expected to be an ambassador for the Code, with the tone set from the top. The CEO communicates regularly on business integrity, and annual initiatives include mandatory training, a global pledge, and town halls. Employee surveys, including the annual global UniVoice survey and more regular UniPulse surveys, monitor the culture, with responses reviewed by the Global Code and Policy Committee and Business Integrity Committees.

Reference: page 289

Unilever's Code and Code Policies govern requirements of employees regarding fair behaviour towards suppliers and procurement processes, including anti-bribery, communication with suppliers, fair competition, conflicts of interest and treatment of suppliers' information, as well as the obligation to source only from suppliers compliant with the RPP.

The Responsible Partner Policy, sponsored by the Chief Procurement Officer, helps manage supplier relationships across three pillars: business integrity & ethics, human rights, and the planet. Its scope goes beyond direct suppliers, expecting suppliers to cascade equivalent requirements within their own supply chains through human rights and environmental due diligence. All suppliers undergo continuous assessment against RPP requirements. If an existing supplier fails to remain compliant, Unilever may restrict the ability to raise new purchase orders; new suppliers that cannot meet terms are not onboarded. Unilever verifies RPP alignment through self-declarations, annual re-registration, routine due diligence and risk-based audits, and undertakes regular risk-mapping. Payment terms are contractually agreed with each supplier, including SMEs.

Reference: page 289

Unilever's Code and Code Policies set out a zero-tolerance approach towards corruption and bribery, prohibiting both public and commercial bribery to or from any third party irrespective of financial value, and explicitly prohibiting facilitation payments. Detailed written anti-corruption guidance and standards expand on the Code in areas including interactions with public officials, corporate transactions, customer incentives, gifts and hospitality, grants and donations, and conflicts of interest. Partners must adhere to these policies as defined in the RPP.

The core processes to prevent, detect and address allegations are the same as for the overall Code. All potential cases related to public officials are reported to the Chief Legal Officer and Chief Business Integrity Officer, who oversee investigations, with the Global Code and Policy Committee determining sanctions. Unilever conducts periodic bespoke anti-corruption and anti-bribery risk assessments. Anti-corruption and anti-bribery training is deployed to all employees as part of the annual mandatory Business Integrity learning programme, with Board members also receiving specific training and additional bespoke training for higher-risk roles.

Reference: page 290

There have been no incidents of corruption or bribery resulting in convictions or fines for Unilever Group companies due to violation of applicable anti-corruption and anti-bribery laws in 2024.

In addition, there have been no deferred prosecution agreements or other significant enforcement activity involving Unilever Group companies in 2024 that required Unilever to take actions to address breaches in procedures and standards of anti-corruption and anti-bribery.

Where breaches of the Code or Code Policies do occur, they are shared with various oversight committees, including the Unilever Board's Corporate Responsibility and Audit Committees, the Unilever Leadership Executive, and the Global Code and Policy Committee. Investigation reports link allegations to specific Code requirements and summarise evidence, findings, corrective measures and recommended sanctions, with the Business Integrity Committees aiming to reach a final determination within 60 days depending on the nature and complexity of the concern.

Reference: page 290

Unilever engages with governments, policymakers, regulators, NGOs and other stakeholders through advocacy and lobbying, directly and indirectly through trade associations and industry groups. In 2024, the Global Head of Communications and Corporate Affairs oversaw national government engagement and lobbying, while the Chief Corporate Affairs and Sustainability Officer oversaw engagement with intergovernmental and non-governmental organisations; both report to the CEO.

Unilever companies are prohibited from supporting or contributing to political parties or candidates. All Executive and Non-Executive Directors confirmed they made no political contributions on behalf of Unilever in 2024, and there were no reported breaches of the Political Activities & Political Donations Code Policy. Two Non-Executive Directors hold or held comparable public administration positions (Susan Kilsby and Adrian Hennah). Main lobbying topics in 2024 were nutrition, diet and health; plastic pollution; climate; safety regulation; and business operations and trade issues. Unilever PLC is registered with the EU Transparency Register (ID 6200524920-25) and complies with the US Lobbying Disclosure Act.

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Payment terms are contractually agreed between Unilever and each supplier, reflecting local legal requirements and established local or industry practices. In 2024, Unilever paid over 6.9 million invoices to approximately 76,000 suppliers, with a goal to pay 100% of invoices within agreed terms.

For all suppliers, the average payment time was 56 days and 87% of invoices were paid on time. For SME suppliers Unilever can separately identify, the average payment time was 38 days and 84% of invoices were paid on time. Standard payment terms by share of Q4 2024 spend were: within 30 days 36%, 31-60 days 19%, 61-90 days 23%, and over 90 days 22%. SME identification is conducted for eight of Unilever's largest markets, together representing around 75% of global spend recorded in SAP.

The most common causes of delayed payments are weekly or fixed payment runs, delays in receiving invoices, and timeliness of approvals. As at 31 December 2024, there were two legal proceedings outstanding for late payment, both related to SMEs.