Unilever

Oversight of sustainability matters

Reference: pages 214-215; cross-referenced to Governance Report pages 51, 57-58, 68-69.

Accountability for material IROs sits with the Board, which delegates day-to-day oversight to the Unilever Leadership Executive (ULE). Sustainability matters are delegated to four Board subcommittees: the Corporate Responsibility Committee (tracks sustainability strategy and goal progress, five updates a year from the global Sustainability function), the Audit Committee (reviews DMA effectiveness, oversees ESRS non-financial disclosures and assurance), the Remuneration Committee (aligns the Performance Share Plan with sustainability priorities) and the Nominating and Corporate Governance Committee.

In 2025 Unilever re-established an Executive-level Sustainability Steering Committee, meeting monthly. The global Sustainability function is led by the Chief Corporate Affairs and Communications Officer, supported by the Global Head of Sustainability, and is organised into Business Group, Corporate Centre and Country teams.

Information provided to and sustainability matters addressed by governance bodies

Reference: page 215.

In 2024 the ULE approved a refocused sustainability strategy with 15 external goals across four priority areas (climate, nature, plastics, livelihoods), each managed by a named ULE member. The 2025 Sustainability Steering Committee meets monthly to review progress against the 15 goals and resolve delivery issues; the ULE is updated periodically, and Business Group Presidents and function leads are updated on their specific targets.

The Audit Committee reviews risk-management processes including the double materiality assessment and oversees ESRS disclosures and assurance activity. The Remuneration Committee aligns the long-term Performance Share Plan with sustainability priorities. Unilever engages investors on sustainability matters at its AGM, Capital Markets Day and through investor calls.

Integration of sustainability-related performance in incentive schemes

Reference: pages 215, 222; cross-referenced to the Directors' Remuneration Report pages 97 and 99.

Remuneration for management employees, including the ULE, is formally linked to sustainability goal performance. The long-term Performance Share Plan (PSP) is guided by the Sustainability Progress Index (SPI), which accounts for 15% of the total PSP award, assessed jointly by the Corporate Responsibility Committee and the Remuneration Committee. In 2025 the SPI was determined against four targets covering climate, nature, plastics and livelihoods, with the ULE and Board discussing progress quarterly. The climate element of the SPI is measured on scope 1 and 2 GHG emissions reduction; 2025 SPI climate performance was 76.6% (page 229).

Statement on due diligence

Reference: page 215.

Unilever sets out a due diligence map across the sustainability statement: embedding due diligence sits under Governance and Strategy and business model; engaging affected stakeholders sits under Interests and views of stakeholders and Double materiality, plus climate (page 222), biodiversity (page 239) and social disclosures (page 249) and human rights engagement (page 252); identifying and assessing adverse impacts sits under Double materiality and the Environmental (page 219), Social (page 249) and Governance (page 266) IRO sections; taking action and tracking effectiveness sit in each topical standard's Actions and Targets/Metrics sections, with page references via the Index (page 273).

Risk management and internal controls over sustainability reporting

Reference: page 215.

Unilever has processes to assess and manage risks to the integrity of disclosed sustainability information, with completeness, accuracy and availability of data identified as key reporting risks. Oversight sits with the Group Controller. For each ESRS topic a ULE Sponsor is appointed, with designated Sustainability and Business owners for narrative and metric disclosures; Basis of Preparation (BoP) documents are maintained per metric. All narratives and metrics are signed off by their owners and subject to management assurance. The Audit Committee oversees ESRS reporting processes and controls, supported by the Disclosure Committee. Independent limited assurance is performed by KPMG. In 2025 Unilever documented process models and control frameworks for selected metrics.

Strategy, business model and value chain

Reference: pages 214-215; cross-referenced to the Strategic Report pages 2-5.

Following the demerger of the Ice Cream business on 6 December 2025 (treated as discontinued operations), the sustainability statement focuses on Unilever's four continuing Business Groups: Beauty & Wellbeing, Personal Care, Home Care and Foods. Unilever operates over 190 manufacturing sites and employs over 96,000 employees. The upstream value chain covers procurement from over 46,000 Tier 1 suppliers across more than 140 countries, plus subcontractors and collaborative manufacturers; the downstream value chain covers logistics, distributors, retailers, agents, franchisers and importers. Own operations means Unilever PLC and its subsidiaries; associates and joint ventures are excluded as Unilever lacks operational control.

Interests and views of stakeholders

Reference: page 216.

Unilever identifies six stakeholder groups as critical to its future success: shareholders, own people, consumers, customers, suppliers & business partners, and planet & society, selected because they are affected by Unilever's operations or are users of the sustainability statement. The Board and Company consider and engage with these groups on their interests and views as they relate to strategy and business model, to the extent analysed during due diligence and the double materiality assessment. Engagement processes and outcomes for each stakeholder group were reviewed at Board meetings in 2025; further detail sits in the Governance Report's stakeholder engagement section (page 60).

Material impacts, risks and opportunities and their interaction with strategy and business model

Reference: pages 216-217.

No changes were made to strategy or business model in response to the 2025 DMA output; this will be reassessed in 2026 following the Ice Cream demerger. Resilience is assessed via the going-concern assessment (one year) and viability statement (three years) (page 110, page 38). Actions addressing material IROs are embedded into each Business Group's strategy, so costs are often not separately identifiable; where they could be separated in 2025, none met the significance threshold for capital or operating expenditure. Unilever applies ESRS 1 phase-in relief for anticipated financial effects except where scenario analysis was performed (climate and nature); no material current financial effects were identified. The material IRO table spans Climate, Pollution, Water, Biodiversity and Ecosystems, Resource Use and Circular Economy, Own Workforce and Workers in the Value Chain, Affected Communities, Consumers and End-Users, and Business Conduct (pages 216-217).

Description of the processes to identify and assess material impacts, risks and opportunities

Reference: page 216; methodology detail at pages 219 (Environmental), 249 (Social) and 266 (Governance).

In 2024 Unilever ran a comprehensive bottom-up double materiality assessment (DMA); in 2025 sustainability experts reviewed it for amendments given strategy, stakeholder engagement and peer benchmarking. Two IROs (biodegradability, regulatory landscape changes) were removed in 2025, and the plastic pollution impact description was updated to remove the microplastics reference. The 2025 DMA was approved by the Audit Committee in October 2025.

The four-step process: (1) identification of potentially relevant IROs from engagement channels, risk assessments, interviews and questionnaires; (2) impact materiality assessment, scoring severity (scale, scope, remediability) and likelihood on a 1-5 scale against a quantitative threshold; (3) financial materiality assessment using the Enterprise Risk Management methodology, incorporating climate scenario analysis results and Principal Risks; (4) validation and disclosure-requirement mapping, approved by the Audit Committee. IROs were assessed gross (no mitigation) at consolidated and Business Group level.

Disclosure requirements in ESRS covered by the undertaking's sustainability statement

Reference: Index, pages 273-275.

Unilever publishes a full ESRS content index ("Disclosure Requirements Covered by Our Sustainability Statement, Including Incorporation by Reference") mapping every topical disclosure requirement to the page(s) where it is addressed, with a separate TCFD cross-reference column and markers for information incorporated by reference (▲) from elsewhere in the Annual Report. Disclosure requirements the company has assessed as not applicable are marked "n/a" in the index rather than omitted silently: E2-5 (substances of concern), S1-7 (non-employee characteristics), S1-12 (persons with disabilities), S1-13 (training and skills metrics) and S1-15 (work-life balance metrics) are all marked n/a. A combined row covers the financial-effects disclosures (E1-9, E2-6, E3-5, E4-6, E5-6) at pages 216 and 224.

Transition plan for climate change mitigation

Reference: pages 222-223, 227-228; cross-referenced to EU Taxonomy disclosures page 247.

Unilever's second Climate Transition Action Plan (CTAP) was approved by shareholders in 2024, setting out 2030 climate targets and the mitigation, adaptation and advocacy actions to reach them, integrated into each Business Group's three-year strategic planning cycle. The CTAP sets a net zero GHG ambition by 2039; it was not revised in 2025 for the Ice Cream demerger, with impacts on decarbonisation levers to be reviewed in 2026.

Near-term targets: 100% reduction in scope 1 and 2 emissions by 2030 (2015 baseline, SBTi-validated 1.5C-aligned since 2017); 42.0% reduction in scope 3 Energy & Industrial emissions and 30.3% reduction in scope 3 FLAG emissions by 2030 (2021 baseline, SBTi-validated 2024). Mitigation levers span own-operations energy/renewable power/refrigeration and nine value-chain levers (Supplier Climate Programme, reformulation, forest-risk commodities, regenerative agriculture, chemical ingredients, packaging, logistics, ice cream cabinets, aerosol propellants). Since 2020 the Climate & Nature Fund has committed EUR 0.76 billion (2024: EUR 0.67 billion), with cumulative spend of EUR 0.5 billion against a EUR 1 billion 2030 commitment (page 228).

Identification of climate-related risks and scenario analysis

Back-filled from ESRS 2 IRO-1 and the E1 climate DMA/scenario-analysis section, pages 223-225. This disclosure requirement did not exist under the 2023 ESRS the FY2025 report was prepared against; Unilever's statement confirms preparation under Delegated Regulation (EU) 2023/2772 (page 214).

Climate risks are classified by type in the IRO table (page 216): changing climate/extreme weather, carbon pricing, land use pressure/regulation and energy transition are risks; GHG emissions is a negative impact. In 2025 Unilever updated its quantitative scenario analysis, modelling exposure across own operations, upstream and downstream value chain over near (2025-2030), medium (2031-2039) and long term (2040-2050).

Three climate scenarios were used, all SSP-based: <2C (SSP1-2.6), <3C (SSP2-4.5) and >4C (SSP5-8.5); this year's disclosure uses a <2C scenario rather than last year's 1.5C-aligned pathway, citing the UNEP Emissions Gap Report 2025 and noting SSP1-2.6 as a proxy for SSP1-1.9 pending better data. Quantified risks include changing climate/extreme weather, carbon pricing, ecosystem degradation/biodiversity loss, reduced product demand from water access and EPR/plastic taxes, presented as revenue-percentage impact bands by 2030/2039/2050 (pages 224-225).

Resilience in relation to climate change

Back-filled from ESRS 2 SBM-3 and the E1 resilience section, pages 226-227. Did not exist as a standalone DR under the 2023 ESRS the FY2025 report applies (page 214).

"Our scenario analysis provides us with insights into potential business and financial risks... These insights are an important input into our medium- and long-term strategic planning and in 2026, will be reviewed as we shape our sustainability ambitions beyond 2030" (page 226). Physical risks (agricultural commodity disruption, water scarcity, extreme weather) are addressed through supply-chain resilience programmes, regenerative agriculture, deforestation-free sourcing, 29 water stewardship programmes and commodity hedging. Transition risks (carbon pricing, evolving regulation such as EUDR/CSDDD, EPR schemes) are addressed through GHG-reduction actions and policy advocacy. No formal ESRS-defined resilience analysis with quantified capacity-to-adapt metrics is presented; the company states uncertainty remains about the extent, timing and location of both risk types (page 226).

Policies related to climate change mitigation and adaptation

Reference: pages 221, 227.

Own operations: the Environmental Policy (updated 2025) commits the Board/ULE to environmental strategy oversight, legal compliance, continuous improvement, incident reporting, public goal-setting and stakeholder collaboration; implemented via the Environmental Care Framework Standards (ECFWS), audited through Environmental Compliance Audits and Corporate Audit review.

Value chain: the Responsible Partner Policy requires suppliers to reduce GHG emissions in line with well-below-2C, and sets mandatory management-system expectations. The People & Nature Policy and Sustainable Agricultural Principles cover deforestation-free sourcing and GHG-efficient agricultural practice. A policy-to-impact mapping table (page 227) shows the Environmental Policy addressing GHG emissions and the Responsible Partner Policy, People & Nature Policy and Sustainable Agricultural Principles addressing land use regulation; the Hedging Policy (Financial Statements note 16, page 166) addresses energy-transition and carbon-pricing cost exposure.

Actions and resources in relation to climate change policies

Reference: pages 227-228.

Scope 1 and 2: 2025 actions included a hybrid wind/solar PPA in Poland, a multi-buyer PPA with collaborative manufacturers in India, a virtual PPA in Spain, industrial-scale heat pumps in the Philippines and India, an electric boiler at Cavite, and a switch to biomethane at Brazil's Vinhedo and Valinhos sites.

Scope 3: the Supplier Climate Programme reached almost 200 suppliers (2024: 181), covering over 40% of raw-material/ingredient/packaging scope 3 emissions, with over 2,000 product carbon footprint data points collected. Over 95% of palm oil, paper and board, tea, soy and cocoa purchase volumes met deforestation-free requirements; 12 new regenerative agriculture projects brought the total to 34, covering 254,000 hectares. Virgin plastic use fell 29% versus a 2019 baseline, with 57% of packaging reusable/recyclable/compostable. Scope 3 logistics emissions rose 8% due to an updated GLEC emission-factor framework.

Targets related to climate change mitigation and adaptation

Reference: pages 222, 229-230.

Progress versus the respective baselines: scope 1 and 2 down 77% in 2025 (2024: -72%; 2023: -70%); scope 3 E&I emissions 27.9 MtCO2e, down 11% versus 2021 (2024: -7%); scope 3 FLAG 7.0 MtCO2e, down 17% versus 2021 (2024: -12%). Plans currently cover 100% of the scope 1 and 2 reduction via three levers but only partially address scope 3, with a quantified "scaling and innovation gap" of 22% of targeted scope 3 reductions (page 230). No adjustments to targets or baselines were made for the Ice Cream demerger; this will be assessed in 2026.

Energy consumption and mix

Reference: page 233.

All energy is classified as relating to high climate-impact sectors under Regulation (EC) No 1893/2006. 2025 total Unilever energy consumption: 5,224 thousand MWh (2024: 6,482, including Ice Cream), of which fossil sources were 38% (2024: 41%) and renewable sources 62% (2024: 59%). Renewable consumption includes 1,521k MWh of renewable fuels, 1,674k MWh of purchased renewable electricity/heat/steam and 47k MWh of self-generated non-fuel renewable energy. Energy intensity was 103 MWh/EUR million (2024: 107). Of total renewable electricity (88% of MWh), purchased renewable electricity was 85%, with unbundled RECs the largest single component (63%). EACs are purchased in Q2 2026 once 2025 consumption is complete.

Gross Scopes 1, 2, 3 and Total GHG emissions

Reference: pages 231-232.

2025 Unilever (continuing operations): total scope 1 and 2 (market-based) 0.49 MtCO2e (2024: 0.69, -30%); gross scope 1 0.43 MtCO2e (-12%); market-based scope 2 0.06 MtCO2e (-71%); location-based scope 2 0.82 MtCO2e (-35%). Scope 3 in scope of the net zero ambition 47.21 MtCO2e (-17%), led by purchased goods and services 37.91 MtCO2e. Total scope 1, 2 and 3 (market-based) 97.04 MtCO2e (2024: 108.65, -11%). GHG intensity per net revenue: 1,921 tCO2e/EUR million market-based (2024: 1,788, restated). Calculated per the GHG Protocol Corporate Standard, all seven GHGs, IPCC AR6 GWPs for scope 1/3 and IEA 2022 market-based factors for scope 2; 3.2% of scope 3 is calculated from primary supplier data (2024: 2.7% restated).

GHG removals and GHG mitigation projects financed through carbon credits

Reference: page 234.

"Unilever will not purchase carbon credits to meet our near-term targets. When any of our brands do purchase carbon credits, this is considered 'beyond value chain mitigation' and does not contribute to the achievement of Unilever's near-term GHG reduction targets." In 2025 one Wellbeing brand made consumer-facing carbon-neutrality claims via purchased carbon credits, and one Prestige brand also purchased carbon credits.

Unilever does not yet account for removals from its regenerative agriculture programmes, citing the absence of clear measurement guidance given the Land Sector and Removals Standard (LSRS) was only recently published, with accompanying guidance expected later in 2026. From 2039 Unilever intends to balance any unabated emissions within its net zero ambition with an equivalent volume of purchased carbon removals.

Internal carbon pricing

Reference: page 234.

Unilever does not apply a formal internal carbon price as its primary climate-management tool. "In practice, however, as not many of our operations are particularly energy-intensive, our scope 1 and 2 GHG reduction target - also included within Unilever's Directors' Remuneration Policy as part of the Performance Share Plan (PSP): Sustainability Performance Index (SPI) - acts as a more significant decision factor than an internal carbon price." Within the value chain, carbon-pricing exposure is expected mainly through raw-material costs, managed via the resilience actions described under the climate-risk scenario analysis (page 224). Unilever states it "continue[s] to review the most effective internal mechanisms to support delivery of our climate targets."

Anticipated financial effects from material physical and transition risks and potential climate-related opportunities

Reference: pages 216, 224-226 (combined financial-effects index row covering E1-9, E2-6, E3-5, E4-6, E5-6).

Unilever quantified climate and nature financial impacts via 2025 scenario analysis, expressed as revenue-percentage bands (very low <1.5% to very high >8.0%) across <2C/<3C/>4C scenarios and 2030/2039/2050 horizons for: changing climate/extreme weather, ecosystem change/biodiversity loss, reduced product demand from water access, carbon pricing, and EPR/plastic-related taxes. "In preparing our 2025 Unilever consolidated financial statements, we have considered the impact of both physical and transition climate change risks, and any planned mitigations, on the current valuation of our assets and liabilities... we have not identified any material impact on financial reporting judgements or estimates as at 31 December 2025" (page 226). Outside scenario-quantified items, Unilever applies ESRS 1 phase-in relief for anticipated financial effects (page 216).

Policies related to pollution

Reference: page 235.

Own operations: the Environmental Policy and Environmental Care Framework Standards (ECFWS) require sites to assess potential serious pollution incidents and implement prevention/mitigation plans; a 2025 global wastewater standard sets direct-discharge COD limits, with sites conducting gap assessments. Value chain: the Responsible Partner Policy expects business partners to maintain environmental policies and procedures (Unilever has no value-chain-specific incident/emergency policy); the Sustainable Agricultural Principles require supplier management plans for irrigation, pesticide and fertiliser use to prevent contamination. Ingredient-level pollution exposure is managed through safety risk assessments on new ingredients and annual tonnage-based review of existing ones, overseen by the Safety, Environmental & Regulatory Science group.

Actions and resources related to pollution

Reference: page 235.

Own operations: continual improvement is driven through the ECFWS, with the Unilever Manufacturing System (UMS) providing the operational framework, training and guidance that supports identification and reduction of harmful materials; sites periodically develop and monitor pollution-control action plans. In 2025 Unilever launched a new global wastewater standard limiting direct discharge of chemical oxygen demand (COD), with each relevant site performing a gap assessment and agreeing improvement actions where needed. Value chain: suppliers are expected to meet or exceed Responsible Partner Policy requirements, verified through self-declarations, annual re-registration, routine due diligence and risk-based audits; Sustainable Agricultural Principles promote pollution-control practices in sourcing.

Targets related to pollution

Reference: page 235.

"Unilever does not have formal targets for pollution emissions defined at a global level." Emissions are instead monitored at a local level against legal requirements and permits; any exceedance of local permit limits is recorded centrally with remediation plans put in place, and manufacturing sites are reviewed through internal compliance audits and Corporate Audit. This absence of a global quantified target is a stated and explained position rather than a silent gap; MDR-T's effectiveness-tracking limb is met through the local permit-compliance monitoring and audit programme described above.

Pollution of air, water and soil

Reference: page 236.

2025 own-operations pollutant volumes (tonnes), versus 2024 (including Ice Cream): emissions to air include nitrogen oxides 942.8 (2024: 145.0) and sulphur oxides 602.3 (2024: 150.9); emissions to water include total organic carbon (TOC) 2,682.7 (2024: 4,181.8); emissions to soil include asbestos 52.7 (2024: 32.2) and total nitrogen 1,292.9 (2024: 2,629.6). Estimations make up circa 79% of reported pollutant emissions (2024: 94%). The company attributes significant year-on-year variance to accuracy and completeness improvements in sampling and emission-point identification, which moved some sites above or below reporting thresholds. Annex II of Regulation (EC) No 166/2006 sets the threshold basis for which pollutants are consolidated and reported.

Anticipated financial effects from pollution-related impacts, risks and opportunities

Reference: pages 216, 235 (combined financial-effects index row).

Pollution (excluding plastic) is disclosed in the DMA as a negative impact only, with no associated financial risk or opportunity row in Unilever's 2025 IRO table (page 216-217), and pollution was not one of the topics quantified in the 2025 climate/nature scenario analysis. Consistent with the general statement that "we have continued to apply phase-in reliefs relating to the anticipated financial effects of our material risks and opportunities... No material current financial effects related to our IROs have been identified with respect to our operations, value chain, strategy or decision-making" (page 216), no separate pollution-specific financial-effects quantification is presented.

Policies related to water and marine resources

Reference: pages 221, 237.

The Environmental Policy, Environmental Care Framework Standards, Responsible Partner Policy (RPP) and Sustainable Agricultural Principles together address "water shortages in areas of high water stress," encompassing water management and consumption. Unilever does not consider marine-related resource commodities material and has no specific policy to manage changes in product demand from water access, though water-smart product innovation is part of Business Group R&D strategies. The RPP requires business partners to reduce water usage, particularly in high-water-stress areas, and manage wastewater discharge in line with water-related permits and laws.

Actions and resources related to water and marine resources

Reference: page 237.

Own operations: site-level water management plans target reduced abstraction per tonne of production, reuse and recycling. Value chain: business partners must comply with RPP water requirements, verified via self-declarations, annual re-registration, due diligence and risk-based audits, with Corrective Action Plans required where issues are found. In 2025 Unilever implemented nine additional water stewardship programmes, bringing the total to 29 active programmes (2024: 21) across 14 countries including Algeria, Brazil, India, Indonesia, Mexico, Nigeria, Pakistan, South Africa and Turkey, each following the Alliance for Water Stewardship Standard or the India-specific Prabhat approach, informed by eight new river-basin studies in 2025.

Targets related to water and marine resources

Reference: page 237.

"We do not have formal targets on water withdrawal in our own operations or upstream value chain." Water withdrawal is instead managed against local environmental performance targets. Unilever does hold a voluntary target to implement water stewardship programmes in 100 locations in water-stressed areas by 2030; 2025 performance was 29 programmes (2024: 21; 2023: 13), plus one relating to the former Ice Cream business. Ecological thresholds and impact allocations were not applied when setting this target. In 2026 Unilever plans to update the target toward covering 100% of production sites located in water-stressed areas by 2030.

Water consumption

Reference: page 238.

2025 Unilever total water consumption: 14 million m3 (2024: 17), of which 9 million m3 was in ESRS-defined water-risk/high-water-stress areas (2024: 11). Total water recycled and reused was 2 million m3 (unchanged versus 2024). Water-risk sites are identified via the WRI Aqueduct Water Risk Atlas Tool, supplemented by site-specific review. Consumption is calculated as withdrawal less discharge, using invoices/meter readings, with 2% of sites estimated from headcount, pallet positions and proxy data.

Anticipated financial effects from water and marine resources-related impacts, risks and opportunities

Reference: pages 216, 224-225.

Water is one of the few non-climate topics Unilever quantified through scenario analysis: "Reduced product demand due to changes in water access (transition risk)" was modelled across <2C/<3C/>4C scenarios at 2030, 2039 and 2050, assuming consistent regional demand-elasticity for water-dependent household products, with no net-risk modelling performed for this item (page 225). Outside this quantified risk, Unilever applies the general ESRS 1 phase-in relief for anticipated financial effects, and states no material current financial effects related to its IROs have been identified with respect to operations, value chain, strategy or decision-making (page 216).

Transition plan and consideration of biodiversity and ecosystems in strategy and business model

Reference: pages 222-223, 239.

Climate and nature are treated as interlinked: "Nature and climate change are inextricably linked, with climate change being a key driver of biodiversity loss and nature a key tool in combating rising global temperatures" (page 223). In 2025 Unilever began developing an updated nature strategy aligned with the ACT-D framework (Assess, Commit, Transform, Disclose), recognising the interconnected challenges of climate, biodiversity, livelihoods and pollution. Strategies addressing biodiversity risk include responsible sourcing (regenerative agriculture, deforestation-free commitments), protect-and-restore programmes, and stakeholder engagement including local communities and Indigenous Peoples (page 239).

Policies related to biodiversity and ecosystems

Reference: pages 221, 239.

The Environmental Policy, People & Nature Policy and Sustainable Agricultural Principles address ecosystem degradation, crop-yield risk and activism/compliance-cost risk in the upstream value chain; the People & Nature Policy requires deforestation- and conversion-free in-scope materials, and the Sustainable Agricultural Principles set soil, water and biodiversity requirements for suppliers. "Unilever does not have a dedicated biodiversity and ecosystem protection policy focused specifically on impacts from operational sites in or near biodiversity-sensitive areas," and the company has no specific sustainable oceans/seas policy, citing very low sourcing volumes from oceans/seas as a low-impact area.

Actions and resources related to biodiversity and ecosystems

Reference: page 240.

Four priority areas, no biodiversity offsets used: (1) Protect and restore - 3 new programmes in 2025, 14 total since 2021 covering around 660,000 hectares, geographically focused in South East Asia and incorporating Indigenous knowledge; (2) Regenerative agriculture - 12 new programmes, 34 total covering 254,000 hectares across 17 countries; (3) Sustainable sourcing - 81% of key crops sourced sustainably in 2025 (19% via purchased credits), against a 95%-by-2030 goal; (4) Deforestation-free supply chains - exceeded 95% deforestation-free purchase volumes of palm oil, paper and board, tea, soy and cocoa, with over EUR 280 million invested in Unilever Oleochemicals Indonesia since 2021.

Targets related to biodiversity and ecosystems

Reference: page 241.

Ecological thresholds and impact allocations were not applied in target-setting; targets are informed by, but not aligned with, the Kunming-Montreal Global Biodiversity Framework, and value-chain stakeholders were not formally involved in setting them. Unilever exceeded its in-year protect-and-restore target and continued to outperform the 95% deforestation-free goal; sustainable-sourcing performance was broadly in line with expectation despite declines in dairy, sugar and cocoa.

Impact metrics related to biodiversity and ecosystems change

Reference: page 242.

Using the Integrated Biodiversity Assessment Tool (IBAT), Unilever identified 10 sites (2024: 16, restated from 22) within 1km of a biodiversity-sensitive area (Natura 2000, UNESCO World Heritage, Key Biodiversity Areas and other protected areas) that show a negative change in the Biodiversity Intactness Index (BII) between 2017-2020 combined with water stress, covering 64 hectares (2024: 99, restated from 322). The company cautions that "while the indicators used may identify potential negative impacts, they risk over- and under-reporting due to outdated and inaccurate global biodiversity datasets. Consequently, we are unable to directly attribute Unilever's operations to negative impacts on biodiversity and ecosystems."

Anticipated financial effects from biodiversity and ecosystem-related impacts, risks and opportunities

Reference: pages 216, 224-226.

Nature-related risks, including "Ecosystem change and degradation/biodiversity loss (physical risk)" - outbreaks of disease/pests, pollinator loss and soil erosion affecting crop growth - were quantified in the 2025 scenario analysis using High Nature Preservation, Delayed Nature Action and High Nature Degradation scenarios aligned to TNFD and FAO datasets, expressed as revenue-percentage bands across 2030/2039/2050 (pages 224-225). "As global temperatures increase and nature continues to degrade, financial risk increases. The >4C and high nature degradation scenarios indicate physical risks will become more pronounced over time" (page 225). These impacts feed into impairment, cash-flow and asset-valuation judgements with no material effect identified as at 31 December 2025.

Policies related to resource use and circular economy

Reference: pages 221, 243.

The Environmental Policy, Environmental Care Framework Standard and Responsible Partner Policy together address plastic pollution, hazardous waste and EPR/plastic-tax exposure; plastic-packaging policy covers virgin-plastic reduction and the hazardous-waste policy covers waste management. Sustainable raw-material sourcing policy is detailed under Biodiversity and Ecosystems (page 239). Plastic-packaging strategy is embedded in overall business strategy and product-innovation cycles rather than sitting in a single standalone circular-economy policy document.

Actions and resources related to resource use and circular economy

Reference: pages 243-244.

Plastic, under a "reduce, circulate, collaborate" strategy: 152 kilotonnes of recycled plastic purchased in 2025; collected and processed more plastic than sold through PCR purchase, partnerships and EPR participation; rigid-packaging reuse pilots (e.g. Cif's Infinite Clean reusable spray, cutting plastic waste 50%) and acquisition of refillable brand Wild. Waste: a global Waste Standard (introduced 2024) mandates the waste hierarchy and zero non-hazardous waste to landfill, maintained since 2015 (below 0.5% threshold); 2025 site gap assessments against the standard were undertaken. Value-chain waste and plastic requirements sit within the Responsible Partner Policy, verified through self-declaration, audit and Corrective Action Plans.

Targets related to resource use and circular economy

Reference: pages 243-244.

Plastics targets (voluntary, scope of 26 countries, ~82% of sales): reduce virgin plastic footprint 30% by 2026 and 40% by 2028 versus a 2019 baseline (2025: -29%); use 25% recycled plastic in packaging by 2025 (2025: 25%, target met); 100% of plastic packaging reusable, recyclable or compostable by 2030 (rigids)/2035 (flexibles) (2025: 75% rigids, 15% flexibles); collect and process more plastic than sold by 2025 (2025: 111%, target met). "We do not have formal waste targets in place in our own operations," though waste generation and routes are monitored locally against Unilever standards and legal requirements by the global Safety, Health and Environment team.

Resource inflows

Reference: pages 244-245.

Material resource inflows are raw materials, packaging materials and water. 2025 Unilever: total weight of products and technical/biological materials used 26 million tonnes (2024: 32), of which 63% of biological materials were sustainably sourced (2024: 60%); total secondary materials used 1 million tonnes (2% of total weight, unchanged versus 2024). Sustainable sourcing combines third-party-certified/SAP-aligned materials (49%) and credit-matched non-sustainable sources (14%). Raw and packaging material volumes are recorded from supplier invoices and product specifications, with circa 1% estimated by extrapolation where data is unavailable.

Resource outflows

Reference: page 245.

Outflows comprise consumer products (food, beauty, personal care, home care) and their packaging (plastic, paper and board, glass, aluminium); repairability and durability are excluded as not relevant since products are designed to be consumed or used up. The rate of recyclable content in packaging materials used was 80% in 2025 (2024: 78%), measured using tonnes of packaging materials purchased for Unilever operations and collaborative manufacturing, with circa 7% of volumes estimated by extrapolation where supplier data is unavailable. Product recyclability itself is excluded from the metric as not materially relevant for Unilever's consumer-goods portfolio.

Anticipated financial effects from resource use and circular economy-related impacts, risks and opportunities

Reference: pages 216, 224-225.

"Extended producer responsibility (EPR) schemes for packaging and other plastic-related taxes (transition risk)" was quantified in the 2025 scenario analysis, modelling EPR pricing growth aligned to OECD plastics scenarios ("Global Ambition" for <2C, "Regional Action" for <3C) and NGFS Current Policies plastic demand for >4C, assuming a 30% eco-modulation fee for recycled plastic and a 50% cost pass-through to consumers (page 225). "Our assessment indicates this risk is especially elevated in OECD countries, where regulatory maturity is high" (page 226). Outside this quantified item, the general ESRS 1 phase-in relief applies, with no material current financial effects identified (page 216).

Waste

Reference: page 246.

2025 Unilever own-operations waste generated in own operations: total waste generated 493 thousand tonnes (2024: 731, including Ice Cream); non-hazardous waste diverted from disposal 467kt (2024: 699kt); hazardous waste diverted from disposal 19kt (2024: 25kt); hazardous waste directed to disposal 5kt; non-recycled waste 114kt, 23% of total (2024: 25%). Waste is measured from waste-service-provider documentation for all manufacturing and most logistics/other sites, with 2% of volumes estimated from measured sites and headcount/pallet position; estimated hazardous waste is assumed sent to incineration without energy recovery and estimated non-hazardous waste to landfill.

Policies related to own workforce

Reference: pages 251, 255.

The Code of Business Principles (COBP) and Code Policies apply to own workforce across all material sustainability matters. The Respect, Dignity and Fair Treatment Code policy commits to merit-based employment decisions, prohibits offensive/intimidating/violent/bullying behaviour, fair and equitable wages, a ban on forced/compulsory/trafficked/child labour, reasonable working hours, and respect for freedom of association and collective bargaining. The Health & Safety Code policy sets individual and shared safety responsibilities, requiring team leaders to establish systems, identify hazards, investigate incidents and ensure training. Non-employees are covered via the Responsible Partner Policy.

Processes for engaging with own workforce and workers' representatives about impacts

Reference: pages 252, 255.

The Board's Workforce Engagement Policy aims for strategic, representative engagement across geography, Business Group, function, tenure and work level, using face-to-face sessions, representatives, surveys and town halls. In 2025 Non-Executive Directors participated in four dedicated engagement events; around 50 employee events were led by the CEO, ULE and regional/functional leaders. The annual UniVoice survey drew over 73,000 responses (approx. 37,000 office, 36,000 factory), covering engagement, leadership, business integrity, wellbeing, career development and diversity; a more frequent "UniPulse" interim survey supports focused enquiry. Formal and informal consultation continues with the European Works Council and global unions, with biannual global union meetings on rights-based topics.

Processes to remediate negative impacts and channels for own workforce to raise concerns

Reference: pages 255, 266.

Own-workforce remediation and concern channels run through Unilever's Speak Up processes (detailed under Governance, page 266), including the Unilever Code Support Line (whistleblowing line) and online Speak Up platform, available confidentially and anonymously where permitted by law, alongside formal HR grievance processes for workplace concerns not rising to a Code breach. Any HR grievance not escalated through Speak Up is out of scope for this disclosure. All material issues are tracked to closure through the Speak Up process, with non-retaliation policies applying to anyone who raises a concern.

Taking action on material impacts on own workforce

Reference: pages 255-256.

Talent: a 142:1 applicant-to-job ratio in 2025 (industry average 38:1); 88% of employees proud to work for Unilever, 81% would recommend it as an employer. The 2025 People Strategy spans Winning Culture (the "Dare to Lead" programme for 4,000 leaders, 2025-2027), Uncompromising on Talent (data-driven talent-to-value alignment, succession planning) and Next Wave Organisation (workforce-planning automation post-reorganisation and Ice Cream demerger).

Bullying/harassment, discrimination, forced labour, working hours: managed through the Respect, Dignity and Fair Treatment Code policy, with mandatory annual Code training covering recognition of bullying, harassment and discrimination, plus country-specific mandatory sexual-harassment training. Fair wages: governed by the Framework for Fair Compensation 2022. Health: a "Zero Harm" ambition, Together for Safety leadership visits, annual Safety Day, and ISO 45001-aligned standards embedded in the Unilever Manufacturing System. Freedom of association: delivered through ongoing trade-union engagement.

Targets related to own workforce

Reference: page 256.

"No formal targets have been defined for our own workforce with respect to the material impacts, risks and opportunities identified in our sustainability statement." Progress is instead tracked through internal oversight (Corporate Responsibility Committee, Audit Committee, ULE, Global Code and Policy Committee) and UniVoice scores across engagement, leadership, business integrity, purpose, wellbeing, career development and diversity. Unilever achieved living-wage-employer status for direct employees in 2020 and received first global independent living-wage accreditation in 2021, maintained through annual benchmarking and corrective action under its Framework for Fair Compensation.

Characteristics of the undertaking's employees

Reference: page 257.

Total headcount fell from 120,040 (1 January 2025) to 96,092 (31 December 2025) after hires/leavers (-4,682) and the Ice Cream demerger transfer (-19,266). By region: Asia Pacific Africa 49,891; The Americas 29,315; Europe 16,886. By type and gender: permanent 93,731 (female 34,663, male 59,037); temporary 2,359; non-guaranteed hours 2. India is the only country of significant employment (>10% of headcount), with 19,741 employees (2024: 20,363). Total employee turnover was 16,527 in 2025 (rate 17.2%, 2024: 14.5%), attributed primarily to Unilever's productivity programme.

Collective bargaining coverage and social dialogue

Reference: page 257.

"Unilever does not have any EEA countries that meet the criteria of significant employment," so regional EEA collective-bargaining and social-dialogue percentages are not reported. Total percentage of employees covered by collective bargaining agreements was 53.3% in 2025 (2024: 54.6%). Coverage by non-EEA country band: 80-100% coverage in 7 countries (e.g. Argentina, Brazil, Indonesia, Japan); 0-19% coverage in 38 countries (e.g. the US, China, Canada). Unilever confirms agreements are in place for employee representation by a European Works Council.

Diversity metrics

Reference: page 258.

Top management level (ULE plus one level below) gender distribution at 31 December 2025: 29% female, 71% male (92 total; 2024: 32% female, 68% male of 109). Age distribution of total headcount: under 30 is 18% (17,047); 30-50 is 66% (63,265); over 50 is 16% (15,771) - broadly stable versus 2024's 18%/65%/17%. Top-management headcount fell from 109 to 92 over the year, including an Ice Cream-related reduction of 13.

Adequate wages

Reference: page 258.

"As at 31 December 2025, 100% of Unilever employees were paid an adequate wage." Adequate wage is defined as the applicable legal living or minimum wage, the collectively bargained minimum, or an alternative adequate-wage benchmark or voluntary living wage where neither exists. For non-EEA countries Unilever states it has not applied official norms in determining adequacy, citing a lack of ESRS guidance on the term's correct interpretation; for EEA countries the ESRS definitions were applied.

Social protection

Reference: pages 258-259.

"As at 31 December 2025, 100% of Unilever employees are covered by social protection against loss of income due to one or more major life events" (sickness, unemployment, employment injury/disability, parental leave, retirement), through public programmes or Unilever benefits - though coverage for specific event types varies by the nearly 100 countries in which Unilever operates. Named gaps by country and event type include: Bahrain, Kuwait, Oman and Qatar (all employees, unemployment-type events, n/a under 2025 methodology labelling); India (office-based and certain manufacturing employees not meeting Industrial Disputes Act/voluntary retirement scheme thresholds); Singapore (temporary/fixed-term employees and employees of Paula's Choice); and the US (a unionised workforce at the Hammon Sourcing Unit for unemployment, plus specific Dermalogica USA non-birthing-parent parental-leave exclusions).

Health and safety metrics

Reference: page 259.

2025 Unilever: 100% of employees covered by the health and safety management system; zero fatalities; 92 work-related accidents (84 employees, 8 non-employees; 2024: 165); Total Recordable Frequency Rate 0.41 (2024: 0.55); 1,936 days lost (2024: 2,946, methodology note on caps). Separately, "in 2025, a contractor (other worker) sadly passed away in one of our Ice Cream factories due to workplace violence. We performed a full investigation and applied the lessons learned to sites worldwide to reduce the risk of a similar reoccurrence." Days lost are capped at 180 days per incident based on external guidance.

Compensation metrics (pay gap and total compensation)

Reference: page 260.

2025 Unilever gender pay gap: (52)% (2024: (49)%) - i.e. mean female gross hourly pay was 52% higher than male, driven by workforce composition (more male employees in lower-pay-grade manufacturing roles, more female employees in professional/managerial roles) and by demerger-driven shifts in the leaver population. Total remuneration ratio: 286.6:1 (2024: 225.7:1); the highest-paid individual's package included vested shares in 2025, which the company cites as a driver of the increase alongside regional pay-level differences.

Incidents, complaints and severe human rights impacts

Reference: pages 254, 260.

2025 own-workforce metrics: 245 complaints closed (2024: 652), of which 78 substantiated, 167 unsubstantiated; 263 complaints raised in the period; 40 incidents of discrimination, including harassment (2024: 74), with 17 under investigation; zero severe human rights incidents connected to own workforce (2024: restated methodology, still zero). Separately, for workers in the value chain and affected communities combined: zero severe human rights incidents in 2025 (2024: 2, relating to 2023 RPP audit data). No fines, penalties or damages were recorded for any of the disclosed incidents, complaints or severe human rights impacts.

Policies related to value chain workers

Reference: pages 221, 251, 261.

The Responsible Partner Policy (RPP), sponsored by the Chief Procurement Officer, sets mandatory business-integrity, human-rights and environmental requirements for business partners across three pillars, and is guided by Human Rights Principles consistent with relevant ILO Conventions, covering forced labour (including human trafficking) and child labour. The People & Nature Policy applies to direct suppliers of in-scope materials, requiring human-rights due diligence and independently verified compliance. Business partners confirm RPP compliance at registration and annual renewal via self-assessment, due diligence and risk-based audits.

Processes for engaging with value chain workers about impacts

Reference: pages 252, 261.

Engagement runs through direct contact and credible proxies, including worker interviews during site audits and human-rights impact assessments, supplemented by digital tools from 60 decibels and &Wider to gather worker insight, particularly for vulnerable groups such as women and migrant workers. Supply-chain mapping identifies higher-risk sourcing areas and suppliers for targeted verification. Trade-union collaboration (IUF, IndustriAll) via joint working groups and a biannual Memorandum of Understanding represents value-chain-worker interests, and a November 2025 roundtable at the UN Business Forum on Human Rights brought together rightsholders and proxies for dialogue feeding into 2026 strategy.

Processes to remediate negative impacts and channels for value chain workers to raise concerns

Reference: pages 253, 261.

Value-chain workers can raise concerns via the Unilever Code Support Line and Speak Up platform, and the RPP requires business partners to maintain their own UNGP-aligned grievance mechanisms with clear local-community accessibility, monitored through independent audits. Identified RPP-audit issues require business partners to develop a Corrective Action Plan, independently verified within 90 days (with interim actions required where remediation needs longer). 2025 examples include reimbursing recruitment fees for migrant workers at a North American business partner, and a repayment plan for Turkish workers who covered their own recruitment health-check costs.

Taking action on material impacts on value chain workers

Reference: pages 252, 261.

Delivering positive impacts: free access to living-wage data via WageIndicator, a Living Wage Playbook and IDH clinics for suppliers measuring living-wage gaps; smallholder-farmer productivity programmes (e.g. regenerative practice training for Indian coffee farmers, Trustea certification for tea growers); and the Shakti programme, supporting over 200,000 women micro-entrepreneurs in rural Asia and Africa with business training. The HRDD development programme expanded to 50 additional suppliers in 2025, launching in the Philippines and Turkey; a Palm Oil Social Supplier Development Programme and the VietCycle "Plastic Reborn" partnership (training and PPE for over 3,000 waste collectors since 2021) also address value-chain-worker impacts.

Targets related to managing material negative impacts, advancing positive impacts, and managing material risks and opportunities

Reference: pages 254, 261-262.

Three livelihoods targets by 2026: suppliers representing 50% of procurement spend to sign the Living Wage Promise (2025: 43%, 2024: 32%); help 250,000 smallholder farmers access livelihoods programmes (2025: 0.17m, 2024: 0.08m); help 2.5 million SMEs in the retail value chain grow their business (2025: 2.12m, 2024: 2.58m - lagging, attributed to platform migration and the Ice Cream demerger). No formal quantified target exists for severe human-rights incidents in the value chain; performance there is tracked via the metric disclosed under S1-17/S3-5 (zero incidents in 2025, page 254).

Policies related to affected communities

Reference: page 251.

The Responsible Partner Policy requires respect for the rights and title to land of individuals and local communities, including Indigenous populations, under a zero-tolerance policy for land grabbing, and requires suppliers to consider Indigenous Peoples and local communities in impact and risk assessments. The People & Nature Policy sets commitments aligned with the UNGPs on livelihoods, food security, resources and land rights. The Sustainable Agricultural Principles require respect for land tenure rights, informing local communities of planned activities and minimising disturbance. Unilever's Principles in Support of Human Rights Defenders specifically cover Indigenous Peoples and local communities acting as human rights defenders.

Processes for engaging with affected communities about impacts

Reference: page 252.

"We have not included affected communities as a separate topic within the sustainability statement, as policies, actions, targets and metrics are disclosed with the Approach to Human Rights section" given a consistent due-diligence approach across rightsholder groups. A defined due-diligence process for land transactions, mandated before completion, includes Environmental and Social Impact Assessments (ESIAs) and Free, Prior and Informed Consent (FPIC) stakeholder consultations, overseen by the Responsible Business team. Development hubs with SNV, Forum Konservasi Leuser and WRI support independent palm smallholders and surrounding communities; a partnership addresses land rights in Indonesian agricultural production specifically.

Processes to remediate negative impacts and channels for affected communities to raise concerns

Reference: page 253.

"At a commodity level, our People and Nature Grievance Mechanism provides a framework for investigating and resolving potential and actual social and environmental impacts, including those raised by rightsholders in the communities where we operate or source from." Affected-community issues may also surface through RPP business-partner audits. Reported grievances are recorded in the People and Nature Grievance Tracker, with details published on Unilever's website to enable tracking of remediation effectiveness.

Taking action on material impacts on affected communities

Reference: page 252.

Land-related impacts on communities are managed through the mandatory pre-completion land-transaction due-diligence process (ESIAs plus FPIC consultations via internal approval gateways). Post-acquisition integration includes corrective action plans addressing any gaps identified pre-acquisition; for disposals such as the Ice Cream demerger, internal disengagement guidelines apply. The Respecting Indigenous Peoples and Local Communities Rights Affected by Agricultural Production in Indonesia project (phase two delivered in 2025 with Proforest and peers) targets systemic land-rights barriers and scalable, community-driven solutions.

Targets related to managing material negative impacts, advancing positive impacts, and managing material risks and opportunities

Reference: pages 253-254.

"Unilever is committed to respecting human rights across our operations, value chain and communities in which we operate. However, due to the nature of human rights, we do not define formal targets." Effectiveness is instead tracked via the severe human rights incidents metric for affected communities: zero incidents in 2025 (2024: zero), covering lawsuits, formal complaints or undisputed serious public/media allegations regarding land-rights issues connected to affected communities.

Policies related to consumers and end-users

Reference: pages 251, 263-264.

Product safety is governed by the Responsible Innovation Code Policy (safety-by-design risk assessment for consumer, occupational and environmental safety) and the Product Safety & Product Quality Code Policy; the Responsible Partner Policy's Business Integrity & Ethics pillar requires suppliers to meet specifications and notify Unilever of quality/safety concerns without delay. The Responsible Marketing Code Policy, supported by Marketing to Children Principles (revised in 2025 for 1 January 2026 implementation in Foods following the Ice Cream demerger), sets no intentional advertising to under-6s and restricts ages 6-13 to products meeting Unilever's Science-based Nutrition Criteria.

Processes for engaging with consumers and end-users about impacts

Reference: pages 263, 264.

Unilever reached over 3 million consumer contacts in 2025 through care lines, websites, social media monitoring and product reviews, plus consumer-research partners Kantar, Nielsen and Ipsos, overseen by the Chief Growth and Marketing Officer. Allergy-related impacts are assessed through product safety/labelling processes rather than direct engagement; marketing-to-children impacts are assessed by reviewing children's media-consumption behaviour, overseen by the Chief Corporate Affairs and Communications Officer for broader societal-preference monitoring.

Processes to remediate negative impacts and channels for consumers and end-users to raise concerns

Reference: pages 253, 263.

Consumer care lines and websites provide multiple concern-raising channels, staffed by trained agents whose effectiveness is tracked against performance indicators and feedback surveys. Product-safety concerns are escalated to internal experts for investigation, with an incident-management team activated for marketplace incidents; public product recalls are issued where needed "even if only small quantities of products are involved," using national press, store communications, email and websites to reach affected consumers. In 2025 Unilever issued one public recall relating to the Ice Cream business, caused by undeclared allergens.

Taking action on material impacts on consumers and end-users, and approaches to managing material risks and pursuing material opportunities related to consumers and end-users, and effectiveness of those actions

Reference: pages 264-265.

Product safety is managed via the Supplier Quality Approval process and a Quality Management System covering cleaning, allergen management and foreign-matter prevention, monitored through leadership scorecards and tracked metrics (marketplace incidents/recalls, safety complaints, audit completion). Unilever is defending a portfolio of legal claims alleging asbestos contamination in products it no longer sells, which it disputes as unsubstantiated. Marketing-to-children compliance is addressed case-by-case through artwork and content changes where non-compliance is found. Product-innovation opportunity is pursued via Business Group R&D strategies (e.g. Wonder Wash, RhamnoClean) and acquisitions of Wild and Dr. Squatch in 2025.

Targets related to managing material negative impacts, advancing positive impacts, and managing material risks and opportunities

Reference: pages 264-265.

"No formal targets have been defined for our consumers and end-users with respect to the IROs identified in our sustainability statement." Marketplace incidents fell by more than 8% (excluding Ice Cream) versus 2024. Entity-specific nutrition ambitions are tracked: 85% of the Foods portfolio meeting Unilever's Science-based Nutrition Criteria by 2028 (2025: 83%, 2024: 84%) and 54% of products delivering positive nutrition by 2025 (2025: 53%, target narrowly missed on a like-for-like basis, 2024: 52%).

Business conduct policies and corporate culture

Reference: pages 218, 266.

The Code of Business Principles (COBP) and Code Policies, underpinned by Unilever's values of integrity, respect, responsibility and pioneering, set mandatory global standards of employee conduct. A three-pillar business-integrity framework of Prevention, Detection and Response underpins the Code. The COBP is reviewed every five years by the Board, with interim monitoring by the Corporate Responsibility Committee; it was refreshed in 2025 for early-2026 implementation. Annual mandatory Code training and a global employee pledge embed the culture; in 2025, 90% of UniVoice respondents agreed that "in their teams, business is conducted with integrity."

Management of relationships with suppliers

Reference: page 267.

The Responsible Sourcing and Business Partnering Code Policy requires Unilever to work only with partners able to meet its standards, subject to Responsible Partner Policy (RPP) onboarding, contracting and monitoring controls. The RPP, sponsored by the Chief Procurement Officer, covers business integrity and ethics, human rights, and the planet, and extends beyond Tier 1 suppliers by requiring cascading of equivalent requirements down the supply chain. Non-compliant existing suppliers may have new purchase orders restricted until remediation; non-compliant new suppliers are not onboarded. In 2025, approximately 86% of procurement spend (including Ice Cream) was with RPP-compliant suppliers. Late-payment prevention for SMEs is addressed under G1-6 (page 270).

Prevention and detection of corruption and bribery

Reference: page 268.

The COBP and Code Policies set a zero-tolerance approach prohibiting public and commercial bribery of any value and explicitly prohibiting facilitation payments, with detailed guidance on public officials, gifts/hospitality, grants/donations and conflicts of interest. Material corruption/bribery cases involving public officials are reported to the Chief Legal Officer and Chief Business Integrity Officer; the Global Code and Policy Committee determines sanctions. Periodic bespoke anti-corruption/anti-bribery risk assessments identify higher-risk activities and geographies. Annual mandatory training covers all employees, plus Board members and bespoke training for higher-risk, externally facing commercial roles.

Targets related to business conduct

Back-filled from the business conduct chapter's MDR-T-equivalent disclosures; G1-3 had no standalone targets DR under the 2023 ESRS the FY2025 report applies (page 214).

No single numeric business-conduct target is stated. Effectiveness is instead tracked through oversight structures with visibility of Code breaches - the Global Code and Policy Committee, Business Integrity Committees, the Corporate Responsibility and Audit Committees (page 256) - and through the UniVoice integrity question, where 90% of respondents agreed their teams conduct business with integrity in 2025 (page 266). The investigation standards require all Code breach concerns to be recorded and assessed, investigated within a target 60-day timeliness expectation (page 268), and reviewed for trends feeding continuous-improvement action plans - together satisfying MDR-T's effectiveness-tracking limb in the absence of a stated target.

Incidents of corruption or bribery

Reference: page 268.

"There have been no incidents of corruption or bribery resulting in convictions or fines for Unilever Group companies due to violation of applicable anti-corruption and anti-bribery laws in 2025. In addition, there have been no deferred prosecution agreements or other significant enforcement activities involving Unilever Group companies in 2025 that required us to take actions to address breaches in procedures and standards of anti-corruption and anti-bribery."

Political influence and lobbying activities

Reference: pages 268-269.

Oversight sits with the Chief Corporate Affairs and Communications Officer, reporting to the CEO. Two Non-Executive Directors have held comparable public-administration roles: Susan Kilsby (UK Takeover Panel; former NHS England non-executive director, 2021-2023) and Adrian Hennah (independent member, Council of Imperial College London, since 2024); no other Board member or the CEO has held such roles in the preceding two years. "Unilever companies are prohibited from supporting or contributing to political parties or candidates," and all Directors confirmed no political contributions were made on Unilever's behalf in 2025, with no reported Political Activities & Political Donations Code Policy breaches. Unilever is registered on the EU Transparency Register (ID 6200524920-25) and complies with the US Lobbying Disclosure Act.

Payment practices

Reference: page 270.

2025 standard payment terms by spend value: within 30 days 38%; 31-60 days 18%; 61-90 days 22%; over 90 days 22%. Average payment days: 57 days for all suppliers (2024: 56), 48 days for identified SME suppliers (2024: 38). Percentage of invoices paid on time: 85% all suppliers (2024: 87%), 80% SME suppliers (2024: 84%). Unilever paid over 6.1 million invoices to approximately 73,000 suppliers in 2025. There was 1 legal proceeding outstanding for late payment as at 31 December 2025 (2024: 2), relating to an SME and not to Ice Cream.