1

Introduction to Hindustan Unilever Limited

August 2012
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Safe harbour statement
This Release / Communication, except for the historical information, may contain statements, including
the words or phrases such as expects, anticipates, intends, will, would, undertakes, aims, estimates,
contemplates, seeks to, objective, goal, projects, should and similar expressions or variations of these
expressions or negatives of these terms indicating future performance or results, financial or
otherwise, which are forward looking statements. These forward looking statements are based on
certain expectations, assumptions, anticipated developments and other factors which are not limited
to, risk and uncertainties regarding fluctuations in earnings, market growth, intense competition and
the pricing environment in the market, consumption level, ability to maintain and manage key customer
relationship and supply chain sources and those factors which may affect our ability to implement
business strategies successfully, namely changes in regulatory environments, political instability,
change in international oil prices and input costs and new or changed priorities of the trade. The
Company, therefore, cannot guarantee that the forward looking statements made herein shall be
realized. The Company, based on changes as stated above, may alter, amend, modify or make
necessary corrective changes in any manner to any such forward looking statement contained herein
or make written or oral forward looking statements as may be required from time to time on the basis
of subsequent developments and events. The Company does not undertake any obligation to update
forward looking statements that may be made from time to time by or on behalf of the Company to
reflect the events or circumstances after the date hereof.
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Contents
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2
3
4
About the Company
India FMCG Market Opportunity
Our Strategy
Financial Information, Shares & Governance
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Contact Information
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1 About the Company
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Our Vision
We work to create a better future everyday.

We help people feel good, look good and get more out of life with brands and
services that are good for them and good for others.

We will inspire people to take small everyday actions that can add up to a big
difference for the world.

We will develop new ways of doing business that will allow us to double the size
of our company while reducing our environmental impact.
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HUL: Indias largest FMCG Company
More than 75 years
of experience in
India
Products touch the
lives of 2 out of 3
Indians everyday
Direct distribution
reach of > 2 Mn
stores
No.1 and strong
No.2 in more than
95% of the
business
Get more
out of life
7 brands > Rs. 1000 crs; 13 brands > Rs. 500 crs
17 out of top 100 most trusted brands in India^
^Brand Equity Survey, 2011
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Pan India footprint
Source: Statistics on India, Total Coverage : Nielsen, Census of India 2011
HUL manufacturing locations (own and outsourced)
Mn = Million







































~ 15,000 employees
~ 2,000 suppliers & associates
~ 70 Manufacturing locations
40+Depots, 2700+ Distributors
Direct coverage 2 mn+ outlets
Population 1.2 billion
5545 Towns 2.5 million outlets
638,000 villages 5 million outlets
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Portfolio straddling the pyramid
Fabric Cleaning Skin Cleansing Hair Skincare Tooth Paste
Soaps & Detergents: 48% Personal Products: 31%
% contribution of the segment to total revenue (April - December 2011)
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Portfolio straddling the pyramid
Tea Coffee Processed Foods Ice Creams Water
Beverages: 12% Packaged Foods: 6% Others: 3%
% contribution of the segment to total revenue (April - December 2011)
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*Nielsen Equity Management Program Score
Most responsive supplier of
the year
Value Award by TESCO
India
6 EMVIES in 2011
6
th
most innovative company
globally - Forbes
eQ* at 89
(world class level)
No.1 Employer by Aon Hewitt
Best Employer Brand in Asia,
2011
Golden Peacock Global Award for Corporate
Social Responsibility for the year 2011
Golden Peacock Environment Management
Award for 2011 in the FMCG category
External Recognition
Consumers
Customers
Employees
Communities
No.1 Employer of choice by
Nielsen Campus track
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2 India FMCG Market Opportunity
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Large consumption opportunity
CAGR of 12% in base case; 17% with high estimates
28
50
87
FY 10 E FY 15 P FY 20 P
FMCG - $ bl n
Base Case High Case
62
137
Source: FMCG roadmap to 2020 CII Report, 2010
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Head room for growth
Penetration
Data Source: Euromonitor
per capita consumption
Consumption
79
63
45
79
65
48
Annual DQ Dec
Skin Care
2011 2010
All India penetration
89
79
63
88
75
60
Annual DQ Dec
Hair Care
2011 2010
91
80
63
89
78
60
Annual DQ Dec
Oral Care
2011 2010
Data Source: IMRB Factbook
5.9
3.2
0.6
5.3
2.7
0.6
Chi na Indonesi a Indi a
Skin Care
2011 2010
1.7
1.6
0.5
1.6
1.5
0.4
Chi na Indonesi a Indi a
Shampoo
2011 2010
2.4
1.2
0.3
2.4
1.1
0.3
China Indonesia India
Ice cream
2011 2010
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Rising incomes to favor Personal Care and Foods
0 5000 10000
LSM 1
LSM 2-4
LSM 5-7
LSM 8+
LSM 8+ (new
categori es)
Exp per HH / year (INR)
LSM 1 LSM 2-4 LSM 5-7 LSM 8+
Laundry, Skin Cleansing Pers Prod Foods
1x
1.7 x
3.1 x
4.9 x
7.7 x
*Source : Family Budget Survey, Consumer Panel
*HUL Participating Categories; HH: Households
Demand elasticity Personal Care / Foods explosion
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HUL: Uniquely positioned to exploit the opportunity
Strong brands across benefits & price points Consumer understanding, supply chain,
go-to-market
R&D, brand development, buying
No.1 Employer*, diverse talent pool
*awarded by Aon Hewitt in 2011
Portfolio
Capabilities
Talent
Global leverage
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3 Our Strategy
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Clear and compelling strategy

Consistent Growth


Competitive Growth


Profitable Growth


Responsible Growth
Strategic framework Sustainable Living Plan Our Goals
Virtuous circle of growth
A business model that works
Profitable
Volume
Growth
Innovation
A&P/R&D
Cost
Leverage
+
Efficiencies
Cost
Savings
Focused on execution
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Market HUL
Domestic consumer
Sales growth
HUL
EBIT
FY 2011-12: Delivered on goals
Competitive growth
Ahead of market
Consistent growth
Volume led
Profitable growth
Margin expansion
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18
UVG Price USG
10
8
18
17.5%
140 bps
HUL FMCG growth % FMCG growth %
Winning Principles
Our first priority is to our consumers,
then customers, employees and
communities. When we fulfill our
responsibilities to them our
shareholders will be rewarded.
Embedding consumer and customer centricity
Consumer & Customer License
Project Popeye
Mission Bushfire Perfect stores
Customer Credo
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How will we win
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Better quality products, stronger brands
Tripled blind product wins %
Improved brand equity scores

X
2009
2010
2011
2X
3X
3/4
th

of portfolio
holding/gaining *
Measured for the top 25 brands; *Exit 2011 Vs second half 2009
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Bigger, better and faster innovations
Covering 60%+ of portfolio
Lux relaunch with silk protein
extract
Rin bar relaunch with superior
formulation and packaging
Fair & Lovely Future Tube:
Aspirational & affordable Lakme Sun expert
Pepsodent G relaunched
Dove: Nourishing Oil Care
range with Vita Oils
Now more accessible with
Re.1 sachet Clear Relaunched
Dove Body lotions with
advanced deep care
complex
Vim relaunched with 100
Nimbuon ki Shakti
Sunsilk Keratinology
Haircare range for salon treated hair
Fair & Lovely Facewashes
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Bigger, better and faster innovations
Covering 60%+ of portfolio
Kissan range expanded and relaunched
Soupy Noodles
Rs.5 pack
0
Pureit Marvella RO
CupaSoup
instant soups
Bru Exotica Bru Lite
Taj Mahal flavoured Teabags
Taj Mahal green Teabags
Brooke Bond 3 Roses
relaunched
Bru Gold
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How will we win
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Lead market development: Skincare
More usage More users More benefits
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Lead market development: Hair
More usage More users More benefits
Increasing Consumption in
Rural
Serums, Masks, Treatments
for Salon treated hair
Driving Hair conditioners
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Stepping up front end execution
Product
Pack
Proposition
Price
Place
Promotion
Better Stores
CORE SERVICED : 2 Mn+
DISTRIBUTED: 6.5 Mn
Direct
More stores
2010 2011
Better served*
* Modern Trade on shelf availabi li ty
310 bps
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How will we win
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Differentiated Supply Chain
Driving benefits across value chain
Consumer
perceived
quality
E2E
competitive
costs
World class
service
Live Superior Service.
Delivery Sustainable, Profitable Growth
Flawless execution, Safety and Sustainability
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Focus on cash and savings
2008-09 2011-12
Step up in cost savings
Savings as a % of Turnover
Delivering cash
TWC as a % of turnover
2010-11 2011-12
Maximizing ROCE
Optimizing investments
TWC: Trading working capital; includes debtors, creditors and inventory excludes cash; ROCE: Return on Capital employed
52%
Productivity
Improvement
Capacity
increase
in 2011
% Contributed by
48%
New Capital
Investments
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Driving Return on Marketing Investments
Getting more out of advertising
Awareness
P
e
r
s
u
a
s
i
o
n

70%
2010
2011
2010
2011
Improvement in Ad preview scores
Up by 800 bps
Production and media fees
Lower by 900 bps
More ads pre-tested
Up by 50%
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Driving Return on Marketing Investments
Optimizing promotional spends
+
-/-
-/-
+
TO Growth
R
O
I

P
o
s
i
t
i
v
e

2010
2011
2010
2011
More green activities
Higher by 1100 bps
Higher ROI
Up 200 bps
More activities evaluated
Up by > 50%
ROI: Return on Investment
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How will we win
Winning with People: Building a talent powerhouse
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55
59
62
65



.McKinsey & Co
BCG
P&G
TAS
HUL
# 1 Dream employer across campuses*
2010 2011
100
108
High people engagement
* Survey by Nielsen Indexed Employee Engagement Scores
# 1 Best employer in India, 2011
awarded by Aon Hewitt
No.1 Employer of choice by Nielsen
Campus track
Performance culture that respects our values
A broad based systematic approach
Strengthening Performance culture
Aligned goals Sharper differentiation
Reward linked to
performance
2006-07
2011-12
Fixed Variable
Performance culture index is up by 14% in 2011
Delivery
S
t
a
n
d
a
r
d
s

o
f

L
e
a
d
e
r
s
h
i
p

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How will we win
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Unilever Sustainable Living Plan
Three big goals
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Unilever Sustainable Living Plan
India Highlights 2011
30 million people reached with Lifebuoy soap handwashing
programmes in 2010-11

30 million people have gained access to safe drinking water by
using Pureit in-home water purifier, since 2005

Around 60%of our major food and beverage brands Brooke Bond,
Bru, Knorr, Kissan and Kwality Walls comply with the Healthy
Choice guidelines

Reduced CO
2
emissions by 14.7%, water use by 21.5% and
waste by 52.8% in our factories, over 2008 baseline

Improved CO
2
efficiency in transportation by 17.8%

60% of tomatoes in Kissan Ketchup are sourced sustainably
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4 Financial Information, Shares & Governance
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HUL Financial Performance
Rs. Crore 2005 2006 2007 2008-09^ 2009-10 2010-11 2011-12
Net Sales 11,061 12,103 13,675 20,239 17,524 19,381 21,736
Operating Profit 1,471 1,709 1,934 2,845 2,566 2,458 3,073
Operating Profit Margin 13.3 14.1 14.1 14.1 14.6 12.7 14.1
Net Profit 1,408 1,855 1,925 2,496 2,202 2,306 2,691
Earning Per Share (Rs.) 6.4 8.41 8.73 11.46 10.10 10.58 12.46
Net Cash Flow from Operating
Activities
1967 1595 1680 2029 3441 1892 2870
Operating Profit - Profit from Operations Before Other Income, Interest and Exceptional Items
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Financial year 2011-12 Results
FMCG exports demerged reported numbers not comparable
Rs Cr
Particulars FY'10-11 FY'11-12 Growth% FY'10-11 FY'11-12 Growth%
Net Sales 19,381 21,736 12% 18,451 21,736 18%
PBITDA 2,678 3,291 23% 2,584 3,291 27%
PBIT 2,458 3,073 25% 2,382 3,073 29%
PBIT margin (%) 12.7% 14.1% 140 bps 12.9% 14.1% 120 bps
PAT bei 2,156 2,592 20% 2,096 2,592 24%
Net Profit 2,306 2,691 17% 2,246 2,691 20%
Domestic Consumer Business grows at 17.5%
EBIT margins up 140 bps
PAT (bei) up 20%
HUL (as reported) HUL (ex FMCG exports)
Performance trends EPS and DPS
2008-09: 15 months period
Calendar year 2007, includes Platinum Jubilee special dividend of Rs.3 per share
Earnings per Share (Rs.)
Dividend per Share (Rs.)
-
2.0
4.0
6.0
8.0
10.0
12.0
14.0
2
0
0
6

2
0
0
7

2
0
0
8
-
0
9

2
0
0
9
-
1
0

2
0
1
0
-
1
1

2
0
1
1
-
1
2

-
1.0
2.0
3.0
4.0
5.0
6.0
7.0
8.0
9.0
10.0
2
0
0
6

2
0
0
7

2
0
0
8
-
0
9

2
0
0
9
-
1
0

2
0
1
0
-
1
1

2
0
1
1
-
1
2

Stock Exchange Stock Code
Bombay Stock Exchange 500696
National Stock Exchange Hindunilvr
Listing Details
Share Listing & Ownership
FII: Foreign Institutional Investors
Status as on 31
st
March, 2011
Shareholding pattern
Uniliver
53%
MFs
2%
DII
8%
FIIs
19%
General
Public
14%
Others
4%
Corporate Governance
HUL firmly believes in maintaining high standards of
Corporate Governance
To succeed, we believe, requires the highest standards of corporate behaviour towards everyone we
work with, the communities we touch, and the environment on which we have an impact. This is our
road to sustainable, profitable growth and creating long-term value for our shareholders, our people,
and our business partners.

The Board of Directors of the Company represents an optimum mix of professionalism, knowledge and
experience. The total strength of the Board of Directors of the Company is nine Directors, comprising
Non-Executive Chairman, four Executive Directors and four Non-Executive Independent Directors.
For details, refer investor center at:

http://www.hul.co.in/investorrelations/CorporateGovernance/?WT.LHNAV=Corporate_Governance
I believe that nothing can be greater than a business, however small it may be, that is governed by
conscience; and that nothing can be meaner or more petty than a business, however large,
governed without honesty and without brotherhood.
William Hesketh Lever
Board of Directors
Management Committee
Further information & contact details
More information is available at http://www.hul.co.in/investorrelations/

The IR team can be contacted by
telephone as follows:

+91 22 39832211

Or by e-mail at:

Investor.Relations-hul@unilever.com
52
Introduction to Hindustan Unilever Limited
August 2012