CLSA Investors’ Forum23rd September, 2009

Mr Nitin ParanjpeCEO and MD

Hindustan Unilever Limited

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.

Safe harbour statement

Agenda

Context

Strategy & Execution

Focus & Priorities

Agenda

Context

Strategy & Execution

Focus & Priorities

FMCG consumption growth is intact

Broad based growth across categories and across urban and rural

FMCG Markets

17.615.6

18.420.1

18.3 17.7

8.511.0

16.5

25.022.5

24.2

16.1 14.918.1

20.818.9 18.6

MQ'08 JQ'08 SQ'08 DQ'08 MQ'09 JQ'09

HPC F&B FMCG

FMCG Market sustains growth of over 15% in last 6 quarters

0.0

2.0

4.0

6.0

8.0

10.0

12.0

14.0

16.0

MQ'08 JQ'08 SQ'08 DQ'08 MQ'09 JQ'09 Jul'09

Skin CleansingPrice Growth%

… but price element comes down (eg skin cleansing)

Source: AC Nielsen

2009 in perspectiveFMCG market growth sustained, but

frequent price changes, especially in mass segmentdowntrading in certain categoriesdown-stocking in wholesale and organised retail

Appropriate actions taken timelyfocus on consumer value (including competitive pricing) at all timesplaying the full portfolio across categories; relevant innovations launchedcompetitive brand supportincreased execution rigourstep-up in cost efficiency programmes

Impact of actions will be visible over a period of timelinked to pipelinetransition impact on shares in the short term

Source: NCAER

0.6036%20%Piece Work Labour

1.0741%43%Self Employed in Agriculture

1.2512%15%Non AgriculturalSelf Employed

1.502%3%Others

11%

% share of Rural Hholds

1.8020%Regular Salary/ Wages

Earning Weight

% share of Rural Income

Occupation Category

Job Security + 6th Pay Commission

Better Accessibility+40% increase in MSP

NREGA (30% wage increase)

Catering Local Demand

Household incomes will continue to increase

Disposable income rate continues to be high

Traditional savings methods – no erosion of savings

Monsoon and Impact on Rural MarketsMonsoon status c. 20% deficiency;mitigating factors expected to partly offset impact

Changing Income Pattern

The shape of India is changing… from a pyramid to a diamond

2003181 mn households

2013231 mn households

Source : National Council of Agriculture & Economic Research

131

46

3

124

11

96

Affluent

Aspirers

Strivers

AffluentTop End Business

Changing attitudes

Trebling

Credit Culture

B.O.P Opportunity

Aspirers

Strivers

Agenda

Context

Strategy & Execution

Focus & Priorities

Our Vision

To earn the love and respectof India, by making a realdifference to every Indian.

Competitive, Profitable and Sustainable Growth

• Leverage brand portfolio and consumer understanding by

• Straddling the pyramid & deploying full portfolio

• Driving consumption & penetration opportunity

• Winning with consumers, channels, segments/markets of tomorrow

• Build markets and capabilities for the future

• Leverage Unilever scale and know how

• Drive increased execution rigour

• Step-up in cost efficiency initiatives

• Integrate economic, environment & social objectives with business agenda

Our Strategy

Portfolio straddling the pyramid

Affluent

Aspiring

Striving

Strong brands across categories addressing needs of every consumer

CoffeeTeaToothPaste

SkinShampooPersonal Wash

FabricWash

Identifying the opportunity and filling it is important

Source : A.C Nielsen – June Quarter 2009 Value shares

Strong portfolio across categories

65

5.2

42.2

21.8

32.5

45.449.1

56.4

46.3

36.240.1

21.6

11.7

24.1

57.99.811.6

FabricWash

PersonalWash

PacketTea

Skin ShampooDishwash Jams

22.728.0

31.6

49.5

Toothpaste Ketchups

Market Leader Strong No. 2

HUL – Market Share (%) Competition Market Share (%)

CoffeeDeos

Reversing recent share decline: Top Priority

Increasing consumption: Lifebuoy Handwash Programme

• Context• Barriers to Soap Usage very high• Insight : “ Visible clean is safe clean “

• Method• Raise concern on the consequence of

invisible germs

• Challenge• Low literacy, Low reach of conventional

media

Since 2002, the project has touched 50,676 villages and 120 million people.

Campaign Impact•Awareness of germs - 52% to 83%

•Association of germs with disease - 35% to 57%

• Leverage brand portfolio and consumer understanding by

• Straddling the pyramid & deploying full portfolio

• Driving consumption & penetration opportunity

• Winning with consumers, channels, segments/markets of tomorrow

• Build markets and capabilities for the future

• Leverage Unilever scale and know how

• Drive increased execution rigour

• Step-up in cost efficiency initiatives

• Integrate economic, environment & social objectives with business agenda

Our Strategy

Consumers of tomorrow: Dove

3.33.9

4.6 4.95.9

7.1

MQ08 JQ008 SQ08 DQ08 MQ09 JQ09

Launch of Dove Deos

Dove Hair Fall Therapy

All India market share already >1% within 3 months of launch

Dove Shampoo - Rapid Market Share Gain in Urban

BUILDING A $100 MN BRAND

Dove Soaps –continuously gaining shares for last 8 quarters

All India Urban Shares

Consumers of tomorrow:Lipton Tea & Taj Mahal Tea BagsUSP - With goodness of Theanine

DIGITAL

DIRECT CONTACT

• First Tea Brand to use digital to engage with a younger TG

• Facebook application, blogs, IMV, innovations to engage

• Activation in over 250 offices and theanine tea in over 1500+ locations

• EDMs to the 1.9 lac database on progress of puzzle

• Impactful outdoor around offices and at airports

• Clutter breaking print

INNOVATIVE MEDIA

Worlds Largest Jigsaw

Challenge

Relaunch of Taj Tea Bags

•Launch of the Taj MahalCore 10s trial pack & Flavoured tea bags

•New campaign; •Supported with dispenser visibility

In flight activation in Jet Airways

Tea Bag Conversion: Education & Sampling

Personal Wash Hair Care Skin Creams Toothpaste DeodorantMTShares GTShares

Source : A.C Nielsen – June Quarter 2009 Value shares

In aggregate; MT shares > GT shares

Channels of tomorrow: Modern Trade

Segments of tomorrow: Hair Conditioners

18.219.4

22.7

25.628.3

32.442.6%

27.5%

32.4% 31.5% 31.4%

28.4%

10

15

20

25

30

35

MQ'08 JQ'08 SQ'08 DQ'08 MQ'09 JQ'090.0%

5.0%

10.0%

15.0%

20.0%

25.0%

30.0%

35.0%

40.0%

45.0%

HUL SharesMarket Growth%

14.40%

18.40%21.10% 23.30%

10.60% 9.40% 9.30%

15.70%

1997 2000 2004 2008

Philippines China

Source: AC Nielsen

Source: Euromonitor

Share of Hair Conditioners in Hair Care

India is still approx 3% only

HUL Shares and Market Growth%

Permanent branding and shelf presence at POS

Sachets to generate trials

Impactful execution across mediums

Conditioners Market in India growing fast

with huge potential

Building new markets: Pure-it

Complete protection …`as safe as boiled water’Meets US EPA standardsWorks without electricity, pressurized piped waterAffordable: Device Rs 2000 ( $40) Germkill Battery Rs 350 ($7)Rs 0.35 per litre ( < 1 $ cent)(incl. initial price)

ProgressVolume market leadership in South India

>700 towns, 20 states covered

Increasing penetration through retail presence in <10 L population towns

More than 400 safe water zones established

Growing consistently @ > 50%

More than 7 million lives protected

Unique

promotional

campaign

Q1 08 Q2 08 Q3 08 Q4 08 Q1 09 Q2 09

Axe Indexed Sales

Strengthening capabilities:Brilliant Activation

‘Call Me’interactive campaign

Generated over 3 million unique calls

Accelerated

Growth

achieved

after campaign

>2% market share gain in Non Metros

Strengthening capabilities: Out of Home

1.2 million consumer experience moments were created in FH’09

68

40

20

2007 2008 Current

No. of Swirl Parlours

• SWIRL’S - a successful concept in Europe• 68 parlours established across 10 Indian cities

• FRESH : Fresh Ingredients

• CHOICE : Create Your Own

• THEATER & FUN : Specially for You

Various shop and product formats

Power of AnalyticsPower of Power of AnalyticsAnalytics

Power of One Unilever

Power of One Power of One UnileverUnilever

Shopper InsightsShopper Shopper InsightsInsights

PeoplePeoplePeople

iQiQiQ

GTM (R)GTM (R)GTM (R)

Channel ProgramsChannel ProgramsChannel Programs Lean & Agile OrganizationLean & Agile Lean & Agile OrganizationOrganization

GTM (U)GTM (U)GTM (U)

Winning

In MT

Winning

In GT

Strengthening capabilities: Winning at Point of Sale

Creation of Perfect Stores

Mass Customization

Creating a million perfect stores…

• Business insights from execution and sales data to seamlessly support business decisions

• To enable superior execution and planning of events

• Appropriate product assortment to maximize sales

Intelligent Information Systems

Already in pilot…

+

Leveraging Unilever: Global R&D Centres

Bangalore, India

Vlaardingen, NL

Shanghai, China

Port Sunlight, UK

Trumbull, US

Colworth, UK

Fabric Wash, Hair Care, Deos, Oral Care, Surface Cleaners, etc.

Skin Care, Deos, Shampoos, etc.

Beverages, Processed Foods, etc.

Fabric Wash, Beverages, Processed Foods, etc.

Skin Care, Fabric Wash, Beverages, Ice Creams, Processed Foods, Water etc.

Shampoos, Skin Care, Ice Creams, Beverages, Processed Foods, etc.

Unilever Research and Development Strengths

Spray TechnologyDeodorants

StructuredOils and Emulsions

HairTechnology

Skin Mildness and Moisturizing

Product Processinge.g. Ice Cream

Science of Tea

13.2

14

1515.6

16.2 16.3 16.3

Q2 06 Q4 06 Q2 07 Q4 07 Q4 08 Q1 09 Q2 09

• Surf Excel – Nil Mineral Bar

• India’s first detergents bar with no fillers

• Patented technology with Competitive advantage

• High phosphate content for superior lather and excellent cleaning

All India Value Market Share

Leveraging Unilever know how: Surf Excel Bars

Leveraging Unilever know how: Skin CreamsPond’s White Beauty Re-launch with improved formulation

Vaseline Healthy White MS (H&B

Creams)

Rapid Share Gain after Re-launch

Education and sampling

Winner of the Amazing Skin Wall comes on the

FeminaCover

Digital Innovation

Print Innovation –Flicker Book

High Visibility

INSTANT IMPACT ON SALES WITH HIGHER AWARENESS AND TRIAL RATES

10.2

6.6

4.4

0.90.30.2

Jan'09 Feb'09 Mar'09 Apr'09 May'09 Jun'09

10.4

8.57.3

6.16.2

DQ'08 MQ'09 JQ'09 Jun'09 Jul'09

PWB MS (Premium Face Creams)

• Leverage brand portfolio and consumer understanding by

• Straddling the pyramid & deploying full portfolio

• Driving consumption & penetration opportunity

• Winning with consumers, channels, segments/markets of tomorrow

• Build markets and capabilities for the future

• Leverage Unilever scale and know how

• Drive increased execution rigour

• Step-up in cost efficiency initiatives

• Integrate economic, environment & social objectives with business agenda

Our Strategy

Improved Field Execution

Improvement in Field Execution particularly in Rural

0

20

40

60

80

100

120

140

Dec'08 Jun'09 Jul'090

50

100

150

200

250

300

Field Execution Efficiency - All India Field Execution Efficiency - Rural

Indexed Chart (vs Dec 2008)

Field Execution All India

Field Execution Rural

Enhanced Customer Service

Better customer service along with strong cash delivery

0

20

40

60

80

100

120

2008 Jan '09 Feb '09 Mar '09 Jun '0985

90

95

100

105

110

115

Days on Hand (Finished Goods) Customer Order Servicing %

Indexed Chart (vs 2008)

DOH Inventory Order Servicing

Driving cost efficiencies

020406080

100120140160180200

2005 2008

Supply Chain Cost Savings

Tight cost management ensuring continuous reduction of cost base

Indexed Chart (Base=2005)

as % of turnover

(vs 2005)+70 bps

60

65

70

75

80

85

90

95

100

105

2005 2008

Overheads as % of turnover

* excl Water & exceptional items

• Leverage brand portfolio and consumer understanding by

• Straddling the pyramid & deploying full portfolio

• Driving consumption & penetration opportunity

• Winning with consumers, channels, segments/markets of tomorrow

• Build markets and capabilities for the future

• Leverage Unilever scale and know how

• Drive increased execution rigour

• Step-up in cost efficiency initiatives

• Integrate economic, environment & social objectives with business agenda

Our Strategy

People(Social)

1. Health

2. Empowerment

Prosperity(Economic)

1. Enhance livelihoods

Planet(Environment)

1. Water

2. GHGs

Where: Around our units of operation

Who :Brands will lead the effort

How: Through Partnerships

Embedding sustainability

People(Social)

1. Health

2. Empowerment

Prosperity(Economic)

1. Enhance livelihoods

Planet(Environment)

1. Water

2. GHGsPartner DHAN foundation for enhancing livelihood

Sourcing from Primary Growers (initiated Tomato)

Partner with Prathamfor girl child education

LB Swasthya Chetna: 15000 villages in 08

45% water returned to ground

Reduced GHG by 35% (2004 base)

45000 HOURS OF EMPLOYEE VOLUNTEERING !!

Embedding sustainability

Agenda

Context

Strategy & Execution

Focus & Priorities

Key Financials

171824EPS (cents)

$422 Mn

77%

18.8%

15.5%

2008-09**

$350 Mn

121%@

15.4%

13.5%

2007

$332 Mn

83%

Operating cash flow*

Dividend Payout Ratio

16.2%EBIT Growth

10.0%Sales Growth*

2006

* Before restructuring, disposals. Conversion rate $1= INR 48

** Audited results FY 2008-09 for 15 months. Sales and EBIT Growth Nos. are based on JQ’08-MQ’09 vs JQ’07-MQ’08

## EPS and Operating cash flow nos. are for 15 months MQ’08-MQ’09. Dividend Payout Ratio includes Dividend Tax

@ Includes special dividend

2009/10: Focus and PrioritiesEnsure competitiveness across the portfolio, particularly atthe mass end

Continue to invest in emerging categories and segmentsStrengthen/ build Processed Foods, Water and Premium Personal Care

Drive focus and speed alongside leveraging scale

Significantly strengthen Go-to-Market capability

Continued focus on Costs & Cash

Summary

• FMCG market growth continues to be robust

• Our goal remains unchanged• Competitive, Profitable, and Sustainable growth

• Strategy consistent; increased execution rigour

Thank You

CLSA Investors’ Forum23rd September, 2009

Mr Nitin ParanjpeCEO and MD

Hindustan Unilever Limited

Volatility in 2009

Crude Oil (USD Per Barrel)

Source: AC Nielsen

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Palm Oil (MYR Per Ton)

30.0

32.0

34.0

36.0

38.0

40.0

42.0

44.0

46.0

48.0

Q1 08 Q2 08 Q3 08 Q4 08 Q1 09 Q2 09

COMMODITY PRICES

CONSUMER PRICES Washing Powders (Market Avg Price Per Kg)

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600

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1200

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Benzene (USD Per Ton)

Source: Bloomberg

Mass market Washing Powders witnessed several rounds of price changes in FH’09