Introduction to HUL

Hindustan Unilever Limited (HUL) is India's largest Fast Moving Consumer Goods Company with a heritage of over 75 years in India and touches the lives of two out of three Indians. HUL works to create a better future every day and helps people feel good, look good and get more out of life with brands and services that are good for them and good for others. With over 35 brands spanning 20 distinct categories such as soaps, detergents, shampoos, skin care, toothpastes, deodorants, cosmetics, tea, coffee, packaged foods, ice cream, and water purifiers, the Company is a part of the everyday life of millions of consumers across India. Its portfolio includes leading household brands such as Lux, Lifebuoy, Surf Excel, Rin, Wheel, Fair & Lovely, Ponds, Vaseline, Lakm, Dove, Clinic Plus, Sunsilk, Pepsodent, Closeup, Axe, Brooke Bond, Bru, Knorr, Kissan, Kwality Walls and Pureit. The Company has over 16,000 employees and has an annual turnover of around Rs. 21,736 crores (financial year 2011 - 2012). HUL is a subsidiary of Unilever, one of the worlds leading suppliers of fast moving consumer goods with strong local roots in more than 100 countries across the globe with annual sales of about 46.5 billion in 2011. Unilever has about 52% shareholding in HUL.

Our vision
Unilever products touch the lives of over 2 billion people every day whether that's through feeling great because they've got shiny hair and a brilliant smile, keeping their homes fresh and clean, or by enjoying a great cup of tea, satisfying meal or healthy snack.

A clear direction
The four pillars of our vision set out the long term direction for the company where we want to go and how we are going to get there: We work to create a better future every day 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 with the aim of doubling the size of our company while reducing our environmental impact.

We've always believed in the power of our brands to improve the quality of peoples lives and in doing the right thing. As our business grows, so do our responsibilities. We

recognise that global challenges such as climate change concern us all. Considering the wider impact of our actions is embedded in our values and is a fundamental part of who we are.

Purpose & principles

Our corporate purpose states that to succeed 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."

Always working with integrity

Conducting our operations with integrity and with respect for the many people, organisations and environments our business touches has always been at the heart of our corporate responsibility.

Positive impact
We aim to make a positive impact in many ways: through our brands, our commercial operations and relationships, through voluntary contributions, and through the various other ways in which we engage with society.

Continuous commitment
We're also committed to continuously improving the way we manage our environmental impacts and are working towards our longer-term goal of developing a sustainable business.

Setting out our aspirations

Our corporate purpose sets out our aspirations in running our business. It's underpinned by our code of business Principles which describes the operational standards that everyone at Unilever follows, wherever they are in the world. The code also supports our approach to governance and corporate responsibility.

Working with others

We want to work with suppliers who have values similar to our own and work to the same standards we do. Our Business partner code, aligned to our own Code of business principles, comprises ten p

Business Partner Code

It is Unilevers policy to formally request that all our suppliers respect the principles of our Supplier Code and adopt practices that are consistent with it.

The Code
Unilevers Supplier Code states that: There shall be compliance with all applicable laws and regulations of the country where operations are undertaken. There shall be respect for human rights, and no employee shall suffer harassment, physical or mental punishment, or other form of abuse. Wages and working hours will, as a minimum, comply with all applicable wage and hour laws, and rules and regulations, including minimum wage, overtime and maximum hours in the country concerned. There shall be no use of forced or compulsory labour, and employees shall be free to leave employment after reasonable notice. There shall be no use of child labour, and specifically there will be compliance with relevant International Labour Organization (ILO) standards. There shall be respect for the right of employees to freedom of association and recognition of employees rights to collective bargaining, where allowable by law. Safe and healthy working conditions will be provided for all employees. Operations will be carried out with care for the environment and will include compliance with all relevant legislation in the country concerned. All products and services will be delivered to meet the quality and safety criteria specified in relevant contract elements, and will be safe for their intended use. Business will be conducted with integrity. There will be no payments, services, gifts, entertainment or other advantages offered or given to any Unilever employee or third party which are intended to influence the way in which the Unilever employee or third party goes about his or her duties. Similarly Unilever will not offer or give such payments, services, gifts, entertainment or other advantages to any supplier which are intended to influence the way in which the supplier goes about his or her duties. There will be no actual or attempted money laundering.

Our history
In the summer of 1888, visitors to the Kolkata harbour noticed crates full of Sunlight

soap bars, embossed with the words "Made in England by Lever Brothers". With it, began an era of marketing branded Fast Moving Consumer Goods (FMCG). Soon after followed Lifebuoy in 1895 and other famous brands like Pears, Lux and Vim. Vanaspati was launched in 1918 and the famous Dalda brand came to the market in 1937. In 1931, Unilever set up its first Indian subsidiary, Hindustan Vanaspati Manufacturing Company, followed by Lever Brothers India Limited (1933) and United Traders Limited (1935). These three companies merged to form HUL in November 1956; HUL offered 10% of its equity to the Indian public, being the first among the foreign subsidiaries to do so. Unilever now holds 52.10% equity in the company. The rest of the shareholding is distributed among about 360,675 individual shareholders and financial institutions. The erstwhile Brooke Bond's presence in India dates back to 1900. By 1903, the company had launched Red Label tea in the country. In 1912, Brooke Bond & Co. India Limited was formed. Brooke Bond joined the Unilever fold in 1984 through an international acquisition. The erstwhile Lipton's links with India were forged in 1898. Unilever acquired Lipton in 1972, and in 1977 Lipton Tea (India) Limited was incorporated. Pond's (India) Limited had been present in India since 1947. It joined the Unilever fold through an international acquisition of Chesebrough Pond's USA in 1986. Since the very early years, HUL has vigorously responded to the stimulus of economic growth. The growth process has been accompanied by judicious diversification, always in line with Indian opinions and aspirations. The liberalisation of the Indian economy, started in 1991, clearly marked an inflexion in HUL's and the Group's growth curve. Removal of the regulatory framework allowed the company to explore every single product and opportunity segment, without any constraints on production capacity. Simultaneously, deregulation permitted alliances, acquisitions and mergers. In one of the most visible and talked about events of India's corporate history, the erstwhile Tata Oil Mills Company (TOMCO) merged with HUL, effective from April 1, 1993. In 1996, HUL and yet another Tata company, Lakme Limited, formed a 50:50 joint venture, Lakme Unilever Limited, to market Lakme's market-leading cosmetics and other appropriate products of both the companies. Subsequently in 1998, Lakme Limited sold its brands to HUL and divested its 50% stake in the joint venture to the company. HUL formed a 50:50 joint venture with the US-based Kimberly Clark Corporation in 1994, Kimberly-Clark Lever Ltd, which markets Huggies Diapers and Kotex Sanitary Pads. HUL has also set up a subsidiary in Nepal, Unilever Nepal Limited (UNL), and its factory represents the largest manufacturing investment in the Himalayan kingdom. The UNL factory manufactures HUL's products like Soaps, Detergents and Personal Products both for the domestic market and exports to India. The 1990s also witnessed a string of crucial mergers, acquisitions and alliances on the

Foods and Beverages front. In 1992, the erstwhile Brooke Bond acquired Kothari General Foods, with significant interests in Instant Coffee. In 1993, it acquired the Kissan business from the UB Group and the Dollops Icecream business from Cadbury India. As a measure of backward integration, Tea Estates and Doom Dooma, two plantation companies of Unilever, were merged with Brooke Bond. Then in 1994, Brooke Bond India and Lipton India merged to form Brooke Bond Lipton India Limited (BBLIL), enabling greater focus and ensuring synergy in the traditional Beverages business. 1994 witnessed BBLIL launching the Wall's range of Frozen Desserts. By the end of the year, the company entered into a strategic alliance with the Kwality Icecream Group families and in 1995 the Milkfood 100% Icecream marketing and distribution rights too were acquired. Finally, BBLIL merged with HUL, with effect from January 1, 1996. The internal restructuring culminated in the merger of Pond's (India) Limited (PIL) with HUL in 1998. The two companies had significant overlaps in Personal Products, Speciality Chemicals and Exports businesses, besides a common distribution system since 1993 for Personal Products. The two also had a common management pool and a technology base. The amalgamation was done to ensure for the Group, benefits from scale economies both in domestic and export markets and enable it to fund investments required for aggressively building new categories. In January 2000, in a historic step, the government decided to award 74 per cent equity in Modern Foods to HUL, thereby beginning the divestment of government equity in public sector undertakings (PSU) to private sector partners. HUL's entry into Bread is a strategic extension of the company's wheat business. In 2002, HUL acquired the government's remaining stake in Modern Foods. In 2003, HUL acquired the Cooked Shrimp and Pasteurised Crabmeat business of the Amalgam Group of Companies, a leader in value added Marine Products exports. HUL launched a slew of new business initiatives in the early part of 2000s. Project Shakti was started in 2001. It is a rural initiative that targets small villages populated by less than 5000 individuals. It is a unique win-win initiative that catalyses rural affluence even as it benefits business. Currently, there are over 45,000 Shakti entrepreneurs covering over 100,000 villages across 15 states and reaching to over 3 million homes. In 2002, HUL made its foray into Ayurvedic health & beauty centre category with the Ayush product range and Ayush Therapy Centres. Hindustan Unilever Network, Direct to home business was launched in 2003 and this was followed by the launch of Pureit water purifier in 2004. In 2007, the Company name was formally changed to Hindustan Unilever Limited after receiving the approval of share holders during the 74th AGM on 18 May 2007. Brooke Bond and Surf Excel breached the the Rs 1,000 crore sales mark the same year followed by Wheel which crossed the Rs.2,000 crore sales milestone in 2008. On 17th October 2008 , HUL completed 75 years of corporate existence in India.

In January 2010, the HUL head office shifted from the landmark Lever House, at Backbay Reclamation, Mumbai to the new campus in Andheri (E), Mumbai. On 15th November, 2010, the Unilever Sustainable Living Plan was officially launched in India at New Delhi. In March, 2012 HULs state of the art Learning Centre was inaugurated at the Hindustan Unilever campus at Andheri, Mumbai. In April, 2012, the Customer Insight & Innovation Centre (CiiC) was inaugurated at the Hindustan Unilever campus at Andheri, Mumbai

Company structure
Hindustan Unilever Limited is India's largest Fast Moving Consumer Goods (FMCG) company. It is present in Home & Personal Care and Foods & Beverages categories. HUL has over 16,500 employees, including over 1500 managers The fundamental principle determining the organisation structure is to infuse speed and flexibility in decision-making and implementation, with empowered managers across the companys nationwide operations. Soon after followed Lifebuoy in 1895 and other famous brands like Pears, Lux and Vim. Vanaspati was launched in 1918 and the famous Dalda brand came to the market in 1937. In 1931, Unilever set up its first Indian subsidiary, Hindustan Vanaspati Manufacturing Company, followed by Lever Brothers India Limited (1933) and United Traders Limited (1935). These three companies merged to form HUL in November 1956; HUL offered 10% of its equity to the Indian public, being the first among the foreign subsidiaries to do so. Unilever now holds 52.10% equity in the company. The rest of the shareholding is distributed among about 360,675 individual shareholders and financial institutions. The erstwhile Brooke Bond's presence in India dates back to 1900. By 1903, the company had launched Red Label tea in the country. In 1912, Brooke Bond & Co. India Limited was formed. Brooke Bond joined the Unilever fold in 1984 through an international acquisition. The erstwhile Lipton's links with India were forged in 1898. Unilever acquired Lipton in 1972, and in 1977 Lipton Tea (India) Limited was incorporated. Pond's (India) Limited had been present in India since 1947. It joined the Unilever fold through an international acquisition of Chesebrough Pond's USA in 1986. Since the very early years, HUL has vigorously responded to the stimulus of economic growth. The growth process has been accompanied by judicious diversification, always in line with Indian opinions and aspirations. The liberalisation of the Indian economy, started in 1991, clearly marked an inflexion in HUL's and the Group's growth curve. Removal of the regulatory framework allowed the company to explore every single product and opportunity segment, without any

constraints on production capacity. Simultaneously, deregulation permitted alliances, acquisitions and mergers. In one of the most visible and talked about events of India's corporate history, the erstwhile Tata Oil Mills Company (TOMCO) merged with HUL, effective from April 1, 1993. In 1996, HUL and yet another Tata company, Lakme Limited, formed a 50:50 joint venture, Lakme Unilever Limited, to market Lakme's market-leading cosmetics and other appropriate products of both the companies. Subsequently in 1998, Lakme Limited sold its brands to HUL and divested its 50% stake in the joint venture to the company. HUL formed a 50:50 joint venture with the US-based Kimberly Clark Corporation in 1994, Kimberly-Clark Lever Ltd, which markets Huggies Diapers and Kotex Sanitary Pads. HUL has also set up a subsidiary in Nepal, Unilever Nepal Limited (UNL), and its factory represents the largest manufacturing investment in the Himalayan kingdom. The UNL factory manufactures HUL's products like Soaps, Detergents and Personal Products both for the domestic market and exports to India. The 1990s also witnessed a string of crucial mergers, acquisitions and alliances on the Foods and Beverages front. In 1992, the erstwhile Brooke Bond acquired Kothari General Foods, with significant interests in Instant Coffee. In 1993, it acquired the Kissan business from the UB Group and the Dollops Icecream business from Cadbury India. As a measure of backward integration, Tea Estates and Doom Dooma, two plantation companies of Unilever, were merged with Brooke Bond. Then in 1994, Brooke Bond India and Lipton India merged to form Brooke Bond Lipton India Limited (BBLIL), enabling greater focus and ensuring synergy in the traditional Beverages business. 1994 witnessed BBLIL launching the Wall's range of Frozen Desserts. By the end of the year, the company entered into a strategic alliance with the Kwality Icecream Group families and in 1995 the Milkfood 100% Icecream marketing and distribution rights too were acquired. Finally, BBLIL merged with HUL, with effect from January 1, 1996. The internal restructuring culminated in the merger of Pond's (India) Limited (PIL) with HUL in 1998. The two companies had significant overlaps in Personal Products, Speciality Chemicals and Exports businesses, besides a common distribution system since 1993 for Personal Products. The two also had a common management pool and a technology base. The amalgamation was done to ensure for the Group, benefits from scale economies both in domestic and export markets and enable it to fund investments required for aggressively building new categories. In January 2000, in a historic step, the government decided to award 74 per cent equity in Modern Foods to HUL, thereby beginning the divestment of government equity in public sector undertakings (PSU) to private sector partners. HUL's entry into Bread is a strategic extension of the company's wheat business. In 2002, HUL acquired the government's remaining stake in Modern Foods. In 2003, HUL acquired the Cooked Shrimp and Pasteurised Crabmeat business of the Amalgam Group of Companies, a leader in value added Marine Products exports.

HUL launched a slew of new business initiatives in the early part of 2000s. Project Shakti was started in 2001. It is a rural initiative that targets small villages populated by less than 5000 individuals. It is a unique win-win initiative that catalyses rural affluence even as it benefits business. Currently, there are over 45,000 Shakti entrepreneurs covering over 100,000 villages across 15 states and reaching to over 3 million homes. In 2002, HUL made its foray into Ayurvedic health & beauty centre category with the Ayush product range and Ayush Therapy Centres. Hindustan Unilever Network, Direct to home business was launched in 2003 and this was followed by the launch of Pureit water purifier in 2004. In 2007, the Company name was formally changed to Hindustan Unilever Limited after receiving the approval of share holders during the 74th AGM on 18 May 2007. Brooke Bond and Surf Excel breached the the Rs 1,000 crore sales mark the same year followed by Wheel which crossed the Rs.2,000 crore sales milestone in 2008. On 17th October 2008 , HUL completed 75 years of corporate existence in India. In January 2010, the HUL head office shifted from the landmark Lever House, at Backbay Reclamation, Mumbai to the new campus in Andheri (E), Mumbai. On 15th November, 2010, the Unilever Sustainable Living Plan was officially launched in India at New Delhi. In March, 2012 HULs state of the art Learning Centre was inaugurated at the Hindustan Unilever campus at Andheri, Mumbai. In April, 2012, the Customer Insight & Innovation Centre (CiiC) was inaugurated at the Hindustan Unilever campus at Andheri, Mumbai

Company structure
Hindustan Unilever Limited is India's largest Fast Moving Consumer Goods (FMCG) company. It is present in Home & Personal Care and Foods & Beverages categories. HUL has over 16,500 employees, including over 1500 managers The fundamental principle determining the organisation structure is to infuse speed and flexibility in decision-making and implementation, with empowered managers across the companys nationwide operations.

The Board
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"http://www.hul.co.in/investorrelations/CorporateGovernance/theboard/default.aspx"twitt erHYPERLINK "http://www.hul.co.in/investorrelations/CorporateGovernance/theboard/default.aspx"Shar eHYPERLINK "http://www.hul.co.in/investorrelations/CorporateGovernance/theboard/default.aspx" on HYPERLINK "http://www.hul.co.in/investorrelations/CorporateGovernance/theboard/default.aspx"ema ilHYPERLINK "http://www.hul.co.in/investorrelations/CorporateGovernance/theboard/default.aspx"Shar eHYPERLINK "http://www.hul.co.in/investorrelations/CorporateGovernance/theboard/default.aspx" on HYPERLINK "http://www.hul.co.in/investorrelations/CorporateGovernance/theboard/default.aspx"print HYPERLINK "http://www.hul.co.in/investorrelations/CorporateGovernance/theboard/default.aspx"Shar eHYPERLINK "http://www.hul.co.in/investorrelations/CorporateGovernance/theboard/default.aspx" on favorites 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 eight Directors, comprising Non-Executive Chairman, three Executive Directors and four Non-Executive Independent Directors.

Foundation
The Unilever Foundation is partnering with five leading global organisations Oxfam, PSI, Save the Children, UNICEF, and the World Food Programme. The Unilever Foundation is dedicated to improving quality of life through the provision of hygiene, sanitation, access to clean drinking water, basic nutrition and enhancing self-esteem. At Unilever, we aim to double the size of our business while reducing our environmental impact and delivering increased social value. The Unilever Foundation is a key action we are taking to help meet our ambitious goal of helping more than one billion people improve their health and well-being and, in turn, create a sustainable future. At Unilever, we aim to double the size of our business while reducing our environmental impact and delivering increased social value. The Unilever Foundation is a key action we are taking to help meet our ambitious goal of helping more than one billion people improve their health and well-being and, in turn, create a sustainable future - a core commitment of the Unilever Sustainable Living Plan. We live in a rapidly changing world. One where populations are growing, water is becoming increasingly scarce, and where food security is a growing issue. Unilever is committed to addressing the unmet social needs that our business can play a unique role

in helping to solve. This is especially true in developing and emerging markets where we have deep roots, said Keith Weed, Chief Marketing & Communications Officer. The Foundation is partnering with five leading global organisations Oxfam, PSI, Save the Children, UNICEF, and the World Food Programme. By working together, we will be able to expand the delivery of life-saving solutions to drive systemic and scalable social change. Additionally, these five global partners will serve as our primary beneficiaries in times of disaster and emergency relief so that we are able to provide critical resources expeditiously when there is the greatest need and on longer term projects to help rebuild communities. Today we are facing significant complex challenges to our quality of life and that of future generations: Over one billion people do not have access to safe drinking water. More than 3.5 million children under five years old die from diarrhoea and acute respiratory infections annually. One child dies every four seconds from preventable and treatable causes due to the lack of basic healthcare. 2.6 billion people lack access to improved sanitation. An estimated 925 million people suffer from chronic hunger.

The Unilever Foundation is taking a targeted approach to its social investments by focusing our support on these critical issues in order to create the type of change that is needed to improve the quality of peoples lives. While we decided to concentrate our resources on five global partnerships, we recognise that other individual countries have social investment needs based on their unique circumstances. Therefore, the Unilever Foundation is also supporting other organisations in over 50 countries by providing direct funding, expertise, products, and employee support to help address country-specific needs primarily aligned with the Foundations mission.

A sustainable future for generations

At Unilever, addressing the social issues of our day have always been a core part of our DNA, dating back to the founding of the company. Over the past decade alone, our social investments have benefitted an estimated 50 million people a year. Through the Unilever Foundation, we are investing in the social issues where we believe we can have the greatest impact. Many of our brands such as Domestos, Lifebuoy and Dove are also committed to investing in these critical social issues. As part of our

companys growth strategy, our brands invest in behaviour change programmes, consumer engagement campaigns and product benefits. Investing in social issues of the 21st century will help us meet our goal of improving a billion better lives and help create a sustainable future for generations to come.

Nutrition & health

Nutrition & health
We've created policies and guidelines to ensure we always act responsibly when it comes to health and nutrition.

Acting responsibly
Millions of people around the world enjoy the foods and drinks we create. So the ingredients we use, the formulations, and the way we advertise and market our brands can potentially make a big impact on global health. We aim to act responsibly and have a strong nutrition policy. We've also developed a carefully considered approach to health and nutrition which includes: encouraging a balanced diet with the right amount of proteins, carbohydrates, fats, vitamins and minerals developing a growing range of low fat, low sugar, low calorie food products. marketing responsibility our foods and beverages and helping to reduce over-consumption helping people understand the nutritional benefits of our products creating products that reflect the fact that people will only eat foods that they enjoy having sound specific evidence underpinning all our claims making significant contributions to researching the relationship on nutrition and health, such as the effects of good fats (unsalted fats-change to unsaturated fats), fruits & vegetables and vitamins and minerals

Clear communication
We've also developed a set of marketing principles to ensure we're always 'honest, decent and truthful' in our communication which include special principles on advertising to children. As well as excluding anything that appears to condone over-consumption in our marketing, we also prohibit anything that undermines the promotion of healthy, balanced diets and lifestyles, or misrepresents snacks as meals. We will also make sure that any claims made in our marketing about any of our products are supported by scientific evidence. Under our principles for marketing to children, we ensure our advertisements don't convey misleading messages, don't undermine parental influence, don't encourage pester power, don't suggest time or price pressure, don't encourage unhealthy dietary habits, and don't blur the boundary between promotion and content. In addition, as well as supporting the development of international self-regulatory codes for all marketing and advertising, we recently agreed to voluntarily restrict all paid marketing communications (with the exception of packaging) directed primarily at children under the age of six years. We believe that by putting these principles in place, we're not only doing the right thing, but we're being proactive through voluntary self-regulation instead of simply reacting to external pressures.

Making our food healthier

We care about health, which is why we've overhauled our entire food and drink portfolio. We've cut down levels of salt, sugar and trans fats and are improving labelling to help you eat better, feel better and stay healthy.

Nutrition Enhancement Programme

At Unilever, we understand just how important food is to our lives. Food doesn't just sustain us, it can nourish and revitalise us. Good food and drink can improve our health and vitality, be fun and bring families and friends together. We care about food because you do. The benchmarks have been revised to include changes such as our Unilever Sustainable Living Plan targets to reduce salt levels and to remove from all our products any trans fat originating from partially hydrogenated vegetable oil (PHVO).

Salt reduction strategy

Currently, many countries recommend a daily salt consumption of no more than 6g, whereas the World Health Organization recommends a daily intake of 5g per day. Prior to 2010 we had already significantly reduced salt levels in our products. Our goal is to reduce the level further to help consumers meet the recommended level of 5g of salt per day based on globally recognised dietary guidelines. Our first milestone was to reduce salt levels to an interim target of 6g per day by the end of 2010. This required reductions of up to 25%. Our ambition is to reduce by a further 15% - 20% on average to meet the target of 5g of salt per day. In making reductions, we have to balance the optimum nutritional content with consumers' taste preferences. This is a delicate balance to achieve since blind tasting shows that consumers often prefer well-salted products to those with reduced levels of salt. People talk about sugar all the time but there is a silent white poison apart from sugar which does effect the body adversely , excess salt can expose you to the dangers of hypertension and stroke. The nutrition team at HUL adapted to South Asia Region including foods from India, Sri Lanka and Pakistan. All the information on sodium content has been taken from on-pack declared values of different foods to avoid subjectivity. This tool gives an overall general idea about your salt intake habits and clues you into what you could do or suggest to change. Find out where you stand and get more information about salt too ! You can also use this test for FREE to estimate anybodys salt intake. http://salttest.hul.co.in/ No worries if the levels are too high, the nutrition team is there to help you reduce the

same! All it needs is a little behavior change and adapting a healthy lifestyle!

Healthier foods
We keep our portfolio under regular review and will explore opportunities for increasing healthy offerings as new technologies emerge. For example, Hellmann's Extra Light mayonnaise with only 3% fat was made possible thanks to a new technology using natural citrus fibre which reduces calorie content while maintaining a creamy texture. Unilever has a number of large programmes aimed at optimising the nutritional composition of our products. The first programme, covering the total portfolio, was the Nutrition Enhancement Programme (started 2003). It was a direct response to the World Health Organization's request to reduce levels of salt, sugar, saturated and trans fats in processed foods. Our methodology has been published in a peer-reviewed scientific journal (European Journal of Clinical Nutrition 2007). NEP not only served as a guidance for innovation and renovation but also formed the basis for our claims framework and later on, for the marketing and advertising principles. We achieved large reductions in these key nutrients across the portfolio, increasing the portfolio meeting NEP benchmarks by more than a third between 2005-2010. In 2010 we upped our standards by benchmarking our progress against strictest global recommendations only. As part of our Sustainable Living Plan, we set ourselves new ambitious targets to double the proportion of our portfolio that meets these highest nutritional standards, We apply these standards to all the food products in our portfolio, including our food service products which are consumed in restaurants, schools and hospitals. Given the reductions we have already made since we began our Nutrition Enhancement Programme, this is a challenging task. Yet we are committed to go further and help hundreds of millions of people to achieve a healthier diet. The Sustainable Living Plan targets drive reformulation and innovation in Unilever. Nevertheless the Nutrition Enhancement Programme remains a guidance in our marketing and advertising practices and responsible claiming.

Nutrition Enhancement Programme benchmarks, April 2012

These are the benchmarks as applied in the Unilever Nutrition Enhancement Programme (NEP). Methodology and benchmarks were initially published in the peer-reviewed journal European Journal of Clinical Nutrition [2007;61:461-471]. Benchmarks for edible ice were revised in January 2008 to align with the latest technological insights and recommendations related to snac Nutrition Enhancement Sodium Saturated fat Added sugar Energy

Programme Benchmarks, April 2012 Product group All other products / Generic 100mg/100g,or 2g/100g,or 7g/100g,or 25b %en 1.6mg/kcal 33% tot fat,or 13%en Spreads and cooking products 720mg/100g,or 1.6mg/kcal Dressings .Emulsion based .Water based Milk (-products) Cheese (-products) Meals and components: .Main dish .Side dishes .Processed meat .Processed fish .Meal sauces .Bread .Breakfast cereals .Filled sandwiches/rolls .Seasonings Soups Snacks: .Ice cream .Water ices .Savoury snacks .Sweet snacks Beverages Generic Generic 3ag/serve 13%en 13%en 20g/100g 110kcal/serve 20g/100g 110kcal/serve 110kcal/serve 2.2mg/kcal 250mg/100g 675mg/100g 340mg/100g 540mg/100g 375mg/100g 375mg/100g 1.6mg/kcal 360mg/100g 360mg/100g 2g/100g 13%en 13%en 33% tot fat 2g/100g 13%en 28g/100g 1080mg/100g 1080mg/100g 100mg/100g 900mg/100g 33% tot fat 2g/100g 15g/100g 25b%en 7g/100g 7g/100g 33% tot fat

20g/100g 110kcal/serve 7g/100g -

for IC 60 kcal/ serve: 1.5 g SAFA

b

total sugar

Trans fat: All products to comply with partially hydrogenated vegetable oils (PHVO) commitment

ks (i.e. a cap on energy).

Unilever Sustainable Living Plan

In November 2010, we set out the Unilever Sustainable Living Plan, committing to a ten year journey towards sustainable growth. What makes our Plan different is that it applies right across the value chain. We are taking responsibility not just for our own direct operations but for our suppliers, distributors and - crucially - for how our consumers use our brands. Underpinning the Plan are around 60 targets. Here we report on our progress in the first year of the Plan.
Research and Development If you can dream it; you can do it This is the anthem for the Research & Development team at Unilever. Imagination, creativity, innovation will be a way of life for you. Opening new vistas and delivering one-of-a-kind products that win the market will be what you do. Unilever believes in making extraordinary products that deliver a simple promise Making life simple, easy and hassle-free for the consumers. So you would be part of the team that makes products that consumers love; while providing a sustainable competitive edge to business for long term growth. Working with the best HUL R&D is the hub for the best minds. You would be working with cell biologists, chemical engineers, physicists, molecular biologists and chemists par excellence to develop the finest and most effective products. Bringing ideas to life to make our brands bigger, bolder and more exciting. Collaborating with leading international experts, academic groups and other third parties; certainly a stimulating, challenging and exciting arena to work in! Skincare The skincare research team stays focussed on delivering skin care actives that address consumer needs. Developing new and pathbreaking lotions and creams. Yet another section explores new propositions by taking a simple bath to a new sensory, experiential level. Transparent soaps, perfume bloom, shower gels, mild kids soap and others are targeted to enable the consumer to have a bath like never before. Have a cup of tea! If you truly and genuinely relish your daily cup of tea you should be thrilled at the opportunity of taking the simple cup of tea to a higher plane delivering high aroma, taste and additional nutrition/health benefits? These are few key questions that the Foods Research program addresses. Making a perfect cup of tea goes far back to the plantation and even further to the laboratories. Understanding the bio-chemistry of the tea plant to getting the enhanced perfect blend through engineering; the Beverages program that orchestrates a gamut of activities, expertise and skills. Washing clean Be it the daily drudgery of washing clothes or kitchen utensilsaddressing the washing needs of consumers is a key challenge for the laundry Research group. Focussed and determined to explore new and exciting ways of cleaning; the program is a harmony of a spectrum of expertise. How to minimise water usage while washing? How to impart stain repellent treatment to garments? How to give a squeaky clean & zero bacteria cleansing to clothes and utensils? These are some of the questions that youll ask and work to find answers to. Clean & pure drinking water Nothing is more vital to a healthy life than clean and pure drinking water. To ensure that the same is provided to the mass market;

microbiologists, physical and inorganic chemists, chemical engineers and design engineers work in tandem to create innovative solutions. What is your area of interest? Supporting various research programs within Home & Personal Care and Foods are cross-category research teams that cut across research projects bringing expertise in microbiology, toxicology, synthesis and separation of organic molecules, statistical mechanics, emulsification, polymer science, consumer science and analytical measurement techniques. Where do you think your skills and expertise fit in? Are you as excited about research as we are? If you have the fire within to work on the wow! idea that would change lives; please contact us to explore a career in Unilever Research Bangalore-India

Innovation in Unilever
Brands and innovation are at the heart of everything we do. In Unilever, research and development (R&D) is the home of breakthrough technology for bigger, better, faster innovations. Success for us means creating products that keep pace with changes in consumer lifestyles and that appeal to people at all income levels.

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Professor Genevive Berger, Chief Research & Development Officer and Vindi Banga, President Foods, Home & Personal Care outline how our R&D teams create unique products with proven benefits for consumers around the world.