Introduction

Hindustan Unilever Limited (HUL) is India’s largest

fast moving consumer goods company, with
leadership in Home & Personal Care Products and
Foods & Beverages. HUL's brands, spread across 20
distinct consumer categories, touch the lives of two out
of three Indians. They endow the company with a scale
of combined volumes of about 4 million tonnes and
sales of Rs.13,718 crores.

The mission that inspires HUL's over 15,000 employees

is to "add vitality to life". With 35 Power Brands, HUL
meets everyday needs for nutrition, hygiene, and
personal care with brands that help people feel good,
look good and get more out of life.

It is a mission HUL shares with its parent company,

Unilever, which holds 52.10% of the equity. A Fortune
500 transnational, Unilever sells Foods and Home and
Personal Care brands in about 100 countries
worldwide.

Mission
Unilever's mission is to add Vitality to life. We meet
everyday needs for nutrition, hygiene, and personal
care with brands that help people feel good, look good
and get more out of life.

TheVision
Our vision is to continue to be an environmentally
responsible organisation making continuous
improvements in the management of the
environmental impact of our operations.

We will achieve this through an Integrated

Environment Management approach, which focuses on
People, Technology and Facilities, supported by
Management Commitment as the prime driver.

Corporate purpose

Unilever's mission is to add Vitality to life. We meet

everyday needs for nutrition, hygiene and personal
care with brands that help people feel good, look good
and get more out of life.
Our deep roots in local cultures and markets around
the world give us our strong relationship with
consumers and are the foundation for our future
growth. We will bring our wealth of knowledge and
international expertise to the service of local
consumers - a truly multi-local multinational.
Our long-term success requires a total commitment to
exceptional standards of performance and productivity,
to working together effectively, and to a willingness to
embrace new ideas and learn continuously.
To succeed also requires, we believe, 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,
creating long-term value for our shareholders, our
people, and our business partners

Company profile

 Past Milestones
In year 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 1995, 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 July 1993,
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.
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

 Present Stature
Hindustan Unilever Limited (HUL) is India's largest Fast
Moving Consumer Goods company, touching the lives
of two out of three Indians with over 20 distinct
categories in Home & Personal Care Products and
Foods & Beverages. They endow the company with a
scale of combined volumes of about 4 million tonnes
and sales of nearly Rs.13718 crores.
HUL is also one of the country's largest exporters; it
has been recognised as a Golden Super Star Trading
House by the Government of India.
The mission that inspires HUL's over 15,000
employees, including over 1,300 managers, is to "add
vitality to life." HUL meets everyday needs for
nutrition, hygiene, and personal care with brands that
help people feel good, look good and get more out of
life. It is a mission HUL shares with its parent company,
Unilever, which holds 52.10% of the equity. The rest of
the shareholding is distributed among 360,675
individual shareholders and financial institutions.
HUL's brands - like Lifebuoy, Lux, Surf Excel, Rin,
Wheel, Fair & Lovely, Pond's, Sunsilk, Clinic, Pepsodent,
Close-up, Lakme, Brooke Bond, Kissan, Knorr-
Annapurna, Kwality Wall's – are household names
across the country and span many categories - soaps,
detergents, personal products, tea, coffee, branded
staples, ice cream and culinary products. They are
manufactured over 40 factories across India. The
operations involve over 2,000 suppliers and associates.
HUL's distribution network, comprising about 4,000
redistribution stockists, covering 6.3 million retail
outlets reaching the entire urban population, and about
250 million rural consumers.
HUL has traditionally been a company, which
incorporates latest technology in all its operations. The
Hindustan Unilever Research Centre (HURC) was set up
in 1958, and now has facilities in Mumbai and
Bangalore. HURC and the Global Technology Centres in
India have over 200 highly qualified scientists and
technologists, many with post-doctoral experience
acquired in the US and Europe.
HUL believes that an organisation's worth is also in the
service it renders to the community. HUL is focusing on
health & hygiene education, women empowerment,
and water management. It is also involved in education
and rehabilitation of special or underprivileged
children, care for the destitute and HIV-positive, and
rural development. HUL has also responded in case of
national calamities / adversities and contributes
through various welfare measures, most recent being
the village built by HUL in earthquake affected Gujarat,
and relief & rehabilitation after the Tsunami caused
devastation in South India.
In 2001, the company embarked on an ambitious
programme, Shakti. Through Shakti, HUL is creating
micro-enterprise opportunities for rural women,
thereby improving their livelihood and the standard of
living in rural communities. Shakti also includes health
and hygiene education through the Shakti Vani
Programme, and creating access to relevant
information through the iShakti community portal.
The program now covers 15 states in India and has
over 45,000 women entrepreneurs in its fold, reaching
out to 100,000 plus villages and directly reaching to
150 million rural consumers. By the end of 2010, Shakti
aims to have 100,000 Shakti entrepreneurs covering
500,000 villages, touching the lives of over 600 million
people.
HUL is also running a rural health programme –
Lifebuoy Swasthya Chetana. The programme
endeavours to induce adoption of hygienic practices
among rural Indians and aims to bring down the
incidence of diarrhoea. It has already touched 84.6
million people in approximately 43890 villages of 8
states. The vision is to make a billion Indians feel safe
and secure.
If Hindustan Unilever straddles the Indian corporate
world, it is because of being single-minded in
identifying itself with Indian aspirations and needs in
every walk of life.

Board of Directors
Harish Manwani

Chairman

Nitin Paranjpe

CEO and Managing Director

D. Sundaram

Vice Chairman and CFO

Sanjiv Kakkar

Director

Dhaval Buch

Director

D. S. Parekh

Director

C. K. Prahalad

Director Professor
S. Ramadora

Director
A. Narayan

Director

R. A. Mashelkar

Director
CORPORATE GOVERNANCE
Hindustan Unilever Limited believes that for a
Company to be successful, it must maintain global
standards of Corporate Conduct towards all its
stakeholders. The Company's foundation has therefore
been rooted to stringent Corporate Governance
principles. At Hindustan Unilever, we believe that the
principles of fairness, transparency and accountability
are the cornerstones for good governance. The HUL
Code of Business Principles reflects the Company's
commitment to these principles. It is the Company's
endeavour to continue to achieve highest governance
levels.

As regards the compliance with the requirements of

Clause 49 of the Listing Agreement with the Stock
Exchanges, the Company is in full compliance with the
norms and disclosures. Hindustan Unilever Limited
believes that for a Company to be successful, it must
maintain global standards of Corporate Conduct
towards all its stakeholders. The Company's foundation
has therefore been rooted to stringent Corporate
Governance principles. At Hindustan Unilever, we
believe that the principles of fairness, transparency
and accountability are the cornerstones for good
governance. The HUL Code of Business Principles
reflects the Company's commitment to these
principles. It is the Company's endeavour to continue
to achieve highest governance levels.
As regards the compliance with the requirements of
Clause 49 of the Listing Agreement with the Stock
Exchanges, the Company is in full compliance with the
norms and disclosures.

BOARD OF DIRECTORS

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 10 Directors comprising a Non-
Executive Chairman, four Executive Directors and five
Non-Executive Independent Directors.

COMMITTEES OF THE BOARD

 Audit Committee
The Audit Committee of the Company is entrusted with
the responsibility to supervise the Company’s internal
control and financial reporting process. The Audit
Committee also looks into controls and security of the
Company’s critical IT applications.

 Remuneration and Compensation

Committee
The Remuneration Committee is vested with all the
necessary powers and authority to ensure appropriate
disclosure on the remuneration of whole-time Directors
and to deal with all the elements of remuneration
package of all such Directors within the limits approved
by the members of the Company. The Compensation
Committee administers the stock option plan of the
Company.

 Shareholder/Investor Grievances
Committee

The Committee specifically looks into redressing of

investors’ complaints with respect to transfer of
shares, non-receipt of shares, non-receipt of declared
dividends and ensure expeditious share transfer
process. The Committee also monitors and reviews the
performance and service standards of the Registrar
and Share Transfer Agents of the Company and
provides continuous guidance to improve the service
levels for investors.

 Other Functional Committees

Apart from the above statutory committees, the Board

of Directors have constituted other functional
committees such as committee for approving disposal
of surplus assets of the Company, committee for
allotment of shares under ESOP to raise the level of
governance as also to meet the specific business
needs.
10 YEARS RECORD
The Environment Policy
Hindustan Unilever Ltd. (HUL) is committed to meeting
the needs of customers and consumers in an
environmentally sound manner, through continuous
improvement in environmental performance in all our
activities. Management at all levels, jointly with
employees, is responsible and will be held accountable
for company's environmental performance.

Accordingly, HUL's aims are to:

 Ensure safety of its products and operations for the
environment by using standards of environmental
safety, which are scientifically sustainable and
commonly acceptable.
 Develop, introduce and maintain environmental
management systems across the company to meet the
company standards as well as statutory requirements
for environment. Verify compliance with these
standards through regular auditing.
 Assess environmental impact of all its activities and
set annual improvement objectives and targets and
review these to ensure that these are being met at the
individual unit and corporate levels.
 Reduce Waste, conserve Energy and explore
opportunities for reuse and recycle.
 Involve all employees in the implementation of this
Policy and provide appropriate training. Provide for
dissemination of information to employees on
environmental objectives and performance through
suitable communication networks.
 Encourage suppliers and co-packers to develop and
employ environmentally superior processes and
ingredients and co-operate with other members of the
supply chain to improve overall environmental
performance.
 Work in partnership with external bodies and
Government agencies to promote environmental care,
increase understanding of environmental issues and
disseminate good practice.

Quality polices
Quality is fundamental to our Business Success

Unilever’s mission is to meet everyday needs for nutrition,

hygiene and personal care with brands that help people feel
good, look good and get more out of life. And a key
requirement is building in the quality expectations of our
consumers into our products.

To win consumers’ confidence and loyalty, we need to

consistently deliver branded products of excellent quality. We
understand the different needs of our consumers and
customers and strive to develop and deliver superior brands
to ensure that they’re the preferred choice. And by applying
consistently high standards, we’re able to do things right first
time, cut waste, reduce costs and drive profitability.

Our Quality Policy describes the principles that everyone in

Unilever follows, wherever they are in the world, to ensure
that we are recognised and trusted for our integrity, the
quality of our brands and products, and the high standards we
set.

Principles of the Quality Policy

• Putting the safety of our products and our consumers
first.
We have stringent mandatory quality standards in place
against which compliance is verified through regular audits
and self assessments. These standards ensure we design,
manufacture and supply products that are safe, of excellent
quality, and conform to the relevant industry and regulatory
standards in the countries in which we operate.
Comprehensive management procedures are in place to
mitigate risks and to protect our consumers and markets.

• Putting consumers and customers at the heart of our

business
We actively engage our consumers and customers, translating
their needs and requirements into our products and services,
thus creating consumer value wherever we position our
products. This is at the very heart of our innovation process.

• Quality is a shared responsibility

Quality and consumer safety is the responsibility of every
Unilever employee and Unilever demonstrates visible and
consistent leadership to meet this policy. The drive for quality,
in all that we do, is a passion reflected in our brand
development, manufacturing and customer service processes
and is also expected of our business partners. We partner with
stakeholders to provide leadership, promote transparency and
share best practice. And we’ve forged effective working
relationships with suppliers and contract manufacturers.

• Building and maintaining excellent systems to ensure

the quality and safety of our products
We’re proactively and continuously developing our systems
and processes to ensure quality and safety throughout the
whole value chain, and we’re setting a benchmark for the
business. We provide appropriate training and resources, and
will ensure that we deliver our quality objectives and targets.
We regularly measure and improve our performance using
both internal and external measures.

We actively promote our Quality Policy and have a quality

assurance organisation in place to ensure consistency and
visibility of quality standards, processes and performance
indicators across all Unilever businesses at all levels, and to
anticipate and develop future quality capability requirements.

 Water Conservation and Harvesting

HUL's Water Conservation and Harvesting project has two

major objectives:
a. to reduce water consumption in its own operations and
regenerate sub-soil water tables at its own sites through the
principles of 5R - Reduce, Reuse, Recycle, Recover and
Renew;
b. help adjacent villages to implement appropriate models of
watershed development.

Water scarcity is one of the biggest crisis facing India in terms

of spread and severity. Water conservation and harvesting in
HUL's own operations will help conserve and regenerate this
scarce resource. An attendant benefit will be reduction in the
consumption of energy that would have been spent in
converting and using that water. The support to communities
in developing watersheds will help in the economic
development of areas adjacent to HUL sites.

Water management is a focus area for all HUL factories. Water

conservation has been made one of the key performance
indicators of an HUL factory. Through a series of technology
innovations and novel processing routes HUL has reduced its
ground water consumption by over 50%. HUL has also applied
technologies that recycle effluent water after treatment – 70%
of HUL sites are now zero discharge sites. There are many
other measures - Reverse Osmosis Plants and Solar
Evaporation Ponds to name a few. A simultaneous benefit is
saving in energy that otherwise would have been consumed in
drawing, pumping or converting water into steam - HUL's
energy consumption per unit of production has come down by
61% since 1996. Since 2003, all HUL sites have begun to
harvest rain water. Rain water falling on factory premises is
accumulated in ponds, thereby renewing sub-soil water
tables.

HUL is also committed to extending its efforts on water

management to the larger community, and has engaged in
community projects in water adjacent to manufacturing sites.

The Khamgaon soap factory is located in a dry and arid region

of Maharashtra and gets limited rainfall. Seven years back the
factory started a pilot on 'Watershed Management' on a 5-
hectare plot to prevent soil degradation and conserve water.
The efforts have resulted in the creation of a green belt, which
is the only visible green patch in the area. The 5-hectare
green belt is now a veritable forest of about 6300 trees,
including over 1400 ornamental plants and over 600 fruit-
bearing plants. There has also been a remarkable
improvement in the quality of soil, and significant
conservation of water. This has been documented in a
booklet, 'Greening Barrens', so that industry, government
bodies and communities adopt this widely. Encouraged by the
results, HUL has extended the model to a neighbouring
village, Parkhed, in association with the TERI and the
Bharatiya Agro Industries Foundation. The community at
Parkhed has already constructed 47 percolation bunds, 1600
trenches, 6000 running metres of continuous contour
trenching over 100 hectares and a permanent check dam.
About 30,000 saplings have been planted since 2003.
Villagers are now able to collect water and utilise it for
irrigation post monsoon. The initiative received appreciation
at the Johannesburg World Summit on Sustainable
Development.

In association with an NGO, Vanrai, HUL's Silvassa

manufacturing hub (in the Union Territory of Dadra & Nagar
Haveli) too has embarked on a long-term project of water
harvesting, which aims to dramatically change water
availability, taking it up to year-round availability from 4
months at present. At Karchond village, near the Silvassa site,
the community has built 42 bunds since 2003. Seven of them
are on a river running through the village, and 11 smaller
ones at different water run-off points. This has enabled the
community to sow a second crop, thereby significantly
increasing their incomes. Through an Integrated Village
Development Programme, the project's ambit also includes
alternate income-generating activities through SHGs, forestry
management, education of children, nutrition.

The programme of watershed management is being

progressively extended to other factories. The Hosur Coffee
Factory has set an example in low-cost water harvesting
methods. Another example is the Yavatmal Personal Products
Factory, which has worked with the Social Forestry
Department of the Maharashtra Government to improve sub-
soil water table in the area.

HUL's vision is to continuously innovate technologies to

further reduce water consumption and further increase
conservation in its operations. Simultaneously, HUL sites will
progressively help communities, wherever required, to
develop watersheds

Health & Hygiene Education

Lifebuoy Swastya Chetna (LBSC) is a rural health and hygiene

initiative which was started in 2002. LBSC was initiated in
media dark villages (in UP, MP, Bihar, West Bengal,
Maharashtra, Orissa) with the objective of spreading
awareness about the importance of washing hands with soap.

The need for a program of this nature arose from the fact that
diarrhoeal diseases are a major cause of death in the world
today. It is estimated that diarrhoea claims the life of a child
every 10 seconds and one third of these deaths are in India.
According to a study done by the London School of Hygiene
and Tropical Medicine, the simple practice of washing hands
with soap and water can reduce diarrhoea by as much as
47%. However, ignorance of such basic hygiene practices
leads to high mortality rates in rural India.

Being India’s leading personal wash health brand, Lifebuoy

saw a role for itself in propagating the message of hygiene
and health in villages. We launched our Lifebuoy Swasthya
Chetna initiative keeping this rationale in mind.

LBSC is a multi-phased activity which works towards effecting

behaviour change amongst the rural population it touches. It
demonstrates that “visible clean is not really clean” thereby
proving the importance of washing hands with soap. It targets
children as they are the harbingers of change in society and
mothers since they are the custodians of health.

As stated above, the campaign has been divided into various

phases. In the initial phase, a Health Development Facilitator
(HDF) and an assistant initiates contact and interacts with
students and influencers of the community, i.e. village
community representatives, medical practitioners, school
teachers etc. A number of tools such as a pictorial story in a
flip chart format, a "Glo-germ demonstration" and a quiz with
attractive prizes to reinforce the message are used. The "Glo-
Germ demonstration" is a unique tool to make unseen germs
visible and emphasize the need to use soap to wash hands
and kill germs. The first interaction with students is then
replicated with the women and finally the rest of the
community. The various stages reinforce the message and
learnings, which is crucial in order to effect awareness and
behaviour change in favour of hand wash hygiene.

The programme has touched 27000 villages and 80 mn

people over the last four years. In 2006 alone LBSC contacted
10,000 villages in UP, MP, Jharkhand and Bihar. This on-going
project is committed to spreading the message of health and
hygiene and touching more lives in rural India over 2007.

Happy home
Special Education & Rehabilitation

Under the Happy Homes initiative, HUL supports special

education and rehabilitation of children with challenges.

Asha Daan:
The initiative began in 1976, when HUL supported Mother
Teresa and the Missionaries of Charity to set up Asha Daan, a
home in Mumbai for abandoned, challenged children, and the
destitute. Subsequently, Asha Daan has also become a home
to the HIV-positive. The objective in supporting Asha Daan
was and continues to be to share the organsation's prosperity
in supporting the Mother's mission of serving the "poorest of
the poor". Asha Daan has been set up on a 72,500-square feet
plot belonging to HUL, in the heart of Mumbai city. HUL bears
the capital and revenue expenses for maintenance, upkeep
and security of the premises. The destitute and the HIV-
positive are provided with food, shelter and medication for the
last few days of their lives. The needs of the abandoned
challenged children are also met through special classes of
basic skills, physiotherapy and, if possible, corrective surgery.
At any point of time, it takes care of over 300 infants,
destitute men and women and HIV-positive patients.

Over the years, HUL has opened schools for challenged

children with a sharper objective of supporting families of
such children, helping the children become self-reliant by
learning appropriate skills to be productive members of the
household.
Ankur:
In 1993, HUL's Doom Dooma Plantation Division set up Ankur,
a centre for special education of challenged children. The
centre takes care of children with challenges, aged between 5
and 15 years. Ankur provides educational, vocational and
recreational activities to over 35 children with a range of
challenges, including sight or hearing impairment, polio
related disabilities, cerebral palsy and severe learning
difficulties. These physically and mentally challenged children
are taught skills, such as cookery, painting, embroidery,
bamboo crafts, weaving, stitching, etc depending on their
aptitudes. The centre has rehabilitated 10 children, including
self-employment for 6 children by providing them with shops,
and 3 girls have been provided employment as creche
attendants. It has also moved to normal schools 18 children.
Since inception it has covered about 80 children. Ankur
received the Lawrie Group Worldaware Award for Social
Progress in 1999 from HRH Princess Royal in London.

Kappagam:
Encouraged by Ankur's success, Kappagam ("shelter"), the
second centre for special education of challenged children,
was set up in 1998 on HUL Plantations in South India. It has
17 children. The focus of Kappagam is the same as that of
Ankur. The centre has 17 children, being taught self-help
skills, useful vocational activities like making of paper covers,
greeting cards, wrapping papers, fancy stationery, napkins,
brooms made out of coconut leaves, candles, and also some
home care products. About 12 of the children have become
relatively self-reliant by earning through crafts learnt at the
centre. Since inception, it has covered about 28 children.

Anbagam:
Yet another day care center, Anbagam ("shelter of love"), has
been started in 2003 also in the South India Plantations. It
takes care of 11 children. Besides medical care and meals,
they too are being taught skills such that they can become
self-reliant and elementary studies.

Over 20,000 individuals have benefitted from the Happy

Homes initiatives since inception. HUL is wholeheartedly
involved with all four centres and will continue to be involved
in the future.

Corporate Information
Hindustan Unilever Limited,
165/166, Backbay
Reclamation
Registered Office Mumbai – 400 020
Tel : +91 – 22 – 39830000
Fax no. : +91 – 22 -
22026712
Ashok.K.Gupta,
Email :
Executive Director
hllshare.cmpt@unilever.co
(Legal) and
m
Company
Tel nos. : +91-22-
Secretary
39832567/ 39832358 /
39832557
Lovelock & Lewes,
Chartered Accountants
Statutory Auditors
252, Veer Savarkar Marg
Dadar, Mumbai- 400 028
Solicitors Crawford Bayley & Co.
State Bank Building
N.G.N. Vaidya Marg
 Mumbai – 400 023
Karvy Computershare
Private Limited
Unit : HINDUSTAN UNILEVER
LIMITED
Plot No. 17 to 24, Vittalrao
Registrar and Nagar,
Share Transfer Madhapur, Hyderabad – 500
Agents 081.
Phone : +91- 40 23420818-
823
Fax : +91- 40 23420814
Email : igkcpl@karvy.com
Website : www.karvy.com

Subsidiary Unilever India Exports

Companies Limited
Bon Limited
Unilever Nepal Limited
Pond’s Exports Limited
Daverashola Estates Private
Limited
Jamnagar Properties Private
Limited
Shamnagar Estates Private
Limited
Brooke Bond Real Estates
Private Limited
Hindustan Unilever Field
Services Private Limited
Levers Associated Trust
Limited
Levindra Trust Limited
Hindlever Trust Limited