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.

and to a willingness to embrace new ideas and learn continuously. the highest standards of corporate behaviour towards everyone we work with. . To succeed also requires. embossed with the words "Made in England by Lever Brothers". to working together effectively. our people. This is our road to sustainable. Vanaspati was launched in 1918 and the famous Dalda brand came to the market in 1937.Our long-term success requires a total commitment to exceptional standards of performance and productivity. the communities we touch. profitable growth. began an era of marketing branded Fast Moving Consumer Goods (FMCG). and our business partners Company profile  Past Milestones In year 1888. we believe. and the environment on which we have an impact. With it. visitors to the Kolkata harbour noticed crates full of Sunlight soap bars. Lux and Vim. Unilever set up its first Indian subsidiary. Soon after followed Lifebuoy in 1895 and other famous brands like Pears. In 1931. creating long-term value for our shareholders.

The erstwhile Brooke Bond's presence in India dates back to 1900. It joined the Unilever fold through an international acquisition of Chesebrough Pond's USA in 1986. being the first among the foreign subsidiaries to do so. Removal of the regulatory . HUL offered 10% of its equity to the Indian public. always in line with Indian opinions and aspirations. These three companies merged to form HUL in November 1956. The erstwhile Lipton's links with India were forged in 1898. Since the very early years. followed by Lever Brothers India Limited (1933) and United Traders Limited (1935).10% equity in the company. the company had launched Red Label tea in the country. and in 1977 Lipton Tea (India) Limited was incorporated. The rest of the shareholding is distributed among about 360. The growth process has been accompanied by judicious diversification. Brooke Bond joined the Unilever fold in 1984 through an international acquisition. HUL has vigorously responded to the stimulus of economic growth.Hindustan Vanaspati Manufacturing Company. Brooke Bond & Co. started in 1991. By 1903. Unilever acquired Lipton in 1972. The liberalisation of the Indian economy. clearly marked an inflexion in HUL's and the Group's growth curve. India Limited was formed. In 1912.675 individual shareholders and financial institutions. Unilever now holds 52 . Pond's (India) Limited had been present in India since 1947.

Lakme Limited. The 1990s also witnessed a string of crucial mergers. to market Lakme's market-leading cosmetics and other appropriate products of both the companies. In 1995. without any constraints on production capacity. HUL has also set up a subsidiary in Nepal. effective from April 1. Kimberly-Clark Lever Ltd. Lakme Unilever Limited. and its factory represents the largest manufacturing investment in the Himalayan kingdom. Detergents and Personal Products both for the domestic market and exports to India. acquisitions and alliances on the Foods and Beverages front. In one of the most visible and talked about events of India's corporate history. . HUL formed a 50:50 joint venture with the US-based Kimberly Clark Corporation in 1994.framework allowed the company to explore every single product and opportunity segment. which markets Huggies Diapers and Kotex Sanitary Pads. Unilever Nepal Limited (UNL). Lakme Limited sold its brands to HUL and divested its 50% stake in the joint venture to the company. Subsequently in 1998. 1993. HUL and yet another Tata company. Simultaneously. formed a 50:50 joint venture. the erstwhile Tata Oil Mills Company (TOMCO) merged with HUL. acquisitions and mergers. The UNL factory manufactures HUL's products like Soaps. deregulation permitted alliances.

it acquired the Kissan business from the UB Group and the Dollops Icecream business from Cadbury India. besides a common distribution system since 1993 for Personal Products. the company entered into a strategic alliance with the Kwality Icecream Group families. 1994 witnessed BBLIL launching the Wall's range of Frozen Desserts. two plantation companies of Unilever. The two companies had significant overlaps in Personal Products. enabling greater focus and ensuring synergy in the traditional Beverages business.In 1992. were merged with Brooke Bond. Speciality Chemicals and Exports businesses. In 1995 the Milkfood 100% Icecream marketing and distribution rights too were acquired. Tea Estates and Doom Dooma. In January 2000. Then in July 1993. The internal restructuring culminated in the merger of Pond's (India) Limited (PIL) with HUL in 1998. As a measure of backward integration. In 1993. The amalgamation was done to ensure for the Group. Brooke Bond India and Lipton India merged to form Brooke Bond Lipton India Limited (BBLIL). 1996. Finally. the government . The two also had a common management pool and a technology base. By the end of the year. BBLIL merged with HUL. the erstwhile Brooke Bond acquired Kothari General Foods. with effect from January 1. with significant interests in Instant Coffee. in a historic step. benefits from scale economies both in domestic and export markets and enable it to fund investments required for aggressively building new categories.

." HUL meets everyday needs for nutrition. They endow the company with a scale of combined volumes of about 4 million tonnes and sales of nearly Rs. HUL is also one of the country's largest exporters. The mission that inspires HUL's over 15. thereby beginning the divestment of government equity in public sector undertakings (PSU) to private sector partners.decided to award 74 per cent equity in Modern Foods to HUL. a leader in value added Marine Products exports  Present Stature Hindustan Unilever Limited (HUL) is India's largest Fast Moving Consumer Goods company. look good and get more out of life. HUL acquired the Cooked Shrimp and Pasteurised Crabmeat business of the Amalgam Group of Companies. hygiene. including over 1. HUL acquired the government's remaining stake in Modern Foods.000 employees. In 2003. In 2002. and personal care with brands that help people feel good.300 managers. is to "add vitality to life. it has been recognised as a Golden Super Star Trading House by the Government of India.13718 crores. touching the lives of two out of three Indians with over 20 distinct categories in Home & Personal Care Products and Foods & Beverages. It is a mission HUL shares with its parent company. HUL's entry into Bread is a strategic extension of the company's wheat business.

detergents. HUL has traditionally been a company. Rin. Kissan. which holds 52. It is also involved in education and rehabilitation of special or underprivileged children. Fair & Lovely. comprising about 4. many with post-doctoral experience acquired in the US and Europe. KnorrAnnapurna. ice cream and culinary products.like Lifebuoy. Kwality Wall's – are household names across the country and span many categories . The Hindustan Unilever Research Centre (HURC) was set up in 1958. personal products.3 million retail outlets reaching the entire urban population. Wheel. The operations involve over 2. women empowerment.000 suppliers and associates.675 individual shareholders and financial institutions. HUL believes that an organisation's worth is also in the service it renders to the community. Pepsodent. and water management. Clinic. care for the destitute and HIV-positive. HUL's brands . coffee. Close-up. branded staples. and . and now has facilities in Mumbai and Bangalore.soaps. Brooke Bond. Sunsilk. They are manufactured over 40 factories across India. HUL's distribution network. Lakme. Pond's. HURC and the Global Technology Centres in India have over 200 highly qualified scientists and technologists.Unilever. tea. HUL is focusing on health & hygiene education. covering 6.000 redistribution stockists. and about 250 million rural consumers. Surf Excel. Lux.10% of the equity. which incorporates latest technology in all its operations. The rest of the shareholding is distributed among 360.

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.000 women entrepreneurs in its fold. touching the lives of over 600 million people. If Hindustan Unilever straddles the Indian corporate . and creating access to relevant information through the iShakti community portal.rural development. The program now covers 15 states in India and has over 45. In 2001.000 villages. Through Shakti. Shakti also includes health and hygiene education through the Shakti Vani Programme. the company embarked on an ambitious programme. HUL is creating micro-enterprise opportunities for rural women.000 Shakti entrepreneurs covering 500. The vision is to make a billion Indians feel safe and secure. It has already touched 84. HUL has also responded in case of national calamities / adversities and contributes through various welfare measures. Shakti aims to have 100. thereby improving their livelihood and the standard of living in rural communities. reaching out to 100. By the end of 2010. most recent being the village built by HUL in earthquake affected Gujarat.6 million people in approximately 43890 villages of 8 states. and relief & rehabilitation after the Tsunami caused devastation in South India. Shakti.000 plus villages and directly reaching to 150 million rural consumers.

world. Board of Directors Harish Manwani Chairman Nitin Paranjpe CEO and Managing Director D. Sundaram Vice Chairman and CFO . it is because of being single-minded in identifying itself with Indian aspirations and needs in every walk of life.

S. Prahalad Director Professor . K. Parekh Director C.Sanjiv Kakkar Director Dhaval Buch Director D.

Narayan Director R. A. Mashelkar Director .S. Ramadora Director A.

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

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. BOARD OF DIRECTORS The Board of Directors of the Company represents an optimum mix of professionalism.As regards the compliance with the requirements of Clause 49 of the Listing Agreement with the Stock Exchanges. The total strength of the Board of Directors of the Company is 10 Directors comprising a NonExecutive Chairman. The Audit . knowledge and experience. the Company is in full compliance with the norms and disclosures.

The Committee also monitors and reviews the performance and service standards of the Registrar and Share Transfer Agents of the Company and .  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.Committee also looks into controls and security of the Company’s critical IT applications. The Compensation Committee administers the stock option plan of the Company. non-receipt of declared dividends and ensure expeditious share transfer process.  Shareholder/Investor Grievances Committee The Committee specifically looks into redressing of investors’ complaints with respect to transfer of shares. non-receipt of shares.

the Board of Directors have constituted other functional committees such as committee for approving disposal of surplus assets of the Company.provides continuous guidance to improve the service levels for investors. . committee for allotment of shares under ESOP to raise the level of governance as also to meet the specific business needs.  Other Functional Committees Apart from the above statutory committees.

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10 YEARS RECORD .

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 Develop. jointly with employees. conserve Energy and explore opportunities for reuse and recycle. Management at all levels. introduce and maintain environmental management systems across the company to meet the company standards as well as statutory requirements for environment. Accordingly. is responsible and will be held accountable for company's environmental performance.  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. (HUL) is committed to meeting the needs of customers and consumers in an environmentally sound manner.  Reduce Waste. which are scientifically sustainable and commonly acceptable.The Environment Policy Hindustan Unilever Ltd. through continuous improvement in environmental performance in all our activities. Verify compliance with these standards through regular auditing. . HUL's aims are to:  Ensure safety of its products and operations for the environment by using standards of environmental safety.

To win consumers’ confidence and loyalty.  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. hygiene and personal care with brands that help people feel good. And by applying consistently high standards. Quality polices Quality is fundamental to our Business Success Unilever’s mission is to meet everyday needs for nutrition. we need to consistently deliver branded products of excellent quality. Provide for dissemination of information to employees on environmental objectives and performance through suitable communication networks. look good and get more out of life.  Work in partnership with external bodies and Government agencies to promote environmental care. And a key requirement is building in the quality expectations of our consumers into our products. increase understanding of environmental issues and disseminate good practice. we’re able to do things right first . Involve all employees in the implementation of this Policy and provide appropriate training. 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.

The drive for quality. This is at the very heart of our innovation process. We have stringent mandatory quality standards in place against which compliance is verified through regular audits and self assessments. to ensure that we are recognised and trusted for our integrity. Comprehensive management procedures are in place to mitigate risks and to protect our consumers and markets. the quality of our brands and products. reduce costs and drive profitability. Our Quality Policy describes the principles that everyone in Unilever follows. cut waste. and conform to the relevant industry and regulatory standards in the countries in which we operate.time. and the high standards we set. translating their needs and requirements into our products and services. • Putting consumers and customers at the heart of our business We actively engage our consumers and customers. of excellent quality. manufacture and supply products that are safe. Principles of the Quality Policy • Putting the safety of our products and our consumers first. is a passion reflected in our brand . • 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. thus creating consumer value wherever we position our products. in all that we do. These standards ensure we design. wherever they are in the world.

And we’ve forged effective working relationships with suppliers and contract manufacturers. and we’re setting a benchmark for the business. • 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. help adjacent villages to implement appropriate models of .Reduce. b. and will ensure that we deliver our quality objectives and targets. and to anticipate and develop future quality capability requirements. promote transparency and share best practice. We actively promote our Quality Policy and have a quality assurance organisation in place to ensure consistency and visibility of quality standards. We provide appropriate training and resources.development. to reduce water consumption in its own operations and regenerate sub-soil water tables at its own sites through the principles of 5R .  Water Conservation and Harvesting HUL's Water Conservation and Harvesting project has two major objectives: a. Recycle. manufacturing and customer service processes and is also expected of our business partners. Recover and Renew. We regularly measure and improve our performance using both internal and external measures. processes and performance indicators across all Unilever businesses at all levels. We partner with stakeholders to provide leadership. Reuse.

Rain water falling on factory premises is accumulated in ponds. HUL has also applied technologies that recycle effluent water after treatment – 70% of HUL sites are now zero discharge sites. Water conservation has been made one of the key performance indicators of an HUL factory. Seven years back the . all HUL sites have begun to harvest rain water. A simultaneous benefit is saving in energy that otherwise would have been consumed in drawing.HUL's energy consumption per unit of production has come down by 61% since 1996. pumping or converting water into steam . thereby renewing sub-soil water tables. Water management is a focus area for all HUL factories. Through a series of technology innovations and novel processing routes HUL has reduced its ground water consumption by over 50%. HUL is also committed to extending its efforts on water management to the larger community.Reverse Osmosis Plants and Solar Evaporation Ponds to name a few.watershed development. Water conservation and harvesting in HUL's own operations will help conserve and regenerate this scarce resource. There are many other measures . Since 2003. An attendant benefit will be reduction in the consumption of energy that would have been spent in converting and using that water. 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. Water scarcity is one of the biggest crisis facing India in terms of spread and severity. The support to communities in developing watersheds will help in the economic development of areas adjacent to HUL sites.

At Karchond village. In association with an NGO. The 5-hectare green belt is now a veritable forest of about 6300 trees. the community has built 42 bunds since 2003. near the Silvassa site. Through an Integrated Village . which is the only visible green patch in the area. About 30. and 11 smaller ones at different water run-off points. HUL's Silvassa manufacturing hub (in the Union Territory of Dadra & Nagar Haveli) too has embarked on a long-term project of water harvesting. Vanrai. 1600 trenches.000 saplings have been planted since 2003. This has enabled the community to sow a second crop. and significant conservation of water. Villagers are now able to collect water and utilise it for irrigation post monsoon. Parkhed.factory started a pilot on 'Watershed Management' on a 5hectare plot to prevent soil degradation and conserve water. thereby significantly increasing their incomes. 6000 running metres of continuous contour trenching over 100 hectares and a permanent check dam. which aims to dramatically change water availability. There has also been a remarkable improvement in the quality of soil. in association with the TERI and the Bharatiya Agro Industries Foundation. taking it up to year-round availability from 4 months at present. 'Greening Barrens'. This has been documented in a booklet. Encouraged by the results. government bodies and communities adopt this widely. The initiative received appreciation at the Johannesburg World Summit on Sustainable Development. so that industry. Seven of them are on a river running through the village. The efforts have resulted in the creation of a green belt. HUL has extended the model to a neighbouring village. including over 1400 ornamental plants and over 600 fruitbearing plants. The community at Parkhed has already constructed 47 percolation bunds.

nutrition. According to a study done by the London School of Hygiene and Tropical Medicine.Development Programme. Simultaneously. which has worked with the Social Forestry Department of the Maharashtra Government to improve subsoil water table in the area. the simple practice of washing hands . 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. forestry management. HUL sites will progressively help communities. Bihar. to develop watersheds Health & Hygiene Education Lifebuoy Swastya Chetna (LBSC) is a rural health and hygiene initiative which was started in 2002. West Bengal. MP. Orissa) with the objective of spreading awareness about the importance of washing hands with soap. Maharashtra. the project's ambit also includes alternate income-generating activities through SHGs. HUL's vision is to continuously innovate technologies to further reduce water consumption and further increase conservation in its operations. wherever required. It is estimated that diarrhoea claims the life of a child every 10 seconds and one third of these deaths are in India. The Hosur Coffee Factory has set an example in low-cost water harvesting methods. education of children. LBSC was initiated in media dark villages (in UP. Another example is the Yavatmal Personal Products Factory. The programme of watershed management is being progressively extended to other factories.

We launched our Lifebuoy Swasthya Chetna initiative keeping this rationale in mind. a Health Development Facilitator (HDF) and an assistant initiates contact and interacts with students and influencers of the community. The various stages reinforce the message and learnings. school teachers etc. It demonstrates that “visible clean is not really clean” thereby proving the importance of washing hands with soap. The "GloGerm demonstration" is a unique tool to make unseen germs visible and emphasize the need to use soap to wash hands and kill germs. the campaign has been divided into various phases. which is crucial in order to effect awareness and behaviour change in favour of hand wash hygiene. medical practitioners. i. In 2006 alone LBSC contacted . a "Glo-germ demonstration" and a quiz with attractive prizes to reinforce the message are used. Lifebuoy saw a role for itself in propagating the message of hygiene and health in villages.e. The first interaction with students is then replicated with the women and finally the rest of the community. Being India’s leading personal wash health brand. village community representatives. In the initial phase. ignorance of such basic hygiene practices leads to high mortality rates in rural India. It targets children as they are the harbingers of change in society and mothers since they are the custodians of health. However.with soap and water can reduce diarrhoea by as much as 47%. LBSC is a multi-phased activity which works towards effecting behaviour change amongst the rural population it touches. A number of tools such as a pictorial story in a flip chart format. As stated above. The programme has touched 27000 villages and 80 mn people over the last four years.

The destitute and the HIVpositive are provided with food. HUL has opened schools for challenged children with a sharper objective of supporting families of such children. Jharkhand and Bihar. upkeep and security of the premises. . challenged children. in the heart of Mumbai city. helping the children become self-reliant by learning appropriate skills to be productive members of the household. HUL bears the capital and revenue expenses for maintenance. Asha Daan has also become a home to the HIV-positive. it takes care of over 300 infants. Asha Daan has been set up on a 72. HUL supports special education and rehabilitation of children with challenges. Happy home Special Education & Rehabilitation Under the Happy Homes initiative. Over the years.10. corrective surgery. MP. This on-going project is committed to spreading the message of health and hygiene and touching more lives in rural India over 2007. 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". a home in Mumbai for abandoned. when HUL supported Mother Teresa and the Missionaries of Charity to set up Asha Daan.500-square feet plot belonging to HUL. At any point of time. physiotherapy and. and the destitute. destitute men and women and HIV-positive patients. The needs of the abandoned challenged children are also met through special classes of basic skills.000 villages in UP. if possible. Asha Daan: The initiative began in 1976. shelter and medication for the last few days of their lives. Subsequently.

It has 17 children. including self-employment for 6 children by providing them with shops. was set up in 1998 on HUL Plantations in South India. aged between 5 and 15 years.Ankur: In 1993. it has covered about 28 children. cerebral palsy and severe learning difficulties. Since inception it has covered about 80 children. including sight or hearing impairment. The centre takes care of children with challenges. weaving. candles. napkins. and 3 girls have been provided employment as creche attendants. and also some home care products. a centre for special education of challenged children. The centre has rehabilitated 10 children. These physically and mentally challenged children are taught skills. embroidery. Anbagam: . etc depending on their aptitudes. About 12 of the children have become relatively self-reliant by earning through crafts learnt at the centre. polio related disabilities. Since inception. HUL's Doom Dooma Plantation Division set up Ankur. Kappagam: Encouraged by Ankur's success. The centre has 17 children. such as cookery. useful vocational activities like making of paper covers. wrapping papers. painting. greeting cards. The focus of Kappagam is the same as that of Ankur. Ankur received the Lawrie Group Worldaware Award for Social Progress in 1999 from HRH Princess Royal in London. brooms made out of coconut leaves. bamboo crafts. the second centre for special education of challenged children. Ankur provides educational. It has also moved to normal schools 18 children. Kappagam ("shelter"). fancy stationery. stitching. vocational and recreational activities to over 35 children with a range of challenges. being taught self-help skills.

State Bank Building N. Chartered Accountants Statutory Auditors 252. : +91 – 22 22026712 Ashok.cmpt@unilever. Email : Executive Director hllshare. Besides medical care and meals.G.Yet another day care center.co (Legal) and m Company Tel nos. HUL is wholeheartedly involved with all four centres and will continue to be involved in the future. has been started in 2003 also in the South India Plantations. Mumbai. Veer Savarkar Marg Dadar. Backbay Reclamation Registered Office Mumbai – 400 020 Tel : +91 – 22 – 39830000 Fax no.Gupta. : +91-22Secretary 39832567/ 39832358 / 39832557 Lovelock & Lewes.000 individuals have benefitted from the Happy Homes initiatives since inception. 165/166.K. It takes care of 11 children.N.400 028 Solicitors Crawford Bayley & Co. Vaidya Marg . they too are being taught skills such that they can become self-reliant and elementary studies. Anbagam ("shelter of love"). Over 20. Corporate Information Hindustan Unilever Limited.

Phone : +91. 17 to 24.Registrar and Share Transfer Agents Mumbai – 400 023 Karvy Computershare Private Limited Unit : HINDUSTAN UNILEVER LIMITED Plot No. Vittalrao Nagar. Hyderabad – 500 081. Madhapur.com Website : www.karvy.40 23420814 Email : igkcpl@karvy.com Unilever India Exports 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 Subsidiary Companies .40 23420818823 Fax : +91.

Hindlever Trust Limited .

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