in Asia

Aart Jan van Triest VP Beverages East Asia

Anil Gopalan VP Beverages South Asia/Africa Mumbai Shrijeet Mishra Executive Director Foods HUL 14th November 2007

Safe harbour statement

This presentation may contain forward-looking statements, including 'forward-looking statements' within the meaning of the United States Private Securities Litigation Reform Act of 1995. Words such as 'expects', 'anticipates', 'intends' or the negative of these terms and other similar expressions of future performance or results, including financial objectives to 2010, and their negatives are intended to identify such forward-looking statements. These forward-looking statements are based upon current expectations and assumptions regarding anticipated developments and other factors affecting the Group. They are not historical facts, nor are they guarantees of future performance. Because these forward-looking statements involve risks and uncertainties, there are important factors that could cause actual results to differ materially from those expressed or implied by these forward-looking statements, including, among others, competitive pricing and activities, consumption levels, costs, the ability to maintain and manage key customer relationships and supply chain sources, currency values, interest rates, the ability to integrate acquisitions and complete planned divestitures, physical risks, environmental risks, the ability to manage regulatory, tax and legal matters and resolve pending matters within current estimates, legislative, fiscal and regulatory developments, political, economic and social conditions in the geographic markets where the Group operates and new or changed priorities of the Boards. Further details of potential risks and uncertainties affecting the Group are described in the Group's filings with the London Stock Exchange, Euronext Amsterdam and the US Securities and Exchange Commission, including the Annual Report & Accounts on Form 20-F. These forward-looking statements speak only as of the date of this presentation

1 Overview – Unilever Tea in Asia

• Tea category development in Asia

as a global brand growing in Asia

• Building a local powerhouse with Brooke Bond – Brand development & Strategy – Translation in strong execution through operations

• Conclusions

Our Mission

Be the preferred beverage of the 21st Century for Vitality-thirsty consumers

Transform Lipton into the healthy beverage brand - unique ability to combine ‘goodness’ with taste, enjoyment and excitement Assert our leadership in traditional tea world-wide - a focused brand portfolio in our key selected markets

2 Deploying the mission Drink Better Live Better

Natural Healthy Active Goodness Pleasure

Unilever Tea in Asia

3 Strong #1 and #2 positions in the region

#2

#1 #1* #1 #2

#1

#1

(*) No 1 in teabag & packet tea #1

Strong shares in growing markets

Source: AC Nielsen, Unilever estimates

4 Vitality – Growth reignited

120 Unilever Asia Tea sales 115 110 105 100 95 90

Turnover indexed to 2000 85 80 2000 2001 2002 2003 2004 2005 2006 2007* * annualised

Lipton can capture the Vitality opportunity…

The Lipton brand Our Unilever capabilities • Global leadership in leaf and RTD • The largest buyer in the global leaf tea market • #1 in most markets where Lipton operates • Knowledge leadership in tea, tea chemistry and tea • The only brand with strong Leaf applications and RTD pillars • Unilever-wide knowledge base • Global presence to roll out on health and nutrition innovations

5 … and is #25 of Asia’s top 1000 brands...

… because Lipton tea is a superfood

Various natural blessings contained in black tea

Tea goodness – Theanine, virtually unique to tea leaf can deliver “relaxed but alert” state of mind AOX Aroma

We are the tea! Natural blessings Flavour Unique Theanine of black tea to tea leaf

Lipton Yellow Label is our flagship ! Caffeine Astringency

6 … with scientific evidence that Lipton improves attention span.

Brought to life in an emotionally engaging way To promote understanding and credibility PR To raise awareness C To raise awareness, Conference TV promote understanding To promote and experience of understanding shoppers POP Web and experience P ac t ka en ge Ev To promote To raise awareness and understanding understanding and experience

7 Capturing the opportunity with Lipton Milk Tea…

From To

The holistic milk tea experience RAINBOW Grey mood Good mood

Creating ‘Gestalt’ through favorites and iconic branding….

8 …. and identity without being identical…

Teaser Main TVCs TVC Other Brand IBC icon executions

Print Digital

POP In store

… with innovation based on Asian insight…

9 Brooke Bond South Asia : Building a cohesive portfolio

A premium experience Taj Mahal

A family care foundation Red Label

A refreshment to upgrade to Taaza

Portfolio strategy

¾ Grow the core • Accelerate growth of the margin attractive mid and upper tier

¾ Upgrade • Grow value share of throat to match volume share

¾ Increase usage occasions • Grow no. of occasions in India to match Asia

¾ Rethink the drink • Accelerate category growth to match beverages

10 Grow the core

Tailored blend Local packs

Best in class Connect New blends with consumers geographies

Upgrade

Tea bag conversion

Low unit Value added Connoisseur price packs formats blends

11 Increase usage occasions

Positioned as an everyday treat

Superior sensorial benefits

Unique pack design

Instant tea

Re-think the drink

Vitality for the family Proven to enhance immunity Contains trusted natural ingredients (ayurveda ) Patented technology Unique chamfered carton : 5th panel to detail ingredients

Vitality benefits

12 Executing the strategy

Drive Equity Grow the Core Through Deep Engagement Grow Low Share Pockets Upgrade Consumers

Grow with Modern Trade Increase Usage Occasions Continue To Lead OOH Rolling Out Rethink the Drink Innovation

Moving From Communication To Engagement

Taaza cup of inspiration

Awakening Consumers Provoking Consumers Inspiring Consumers Engaging Consumers

13 Winning low share pockets: Micro-marketing

Leveraging ’s reach in every pocket

Leverage Scale At POP

Playing the appropriate price piano

New products for local needs

Unilever #1 Unilever #2 Unilever leads with 25%Value MS but 12% Vol MS

Modern Trade – A big opportunity

50%

45% % Tea in Modern Trade

40% 25% 35%

30% 20% MT 25% GT 15% 20% % MS Val Ac N Ac Val MS % 10% 15%

10% 5%

5% 0% 0% Jan Feb Mar Apr May Jun Jul 2007 2008 2009 2010

Modern trade share =Twice General Trade

Differential activation Partnering modern trade with through experience Category Management

14 Rolling out innovation with passion

Consumer experience in Modern Trade Print and outdoor Wet Sampling at key touchpoints

• Malls • Lakme salons • Walls parlours Innovative print with • Kaya skin clinics advertorials • Corporate cafeterias

Dry Sampling with The magic ends Core Taj with the last sip

Fantastic visibility at POS Barcoded www.pamperurself.in coupons in Modern Trade

PR in key media [electronic & print]

Vision OOH: To be the dominant purveyor of branded ready-to-serve products in India

Appropriate customer/ consumer solutions to unlock value

Segment Solution Products

Connoisseur Tea Top end Bags, Turbo Tea Freshly brewed Masstige coffee, Ice Tea & Cold coffee Cardamom Tea, Bru Penetration Coffee, Tea Bag Tea

Leverage key partnerships for accelerated growth

Vision: Triple business by 2010

15 Conclusion

• Unilever has strong positions in Tea in Asia.

• Since 2005 growth has been reignited.

• Vitality is driving our growth.

• Growth is coming both from our Global brand Lipton as well as strong local brands (Brooke Bond).

• Strong headspace for growth.

Unilever Tea in Asia

Mumbai November 2007

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