Assignment on Hul

HINDUSTAN UNILEVER LIMITED (HUL)

Company Profile

Hindustan Unilever Limited (HUL), a 52%-owned subsidiary of Anglo-Dutch giant Unilever,

has been working its way into India since 1888. Formerly known as Hindustan Lever Limited,

the Group's principal activities are to manufacture and market consumer products. Hindustan

Unilever Limited (HUL), a subsidiary of Unilever Ltd., is a fast moving consumer goods

(FMCG) company based in India. The company focuses on efficient delivery to consumers with

an improved supply chain, brand building initiatives and innovation, which has helped the

company to sustain its leadership position in the overall FMCG category in India.

Mission

• To add vitality to life.

• Bring safety on top of mind for employees & will integrate it with all business processes

& ensuring a safe & healthy work environment.

Vision

• To meet consumer needs they will respect the concerns of their consumers & of society.

• To make injury free organization.

Present Scenario

Hindustan Unilever Limited (HUL) is India's largest Fast Moving Consumer Goods company,

touching the life 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 tones and sales of nearly Rs.13718 crores.

HUL is also one of the country's largest exporters; it has been recognized as a Golden Super Star

Trading House by the Government of India. Group operates through seven segments: Soaps and

Detergents, Personal Products, Exports, Beverages, Foods, Ice Creams and Other. The products

include Home and personal care products, food and beverages, industrial and agricultural

products. Home and personal care products consists of personal and fabric wash, household, oral

care, skin and hair care, deodorants, perfumery, color cosmetics and baby care. Foods and

beverages includes tea, coffee, cooking fats and oils, bakery fats, ice cream, tomato products,

fruits and vegetables products, rice, salt, atta and rawa, marine products and mushrooms.

Industrial and agricultural products includes specialty chemicals, bulk chemicals, fertilizers,

animal feeds, seeds, plant growth nutrients, processed-tri-glycerides and agriculture

commodities, yeast, leather, footwear and carpets, thermometers and plantations.

Its brands are spread across 20 consumer product categories. Hindustan Unilever markets

consumer goods throughout India. The company faces competition from the international, local

and regional players.

The company derives 44.3% of its revenues from soaps and detergents, 26.6% from personal

care products, 10.5% from beverages, and the rest from foods, ice creams, exports, and other

products

New Products introduced by HUL in recent years:

Lux strawberry and cream

Clinic plus multi sachet

Ponds age miracle

Axe shock and recover

Paddle pop

Wheel active Green

HISTORY On November 27th 1931, Unilever set up its first Indian subsidiary of ‘Hindustan Vanaspati

Manufacturing Co.’

‘Lever brothers India Ltd.’ Incorporated on October 17th 1933.

‘United Traders Limited’ incorporated on May 11th 1935.

In 1956, three companies merged to form ‘Hindustan Unilever Limited’, with 10% Indian equity

participation.

July 19th 2007, changed the name to Hindustan Unilever Limited.

SWOT Analysis

Strength

• Innovative Aspects.

• Presence of Established distribution network.

• Strong R & D.

• Highly skilled HR.

• Effective CSR.

• Project SHAKTI –creating brand awareness in rural India

Weakness

Strong Competitors.

Low Export Level (At Present).

Changing consumption pattern.

High advertising costs.

Market myopia led to stagnation of business

Low raw material cost-high priced products

Lacked the ability to call shots and power pricing

Inability to transform its strategies at the right time

Opportunity

• Large Domestic Market.

• Untapped Rural Market.

• Changing Life Styles of consumer.

• Increasing the consumer income.

Threats

• Tax & Regulatory Structure.

• Mimic of Brands.

• New Entrants.

• Increasing Raw Material Cost

Products & Services

The company's key products and services include the following:

Products:

Personal Wash: - Lux, Lifebuoy, Liril, Ham am, Breeze, Dove, Pears and Rexona

Laundry:-Surf Excel, Sun Light, Rin, Wheel &AlaBleach

Dishwasher: - Vim

Foods:-Kissan(Jam, ketchup, squashes), Annapurna(aata, salt), Knorr soups, Modern Bread

Ice-cream:-Kwality wall’s

Tea: - Brooke Bond, Lipton, TajMahal

Coffee:-Brooke bond, Bru

Cosmetic Products:- Fair & Lovely, Lakme, Ponds and Vaseline.

Hair-Care:-Sun silk, Clinic plus, Dove, Life-buoy

Oral-Care:-Pepsodent, Colgate, Close-up

Deo-Spray:- Axe and Rexona.

In India the company is positioned as the leader having a market share of 52 % . In the

year 2010-2011 the company had total sales of Rs.20,305.54 crores. The company claims

that two out of three Indian’s use the products of the company. As indicated by the

overall market share the company is placed at top in many categories in which it operates.

The company is placed at top in categories like soaps, laundry, hair care, home care, skin

care & deodorant.

The companies understand the Indian market well and make products that suit the local

people and their demand. The company also spends a significant amount on its Research

& Development (R&D) to come up with new and innovative products. Company follows

the channel distribution strategy to reach out to its customers. It has a vast number of

dealers and distributors. Company’s products are easily available all over.

Initiative on Product & Market Development:

1. Market Penetration: The Company grew through this matrix a lot. The Company increased

its market penetration with the help of project Shakti in rural areas. Company added 6,00,000 outlets

in rural areas that tripled its reach in rural market. Company made rural women self-dependent as

they use to sell the company’s product in the designated area. This project also helped in creating

employment at the lower level. Life of many women and families changed through this project.

Further Shakti-Maan was also launched after project Shakti Amma became hit. It helped the

company to exploit the uncaptured market of the village. Around 23,000 Shaktimaans and 60,000

Shakti amma work under this project in different villages. This project helped the company to grow

at a very healthy rate. This also became part of their corporate social responsibility.

The company also increased its presence by increasing the number of dealers. The company initiated

its scheme that its product should be sold at every store. The company made a specialised and

dedicated sales team for top skin and cosmetic care which already existed in different product

Lines.The Company also devised new tool for distributors which analyses the performances and

reward them accordingly. Thus, motivating dealers to perform better. Company also focussed on-

shelf availability backed by extensive merchandising and visibility. These made the company

supplier of the year in 2010 by many retailers. The company also focused on reducing inventory and

delivering fresh products. The company follows TPM in the supply-chain department so that any

damage is prevented.

The company re-launched many of its existing brands with new packaging and design. Rin,

Lifebuoy, Wheel were re-launched. As the figures show that this project” Shakti-Amma” played a

very vital role in maintaining the double digit growth of the company.

2. Market development: The Company did not serve any new market. It served the same old market.

3. Product development: New products were launched in these years but older ones also stayed in the

market. New products like Cif, Fair & Lovely eraser pen, Pond’s Gold Radiance range were

introduced. In food business Kissan Nutrismart were launched. Company has got a very vast

distribution network so they are able to make the product available easily through their distributors.

The Company also launched Kissan soya n Kissan spread in sauce and spread respectively. The

company also plans to open Bruwold cafe on a pilot basis. The company’s brand Knorr tried to

make a “soup time” among kids and also entered in the noodles market with Knorr soupy noodles.

The company launched new flavours in ice-creams through its brand Kwality which won many

awards. The Company always come up with its new innovations in its products which are better and

easy to use. Company also launched many different variants of bread through its brand Modern

Bread.

4. Diversification: Although the company launches it products in the same line. It launched Purit

water purifier which was different from its previous launches. It was a horizontal diversification as it

was focused on the same set of customers who already use the company’s product. Pureit when

launched captured the market and became leader in its category. Pureit worked on a simple formula

of giving boiled water. Later on looking at the success, different variants of Pureit were launched.

BCG Matrix

• Stars -These are products with a high market share in a strongly growing market.

• Cash Cow -These are products with a high market share in a market that is not growing

very much.

• Question Marks -These products have a small market share in a rapidly growing market.

• Dogs -These are products with a low market share in a market that is growing very little.

BCG Matrix of HUL

Distribution System of HUL  

 HUL's  products,  are  distributed  through  a  network  of  7,000  redistribution  stockiests,

covering  6.3  million  retail  outlets  reaching  the  entire  urban  population,  and  about  250

million  rural  consumers.   There  are  35  C&FAs  in  the  country  who  feed  these

redistribution  stockiest  regularly.  The  general  trade  comprises  grocery  stores,  chemists,

STARLux, sunsilk, fair & lovely, Kissan ketchup and Surf excel.?Rin, Pepsodent, DomexCOWAxe, Vaseline jellyDOGSWheelGrowth matrix of HUL

wholesale,  kiosks  and  general  stores.  Hindustan  Unilever  provides  tailor  made  services  to

each  of  its  channel  partners.  It  has  developed  customer  management  and  supply  chain

capabilities  for  partnering  emerging  self‐service  stores  and  supermarkets.  Around  2,000

suppliers  and  associates  serve  HUL’s  40  manufacturing  plants  which  are  decentralized

across  2  million  square  mile  of  territory.

Distribution at the Villages:   The  company  has  brought  all  markets  with  populations  of  below  50,000  under  one  rural

sales  organization. The  team  comprises  an  exclusive  sales  force  and  exclusive

redistribution  stockiest. The team focuses on building superior availability of products. In  rural

India,  the  network  directly  covers  about  50,000  villages,  reaching  250  million  consumers,

through  6000  sub‐stockiest.

Marketing

HUL’s team are now relying more on tried and tested marketing models such as the 6P model,

which focuses on getting right the product, price, package, proposition, place and promotion to

attract a consumer, to expand the market and outpace competitors.

Key points

Product

The Company deployed its full portfolio effectively with re-launch of most

of the brands on the back of high quality innovations and intensive

consumer activation. For e.g.: The 'Lifebuoy' brand was re-invigorated

through its re-launch, bolstering its health credentials with its strong ability

to kill germs.

Moreover the company had a excellent product mix, in the last one year

alone, HUL had 30 product launches like: 'Pure it',.

Further Hul is driving up gradation .For e.g. It has expanded its portfolio in

packet tea by launching a new brand to participate in the mass segment with

differentiated offering.

Place

HUL has rolled out the new Go-To-Market distribution model in 32 Cities

across the country. Through this the frequency of dispatches to the

distributor increased, enabling him to stock less and use the benefits to build

scale and superior talent.

Company has also made great strides in expanding its rural distribution

network, with significant investment made in expanding the infrastructure.

Across the country rural markets were brought under the direct coverage

enabling better service and control.

The number of distributors in rural markets has been scaled up.

HUL also rolled out a unique and innovative concept of 'Perfect Stores' as

part of endeavor to win with consumers at the point of sale.

Promotion

Hul is focusing on its cherished regional brands such as ‘Hamam’ &

‘Rexona’.

HUL has gone into strategic partnerships with technology companies for

deeper market penetration.

Marketing Strategies for Urban Areas

• Focuses on short supply chain for distribution.

• Meet every need of people everywhere.

• Build segments & market for the future wise Unilever has strong expertise.

• Emphasis on Direct selling, Franchisee to reach everyone .

Marketing Strategies for Rural Areas

• For long term benefit HUL started PROJECT STREAMLINE in 1997.

• Appointed 6000 sub – stockiest that directly covers about 50000 villages & 250million

customers.

• Integrate, economic, environment, & social objective with Business Agenda

Promotion Strategy

a) Project Shakti  

This  model  creates  a  symbiotic  partnership  between  HUL  and  its  consumers.  Started  in

the  late  2000,  Project  Shakti  had  enabled  Hindustan  Lever  to  access  80,000  of  India's

638,000  villages  .HUL's  partnership  with  Self  Help  Groups(SHGs)  of  rural  women,  is

becoming  an  extended  arm  of  the  company's  operation  in  rural  hinterlands.  Project  Shakti

has  already  been  extended  to  about  12  states  ‐ Andhra  Pradesh,  Karnataka,  Gujarat,

Madhya  Pradesh,  Tamil  Nadu,  Chattisgarh,  Uttar  Pradesh,  Orissa,  Punjab,  Rajasthan,

Maharashtra  and  West  Bengal.  The  respective  state  governments  and  several  NGOs  are

actively  involved  in  the  initiative.  The  SHGs  have  chosen  to  partner  with  HUL  as  a

business  venture,  armed  with  training  from  HUL  and  support  from  government  agencies

concerned  and  NGOs.  Armed  with  micro‐credit,  women  from  SHGs  become  direct‐to‐home  distributors  in  rural  markets.  

The  model  consists  of  groups  of  (15‐20)  villagers  below  the  poverty  line  (Rs.750  per

month)  taking  micro‐credit  from  banks,  and  using  that  to  buy  our  products,  which  they

will  then  directly  sell  to  consumers.  In  general,  a  member  from  a  SHG  selected  as  a

Shakti  entrepreneur,  commonly  referred  as  'Shakti  Amma'  receives  stocks  from  the  HUL

rural  distributor.  After  being  trained  by  the  company,  the  Shakti  entrepreneur  then  sells

those  goods  directly  to  consumers  and  retailers  in  the  village.  Each  Shakti  entrepreneur

usually  service  6‐10  villages  in  the  population  strata  of  1,000‐2,000.  The  Shakti

entrepreneurs  are  given  HUL  products  on  a  `cash  and  carry  basis.'  

The  following diagram show  the  Project  Shakti  model  as  initiated

b) Project Streamline   

To  cater  to  the  needs  of  the  inaccessible  market  with  high  business  potential  HUL

initiated  a  Streamline  initiative  in  1997.  Project  Streamline  is  an  innovative  and  effective

distribution  network  for  rural  areas  that  focuses  on  extending  distribution  o  villages  with

less  than  2000  people  with  the  help  of  rural  sub‐stockiest/Star  Sellers  who  are  based  in

these  very  villages.  As  a  result,  the  distribution  network  directly  covers  as  of  now  about

40  per  cent  of  the  rural  population.   

Under  Project  Streamline,  the  goods  are  distributed  from  C  &  F  Agents  to  Rural

Distributors  (RD),  who  has  15‐20  rural  sub‐stockiest  attached  to  him.  Each  of  these  sub‐stockists  /  star  sellers  is  located  in  a  rural  market.  The  sub‐stockiest  then  perform  the

role  of  driving  distribution  in  neighboring  villages  using  unconventional  means  of

transport  such  astractor  and  bullock  carts.  Project  Streamline  being  a  cross  functional

initiative,  the  Star  Seller  sells  everything  from  detergents  to  personal  products.    

Higher  quality  servicing,  in  terms  of  frequency,  credit  and  full‐line  availability,  is  to  be

provided  to  rural  trade  as  part  of  the  new  distribution  strategy.  

The  diagram  in  the  next  page  shows  the  model  of  Project  Streamline.

c) Hindustan Unilever Network

Started in 2003, Hindustan Unilever Network (HUN) is HUL's Direct Selling arm. It is a multi-

category direct selling business offering a wide range of high-quality,

high-performance products for its consumers and also exciting business and personal

development opportunities for its consultants. It already has about 7 lakh consultants - all

independent entrepreneurs, trained and guided by HUN's expert managers and trainers.

HUN’s mission is to a create millionaire club in India. There are many consultants who are

earning at over a rate of Rs.1,00,000 per annum. Several consultants earn over Rs.50,000 per

month.

HUN offers to build a business with different categories of Home & Personal Care (HPC) and

Food products. They are all essential household needs. And they are all exclusive to HUN,

specifically developed for the Direct Selling channel, and not available in the retail channel.

HUN has already spread to 1500 towns and cities, backed by 28 offices and over 130 service

centres across the country. HUN's vision is to earn the love and respect of India by making a real

difference to the lives of million Indians.

d) Lifebuoy Swasthya Chetana :- The programe endeavours to induce adoption of

hygienic practices among rural Indians and aims to bring down the incidence of diarrhoea.

e) Out-of-Home :- This deals in providing vending machines for hot beverages like tea and

coffee. HUL’s alliance with Pepsi Co. has significantly strengthened the channel.

f) Health and Beauty services :- (i) Lakme Salons provide specialised beauty services and

solutions, under the recognised authority of the Lakme brand. (ii) The Ayush Therapy Centres

provide easy access to authentic Ayurvedic treatments and products.

Market Share• Market Shares of Soap – 60%.

• Market Shares of Food Brands – 70%.

• Market Shares of Oral Products – 36%.

• Market Shares of Household Cares – 62%.

• Market Shares of Personal wash – 60%.

• Market Shares of Skin Care – 53%.

Competitors1. Procter and gamble (P & G)

2. Indian Tobacco Company Limited (ITC Ltd.)

3. Dabur

4. Loreal Paris

5. Ayur

6. Calvin Kare

7. Finesse

8. Himalya Herbal Health Care

The Porter’s Five force Model

Edge over Competitors

Unilever, in its worldwide operations, strives to be a multi local multinational. Working

since 1912.

Reflected national priorities over the years and remained committed towards India.

Large market capitalization and Product Variety.

Good Company policies such as :-

Developing and using relevant technology

Generating productive employment

Stimulating industrialization and dispersing its benefits.

Adding value to agriculture.

Sustaining export performance.

Mergers and Acquisitions

• In 1992, the erstwhile Brooke Bond acquired Kothari General Foods, with significant

interests in Instant Coffee.

• The erstwhile Tata Oil Mills Company (TOMCO) merged with HUL, effective from

April 1, 1993.

• In 1993, it acquired the Kissan business from the UB Group and the Dollops Ice cream

business from Cadbury India.

• HUL formed a 50:50 joint venture with the US-based Kimberly Clark Corporation in

1994.

• In1994, the company entered into a strategic alliance with the Kwality Ice-cream Group

families and in 1995 the Milk food 100% Ice-cream marketing and distribution rights too

were acquired.

• In 1995, HUL and yet another Tata company, Lakme Limited.

• Amalgamation of new businesses -- Brooke Bond Lipton India in 1996-97; Pond's India

in 1998; and a smaller subsidiary, Industrial Perfumes, in 1999.

• In 2003, HUL acquired the Cooked Shrimp and Pasteurized Crabmeat business of the

Amalgam Group of Companies, a leader in value added Marine Products exports.

• In January 2000, in a historic step, the government decided to award 74 % 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.

Future Plans

HLL has drawn up a comprehensive plan to expand its portfolio in the area of Health

Care and Contraceptives.

Chemicals business (encompassing Flavours, Fragrances and other Specialty

Chemicals), as well as several non-FMCG export businesses such as Thermometers and

Mushrooms.

HLL has been pepping up its rural distribution systems and has launched low unit price

variants of its popular brands to draw in new users in the rural areas.

Recommendations and Suggestions

Hindustan Lever Limited has established it roots successfully in the Indian market with HUL

products becoming a household preference in almost all the major cities. But with the increasing

number of competitors in the FMCG industry, HUL should gear up to compete with them. The

biggest rival in the market is Procter & Gamble that is threatening HUL’s strong hold by

introducing cost leadership strategies and price cuts. Whereas, at the local from numerous small

to medium sized firms are enjoying the benefit of local presence thorough TV ads and low cost

products.

For some time now HUL pursued the strategy of P&G but it could not reap similar benefits and

the strategy is now shrinking HUL’s profit margins. Moreover, with increased saturation in the

industry HUL is facing problems positioning its power brands as consumers buying pattern is

changing.

It is found out that the problems with the HUL are primarily related to the environment in which

the company is operating. The HUL management should scan and evaluate its internal and

external environment and then re-align its strategies accordingly. Here are some

recommendations for HUL after the analysis we have conducted above:

HUL should allocate its advertisement budgets more evenly among the major cities and

small towns to compete with the international as well as local competitors alike.

HUL should focus on market research and product development more. This is very

crucial activity if the company wants to see steady growth in future. Innovation is the key

to success here. HUL should seriously start developing improved products to cater the

emerging needs of the consumers.

HUL should not use price-cuts to compete with its key rivals like P&G, instead it should

promote its power brands as premium and value added products for the following

reasons:

Price competition among rival firms is stern and it is not possible for HUL to maintain its

profit margins without compromising on product quality.

Products of other firms are quite similar to what HUL is offering.

Buyers have low switching costs and thus low brand-loyalty.

There are few ways of differentiating a product from other than developing a new one.

Thus, we strongly recommend that HUL should adopt value leadership strategy to skim

profits. HUL should maintain its presence as an international brand differentiated by

superior quality products. This can be achieved through proper pricing, efficient

advertisement and promotion and innovation in product development and brand extension.

This will help achieve financial stability and generate cash flows that can be used to

support the weaker brands in local markets.

Major Challenge

• Inflation reducing profits.

• Competitions in core strategies.

• Consumer Behavior.

• Global Exposure.

• Help to improve nation’s nutrition.

• Give life an extra – Flavor.

Future Direction OF HUL

HUL plans to launch global margarine brand in India

Company plans to launch global margarine brand in India. The initiative is a part of companies

plan to strengthen their presence in food portfolio. The company will also launch other food item

after this big launch. Margarine is also 25%-30% cheaper than butter. The Company is currently

working on setting up distribution network across all its retailers as it will require different

facilities such as cold chain. The company will also have to facilitate its retailers with

appropriate cold storage machines and transportation facilities.

The company will have to fight with AMUL’s LITE which is present in the market for last

twenty years. AS the company’s CEO in a recent interview said that there has been a change in

the market with rise in income of people, more working women, younger population willing to

experiment, fight for time in urban India and increased global awareness towards health and

packaged food items. More organized distribution system and cold stores will help the company

to sell its product.

Company is also entering into Bakery products along with future group, where they will sell

bakery products in Big Bazar and name of both the companies will be there on the products. It

will be sold with the brand name Modern. The Company will make it of their own and will sell

through Big Bazar outlets only. In this they will get the wide selling networks of Big Bazar and

the product can also be kept safely in the store so the extra cost for HUL will down in

transportation.

Initially the project will be started in selected cities and then it will be expanded in many cities.

The Company also plans to enter into organized retails and want to increase its share in the total

revenue by 20% -25% which is currently 6-7%.

On 16-05-2011 company launched “India water body” which focuses on developing those

products which consume less water so that more water can be saved. As the company states that

by 2030 there will be a huge water scarcity in India. Company is focusing on those products

which will consume lesser water. Surf Excel quick wash was a move in this direction.

The Company is planning to enter high end of personnel care goods.as the demand has increased

with rise in income of the consumer and with more working women, the demand will increase in

the near future The Company plans to introduce complete range of personnel products with a

new brand name.

HUL may not have a smooth sailing as the dairy segment is already too crowded. “There are lot

of regional as well as national players operating in this segment. Some such as Amul (Anand

Milk Union Ltd), Nestle India Ltd and Britannia Industries Ltd are well penetrated. It will not be

easy to crack into this category,” said Sameer Deshmukh, an analyst with Mumbai-based

brokerage.

Even rivals such as Amul say the new product will have to compete with well-entrenched brands

to establish itself. “Our margarine brand Amul Lite has been present in the market for the past

20 years,” said Sodhi “It was launched around the same time when HUL brought Blue Band to

India. While Blue Band was withdrawn, we have stood the ground all this while and will

continue to do so.”

According to market research firm AC Nielsen, the butter and margarine market is currently

estimated at Rs688 crores.

HUL and Bharti Retail partner to promote consumer awareness on plastic

Recycling.

This programme launched jointly by Hindustan Unilever Limited and Bharti Retail is called

“Go Recycle.” It will run for three months in all the 31 easyday and easyday Market stores

across National Capital Region (NCR). This is a first-of-its kind initiative in India and is

targeted to help reduce packaging waste and also inform and educate consumers to practice

responsible consumption.

The “Go Recycle” programme will be promoted to consumers through in-store displays,

leaflets and mailers. The programme aims to drive consumer participation through a consumer

incentive scheme. Consumers who bring empty plastic bottles and pouches of any brands in

five FMCG categories (tea pouches, detergent powder pouches, shampoo & conditioner

bottles, tooth paste tubes and ketchup pouches & pet packs) will be awarded discount coupons

at the ‘easyday’ and ‘easyday Market’ stores in NCR. The coupons can be redeemed at these

stores to buy any products of the five leading Hindustan Unilever brands, namely Surf,

Kissan, Dove, Red Label and Closeup.

This initiative builds on the Unilever Sustainable Living Plan. Hindustan Unilever Limited is a

subsidiary of Unilever. The Sustainable Living Plan aims to help everyone enjoy a good

quality of life while respecting the planet. The Unilever Sustainable Living Plan decouples

business growth from environmental impact. It sets out over 50 social, economic and

environmental targets. The Unilever Sustainable Living Plan has set three big goals for

Unilever to achieve by 2020:

Help more than one billion people improve their health and well-being

Help the environmental impact of our products

Source 100% of our agricultural raw materials sustainably

NitinParanjpe, CEO, Hindustan Unilever Limited, said, “One of our key endeavors as part of

the Unilever Sustainable Living Plan is to motivate consumers to take the small achievable

actions that add up to a big difference and enable us all to live more sustainably. With over

700 million consumers across India using our products we believe that such small actions by

our consumers will result in a big difference to promote sustainable living. It will ensure that

while consumers have the opportunity to improve their quality of lives through use of our

products it will also reduce the environmental impact of this consumption.”