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Introduction to HUL
Hindustan Unilever Limited (HUL) is India's largest Fast Moving Consumer
Goods Company with a heritage of over 75 years in India and touches the lives oftwo out of three Indians.
HUL works to create a better future every day and helps people feel good, lookgood and get more out of life with brands and services that are good for them and
good for others.
With over 35 brands spanning 20 distinct categories such as soaps, detergents,
shampoos, skin care, toothpastes, deodorants, cosmetics, tea, coffee, packaged
foods, ice cream, and water purifiers, the Company is a part of the everyday life of
millions of consumers across India. Its portfolio includes leading household brands
such as Lux, Lifebuoy, Surf Excel, Rin, Wheel, Fair & Lovely, Ponds, Vaseline,
Lakm, Dove, Clinic Plus, Sunsilk, Pepsodent, Closeup, Axe, Brooke Bond, Bru,Knorr, Kissan, Kwality Walls and Pureit.
The Company has over 16,000 employees and has an annual turnover of around
Rs. 21,736 crores (financial year 2011 - 2012). HUL is a subsidiary of Unilever,
one of the worlds leading suppliers of fast moving consumer goods with stronglocal roots in more than 100 countries across the globe with annual sales of about
46.5 billion in 2011. Unilever has about 52% shareholding in HUL.
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Our purpose
At the heart of the corporate purpose, which guides us in our approach to doing
business, is the drive to serve consumers in a unique and effective way. This
purpose has been communicated to all employees worldwide.
Our vision
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.Sustainability is at the
heart of our business, and through our brands, we seek to inspire people to take
small everyday actions that can add up to a big difference for the world.
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 localconsumersa 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 willingnessto 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.
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LEADERSHIP OF HUL
HUL has produced many business leaders for corporate India, including Harish
Manwani, the non-executive chairman of HUL and currently the Chief Operating
Officer of Unilever. He is also a member of Unilever Leadership Executive team
(ULE), which comprises the companys top management and is responsible for
managing Unilevers profit and loss and delivering growth across its regions,categories and functions. Nitin Paranjpe has been the Managing Director and
Chief Executive Officer of the company since April 2008. He is also Executive
Vice President, South Asia, and Unilever and is also the executive head of the
South Asia cluster for Unilever.
HUL's leadership-building potential was recognized when it was ranked 4th in the
Hewitt Global Leadership Survey 2007 with only GE, P&G and Nokia ranking
ahead of HUL in the ability to produce leaders with such regularity. A study
conducted by Aon Hewitt, The RBL Group and Fortune in 2011, ranked the
company number six in the list of Top Companies for Leaders 2011 Study
Results. The company was awarded the CII- Prize for Leadership in HR
Excellence at the 2nd CII National HR Conclave 2011 held on October 2011.
http://en.wikipedia.org/wiki/Harish_Manwanihttp://en.wikipedia.org/wiki/Harish_Manwanihttp://en.wikipedia.org/wiki/Nitin_Paranjpehttp://en.wikipedia.org/wiki/Hewitt_Associateshttp://en.wikipedia.org/wiki/General_Electrichttp://en.wikipedia.org/wiki/Procter_%26_Gamblehttp://en.wikipedia.org/wiki/Nokiahttp://en.wikipedia.org/wiki/Confederation_of_Indian_Industryhttp://en.wikipedia.org/wiki/Confederation_of_Indian_Industryhttp://en.wikipedia.org/wiki/Nokiahttp://en.wikipedia.org/wiki/Procter_%26_Gamblehttp://en.wikipedia.org/wiki/General_Electrichttp://en.wikipedia.org/wiki/Hewitt_Associateshttp://en.wikipedia.org/wiki/Nitin_Paranjpehttp://en.wikipedia.org/wiki/Harish_Manwanihttp://en.wikipedia.org/wiki/Harish_Manwani7/29/2019 poject on hul
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PRINCIPLES
Our corporate purpose states that to succeed requires "the highest standards ofcorporate behaviour towards everyone we work with, the communities we touch,
and the environment on which we have an impact."
Always working with integrity
Conducting our operations with integrity and with respect for the many people,
organisations and environments our business touches has always been at the heart
of our corporate responsibility.
Positive impactWe aim to make a positive impact in many ways: through our brands, our
commercial operations and relationships, through voluntary contributions, and
through the various other ways in which we engage with society.
Continuous commitment
We're also committed to continuously improving the way we manage our
environmental impacts and are working towards our longer-term goal of
developing a sustainable business.
Setting out our aspirations
Our corporate purpose sets out our aspirations in running our business. It's
underpinned by our code of business Principles which describes the operational
standards that everyone at Unilever follows, wherever they are in the world. The
code also supports our approach to governance and corporate responsibility.
Working with others
We want to work with suppliers who have values similar to our own and work to
the same standards we do. Our Business partner code, aligned to our own Code ofbusiness principles, comprises ten principles covering business integrity and
responsibilities relating to employees, consumers and the environment.
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BUSINESS PARTNER CODE
It is Unilevers policy to formally request that all our suppliers respect theprinciples of our Supplier Code and adopt practices that are consistent with it.
The Code
Unilevers Supplier Code states that:
There shall be compliance with all applicable laws and regulations of thecountry where operations are undertaken.
There shall be respect for human rights, and no employee shall sufferharassment, physical or mental punishment, or other form of abuse.
Wages and working hours will, as a minimum, comply with all applicablewage and hour laws, and rules and regulations, including minimum wage,
overtime and maximum hours in the country concerned.
There shall be no use of forced or compulsory labour, and employees shallbe free to leave employment after reasonable notice.
There shall be no use of child labour, and specifically there will becompliance with relevant International Labour Organization(ILO) standards.
There shall be respect for the right of employees to freedom of associationand recognition of employees rights to collective bargaining, whereallowable by law.
Safe and healthy working conditions will be provided for all employees. Operations will be carried out with care for the environment and will include
compliance with all relevant legislation in the country concerned.
All products and services will be delivered to meet the quality and safetycriteria specified in relevant contract elements, and will be safe for theirintended use.
Business will be conducted with integrity. There will be no payments, services,
gifts, entertainment or other advantages offered or given to any Unilever employee
or third party which are intended to influence the way in which the Unilever
employee or third party goes about his or her duties. Similarly Unilever will not
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offer or give such payments, services, gifts, entertainment or other advantages to
any supplier which are intended to influence the way in which the supplier goes
about his or her duties. There will be no actual or attempted money laundering.
Unilever's direct suppliers will take responsibility to require adherence to theprincipals of this Supplier Code from their direct suppliers and exercise
diligence in verifying that these principles are being adhered to in their
supply chains.
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COMPANY PROFILE AND STRUCTURE
Date of Establishment 1933
Revenue 4275.18 ( USD in Millions )
Market Cap 591452.8929621 ( Rs. in Millions )
Corporate Address Hindustan Lever House,165/166 Back bay
Reclamation, Mumbai-400020, Maharashtra
www.hll.com
Management Details Chairperson - Harish ManwaniMD - Nitin Paranjpe
Directors - A Narayan, Ashok K Gupta, C K
Prahalad, D Sundaram, Dhaval Buch, Douglas
Baillie, Gopal Vittal, Harish Manwani, Nitin
Paranjpe, Pradeep Banerjee, R A Mashelkar, S
Ramadorai
Business Operation Household & Personal Products
Background Hindustan Unilever (HUL) is the largest fast
moving consumer goods (FMCG) company, a
leader in home & personal care products and
foods & beverages. HUL's brands are spread
across 20 distinct consumer categories, touching
lives of every 2 out of 3 Indian.
It has employee strength over 15000 & 1200
managers. It has created widespread network
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through its 2000 suppliers & associaties.
Board of Directors
Chairman
Harish manwani - Chairman
Mr. Harish Manwani (58) assumed charge as the Non-Executive Chairman of the
Company with effect from 1st July, 2005.
Executive directors
Mr. Nitin Paranjpe - CEO and Managing Director
Mr. Nitin Paranjpe (49) joined the Company as a Management Trainee in 1987.
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Mr. R. Sridhar - Chief Financial Officer
Mr. Sridhar Ramamurthy (47) is a Chartered Accountant (Gold Medalist) as well
as a Cost Accountant and Company Secretary.
Mr. Pradeep Banerjee - Executive Director, Supply Chain
Mr. Pradeep Banerjee (53) joined the Company as a Management Trainee in
1980.
http://www.hul.co.in/aboutus/companystructure/executivedirectors/RSridhar.aspxhttp://www.hul.co.in/aboutus/companystructure/executivedirectors/PradeepBanerjee.aspxhttp://www.hul.co.in/aboutus/companystructure/executivedirectors/PradeepBanerjee.aspxhttp://www.hul.co.in/aboutus/companystructure/executivedirectors/RSridhar.aspxhttp://www.hul.co.in/aboutus/companystructure/executivedirectors/PradeepBanerjee.aspxhttp://www.hul.co.in/aboutus/companystructure/executivedirectors/RSridhar.aspxhttp://www.hul.co.in/aboutus/companystructure/executivedirectors/PradeepBanerjee.aspxhttp://www.hul.co.in/aboutus/companystructure/executivedirectors/RSridhar.aspx7/29/2019 poject on hul
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Non executive directors
Mr. A. Narayan - Independent Director
Mr. Aditya Narayan joined the Board of the Company as an Independent Director
in 2001. He is the Chairman of the Audit Committee and a member of the
Remuneration and Compensation Committee of the Company.
Mr. . Ramadorai-independent director
Mr. Ramadorai joined the Board of the Company as an Independent Director in
May 2002. He is a member of the Audit Committee and the Chairman of the
Remuneration and Compensation Committee of the Company.
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DR. r. a. mashelkar - independent director
Dr. Mashelkar joined the Board of the Company as an Independent Director in
April 2008. He is a member of the Audit Committee and Remuneration and
Compensation Committee of the Company.
Mr. O. P. Bhatt - Independent Director
Mr. Bhatt was appointed as an Independent Director on the Board of the Company
in December, 2011. He is the Chairman of the Shareholders / Investors GrievanceCommittee of the Company. He is also a member of the Audit Committee and
Remuneration and Compensation Committee of the Company.
http://www.hul.co.in/aboutus/companystructure/nonexecutivedirectors/RAMashelkar.aspxhttp://www.hul.co.in/aboutus/companystructure/nonexecutivedirectors/OPBhatt.aspxhttp://www.hul.co.in/aboutus/companystructure/nonexecutivedirectors/OPBhatt.aspxhttp://www.hul.co.in/aboutus/companystructure/nonexecutivedirectors/OPBhatt.aspxhttp://www.hul.co.in/aboutus/companystructure/nonexecutivedirectors/OPBhatt.aspxhttp://www.hul.co.in/aboutus/companystructure/nonexecutivedirectors/RAMashelkar.aspxhttp://www.hul.co.in/aboutus/companystructure/nonexecutivedirectors/RAMashelkar.aspx7/29/2019 poject on hul
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VISSION AND MISSION OF HUL
VISION OF HUL
The companys vision is sustainable, profitable growth, creating long
term value for companys shareholders, their people their business
partner
MISSION OF HUL
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. Right from morning cup of tea
to the brushing routine at bed time, the company &its brands
contribute in their own little ways to making the lives of people easy,meaning, and happy. The mission of hul inspires over 15000employees
with 35 power brands
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HISTORY OF HUL
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 about360,675 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.
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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) Limitedwas incorporated.
Ponds (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 liberalization of the Indian economy, started in 1991, clearly marked an
inflexion in HUL's and the Group's growth curve. Removal of the regulatory
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framework allowed the company to explore every single product and opportunitysegment, without any constraints on production capacity.
Simultaneously, deregulation permitted alliances, acquisitions and mergers. In one
of the most visible and talked about events of India's corporate history, the
erstwhile Tata Oil Mills Company (TOMCO) merged with HUL, effective from
April 1, 1993. In 1996, HUL and yet another Tata company, Lakme Limited,
formed a 50:50 joint venture, Lakme Unilever Limited, to market Lames 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 Corporationin 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.
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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 Ice cream
business from Cadbury India.
As a measure of backward integration, Tea Estates and Doom Dooma, two
plantation companies of Unilever, were merged with Brooke Bond. Then in 1994,
Brooke Bond India and Lipton India merged to form Brooke Bond Lipton India
Limited (BBLIL), enabling greater focus and ensuring synergy in the traditional
Beverages business. 1994 witnessed BBLIL launching the Wall's range of Frozen
Desserts. By the end of the year, the company entered into a strategic alliance with
the Kwality Ice cream Group families and in 1995 the Milk food 100% Ice-cream
marketing and distribution rights too were acquired.
HUL launched a slew of new business initiatives in the early part of 2000s.Project Shakti was started in 2001. It is a rural initiative that targets small villages
populated by less than 5000 individuals. It is a unique win-win initiative that
catalyses rural affluence even as it benefits business. Currently, there are over
45,000 Shakti entrepreneurs covering over 100,000 villages across 15 states andreaching to over 3 million homes.
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In 2002, HUL made its foray into Ayurvedic health & beauty centre category with
the Ayush product range and Ayush Therapy Centers. Hindustan Unilever
Network, Direct to home business was launched in 2003 and this was followed by
the launch of Pure it water purifier in 2004.
In 2007, the Company name was formally changed to Hindustan Unilever Limited
after receiving the approval of share holders during the 74th AGM on 18 May
2007. Brooke Bond and Surf Excel breached the Rs 1,000 crore sales mark thesame year followed by Wheel which crossed the Rs.2, 000 crore sales milestone in2008.
On 17th October 2008, HUL completed 75 years of corporate existence in India.
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he
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MISSI
ON
STAT
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EME
NT
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AddVitality toLife
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Meeteverydayneeds for
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nutrition,hygieneandpersonal
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carewithbrandsthat helppeople
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feelgood,lookgood and
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getmoreout of life
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Totalcommitment toexception
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alstandardsofperforma
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nceandproductivity
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