Hindustan Unilever Limited (Final Copy

8/2/2019 Hindustan Unilever Limited (Final Copy

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Hindustan Unilever Ltd LalaLajpatrai College Of Commerce.

HINDUSTAN UNILEVERLIMITED

Type Public

Founded 1933

Headquarters Mumbai, India

Key people Harish Manwani

Chairman

Douglas Baillie,

CEO

Industry Fast moving

consumer goods

Products Home and personal

care, food and

Beverages.

Employees 15,000

Parent Anglo-Dutch Co.

Unilever

Presented To Professor: Parul Vedak


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TO

Why Was Name Changed?

Provides Optimum balance between maintaining theheritage of the company and the future benefits withthe corporate name of Unilever. (February 20, 2007).

Will be source of considerable strength and synergies

to harness Unilevers global scale and size for thebenefit of the Indian business both in domestic andexport markets.

It would also assist in attracting and retaining talentboth locally and internationally



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About The Company:Hindustan Unilever Limited (abbreviated to HUL) (BSE: HUL) formerlyHindustan Lever Limited is Indias largest consumer products company and has anannual turnover of over Rs 13,000 crores (calendar year 2007). It was formed in1933 as Lever Brothers India Limited and came into being in 1956 as HindustanLever Limited through a merger of Lever Brothers, Hindustan Vanaspati Mfg. Co.Ltd. and United Traders Ltd.. It is headquartered in Mumbai, India and has anemployee strength of over 15,000 employees and contributes for indirectemployment of over 52,000 people. The company was renamed in late June 2007to Hindustan Unilever Limited.

In 2007, Hindustan Unilever was rated as the most respected company in India forthe past 25 years by Business World, one of Indias leading business magazines.The rating was based on a compilation of the magazines annual survey of IndiasMost Reputed Companies over the past 25 years. HUL is the market leader inIndian consumer products with presence in over 20 consumer categories such asSoaps, Tea, Detergents and Shampoos amongst others with over 700 million Indianconsumers using its products. It has over 35 brands. Sixteen of HULs brandsfeatured in the AC Nielsen-Brand Equity list of 100 Most Trusted Brands AnnualSurvey (2008). According to Brand Equity, HUL has the largest number of brandsin the Most Trusted Brands List. Its a company that has consistently had the

largest number of brands in the Top 50 and in the Top 10 (with 4 brands).

Hindustan Unilever distribution covers over 1 million retails outlets across Indiadirectly and its products are available in over 6.3 million outlets in India, i.e. nearly80% of the retail outlets in India. It has 39 factories in the country. Two out ofthree Indians use the companys products and HUL products have the largestconsumer reach being available in over 80 per cent of consumer homes acrossIndia.

The Anglo-Dutch company Unileverowns a majority stake (52%) in HindustanUnilever Limited. HUL was one of the eight Indian companies to be featured on

the Forbes list of Worlds Most Reputed companies in 2007.

History - Chronology

http://en.wikipedia.org/wiki/BSEhttp://en.wikipedia.org/wiki/Mumbaihttp://en.wikipedia.org/wiki/Indiahttp://en.wikipedia.org/wiki/Anglohttp://en.wikipedia.org/wiki/The_Netherlandshttp://en.wikipedia.org/wiki/Unileverhttp://en.wikipedia.org/wiki/Mumbaihttp://en.wikipedia.org/wiki/Indiahttp://en.wikipedia.org/wiki/Anglohttp://en.wikipedia.org/wiki/The_Netherlandshttp://en.wikipedia.org/wiki/Unileverhttp://en.wikipedia.org/wiki/BSE


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In the summer of 1888, visitors to the Kolkata harbour noticed crates full ofSunlight soap bars, embossed with the words "Made in England by LeverBrothers". With it, began an era of marketing branded Fast Moving ConsumerGoods (FMCG).

Soon after followed Lifebuoy in 1895 and other famous brands like Pears, Lux andVim. Vanaspati was launched in 1918 and the famous Dalda brand came to themarket in 1937.

In 1931, Unilever set up its first Indian subsidiary, Hindustan VanaspatiManufacturing Company, followed by Lever Brothers India Limited (1933) andUnited 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 firstamong the foreign subsidiaries to do so. Unilever now holds 52.10% equity in thecompany. The rest of the shareholding is distributed among about 360,675individual shareholders and financial institutions.

The erstwhile Brooke Bond's presence in India dates back to 1900. By 1903, thecompany 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 throughan international acquisition. The erstwhile Lipton's links with India were forged in1898. Unilever acquired Lipton in 1972, and in 1977 Lipton Tea (India) Limitedwas incorporated.

Pond's (India) Limited had been present in India since 1947. It joined the Unileverfold 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 judiciousdiversification, always in line with Indian opinions and aspirations.

The liberalisation of the Indian economy, started in 1991, clearly marked aninflexion in HUL's and the Group's growth curve. Removal of the regulatoryframework allowed the company to explore every single product and opportunitysegment, without any constraints on production capacity.

Simultaneously, deregulation permitted alliances, acquisitions and mergers. In oneof the most visible and talked about events of India's corporate history, theerstwhile 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 Corporationin 1994, Kimberly-Clark Lever Ltd, which markets Huggies Diapers and Kotex



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Sanitary Pads. HUL has also set up a subsidiary in Nepal, Unilever Nepal Limited(UNL), and its factory represents the largest manufacturing investment in theHimalayan kingdom. The UNL factory manufactures HUL's products like Soaps,Detergents and Personal Products both for the domestic market and exports toIndia.

The 1990s also witnessed a string of crucial mergers, acquisitions and alliances onthe Foods and Beverages front. In 1992, the erstwhile Brooke Bond acquiredKothari General Foods, with significant interests in Instant Coffee. In 1993, itacquired 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, twoplantation companies of Unilever, were merged with Brooke Bond. Then in July1993, Brooke Bond India and Lipton India merged to form Brooke Bond LiptonIndia Limited (BBLIL), enabling greater focus and ensuring synergy in the

traditional Beverages business. 1994 witnessed BBLIL launching the Wall's rangeof Frozen Desserts. By the end of the year, the company entered into a strategicalliance with the Kwality Ice-cream Group families and in 1995 the Milk food100% Ice-cream marketing and distribution rights too were acquired.

Finally, BBLIL merged with HUL, with effect from January 1, 1996. The internalrestructuring culminated in the merger of Pond's (India) Limited (PIL) with HULin 1998. The two companies had significant overlaps in Personal Products,Specialty Chemicals and Exports businesses, besides a common distributionsystem 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 tofund investments required for aggressively building new categories.

In January 2000, in a historic step, the government decided to award 74 per centequity in Modern Foods to HUL, thereby beginning the divestment of governmentequity in public sector undertakings (PSU) to private sector partners. HUL's entryinto Bread is a strategic extension of the company's wheat business. In 2002, HULacquired the government's remaining stake in Modern Foods.

In 2003, HUL acquired the Cooked Shrimp and Pasteurised Crabmeat business ofthe Amalgam Group of Companies, a leader in value added Marine Productsexports.



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Management Committee.The day-to-day management of affairs of the Company is vested with the Management

Committee which is subjected to the overall superintendence and control of the Board. TheManagement Committee is headed by Mr. Nitin Paranjpe and has functional heads as its

members representing various functions of the Company

Mr. Nitin Paranjpe Chief Executive Officerand Managing Director

Mr. R. Sridhar Chief Financial Officer

Mr. Shreejit Mishra Executive DirectorFoods

Mr. Gopal Vittal Executive DirectorHome & Personal Care



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Mr. Hemant Bakshi Executive DirectorSales and CustomerDevelopment

Mr. Dhaval Buch Executive DirectorSupply Chain

Mr. Ashok Gupta Executive DirectorLegal

Ms Leena Nair Executive DirectorHR.

MISSION



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TO ADD VITALITY TOLIFE.

HELP PEOPLE FEELGOOD, LOOK GOOD ANDGET MORE OUT OF LIFE.

SWOT Analysis.

Strengths

1. Strong and well differentiated brands with leading share positions2. Distinctly placed products providing reach to every segment of society.3. Consumer understanding and systems for building consumer insight4. Integrated supply chain and well spread manufacturing units5. Distribution structure with wide reach, high quality coverage Thelaunch of project Shakti has helped HUL to create brand awareness and

extensive reach in rural India.6. Access to Unilever global technology, capability and sharing of bestpractices from other Unilever companies.7. Well placed to take advantage of growth in rural India and lower strataof the society through Shakti.8. It could look at introducing products from its parent company likemargarine in order to cater to changing consumer tastes and



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opportunities in food sector.9. It can be a leader in exports by positioning itself as a sourcing hub forUnilever companies in various countries.

Weaknesses

1. Price positioning in some categories allows for low price competitionlike Amul captured Kwalitys market.2. Limited success in changing eating habits of people.3. Competitors focusing on a particular product and eating up HULsshare, like Nirma focusing on soaps and detergents.

Opportunities1. Growing consumer base due to increasing income levels and new

consumers from lower strata of the society2. Untapped market in branded Ayurvedic medicines and other suchconsumer products.3. Opportunity in Food sector: changing consumer tastes4. Expansion of horizons towards more and more countries

Threats

1. Unfavourable raw material prices due to inflation, reducingprofitability.2. Heavy onslaught of competition in the core categories from emergingplayers like ITC will result in higher advertising expenditure3. Spurious/counterfeit products in rural areas and small towns.4. Reduction in real income of consumers due to high inflation.



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Business Done By The Company

Soaps and Detergents : This segment includes Laundry and PersonalWash products like soaps, detergent bars, detergent powders, detergent

liquids etc.

Personal Care Products: This business which comprises mainly skin

care, hair care and oral care is the most profitable segment for HUL. It is

highest contributor to HULs revenue. Ponds and Dove range

contributed to the profitability of the segment.

Beverages : HUL's beverages business is operated through the Brooke

Bondand Lipton brands for packet tea and Brubrand for coffee. Withthe aggressive relaunch of Brooke Bond, Taj Mahal and Taaza, the

company has been able to arrest the decline in its market share.

Foods : In spite of having one of the best distribution networks (coverage

of 6.3 mn outlets) in the country, the food business has never

constituted a big part of revenues.Thats why this is the current focus



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area for the company.Presence in the foods category is mainly through

soup mix, Chinese meal maker, jams, ketchups and salts. HUL is clearly

keeping a low profile in the staples category, which is low margin

business. Foods margin dipped partly due to launch related costs for

Amaze brain foods (launched in two southern states during the JanuaryMarch 2008 quarter).

Ice Cream: This segment includes include Ice Creams and Frozen

Desserts. Kwality Wall's, launched in 1995, is the company's master

brand for ice cream.

Contracts Entered

Amalgamation of new businesses -- Brooke Bond Lipton India in 1996-

97; Pond's India in 1998; and a smaller subsidiary, Industrial Perfumes,

in 1999 .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, HUL formed a 50:50 joint venture with the US-

based Kimberly Clark Corporation in 1994.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. 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 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 PublicSector 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 Pasteurized



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Crabmeat business of the Amalgam Group of Companies, a leader in

value added Marine Products exports.

Current Way Of Functioning:Hindustan Unilever Limited (HUL) is India's largest Fast Moving ConsumerGoods company, touching the lives of two out of three Indians with over 20distinct categories in Home & Personal Care Products and Foods & Beverages.They endow the company with a scale of combined volumes of about 4 milliontonnes and sales of nearly Rs.13718 crores.

HUL is also one of the country's largest exporters; it has been recognised as aGolden Super Star Trading House by the Government of India.

The mission that inspires HUL's over 15,000 employees, including over 1,300managers, 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 andget 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 distributedamong 360,675 individual shareholders and financial institutions.

HUL's brands - like Lifebuoy, Lux, Surf Excel, Rin, Wheel, Fair & Lovely, Pond's,

Sunsilk, Clinic Plus, Pepsodent, Close-up, Lakme, Brooke Bond, Kissan, Knorr-Annapurna, Kwality Wall's are household names across the country and spanmany categories - soaps, detergents, personal products, tea, coffee, branded staples,ice cream and culinary products. They are manufactured over 40 factories acrossIndia. The operations involve over 2,000 suppliers and associates. HUL'sdistribution network, comprising about 4,000 redistribution stockists, covering 6.3

http://en.wikipedia.org/wiki/Lifebuoyhttp://en.wikipedia.org/wiki/Luxhttp://en.wikipedia.org/wiki/Surf_Excelhttp://en.wikipedia.org/wiki/Rinhttp://en.wikipedia.org/wiki/Wheelhttp://en.wikipedia.org/wiki/Sunsilkhttp://en.wikipedia.org/wiki/Pepsodenthttp://en.wikipedia.org/wiki/Close-uphttp://en.wikipedia.org/wiki/Lakmehttp://en.wikipedia.org/wiki/Brooke_Bondhttp://en.wikipedia.org/wiki/Knorrhttp://en.wikipedia.org/wiki/Annapurnahttp://en.wikipedia.org/wiki/Kwality_Wall'shttp://en.wikipedia.org/wiki/Lifebuoyhttp://en.wikipedia.org/wiki/Luxhttp://en.wikipedia.org/wiki/Surf_Excelhttp://en.wikipedia.org/wiki/Rinhttp://en.wikipedia.org/wiki/Wheelhttp://en.wikipedia.org/wiki/Sunsilkhttp://en.wikipedia.org/wiki/Pepsodenthttp://en.wikipedia.org/wiki/Close-uphttp://en.wikipedia.org/wiki/Lakmehttp://en.wikipedia.org/wiki/Brooke_Bondhttp://en.wikipedia.org/wiki/Knorrhttp://en.wikipedia.org/wiki/Annapurnahttp://en.wikipedia.org/wiki/Kwality_Wall's


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million retail outlets reaching the entire urban population, and about 250 millionrural consumers.

HUL has traditionally been a company, which incorporates latest technology in allits operations. The Hindustan Unilever Research Centre (HURC) was set up in

1958, and now has facilities in Mumbai and Bangalore. HURC and the GlobalTechnology Centres in India have over 200 highly qualified scientists andtechnologists, 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 thecommunity. HUL is focusing on health & hygiene education, womenempowerment, and water management. It is also involved in education andrehabilitation of special or underprivileged children, care for the destitute and HIV-

positive, and rural development. HUL has also responded in case of nationalcalamities / adversities and contributes through various welfare measures, mostrecent 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. ThroughShakti, HUL is creating micro-enterprise opportunities for rural women, therebyimproving their livelihood and the standard of living in rural communities. Shaktialso 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 womenentrepreneurs in its fold, reaching out to 135,000 villages and directly reaching to150 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 600million people.

HUL is also running a rural health programme Lifebuoy Swasthya Chetana. Theprogramme endeavours to induce adoption of hygienic practices among ruralIndians and aims to bring down the incidence of diarrhoea. It has already touched84.6 million people in approximately 43890 villages of 8 states. The vision is tomake a billion Indians feel safe and secure.

If Hindustan Unilever straddles the Indian corporate world, it is because of beingsingle-minded in identifying itself with Indian aspirations and needs in every walkof life.

For the quarter ending June 2007, HUL has posted a growth of 13%(8%,2006) in net sales to reach Rs. 34.31 billion. The profits have been even

better off, with PAT growing at 24.4% to reach 4.72 billion.

The company is on a cost cutting spree, with reduced expenditure onadvertisement by 2.7%( over 900 million).

FMCG BSE Index is above 2600 points.



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Share Khan has given BUY recommendation for HUl with CMP of 204.7having Target price of 290.

Competition

The Indian FMCG sector is the fourth largest sector in the economy with a total

market size of US$18 billion as of 2007.As the name suggests FMCG products are

frequently used and bought by the customers so there are large number of playerssupplying same products. HUL is the only company in Indian consumer goods

market that has products in more segments than any other company of the same

sector.HUL is the largest FMCG company in terms of revenues.

Procter and Gamble (P&G) India : HUL faces a fierce competition from P&G

India in its key segments i.e. Detergents and Personal Care. It operates in India

thorugh three subsidiaries: Procter and Gamble Home Products (100% subsidiary

of the company), Procter and Gamble Hygiene and Health care Ltd. (PGHH) and

Gillette India Ltd. It has in its portfolio some of P&G's Billion dollar brands suchas Vicks & Whisperin health care andArieland Tide in detergents segments.

Godrej Consumer Products Ltd. (GCPL) : It has two segments: Soap (64% of

revenues) and Personal Care.GCPL is second largest soap player in India after

HUL with a market share of 9.2%. Personal Care includes hair care products,

shaving cream and other toiletries.On December 11, 2008, it acquired 100% stake

in SCA Hygiene Products which owns the Snuggy brand of baby diapers.

Dabur India Limited - Dabur India Limited is an India-based fast moving

consumer goods company which deals in healthcare, personal care and foodproducts.In November 2008, Dabur India Limited announced the acquisition of

72.15% of Fem Care Pharma Ltd which is primarily engaged in the business of

export of personal care products.



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Colgate-Palmolive (India) Limited : It manufactures a range of products

marketed under the Colgate which includes oral care products and Palmolive (skin

care and hair care products) brand names.

Marico Limited :Marico has a portfolio on high margin "Beauty and Wellness"

platform which includes hair oils, soaps, edible oils, skin care etc.

Legal Hassels

Mercury rises in the Nilgiris:

If you are planning a summer vacation at Kodaikanal, the Princess of Hillsnestled in the Nilgiris, you should know that the Department of Atomic

Energy (DAE) has found that the mercury level here is 1.32 mg per cubicmetre, about 2,640 times higher than the normal level of 0.5-10 nanogramper cubic metre.

For nearly two decades, the Hindustan Lever Limiteds (HLL) thermometerfactory has been dumping mercury wastes down the hillside into thePambar Shola forests. Mercury vapours escaping from the obsolete factoryhas had adverse effects on the lives of its more than 1,000 workers. Theextent of contamination can be gauged from the fact that DAE discoveredtraces of the deadly metal on lichen samples from inside the forests, the

regions precious water source. Slowly the years of rampant chemicalpollution are taking a toll on the employees. Already 17 workers (averageage 32) have died of mercury poisoning.

Many families living around the factory are grappling with serious healthproblems as a result of poisoning. Women have been affected the mostbecause they would be at home and would continually be subjected tomercury vapours being forcefully blown out by the fans in the factoryworkplace. Kodaikanal has an alarmingly high number of renal diseases. Ilost both my kidneys because of mercury poisoning and had to replace it atthe Madurai Kidney Centre, says Shanti Jaya Mary, 28. Her husband,

John Kennedy, who worked in the factory for 18 years, is suffering from ahost of ailments. Two of their three daughters have a severe thyroidproblem while the other has growth deficiency.

My familys health has already cost us Rs 9 lakh. We are in debt and theonly earning member is my mother-in-law. HLL should give uscompensation, she says.Peter J. Sundarajan who used to work in the air-passing unit of the factory,



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where mercury vapours are present in high quantities, says his rib boneshave become brittle. His gums bleed and he suffers from giddiness. Theseare again symptoms of mercury poisoning. Yanasundari used to work in thefactory and says that mercury vapours would settle down on the clothes ofworkers. She has twice delivered stillborn babies.

Wherever Devraj Edward, 62, goes he carries a framed photograph of hisson. Wilburt Brito was 23 when he died of kidney failure. He was a daily-wage worker at the factory, earning Rs 25 a day.

He first complained of recurrent headaches. Then there was blood in hisurine and he would feel nauseous. After Dr. Balaji at the governmenthospital diagnosed his illness we used to regularly take him to MaduraiKidney Hospital for dialysis. But the cost of a kidney transplant isapproximately Rs 6 lakh and I did not have that kind of money. HLL killedmy son and we will drag the company to court, says Edward.

The 1,000-plus workers of HLLs thermometer factory have formed thePonds Hindustan Lever Limited Ex-Mercury Employees WelfareAssociation and are preparing for a legal battle to press for compensation,rehabilitation and remediation of the mercury-poisoned environment.

We are preparing and planning to file a Rs 1,000-crore lawsuit againstHLL, says S. Raja Mohamed, general secretary of the association. Weare also calling on the Indian government to prosecute HLL for the murderof at least 17 workers, says Navroz Mody, former toxics campaigner ofGreenpeace India.

Mody and the activists of the Palani Hills Conservation Council came toknow of the pollution by HLL when they discovered mercury wastes in ascrap yard in the busy Moonjigal market. The mercury scrap was weighedand found to be approximately 7.4 tonnes.

Soon the people of Kodaikanal mounted protests. Their efforts bore fruit inMarch 2001, when the company was forced to close down the thermometerfactory. We are fighting for our survival and we will fight to the last, saysK. Gopalakrishnan of the workers welfare association.

The workers association had planned to approach the court for

compensation before HLLs annual general meeting scheduled to be heldon June 24. We have made a comprehensive database of 500-plusworkers, including 105 women, and their severe health problems as one ofthe preparatory steps towards filing of the case, says Mohamed. But at theHazardous Waste Monitoring Committee (HWMC) meeting held at theTamil Nadu Pollution Control Boards (TNPCB) office on May 3, it wasdecided that TNPCB should recommend Indian Toxic Research Centre,



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Lucknow, to do a comprehensive epidemiological health survey of allaffected workers and the local community.

You can be sure that when we file our case it will be the strongestchallenge ever mounted against a multinational company for failing to

maintain the same safety and disclosure standards that they are required toin their home countries, says Gopalakrishnan.

HLL, the subsidiary of Unilever, manufactures 35 power brands in Indialike Surf Excel, Pepsodent, Lux and Brooke Bond Red Label. In 1984, theyear Bhopal gas disaster took place, a second-hand mercury factory ownedby Cheseborough Ponds was relocated from Watertown, New York, to asite in Kodaikanal at an altitude of 2,000 metres. In 1997, HLL acquiredPonds India Ltd and the ownership of the factory changed hands.

Between 1984 and 2001, long after the plants safe life period had expired,

165 million thermometers were manufactured for export to countries aroundthe world. But HLL never informed the community or workers about thedangers of exposure to mercury. From HLLs own records it is clear that bythe time the factory closed down, approximately 20-30 tonnes of mercurywere lost during manufacturing processes. This was in addition to themercury vapours released by the plant while in operation.

HLL claims much of the mercury waste recovered from the scrap yard (289tonnes) has been shipped back to the US. But the fact remains thathundreds have been affected by mercury poisoning. John George, factorymanager at Kodaikanal, says that HLLs position is clearly stated on

Unilevers website. What can one make of a position that started with thisline: Our thermometer unit at Kodaikanal does not send any wastemercury or mercury contaminated waste outside the factory and ended upadmitting that the company had indeed shipped at a very conservativeestimate 98 tonnes of mercury-contaminated glass to unsuspectingrecycling agents all over south India.

HLL professes its commitment to exhibit highest standards of corporatebehaviour and follow best practicable means for minimising adverseenvironmental impact arising out of its operations. Incidentally, Senthil

Kumar, one of the three labourers contracted by HLLs thermometer factoryto remove mercury waste from the factory died seven months ago.

Skin lightening creams:

Hindustan Unilever was forced to withdraw television advertisements for itswomen's skin-lightening cream, Fair and Lovely, in 2007. Advertisements depicted

http://en.wikipedia.org/wiki/Skin-lighteninghttp://en.wikipedia.org/wiki/Fair_and_Lovelyhttp://en.wikipedia.org/wiki/Skin-lighteninghttp://en.wikipedia.org/wiki/Fair_and_Lovely


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depressed, dark-complexioned women, who had been ignored by employers andmen, suddenly finding new boyfriends and glamorous careers after the cream hadlightened their skin. In 2008 Hindustan Unilever made former Miss WorldPriyanka Chopra a brand ambassador forPond's, and she then appeared in a mini-series of television commercials for another skin lightening product, White Beauty,alongside Saif Ali Khan andNeha Dhupia; these advertisements were widelycriticised for perpetuating racism.

Edge Over CompetitorsUnilever, in its worldwide operations, strives to be a multilocal 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 employmentStimulating industrialization and dispersing it benefitsAdding value to agricultureSustaining export performance

http://en.wikipedia.org/wiki/Priyanka_Choprahttp://en.wikipedia.org/wiki/Pond'shttp://en.wikipedia.org/wiki/Saif_Ali_Khanhttp://en.wikipedia.org/wiki/Neha_Dhupiahttp://en.wikipedia.org/wiki/Priyanka_Choprahttp://en.wikipedia.org/wiki/Pond'shttp://en.wikipedia.org/wiki/Saif_Ali_Khanhttp://en.wikipedia.org/wiki/Neha_Dhupia


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Achievements Hindustan Unilever Limited (HUL) was conferred the

Commendation Certification for Significant Achievement in HRExcellence by the Confederation of Indian Industry (CII). Mumbai,

October 22, 2007:

Hindustan Unilever Limited (HUL) was in September 2007 ratedamong the top four companies globally in a global study of GlobalTop Companies for Leaders by Hewitt Associates in partnership

with Fortune magazine and the RBL Group

HLL has been declared a Mini Ratna by the Government of India.

Upgraded in 2006 as a Schedule B Company by the Departmentof Public Enterprises



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HINDUSTAN Lever Ltd (HLL) has bagged 20 India Star awardsand three Asia Star awards for innovation in packaging concepts

and systems.

Future Plans HLL has drawn up a comprehensive plan to expand its portfolio in

the area ofHealth Care and Contraceptives.

Chemicals business (encompassing Flavours, Fragrances andother 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 haslaunched low unit price variants of its popular brands to draw in

new users in the rural areas.



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Conclusion

With its long and luminous history HUL is Indias

true pride. It is a company which the customers inrural as well as urban India relate to. This explains

the deep penetration of HUL in Indian market.

Past few years trends may be disturbing but there

has been multi facets to the decrease in profits. It

would be innocent thought to rule out a behemoth

of the ranks of HUL.The future for HUL is demanding newer and high

level innovations so as to cope up with increasing

competition. However HUL is well equipped with all

what is needed of this Indian Giant.



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ACKNOWLEDGEMENT

We would like to thank

Prof. Parul Vedak for givingus interesting topic to work

on and for your cooperation

and guidance



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GROUP

MEMBERSName

Roll No

Preeti Chhatwal

119 Laxmi

Choudhary 121

Rachana Dantala

124 Riyaz Sayed

159 Deepak Rathod

250



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BIBLIOGRAPHY

www.wikipedia.org

www.google.com

www.icmrindia.com

www.hul.co.in

www.wikiinvest.org
http://www.wikipedia.org/http://www.google.com/http://www.icmrindia.com/http://www.hul.co.in/http://www.wikiinvest.org/http://www.wikipedia.org/http://www.google.com/http://www.icmrindia.com/http://www.hul.co.in/http://www.wikiinvest.org/

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Hindustan Unilever Limited (Final Copy

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