Introduction to HULWith nine out of ten Indian households using our products, we believe we have the ability to make a difference through our brands and bring about a social change.
Brands around the world
We make some of the best-loved brands in the world like Bru, Dove, Kwality Walls, Pureit and Surf Excel to name just a few. We're one of the biggest FMCG company in the world
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Hindustan Unilever Limited (HUL) is India's largest Fast Moving Consumer Goods Company with a heritage of over 80 years in India and touches the lives of two out of three Indians.
HUL works to create a better future every day and helps people feel good, look good 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, Pond’s, Vaseline, Lakmé, Dove, Clinic Plus, Sunsilk, Pepsodent, Closeup, Axe, Brooke Bond, Bru, Knorr, Kissan, Kwality Wall’s and Pureit.
The Company has over 16,000 employees and has an annual turnover of INR 30,170 crores (financial year 2014 – 15). HUL is a subsidiary of Unilever, one of the world’s leading suppliers of fast moving consumer goods with strong local roots in more than 100 countries across the globe with annual sales of €48.4 billion in 2014. Unilever has 67.25% shareholding in HUL.
Our visionUnilever is a unique company, with a proud history and a bright future. We have ambitious plans for sustainable growth and an intense sense of social purpose.
A clear direction for usOur purpose is to make sustainable living commonplace. We work to create a better future every day, with brands and services that help people feel good, look good, and get more out of life.
In 2009, we launched The Compass – our strategy for sustainable growth. It sets out our clear and compelling vision to double the size of the business, while reducing our environmental footprint and increasing our positive social impact and gives life to our determination to build a sustainable business for the long term. This is captured in the Unilever Sustainable Living Plan.
By combining our multinational expertise with our deep roots in diverse local cultures, we’re continuing to provide a range of products to suit a wealth of consumers. We’re also strengthening our strong relationships in the emerging markets we believe will be significant for our future growth.
And by leveraging our global reach and inspiring people to take small, everyday actions, we believe we can help make a big difference to the world.
"We cannot close our eyes to the challenges that the world faces. Business must make an explicit and positive contribution to addressing them. I’m convinced we can create a more equitable and sustainable world for all of us by doing so,” says Unilever CEO Paul Polman.
“But this means that business has to change. The Unilever Sustainable Plan is a blueprint for sustainable growth. And in 2014 we are strengthening our Plan with new commitments to drive further transformational change.”
Our Priorities and PrinciplesUnilever is committed to supporting sustainability and providing our consumers around the world with the products they need to look good, feel good and get more out of life.
Five key priorities provide the foundation for our brand’s campaigns. Read some examples of how different brands are upholding these principles.
A better future for children Our oral care brands Signal and Close-Up encourage children to brush their
teeth day and night for optimal dental health. We also partner the FDI World Dental Federation, supporting oral health programmes around the world
Brands such as Omo and Persil have helped parents believe the unconventional philosophy that Dirt is Good. Children learn through play, and mud spatters and grass stains can easily be removed with effective laundry products
Unilever also partners the World Food Programme and launched the Together for Child Vitality initiative to bring our expertise in nutrition to children in some of the world’s poorest countries.
A healthier future Our Flora/Becel margarine brands have been scientifically proven to help reduce
cholesterol levels Vaseline has launched the Vaseline Skin Care Foundation, providing research
into skin conditions and support for people affected by them Lifebuoy soap has long had a presence in developing markets around the world,
and its campaign to promote handwashing with soap was celebrated by 200 million people across 53 countries in 2013.
A more confident future Dove’s Campaign for Real Beauty uses real women instead of models in its
advertising campaigns. The brand has also launched the Dove Self Esteem Fund which educates and inspires millions of young women
Our Sunsilk hair care brand has partnered some of the world’s leading hair specialists to co-create formulas tailored to treat conditions such as hair-fall, frizz, limp locks and uncontrollable curls
Close-Up toothpaste provides an affordable oral care solution for consumers in developing markets, allowing them to take care of their dental health and closer with confidence.
A better future for the planet We’re aiming to grow our business while reducing our environmental footprint
and working across the supply chain for every brand to do so Our Laundry brands, including Surf, Omo, Persil and Comfort, have launched the
Cleaner Planet Plan together, encouraging consumers to change their laundry habits to reduce water and energy consumption
Our Lipton tea brand backs sustainable forest management projects in Africa
A better future for farming and farmers Many of our brands contain ethically and sustainably sourced ingredients that
are independently certified Among these are Lipton tea, which is accredited by the Rainforest Alliance, and
Ben & Jerry’s ice cream, which includes Fairtrade vanilla and almonds in various flavours
Around half our raw materials come from agriculture and forestry, so we’re working towards making our key crops 100% sustainable.
Purpose & principlesOur Corporate Purpose states that to succeed requires "the highest standards of corporate behaviour towards everyone we work with, the communities we touch, and the environment on which we have an impact."
Always working with integrityRelated links
Business Partner Code Corporate Governance Our principles Our purpose
Download Unilever's Code of Business Principles PDF | 48KB
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 commitmentWe'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 aspirationsOur 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 othersWe want to work with suppliers who have values similar to our own and work to the same standards we do. Our Supplier Code, aligned to our own Code of
Business Principles, comprises eleven principles covering business integrity and responsibilities relating to employees, consumers and the environment.
Our principlesStandard of ConductWe conduct our operations with honesty, integrity and openness, and with respect for the human rights and interests of our employees. We shall similarly respect the legitimate interests of those with whom we have relationships.
Obeying the lawUnilever companies and employees are required to comply with the laws and regulations of the countries in which we operate.
EmployeesUnilever is committed to a working environment that promotes diversity and equal opportunity and where there is mutual trust, respect for human rights and no discrimination.
We will recruit, employ and promote employees on the sole basis of the qualifications and abilities needed for the work to be performed.
We are committed to safe and healthy working conditions for all employees.
We will provide employees with a total remuneration package that meets or exceeds the legal minimum standards or appropriate prevailing industry standards.
We will not use any form of forced, compulsory, trafficked or child labour.
We are committed to working with employees to develop and enhance each individual's skills and capabilities.
We respect the dignity of the individual and support the right of employees to freedom of association and collective bargaining.
We will maintain good communications with employees through company based information and consultation procedures.
We will ensure transparent, fair and confidential procedures for employees to raise concerns.
Consumers
Unilever is committed to providing branded products and services which consistently offer value in terms of price and quality, and which are safe for their intended use. Products and services will be accurately and properly labelled, advertised and communicated.
ShareholdersUnilever will conduct its operations in accordance with internationally accepted principles of good corporate governance.
We will provide timely, regular and reliable information on our activities, structure, financial situation and performance to all shareholders.
Business PartnerUnilever is committed to establishing mutually beneficial relations with our suppliers, customers and business partners.
In our business dealings we expect our partners to adhere to business principles consistent with our own.
Community InvolvementUnilever strives to be a trusted corporate citizen and, as an integral part of society, to fulfil our responsibilities to the societies and communities in which we operate.
Public ActivitiesUnilever companies are encouraged to promote and defend their legitimate business interests.
Unilever will co-operate with governments and other organisations, both directly and through bodies such as trade associations, in the development of proposed legislation and other regulations which may affect legitimate business interests.
Unilever neither supports political parties nor contributes to the funds of groups whose activities are calculated to promote party interests.
The EnvironmentUnilever is committed to making continuous improvements in the management of our environmental impact and to the longer-term goal of developing a sustainable business.
Unilever will work in partnership with others to promote environmental care, increase understanding of environmental issues and disseminate good practice.
InnovationIn our scientific innovation to meet consumer needs we will respect the concerns of our consumers and of society. We will work on the basis of sound science, applying rigorous standards of product safety.
CompetitionUnilever believes in vigorous yet fair competition and supports the development of appropriate competition laws. Unilever companies and employees will conduct their operations in accordance with the principles of fair competition and all applicable regulations.
Business IntegrityUnilever does not give or receive, whether directly or indirectly, bribes or other improper advantages for business or financial gain. No employee may offer, give or receive any gift or payment which is, or may be construed as being, a bribe. Any demand for, or offer of, a bribe must be rejected immediately and reported to management.
Unilever accounting records and supporting documents must accurately describe and reflect the nature of the underlying transactions. No undisclosed or unrecorded account, fund or asset will be established or maintained.
Conflicts of InterestAll Unilever employees are expected to avoid personal activities and financial interests which could conflict with their responsibilities to the company.
Unilever employees must not seek gain for themselves or others through misuse of their positions.
Compliance - Monitoring - ReportingCompliance with these principles is an essential element in our business success. The Unilever Board is responsible for ensuring these principles are applied throughout Unilever.
The Chief Executive Officer is responsible for implementing these principles and is supported in this by the Global Code and Policy Committee, which is chaired by the Chief Legal Officer.
Day-to-day responsibility is delegated to all senior management of the geographies, categories, functions and operating companies. They are responsible for implementing these principles, supported by local Code Committees. Assurance of compliance is given and monitored each year. Compliance is subject to review by the Board supported by the Corporate
Responsibility Committee and for financial and accounting issues the Audit Committee.
Any breaches of the Code must be reported. The Board of Unilever will not criticise management for any loss of business resulting from adherence to these principles and other mandatory policies. Provision has been made for employees to be able to report in confidence and no employee will suffer as a consequence of doing so.
Unilever has earned a reputation for conducting its business with integrity and with respect for the interests of those our activities can affect. This reputation is an asset, just as real as our people and brands.
Our first priority is to be a successful business and that means investing for growth and balancing short term and long term interests. It also means caring about our consumers, employees and shareholders, our business partners and the world in which we live.
To succeed requires the highest standards of behaviour from all of us. The general principles contained in this Code set out those standards. More detailed guidance tailored to the needs of different countries and companies will build on these principles as appropriate, but will not include any standards less rigorous than those contained in this Code.
We want this Code to be more than a collection of high sounding statements. It must have practical value in our day to day business and each one of us must follow these principles in the spirit as well as the letter.
Our historyIn the summer of 1888, visitors to the Kolkata harbour noticed crates full of Sunlight soap bars, embossed with the words "Made in England by Lever Brothers". With it, began an era of marketing branded Fast Moving Consumer Goods (FMCG).
Related links Chronology of Key Events
Related links HUL 75 years special issue - Doing well by doing goodPDF | 5MB
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 67.25% equity
in the company. The rest of the shareholding is distributed among about three lakh 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. 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) Limited was incorporated.
Pond's (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 liberalisation of the Indian economy, started in 1991, clearly marked an inflexion in HUL's and the Group's growth curve. Removal of the regulatory framework allowed the company to explore every single product and opportunity segment, 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 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 Corporation in 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.
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 Icecream 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 Icecream Group families and in 1995 the Milkfood 100% Icecream marketing and distribution rights too were acquired.
Finally, BBLIL merged with HUL, with effect from January 1, 1996. The internal restructuring culminated in the merger of Pond's (India) Limited (PIL) with HUL in 1998. The two companies had significant overlaps in Personal Products, Speciality Chemicals and Exports businesses, besides a common distribution system 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 to fund investments required for aggressively building new categories.
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 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.
In 2003, HUL acquired the Cooked Shrimp and Pasteurised Crabmeat business of the Amalgam Group of Companies, a leader in value added Marine Products exports.
HUL launched a slew of new business initiatives in the early part of 2000’s. 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 and reaching to over 3 million homes.
In 2002, HUL made its foray into Ayurvedic health & beauty centre category with the Ayush product range and Ayush Therapy Centres. Hindustan Unilever Network, Direct to home business was launched in 2003 and this was followed by the launch of ‘Pureit’ 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 the Rs 1,000 crore sales mark the same year followed by Wheel which crossed the Rs.2,000 crore sales milestone in 2008.
On 17th October 2008 , HUL completed 75 years of corporate existence in India.
In January 2010, the HUL head office shifted from the landmark Lever House, at Backbay Reclamation, Mumbai to the new campus in Andheri (E), Mumbai.
On 15th November, 2010, the Unilever Sustainable Living Plan was officially launched in India at New Delhi.
In March, 2012 HUL’s state of the art Learning Centre was inaugurated at the Hindustan Unilever campus at Andheri, Mumbai.
In April, 2012, the Customer Insight & Innovation Centre (CiiC) was inaugurated at the Hindustan Unilever campus at Andheri, Mumbai
HUL completes 80 years of corporate existence in India on October 17th, 2013.
Our leadershipHindustan Unilever Limited is India's largest Fast Moving Consumer Goods (FMCG) company. It is present in Home & Personal Care and Foods & Beverages categories. HUL has over 16,500 employees, including over 1500 managers
The fundamental principle determining the organisation structure is to infuse speed and flexibility in decision-making and implementation, with empowered managers across the company’s nationwide operations.
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NON-EXECUTIVE DIRECTORS
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Mr. Harish ManwaniChairman Mr. Harish Manwani (61) assumed charge as the Non-Executive Chairman of the Company with effect from 1st July, 2005.
BOARD OF DIRECTOR
Mr. Sanjiv MehtaCEO and Managing Director Mr. Sanjiv Mehta (53) joined the Board of the Company in October 2013. He is also the Executive Vice President for Unilever in South Asia and a member of Unilever’s Global Market Executive.
BOARD OF DIRECTOR
Mr. P. B. BalajiChief Financial Officer Mr. P. B. Balaji (45) joined the Company as a Management Trainee in May 1993 and has worked in number of roles in finance and supply chain over a period of 20 years.
BOARD OF DIRECTOR
Mr. Pradeep BanerjeeExecutive Director, Supply Chain Mr. Pradeep Banerjee (56) joined the Company as a Management Trainee in 1980.
BOARD OF DIRECTOR
Mr. Aditya NarayanIndependent Director Mr. Aditya Narayan (62) began his career as a Management Trainee with ICI India Limited (now Akzo Nobel India Limited) in 1973.
BOARD OF DIRECTOR
Mr. S. RamadoraiIndependent Director Mr. S. Ramadorai (69) is currently acting as Chairman of National Skill Development Agency (NSDA) in the rank of a Cabinet Minister.
NON-EXECUTIVE DIRECTORS
Mr. O. P. BhattIndependent Director Mr. O. P. Bhatt (63) is the former Chairman of SBI (State Bank of India).
NON-EXECUTIVE DIRECTORS
Dr. Sanjiv MisraIndependent Director Dr. Sanjiv Misra (66) is a retired Indian Administrative Services (IAS) officer and a former member of the 13th Finance Commission.
NON-EXECUTIVE DIRECTORS
Ms. Kalpana MorpariaIndependent Director Ms. Kalpana Morparia (65) is the Chief Executive Officer of JP Morgan, India. Ms. Morparia leads each of the firm’s lines of business – Corporate & Investment Banking and Asset Management.
RISK MANAGEMENT COMMITTEE
Mr. Dev BajpaiExecutive Director, Legal and Company Secretary Mr Dev Bajpai (46) is a Fellow Member of the Institute of Company Secretaries of India and has a law degree from University of Delhi.
MANAGEMENT COMMITTEE
Ms. Geetu VermaExecutive Director, Foods & Refreshment Ms. Geetu Verma (48), has over 25 years of marketing, business & innovation experience in leading FMCG firms – P&G, Seagram, PepsiCo in India & Europe.
MANAGEMENT COMMITTEE
Mr. BP BiddappaExecutive Director, HR Mr. BP Biddappa (47) joined Hindustan Unilever Limited in 1992.
MANAGEMENT COMMITTEE
Mr. Samir SinghExecutive Director, Personal Care Samir Singh (41) joined Unilever in 1997 as a Management Trainee in India. He has worked across many brands including Fair & Lovely, Vaseline, Ponds, and has also worked in Foods in Customer Development in India.
MANAGEMENT COMMITTEE
Ms. Priya NairExecutive Director, Home Care Ms. Priya Nair (42) joined Hindustan Unilever Limited in the Consumer Insights team in 1995.
MANAGEMENT COMMITTEE
Mr. Punit MisraExecutive Director, Sales and Customer Development Mr. Punit Misra (43) joined HUL as a Management Trainee in 1996 and has worked in leadership roles across Customer Development, Brand Building, Brand Development and General management within HUL, as well as in the Global Customer Development team of Unilever. He has worked across several of categories including Home Care, Personal Care and Foods through various roles in Customer Development and Marketing.
