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EXECUTIVE SUMMARY

Organizational Behaviour is helpful to managers because it allows them to analyze their

employees and how they interact within their departments/organizations. If we look at an

organization like an organism it lives and breathes. If we do not put forth a clear vision

(Goals) for our body (Groups/Employees) then we can become clumsy and confused. The

organizational vision must be continually not only reinforced, but also it must be reviewed

and updated as the organization learns from its own experiences. The study of organizations

is a broad and diverse subject covering everything from corporate Governance, Ethics,

Corporate Culture, Human Resources and the Analysis of Labour.

HUL has the best organisational structure and the best organisational behaviour. The culture

of the company, leadership qualities, and motivation level are the positive aspects. The study

helps to understand all the aspects of organisational behaviour.

This area of study examines human behaviour in a work environment and determines its

impact on job structure, performance, communication, motivation, leadership, etc. Internal

and external perspectives are two theories of how organizational behaviour can be viewed by

companies.


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WHAT IS ORGANISATIONAL BEHAVIOUR?

Actions andattitudes ofindividuals andgroups toward one another and toward the

organization as a whole, and its effect on theorganization's functioning andperformance.

Organizational behavior studies organizations from multiple viewpoints, including behavior

within the organization and in relation to other organizations.

Micro organizational behavior refers to individual and group dynamics in an organizational

setting. Macro organizational theory studies whole organizations and industries, including

how they adapt, and the strategies, structures, and contingencies that guide them.

Concepts such as leadership, decision making, team building, motivation, and job satisfaction

are all facets of organizational behavior and responsibilities of management. Organizational

behavior also deals heavily in culture. Company or corporate culture is difficult to define but

is extremely relevant to how organizations behave.
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Hindustan Unilever Limited

Company Description:

Hindustan Unilever Limited is an India-based fast moving consumer goods company. TheCompany has more than 400 brands spanning 14 categories of home, personal care and food

products. It operates in various business segments. Soaps and Detergents include soaps,

detergent bars, detergent powders, detergent liquids and scourers. Personal Products include

products in the categories of oral care, skin care, hair care, deodorants, talcum powder, color

cosmetics and Ayush services. Beverages include tea and coffee. Foods include branded

staples, (atta and salt), culinary products (tomato-based products, fruit-based products and

soups). Ice Creams include ice creams and frozen desserts. Others include chemicals and

water business. In May 2009, the Company divested its entire shareholding in Shamnagar

Estates Pvt. Ltd. and consequently, Shamnagar Estates Pvt. Ltd. ceased to be a subsidiary of

the Company effective May 13, 2009.

Mission:

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.

Over 100 years' link with India:

In 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).

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 ManufacturingCompany, 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 about 360,675 individual shareholders and financial institutions.


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Present Stature:

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

company, touching the lives 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 tonnes 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.

The mission that inspires HUL's over 15,000 employees, including over 1,300 managers, 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 and get 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 distributed among 360,675 individual shareholders and financial

institutions.

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

Clinic, Pepsodent, Close-up, Lakme, Brooke Bond, Kissan, Knorr-Annapurna, Kwality

Wall's are household names across the country and span many categories - soaps,

detergents, personal products, tea, coffee, branded staples, ice cream and culinary products.

They are manufactured over 37 factories across India. The operations involve over 2,000

suppliers and associates. HUL's distribution network, comprising about 2,500 redistribution

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

250 million rural consumers.


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Personality of CEO

Nitin Paranjpe the youngest CEO & MD of the country's largest fast-moving consumer goods

(FMCG) company. He is also an Executive Vice President of Unilever Companies in SouthAsia. Mr. Nitin Paranjpe joined the Company as a Management Trainee in 1987 after

obtaining a degree in BE (Mech) and MBA in Marketing (JBIMS) from Mumbai, has risen

rapidly through the ranks. He was a member of Project Millenium, a key organisation

initiative and also served a stint with Unilever in London in 2000-2001, when he worked

closely with the Unilever Executive Committee. He returned to India as the head of

innovation for fabric wash and home care. In May 2004, he was appointed as Vice-President,

Laundry & Home Care.

After two years, in March 2006, Mr Paranjpe was appointed as the Executive Director of

Home & Personal Care and was inducted into the management committee. He joined theboard of directors of HUL in May 2007. In April 2008 Nitin Paranjpe appointed as the Chief

Executive Officer (CEO) and Managing Director (MD) of the company.

In Paranjpes words, Businesses must make money and grow, but the role of a business

cannot be to make money at all costs.

The person he treats as his idol is his father, a retired IAS officer. Paranjpe found three traits

that are key to achieving true success. He calls them the 3Cs of success, the first two of

which are courage and conviction.

Courage is the quality you need to act on your beliefs, to take accountability, to accept failure

and learn from it and to do all this even in the face of adversity. Such courage, of course,

stems from the second C, which is conviction. And conviction flows from knowledge; ones

deeply held beliefs and world view.

Third C, which stands for character. It is only character that drives and channels courage

and conviction to the right ends, meeting goals that bring about a positive change in society.

Character is the litmus test, the fire through which courage and conviction must pass if they

are to be steeled into a recipe for success that is replicable and sustainable.

A very practical thought by Paranjpe is, Selling soaps to a shopkeeper in aremote village

gives you invaluable lessons. You start listening to the market; you empathise with problems

that a salesman facesthese are lessons no B-school can ever teach you.


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LEADERSHIP

The meaning of leadership now should be simply the successful promotion of new directions.

Leadership and management that are based on different assumptions and theories. The style

that individuals use will be based on a combination of their beliefs, values and preferences, as

well as the organizational culture and norms which will encourage some styles and

discourage others.

Charismatic Leadership

Participative Leadership

Situational Leadership

Transactional Leadership

Transformational Leadership The Quiet Leader

Servant Leadership

HULs top management realized that its ability to attract and nurture good talent would be

crucial to the success of Project Millennium. Over the years, HUL's leadership development

model, considered one of the best in the country, had groomed managers by providing a well-

rounded view of the business through job rotation and various new assignments. The system

was designed to identify fast-trackers, who were called the Lever listers and groom them forhandling greater responsibilities. For every position, typically three people competed. One

would eventually make it, the second person would be offered an alternative slot, while the

third would simply fall out of the system.

This leadership development model served HUL well for many years. The company

effectively became a school for practicing managers. But in the late 1990s, as the business

environment underwent a sea change, cracks began to appear in the model. First, there was a

reduction in the number of positions due to the withdrawal of many brands under HULs

power branding strategy. The closure of non-core businesses, like seeds and the downsizing

of the large commercial department, due to outsourcing of a large number of backroom

activities, also eliminated many promotional opportunities.

Meanwhile, Unilever itself began to divest brands and businesses, reducing the need for

expensive expatriate talent. As a matter of fact, the supply of HUL's pipeline of talent grew

because of returning expatriates from the Unilever system.

With fewer slots available and supply increasing, internal competition also increased. During

good times, most managers got good performance ratings. But the system changed as growth

slowed down and competition increased. In the early 2000s, HUL instituted a forced rank

system of evaluating people for all its businesses, further accentuating the insecurities insidethe minds of employees. Managers began to rely on short-term recourses to deliver quarterly


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profit and sales numbers. If one brand team did well to grow through a short-term scheme,

there was immediate pressure on the others to follow the same.

The process of identifying fast trackers began to cause disgruntlement among employees.

Initially, when HUL instituted the system of listers, it had focused more on performance.

However, over the years, apart from performance, the potential of the person had played a

bigger role in identifying the fast trackers. This seemed to have introduced an element of

subjectivity in the process of identifying talent.

When Dadiseth rolled out Project Millennium, many young managers were identified to lead

a set of new growth initiatives. But these initiatives had moved Lever into entirely new areas,

which took a long time to be conceptualized and implemented. Under the Lever system, there

were clear work levels, which defined the nature of work and responsibilities. So, unless

there was a change in the nature of work, a manager could not be promoted to the next level.

Career progression was also slowing down at senior levels. Many of the management

committee members, like the head of the foods division, Gunender Kapur had been expected

to move to larger regional roles in Asia. But the continued non-performance of the foods

business had thrown a spanner in the works. That meant that category heads were unlikely to

find a berth soon, until someone at the top moved on. Many HUL managers had CEO

aspirations. They were attracted by the opportunities opening up in the country in newly

liberalized businesses like telecom, healthcare and insurance. They moved when they felt

they did not get any clear signals from the top management about what the future held for

them.

In 2002, responding to these concerns, HUL switched to an open job posting (OJP) system.

All new jobs were advertised on the intranet. Any employee who met the criteria could apply.

HUL also started a new personal development plan (PDP), where each manager was

evaluated on a set of 12 competencies. The superior was expected to discuss the assessment

with each person.

In the early 2000s, HUL extended the reach of its products through a new channel, the HUL

Network to leverage the power of direct selling. The HUL Network was poised to enter

various categories. HUL enrolled over 1,00,000 consultants for the Network. The company

targeted a turnover of Rs. 500 crores and planned to have a million consultants working for it

by 2007.

In addition, HUL proposed a revamp of its entire brand portfolio in the face of severe

competition from low-cost manufacturers and other multinational players. HUL planned to

upgrade its soap, skin cream, shampoo and toothpaste products, and launch new variants.

Among the major initiatives was a new variant of Fair & Lovely, to pre-empt Procter &

Gambles (P&G) proposed launch of Oil of Olay in India, a relaunch of Clinic Plus

shampoo and Close Up toothpaste and a new Liril Orange Splash soap, in addition to Liril

Lime Fresh and Liril Icy Cool Mint.


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Besides revamping its brand portfolio, HUL realized that the bulk of its future growth was

likely to come from rural areas. The company embarked upon Project Shakti, which enlisted

underprivileged rural women as direct-to-home distributors. Not only did this initiative

provide sustainable income opportunities, but it also extended HULs rural reach to another

100 million consumers in over 100,000 villages.

The Unilever Future Leadership Programme is about developing tomorrows leaders,

today.So no more sacking out. No more two-hour chai sessions. It's just you and 15 months

of pure, unadulterated, intensive training. Some may call it the boot camp.

Its designed to help you grow into a manager, through hands-on learning alongside world-

class experts. Youll be hired into a function and develop your leadership skills by working

on live projects which offer you all the experience you need to be ready for your first

management role.


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The programme has now gone beyond the cities to touch lives of people in the rural districts

like that of Wad/ Jawahar. Here HUL Mumbai employees travelled 130 km to create

awareness on hand wash and hygiene. Similarly, employees have also started involving their

family members.

An employee of HUL, Crystelle Ellis along with her family clocked over 600 hours of

voluntary service at the Little Sisters of the Poor, an old age home in Kolkata. Their activities

included cooking, cleaning, serving, washing, helping the invalid to groom themselves and

move about apart from helping with office work.

The Vitality Index:

HUL, a company known for its marketing innovations, had come up with a health ideathe

Vitality Index. The company has applied for a copyright for the index, which is not just a setof numbers but a reflection of its employees health. Eventually, says Leena Nair, Executive

Director, HR, HUL, the health of HULs employees reflects in the health of its business. The

company has since exported the Vitality Index to the global Unilever family, to subsidiaries

in Africa, the Middle-East, Asia-Pacific, and Central and Eastern Europe.

Employers looking to incentivize their employees need not only consider gifts and monetary

rewards. There are so many other steps and ideas that they can initiate to strike a rapport with

their workforce.

A case in point is Hindustan Unilevers recent health initiative for its 15,000 strong team. Theprogram is reaping great rewards.

The health plan is ahead of the curve and hence is getting a favorable response from the

company employees. At the heart of the new HUL initiative is a vitality index - the

measurement of the personal vitality of every individual employee. It is based on four

parameters - blood pressure, blood cholesterol, the Body Mass Index (BMI), and blood sugar.

T Rajgopal, HUL vice-president (Medical and Occupational Health) stated that, We are

providing employees the encouragement and the necessary tools to change unhealthy

lifestyles before these transform into chronic diseases. We do it in a fun way that also allows

them to choose the path, which fits them best.


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LEARNING OF EMPLOYEES

Managers at Unilever formed learning groups that helped them strengthen their

leadership abilities by exchanging frank feedback and developing strong mutual trust. Arising

from the focus in driving a holistic capability program, over 300 training programs were

delivered through classrooms. World saw a significant amount of sharing of Unilever best

practices in building functional expertise through Global Learning Academies. Unilever

introduced an e-learningplatform which offers a bouquet of 3000 courses on a self learning

mode via computer and internet. These programs can be accessed by a Unilever employee

anywhere in the world, at anytime.

The employees need to be given bigger and challenging roles to strengthen the environment

for personal growth. In HUL, employees change roles in every 2-2.5 years. Different

learning programs help the employee in developing multidimensional personality. Brief

introductions of these programs are given below:

Activity Description

Familiarization: Get familiar with the company's Sales System, Branch Structure and

Brand Portfolio.

Sales Stint: Experience a first hand contact with the trade to get a grip of market

dynamics and understand the role of an Area Sales Manager.

Brand Management: Imbibe the Unilever principles of Brand Management,

understand the role of a Brand Manager and develop brand strategy.

International Stint: Complete a project in your core functional area in another country

within a duration of 8 to 12 weeks. The objective is to help you build relevant skills in

your core functional area with a global perspective and transfer your learnings to an

Indian context.

Business Projects: A cross-functional team project which shall be worked out with

every Business Management Committee and evaluated by the Management

Committee at the end of the stipulated 9 week period.

Rural Consumer Stint: In addition to the primary aim of community service, the

objective of the four- week stint at an NGO is to give you an understanding of the

Rural Consumer.


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ORGANISATIONAL STRUCTURE

The main purpose of organizational structure can be identified as the division of work among

member of the organization, and the co-ordination of their activities so they are directed

towards the goals and objectives of the organization. There are mainly three types of

organizational structures.

1) Functional Structure: In such a structure groups of people who hold similar skills or

perform similar tasks are clustered together and usually departments are formed.

2) Divisional Structure: Divisional structures can be of three types. They are,

Division based on Product: Each product division contains the functions necessary to

that service the specific goods or services it produces Division based on Market: Group functions into divisions that can be responsive to

the needs of particular types of customers

Division based on Geography: In such a structure regional divisions are set up to

service customers in different geographic areas

3) Matrix Structure: In a matrix structure specialists from functional departments would be

assigned to work on one or more projects that are lead by a project manager.

Other structures are

4) Flat structure

5) Pre-bureaucratic structures

All 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 with these principles is an essential element in our business success. The

Unilever Board is responsible for ensuring these principles are communicated to, and

understood and observed by, all employees.




Day-to-day responsibility is delegated to the senior management of the regions and operating

companies. They are responsible for implementing these principles, if necessary through

more detailed guidance tailored to local needs. Assurance of compliance is given and


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Day-to-day responsibility is delegated to the senior management of the regions and operating

companies. They are responsible for implementing these principles, if necessary through

more detailed guidance tailored to local needs. Assurance of compliance is given and

monitored each year. Compliance with the Code is subject to review by the Board supported

by the Audit Committee of the Board and the Corporate Risk Committee.

Any breaches of the Code are reported in accordance with the procedures specified by the

Joint Secretaries. The Board of Unilever never criticise management for any loss of business

resulting from adherence to these principles and other mandatory policies andinstructions.

The Board of Unilever expects employees to bring to their attention, or to that of senior

management, any breach or suspected breach of these principles. Provision is made for

employees to be able to report in confidence and no employee will suffer as a consequence of

doing so.

As Marshall McLuhan said the medium is the message, which refers to symbolic meaning

that a medium carries, how the message is delivered to Unilever employees and suppliers

matter. Internal conflict can be avoided by employing informal, face-to-facecommunication1. However formal communication is official tool to convey corporate

message to all departments, reaching out all employees. Thus, both formal and informal

communications are necessary. The more important thing besides formal/informal

communication is to make sure that the medium allows upward communication (employees

speaking to the management and management listening).


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Target GROUP Formal Communication Media Informal Communication Media

News release, large group Small group meeting and one-

meetings, employee newsletter on one meeting, Ask The

articles, Management training Management' session on the

session, managers meeting, Intranet, party or picnic,

Intranet, printed publication approach by management,

Employees such as posters or bookmarks informal Q&A sessions, group

with the new corporate culture (per department) e-mails.

image or texts, hotline service

that can be accessed from all

around the world.

News release, large group Small group meeting and one-

meeting, suppliers newsletter on one meeting, management

to home, hotline service that visit, informal Q&A sessions,

Suppliers can be accessed from all gathering or lunch party for

around the world. suppliers in each area where

they can exchange ideas or ask

questions.

Ask the Management session on Intranet allows employees all over the world to post

question for the management in regards to the acquisition. This allows them to use any device

office computer, smart phone, or notebookto ask questions. Storytelling method is

suggested for approaching employees and suppliers, and engaged with them emotionally.

Network Building with Alumni:

Hindustan Unilever (HUL) has many firsts to its credit. Now, it adds one more. Indias

largest fast-moving consumer goods company has found a new way of keeping in touch with

its employeespresent and former. And it has nothing to do with Facebook and LinkedIn,

which have already made social networking sites and community building popular.

HUL has built its own community site for networking with its alumni. The website gives a

formal structure to do things that we were already doingnetworking with other Leverites,

said Gurdeep Singh, an independent director at Blue Star, who had joined the company as a

management trainee in 1966 and retired in 2006 as the director for human resources.


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POWERS AN POLITICS

Unilever strives to be a trusted corporate citizen and, as an integral part of society, to fulfill

our responsibilities to the societies and communities in which we operate. Public Activities

Unilever 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.

Unilever does not give or receive, whether directly or indirectly, bribes or other improperadvantages 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.

Hindustan Unilever and Child labor:

Allegation: Hindustan Unilever Ltd., an Indian subsidiary of British-Dutch multinational

company Unilever, is making use of hazardous forms of child labor in cotton seed production

in India on a large scale. An estimated number of 25,000 children, mostly girls, work an

average of ten to thirteen hours a day for Hindustan Unilever. These children get no

education, earn less than 40 Eurocents (Rs. 20) a day and were exposed to poisonous

pesticides like Endosulphan during their work. The cottonseed companies do not employ the

children themselves, but they work through agents called seed organisers. The companies

unilaterally fix a price for the farmers that make it almost impossible for them to employ

adults. A child earns 30% less than a woman and 55% less than a man.

Response from Hindustan Unilever: Responding to the issue of use of child labor in

production of its cottonseeds HUL denies any direct contact with seed farmers and also the

use of forced child labor as such in production of seeds. As a response to a news report `

Even Multinationals Employ Child Labor for Profit` published in `The Hindu Business Line,

21-6-2001`, the General Manager in charge of Corporate communications, HUL, in a press

statement issued on 25-6-2001, states that `HUL has third-party seed organisers who get

seeds produced from numerous farmers on sale/purchase basis and supply them to HUL. In

no case, HUL deals with any farmer, either for production or for payments. Though HUL


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does not control or influence seed organisers` selection/dealing with farmers, the seed

organiser typically supplies parental seeds to farmers at a cost with a buy- back arrangement

of the resultant seed production. To carry out actual production, the farmer and his entire

family work in the fields and employ additional labor whenever required. HUL or the seed

organiser has no direct or indirect role in the farmer's practice of either taking help from hisfamily members or employing labor.

Hindustan Unilever (HUL) had to exit its hybrid seeds joint ventureParas Extra Growth

Seedsby exercising the put option in the first quarter of 2005.

Some famous cases from the house of Unilever:

Unilever are of course huge producers of soaps and detergents, and have been held

responsible for a number of serious cases of water pollution. For example in 1990, CrosfieldChemicals (part of Unilever, specially chemicals group), was fined 35,000 after leaking fifty

tonnes of concentrated sulphuric acid into sewage systems in Warrington. Also, in 1991, the

River Purification Board of Scotland found that the company had exceeded its discharge

consent by three or more times; the company was convicted for water pollution offences.

They have been criticised for unnecessary testing of cosmetics on animals and accused of

making misleading remarks with regard to their stance on the issue of genetic engineering by

claiming the company 'takes a positive view of genetic engineering'. The company, in fact,does not have an overall stance on genetic engineering, but takes a country by country

decision, so Unilever Germany does not currently use genetically engineered products while

others do.

They were accused of negligent marketing after advertising a free offer of multivitamins

(including Vitamin A) with their pregnancy testing kits after the Department of Health

advised pregnant women to avoid taking dietary supplements containing vitamin A because

of the risk of birth defects.


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CORPORATE SOCIAL RESPONSIBILITY

In the earlier years, HUL continued to involve itself in social welfare initiatives across the

Country, both through charity and social investment around issues like education, health,nutrition and initiatives for the economic upliftment of the underprivileged.

In addition to initiatives like Shakti, HUL has commenced a pilot in its tea business, in

partnership with an NGO (Partners in Change) to source tea directly from small producers

and thereby improve their livelihood.

The effort of the Company in improving water availability through soil conservation and

water harvesting methods has borne good results. In the Parkhed region (near Khamgaon

factory), HUL has been successful in demonstrating the effectiveness of the model which is

now ready for roll out. In Kharchond, Silvassa the area under irrigation has increased, thereby

improving the economic condition of the villagers in the region.

The Company believes that brands must be at the forefront of driving social change. The

extension of the Lifebuoy Swasthya Chetna programme to 43000 villages with a view to

improve hygiene standards and thereby reduce the risks of infant mortality through diarrhoeais a case in point. HUL has formalized a brand imprint protocol, which will help every brand

to assess the opportunities for social contribution and integrate the same in the overall brand

strategy.


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CONCLUSION

The fundamental principle determining the organisation structure is to infuse speed and

flexibility in decision-making and implementation, with empowered managers across the

companys nationwide operations.

The Board of Directors of the Company represents an optimum mix of professionalism,

knowledge and experience. The total strength of the Board of Directors of the Company

is nine Directors, comprising Non-Executive Chairman, three Executive Directors and five

Non-Executive Independent Directors.

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.Firstly, I had started off in discussing about my selected company to this project report. Then

I would be moving to discussing the approach to management and compare it with one of the

competitive company. Afterward, I am discussing all relevant information about the

leadership style that both the company uses and that go on with discussion of motivational

strategies. Lastly, the impact of technology with business. Afterward, I moved on to the

factors which influence the individual at work, and had discussed few factors and how it

effects the organizations.


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BIBLIOGRAPHY

http://www.corpwatch.org/article.php?id=

480 http://www.indianet.nl/cotseed.html

http://www.greenpeace.org.uk/media/press-releases/unilever-admits-toxic-dumping-will-

clean-up-but-not-come-clean

http://economictimes.indiatimes.com/articleshow/msid-3587508,flstry-1.cms

http://spoonfeedin.blogspot.com/2008/08/business-interview-nitin-paranjpe.html

http://www.dnaindia.com/money/report_nitin-paranjpe-crowned-at-hul_1153505

http://samsmba.blogspot.com/2007/10/case-study-hindustan-unilever.html

http://www.business-standard.com/india/storypage.php?autono=338610&chkFlg=

http://www.thebetterindia.com/tags/hindustan-unilever-limited/ http://www.business-

standard.com/india/news/lever-agingold-boys-network-online/360110/