INTRODUCTION TO HINDUSTAN UNILEVER

LIMITED
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
Manufacturing Company,
followed by Lever Brothers India Limited (1933) and United Traders Limited
(1935). These three
companies merged to form HUL in November 1956; HUL offered 10% of its
equity to the Indian public,
being the first among the foreign subsidiaries to do so. Unilever now holds 52.10%
equity in the
company. The rest of the shareholding is distributed among about 360,675
individual shareholders and
financial institutions.
The erstwhile Brooke Bond's presence in India dates back to 1900. By 1903, the
company had launched
Red Label tea in the country. In 1912, Brooke Bond & Co. 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 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 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 July 1993, 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.
OVER 100 YEARS LINK WITH INDIA
YEAR MILESTONES
1888 Sunlight soap introduced in India.
1895 Lifebuoy soap launched; Lever Brothers appoints agents in Mumbai,
Chennai, Kolkata, and
Karachi.
1902 Pears soap introduced in India.
1903 Brooke Bond Red Label tea launched.
1905 Lux flakes introduced.
1913 Vim scouring powder introduced.
1914 Vinolia soap launched in India.
1918 Vanaspati introduced by Dutch margarine manufacturers like Van den
Berghs, Jurgens,
Verschure Creameries, and Hartogs.
1922 Rinso soap powder introduced.
1924 Gibbs dental preparations launched.
1925 Lever Brothers gets full control of North West Soap Company.
1926 Hartogs registers Dalda Trademark.
1930 Unilever is formed on January 1 through merger of Lever Brothers and
Margarine Unie.
1931 Hindustan Vanaspati Manufacturing Company registered on November 27;
Sewri factory
site bought.
1932 Vanaspati manufacture starts at Sewri.
1933 Application made for setting up soap factory next to the Vanaspati factory at
Sewri; Lever
Brothers India Limited incorporated on October 17.
1934 Soap manufacture begins at Sewri factory in October; North West Soap
Company's Garden
Reach Factory, Kolkata rented and expanded to produce Lever brands.
1935 United Traders incorporated on May 11 to market Personal Products.
1937 Mr. Prakash Tandon, one of the first Indian covenanted managers, joins
HVM.
1939 Garden Reach Factory purchased outright; concentration on building up
Dalda Vanaspati as
a brand.
1941 Agencies in Mumbai, Chennai, Kolkata and Karachi taken over; company
acquires own
sales force.
1942 Unilever takes firm decision to "train Indians to take over junior and senior
management
positions instead of Europeans".
1943 Personal Products manufacture begins in India at Garden Reach Factory.
1944 Reorganisation of the three companies with common management but
separate marketing
operations.
1947 Pond's Cold Cream launched.
1951 Mr. Prakash Tandon becomes first Indian Director. Shamnagar, Tiruchy, and
Ghaziabad
Vanaspati factories bought.
1955 65% of managers are Indians.
1956 Three companies merge to form Hindustan Unilever Limited, with 10%
Indian equity
participation.
1957 Unilever Special Committee approves research activity by Hindustan
Unilever.
1958 Research Unit starts functioning at Mumbai Factory.
1959 Surf launched.
1961 Mr. Prakash Tandon takes over as the first Indian Chairman; 191 of the 205
managers are
Indians.
1962 Formal Exports Department starts.
1963 Head Office building at Backbay Reclamation, Mumbai, opened.
1964 Etah dairy set up, Anik ghee launched; Animal feeds plant at Ghaziabad;
Sunsilk shampoo
launched.
1965 Signal toothpaste launched; Indian shareholding increases to 14%.
1966
Lever's baby food, more new foods introduced; Nickel catalyst production begins;
Indian
shareholding increases to 15%. Statutory price control on Vanaspati; Taj Mahal tea
launched.
1967 Hindustan Unilever Research Centre, opens in Mumbai.
1968 Mr. V. G. Rajadhyaksha takes over as Chairman from Mr. Prakash Tandon;
Fine Chemicals
Unit commissioned at Andheri; informal price control on soap begins.
1969 Rin bar launched; Fine Chemicals Unit starts production; Bru coffee
launched
1971 Mr. V. G. Rajadhyaksha presents plan for diversification into chemicals to
Unilever Special
Committee - plan approved; Clinic shampoo launched.
1973 Mr. T. Thomas takes over as Chairman from Mr. V. G. Rajadhyaksha.
1974 Pilot plant for industrial chemicals at Taloja; informal price control on soaps
withdrawn;
Liril marketed.
1975
Ten-year modernisation plan for soaps and detergent plants; Jammu project work
begins;
statutory price control on Vanaspati and baby foods withdrawn; Close-up
toothpaste
launched.
1976 Construction work of Haldia chemicals complex begins; Taloja chemicals
unit begins
functioning.
1977 Jammu synthetic Detergents plant inaugurated; Indian shareholding increases
to 18.57%.
1978 Indian shareholding increases to 34%; Fair & Lovely skin cream launched.
1979 Sodium Tripolyphospate plant at Haldia commissioned.
1980 Dr. A. S. Ganguly takes over as Chairman from Mr. T. Thomas; Unilever
shareholding in
the company comes down to 51%.
1982 Government allows 51% Unilever shareholding.
1984 Foods, Animal Feeds businesses transferred to Lipton.
1986 Agri-products unit at Hyderabad starts functioning - first range of hybrid
seeds comes out;
Khamgaon Soaps unit and Yavatmal Personal Products unit start production.
1988 Launch of Lipton Taaza tea.
1990 Mr. S. M. Datta takes over as Chairman from Dr. A. S. Ganguly.
1991 Surf Ultra detergent launched.
1992 HUL recognised by Government of India as Star Trading House in Exports.
1993
HUL's largest competitor, Tata Oil Mills Company (TOMCO), merges with the
company
with effect from April 1, 1993, the biggest such in Indian industry till that time.
Merger
ultimately accomplished in December 1994; Launch of Vim bar; Kissan acquired
from the
UB Group.
1994 HUL forms Unilever Nepal Limited, HUL and US-based Kimberley-Clark
Corporation
form 50:50 joint venture - Kimberley-Clark Lever Ltd. - to market Huggies diapers
and
Kotex feminine care products. Factory set up at Pune in 1995; HUL acquires
Kwality and
Milkfood 100% brandnames and distribution assets. HUL introduces Wall's.
1995
HUL and Indian cosmetics major, Lakme Ltd., form 50:50 joint venture - Lakme
Lever
Ltd.; HUL enters branded staples business with salt; HUL recognised as Super Star
Trading
House.
1996
Mr. K. B. Dadiseth takes over as Chairman from Mr. S. M. Datta; Merger of Group
company, Brooke Bond Lipton India Limited, with HUL, with effect from January
1; HUL
introduces branded atta; Surf Excel launched.
1997 Unilever sets up International Research Laboratory in Bangalore; new
Regional Innovation
Centres also come up.
1998 Group company, Pond's India Ltd., merges with HUL with effect from
January 1, 1998.
HUL acquires Lakme brand, factories and Lakme Ltd.'s 50% equity in Lakme
Lever Ltd.
2000
Mr. M. S. Banga takes over as Chairman from Mr. K. B. Dadiseth, who joins the
Unilever
Board; HUL acquires 74% stake in Modern Food Industries Ltd., the first public
sector
company to be disinvested by the Government of India.
2002 HUL enters Ayurvedic health & beauty centre category with the Ayush range
and Ayush
Therapy Centres.
2003 Launch of Hindustan Lever Network; acquisition of the Amalgam Group
2005 Launch of "Pureit" water purifiers
2006 Brookefields food operations moved to Mumbai
2007
Company name formally changed to Hindustan Unilever Limited after receiving
the
approval of share holders during the 74th AGM on 18 May 2007
Sales of Brooke Bond and Surf Excel each cross the Rs 1,000 crore mark

2008 HUL completes 75 years on 17th October 2008

PRESENT STATURE
Hindustan Unilever Limited (HUL) is India's largest Fast Moving Consumer
Goods Company, touching
the lives of two out of three Indians with over 20 distinct categories in Home &
Personal Care Products
and Foods & Beverages. The company’s Turnover is Rs. 20, 239 crores (for the 15
month period –
January 2008 to March 31, 2009) .
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 €40.5 billion in
2008. Unilever has about 52% shareholding in HUL.
Hindustan Unilever was recently rated among the top four companies globally in
the list of “Global Top
Companies for Leaders” by a study sponsored by Hewitt Associates, in partnership
with Fortune
magazine and the RBL Group. The company was ranked number one in the Asia-
Pacific region and in
India.
The mission that inspires HUL's more than 15,000 employees, including over
1,300 managers, is to “add
vitality to life". The company 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.
HUL’s heritage dates back to 1888, when the first Unilever product, Sunlight, was
introduced in India.
Local manufacturing began in the 1930s with the establishment of subsidiary
companies. They merged in
1956 to form Hindustan Lever Limited (The company was renamed Hindustan
Unilever Limited on June
25, 2007). The company created history when it offered equity to Indian
shareholders, becoming the first
foreign subsidiary company to do so. Today, the company has more than 360675
resident shareholders.
HUL’s brands -- like Lifebuoy, Lux, Surf Excel, Rin, Wheel, Fair & Lovely,
Sunsilk, Clinic, Close-up,
Pepsodent, Lakme, Brooke Bond, Kissan, Knorr, Annapurna, Kwality-Walls - 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 in over 35
factories, several of them in
backward areas of the country. The operations involve over 2,000 suppliers and
associates. HUL's
distribution network covers 6.3 million retail outlets including direct reach to over
1 million.
HUL has traditionally been a company, which incorporates latest technology in all
its operations. The
Hindustan Unilever Research Centre (now Hindustan Unilever Research Centre)
was set up in 1958.
HUL believes that an organisation’s worth is also in the service it renders to the
community. HUL focuses
on hygiene, nutrition, enhancement of livelihoods, reduction of greenhouse gases
and water footprint. It is
also involved in education and rehabilitation of special or underprivileged children,
care for the destitute
and HIV-positive, and rural development. HUL has also responded in case of
national calamities /
adversities and contributes through various welfare measures, most recent being
the relief and
rehabilitation of the people affected by the Tsunami disaster, in India.
HUL’s Project Shakti is a rural initiative that targets small villages populated by
less than 2000
individuals. Through Shakti, HUL is creating micro-enterprise opportunities for
rural women, thereby
improving their livelihood and the standard of living in rural communities. Shakti
also provides health
and hygiene education through the Shakti Vani programme. The program now
covers 15 states in India
and has over 45,000 women entrepreneurs in its fold, reaching out to 100,000
villages and directly
reaching to 150 million rural consumers.
HUL also runs a rural health programme, Lifebuoy Swasthya Chetana. The
programme endeavours to
induce adoption of hygienic practices among rural Indians and aims to bring down
the incidence of
diarrhoea. It has already touched 120 million people in approximately 50, 676
villages across India.
If Hindustan Unilever straddles the Indian corporate world, it is because of being
single-minded in
identifying itself with Indian aspirations and needs in every walk of life
History of HUL

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

Manufacturing Company, followed by Lever Brothers India Limited (1933) and
United Traders Limited (1935). These three companies merged to form HUL in
November 1956; HUL offered 10% of its equity to the Indian public, being the first
among the foreign subsidiaries to do so. Unilever now holds 52.10% equity in the
company. The rest of the shareholding is distributed among about 360,675
individual shareholders and financial institutions.

The erstwhile Brooke Bond's presence in India dates back to 1900. By 1903, the
company had launched Red Label tea in the country. In 1912, Brooke Bond & Co.
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.

HUL at a glance

 Incorporation

Incorporated in 1933

 Turnover

Rs.20239 Cr Audited results for January 1, 2008 to March 31, 2009

 People

More than 15000 direct employees including more than 1400 managers

 Parentage

HUL is a part of the €40.5 billion Unilever Group

 Reach

Reaches over 6.3 million retail outlets including direct reach to over 1
million

 R&D

Two R&D centres in India in Mumbai and Bangalore

 HUL BRANDS

Food brands

HUL is one of India’s leading food companies. Our passion for understanding what
people want and need from their food - and what they love about it - makes our
brands a popular choice

Brooke Bond 3 Roses

Playful banter, a little mischief, serious conversation… there’s no time for young
couples like the time spent sharing a cup of 3 Roses.

Annapurna

Partnering with the mom in nurturing her dreams, Annapurna Atta is aimed at
helping her provide wholesome tasty nutrition to her family. 

Red Label
India’s favourite cup of tea, the great taste of Red Label brings people closer
together and strengthens relationships.

Brooke Bond Taaza

Brooke Bond Taaza lifts me and unshackles my mind, allowing me to see and
realize possibilities.

Taj Mahal

Brooke Bond Taj Mahal is an exclusive selection of teas for the discerning
consumer.

Bru

Ek cup Bru aur mood ban jae…

Kissan

With Kissan, good food is loved not shoved!

Kissan Amaze Brainfood

Kissan Amaze Brainfood is specifically designed for the mental development of

kids.

Knorr

Knorr helps families make meal times special, nutritious, tasty and healthy.

Kwality Wall’s

A good honest scoop of daily pleasure.

Lipton

Lipton has a range of vitality teas that truly encompass the goodness of tea.

Home care brands

HUL has a diverse portfolio of brands offering home care solutions for millions of
consumers across India.

Active Wheel

Active Wheel de "Mehnat se Aazadi" Freedom from painful & tiring laundry

Cif

Cif- the best cleaner to let you shine.

Comfort
The world’s largest fabric conditioner brand.

Domex

The sheer power of Domex bleach gives you the confidence you need, eradicating
all known germs.

Rin

Rin provides ‘best in class whiteness’ which is demonstrable.

Sunlight

Sunlight is a color care brand

Surf Excel
Giving your kids the freedom to get dirty and experience life, safe in the
knowledge that Surf Excel will remove those stains

Vim

Created in 1885, the Vim brand is still innovating and using the magic of natural
ingredients to create unbeatable results over a hundred years later.

Personal care brands

Our personal care brands, including Axe, Dove, Lux, Pond's, Rexona and Sunsilk,
are recognised and love by consumers across India. They help consumers to look
good and feel good – and in turn get more out of life.

Aviance

Aviance enables women actualize their unique potential through expert customized
beauty solutions.

Axe
Axe with Best Quality Fragrance

LEVER Ayush Therapy

LEVER Ayush aims to help a new generation of Indians rediscover everyday

health and vitality through customized Ayurvedic solutions.

Breeze

Breeze, with the goodness of glycerine gives soft, fragrant and smooth skin.

Clear

New Clear with Essential Oils, guarantees Zero dandruff and leaves your hair
feeling fabulous.
Clinic Plus

Clinic Plus is India’s largest selling shampoo and has won the trust the millions of
families across India

Closeup

Freshness that brings you Closer

Dove

Dove stands for real beauty. All around the world, Dove is making real women feel
more beautiful!

Fair & Lovely

More than 30 years ago, a unique brand was born. Wrapped within a humble
lavender tube, it went on to become the World’s No.1 Fairness cream.

Hamam

Holistic skin care experiences perfected over the ages to deliver healthy, beautiful
skin

Lakme

Lakme is an ally to the Indian Woman and inspires her to express her unique
beauty and sensuality. Thus, enabling her to realize the potency of her beauty.

Lifebuoy

Lifebuoy is available in multiple variants in soaps and specialist formats such as

liquid handwash, catering to the entire family.
Liril

Awaken, and enliven your senses with a Liril bath.

Lux

Lux believes in passion for beauty. It continues to be a favorite with generations of

users for a sensuous experience of luxury.

Pears

Pears – the purest and most gentle way to skincare!

Pepsodent

Pepsodent India is committed to improve the overall Oral health of Indians.

Pond’s

Get the expert to look after your skin

Rexona

Rexona gives you 24 hr protection from sweat and body odour and therefore the
confidence to handle whatever the day has in store.

Sunsilk

Sunsilk encourages young women in India to live for today. Sunsilk helps you
transform the beauty of your hair instantly because LIFE CAN'T WAIT!!

Vaseline

Your skin is amazing. It deserves to be treated as such

Water

Pureit is the  world’s most advanced in-home water purifier. Pureit, a breakthrough
offering of Hindustan Unilever (HUL), provides complete protection from all
water-borne diseases, unmatched convenience and affordability.

Pureit’s unique Germkill Battery technology kills all harmful viruses and bacteria
and removes parasites and pesticide impurities, giving you water that is "as safe as
boiled water". It assures your family 100% protection from all water-borne
diseases like jaundice, diarrhea, typhoid and cholera. What’s more, it doesn’t need
gas, electricity or continuous tap water supply.

Pureit not only renders water micro-biologically safe, but also makes the water
clear, odourless and good-tasting. Pureit does not leave any residual chlorine in
the output water.

The output water from Pureit meets stringent criteria for microbiologically
safe drinking water, from one of the toughest regulatory agencies in the USA,
EPA (Environmental Protection Agency).

The performance of Pureit has also been tested by leading scientific and medical
institutions in India and abroad.

This patented technological breakthrough has been developed by HUL. This state-
of –the-art engineering developed by a team of over 100 Indian and international
experts from HUL and Unilever Research Centres has made Pureit possible at the
consumer price of just Rs. 2000

Pureit runs with a unique ‘Germkill Battery Kit’™ that typically lasts for 1500
litres* of water. The ‘Germkill Battery Kit’™is priced at Rs.365. This means
consumers will get 4 litres of water that is ‘as safe as boiled water’ ™ for just one
rupee, which works out to an extremely affordable 24 paise per litre.
Pureit in-home purification system uses a 4 stage purification process to deliver “as
safe as boiled water” without the use of electricity and pressurized tap water. Pureit
purifies the input drinking water in four stages, namely;

1. Micro-fiber MeshTM - Removes visible dirt

2. Compact Carbon TrapTM - removes remaining dirt, harmful parasites &

pesticide impurities

3. Germkill ProcessorTM – uses 'programmed chlorine release chlorine

technology'  and its stored germkill process targets and kills harmful virus and
bacteria

4. PolisherTM – removes residual chlorine and all disinfectant by-products, giving

clear odourless and great tasting water

5. Battery Life Indicator - Ensures total safety because when the germkill power
is exhausted, the indicator turns red, warning you to replace the battery

Advanced Auto-Switch off - In case, the battery is not changed when it turns fully
red, as an additional assurance of safety, the advanced Auto-Switch off will
automatically switch-off the flow of water.

Protect your loved ones with a Pureit today!

You can ask for a free home demonstration of Pureit. A trained Pureit Water
Expert will visit your home and give you a detailed demonstration of how Pureit
works.

*at a water temperature of 25° Celsius, in moderate humidity conditions

Pureit-Blue
Pureit-Maroon

Nutrition

We've created policies and guidelines to ensure we always act responsibly when it
comes to health and nutrition.

Acting responsibly

Millions of people around the world enjoy the foods and drinks we create. So the
ingredients we use, the formulations, and the way we advertise and market our
brands can potentially make a big impact on global health.

We aim to act responsibly and have a strong nutrition policy. We've also developed
a carefully considered approach to health and nutrition which includes:

 encouraging a balanced diet with the right amount of proteins,

carbohydrates, fats, vitamins and minerals
 developing a growing range of low fat, low sugar, low calorie alternatives,
plus more 'active health' products
 marketing responsibility our foods and beverages and helping to reduce
over-consumption
 helping people understand the nutritional benefits of our products
 creating products that reflect the fact that people will only eat foods that they
enjoy
 having sound specific evidence underpinning all our claims
 making significant contributions to researching the relationship on nutrition
and health, such as the effects of good fats (unsalted fats), fruits &
vegetables and vitamins and minerals
CONCLUSION
 HLL enjoys a formidable distribution network covering over 3400 distributors
and 16 million
outlets. This helps them maintain heavy volumes, and hence, fill the shelves of
most outlets. The
new sales organization named 'One HLL' brings "Household and Personal Care"
and foods
distribution networks together, thereby aligning all the units towards the common
goal of
achieving success. HLL has been continuously able to grow at a rate more than
growth rate for
FMCG Sector, thereby reaffirming its future stronghold in Indian market.
 Project Shakti - Rural India is spread across 627,000 villages and possesses a
serious distribution
challenge for FMCG Cos. HLL has come up with a unique and successful initiative
wherein the
women from the rural sector market HLL products, and hence, are able to reach the
same
wavelength as of the common man in village. Apart from product reach, the
initiative also creates
brand awareness amongst the lower strata of society. This has brought about
phenomenal results.
 HLL's market dominance, originating from its extensive reach and strong brand
presence, allowed
it to raise the prices even as raw materials were getting cheaper. Hence, though the
volumes
decreased, the margins grew, and company was able to earn more profits. But
higher margins
attracted competition in areas of operations. HLL's strategy remained focused on
creating power
brands and earning higher margins. It was not left with any other option but to try
cutting down
the costs in order to protect volumes, if not increase it.
 Domestic Consumer business grows 8%;Operating profit grows16% and PBIT
margins improve
140 bps o Double digit growth in Personal Products and Foods maintained o Brand
Investments
stepped up by 320 bps - PAT before exceptional items(bei) grows 9.5%; PAT(bei)
before mark to
market charge grows 14.4%
 Hindustan Unilever Limited (HUL) announced its results for September Quarter
2009. Domestic
consumer sales including water grew 8%. FMCG sales grew by 7%, driven by
strong growth in
Personal Products and Foods. Soaps & Detergents grew modestly due to
significant down trading
in Detergents. Net Sales grew 5% with planned reduction in exports and
underlying volume
growth was 1% in the quarter.
 HPC business grew 6%, driven by strong volume led growth in Personal
Products. Soaps &
Detergents grew 1% impacted by low growth in the mass segment. Surf grew well
- driving
premium laundry growth and competitiveness in the mass portfolio has been
strengthened. The
Personal wash portfolio has been rejuvenated with improved consumer value
across all the brands.
The premium soaps segment (Dove, Pears and Liril) grew strongly.
 Personal Products grew strongly at 13%.In Hair category all brands grew well –
Dove shampoo
grew rapidly with the introduction of a new range, the relaunch of Clear and Clinic
Plus was well
received and Sunsilk continued to grow and develop the conditioner segment.
Equally growth was
broad based across all brands in the skin category – the premium face care
portfolio was
strengthened with a successful relaunch of Ponds White Beauty, while FAL equity
is being
strengthened with the launch of ‘winter fairness’ variant. In Oral, both Close Up
and Pepsodent
delivered good volume growth with Pepsodent being relaunched in this quarter.
 Foods business grew at 13% driven by Tea, Coffee and Ice Cream. Beverages
was up 18% with all
brands in Tea growing well- Lipton Green Tea was introduced, Tea Bags were
relaunched in the
quarter; Instant Coffee growth was driven by low unit packs. In Processed Foods,
investment in
market and category development continued, with successful relaunch of Knorr
soups. Ice-Cream
continued its volume led growth.
 Pure-It is making excellent progress and rapidly building a strong franchise
across the country,
with nearly 3 million households now protected. The business has expanded its
reach to smaller
towns and is focusing on product innovation and channel development.
 Operating margin improved by 140bps, through a combination of carry forward
impact of pricing,
improved mix, step-up in cost saving programmes, and better operating leverage.
PBIT grew
16.5% with operating margin improving to 14.3%, after absorbing 320 bps
increase in brand
investments. A&P expenditure grew by 38%, driven by relaunches, substantial
step-up in media
support and mix impact of higher Personal Products sales. Excluding the mark to
market (MTM)
charge on forex exposures, PAT (bei) grew by 14.4%. On a reported basis, PAT
bei grew by 9.5%.
Net Profit declined by 21.6% due to exceptional gains from property disposal in
the prior year and
exceptional charge, largely due to a provision related to the settlement signed with
erstwhile
workers of a closed unit, in the current period.
 The Board declared an interim dividend of Rs 3.00 per share for the accounting
year ending March
31, 2010.
SWOT ANALYSIS
1. Strengths
HLL enjoys a formidable distribution network covering over 3400 distributors and
16 million outlets.
This helps them maintain heavy volumes, and hence, fill the shelves of most
outlets. The new sales
organization named 'One HLL' brings "Household and Personal Care" and foods
distribution networks
together, thereby aligning all the units towards the common goal of achieving
success. HLL has been
continuously able to grow at a rate more than growth rate for FMCG Sector,
thereby reaffirming its
future stronghold in Indian market.
Project Shakti - Rural India is spread across 627,000 villages and possesses a
serious distribution challenge for FMCG Cos.
HLL has come up with a unique and successful initiative wherein the women from
the rural sector market HLL products, and
hence, are able to reach the same wavelength as of the common man in village.
Apart from product reach, the initiative also
creates brand awareness amongst the lower strata of society. This has brought
about phenomenal results.
2. Weaknesses
HLL's market dominance, originating from its extensive reach and strong brand
presence, allowed it to
raise the prices even as raw materials were getting cheaper. Hence, though the
volumes decreased, the
margins grew, and company was able to earn more profits. But higher margins
attracted competition in
areas of operations. HLL's strategy remained focused on creating power brands and
earning higher
margins. It was not left with any other option but to try cutting down the costs in
order to protect volumes,
if not increase it.
As shown in above figure, the key differentiators for an FMCG player are ability to
call shots and pricing power, and HLL has
shown weakness over both these factors.
HLL's weakness was its inability to transform its strategies at the right time. They
continued with the
same old strategy which helped them gain profits but was not genuine in this
changed environment.
HLL's risk aversion and market myopia led to stagnation of business, and ferocity
of competition forced it
into a defensive mode. Lack of pricing power in core business and absence of
growth drivers have put
HLL on a deflationary mode.
3. Opportunities
India is one of the world's largest producer of FMCG goods but its exports  are
miniscule as compared
to production. Though Indian Cos. have been going global, their focus is more
towards Asian countries
because of the similar preferences. HLL is one of the top companies exporting
FMCG goods from India.
An expansion of horizons towards more and more countries would help HLL grow
its consumer base and
henceforth the revenues.
 Opportunity in Food Sector - The advent of modern trade has opened up greater
opportunities for
HLL to diversify its brand and strength its food division. It could look at
introducing products from its
parents stable like margarines and could also look at expanding its Knorr range of
products.
 Well-placed to take advantage of future FMCG Growth - HLL reach out 80% of
207 million
households in the country through various brands. It has a very well-defined
product portfolio spread
across many product categories.
Penetration levels for some major categories like skin-cream (22%), shampoo
(38%), toothpaste (48%)
and processed foods, continue to remain low offerings but great growth
opportunities products.
4. Threats
ITC has reduced its dependence on the cigarettes business - Contribution  of the
core business in
revenues has come down from 87% in FY99 to 70% in FY05. Over a period of five
years, ITC has
extended its presence into areas like foods, retailing, hotels, greetings, agri, paper,
etc. These are
businesses that can give it growth impetus in the long run. With ITC gaining
momentum in each of these
businesses, it is turning into a consumer monolith, and hence, the greatest threat to
HLL's Business.
SSKI India has gone on to say, "We maintain Out performer on ITC with a price
target of Rs. 2200, while
our Under performer call on HLL remains unaltered (price target of Rs. 160)."
MARKET SHARE

Total Turnover (in US$)

Hindustan uniliver
P&G
Nestle
Britannia
Dabur
Colgate
Tata tea
Total Turnover (in US$)
This chart explains more about the market share of HUL. The Total turnover of
Hul was 2961 million US$ way ahead of its competitors like Nestle, Dabur,
Godrej, Marico etc. HUL or Hindustan Unilever is the number one Indian Brand. It
is The Market leader in number of products. In 2007, Hindustan Unilever was rated
as the most respected company in India for the past 25 years by Business World,
one of India’s leading business magazines. HUL is the market leader in Indian
consumer products with presence in over 20 consumer categories such as Soaps,
Tea, Detergents and Shampoos amongst others with over 700 million Indian
consumers using its products. It has over 35 brands. Sixteen of HUL’s brands
featured in the AC Nielsen-Brand Equity list of 100 Most Trusted Brands Annual
Survey (2008). According to Brand Equity, HUL has the largest number of brands
in the Most Trusted Brands List.