GROUP NO: 1 SUBMITTED TO: PROF.

MEHA TODI

GROUP MEMBERS:
Vidya Avhad Punit Balani Disha Bavishi Ajinkya Kajwe Priyanka Maru
Dhwani Patel

501 503 504 522 526 533 536 547 548 549

Royston Pereira

Raksha Shetty

Rupa Shetty

Kinnari Shukal

ACKNOWLEDGEMENT

The satisfaction and euphoria that accompany the successful completion of any task would be incomplete without mentioning the name of the people whose constant guidance and encouragement has crowned all our effort with success.

Firstly I would like to thank Prof MEHA TODI for giving us her precious time and guidance that helped us a lot in completing this project.

Last but not the least I would like to thank all those people for their immense co-operation who helped us in any way and without help of these people this project never be completed successful.

INTRODUCTION
Hindustan Unilever Limited (HUL) is India's largest Fast Moving Consumer Goods Company with a heritage of over 75 years in India and touches the lives 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. Hindustan Unilever Limited (abbreviated to HUL), formerly Hindustan Lever Limited, is INDIAs largest consumer products company and was formed in 1933 as Lever Brothers India Limited. It is currently headquartered in Mumbai, India and its 41,000 employees are headed by Harish Manwani, the non-executive chairman of the board. HUL is the market leader in Indian products such as tea, soaps, detergents, as its products have become daily household name in India. The Anglo-Dutch company Unilever owns a majority stake in Hindustan Unilever Limited. The company was renamed in late June 2007 as "Hindustan Unilever Limited". The Company has over 16,000 employees and has an annual turnover of around Rs.19, 400 crores (financial year 2010 - 2011). HUL is a subsidiary of Unilever, one of the worlds leading suppliers of fast moving consumer goods with strong local roots in more than 100 countries across the globe with annual sales of about 44 billion in 2011. Unilever has about 52% shareholding in HUL. With over 35 brands spanning 20 distinct categories such as:soaps, detergents, shampoos, skin care, toothpastes, deodorants, cosmetics, tea, coffee, packaged foods, ice cream, and water purifiers, the Company is a part of the everyday life of millions of consumers across India. Its portfolio includes leading household brands such as Lux, Lifebuoy, Surf Excel, Rin, Wheel, Fair & Lovely, Ponds, Vaseline, Lakm, Dove, Clinic Plus, Sunsilk, Pepsodent, Closeup, Axe, Brooke Bond, Bru, Knorr, Kissan, Kwality Walls and Pureit.

BUSINESS SEGMENTATION OF HUL:

Soaps and Detergents (46% Revenue, 44% EBIT): This segment includes Laundry and Personal Wash products like soaps, detergent bars, detergent powders, detergent liquids, scourers,etc. Sales of the segment grew sales by 13.9% and 20.3% in CY07 and H1CY08 respectively. Fabric Wash has shown strong growth in this year with the market share moving up from 34.6% in Q4CY06 to 38.3% in Q2CY08 Profitability margins which declined from 25.7% in CY'02 to 13.7 % in CY'05 due to pricing actions from P&G in the Laundry segment have slightly recovered to 15.6% (CY'07). Personal Care Products (26% Revenue, 46.2% EBIT) : This business which comprises mainly skin care, hair care and oral care is the most profitable segment for HUL. It is highest contributor to HULs EBIT at 47%. Low penetration and consumption of personal products has sustained these categories' high growth rates. This segment has shown a revenue growth of 20.9% in H1CY08 and the new launches in the Ponds and Dove range contributed to the profitability of the segment.

Beverages (11% Revenue, 10.3% EBIT): HUL's beverages business is operated through the Brooke Bond and Lipton brands for packet tea and Bru brand for coffee. With the aggressive relaunch of Brooke Bond, Taj Mahal and Taaza, the company has been able to arrest the decline in its market share.Overall margins have declined to 15% in CY'07 from 20% in CY'04 due to hike in Coffee bean prices. Foods (4% Revenue, 0.8% EBIT): In spite of having one of the best distribution networks (coverage of 6.3 mn outlets) in the country, the food business has never constituted a big part of revenues. Thats why this is the current focus area for the company. Presence in the foods category is mainly through soup mix, Chinese meal maker, jams, ketchups and salts. HUL is clearly keeping a low profile in the staples category, which is low margin business. Foods margin dipped partly due to launch related costs for Amaze brain foods (launched in two southern states during the January March 2008 quarter). Ice Cream (1% Revenue, 0.6%EBIT): This segment includes include Ice Creams and Frozen Desserts. Kwality Wall's, launched in 1995, is the company's Master brand for ice cream. It has launched Moo brand that boosts childrens calcium levels in the June quarter of CY07. Exports: Exports include sales of Marine Products, Castor, etc. as well as sales of soaps and detergents, personal products, beverages and foods etc. by the Exports Division. Exports are the lowest-margin business for the company. It has already exited the low-margin shrimps and castor business. Others:

This section includes Chemicals, Water purifiers, Agri seeds, Property Development, Water business, Ayush services etc. It has seen a growth of 41.5% as Pure It (a water purifier product) increased its reach to more than 600 towns.

PRODUCTS BY HINDUSTAN UNILEVER LTD

Personal wash: - Lux, Lifebuoy, Liril, Hamam, Breeze, Moti, Dove, Pears and Rexona Laundry: - Surf Excel, sun light, Rin, Wheel & Ala bleach. Dishwasher: - Vim Disinfectants: - Domex, cif Foods: - Nissan (Jam, Ketchup, Squashes), Annapurna (Atta and salt), Knorr Soups, Modern Bread Ice-cream: - Kwality Wall's Tea: - Brooke bond, Lipton, taj mahal Coffee: - Brooke bond bru Hair-Care: - Sunsilk naturals, Clinic, Dove and Lifebuoy Beauty Products: - Fair & Lovely, Lakme, Ponds, Vaseline and Aviance Pepsodent and Close-up Deo spray: - Axe and Rexona Water Purifier: - Pureit Ayurvedic Personal & health care: - Ayush

LOGO EXPLAINATION:

(SAUCES & SPREADS): Represents mixing or stirring. It suggests blending in flavors and adding taste. (BOWL): A bowl of delicious-smelling food. It can also represent a ready meal, hot drinker soup. (SPOON): A symbol of nutrition, tasting and cooking. (SPICE & FLAVOURS): Represents chili or fresh ingredients. (FISH): Represents food, sea or fresh water. (SPARKLE): Clean, healthy and sparkling with energy. (BIRD): A symbol of freedom. It suggests a relief from daily chores, and getting more out of life. (TEA): A plant or an extract of a plant, such as tea. Also a symbol of growing and farming. (LIPS): Represent beauty, looking good and taste. (ICE CREAM): A treat, pleasure and enjoyment. (RECYCLE): Part of our commitment to sustainability.

(PARTICLES): A reference to science bubbles and fizz. (FROZEN): The plant is a symbol of freshness, the snowflake represents freezing. A transformational symbol. (CONTAINER): Symbolizes packaging - a pot of cream associated with personal care. (HEART): A symbol of love, care and health. (CLOTHES): Represent fresh laundry and looking good. (WAVE & LIQUID): Wave symbolizes cleanliness, freshness and vigor. Liquid reference to clean water and purity.

MEANING OF THE NAME & HOW WAS IT NAMED&EVOLUTION OF THE NAME: HUL means Hindustan Unilever Limited formally it is known as Hindustan Lever Limited (HUL) through a merger of Lever Brothers, Hindustan Vanaspati Mfg. Co. Ltd. and United Traders Ltd. in 1956. The company was renamed in late June 2007 to Hindustan Unilever Limited. EVOLUTION OF THE LOGO:

The previous logo represents the green and healthy scenario of the Indian economy. And the current logo expresses the vitality at the heart of their brands, their people and their values. Each icon within their logo represents an aspect of their business, showing that they add vitality in everything they do. MISSION Unilever's mission is to add Vitality to life. They meet everyday needs for nutrition; hygiene and personal care with brands that help people feel good, look good and get more out of life. Their deep roots in local cultures and markets around the world give them their strong relationship with consumers and are the foundation for their future growth. They will bring their wealth of knowledge and international expertise to the service of local consumers- a truly multi local multinational. Their long-term success requires a total commitment to exceptional standards of performance and productivity, to working together effectively, and to a willingness to embrace new ideas and learn continuously. To succeed also requires, we believe, the highest standards of corporate behavior towards everyone we work with, the communities we touch, and the environment on which we have an impact. This is our road to sustainable, profitable growth, creating long-term value for our shareholders, our people, and our business partners.

PRINCIPLES
Our corporate purpose states that to succeed requires "the highest standards of corporate behavior towards everyone we work with, the communities we touch, and the environment on which we have an impact." Always working with integrity Conducting our operations with integrity and with respect for the many people, organizations and environments our business touches has always been at the heart of our corporate responsibility. Positive impact We aim to make a positive impact in many ways: through our brands, our commercial operations and relationships, through voluntary contributions, and through the various other ways in which we engage with society. Continuous commitment We're also committed to continuously improving the way we manage our environmental impacts and are working towards our longer-term goal of developing a sustainable business. Setting out our aspirations Our corporate purpose sets out our aspirations in running our business. It's underpinned by our code of business Principles which describes the operational standards that everyone at Unilever follows, wherever they are in the world. The code also supports our approach to governance and corporate responsibility. Working with others We want to work with suppliers who have values similar to our own and work to the same standards we do. Our Business partner code, aligned to our own Code of business principles, comprises ten principles covering business integrity and responsibilities relating to employees, consumers and the environment.

STEPS OF HINDUSTAN UNILEVER LTD

Our vision Unilever products touch the lives of over 2 billion people every day whether that's through feeling great because they've got shiny hair and a brilliant smile, keeping their homes fresh and clean, or by enjoying a great cup of tea, satisfying meal or healthy snack. A clear direction The four pillars of our vision set out the long term direction for the company where we want to go and how we are going to get there: HUL work to create a better future every day HUL help people feel good, look good and get more out of life with brands and services that are good for them and good for others. HUL will inspire people to take small everyday actions that can add up to a big difference for the world. HUL will develop new ways of doing business with the aim of doubling the size of our company while reducing our environmental impact. HUL have always believed in the power of our brands to improve the quality of peoples lives and in doing the right thing. As our business grows, so do our responsibilities. HUL recognize that global challenges such as climate change concern us all. Considering the wider impact of our actions is embedded in our values and is a fundamental part of who we are.

Winning with brands and innovation Two out of three Indians use our products, making our brands a part of everyday life. HUL help people look good, feel good and get more out of life with brands and services that are good for them and good for others. Bigger, better, faster innovation Brands and innovation are at the heart of everything we do. Research and Development (R&D) is the home of breakthrough technology for bigger, better, faster innovations. Home & Personal Care In 2012, HUL launched Lifebuoy 'Active Natural Shield', providing breakthrough technology in germ protection. The technology packs a combination of naturally occurring substances with the best of technology in cleansing, providing ten times better protection against disease causing pathogens. It is a matter of pride for us that the Unilever R&D centre in Bangalore, India, was the lead research centre for this innovation. The launch of Pond's Age Miracle Cell Regent Range brought to the Indian market the most advanced anti-ageing technology developed by the Pond's Institute. The New Pond's Age Miracle with Intelligent Pro Cell Complex gives aging skin cells three times more skin renewal power. This extensive collection provides everything the contemporary Indian woman needs for flawless natural-looking makeup. In another innovation, Fair and Lovely introduced a 'future tube' to upgrade sachet consumers to an affordable yet aspirational format. This enabled incremental volume and value consumption by inviting existing sachet users to trade up to the 'future tube', which apart from being innovative and easy to use was priced to deliver greater value.

In Hair Care, the Keratinology innovation launched by Sunsilk is specially designed to prolong the beauty of salon-treated hair. It features Keratin Micro Technology, which works to intensively nourish and reconstruct the hair's surface for stunning hair renewal and keeps salon beauty for longer. The Color Rescue range by Dove brought to the Indian market a unique product that repairs damaged hair and helps lock in the vibrant colour for longer. In laundry, the Rin portfolio was further extended with the launch of Rin Perfect Shine Neel in the Liquid Blues category. The Rin portfolio currently includes Rin Washing Powder, Rin Detergent Bar and Rin Bleach. Liquid Blues is a logical extension for the Rin brand, which carries the promise of delivering sparkling white clothes. Comfort, the fabric conditioner brand, has grown with innovative market development. Comfort anti bacteria was launched as a new variant during the year to build on the huge success that the category has seen in just a few years since it was first launched in India. In colour cosmetics, Lakm launched the premium range of Absolute makeup a high performance color cosmetics range, with leading edge technology sourced from our Italian and French partnerships. With a stunning range of high-end face, lip, nail and eye offerings, along with professional make-up applicators, Lakm Absolute provides the Indian woman with a premium long-wear line. Axe, the leading deodorant with a presence of over 10 years in India, saw the portfolio extended with the launch of Axe Shower Gel. 8 Hindustan Unilever Limited the Axe grooming range for the young Indian male also includes Shaving Gel, Foam, After-Shave lotion, and Cologne Talc. Foods Rising consumption and changing tastes are opening up new opportunities. The tea bag market in India has tripled in the last three years with growth being led by exotic, flavoured and green teas. In order to outgrow the market and

capitalise on this opportunity, Taj Mahal and Lipton last year launched 11 new flavours in the flavoured tea bag and green tea bag segment. The burgeoning caf culture in India has been driving growth of in-home consumption of coffee as well. To leverage this, Bru introduced three new brands in the premium and masspremium segments of the instant coffee market viz. Bru Exotica, Bru Gold and Bru Lite and initiated a pilot in the retail space by opening eight Bru World Cafs in Mumbai in 2011. The Frozen Dessert category continued to grow with successful innovations during the summer of 2011. New Cornetto Disc, Paddle Pop Grape Apple Jelly, Selections Roasted Almond Chocolate and Black Current Raisin which targeted and delighted youth, kids and families alike. Reducing salt HUL Knorr portfolio has been revamped to introduce newer variants with less sodium over the past few years. This has resulted in an average 13% sodium reduction among our soup top sellers. In 2011, we also reduced sodium in Kissan ketchup formulations by an average of 11% . Reducing calories To cater to the needs of the growing number of health conscious people, Kwality Wall's, HUL frozen dessert brand, offers product formats which deliver less than 99 Kcal in one standard scoop of 80ml, in its 'Selection' range. Providing healthy eating information HUL labels carry information on energy, protein, carbohydrate, sugars, fat, and where relevant on saturated fat, fibre and sodium. HUL also participates in the 'The Choices program', a front-of-pack labelling programme aimed to help consumers make the healthier choice. HUL aim to have two-thirds of our foods and beverages portfolio comply with the Healthy Choice guidelines by 2015.

Around 60% of HUL major food and beverage brands Brooke Bond, Bru. Knorr, Kissan, Kwality Wall's already comply with the Healthy Choice guideline. Water The Pureit innovation addresses one of the biggest technological challenges of the century that of making safe water accessible and affordable for millions. Pure it provides four litres of "as safe as boiled" water at a running cost of Rs 1 without the hassles of boiling, without the need of electricity or a continuous tap water supply. Pureit has protected 30 million lives in India alone and is currently available in seven countries. Pure it Marvella RO was launched in 2011. It is the only RO water purifier with 15 days Advance Alert System. The range also includes Pure it Marvella, Pure it Classic 14 litres and Pure it Classic 23 litres. Winning through continuous improvement Through the Unilever Sustainable Living Plan HUL have set new standards for sustainability in the design and build of our new factories Continuous improvement is an ongoing effort to improve products, processes and services. This leads to a step up in all round performance. HUL focus on doing every small thing better every single day is bringing consumers and customers better quality and service while delivering substantial savings and accelerated growth. Lean, responsive, consumer-led Consumer needs are changing rapidly. HUL must study these changing needs and respond to changing aspirations. Every product and service is shaped and built from the perspective of our consumers. In addition, HUL must take all that we already do well and do it even better, faster and more efficiently to help build a lean, responsive and consumer-led organisation. Better service

Service as measured through 'On Shelf Availability' saw a significant improvement in 2011. Overall service level as measured through CCFOT (Customer Case-Fill OnTime) saw an improvement of 260 basis points. Modern Trade reported a sharper improvement of 400 basis points. These results were delivered through structured initiatives which are robust and sustainable. Better quality HUL are systematically improving the quality of our products as perceived by our consumers. In 2011, consumer complaints per million units fell by 13%. As an example, HUL changed to laser coding on bottles so that markings became easier to read, eliminating complaints that coding was sometimes smudgy or illegible. Winning in the market place 1.1 million retail outlets that account for more than 90% of HUL turnover in retail outlets now work as Perfect Stores. Consumers are at the heart of our business. HUL have a large base of consumers served through millions of stores. HUL are now reaching out with more stores, better stores and better standards of service. At the same time, HUL are making special efforts to reach out to the remotest corners of India, delivering products and services to people and places that were never served before. More stores: Faster spread, larger reach Coverage expansion was a key thrust area in 2011, building on the expansion HUL undertook a year earlier. Over the last two years, HUL have added one million new stores, doubling our coverage and taking HUL products and services to some of the remotest corners. HUL have used technology, our rich insights and our flagship programme, Project Shakti, to spread out fast. The project has been strengthened in 2010-11 with the Shaktimaan initiative under which men of the Shakti families are given bicycles to cover surrounding villages to increase HULs distribution and sales as well as enhance the income of Shakti families. There are now 30,000 Shaktimaans across India. Shakti Amma will

continue to drive home-to-home sales in their village and Shaktimaan will cover small retail outlets in surrounding villages. Perfect Stores: Right product, right outlet, right quantity The Perfect Stores programme is aimed at improving availability by maintaining and building assortment in outlets and ensuring better visibility of HUL products at the point of purchase. Currently, 1.1 million retail outlets that account for more than 90% of HUL turnover in retail outlets work as Perfect Stores. Half of these were enrolled in the Perfect Stores programme in 2011, delivering higher sales and market shares than the average stores. 'Project iQ', which uses sophisticated analytics to reach out to these Stores, won the 2011 Global Unilever IT Award for 'Releasing the Power of Information Customer Centricity: The customer comes first 2011 saw greater focus on customers to drive growth and ensure a seamless working relationship with our partners. We institutionalised the Joint Business Planning (JBP) process for distributive trade in 2011. Under this, the customer and HUL agreed on a set of deliverables to set the tone for growth ahead of the market. This was complimented with a comprehensive customer reward and recognition programme through the Customer Differentiation Tool. HUL also launched Customer Credo, under which members of our customer team and partner functions spent 50,000 man-hours to connect with the customer. HUL rolled out a programme christened Happy 2 Help across more than 2300 distributors to help better customer connect and quick resolution of their issues. This is an active effort at issue identification and resolution using the customer helpline Levercare. Almost 4000 pending issues were resolved within a month. HUL plan to repeat the exercise once every quarter. Modern Trade: Growth through partnership Modern trade is one of the fastest growth channels for HUL. To build on this, HUL created joint marketing plans with leading customers like Walmart, Metro and

Tesco. The Modern Trade team swept the Customer Awards for 2011 with several strategic customers like Tesco, Walmart and Hypercity. Project 3G: Building Engagement with 20,000 associates Point of presence is critical for our business because it is here that 70% of decisions to buy are made. The quality of our presence at the point of purchase is directly co-related to the capability of our business associates and their people in the field. These associates are responsible for in-store execution. In the interest of bringing in sustainable HR processes for better management of performance and engagement of third party associates, HUL has launched a platform named 3G (short for Gain, Grow, and Get ahead). This platform enables HUL to reward and recognise top performing associates, enhance their capabilities and provide a clear career path for growth, thereby ensuring high motivation levels amongst the associates to enable better execution in the market. Project Express: Gateway to rural HUL want to enhance our coverage even further to enable us reach as much as 90% of the rural population. In order to achieve this, HUL have to ensure a viable sustainable business model for our associates. This calls for partnering with businesses like mobile telecommunications, which have a similar wide reach. HUL have partnered with Tata Teleservices Limited to increase our rural foot print and give a fillip to rural distribution as well as the earnings potential of Shakti entrepreneurs. HUL are working to extend this partnership to 15 states. Cost savings HUL have saved 6% in total supply chain cost by exploiting improvement opportunities at every node in the value chain. Wherever HUL find opportunities to add value or cut costs, we take them. HUL execute fast and replicate even faster. An example of this is the low cost business model for the washing powder brand, Wheel.

Managing cash HUL continued to drive cash delivery and sustained negative working capital in 2011. HUL reduced days-on-hand inventory. HUL aim to bring stocks down further through continuous improvement of our business planning process. Partnerships with suppliers Our suppliers are vital partners in our sustainable growth ambitions. HUL work with them to create better, faster innovation. In line with our commitments in the Unilever Sustainable Living Plan, HUL increased the amount of agricultural raw materials obtained from sustainable sources. Growing sustainably HUL have begun using alternate biomass-based fuel to generate steam at some of our manufacturing facilities. In 2011, as part of the first phase of this shift, HUL changed to sustainable fuel at three factories. The work involved perfecting the biomass based boiler technology and sourcing of biomass based fuels. Winning with people HUL processes are geared to building a culture focused on execution and performance. This delivers clarity, consistency and encourage s employees to live up to our standards of leadership. HUL are growing fast, building on opportunities in a market that is seeing rising incomes and rising consumer aspirations. HUL growth demands the best talent and an organisational culture in which high performing teams can serve our diverse and growing base of consumers and customers. Leveraging our operating framework for competitive advantage In the coming years, HUL success in the market place will depend on how HUL adapt to changing market conditions and how HUL deal with the growing competitive intensity around us. HUL teams are geared to innovate better, move faster and take full advantage of our global scale to lead by delighting consumers and customers.

This agility has brought down go-to market timescales and helped HUL make a bigger and quicker impact on store shelves across modern retail as well as our vastly expanded footprint of Perfect Stores. Talent pipeline ready to match our growth ambitions The war for talent is heating up. To secure our leadership position, HUL must continue to attract, recruit and retain talent a task we have always accorded special attention. A robust employer brand is crucial to attracting the best talent. HUL build on this brand by working to understand our potential recruits better. HUL devise programmes that would help us attract the best. The HUL employer brand on B-school campus HUL spend time on campus, build insights and use quantitative and qualitative measurements to deliver a host of on-ground activations that can engage students even before we begin hiring. Programmes like Unilever Unplugged, Lessons in Marketing Excellence, Marketing in Practice and others help HUL build rapport with management students and expose them to the opportunities available in a career with Unilever. As a reuslt of HUL work with B-school students, the annual syndicated AC Nielsen report in November 2011 named us the top employer on campus. Creating young leaders HUL Management Trainee programme, commonly known as the Unilever Future Leaders Programme (UFLP), is at the heart of our employer brand. Over the years, the UFLP in its various forms has trained managers who have later occupied leadership positions across Unilever globally. Clear goal-setting HUL processes are geared to building a culture focused on execution and performance. HUL have a holistic Annual Performance Cycle encompassing three

clear steps: setting goals, assessing performance and rewards. This delivers clarity, consistency and encourages employees to live up to our standards of leadership. Encouraging learning HUL 70:20:10 approach to learning builds on our belief that 70% of all capability is built on the job, 20% is built through shadowing, coaching and short term projects or exposures and 10% is built through classroom learning. HUL provide multiple forums for learning. These include quarterly webcasts, continuous guest sessions with industry leaders and learning portals to ensure an informal flow of best practice sharing among employees. Listening to our people Every year HUL does an organisational health check survey that covers the entire workforce from workman to top management. The feedback helps us build holistic employee engagement plans. 14 Hindustan Unilever Limited HUL Global People Pulse Survey, 2011, showed that India featured in the top 25 countries across Unilever. As many as 94% of the employees responded favourably to the statement: "I am proud to say that I work for HUL." Living Vitality through the Workplace At HUL, they are committed to building a culture of engagement, flexibility and inclusion that enables our people to achieve a desirable work-life balance. This helps HUL employees give their best to the organisation while leading fulfilling lives. The key enablers in this agenda are their flexible work practices and their contemporary and collaborative workplace. HUL is a firm advocate of agile working an approach to working with maximum flexibility and minimum constraints.

Hence, HUL employees are encouraged to work anytime or from anywhere as long as business needs are fully met and performance is determined by results, not time or attendance. HUL also have many initiatives to support personal vitality and work-life balance of our employees. These include a day care centre for children of their employees at head office, options for games and physical fitness on campus, and a platform called 'My Clubs' which helps employees form collaborative interest groups. These interest groups include a food club, a dance club among others. Flawless execution HUL business has seen strong volume growth over the last several quarters. In order to support this growth, HUL are adding capacity in a structured and cost effective framework. HUL are leveraging the global capability of Unilever to execute with speed. HUL added 20% capacity during 2011. HUL are equipping our facilities with state-of-art technology and rigorous standardisation to ensure that designs are rolled out faster at newer locations under the principle 'Design Once, Deploy Everywhere'. Looking ahead HUL innovations continue to focus on strengthening the core and leading market development across segments. Every day they are working on ways to make our brands the best, most innovative and most agile in the world.

ARTICLES ON HUL:
HLL announces new corporate identity 25-06-2007 : Hindustan Lever Limited today announced that it has obtained approval from the government for the change of the company name to Hindustan Unilever Limited. With this the companys new corporate identity represented by a new logo and the new name Hindustan Unilever Limited comes into effect. The shareholders of the company had earlier approved the proposal for change of name at the Companys 74th Annual General Meeting on May 18, 2007. The Company believes that the new name provides the optimum balance between maintaining the heritage of the Company and the synergies of global alignment with the corporate name of Unilever. Most importantly the name retains Hindustan as the first word in its name to reflect the Companys continued commitment to local economy, consumers, partners and employees. The new logo is symbolic of the companys mission of Adding Vitality to life. It comprises of 25 different icons representing the organization, its brands and the idea of Vitality. Mr. Doug Baillie, CEO, Hindustan Lever Limited, said, The identity symbolises the benefits we bring to our consumers and the communities we work in. Our mission is full of promise for the future, opening up exciting opportunities where we have competitive advantage for developing our business and our new identity will help us confidently position ourselves in every aspect of our business. The new name and the new logo will leverage the positioning, scale and synergy that comes with being part of Unilever globally. It positions our organization on a global scale and through the combination of retaining Hindustan in the name brings the very best of local and global to the forefront. For us this is really an opportunity, collectively as an organization, to renew and strengthen our commitment to continue our endeavour to earn the love and respect of India, by making a real difference to every Indian, Mr. Baillie added.

By New Delhi, June 26, 2007 Section: News Category: Advertising

Hindustan Lever Ltds (HLLs) change of name to Hindustan Unilever Ltd (HUL) has been made official. The company has released a new brand identity and a new logo Hindustan Lever Ltd has obtained approval from the government to change the company name to Hindustan Unilever Ltd (HUL), the company said in a statement on Monday. According to the release, the government has approved the companys new corporate identity represented by a new logo and the new name, Hindustan Unilever Ltd. The shareholders of the company had earlier approved the proposal for change of name at the companys 74th annual general meeting on May 18, 2007. The new logo is symbolic of the companys mission of Adding Vitality to Life. The HUL website explains the concept as an effort to meet everyday needs for nutrition, hygiene and personal care with brands that help people look good, feel good and get more out of life. All the 25 different icons representing the organisation, its brands and the idea of vitality are represented in the logo. Basically, the new logo has borrowed the U symbol (loaded with 25 different vitality icons) from the Unilever basket and gelled it with the Hindustan Unilever Ltd brand identity (see image). HUL believes that the new name provides a balance between maintaining the heritage of the company and the synergies of global alignment with the corporate name of Unilever. The new name retains Hindustan as the first word to reflect the companys continued commitment to the local economy, consumers, partners and employees. Says Doug Baillie, CEO, and HUL, Our mission is full of promise for the future, opening up exciting opportunities where we have competitive advantage for developing our business and our new identity will help us confidently position ourselves in every aspect of our business.

The official brand change didnt have a positive effect on HULs stock price in a flat market. The companys stock ended in the red on the National Stock Exchange, dipping 1.64 per cent to Rs 189.20 on Monday.

Chairman's Statement
Dear Shareholders, In 2011, we have delivered a robust business performance, which has been consistent and competitive through the year and at the same time made good progress on our sustainability agenda. Our growth momentum has once again set us out as a leader in our sector. The domestic consumer business grew by 18% with 9% underlying volume growth. Profit Before Interest and Tax (PBIT) grew by 25% with PBIT margin improving 140 basis points. Profit After Tax but before exceptional items, PAT (bei), grew by 20% to Rs.2,592 crore with Net Profit at Rs.2,691 crore growing 17%. A relentless focus on our consumers and in-market execution helped the business deliver these strong numbers. We are driving bigger, better and faster innovations with almost 60% of our portfolio touched by innovations during the year. We continue to drive superiority of our products in the core categories as we invest to build the categories of tomorrow. We further expanded our direct retail coverage in 2011. Over the last two years, we have added one million new stores, doubled our coverage and taken HUL products and services to some of the remotest corners of the Country. We now have over one million outlets enrolled in our Perfect Stores programme, which focuses on better availability and visibility of all our key brands in retail stores. This programme has been supported by sophisticated analytics (Project IQ) which has helped our sales force to drive better execution and higher throughputs in stores. More importantly, it has helped us improve our overall service levels by 260 basis points during the year, with an even sharper improvement of 400 basis points in Modern Trade. While it was business as usual on our growth agenda, it was business unusual on costs. A sharp focus on cost management enabled us to continue to invest behind our brands and capabilities while delivering an improvement in margins.

We made good progress against targets in the first year of our Unilever Sustainable Living Plan. In 2011, we reduced C02 emissions per tonne of production by 14.7% and water usage in our manufacturing operations by 10.1% compared to our 2008 baseline. HUL has been working for more than a decade in the area of water conservation in locations which face acute water shortage. Through the Hindustan Unilever Vitality Foundation, we are working with NGOs engaged in community projects to conserve water. By 2015, we expect hundred billion litres of water to be harvested through the projects we have undertaken. One million people in 180 villages across India will benefit. In most projects, a 50% rise in crop production is expected. In another initiative, HUL has entered into partnership with UNICEF and Department of Rural Development, Government of Madhya Pradesh, to implement hygiene awareness programme in over 5000 schools in 2012. This will further strengthen the Lifebuoy handwash programme in India, which is now reaching 30 million people across the Country. We firmly believe that sustainability has to be at the heart of our business model and will help us drive faster growth and reduce costs. We see this as a source of competitive advantage for the business now and in the years ahead. Your Company has always prided itself for attracting and developing the best talent. A robust employer brand is crucial to attracting the best talent, and HUL has emerged as the No.1 employer of choice amongst the top business school students and retained the Dream Employer status for the third year running. We have a holistic Annual Performance Cycle encompassing three clear steps: setting goals, assessing performance and providing merit-based rewards. This delivers clarity, consistency and encourages living our standards of leadership. We have always believed that our growth was intrinsically linked with the growth of our people. We encourage diversity and a performance driven organisational culture in which people give their best and feel proud to be part of a successful and a caring organisation.

I would like to thank each and every one of our employees whose commitments and efforts made 2011 yet another successful year for the Company. I would also like to thank you, all our shareholders, for your continued support in our journey of delivering consistent, competitive, profitable and responsible growth. With warm regards, Harish Manwani Chairman

TNN Feb 21, 2007, 01.33am IST

MUMBAI: India's longest-running soap opera now has a new name. Hindustan Lever limited (HLL), the popular maker of detergent, toothpaste and what have you on the bathroom shelf, has been spun-dried into a new moniker: HUL, Hindustan Unilever Ltd. The name change, which comes after 51 years of the Unilever subsidiary's existence in India as HLL, had been three years in the pipeline and involved arduous deliberations with the multinational's own employees, its consumers and other stakeholders. HLL is a popular household name with its brands like Surf, Lux, Sunsilk, Pepsodent and Lifebuoy touching the lives of two out of every three Indians each day. Its easily identifiable logo formed from the letters 'HLL' shaped in the form of a green coloured leaf is etched in consumers' minds. TOI had hinted at the move over a year ago in its edition dated December 17, 2005, when we talked about the possibility of HLL adopting an alternate name, Hindustan Unilever Ltd, instead of the widely speculated Unilever India Ltd. We had pointed out then that it would be difficult for the company to shake off the cultural baggage associated with the 'Hindustan' prefix. In fact, shortly after announcing the appointment of Douglas Baillie, its first expat CEO in 45 years in 2005, Manwani and V-C M K Sharma had admitted to TOI that erasing the most important part of the MNC's strong Indian identity its name and corporate logo was proving to be tricky because it was a sensitive issue. "This is not an interim change. It is a well considered move," said the company's chairman Harish Manwani at a press meet here on Tuesday. Explaining the rationale, he said: "The name change retains the company's continued commitment towards its local roots while leveraging the global scale and reputation of Unilever with its consumers and stakeholders in India." Unilever had created a uniform corporate brand across the world in line with its future direction of 'One Unilever'.

The last of the Unilever subsidiaries to change their names were Nepal Lever, which became Unilever Nepal, and Nippon Lever, which became Unilever Japan. The parent company, which holds a little over 51% in the Indian subsidiary, has been patiently waiting for this change. It is also learnt that three years back, in an internal and external survey, a majority had voted against the name change. That explains why the company would have decided to retain the prefix. HLL is the single largest operating company in Unilever world in revenues (Rs 12,103 crore in 2006), and it also contributes significantly to the Asia-AMET region's growth. HLL was also unique in the sense that, even though it is a multinational, it has had several Indian stalwarts like Prakash Tandon, T Thomas, A S Ganguly, S M Datta, K B Dadiseth and M S Banga, as chairmen. Going forward, this alignment with the Unilever tag is expected to assist the Indian subsidiary attract global talent and new businesses, which includes raw material sourcing, product outsourcing, new contracts, dealing with suppliers, among others. "We need the global reputation of Unilever in all these and more," said Manwani. Currently, the total amount of products sourced from HLL is around Rs 700 crore. Officials said, there is huge potential for it to grow further. The company also said that it needs to become more popular among students who seek to work with global corporations. Hindustan Lever Ltd, India's best known multinational, will soon be moving to a new corporate identity. According to news story in the latest issue of Business world, on the anvil is a new name as well as a corporate logo -- as mandated by Unilever. It isn't easy to shake off nearly half a century of local heritage at one go. That's what the marketing honchos at Unilever and HLL are finding out.

A special project team working in the chairman's office, led by Lever manager Sonia Singh, is putting the finishing touches to the new identity. If sources are to be believed, HLL could now be re-branded as HUL (Hindustan Unilever Ltd). HLL's national management committee will take a final decision in about a month's time, before it is placed for approval before shareholders at the next HLL annual general meeting in June. The official HLL spokesman declined to comment. The identity changes at HLL are driven by Unilever's attempt to create a uniform corporate brand across the world. On February 12, 2004, Unilever had rolled out a new corporate brand in line with its future direction. Since then, almost all the Unilever subsidiaries have moved to the new identity, which consists of the Unilever brand followed by the name of the country (e.g. Unilever Japan In India, managing the switch will be far from easy. Hindustan Lever has had a decades old heritage in India. Lever Brothers began operating in India way back in 1933 and HLL came into being in 1956. Since then, HLL always had very strong local roots and was rarely looked upon as a multinational. Right from the late 1950s, several local stalwarts like Prakash Tandon, T Thomas, AS Ganguly and SM Datta went on to head the company. Even brands like Lifebuoy, Surf and Lux have been household names for a long time. Interestingly, this strong local association has emerged in extensive consumer research that has done over the past few months. Research shows that the name 'Hindustan' is very strongly etched in consumer memory. Managers at HLL say they prefer to preserve that heritage. "We are keen to leverage that equity," says a HLL manager, on conditions of anonymity. Three options have been shortlisted for the new name: Hindustan Unilever Limited (HUL), Unilever Hindustan Ltd and finally, Unilever India. So far, the first option -- HUL -- seems the most likely.

CONCLUSION:
By having research about Hindustan lever limited which has now renewed to Hindustan unilever limited makes us to bring to a conclusion that the logo change of the company is restructuring rather than a part of turnover. As it only changes the mission of the company to change the mindset of the customers about its product line without bringing the overall changes in the working of the company.

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