Understanding Business Process

(In the partial fulfilment of the requirement for the degree of

Bachelor of Business Administration)

UNDER THE GUIDANCE OF: SUBMITTED BY:

Assistant Prof. Divyani Solanki ANAS FAREED

17GSOB101363

BACHELOR OF BUSINESS ADMINISTRATION

2017-2020

SCHOOL OF BUSINESS
GALGOTIAS UNIVERSITY
 Certificate

This is to certify that the project report has been prepared by Anas Fareed (Enrolment no.
1704101356) under my supervision and guidance. The project report is submitted towards the
partial fulfilment of 3 year full time Bachelors In Business Administration.

Assistant Prof. Divyani Solanki

 Declaration

I, Anas Fareed (Enrol. No. 1704101356) student of School Of Business, Galgotias

University, Greater Noida, hereby declare that the report on “Understanding Business
Process” is an original and authenticated work done by me.

I further declare that it has not been submitted by any other person in any of the institutes for
the award of any degree or diploma.

Anas Fareed

1704101356
 Acknowledgement

First and foremost, I would like to thank to my mentor of this project,

Assistant Prof. Divyani Solanki for the valuable guidance and advice.
She constantly guided me to work in this project. Her willingness to
motivate me contributed tremendously & I also would like to thank
her for showing me some example that were related to the topic of my
project. Besides, I would like to thank the authority of Galgotias
University for providing me with a good environment and facilities to
complete this project.

At Last, I am extremely thankful towards my friends for their help in

completion of this project.

Without the help of the people mentioned above, I would’ve faced

many difficulties while doing this project.
 “UNILEVER IS COMMITTED TO MAKING SUSTAINABLE LIVING
COMMONPLACE AND OUR LOGO IS A VISUAL EXPRESSION OF THAT
COMMITMENT.EACH ICON HAS A RICH MEANING AT ITS CORE AND
REPRESENTS SOME ASPECT OF OUR EFFORT TO MAKE SUSTAINABLE
LIVING COMMONPLACE”
HISTORY
In the summer of 1888, visitors to the Kolkata harbor 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)

In 1931, Unilever set up its first Indian subsidiary, Hindustan Vanaspati Manufacturing
Company, followed by Lever Brothers India Limited (1933) and United Traders Limited
(1935). These three companies merged to form HUL in November 1956; HUL offered 10%
of its equity to the Indian public, being the first among the foreign subsidiaries to do so.
Unilever now holds 67.25% equity in the company. The rest of the shareholding is distributed
among about three lakh individual shareholders and financial institutions.

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 Pasteurized Crabmeat business of the
Amalgam Group of Companies, a leader in value added Marine Products exports.

In 2013, HUL launched ‘Prabhat’ (Dawn) - a Unilever Sustainable Living Plan (USLP)
linked program to engage with and contribute to the development of local communities
around its manufacturing sites. Also, Unilever’s first aerosol plant in Asia was inaugurated in
Khamgaon, Maharashtra in 2013.

In 2014, The ‘Winning in Many Indias’ operating framework, piloted in 2013, launched
nationally. Sales offices expanded from four to seven with the launch of offices in Lucknow,
Indore and Bangalore in addition to the existing sales offices in Delhi, Kolkata, Mumbai and
Chennai.

In 2007, the Company name was formally changed to Hindustan Unilever Limited after
receiving the approval of shareholders during the 74th AGM on 18 May 2007. Brooke Bond
and Surf Excel breached the Rs 1,000 crore sales mark the same year followed by Wheel
which crossed the Rs.2,000 crore sales milestone in 2008.

In 2016, HUL unveiled ‘Suvidha’ a first-of-its-kind urban water, hygiene and sanitation
community centre in Azad Nagar, Ghatkopar, one of the largest slums in Mumbai.

A new state-of-the-art manufacturing facility was commissioned in Doom Dooma Industrial

Estate, Assam on 11th March 2017.

In 2018, HUL signed an agreement with Vijaykant Dairy and Food Products Limited
(VDFPL) and its group company to acquire its ice cream and frozen desserts business
consisting of its flagship brand ‘Aditya Milk’ and front end distribution network across
geographies.
INTRODUCTION

Hindustan Unilever Limited (HUL) is India's largest Fast Moving Consumer Goods
Company with a heritage of over 80 years in India. On any given day, nine out of ten Indian
households use our products to feel good, look good and get more out of life – giving us a
unique opportunity to build a brighter future.

VISION

Our vision is to grow our business, while decoupling our environmental footprint from our
growth and increasing our positive social impact.

CATEGORIES OF PRODUCTS

1. Foods and Refreshment

2. Home care

3. Personal care

4. Water purifier

BRANDS

FOOD AND REFESHMENT

And many more….

HOME CARE

And many more….

PERSONAL CARE

And many more….

WATER PURIFIER
THE VARIOUS STAKEHOLDERS OF HUL

1. EMPLOYEES

2. LOCAL COMMUNITY

3. HINDUSTAN UNILEVER FOUNDATION

4. PRABHAT

5. KEY OPINION FORMERS

6. INVESTORS AND SHAREHOLDERS

7. MEDIA

8. CONSUMERS, CUSTOMERS, RETAILERS AND DISTRIBUTORS

9. SUPPLIERS AND BUSINESS PARTNERS

CONTRIBUTION OF STAKEHOLDERS TO BUSINESS PROCESS

“Our corporate purpose states that to succeed requires "the highest standards of corporate
behavior”

EMPLOYEES

They have several communication processes instituted to ensure a two way communication
channel with their employees. These include:

CEO Report Back: Quarterly business performance update from the CEO to all employees.

Annual Review: This is a review of the business conducted every year which is attended by
all managers in the company.

Others: The Company has other in-house communication channels, which help employees to
connect, bond, inspire, express and celebrate their achievements.
LOCAL COMMUNITY

HUL is committed to operate and grow its business in a socially relevant way. They care for
the communities they operate in and strongly feel that ‘what is good for India is good for
HUL.’ Therefore, besides achieving the goals and commitments underpinned by the Unilever
Sustainable Living Plan (USLP) targets, HUL has launched a number of community well-
being initiatives.

HINDUSTAN UNILEVER FOUNDATION

UF also supports several knowledge initiatives in water conservation and governance.

By the end of 2017, the cumulative and collective achievements delivered through partnered
programmes of HUF include:

Water conservation: Cumulative and collective water potential of more than 450 billion litres
has been created through improved supply and demand management of water.

Crop yield: The projects undertaken have generated additional agriculture production and
biomass production of more than 0.65 million tonnes.

Livelihoods: These projects have generated more than 5 million person days of employment.

The cumulative impacts of these projects initiated by HUF have been independently assured.

PRABHAT

Prabhat is a USLP-linked programme which contributes to the development of local

communities around our manufacturing locations. The key areas of Prabhat programme are
enhancing livelihoods, water conservation, & health and hygiene. From its launch in
December 2013 in eight locations, project Prabhat is now live in over 30 locations across the
country and has directly impacted over 1.7 million people.

KEY OPINION FORMERS

Every year, HUL organizes an event and provides update on the progress of the Unilever
Sustainable Living Plan to key opinion formers (KOFs representing various stakeholder
groups such as NGOs, IGOs, government bodies, industry bodies and consumer
organizations. We also engage our KOFs through a quarterly e-newsletter to keep them
informed and updated about the initiatives undertaken by us every quarter.
INVESTORS AND SHAREHOLDERS

They believe in creating long-term value for the shareholders. They regularly interact with
shareholders through multiple channels of communication such as results announcements,
annual report, media releases, company website and subject specific communication.

They have several interactive tools such as the alerting service through our financial calendar
to keep investors and shareholders up to date with key investor events. In order to further
improve shareholder service standards, they also seek feedback from our shareholders
through our shareholder satisfaction survey. Company presentations covering key financial
results are also archived on our website for the reference of our investors and shareholders.

MEDIA

They engage with media to keep our stakeholders updated about the developments in the
Company. Regular interactions with print, television and online media take place through
press releases, media events and during the financial results announcements. They also ensure
timely and appropriate responses to media for any information requests within the stipulated
disclosure norms.

CONSUMERS, CUSTOMERS, RETAILERS AND DISTRIBUTORS

Their distribution network comprises of over 3,000 distributors who service millions of
outlets across India both in urban and rural markets. They help deliver our products. They
constantly seek to understand the needs of the consumers, customers, retailers and
distributors, and leverage technology to ensure that they are kept informed and engaged on
the products and services.

SUPPLIERS AND BUSINESS PARTNERS

Their supply chain operates the partner to win programme to encourage innovations from
suppliers. This furthers innovation-led growth and helps them in their USLP commitment to
halve the environmental impact of their products across their lifecycle.

IMPACT OF GOVERNMENT POLICIES ON BUSINESS PROCESS

IMPACT OF GST

After clocking a double-digit 11% volume growth in the December quarter, the Street was
expecting Hindustan Unilever Ltd’s (HUL) volume growth for the March quarter to tone
down to around 7%. After all, the base in the third quarter was low with a 4% de-growth in
the year-ago period, while volumes had grown 4% in the year-ago March quarter.

But despite the higher base effect, the company reported an 11% growth in volumes again.

Besides, its advertising expenses increased by a fourth for the March quarter, suggesting
HUL’s confidence in the operating environment.

The home care segment performed well, which helped the company’s overall profit growth as
well. The segment recorded double-digit volume growth and a robust 31% growth in its
earnings before interest and tax (EBIT). EBIT of the personal care segment increased at a
much slower pace of 8%.

Overall, HUL’s EBITDA increased at a healthy 24% year-on-year to Rs2,048 crore, while
Ebitda margin rose a smart 240 basis points to 22.5%. EBITDA is short for earnings before
interest, tax, depreciation and amortization.

FUTURE ASPECT

Consumer durables major Hindustan Unilever Ltd (HUL) will focus on three megatrends --
digitization, the imperative for sustainability and a changing world economic order -- going
forward.
Speaking at the company’s 83rd Annual General Meeting held at Mumbai, HUL Chairman
Harish Manwani said that these three trends will be pertinent for the company's growth in the
coming years and help shape up the new world economic order.

In the speech titled ‘Building a Global Enterprise’, Manwani said that India stands at a
defining moment in the world economic order and it is an opportunity for Indian businesses
to expand their footprint globally and build truly world-class enterprises.

“A close examination of the characteristics that help global organisations such as Unilever
and others to thrive, presents important learnings on how to build global enterprises which
are successful and relevant," he said.

Manwani spoke about how Indian businesses have built a formidable presence domestically
and urged that they must now strengthen their footprint globally to build truly world-class
enterprises that are capable of competing with the best.

On digitization, Manwani spoke about how digitization is changing dramatically what

consumers watch and where consumers buy. “The ability of global organisations to leverage
new digital capabilities and roll them out rapidly across markets is an important aspect of
winning in this new digital world,” he said.

On HUL's business initiatives, he said that “Unilever has been investing in building world-
class organizational capabilities to ensure that its brand portfolio enjoys a fair share in this
emerging channel. A global network of teams has been created to test and rapidly roll out
different models of servicing the e-commerce channel in a variety of markets including
India."

CONCLUSION

Therefore it can be concluded that HUL has multiple brands in various categories of the
product which are used by 2 billion people every day. They also constantly take care of the
environment in which their business operates by engaging various stakeholders which have
been discussed above in detail. They consider it very to have a sustainable living. They try to
engage the stakeholders like employees, customers in each and every aspect of the business.

They have different modes of communication channels which they use to communicate.

Also it can be seen that HUL made most of the most of the GST regime. Their volume grew
by 11% because they were best prepared for GST.
Bibliography
https://www.hul.co.in/about/who-we-are/introduction-to-hindustan-unilever/

https://en.wikipedia.org/wiki/Hindustan_Unilever

Books Referred:-
Kothari, C.R., “Research Methodology,” 2nd
Rev. Ed., New Delhi, New Age International Publishers, 2004

Kotler, Philip., Kelly. Koshy & Jha., “Marketing Management”,

13th Edition. New Delhi:
Dorling Kindersley, 2009