CAPSTONE PROJECT REPORT

on

“Hindustan Unilever Limited”

Submitted to
ASIAN BUSINESS SCHOOL, NOIDA
In partial fulfillment for the award of full time
Post Graduate Diploma in Management (PGDM)
Approved by AICTE, Ministry of HRD, Govt. of India
Session 2019-20

SUBMITTED TO: SUBMITTED BY: Enroll No:

VIDHI CHADHA (ABS/PGDM/19/047)
VINAY SINGHAL (ABS/PGDM/19/049)
Faculty Mentor Name: Veenu VIMANSH KANSAL (ABS/PGDM/19/048)
Arora VISHAL SHARMA (ABS/PGDM/19/050)
VACHASPATI MISHRA (ABS/PGDM/19/045)
VARUN SHARMA (ABS/PGDM/19/046)
Faculty Mentor Designation: Assistant Professor
Asian Business School Semester: First

ASIAN BUSINESS SCHOOL

PLOT A-2, SECTOR 125, NOIDA - 201303

1
ASIAN BUSINESS
SCHOOL

CAPSTONE PROJECT
(PGDM 2019-2021)

2
HINDUSTAN UNILEVER LIMITED

3
 INDEX
S.NO. CONTENTS PG.NO.
1. CHAPTER 1[INTRODUCTION , 6-11
IMPORTANCE , NEED]
2. CHAPTER 2 [BACKGROUND ,VISION ,
12-23
MISSION , CULTURE , STRUCTURE]
3. CHAPTER 3 [FINANCIAL ANALYSIS OF 24-31
BALANCE SHEET]
4. CORRELATION BETWEEN SHARE PRICE 32-40
OF COMPANY AND SENSEX TAKING
DAILY DATA FOR PAST 6 MONTHS.
5. PESTLE AND COMPETITOR ANALYSIS OF 41-50
THE COMPANY AND PREPARING ETOP
6. CSR POLICY AND INITIATIVES OF THE 51-62
COMPANY.
7. CONCLUSION. 63-64
8. REFRENCE. 65

4
 ADDRESS OF TABLES AND FIGURES
S.NO CONTENT PAGE NO.
1. TABLE 1: INCOME STATEMENT 26
2. TABLE 2: BALANCE SHEET 27
3. TABLE 3: CASH FLOW STATEMENT 28
4. TABLE 4: SHARE ANALSIS 29
5. TABLE 5: SHARE ANALYSIS OF RATIO 31
6. TABLE 6: DAILY SHARE PRICE 39

5
CHAPTER 1

6
INTRODUCTION
HUL was consolidated on seventeenth October 1933 under the
name the Lever Brothers (India) pvt. Ltd. (LBIL). sIt had
producing units in B0mbay and Kolkata ,related organization
viz.Hindustan Vanaspati Mfg. co. pvt. Ltd. (HVM), was prior
joined on November 27th, 1931 that was at vanaspati industrial
facility in Bombay. Both the LBIL and HVM were completely
claimed backup organizations of Unilever Ltd. L0nd0n, U.K.
HVM later procured three more vanaspati industrial facilities at
Shamnagar (West Bengal), Tirchirapalli (Tamil Nadu) and
Ghaziabad (UP). On eleventh May 1935 United Traders Pvt. Ltd.
(UTL) was joined as another completely possessed backups of
LBIL.In 1994 the administration of LBIL and HVM was
consolidated. In N0vember 1956, HVM and tw0organizations
viz. William Gossage and children (India) Pvt. Ltd. Also, Joseph
Cross field and children Pvt. Ltd. which were entirely claimed
auxiliaries of HUL. Were combined with LBIL and the name was
transferred t0 shape the celebrated HINDUSTAN UNILEVER
LIMITED.

1888 – Sunlight cleanser was presented in India

1895 – Lifebuoy cleanser propelled, Lever siblings delegated

operator in Mumbai, Chennai, Kolkata and Karachi

1902, 1903, 1905, 1913, 1914, 1918, 1922, 1924-numerous

things were propelled.

7
 1925-Lever siblings oversaw N0rth West Soap company.

1930-Unilever shaped on Jan 1 through combination of Lever

siblings and Margarine join together.

1933-Lever siblings India Limited was joined on Oct 17

1956-Three organizations converged to join Hindustan Lever

Limited

1967-Hindustan Lever research Center opened in Mumbai.

2000-Hindustan set up International Research lab in Bangalore.

Now at present HUL is the largest FMCG(Fast Moving

Consuming Goods) company in India with around aprroximately
3,95,672 crores of turnover.

• Hindustan unilever limited is india's largest fastmoving

consumer goods (fmcg) company , with past presence in india
of over 80 years. The vast majority of indian house hold use
one or more of our brands to feel good, look good and get
more out of life, giving the company (hul) a unique opportunity
to contribute towards a brighter future for their loyal
customers and consumers.

8
9
IMPORTANCE
HUL is a FMCG organization. It incorporates the items that are
sold rapidly and at generally minimal effort. Instances of FMCG
items are soda pops, cigarettes, ketchups, moment noodles and
different consumables. They additionally incorporate excellence
items. HUL is doing an exemplary business of low edge and high
volume. It is 0ne of the quickest devel0ping0rganization in India.

FMCG is the 0ne of the largest division in the economy of India.

The market size of FMCG in India evaluated a development from
US$ 30 billion out of 2011 to US$ 74 billion of every 2018.

Nourishment items drives the fragment with 43 percent of the

general market though close to home consideration (22 percent)
and texture care (12 percent) comes next regarding pie’s piece.
Evolving ways of life, developing mindfulness and expanded
livelihoods for working class families been the key elements for
the development of HUL.

Organization is progressing in the direction of making explicit

items to metexpandings and endless interest and need of both
the urban and rustic market.

Rustic request will ascend with ascend in salaries and more

prominent consciousness of brands. In the urban side likewise
there will be an expansion in buyer acquiring power.

HUL is peering toward monstrous development in their incomes.

The development of web based business also is enormously
adding to its development. All significant online business sites sell

10
FMCG items and help in building brand mindfulness. This is the
reason it is critical to learn about the HUL.

So as to tap the expanding request of items, the activity division

of HUL looks encouraging. Organization is attempting to benefit
from the market and increment their-pie’s piece. Along these
lines they are contracting and procuring in enormous numbers.

HUL have a Wide assortment of items driving player in home and

individual consideration items, nourishments and refreshments
and forte synthetic compounds which are focusing on the rich,
center just as poor segments the general public. The investigation
of HUL give a wide learning in the fields like effective usage of
advertising systems in urban just as rustic territories.

NEED

⦁ To have a general information of how promoting of items

concerning FMCG segment happens with reference to HUL.

⦁ To map the pie’s piece of HUL in the Indian FMCG showcase.

⦁ To study various items offered by HUL

⦁ To study the advertising procedures and advertising of HUL.

11
CHAPTER 2

12
COMPANY’S BACKGROUND
In 1888, guests to the Kolkata harbor saw cases loaded with
Sunlight cleanser bars, highligted with the w0rds "Made in
England by Lever Br0thers". With it, began a period of advertising
marked Fast M0vingC0nsumingG00ds (FMCG).

Essentially in the wake of following Lifebuoy in 1895 and different

popular Peoducts like Pears, Lux and Vim. Vanaspati was
propelled in 1918 and well known Dalda brand was propelled in
the market in 1937.

Unilever had its first Indian auxiliary in 1931, Hindustan Vanaspati

Manf. Company which was trailed by Lever Bros. India Limited
(1933) and afterward by United Traders Ltd. (1935). These three
organizations converged to frame HUL in N0v. 1956 and HUL
provided 10% of its value to the Indian open, being the first
am0ng the outside auxiliaries to offer. Unilever presently holds
67.25% value in the organization. The remainder of the
shareholding is partitioned among around three lakh singular
investors and money related establishments.

In 1903, the organization propelled Red Label tea in the nation. In

1912, Brooke Bond and Co. India Limited was framed.
Br00keB0ndstarted working withthe Unilever overlay in 1984 by a
universal obtaining. The past Lipton's connections with India
were produced in late 80's. Unilever gained Lipton in 1972 and in
1977 consolidated Lipton Tea (India).

Lake's (India) Limited had been in India since 1947.

It joined the Unilever overlap by a universal securing of chess-

boughP0nd’s USA in 1986.

13
HUL like consistently has vivaciously reacted to the improvement
of monetary development. The development procedure has been
joined by sensible enhancement, consistently in accordance with
Indian suppositions, goals and requirements.

The progression of the Indian Ec0nomy began in 1991, which

denoted an affectation in HUL's and the Group's development
bend. Annihilation of the administrative structure enabled the
organization to investigate each and every item fragment and
opportunity portion, with no imperatives and point of
confinement on generation limit.

One of the most talked and questionable occasions of India's

C0rp0rateHist0ry, the past Tata 0il Mills Company (T0MC0)
converged with HUL, on April 1, 1993. In 1996, HUL but then
another Tata organization, Lakme Limited, framed a 50:50 joint
endeavor, Lakmé Unilever Limited, to advertise Lakme's market-
driving makeup and other proper results of the two
organizations. In this way in 1998, Lakme Limited offered its
brands to HUL and stripped its half of stakes in the joint dare to
the organization.

HUL framed an equivalent 1:1 joint endeavor with the US-based

Kimberly Clark Corporation in 1994, Kimberly-Clark Lever Ltd,
which managed in Huggies Diapers and Kotex Sanitary Pads. HUL
has likewise extended its activities by a backup in Nepal, Unilever
Nepal Limited (UNL), and the processing plant was the biggest
assembling interest in the Himalayan realm. The UNL plant
fabricates HUL's items like S0aps, Detergents and Pers0nal
Products both for the residential market just as the fares to India.

The 1990s additionally saw different chain or strings of essential

mergers, acquisitions and partnerships on the Foods and

14
Beverages front. In 1992, the past Brooke Bond took over K0thari
General Foods, with huge interests in Instant mix c0ffee . In 1993,
it gained the Kissan buss. From the UB Group just as the Dollops
Ice-cream business from Cadbury India.

As a proportion of backward(negative or looking in reverse)

incorporation, Tea Estates and Doom Dooma, two manor
organizations of Unilever, were converged with Brooke Bond. In
1994, Br00keB0nd India and Lipt0n India was converged to frame
Br00keB0nd Lipton India Limited (BBLIL), authorising more
concentration and collaboration in the conventional Beverages
business. Toward the year's end, organization went into a key
collusion with the Kwality Ice-cream Group families and in 1995
the Milkfood 100% Ice-cream advertising and dissemination
rights also were gained by HUL.

BBLIL converged with HUL on January 1, 1996. The inner

rebuilding was done in the collaboration of Pond's (India) Limited
(PIL) with HUL in 1998. The Tw0organizations had noteworthy
covers in different items like Personal Products, especially
Chemicals and Exports organizations, other than a typical
dispersion framework since 1993 for Personal Products. The two
likewise had same administration pool and innovation base. The
amalgamation or merger of organizations was done to guarantee
for the Group, profits by economies of scale both in household
and fare advertises and empower it to support speculations
required for forcefully fabricating new classifications.

In January 2000, in a memorable advance, the administration

chose to grant 74 percent value in Modern Foods to HUL, along
these lines beginning the disinvestment of government value in
open segment endeavors (PSU) to private segment accomplices.
HUL's entrance into Bread was a vital augmentation of the

15
organization's wheat business. In 2002, HUL gained government's
outstanding stake in Modern Foods.

HUL propelled new business activities in the early piece of 2000's.

Task Shakti was begun in 2001 and was a piece of such activity by
HUL.

It is a provincial activity that concentrated on little towns

populated by under 5000 people. It is a special win-win activity
that catalyzes provincial abundance even as it additionally
benefits business. Right now, there are more than 45,000 Shakti
business people covering more than 100,000 towns crosswise
over upwards of 15 states and coming to more than 3 million
homes.

In 2002, HUL made its entrance into Ayurvedic wellbeing and

magnificence focus classification with the Ayush item range and
Ayush Therapy Centers. HUL's Direct to home business was
propelled in 2003 and it was trailed by the dispatch of 'Pureit'
water purifier in 2004.

In 2007, the Company changed its name officially to Hindustan

Unilever Limited after the endorsement of investors during the
74th AGM on 18 May 2007. Br00keB0nd and even the Surf Excel
crossed the Rs 1,OOO crore deals mark that year pursued by
Wheel which cr0ssed the Rs.2,000 crore deals achievement in
2008.

In 0ct0ber2OO8 , HUL finished 75 years of c0rp0rate presence in

India. In Jan. 2010, the HUL’smain0ffice moved from the
milestone Lever H0use, at Backbay Reclamation, to the new
grounds in Andheri (East), Mumbai.

16
In 2010, the Unilever Sustainable Living Plan was formally
introduced in India at New Delhi.

In March, 2012 HUL's cutting edge Learning Center was

introduced at the Hindustan Unilever grounds at Andheri,
Mumbai.

In April, 2012, the Cust0mer Insight and Innovation Center (CiiC)

was introduced at the Unilever grounds at Andheri, Mumbai in
INDIA.

HUL has finished 8O years of c0rp0rate presence in India

0n0ctober seventeenth, 2013.

In 2013, HUL propelled its drive named 'Prabhat' (Dawn) - a

Unilever Sustainable Living Plan (USLP) connected program to
draw in with and add to the advancement of nearby and
downstated networks around its assembling destinations.
Likewise, Unilever's first airborne plant in Asia was introduced in
Khamgaon, Maharashtra in 2013.

In 2014, 'Winning in Many India's working structure, directed in

2013, propelled broadly. Deals workplaces extended from four to
seven with the dispatch of workplaces in Lucknow, Indore and
Bangalore notwithstanding the current deals workplaces in Delhi,
Kolkata, Mumbai and Chennai.

In 2016, HUL revealed 'Suvidha' a first-of-its-sort urban water,

cleanliness and sanitation public venue in Azad Nagar, Ghatkopar,
0ne0f the biggest ghettos in Mumbai.

17
Another best in class producing office was appointed in
D00mD00ma Industrial Estate, Assam on eleventh March 2017.

In 2018, HUL consented to an arrangement with Vijaykant Dairy

and Food Products Limited (VDFPL) and its gathering organization
to secure its dessert and solidified treats business comprising of
its leader image 'Adityaa Milk' and front end appropriation
arrange crosswise over geologies.

18
 VISION OF HUL
To gain the adoration and regard of India, by having a genuine effect
to consistently India the four mainstays of our vision set out the long
haul bearing for the Company.

Sustainability targets
The Unilever Sustainable Living Plan, launched in 2010, laid the
blueprint for achieving this strategy. We continue to work towards
the ambitious targets we have set ourselves for halving our
environmental impact, improving the health and wellbeing of 1
billion people, and enhancing the livelihoods of millions.

⦁ We work to make a superior future consistently.

⦁ We assist individuals with feeling better, look great and get

progressively out of existence with brands and administrations that
are beneficial for them and useful for other people.

⦁ We will motivate individuals to take little consistently activities that

can signify a major contrast for the world.

Our vision is to develop our business, while decoupling our natural

impression from our development and expanding our positive social
effect.

19
 MISSION

Our mission is to add Vitality to life. HUL meet each day requirements
for sustenance, cleanliness and individual consideration with brands
that assist individuals with feeling better, look great and get
progressively out of life.

HINDUSTAN UNILEVER LIMITED HAS A CLEAR PURPOSE – to make

sustainable living common and ethical trading place. they believe this
is the best way to deliver long-term sustainable growth. HUL intends
to convey long haul an incentive through our procedure and the
Unilever Sustainable Living Plan (USLP). HUL's responsibility to the
USLP's three major worldwide objectives of improving wellbeing and
prosperity of more than one billion individuals by 2020, dividing our
ecological impression by 2030, and upgrading vocations for millions
over the globe by 2020 has conveyed mindful and feasible
development for the business. The accomplishment of our economical
living brands is driven by the developing purchaser interest for brands
that have direction at their center, substantiating our conviction that
'Brands with Purpose' develop.

Always working with integrity

Conducting our operations with integrity and with respect for
The many people,organizations and environments as 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 , commercial operations and relationships , voluntary
contributions , and through various other ways in which we
engage with society.
20
ORGANIZATION’S STRUCTURE

The motivation behind a hierarchical structure is to permit smooth

progression of data or correspondence between the different
aspects of business chain.

Hul being such a worldwide organization have embraced an

extremely appointed sort of hierarchical structure where each
division of each concerned item have its very own business chain or
different aspects.

21
Hul bargains in wide assortment of items with the goal that
necessary specific group guilty pleasure in like manner.

Each item have separate item administrators generation supervisiors

and afterward first liners.

The item administrator are liable for larger part of business related
to that specific item and will undoubtedly tune in to the general
divisional heads dispensed over them by the organization. Each land
zone comprises of different concerned directors .

Hul working all around have long business auxiliary chains however
with long chains the position and power is likewise being appointed
as needs be to stay away from any deferrals or miscommunication
inside the different business features or hierarchical levels.

ORGANIZATION’S CULTURE
Unilever has an organREizational culture of execution, which
underlines the centrality of worker yield. This corporate culture
additionally indicates the significance of criteria or measures used to
decide required yield and sufficiency of output. Hindustan Unilever's
hierarchical culture of execution has the different attributes:

⦁ Focus on execution both of individual execution and hierarchical

execution

22
⦁ Focus on quality as ideal minding nature of yield in all territories

⦁ Efficiency met by proficient work through innovation and different

devices

The business has developed from a little firm to a worldwide

powerhouse. Such achievement is altogether founded on capacity of
its authoritative culture to impart superior and quality in
representatives' hard working attitude to boost business yield.

Perhaps the greatest change in HUL is its organizational culture. In

basic words, HUL has chop down its progressive way to deal with
make an increasingly open and inclusive culture. "The culture of
anorganization advances with the occasions and the desires for its
representatives. To prevail in this new world.

23
CHAPTER 3

24
HUL 2018-19 ANNUAL FINANCIAL REPORT ANALYSIS

HUL has reported its outcomes for the year finished March 2019.
Give us a chance to take a gander at the point by point execution
audit of the organization during FY18-19.

HUL Income Statement Analysis

• Operating salary during the year rose 10.6% on a year-on-year
(YoY) premise.

• The organization's working benefit expanded by 18.4% YoY

during the financial. Working overall revenues saw a fall and down
at 22.6% in FY19 as against 21.1% in FY18.

• Depreciation charges expanded by 8.7% and money costs

expanded by 26.9% YoY, separately.

• Other salary developed by 43.2% YoY.

• Net benefit for the year developed by 16.0% YoY.

• Net overall revenues during the year developed from 14.5% in FY18
to 15.2% in FY19. HUL Income Statement 2018-19

25
 12 Mar- 12 Mar- %
No. of Mths Year Ending
18* 19* Change
Rs
Net Sales 355,450 393,100 10.6%
m
Rs
Other income 3,840 5,500 43.2%
m
Rs
Total Revenues 359,290 398,600 10.9%
m
Rs
Gross profit 74,990 88,800 18.4%
m
Rs
Depreciation 5,200 5,650 8.7%
m
Rs
Interest 260 330 26.9%
m
Rs
Profit before tax 73,370 88,320 20.4%
m
Rs
Tax 20,790 25,440 22.4%
m
Rs
Profit after tax 52,250 60,600 16.0%
m
Gross profit
% 21.1 22.6
margin
Effective tax rate % 28.3 28.8
Net profit margin % 14.5 15.2
Table 1: income statement of HUL

26
HUL Balance Sheet Analysis

• The organization's present liabilities during FY19 down at Rs 87

billion when contrasted with Rs 89 billion in FY18, along these lines
seeing a decline of - 2.5%.

• Current resources rose 2% and remained at Rs 119 billion, while

fixed resources rose 3% and remained at Rs 51 billion in FY19.

• Overall, the all out resources and liabilities for FY19 remained at
Rs 186 billion as against Rs 179 billion during FY18, in this manner
seeing a development of 4%.HUL Balance Sheet as on March 2019

12 Mar- 12 Mar- %
No. of Mths Year Ending
18* 19* Change
Rs
Networth 72,810 78,670 8.0
m

Current Rs
88,870 86,670 -2.5
Liabilities m
Rs
Long-term Debt 0 0 0.0
m
Rs
Total Liabilities 178,620 186,290 4.3
m

Rs
Current assets 116,600 119,140 2.2
m
Rs
Fixed Assets 49,890 51,210 2.6
m
Rs
Total Assets 178,620 186,290 4.3
m
Table 2: balance sheet of HUL

27
HUL Cash Flow Statement Analysis

• HUL's income from working exercises (CFO) during FY19

remained at Rs 58 billion on a YoY premise.

• Cash stream from contributing exercises (CFI) during FY19

remained at Rs - 4 billion on a YoY premise.

• Cash stream from budgetary exercises (CFF) during FY19

remained at Rs - 54 billion on a YoY premise.

• Overall, net incomes for the organization during FY19 remained

at Rs - 280 million from the Rs 210 million net incomes seen during
FY18.

HUL Cash Flow Statement 2018-19:

No. of
12 12
months %
Particulars
Year Mar- Mar- Change
Ending 18 19
Cash Flow from
Rs m 60,590 58,000 -4.3%
Operating Activities
Cash Flow from -
Rs m -4,380 -
Investing Activities 10,630
Cash Flow from - -
Rs m -
Financing Activities 49,750 53,900
Net Cash Flow Rs m 210 -280 -
Table 3: cash flow of HUL

28
 Current Valuations for HUL

• The trailing year profit per share (EPS) of the organization

remains at Rs 28.0, an improvement from the EPS of Rs 24.1
recorded a year ago.
• The cost to profit (P/E) proportion, at the present cost of Rs
1,834.5, remains at 65.8 occasions its trailing a year income.

• The cost to book esteem (P/BV) proportion at current value

levels remains at 43.9 occasions, while the cost to deals proportion
remains at 8.8 occasions.

• The organization's cost to income (P/CF) proportion

remained at 59.9 occasions its finish of-year working income
profit.

Per Share Data/Valuations :

No. of Mths Year Ending 12 Mar-18* 12 Mar-19*

Sales per share (Unadj.) Rs 164.2 181.6
TTM Earnings per share Rs 24.1 28.0
Diluted earnings per share Rs 24.1 28.0
Price to Cash Flow x 69.1 59.9
TTM P/E ratio x 65.8 65.8
Price / Book Value ratio x 34.4 43.9
Market Cap Rs m 3,970,830 3,970,361
Dividends per share
Rs 20.0 22.0
(Unadj.)
Table 4: share analysis of HUL

29
 Ratio Analysis for HUL

• Solvency Ratios

Current Ratio: The organization's present proportion improved and

remained at 1.4x during FY19, from 1.3x during FY18. The present
proportion estimates the organization's capacity to pay present
moment and long haul commitments.
Interest Coverage Ratio: The organization's advantage inclusion
proportion decayed and remained at 268.6x during FY19, from
283.2x during FY18. This proportions by and large states how
effectively an organization can pay its advantage cost on remarkable
obligation. A higher proportion is ideal.
Profitability Ratios
Return on Equity (ROE): The ROE for the organization improved and
remained at 77.0% during FY19, from 71.8% during FY19. The ROE
estimates the capacity of a firm to produce benefits from its
investors capital in the organization.
Return on Capital Employed (ROCE): The ROCE for the organization
improved and remained at 109.8% during FY19, from 100.7% during
FY18. The ROCE estimates the capacity of a firm to produce benefits
from its all out capital (investor capital in addition to obligation
capital) utilized in the organization.

30
Return on Assets (ROA): The ROA of the organization improved and
remained at 32.7% during FY19, from 29.4% during FY18. The ROA
estimates the productivity of the organization which utilizes its
advantages for create profit.

Key Ratio Analysis:

No. of Mths Year Ending 12 Mar-18* 12 Mar-19*

Current ratio x 1.3 1.4
Debtors’ Days Days 13 17
Interest coverage x 283.2 268.6
Debt to equity ratio x 0.0 0.0
Return on assets % 29.4 32.7
Return on equity % 71.8 77.0
Return on capital employed % 100.7 109.8
Table 5: key analysis of ratios

HUL Share Price Performance

Over the last one year, HUL Share Price has moved up from Rs
1,601.8 to Rs 1,834.5, registering a gain of Rs 232.7 or around 14.5%.
Meanwhile, there is trading at Rs 11,537.9 (down 0.2%). Over the last
one year it has moved up from 11,243.8 to 11,537.9, a gain of 294
points (up 2.6%).
31
CHAPTER 4

32
SHARE PRICE AND SENSEX OF HUL
Date Close Close of sensex
04-01-2019 1690 38871.87109
04-02-2019 1687.150024 39056.64844
04-03-2019 1670.800049 38877.12109
04-04-2019 1666.550049 38684.71875
04-05-2019 1659.099976 38862.23047
04-08-2019 1664.900024 38700.53125
04-09-2019 1680.5 38939.21875
04-10-2019 1694.150024 38585.35156
04-11-2019 1710.400024 38607.01172
04-12-2019 1721.650024 38767.10938

4/15/2019 1722.050049 38905.83984

4/16/2019 1738.550049 39275.64063

4/18/2019 1739.900024 39140.28125

4/22/2019 1739.849976 38645.17969

4/23/2019 1744.199951 38564.87891

4/24/2019 1752.599976 39054.67969

4/25/2019 1734.199951 38730.85938

4/26/2019 1747.349976 39067.32813

4/30/2019 1757.699951 39031.55078

33
05-02-2019 1723.550049 38981.42969
05-03-2019 1693.550049 38963.26172
05-06-2019 1668.900024 38600.33984
05-07-2019 1697.5 38276.62891
05-08-2019 1688.699951 37789.12891
05-09-2019 1703.75 37558.91016
05-10-2019 1687.449951 37462.98828

5/13/2019 1702 37090.82031

5/14/2019 1698.5 37318.53125

5/15/2019 1671.050049 37114.87891

5/16/2019 1688.199951 37393.48047

5/17/2019 1736.800049 37930.76953

5/20/2019 1772.5 39352.67188

5/21/2019 1785.25 38969.80078

5/22/2019 1768.300049 39110.21094

5/23/2019 1753.849976 38811.39063

5/24/2019 1749.599976 39434.71875

5/27/2019 1771.949951 39683.28906

5/28/2019 1776.900024 39749.73047

34
5/29/2019 1780.849976 39502.05078

5/30/2019 1784.25 39831.96875

5/31/2019 1788.5 39714.19922

06-03-2019 1839.699951 40267.62109
06-04-2019 1815.599976 40083.53906
06-06-2019 1837.75 39529.71875
06-07-2019 1830.75 39615.89844
06-10-2019 1852.5 39784.51953
06-11-2019 1839.800049 39950.46094
06-12-2019 1847.099976 39756.80859

6/13/2019 1845.5 39741.35938

6/14/2019 1822.949951 39452.07031

6/17/2019 1818.050049 38960.78906

6/18/2019 1809.599976 39046.33984

6/19/2019 1811.699951 39112.73828

6/20/2019 1805.050049 39601.62891

6/21/2019 1766.650024 39194.48828

6/24/2019 1764.449951 39122.96094

6/25/2019 1756.449951 39434.94141

35
6/26/2019 1761 39592.07813

6/27/2019 1774.400024 39586.41016

6/28/2019 1787.599976 39394.64063

07-01-2019 1780.199951 39686.5
07-02-2019 1789.199951 39816.48047
07-03-2019 1784.699951 39839.25
07-04-2019 1793.599976 39908.05859
07-05-2019 1791.400024 39513.39063
07-08-2019 1753.550049 38720.57031
07-09-2019 1740.25 38730.82031
07-10-2019 1718.599976 38557.03906
07-11-2019 1730.900024 38823.10938
07-12-2019 1713.199951 38736.23047

7/15/2019 1716.949951 38896.71094

7/16/2019 1741.300049 39131.03906

7/17/2019 1760.699951 39215.64063

7/18/2019 1739.150024 38897.46094

7/19/2019 1720.400024 38337.01172

7/22/2019 1680.699951 38031.12891

7/23/2019 1693.349976 37982.73828

36
7/24/2019 1728.650024 37847.64844

7/25/2019 1736.650024 37830.98047

7/26/2019 1730.650024 37882.78906

7/29/2019 1713.300049 37686.37109

7/30/2019 1719.900024 37397.23828

7/31/2019 1726.650024 37481.12109

08-01-2019 1731.300049 37018.32031
08-02-2019 1737.449951 37118.21875
08-05-2019 1741.199951 36699.83984
08-06-2019 1744.099976 36976.85156
08-07-2019 1777.25 36690.5
08-08-2019 1803.099976 37327.35938
08-09-2019 1841.349976 37581.91016

8/13/2019 1824.75 36958.16016

8/14/2019 1839.050049 37311.53125

8/16/2019 1828.650024 37350.32813

8/19/2019 1820.900024 37402.48828

8/20/2019 1843.400024 37328.01172

8/21/2019 1850 37060.37109

37
8/22/2019 1872.099976 36472.92969

8/23/2019 1860 36701.16016

8/26/2019 1876.550049 37494.12109

8/27/2019 1861.400024 37641.26953

8/28/2019 1828.099976 37451.83984

8/29/2019 1832.949951 37068.92969

8/30/2019 1881.900024 37332.78906

09-03-2019 1841.849976 36562.91016
09-04-2019 1846.599976 36724.73828
09-05-2019 1829.75 36644.42188
09-06-2019 1819.150024 36981.76953
09-09-2019 1834.050049 37145.44922
09-11-2019 1824.300049 37270.82031
09-12-2019 1805.400024 37104.28125

9/13/2019 1805.550049 37384.98828

9/16/2019 1816.300049 37123.30859

9/17/2019 1831.199951 36481.08984

9/18/2019 1829.199951 36563.87891

9/19/2019 1812.75 36093.46875

38
9/20/2019 1969.75 38014.62109

9/23/2019 2039.75 39090.03125

9/24/2019 2050.449951 39097.14063

9/25/2019 2051.5 38593.51953

9/26/2019 2034.400024 38989.73828

9/27/2019 2010.900024 38822.57031

9/30/2019 1981.949951 38667.32813

Table 6: daily share prices of HUL for 6 months

39
 Column1

Mean 1782.24877
Standard
Error 7.380011953
Median 1772.224976
Mode #N/A

Standard
Deviation 81.51489633
Sample
Variance 6644.678324
Kurtosis 2.29253488
Skewness 1.269251315

Range 392.400024
Minimum 1659.099976
Maximum 2051.5
Sum 217434.35
Count 122

CORRELATION

Column 1
Column 1 1
Column 2 -0.022063575
40
CHAPTER 5

41
PESTEL ANALYSIS
Unilever is a transnational customer organization with items
accessible in more than 190 nations with M0re than 4OO brands,
including Dove, Magnum, Sunsilk, Rexona and numerous others.
In 2012, it was considered the world's biggest shopper products
enterprise. As a firm with solid worldwide ties, it implies they
should submit to numerous laws. They have customers
everywhere throughout the world and must create items to meet
their requests — regardless of whether said requests are winding
down.

The PESTLE examination for the m0st part inspects the

entanglements organization faces and the numerous outer
components Unilever must maintain.

Political factors: European and American laws

Unilever is helpless against the administrative limitations and

rules articulated by the Eur0peanC0mmisi0n and the F00d and
Drug Administration in the USA. In the event that they were not
able consent, the organization would confront lawful issues —
common and criminal — and hazard fines. It could go so far that
those in control could be detained.

The firm is additionally at risk to all nearby and territorial laws

(inside Europe) and any worldwide principles set in every nation
the organization's items are dispersed in. These nations
incorporate India, South Africa, Russia, China, and a few others.

Limitations in regards to imports, fares, or exchange laws could

obstruct the achievement of Unilever going ahead.

42
Monetary factors: Competition is prepared

The condition of the economy implies purchasers are less inclined

to purchase costly items. Less expensive, quality products are
sought after. Organizations are ascending to go up against
Unilever in the EU, especially in areas like France.

Buyers legitimately influence the items Unilever supplies. On the

off chance that the items aren't sought after, Unilever's income
and benefits will be adversely influenced. Fortunately, since
Unilever is in different markets in the event that one endures,
another may succeed.

Tragically, that implies they're helpless before expansion and

customer impulses.

Social factors: Heavy accentuation on picture

With such a significant N0. of brands, Unilever has chosen to

concentrate on building up a solid notoriety. They accentuate
issues identified with social and natural components.

Considering a considerable lot of Unilever's items center around

close to home care and prosperity, the organization
communicates a powerful urge to assist individuals with feeling
and look great, while additionally carrying on with the existence
they merit. Indeed, even the HUL's showcasing, especially with
Dove, centers around helping ladies feel their best from the back
to front.

43
Innovative factors: Automation is critical

Unilever is reliably creating new items and selling them online in

their particular image's areas. The organization stresses building
up its advanced promoting and selling strategies.

Unilever additionally has a more elevated level of robotization,

particularly contrasted with its rivals; permitting to supply items
to store areas rapidly. Else, they may see negative income,
benefit, or a hit to their notoriety that they've invested so a lot of
energy and assets on.

Legitimate factors: It never closes

As a purchaser merchandise organization, Unilever is exposed to

numerous laws and legalities. They claim more than 4OO brands
in nourishment, wellbeing, individual consideration and a few
different businesses.

Each brand and area of stores are liable to pursue copyright, item
security, laws in regards to wellbeing and wellbeing of
representatives, and duties — worldwide and territorial.

Natural factors: A companion to the Earth

Unilever advances maintainable and inexhaustible assets. Their

items are intended to be ok for buyers in each area they
disseminate. The materials are eco-accommodating, from
bundling to plan.

44
They need to be viewed as an earth cordial association and have
worked for almost the most recent decade to do as such.

In end… CONCLUSION

Unilever submits to numerous laws and guidelines from nations

every where throughout the globe. They pay gigantic
accentuation on positive picture, helping customer live better
lives, and fulfilling needs for items.

Be that as it may, buyers are watchful for less expensive items,

and the challenge knows.

Moreover, Unilever commits assets to being eco-accommodating

and uses their capacity to adjust to mechanized innovation so
they can send items out quicker than the challenge.

45
 COMPETITORS ANALYSIS

ITC is HUL's top rival. ITC was established in 1910 in Kolkata, West
Bengal. ITC contends in the Household Products field. ITC produces
$1.2B more income HUL.

P&G is perceived as one of HUL's biggest rivals. P&G's headquarters

is in Cincinnati, Ohio, and was founded in 1837. P&G is in the
Household Products industry. P&G generates 1,210% of HUL's
revenue

Colgate-Palmolive is one of HUL's top competitors. Colgate-Palmolive

is a Public company that was founded in New York, New York in
1806. Colgate-Palmolive operates in the Personal Products industry.
Colgate-Palmolive has 16,500 more employees vs. HUL.
46
HUL (Hindustan Unilever Limited)
SWOT Analysis
Strengths

1. HUL is a piece of the Unilever bunch which gives them a preferred

position of having solid brand value.

2. It has more than 18000 representatives

3. Hindustan Unilever has a range of 6.4 million retail outlets which

incorporates direct reach to over 1.5 million retail outlets

4. HUL have two R&D focuses in India in Mumbai and Bangalore.

5. HUL bargains in Products with nearness in more than 20 shopper

classes with more than 700 million Indian customers utilizing its
items

6. As a piece of CSR, HUL has activities like task Shakti, plastic

reusing, ladies strengthening and so on

7. Appreciates Strong inheritance of the brand of HUL since its

commencement in 1934.

WEEKNESS

Barely any recorded shortcomings of the HUL (Hindustan Unilever

Limited) SWOT Analysis:
47
1. Piece of the pie of HUL is constrained because of essence of other
solid contender FMCG brands.
2. Hindustan Unilever had gone throughfew debates like skin helping
creams, contamination and so forth

Opportunity

1. HUL is fit for tap and catching provincial markets and increment
entrance in urban regions
2.Mergers and acquisitions to reinforce the brand
3.Increasing buying intensity of individuals in this way expanding
interest

THREATS

1. Exceptional, dynamic, quick moving and expanding rivalry among

other FMCG organizations can influence business of HUL.
2. FDI in retail in this manner permitting worldwide brands
3.Unavoiadable Competition from unbranded and neighborhood
items can hurt Hindustan Unilever's market.

48
ETOP OF HUL

ET0P is prepared by dividing the environment int0 different sectors

and then analyzing the impact of each sector on the organization. A
thorough ETOP requires subdividing each ecological division into sub
factors and afterward the effect of each sub factor on the association
is portrayed as an announcement.

Social
Clients incline toward motorbike, which are in vogue, simple to ride
and tough.

Political
No critical factor.

Financial
Developing luxuriousness among urban purchasers; Exports potential
high.

Administrative
Bike industry a push region for sends out.

Market
Industry is developing at a quick pace of 10 to 12 percent for each
year. For motorbike development rate is 40 percent, to a great
extent Unsaturated interest.

49
Provider
For the most part ancillaries and related organizations supply parts
and segments, REP licenses for imported crude materials accessible.
Innovative Innovative up degree of industry in progress.

50
Chapter 6

51
Corporate Social Responsibility
Policy
HUL is resolved to work and develop its business in a socially capable
manner. Their vision is to develop their business while diminishing
the natural effect of their tasks and expanding positive social effect.

HUL's CSR Policy is bolstered by the accompanying standards:

HUL is focused on directing tasks with uprightness and regard, in

light of a legitimate concern for partners, and in line withCode of
Business Principles.

Hul have confidence in development and natural manageability need

not be clashing. Their plan of action is intended to convey
supportable development. The contributions to the model are their
brands, individuals and tasks. The yields to the model are supported
development, lower natural effect and positive social effect. The
differentiator in plan of action is USLP and the objective of feasible
living.

HUL work together and connect with various partners including

Governments, NGOs, IGOs, Suppliers, Farmers, and Distributors to
handle the difficulties looked by the general public.

As per Section 135(5) of the Companies Act, 2013 (the Act), HUL is
resolved to spend at any rate 2% of its normal net benefits made
during the three quickly going before budgetary years in a portion of
the recognized exercises that are recorded in Schedule VII (as
revised) to the Act. This will incorporate the spends through
exercises attempted by Hindustan Unilever Foundation (HUF), our

52
not revenue driven auxiliary Company, planned for building abilities
to save water and to encourage network improvement activities.

GOVERNANCE MECHANISM

HUL pursue organized administration methodology to screen CSR

exercises. It's CSR Policy is represented by the Board of Directors of
the Company. The Board has established a CSR Committee including
an Independent Chair and a lion's share of Independent Directors to
screen the Policy and the projects every once in a while.

These exercises embraced by the Company are not expected to

prompt any extra surplus past what might accumulate to the
Company over the span of ordinary tasks.

The Policy gave compliant with the Corporate Social Responsibility

Policy Rules, 2013 has been suggested by the CSR Committee of the
Board and received by the Board of Directors

HUL initiatives
HUL is resolved to work and develop its business in a socially
dependable manner. Their vision is to develop their business while
decreasing the natural effect of their activities and expanding
positive social effect. Their point is to accomplish mindful
development andwill move to breath life into this by urging
individuals to take little regular activities that will indicate have a
major effect. HUL have grasped the Unilever Sustainable Living Plan
(USLP), which is it's outline for feasible development.

The Plan is driving productive development for brands, spare

expenses and fuel advancement.

53
⦁ Plan sets out three major objectives:

⦁ Improving wellbeing and prosperity

⦁ Reducing natural effect

⦁ Enhancing jobs

⦁ Health and cleanliness.

⦁ Improving Nutrition.

⦁ Greenhouse gases.

⦁ Reduction in water use and waste.

⦁ Sustainable sourcing.

⦁ Enhancing occupations.

⦁ Empowering people group.

⦁ Stakeholder commitment.

54
Water Conservation Project

Hindustan Unilever Foundation (HUF) is a not-revenue driven

Company that stays water the board related network improvement
and manageability activities of Hindustan Unilever Limited. The
Establishment bolsters reputed NGOs in the country to scale up
courses of action that can help address India's water troubles –
unequivocally for nation organizes that meet with agribusiness. HUF
works the 'Water for Public Good' program, with express focus on
empowering close by arrange establishments to control water
resources and improving estate based occupations through
determination of reasonable water the administrators practices.
Through HUF's water security and farm based livelihood exercises, in
absolute we have made water saving ability of in excess of 700 billion
liters, making over 0.80 million tons of additional cultivation age and
over 7.5 million man extensive stretches of work till cash related year
2017-18. In budgetary year 2018-19, HUF's water conservation limit
stayed at 900 billion litres* altogether. To underscore the
importance of the water potential made by HUF; one billion liters of
water can meet the drinking water needs of in excess of 8 lakh adults
for an entire year.

ii. Swachh Aadat Swachh Bharat

'SwachhAadat, Swachh Bharat' (SASB) program is as per the

Government of India's Swachh Bharat Abhiyan (Clean India Mission)
to propel extraordinary prosperity and neatness practices. In 2018,
the program continued propelling incredible prosperity and tidiness
practices by concentrating on the need to get three clean inclinations
('SwachhAadat') of washing hands multiple times every day, using a
can for crap and grasping safe drinking water practices. A part of
SASB, SwachhataDoot is a volunteering program that enables any
person to transform into a change pro in his/her region. During 2018,

55
through more than 2,000 delegates working at the Company's plants,
we associated with 6,000,000 people through this program. Till date
13.5 million people have been come to through the SwachhataDoot
program. Association furthermore adds to the Chief Minister of
Maharashtra's Village Social Transformation Mission (VSTM). In such
way, it has moreover made Swachhata Curriculum that shows
understudies the essentialness of accepting three clean penchants -
washing hands with chemical, safe drinking water rehearses and
using clean toilets over a 21-day time length. The Community
Hygiene Center – Suvidha is another noteworthy endeavor by
Company that adds to SASB. 'Suvidha' is a first-of-its-sort urban
water, neatness and sanitation open scene in one of the greatest
ghettos in Mumbai. The open setting gives drinking water, sanitation,
handwashing, shower workplaces and dress organizations at a
moderate cost. Your Company has gone into relationship with HSBC
to set-up four more Suvidhacenters. In December 2018, your
Company pushed the fight, 'Start to some degree incredible' to urge
clients to take little exercises in the locales of water security, plastic
waste organization, and preparing extraordinary tidiness penchants.
The campaign *pending self-governing affirmation Annual Report
2018-19 Hindustan Unilever Limited Overview Reports Financial
Statements 41 has associated with 1.1 million people by end of
March 2019.

iii. Undertaking Shakti

Undertaking Shakti is Company's drive which plans to fiscally

empower and give business opportunities to women in nation India.
The Shakti Entrepreneurs are given planning for colleague with
Company's things and crucial statutes of assignment the
administrators. Association has a gathering of Rural Sales Promoters
(RSPs) who guide and help Shakti Entrepreneurs in managing their
business. Transversely more than 18 States, Project Shakti has
1,09,100 Shakti Entrepreneurs whom we call 'Shakti Ammas'. This

56
program has helped Shakti Entrepreneurs increment selling
aptitudes, become brave, improve their certainty, get the hang of
orchestrating and social capacities. Specifically, our interventions
have helped in building and developing imaginative frame of mind
among Shakti Entrepreneurs.

iv. HandwashingBehavior Change Program

Around 0.9 million adolescents more youthful than five pass on due
to diarrhoeal and respiratory contaminations in India1 .
Handwashing with chemical has been refered to as one of the most
functional responses for improve prosperity and neatness and
diminish infant kid mortality. A review of a couple of studies shows
that the essential exhibition of handwashing with chemical
diminishes the recurrence of diarrhoeal sicknesses by a typical of 30
for each cent2 . Association's Lifebuoy handwashing conduct change
movement helps in propelling the upsides of handwashing with
chemical at key events during the day and asking people to grasp and
proceed with extraordinary handwashing conduct. From 2010 till
date, Company has associated with in excess of 68 million people in
India through the handwashing conduct change exercises.
Association has been driving handwashing conduct change programs
in association with Global Alliance for Vaccine Initiative (GAVI) Plan,
World Association of Girl Guides and Girl Scouts (WAGGGS), Naman
SevaSamiti, NGOs in Uttar Pradesh, Jharkhand, Orissa, Madhya
Pradesh and Maharashtra. Through the activities, the demonstration
of using chemical at fundamental occasions reliably is spread
transversely over systems, along these lines protecting people from
maladies.

57
⦁ Plastic Waste Management

HUL has explained obligations to make 100% of our plastic packaging

reusable, recyclable or compostable by 2025. Further, 25% of all the
plastic we use is depended upon to start from reused sources by
2025. Association has done imperative work around there. In 2018,
Company has accumulated a total of around 20,000 tons of plastics
in association . During the year, through an association with 'waste
to control foundation', Company has had the choice to process
around 15,000 tons of plastic waste and convert it into control. The
equality has been used for co-planning in Cement Kilns. The
Company is in like manner working personally with the Government
and various accessories, for instance, United Nations Development
Program (UNDP) for through and through pilot adventures for plastic
waste organization. To recognize, backer and make care in the zone
of waste organization, Company has united with Xynteo India Private
Limited to make 'India 2022 Coalition' which is an explanation driven
partnership supported by assumed Indian and worldwide
associations. The essential this collusion is to utilize the power of
joint exertion to open future-fit improvement openings. HUL has in
like manner developed an instructive program called 'Plastic Safari'
to make care and drive lead change on waste detachment and
reusing among more youthful understudies and people in hotel
social requests.

⦁ Project Prabhat

'Prabhat' is Company's USLP-associated program which adds to the

headway of close by systems around key goals including our
gathering regions. Prabhat is developing the close by organize needs
at grassroot level through centered backbones of updating
occupations, water conservation and 'prosperity and flourishing'
care. Undertaking Prabhat is live in excess of 30 zones the country
over. It has really benefitted over 2.9 million people transversely
58
more than 12 states and two affiliation spaces in India through
associations with in excess of 20 NGOs. More than 5,000 HUL
specialist volunteers checked out the volunteering practices under
Project Prabhat over the latest five years. In 2018, under the pillar of
redesigning occupations, Prabhat impelled an exceptional movement
'Adventure Mooo' in relationship with Uday (AVTEG Pvt Ltd) to
improve milk effectiveness in cows and improve farmers'
compensation through an application based dairy developing plan.
Prabhat also moved the School Contact Program (SCP) on Nutrition a
year back wherein HUL agents volunteered as Nutrition Ambassadors
explaining the hugeness of keen eating fewer carbs and strong living
to more youthful understudies. Through the undertaking, we have
reached more than 46,000 more youthful understudies during a year
back.

⦁ Domex Toilet Academy

Domex Toilet Academy (DTA), pushed by the Company in 2014, is a

unique market-based spearheading model to help Government of
India's Swachh Bharat Mission and improve sanitation incorporation
the country over by achieving the goal of open-poop free (ODF)
India. Starting now and into the foreseeable future, DTA program has
arranged 600 littler scale business visionaries and craftsmans to help
Hindustan Unilever Limited Annual Report 2018-19 42 Report of
Board of Directors collect and take care of toilets; offer access to
scaled down scale financing and make enthusiasm for toilets in low-
pay nuclear families influencing more than one million people. In
2017, DTA moved fixation from 'Access' to 'Usage' through a science-
based lead change model. DTA has united with PSI India to interface
with more than 0.28 million people in 101 towns in Chittoor, Andhra
Pradesh with fundamental intercessions and trades. This direct
change model has shown early encouraging results with a sharp
addition in toilet usage and cleaning over

59
Section B Improving Health and Well-being:

• Safe Drinking Water:

Company's Pureit water purifier gives safe drinking water without the
problems of bubbling or consistent faucet water supply. This empowers total
insurance from all water-borne sicknesses. In India, Pureit has given more than
89 billion liters of safe drinking water till date.
• Nutrition and Well-being Initiatives: Company ceaselessly attempts to
improve the taste and healthful nature of its items utilizing all around
perceived dietary guidelines, which are likewise consistent with pertinent
Indian guidelines. According to USLP responsibility, by 2020, we will twofold
the extent of our portfolio that satisfies the most elevated healthful guidelines,
in view of all around perceived dietary rules. In 2018, in India 46% of
Company's absolute nourishment and refreshment portfolio satisfied the most
noteworthy healthful guidelines.
• Dove Self-Esteem program: In India, 6 of every 10 young ladies state
they don't have high body esteem1 . Pigeon's strategic to guarantee that the
cutting edge grows up getting a charge out of a constructive association with
the manner in which they look helping youngsters raise their confidence and
understand their maximum capacity. The Company is working with
accomplices, for example, Fountainhead and World Association of Girl Guides
and Girl Scouts (WAGGGS) to connect with 2,000,000 young ladies by 2020 and
move in the direction of improving their confidence.
• Reducing Environmental Impact: Reducing GHG, Waste, Water in
Manufacturing In 2018, CO2 outflows per ton of our generation decreased by
59%*. There was an expansion in portion of sustainable power source at
Company's destinations to 43%*. Water utilization (cubic meter per ton of
creation) in assembling tasks decreased by 55%*. All out waste produced from
the production lines diminished by 58%*. the Company kept up the status of
'zero non-risky waste to landfill' in the entirety of its production lines and
workplaces. 100% of the non-unsafe squander produced at our processing
plants was reused in condition cordial ways.
• Sustainable Sourcing: Organization has an unmistakable guide to
accomplish the intense duty to source 100% of horticultural crude materials
economically by 2020. In 2018, 100% * contrasted with 2008 pattern. 1 The
2017 Dove Global Girls Beauty and Confidence Report Annual Report 2018-19
Hindustan Unilever Limited Overview Reports Financial Statements 43 of
tomatoes utilized in Kissan ketchup kept on being sourced reasonably. In 2018,
60
over 65% of tea in India secured for Unilever brands was sourced from
reasonable sources.
• Enhancing Livelihoods:
• Fair and Lovely Career Foundation Reasonable and Lovely Career
Foundation is a versatile stage intended to assist ladies with making a
character for themselves by giving them vocation direction, aptitude based
courses and preparing for openings for work. The stage tends to different
instructive hindrances that young ladies and ladies in India face including
restricted access to transportation, absence of parental consent, significant
expense of courses and insufficient accessibility of nearby establishments. The
Foundation is controlled by a scope of great instruction and profession
direction accomplices including built up edtechorganizations like NIIT, edx.
More than 600,000 ladies have enlisted to date on the stage and roughly
200,000 ladies have gotten to profession direction assets and online courses,
and 50,000 ladies have decided on work arranged tests and profile developer.
• Clinic Plus Scholarship The grant is an open door for moms to help their
girls of class fifth to twelfth complete optional training and satisfy their little
girl's fantasies by supporting their instruction. In 2018, more than 124 young
ladies were granted a grant of ' 6,000 each.
• Rin Career Ready AcademyRin Career Ready Academy intends to
motivate, teach and prepare the young from humble foundations.

• DETAILS OF CSR SPEND

Average Net Profit of the Company for last 3 financial years: 6,20,971
Prescribed CSR Expenditure 12,419
Details of CSR spends during the financial year 2018-19:
a. Total amount to be spent for the financial year 12,419 (2% of Average
Net Profit for the last 3 financial years)
b. Total amount spent during the financial year 12,645
c. Amount unspent, if any Nil Hindustan Unilever Limited Annual Report
2018-19 44 Report of Board of Directors
d. Manner in which the amount was spent during the financial year is
detailed below:

61
Amount spent on the project/programme Direct expenditure Overheads
1. Project Shakti (ii) PAN India 4,335 4,335 0 4,335
2. SwachhAadat (i) PAN India 4,781 4,781 0 4,781
3. Water Conservation Project (iv) PAN India 895 570 325 825
4. Asha Daan (iii) Mumbai 1,475 1,475 0 1,475
5. Project Prabhat (x) PAN India 608 600 8 608
6. Sanjeevani (i) Assam 68 68 0 68
7. Ankur (iii) Assam 33 33 0 33
8 CM Relief Fund (iii) Kerala 100 100 0 100.

62
 CONCLUSION

Hindustan unilever ltd. have risen to be one of the main firms or organization
in the economy( in FMCG division).

throughout the years since its joining in as switch siblings india ltd in 1933 it
has become a significant job player in the market by serving the necessities
and requests of different clients and customers of the market.

as quickly expressed throughout the entire existence of the organization HUL

turned into a significant player by securing and overwhelming different
organizations and by expanding or extending its chain by completely possessed
backups.

different organizations mergers and securing with HUL, for example,

TOMCO(tata oil plants organization), lakme constrained, Kimberly clark switch
ltd, unilever Nepal restricted and so on were highly discussed mergers as these
drove or were the explanation of the huge extension of HUL as far as inclusion
of piece of the pie and wide product offering to convey.

the development of HUL is altogether recognizable as the offer cost and the
budgetary development as far as total assets and yearly benefits have
expanded definitely.

in 2018 the net income earned by HUL was 38,224 crores(in terms of rupees),
though the EBITDA (procuring before assessment and profit commitments)
was 8,637 crores.

the gaining per portion of the investors of HUL was 27.89 (rupee) per share
which was more than the earlier year EPS.

this shows the money related hold and the development of the HUL in the
economy.

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HUL isn't just identified with gaining benefits but on the other hand is seeing as
driving organization as far as CSR activities and approaches. different
distinctive help activities and manageable approaches and activities were
planned for the upliftment of the general public and serving for investors as
well as for the partners particularly society by having a dream of reasonable
activities and practices.

HUL can't bear to get smug as different enormous contenders like P&G, ITC
which are alluded to as other huge FMCG area inclination of clients.

so HUL throughout the years have confronted serious and expanding rivalry
was as yet ready to serve for the necessities of the clients and make due in
harsh days by great administration arrangements, better quality item,
adaptable and assigning hierarchical structures.

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 REFERENCE
• Wikipedia
• Google
• Hul.co.in
• Economictimes.indiatimes.com/hul

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