Nandeep Main Project

An Organization Study on Hindustan Unilever Ltd
CHAPTER 1
INTRODUCTION TO INTENSHIP
Internship mainly focus on organization study and customer availability and market
demand and how to work in present and future to study, internship leads to interns
individual development through challenging occupational coursework, a typical and worthy
extra-curricular activity that helps develop credentials for their semester, it is designed and
planning though consultation with the college or university so as to fill into the
undergraduate practice.
It builds upon the association of any academy institute or university with has
employees, it, it mainly victories when the intern the college the employee all share
conscientiousness in making it a valuable practice.Professional linked occurrence has a lot
names in the college or university in additional to internship.
The project report contains six chapters, which begins require for the study of
industry profile objectives resources analysis and scope of the learn of research method
used etc...The second chapter it covers organization profile background of organization
vision, mission, quality policy, Achievements and Awards, future growth and Prospects,
nature of business etc… The third chapter covers theoretical background of the study it
includes McKinsey 7s Framework Strategy, structure, style, skill, system, staff, shared
value to particularly organization.
DEPT OF MANAGEMENT STUDIES(MBA)

BGSIT, ADICHUNUCHANAGIRI UNIVERSITY Page 1
INDUSTRY PROFILE
Hindustan Unilever Limited is rated as best 3Ci Company which is registered with
National Industrial Classification Code 15140 Pond's Talcum Powder's packaging
innovation has secured a Silver Award at the prestigious 24th DuPont Global Packaging
Award, in May 2012. The brand was recognized for cost and waste reduction.
In May 2012, HUL & Star Bazaar received the silver award for 'Creating Consumer
Value through Joint Promotional and Event Forecasting' at the 13th ECR Efficient
Consumer Response Asia Pacific Conference.In 2011, HUL was named the most innovative
company in India by Forbes and ranked 6th in the top 10 list of most innovative companies
in the world.
Hindustan Unilever Ltd received the National Award for Excellence in Corporate
Governance 2011 of the Institute of Company Secretaries of India (ICSI) for excellence in
corporate governance.

In 2012, Hindustan Unilever emerged as the No. 1 employer of choice for B-School
students who will graduate in 2012. In addition, HUL also retained the 'Dream Employer'
status for the 3rd year running.
Hindustan Unilever ranked No. 2 in Fortune India's Most Admired Companies list,
which was released by Fortune India in partnership with the Hay Group. The company
received the highest scores for endurance and financial soundness.
Fast-moving consumer goods (FMCG) sector is India’s fourth largest sector with
household and personal care accounting for 50 per cent of FMCG sales in India. Growing
awareness, easier access and changing lifestyles have been the key growth drivers for the
sector. The urban segment (accounts for a revenue share of around 55 per cent) is the largest
contributor to the overall revenue generated by the FMCG sector in India. However, in the
last few years, the FMCG market has grown at a faster pace in rural India compared to
urban India. Semi-urban and rural segments are growing at a rapid pace and FMCG
products account for 50 per cent of the total rural spending.
The Government has allowed 100 per cent Foreign Direct Investment (FDI) in food
processing and single-brand retail and 51 per cent in multi-brand retail. This would bolster
employment, supply chain and high visibility for FMCG brands across organised retail
markets thereby bolstering consumer spending and encouraging more product launches. The
sector witnessed healthy FDI inflow of US$ 16.28 billion during April 2000-March 2020.

Some of the recent developments in the FMCG sector are as follows:
 In May 2020, Tata Consumer Products Limited (TCPL) acquired PepsiCo’s stake in
NourishCo Beverages Limited.
 In March 2020, Hindustan Unilever Limited (HUL) signed an agreement with Glenmark
Pharmaceuticals Ltd to acquire its intimate hygiene brand VWash.
 In March 2020, Venture Catalysts made an investment in OM Bhakti, an organised brand in
the puja cotton-wicks market during its seed-funding round.
 In November 2019, ITC Ltd acquired 33.42 per cent stake in Delectable Technologies,
which is a vending machine start-up.
 Nestle plans to invest Rs 700 crore (US$ 100.16 million) to open a new plant in Sanand for
Maggi.
 ITC to invest Rs 700 crore (US$ 100 million) in food park in Madhya Pradesh.
 Patanjali will spend US$743.72 million in various food parks in Maharashtra, Madhya
Pradesh, Assam, Andhra Pradesh and Uttar Pradesh.
The services sector is not only the dominant sector in India’s GDP, but has also
attracted significant foreign investment, has contributed significantly to export and has
provided large-scale employment. India’s services sector covers a wide variety of activities
such as trade, hotel and restaurants, transport, storage and communication, financing,
insurance, real estate, business services, community, social and personal services, and
services associated with construction.

CHAPTER 2
COMPANY PROFILE
Managing Director of Hindustan Unilever Limited. He also leads Unilever’s South
Asia business as President, Unilever, South Asia and is a member of the Unilever
Leadership
Executive Sanjiv Mehta is the Chairman and Managing Director of HUL since 30th
June, 2018. He has been leading Unilever’s business in India and South Asia since October
2013 as CEO and Managing Director, HUL and Executive Vice President, Unilever, South
Asia. Sanjiv was appointed as President, Unilever, South Asia and member of the Unilever
Leadership Executive, effective May 2019.
Sanjiv has been with Unilever for 26 years and during the last 17 years has led
businesses in different parts of the world. He has been the Chairman and Managing Director
of Unilever Bangladesh Limited (2002-06), Chairman and CEO of Unilever Philippines Inc.
(2007-08) and Chairman of Unilever - North Africa & Middle East (2008 – September
2013).

Sanjiv chairs the FMCG Committee of FICCI as well as the national committee on
MNCs of CII. Sanjiv also chairs Xynteo's 'India 2022', a purpose-driven business coalition
of top Indian and MNC companies formed with an intention to solve some of the intractable
environmental and social issues, and is working to create a new model of growth.
He co-chairs the Advisory Network to the High Level Panel for a Sustainable Ocean
Economy. Sanjiv is a member of the India Advisory Board of Harvard Business School and
is a Director on the Board of The Indian School of Business. He is also a member of the
Board of Directors of Breach Candy Hospital Trust, Mumbai.Sanjiv is a Chartered
Accountant from The Institute of Chartered Accountants of India. He has also completed
the Advanced Management Program at Harvard Business School.
HUL as established in the year 1933 under the partnership of three leaders namely Lever brothers,
With boundless determination and perseverance of the above three the company has trudged the tortuous
path to glorification.
Company Name Hindhustanunilever ltd

Date of establishment 1933
Type of Company Public
Type of Business Manufacturing
Nature of Business Foods
 Cleaning agent parson care
product
 Water purifiers
Address Hindustan unalive limited,
Unilever house,
B.D.Sawantmarg,
Chakala,andhgeri (E),
Mumbai-400099.
State Mumbai
Phone 02250433000
Email Mediacentre.hul@unilever.com
Total area 5acres
Bankers SBI, HDFC
Customers Automobiles based units and
electrical units
Competitive advantages  Use quality tested raw materials
 Use state of the art machinery
 Efficient quality management
system
Certified and Governed by ISO, 9001:2008
NATURE OF THE BUSINESS
The government has issued clarification and explanations on definition of ancillaries
from time to time. These are as follows.
Unit producing intermediates will be recognized as ancillary if units
Units providing servicing facilities e.g. sand blasting machining, pressure cleaning
and grinding will get recognized as ancillary also.
The concept of parent units will also include small scale industries also thus one
small industry function as ancillary to another.
FLOW CHART OF MANUFACTURING PROCESS:

1 FUTURE GROWTH AND PROSPECTS
The future of Nestles research and development is firmly set on the path of the nutrition,
health and wellness. The innovations and product renovations of the coming years will be
driven by nutrition foods that are tailored to better and meet the needs to the company
consumers. These needs may be defined by the company genes. the metabolites that they
body creates or by the way the brain perceives foods at the same time nestles research and
development is committed to continuous improvement in consumer insights and translating
these into innovative products and packaging to meet consumer needs and performances. In
that future growth and prospects and the performances. In the future growth and prospects
and the commitments of the Nestle India Limited
2. NUTRITION, HEALTH AND WELLNESS:
 Launch more nutrition’s food and beverages especially for children’s.

 Increase Vegetables, fiber – rich grains, pulses, nuts and seeds in company food and
beverages.
 Simplify their ingredient list and remove the artificial color.
 To promote healthy cooking foods, eating and lifestyle.
3. RURAL DEVELOPMENT
 Improve farm economies among the farmers who supply the company
.  Improve food availability in rural places.
 Implement responsible sourcing in company supply chain and promote welfare.
 Continuously improve company’s green coffee supply chain.
4. WATER
 In future work to achieve water efficiency and sustainability across company operation
.  Advocate for effective water policies and stewardship. “A Study on various factors of
Employee Engagement with special reference to
 They treated the water discharge effectively.
 Raise awareness on water conservation and improve access to water and the sanitation
across the company value chain.
5. ENVIRONMENTAL SUSTAINABILITY
 Provide climate change leadership.

 Promote transparency and proactive, long – term engagement in climate policy.
 Reduce food loss and water.
 Improve the environmental performance of company packaging.
 Assess and optimize the environmental impact of their products.
 Provide meaningful and accurate environmental information and dialogue.
 Preserve national capital, including forests company people and compliance.
 Improve worker’s livelihoods and protect supply chain.
 Enhance a culture of integrity across the organization.
 Ensure that all Nestle employees are covered by a certified safety and health.
6 . MANAGEMENT SAFETY
 Enhance gender balance in company workforce and mower women across the entire value
chain.
 Provide effective grievance mechanisms to employees and stake holders.
 Provide training and development, business principles, nutrition and the environmental
sustainability.
 Create healthy workplaces to the employees.
7 AWARDS AND ACHIVEMENTS
 Kit Kat adjudged master brand by the world brand congress.
 Safe boiler operations (second place in Karnataka)
 Green tech environment award.

 Best safety industry award.
 Golden peacock environment management award in 2009 at the golden convention on
climate change.
 The edge billion-ringgit club corporate award 2016.
 Asia recruitment award 2016.
 World panel most chosen brand award.
 Graduate employees award.
SAVING WATER
Nestle as an environmentally conscious company tries to cut down a water consumption as
much as possible. during the last decade nestle Indians’ volume of production has shot up
by more than 100% for the entire portfolio and through continuous improvement, company
water consumption has increased by just 25%. The water withdrawals per ton of product has
red
VISION
Our vision is to grow our business, while decoupling our environmental footprint from our
growth and increasing our positive social impact.
MISSION
Our mission is to add Vitality to life. We meet everyday needs for nutrition, hygiene and
personal care with brands that help people feel good, look good and get more out of life.
QUALITY POLICIES

HUL is the foundation of the company and fully embedded in the company health and
wellness promise. every product on the self every customer and the consumers contact
helped to shape their trust. A hul brand name on a product is a promise that it constantly
meets company high standards of quality. each and every HUL employees are involved in
dedicating to achieve high quality standards for the company consumers and customers
through the application of the HUL quality management system. In that quality policy there
are.
 FOOD SAFETY ABD FULL COMPLIANCE
Guarantee food safety and full compliance by respecting company policies principals and
standards with full transparency.
 PREFERENCE AND CONSISTENCY
Ensure preferences and consistency to delight consumers and the customers by valuing
what they value and by offering products, systems and services in that always meet or
exceed their expectations. “A Study on various factors of Employee Engagement with
special reference to.
EVERYBODYS COMMITMENT
It across company complete value chain and it all levels of company to build organization
value and the quality culture. the nestle quality policy which applies across the complete
organization and which in complemented by unit specific quality policies is achieved
through the implementation.

OWNERSHIP PATTERN
HINDUSTAN UNILEVER Limited the name says that the word “Limited” at the end of
the company name it is called as a Public Company. The HUL as a companies act 1956 and
the amendment act 2013. its register having the document of memorandum of association
and the articles of association. the HUL having a maximum number of members and having
an approximately 8 directors including executive and non-executive to direction and control
the company concern. in that the company listed in stock market or stock exchange of
Bombay stock exchange and national stock exchange. hul publicly traded company issues
share and the securities to the public to run the business. hul have a share warrant in that
when the share is fully paid up the company can issue the share warrants to the concerned
people. So, in that hul was truly public company because of only the public companies can
having a share warrants. Share holding pattern. Category of shareholding In percentage
Promoter and promoter group 62.76% Public
 Mutual fund
 Foreign portfolio investors
 Financial institutions / banks
 Insurance company
 Central / State government 37.24%
Board of Directors NAME DECIGNATION Mr. Adithya Narayanan Chairman
and Managing Director Mr. Ashish Sharad Executive Director – Technical Mr. Sanju
Mehta Independent Non-Executive Director MS. Priya Independent Non -Executive
Director MS Kalpana Independent Non-Executive Director Mr. Srinandan Sundaram

Independent Non-Executive Director Dr. Swati A. Piramal Independent Non -Executive
Director .
HUL company objectives: Ensuring supply at a competitive cost to support growth.
Be brilliant at basics to ensure compliance. Develop and retain people for future growth.
HUL company vision: Our ambition is to be leading Nutrition, Health and Wellness
company with sustainable financial performance.
HUL company mission
Achieve business goal, delight customers through quality people and quality product.
Product Profile
HUL has some 8000brands, with an extensive variety of products across some of market,
along with coffee, bottled water, milkshakes and other beverages, breakfast cereals, infant
foods, performance and health nutrition, seasoning, soups and sauces,soap,shampoo, frozen
and refrigerated ingredients and pet meals. Quality and dietary value are the critical
components in all of its manufacturers.
Introduction to Human Resource Management: Human Resource Management is a
strategic technique to the purchase, EMPLOYEE ENGAGEMENT, improvement and
control of the organizations human resource. It is a specialized field that tries to develop the
ideal company sub – culture and do something like recruiting, paying or training humans, or
dealing with employee relation issues as they arise. The strategies for the application of
HRM will encompass many acquainted capabilities of employee’s manager, together with
manpower planning, selecting, overall performance appraisal, income administration, and
training and development programs. HRM is involved with the effective use of people to
acquire organization and individual objective. Its far a manner of merging human at work,

in order that supply their exceptional to the business enterprise is the art of procuring,
developing and maintaining workforce to acquire the goal of an enterprise in an effective
and efficient manner.
Definition of HRM
According to Edwin Filippo define HRM as “planning, organizing, directing,
controlling of procurement, development, compensation, integration, maintenance and
separation of human resource to the end that individual, organization and social objectives
are achieved”. According to Carter Mc Namara, “Human Resource Management is based on
the ideas and techniques development to ensure worker employee engagement, productivity
and performance”.
Objectives of HRM
To help the business enterprise to reach its purpose. To employ the abilities and
abilities of the staff efficiently. To offer the employer with properly educated and properly
– encouraged employees. To boom to the fullest, the employee process pride and self-
actualization. To increases and keep a fine of work life. To communicate HR guidelines to
all employees.
Employee Engagement
Employee engagement is a fundamental concept in the effort to understand and
descried, both qualitative and quantitative, the nature of relationship among an organization
and its employee. An “engaged employee” is defined as one who is fully absorbed by and

passionate about their work and so takes positive action to future the organization and its
objectives.
Definition
William Kahn provided the first formal definition of personal engagement as “the
harnessing of organization members” selves to their work roles, in engagement, people
employee and express themselves physically, cognitively, and emotionally during role
performance”.
Drivers of employee Engagement: Idea work/job role: Employees have to see a link
among their function and the larger organizational purpose. Knowledge this linking presents
an intrinsic motivation and improved engagement. Maximum employees will come to work
on time without possessing that feel success on finishing touch of task.
However, an employee that sees a clear linking on how his/her function contributes
to the organization will cross the extra mile and facilitates to create organizational wealth.
Work Environment/Organization Culture: The bond between an employee and the
corporation is cemented whilst the employee identifies with the subculture of the
organization.
A work is engaged and encouraged to stretch past the decision of duty if she/he
reveals the work surroundings allowing and supportive. Rewards and recognitions: The
bottom line is that people working to earn which helps fulfil goals. Equitable pay coupled
with rewards and recognition programs enhances motivation and ends in commitment and
engment
Learning and Training Opportunities: As lawyer (2006) put it – “people revel in
studying,” This is especially true in the case of today’s millennial workforce that constantly

seems at improving understanding and ability. Skill imparting a learning way of life is
crucial for companies to stay applicable inside the constantly converting commercial
enterprise panorama. Performance Management: A power performance control system
contributes
Positively to employee performance and timely, rational remarks are crucial factors
in creating a bond between the employee and his / her company.
Leadership
It is a properly recorded truth that most resignations take place due to the fact the
worker isn’t pleased together with his/her ‘boss’. An organization that spends time and
effort in grooming leaders who are aligned to its goals, culture and people invests well. New
age industries have a young and dynamic workforce that looks for autonomy in choice
making, expanded responsibility and accountabilities.
Other factors

Clear and open communication, high quality of interplay with groups, collaboration,
business enterprise coverage, organization overall performance is all contributing elements
to employee engagement. 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. 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, Pond’s, Vaseline, Lakmé, Dove,
Clinic Plus, Sunsilk, Pepsodent, Closeup, Axe, Brooke Bond, Bru, Knorr, Kissan, Kwality

CHAPTER-3
McKinsyes’s 7S FRAMEWORK
DEFINATION
McKinsey 7s model is a tool that analyzes firm‟s organizational design by looking at 7
key internal elements: strategy, structure, systems, shared values, style, staff and skills, in
order to identify if they are effectively aligned and allow organization to achieve its
objective.
The Seven Elements:
Hard elements Soft elements

Strategy Shared values
Structure Skills
Systems Style
Staff

Hard’ elements are easier to defi ne or identify and management can directly influence
them: These are strategy statements: organization charts and reporting lines: and formal
processes and ITsystems.
‘Soft’ elements, on the other hand, can be more difficult to describe, and are less tangible
and more influenced by culture. However, these soft elements are as important as the
hard elements if the organization is going to be successful.

Board of directors
Managing directors
Productmanager Generalmanager
Refineries Package Boilers Sales Administration

Finance
1 2 3 1 2 3 1 2 3 1 2 3 1 2 3 1 2
3
Supervisor Supervisor Dealer Clerk Accountants

STRATEGY
Strategy is a plan developed by a TRIDENT AUTOMOBILES PVT LTD., to achieve
sustained competitive advantage and successfully compete in the market.
Identification of product basket. Selection of target markets. Assessment of market demand.
Backward linkage to processing unit. Consortium of processors.
Collaboration with corporative marketing federations. Use of potentials of advances
in information technology. Common outlets for products promoted by commodity
boards. Product promotion.
STRUCTURE
Structure represents the way business divisions and units are organized and includes
the information of swho is accountable to whom. We believe that a flat structure helps
us in being more responsive to the environment while providing enriched roles for our
members. Out structure defines clear roles and supporting relationships but is by no
means rigid. Keeping in mind the fast and ever changing business environs, structure
is dynamic and constantly evolving.
Level of management Top levelmanagement
1. Middle levelmanagement
2. Bottom levelmanagement
3. Top level management
It consists of Managers, Senior Managers, General Managers and Directors.

Middle level management
It consist of Assistant Managers, Production Managers, Chief Security and Vigilance
officer, Customer and control officer, DeputyManagers.
Bottom level management
It consists of Engineers, Assistants, Senior Engineers, and Senior Chemist etc...
SYSTEMS:
Systems are the processes and procedures of the TRIDENT AUTOMOBILES
PVT.LTD, which reveal business daily activities and how decisions are made, and
procedures that staff members engage in to the jobdone.
TRIDENT AUTOMOBILES has the following
departments:
 Department of finance Personal department
 Research and development department
Quality control department Material department Stores department Electrical
department
SKILLS
Skills are the abilities that firm‟s employees perform very well. They also include
capabilities and competences.

STAFF
Staff element is concerned with what type and how many employees an organisation
will need and how they will be recruited, trained, motivated andrewarded.
In Hyundai company pvt.ltd there are 174 employees are working in this particular
organisation. In this 15 members are office staff and remaining 159 members are
working in manufacturing sector.
Our staff is a vital tool in securing the success that we enjoy in the competitive market.

Chapter4
SWOT ANALYSIS OF NESTLE:
STRENGTH
 Strong and well differentiated brands with leading market shares.
 Brand image.
 General license agreement which gives access to the HUL groups. 5000 peoples involved
in Research and Development as well as corporate venture funds. It has 21 research
centers globally.
 Skilled labor
 Quality products.
 High quality and safe food products at affordable price and trust in HUL.
 Product innovation and renovation, based consumes insights.
 Well diversified product portfolio.
 Responsive organization structure and strong management team.
 Efficient distribution networks throughout the country.
 Highly skilled human resources.
 Participation in global business excellence.
WEAKNESS
 Complex supply chain configuration
 Competitive environment with diverse platers  Legal and consumer issues.
 Strong competition by others brands.

OPPORTUNITES
 Potential for future expansion is smaller town and other geographies.
 Healthy breakfast biscuit oats and other such healthy breakfast alternatives have a big
time future as most breakfast alternatives are heavy and people are becoming more health
conscious.
 Growing demand for premium products.  Growing trend for “Out of Home”
consumption.
 Leverages HUL technology to develop more products that provide nutrition, and wellness
at affordable prices.
 Increasing demand for healthier food products.
THREATS
 Price volatility of raw materials and fuels.
 Price and fuel.
 Growth of private label’s.
 Availability of agro based commodities
 Food inflation.

CHAPTER 5
BALANCESHEET
BALANCE SHEET AS ON 2019-2020

Rupees in Crores
PROFIT AND LOSS ACCOUNT FOR THE YEAR 2019-2020
PARTICULARS 31/03/2019(RS) 31/03/2020(RS)

INCOME
Revenue from operations 5,385.28 5,981.61

[GROSS]
Less: Excise duty 0.00 0.00
Revenue from operations 5,385.28 5,981.61

[NET]
Total operating revenues 5,397.65 5,992.52
Other Income 104.70 128.71
Total Revenue 5,502.35 6,121.23

EXPENSES
Cost of materials consumed 2,969.70 3243.75
Operating and direct expenses 0.00 0.00
Employee benefit expenses 493.05 589.63
Finance costs 9.09 19.85
Depreciation and 111.31 129.32

Amortization Expenses
Other Expenses 887.90 1,079.64
TOTAL EXPENSES 4,875.88 5,468.34
PROFIT/LOSS BEFORE 626.47 652.89

EXCEPTIONAL,
EXTRAORDINARY
ITEMS AND TAX
Exceptional items 0.00 0.00

PROFIT/LOSS BEFORE
626.47 652.89
TAX
TAX EXPENSES
CONTINUED
OPERATIONS
Current tax 223.20 181.16
Less: MAT credit entitlement 0.00 0.00
Deferred tax -3.72 -2.29
Other direct taxes 0.00 0.00

TOTAL TAX EXPENSES
219.42 176.60
PROFIT / LOSS AFTER
407.05 476.29
TAX & BEFORE
EXTRAORDINARY ITEMS
PROFIT / LOSS FROM
407.05 476.29
CONTINUING
OPERATIONS
PROFIT / LOSS FOR THE
407.05 476.29
PERIOD
Minority interest 0.00 0.00
CONSOLIDATED PROFIT / 409.74 490.19

LOSS AFTER MI &
ASSOCIATES
OTHER ADDITIONAL
INFORMATION
EARNINGS PER SHARE

Basic EPS(RS) 32.00 39.00
Diluted EPS(RS) 32.00 39.00

DIVIDEND & DIVIDEND
PERCENTAGE
Equity share dividend 50.76 63.44
Tax on dividend 10.43 13.04
BALANCE SHEET FOR TWO YEARS 2019 & 2020
LIABILITIES
31/03/2019 31/03/2020
Share holders fund
Equity share capital 126.87 126.87
TOTAL SHARE CAPITAL 126.87 126.87
Reserves & surplus 2,018.51 2,436.61
TOTAL RESERVES & 2,018.51 2,436.61

SURPLUS
TOTAL SHAREHOLDERS
2,145.38 2,563.48
FUNDS
Minority interest 0.00 0.00
NON- CURRENT
LIABILITIES
Long term borrowings 0.00 0.00
Deferred tax liabilities [NET] 0.00 0.00
Other long term liabilities 12.54 21.72
Long term provisions 186.36 207.38

TOTAL NON CURRENT
198.90 229.10
LIABILITIES
CURRENT LIABILITIES
Short term borrowings 0.00 0.00

Trade payables 1,236.22 1,429.15
Other current liabilities 97.74 100.87
Short term provisions 33.51 37.67
TOTAL CURRENT 1,367.47 1,567.69

LIABILITIES
TOTAL CAPITAL &
3,711.75 4,360.27
LIABILITIES
ASSETS
NON CURRENT ASSETS
Tangible assets 503.19 703.48
Intangible assets 5.02 5.43
Capital work in progress 43.33 44.08
FIXED ASSETS 551.54 752.99
Non- current investments 520.71 188.82
Deferred tax assets [NET] 34.40 37.49
Long term loans & advances 18.15 18.12
Other non- current assets 123.24 81.13
TOTAL NON- CURRENT 1,248.04 1,078.55

ASSETS
CURRENT ASSETS
Current investments 138.33 378.33
Inventories 888.60 1,198.89
Trade receivables 255.62 281.60
Cash & cash equivalents 1,061.00 1,284.01
Short term loans & advances 2.63 6.74
Other current assets 117.53 132.15

TOTAL CURRENT ASSETS
2,463.71 3,281.72

TOTAL ASSETS
3,711.75 4,360.27
OTHER ADDITIONAL
INFORMATION
CONTINGENT LIABILITIES
Contingent liabilities 1,541.64 1,585.79
BONUS DETAILS
Bonus equity share capital 10.80 10.80
NON-CURRENT
INVESTMENTS
Non-current investments quoted 0.00 0.00

market value
Non-current investments 520.71 0.00

unquoted book value
CURRENT INVESTMENTS
Current investments quoted 0.00 0.00

market value
Current investments 138.33 378.33

unquoted
book value
RATIO ANALYSIS
1. Calculation of current ratio
Calculation of current ratio for the year 2019

Current ratio = current assets / current liabilities
= 2,463.71/1,367.47
= 1.80%
Calculation of current ratio for the year 2020
Current ratio = current assets / current liabilities
= 3,281.72/ 1,567.69
= 2.09%
Interpretation: Current ratio in the year 2019 value is 1.80 & the year 2020 value is 2.09.
Comparing to these two years 2020 current ratio is higher.
2. Calculation of working capital ratio
Calculation of working capital ratio for the year 2019
Working capital ratio = current assets / current liabilities
= 2,463.71/ 1,367.47
= 1.80%
Calculation of working capital ratio for the year 2020
Working capital ratio = current assets / current liabilities
=3,281.72/1,567.69
= 2.09%

Interpretation: Working capital ratio in the year 2019 value is 1.80 & the year 2020 value is
2.09. Comparing to these two years 2020 working capital ratio is higher.
3. Calculation of solvency ratio
Calculation of solvency ratio for the year 2019
Solvency ratio = Total assets/ Total liability
= 3711.75/1,367.47
= 2.71%
Calculation of solvency ratio for the year 2020
Solvency ratio = Total assets/ Total liability
= 4,360.27/1,567.69
= 2.78%
Interpretation: Solvency ratio in the year 2019 value is 2.71 & the year 2020 value is 2.78.
Comparing to these two years 2020 solvency ratio is higher.
4. Calculation of cash ratio
Calculation of cash ratio for the year 2019
Cash ratio = Cash & cash equivalent/ Total current assets
= 1,061.00/3,711.75
= 0.28%
Calculation of cash ratio for the year 2020
Cash ratio = Cash & cash equivalent/ Total current assets
= 1,284.01/3,281.72
= 0.39

ORGANISATION STUDY ON HINDUSTAN UNILEVER LIMITED
Interpretation: Cash ratio in the year 2019 value is 0.28 & the year 2020 value is 0.39. Comparing
to these two years 2020 cash ratio is higher.
5. Calculation of net working capital ratio
Calculation of net working capital ratio for the year 2019
Net working capital ratio = Current assets – Current liability
= 2,463.71-1,367.47
=1,096.24
Calculation of net working capital ratio for the year 2020
Net working capital ratio = Current assets – Current liability
= 3,281.72-1,567.69
= 1,714.03
Interpretation: Net working capital ratio in the year 2019 value is 1,096.24 & the year 2020
value is 1,714.03. Comparing to these two years 2020 net working capital ratio is higher.
Page 34
DEPARTMENT OF MANAGEMENT STUDIES (MBA)
BGSIT, ADICHUNCHANAGIRI UNIVERSITY
CHAPTER-6
LEARNING EXPERIENCE
My learning experience in the company was very pleasant. The response and support I
got from the management and staffs were appreciable. This training helped me to know
practicalities. I learned about management from practical perspective and I learnt about
organizations to how it works in management aspects and the policies and procedures totally it
was a highly useful training for me in the company.
During the first week. It was new experience entering into the organization. The training was
very informative and useful as it enables us to have a corporate look over the functioning of
each and every department of the company apart from the theoretical knowledge. During the
month of my internship for the period of one month at HINDUSTAN UNILEVER
MANUFACTURER LTD. I have understood how the industryfunctioning.
 I have observed and understand the professional environment which has helped me to improve
my knowledge andskills.
 Since, the working experience in the purchase deportment has imparted me with the
knowledge about its working andfunctions.
In company they give the information about all the plants and they give a chance to attend an
employee meeting and GST class, do a work in the finance and HR deportment. To conclude,
this project has given me practical exposure in the study of organization. It was a great
experience working. Where I learnt many things about the functioning of the organization in
accordance with the present market trends. The main purpose of the organization study is to
make student acquainted with the practical knowledge the overall functioning of the
organization.
Page 35
BIBILIOGRAPHY
 www.hul.com
 www.moneycontrol.com
 www.capitalmarket.com
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An Organization Study on Hindustan Unilever Ltd

individual development through challenging occupational coursework, a typical and worthy

conscientiousness in making it a valuable practice.Professional linked occurrence has a lot

names in the college or university in additional to internship.

used etc...The second chapter it covers organization profile background of organization

value to particularly organization.

DEPT OF MANAGEMENT STUDIES(MBA)

National Industrial Classification Code 15140 Pond's Talcum Powder's packaging

DEPT OF MANAGEMENT STUDIES(MBA)

status for the 3rd year running.

received the highest scores for endurance and financial soundness.

products account for 50 per cent of the total rural spending.

DEPT OF MANAGEMENT STUDIES(MBA)

Some of the recent developments in the FMCG sector are as follows:

NourishCo Beverages Limited.

Pharmaceuticals Ltd to acquire its intimate hygiene brand VWash.

 In March 2020, Venture Catalysts made an investment in OM Bhakti, an organised brand in

the puja cotton-wicks market during its seed-funding round.

which is a vending machine start-up.

Pradesh, Assam, Andhra Pradesh and Uttar Pradesh.

services associated with construction.

DEPT OF MANAGEMENT STUDIES(MBA)

Managing Director of Hindustan Unilever Limited. He also leads Unilever’s South

Leadership Executive, effective May 2019.

DEPT OF MANAGEMENT STUDIES(MBA)

Board of Directors of Breach Candy Hospital Trust, Mumbai.Sanjiv is a Chartered

the Advanced Management Program at Harvard Business School.

Company Name Hindhustanunilever ltd

 Cleaning agent parson care

Address Hindustan unalive limited,

 Use state of the art machinery

 Efficient quality management

NATURE OF THE BUSINESS

The government has issued clarification and explanations on definition of ancillaries

from time to time. These are as follows.

Unit producing intermediates will be recognized as ancillary if units

and grinding will get recognized as ancillary also.

small industry function as ancillary to another.

FLOW CHART OF MANUFACTURING PROCESS:

DEPT OF MANAGEMENT STUDIES(MBA)

1 FUTURE GROWTH AND PROSPECTS

development is committed to continuous improvement in consumer insights and translating

and the commitments of the Nestle India Limited

2. NUTRITION, HEALTH AND WELLNESS:

 Launch more nutrition’s food and beverages especially for children’s.

DEPT OF MANAGEMENT STUDIES(MBA)

 Simplify their ingredient list and remove the artificial color.

 To promote healthy cooking foods, eating and lifestyle.

.  Improve food availability in rural places.

 Implement responsible sourcing in company supply chain and promote welfare.

 Continuously improve company’s green coffee supply chain.

Employee Engagement with special reference to

 They treated the water discharge effectively.

across the company value chain.

 Provide climate change leadership.

DEPT OF MANAGEMENT STUDIES(MBA)

 Promote transparency and proactive, long – term engagement in climate policy.

 Reduce food loss and water.

 Improve the environmental performance of company packaging.

 Assess and optimize the environmental impact of their products.

 Provide meaningful and accurate environmental information and dialogue.

 Preserve national capital, including forests company people and compliance.

 Improve worker’s livelihoods and protect supply chain.