Under The Able Guidance of Respected:

Mr SARTHAK JENA (HOD)

Mr DUKHIRAM NAYAK (Guide Lecturer)

Submitted by: MANAS RANJAN

College Roll No.: BC15-097

Exam Roll No.: 8115B089
Reg. No.: 14405/15
 ACKNOWLEDGEMENT
I hereby put my special thanks for all the people and
things that helped me to complete this project within this short
period of time. First of all this project is done under the able
guidance of our respected HOD of CommerceMr SARTHAK JENA and
our always helpful and guiding lecturer Mr DUKHIRAM NAYAK. Both
of our lecturers are very cooperative and helpful every time we need
them. And I also took help from the annual report of The Hindustan
Unilever LTD to which I grant my special thanks too. The company
has made a very specifically good growth in the years of its
manufacture. The company had inspired me through the techniques
it used to take market into its hand. So these all were the factors
which helped me to get this project done, I thank all the people who
were at my back to help me do this project. I’ll always be really very
thankful to them.
 PREFACE
Hindustan Unilever LTD is the company I selected
to make a project on, because I know its reputation in the
market. And not only me everyone in India knows the
reputation of this company and there’s no one in India who is
not familiar with the word or the brand name Hindustan
Unilever LTD. Still it wasn’t easy to make a good report on
the company without the help of internet and the annual
report that was provided by the company itself. This project
contains all data collected by me from different sources like
internet and the annual report of the company. And this
couldn’t have been possible without the able guidance of our
humble and honourable lecturers who supported me from
my back every time I was in trouble with something in the
project.
 CONTENT
1. ABOUT HINDUSTAN UNILEVER LTD.

2. BOARD OF DIRECTORS

3. OUR BUSINESS MODEL

4. UNILEVER SUSTAINABLE LIVING PLAN

5. ENHANCING LIVELIHOODS

6. REDUCING ENVIRONMENTAL IMPACT

7. IMPROVING HEALTH AND WELL-BEING

8. COMPANIES GRAPHS BASED ON FACTS

9. SAVING ENVIRONMENT

10. BETTER LIVING

11. OTHERS

12. CONCLUSION
 About HINDUSTAN UNILEVER LTD.
NINE OUT OF TEN INDIAN HOUSEHOLDS USE OUR
PRODUCTS EVERYDAY TO FEEL GOO D, LOOK GOO D AND
GET MORE OUT OF LIFE.
OUR CATEGORIES AND BRANDS
Each of our categories - Home Care, Personal Care, Foods and
Refreshments, includes a portfolio of brands that aim to deliver
consistent, competitive, profitable and responsible growth. Our
endeavour is supported by consistent investment in product
innovation and marketing activities. With over 35 brands spanning
20 distinct categories including soaps, detergents, shampoos, skin
care, toothpastes, deodorants, cosmetics, tea, coffee, packaged
foods, ice cream, frozen desserts and water purifiers, the Company is
a part of the everyday life of millions of consumers across India. Our
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 Wall’s and Pureit.

WHERE WE OPERATE
Hindustan Unilever Limited operates across the length and breadth
of India. We have over 18,000 employees working across our
factories and offices. Conducting our operations with integrity and
respect for the many people, organisations and the environment
that our business touches, has always been at the heart of our
corporate responsibility.
₹1,000 CRORE + BRANDS
1. Lux
2. Dove
3. Clinic Plus
4. Pond’s
5. Vim
₹2,000 CRORE + BRANDS
1. Surf excel
2. Brooke Bond
3. Wheel
4. Rin
5. Lifebuoy
6. Fair & Lovely

OUR STRATEGIC FOCUS

OUR CATEGORIES HAVE CLEARLY DEFINED STRATEGIES
WITH THE COMMON GOAL OF GROWTH THAT IS CONSISTENT,
COMPETITIVE, PROFITABLE AND RESPONSIBLE.
Further binding the category strategies together are our Compass
pillars which define how Unilever wins with consumers. They are:
• Winning with Brands and Innovation
• Winning in the Marketplace
• Winning through Continuous Improvement
• Winning with People
Underpinning the Compass is the USLP which is the foundation of
our business. By delivering social and environmental benefits
throughout our business, we drive our growth, which in turn drives
our ability to improve the lives and opportunities of people,
everywhere.

The USLP contributes directly to consistent growth by helping

manage risk, for example, through the supply of sustainably-grown
agricultural raw materials, such as vegetables in our Foods brands.
This is especially important as climate change affects rainfall. It
drives growth that is competitive, by stimulating innovation to
create brands that meet the growing consumer demand for
sustainable products. Profitable growth is achieved by reducing costs
through sustainable production methods in our factories, which
reduce waste, use fewer raw materials and consume less energy.
Responsible growth is an outcome of the trust that we earn by
acting ethically and responsibly.

Each of our four category strategies includes specific priorities aimed

at growing sales and delivering improved financial metrics, such as
margin and cash flow.

Our categories face numerous and increasingly complex challenges

as the industry experiences rapid fragmentation and disruption.
However, our Compass pillars provide strategic responses to help
drive growth ahead of the market.

Our success as an organisation depends on our ability to identify

and mitigate the risks generated by our business. In doing so, we
take an embedded approach to risk management, which puts risk
and opportunity assessment at the core of the leadership team
agenda, which is where, we believe, it should be.

BOARD OF DIRECTORS
Mr.Sanjiv Mehta
Managing Director and Chief Executive Officer
Mr. P. B. Balaji
Executive Director, Finance & IT and Chief Financial Officer
Mr. Pradeep Banerjee
Executive Director, Supply Chain
Mr.DevBajpai
Executive Director, Legal & Corporate Affairs and Company Secretary
Ms.GeetuVerma
Executive Director, Foods
Mr. B. P. Biddappa
Executive Director, Human Resources
Ms.Priya Nair
Executive Director, Home Care
Mr. Sandeep Kohli
Executive Director, Personal Care
Mr.SudhirSitapati
Executive Director, Refreshments
Mr.SrinandanSundaram
Executive Director, Sales and Customer Development

Mr. Harish Manwani

Chairman

Management Committee
Mr.Sanjiv Mehta
Managing Director and Chief Executive Officer
Mr. P. B. Balaji
Executive Director, Finance & IT and Chief Financial Officer
Mr. Pradeep Banerjee
Executive Director, Supply Chain
Mr.DevBajpai
Executive Director, Legal & Corporate Affairs and Company Secretary
Mr. Aditya Narayan
Independent Director
Mr. S. Ramadorai
Independent Director
Mr. O. P. Bhatt
Independent Director
Dr.SanjivMisra
Independent Director
Ms.KalpanaMorparia
Independent Director

OUR BUSINESS MODEL

WE BELIEVE THAT SUSTAINABLE AND EQUITABLE GROWTH IS THE ONLY
LONG -TERM BUSINESS MODEL. THAT IS WHY
WE HAVE PLACED THE UNILEVER SUSTAINABLE LIVING PLAN AT THE
HEART OF OUR BUSINESS MODEL.
Our sustainable business model drives growth that is consistent by
reducing risks, is more competitive through inspiring innovations
that help us grow, is more profitable by reducing costs and is more
responsible – leading to enhanced trust in our business.
The three big goals* of the USLP – to help more than one billion
people improve their health and well-being by 2020; to halve the
environmental impact of our products across the value chain by
2030; and to enhance the livelihoods of millions as we grow our
business by 2020 – are integrated into our business model. From
sustainable sourcing of our agricultural raw materials to sustainable
manufacturing, to marketing brands with purpose – the USLP is our
blueprint for achieving our Vision.
We invest in innovation and brands, which create profitable volume
growth. Our scale spreads fixed overheads, improving profitability
further, and this profitable growth allows us to reinvest, generating
more free cash flow which can be further invested in brands and
innovation which in turn drives more profitable volume growth.
CONSUMER INSIGHT
Our business model begins with consumer insight which informs
brand innovation. Accurate insight is critical to understanding how
markets are changing. We forge relationships with consumers
through insights from focus groups, quantitative studies and regular
market visits. Digital research adds one-on-one sophistication while
new lines of communication are opening through direct-to-
consumer channels, allowing closer relationships. Our Consumer and
Market Insight (CMI) group helps us prioritise growth opportunities.
Through CMI, we monitor data about consumption patterns and
social media dialogue to inform action, including sustainability
insights, which drive product innovations and behaviour change
programmes.
COLLABORATION
Collaboration is critical to our success. We are open to external ideas
and adept at capturing and integrating their benefits. The USLP
involves working with government and NGOs. Our Supply Chain
operates thePartner to win programme to encourage innovations
from suppliers. Thisfurthers innovation-led growth and helps us in
our USLP commitment to halve the environmental impact of our
products across their lifecycle.

INNOVATION
Our innovations use insights and technologies to deliver brand-led
benefits which meet the latest trends. Our innovation is increasingly
responsive to local needs, landing results faster into the market.

SOURCING
Our procurement teams are responsible for purchasing goods and
services. They are central to driving efficiencies to enhance
profitability, delivering savings, and also implementing our USLP.

MANUFACTURING
HUL operates 30 factories across the country. Your Company’s
Supply Chain agenda is centered on five core areas - Customer
Service Excellence, Creating Consumer Delight by dedicated end-to-
end Quality Focus, Creating Value through cost savings programme,
Sustainability and Supplier Partner to Win Programme.

LOGISTICS
Our Logistics Team is responsible for moving the goods produced at
our factories and delivering them to our customers. We are now
investing in automation and modernisation of our warehouses. Our
centralised Ultra control tower is now fully operational to manage
our logistics operations which will help in optimisation of cost,
improve service, conserve cash and reduce our carbon footprint.
Given the vast distribution and Supply Chain network, Goods and
Services Tax (GST) is likely to unlock huge value potential and
hence, as a first phase, we are fully ready with the logistics road
map to optimise warehousing and inventory carrying cost.

MARKETING
We have been mapping consumers’ purchase journeys in the digital
world, using data to delve deeper and segment consumers more
accurately. This enables us to deliver more relevant, authentic and
effective marketing content in real-time using the full range of
digital communications.
Sustainability is an integral part of our brand strategies. We want all
ofour top brands to be Sustainable Living brands, which combine a
strongpurpose delivering a social or environmental benefit, with
products contributing to at least one of our USLP goals.

Customer Development
Our Customer Development eco-system encompasses capturing the
demand, fulfilment of demand and generation of demand. As far as
demand capturing is concerned, our focus has been on driving
quality of coverage and increasing the assortment using data centric
and analytical approach. With respect to demand fulfilment,
process and technology interventions have been used for improving
service and efficiencies. For demand-generation, our strategy
encompasses winning in traditional trade in both open and closed
formats, winning in ‘route to market’ as well as winning in emerging
channels like Modern Trade and e-commerce. We work closely with
retailers, online through e-commerce and in stores. Our teams
ensure our brands are always available, properly displayed and in
the right recommended price bracket. We strive to be supplier of
choice for customers and trade partners, through strong joint
business planning and in-store execution applying our Perfect Store
programme. We have derived the benefits of tailor-made consumer
and customer plans across categories as part of ‘Winning in Many
Indias’ agenda due to strengthened connect with customers,
consumers and shoppers. This will continue to be our source of
competitive advantage.

DELIVERING VALUE FOR OUR STAKEHOLDERS

Key to our sustainable business model is our stakeholders. To
succeed, we need to engage and work in partnership with them.
They include customers and consumers; investors; suppliers;
governments, regulators and legislators; NGOs and charities;
scientific institutions and academia; and other organisations in the
business world, including peer companies and trade associations.
Some of our stakeholders are direct participants in our value chain
and are integral to our ability to deliver consistent, competitive,
profitable and responsible growth. Others influence how we do
business by setting the laws and norms in our country. In turn, we
deliver value to our stakeholders in various forms. Stakeholder
engagement is essential in delivering our Compass strategy and in
tackling the issues addressed by the USLP. We also combine action
in our business with external advocacy and by jointly working with
governments, NGOs and others through‘transformational change’
partnerships.

Our performance
THE BENEFITS THAT OUR VISION AND STRATEGY DELIVERS,
TRANSLATE INTO GROWTH ORIENTED PERFORMANCE FOR
SHAREHOLDERS AND SOCIETY AT LARGEEGMENT PERFORMANCE
FINA

NCIAL
NET REVENUE
2016-17 (EBITDA) improved by 38 bps
EPS (basic)
₹34,487 2016-17
crores
The Domestic Consumer ₹ 20.75
business grew by 4% with 1% Last year basic EPS: ` 19.12
underlying volume growth in a per share
challenging environment
Cash from Operations
EBITDA 2016-17
2016-17
₹6,500+
₹6,047 crores
crores Cash from operations was up
EarningBefore Interest Tax ` 1079 crores over the previous
Depreciation and Amortisation year
NON-FINANCIAL

MANUFACTURING
2016
49%
Reduction in CO2 emissions (kg/tonne of production) in our
manufacturing operations compared to 2008 baseline

2016
53%
Reduction in water consumption (m3/ tonne of production) in our
manufacturing operations compared to 2008 baseline

2016
45%
Reduction in total waste (kg/tonne of production) generated from
factories compared to 2008 baseline

BETTER LIVELIHOODS
2016
72,000
Shakti Entrepreneurs empowered

SUSTAINABLE SOURCING
2016
100%
Tomatoes used in Kissan ketchup sourced sustainably

HEALTH AND WELL-BEING

2016
>130 million
People reached through our health and hygiene programmes

UNILEVER SUSTAINABLE LIVING PLAN

IMPROVING HEALTH AND WELL-BEING

By 2020, Unilever will help more than a billion people take
action to improve their health and well-being.

HEALT H AND to improve their health

and hygiene. This
HYGIENE will help reduce the
TARGET incidence of lifethreatening
By 2020, Unilever diseases
will help more than a like diarrhoea.
billion people globally
PERFORMANCE globally recognised
In India, over 130 dietary guidelines. This
million people were will help hundreds of
reached by December millions of people to
2016 through achieve a healthier
programmes on diet.
handwashing, safe
drinking water and PERFORMANCE
sanitation. 46% of HUL’s Foods
and Refreshments
NUTRITION TARGET portfolio met the
By 2020, Unilever will highest nutritional
double the proportion standards in 2016,
of its portfolio across based on globally
the globe, that meets recognised dietary
the highest nutritional guidelines.
standards, based on

ENHANCING LIVELIHOODS
By 2020, Unilever will enhance the livelihoods of millions
of people as it grows its business.

FAIRNESS IN THE will advance human

rights across global
WORKPLACE operations and
TARGET extended supply chain.
By 2020, Unilever
PERFORMANCE Shakti Entrepreneurs
HUL continued to by December 2016.
embed human rights
with a focus on eight INCLU SIVE
salient human rights BUSINESS
issues identified by
Unilever which are TARGET
documented in the By 2020, Unilever will
2015 Human Rights have a positive impact
Report. on the lives of 5.5
The Total Recordable million people across
Frequency Rate (TRFR) the world.
reduced to 75% in
2016 compared to 2008 PERFORMANCE
baseline for accidents HUL is running 113
in HUL’s factories and livelihood and out
offices. reach centres offering
over 20 courses as
OPPORTUN ITIES part of the Prabhat
initiative around
FOR WOMEN its manufacturing
TARGET locations. As of
By 2020, Unilever will December 2016, over
empower five million 17,000 people have
women across the been successfully
globe. certified and over
PERFORMANCE 12,000 people have
HUL’s Shakti already been linked
programme to employment
empowered 72,000 opportunities.

REDUCING ENVIRONMENTAL IMPACT

By 2030, Unilever’s goal is to halve the environmental footprint of
the making and use of its products as it grows its business.

GREENHOUSE GASES TARGET

Halve the greenhouse gas
impact of Unilever’s products
across the lifecycle by 2030.
PERFORMANCE
CO2 emissions (kg/tonne of
production) in HUL’s
manufacturing operations
reduced by 49% compared to
2008 baseline.
WATER
TARGET
Halve the water associated
with the consumer use of
Unilever’s products by 2020.
PERFORMANCE
Water consumption (in m3/
tonne of production) in HUL’s
manufacturing operations
reduced by 53% compared to
2008 baseline.
WASTE
TARGET
Halve the waste associated
with the disposal of Unilever’s
products by 2020.
PERFORMANCE
Total waste generated (kg/
tonne of production) from
HUL’s factories reduced by
45% over 2008 baseline.
SUSTAINABLE
SOURCING
TARGET
By 2020, Unilever will source
100% of its agricultural
raw materials for global
operations, sustainably.
PERFORMANCE
In India, a total of 46% of tea
sourced for Unilever’s brands
is from sustainable sources.
Nearly 99% of paper and
board
used for packing HUL’s
products is from sustainable
sources.
COMPANIES GRAPHS BASED ON FACTS
 Improving Health and Well-being
• Handwashing
Behaviour Change
Programme:Every year, in
India, 1.3 million children die
before they reach the age of
five, many due to preventable
infections.Handwashing with
soap has been cited as one of
the most cost-effective
solutions to address this
challenge1. A review of several
studies show that the simple
act of hand washing in
institutions, such as primary
schools and day care centres,
reduces the incidence of
diarrhoeal diseases by an
average of 30 per cent.
Lifebuoy hand washing
behaviour change initiatives of
your Company, helps in
promoting the benefits of hand
washingwith soap at key times
during the day and
encouraging people to sustain
good hand washing
behaviours. Till date, your
Company has reached over 63
million people in India.
• Safe Drinking Water:In
the developing world, 80%
diseases are water-related. The
World Health Organization
states that the provision of safe
water alone will reduce
diarrhoeal diseases by up to
50%. Your Company’s Pureit
water purifiers have been
working towards making safe
water accessible and
affordable to millions. Pureit’s
most affordable range of
purifiers provide safe drinking
water at a running cost of just
30 paisa per litre without the
hassles of boiling, or need of
electricity or a continuous tap
water supply. In India, Pureit
has provided over 74 billion
litres of safe drinking water till
date.
• Domex Toilet Academy
(DTA): Domex ToiletAcademy
(DTA) is a unique market-
based entrepreneurial model
launched by your Company in
2014. Currently operational in
Bihar, the DTA programme
trains entrepreneurs and
masons to help build and
maintain toilets; provides
access to micro-financing and
creates demand for sanitation
in low-income households.
Since its inception, the DTA has
trained more than 500 micro-
entrepreneurs.
To date, over a lakh of toilets
have been built, benefiting
over six lakh people.
• Swachh Aadat Swachh
Bharat:Your Company’s
‘Swachh Aadat,
Swachh Bharat’ (SASB)
programme is in line with
Government of India’s Swachh
Bharat Abhiyan to promote
good health and hygiene
practices. In 2016, the
programme continued to stress
upon the need to adopt three
simple good habits (‘Swachh
Aadat’) –
i. Washing hands five times a
day,
ii. Using a toilet for defecation
and keeping it clean, and
ii. Adopting safe drinking
water practices.
•SwachhataDoot (Messenger
of Cleanliness): This is a mobile-
led rural behaviour change
communication model,
wherein the factory workers
become agents of behaviour
change in their villages. They
share two-minute audio stories
on clean habits through their
mobile phones. They reach out
to school children, parents and
community members thereby
positively impacting rural
communities. Your Company
has successfully reached over
30 lakh people since inception
through this programme.
• Suvidha, the
Community Hygiene
Centre: Your Company has
built a first-of-its-kind urban
water, hygiene and sanitation
community centre named
’Suvidha’ in Azad Nagar,
Ghatkopar, one of the largest
slums in Mumbai. The
community centre provides
water, sanitation, hand
washing, shower facilities and
laundry services at significantly
lower costs than market rates.
Suvidha uses circular economy
principles to reduce water use.
Fresh water is first used for
brushing teeth, bathing, hand
washing and laundry. The
waste water from these
activities becomes the input for
flushing toilets. Your Company
built the Centre in 2016 with its
partners, the Municipal
Corporation of Greater
Mumbai and
PrathaSamajikSanstha, a
community-based
organisation. The project was
devised, developed and built in
close consultation with the local
community. The community service camp ‘Sanjeevani’ for
centre caters to over 1,500 the local community
people. nearDoom Doomafactory in
Assam. There are two mobile
vans dedicated to the project,
• Asha Daan:Asha Daan is a each vehicle has one male and
home in Mumbai for one female doctor, two nurses,
abandoned and differently- a medical attendant and a
abled children, the HIV- driver. The vans are equipped
positive people and the with basic kits such as
destitute. Since the inception of diagnostic kit, blood pressure
Asha Daan in 1976, measuring unit, medicines and
you’reCompanymhas been a mobile stretcher. More than
looking after the maintenance 3,10,000 patients have been
of the premises. Your treated in these service
Company takes care of over campssince its inception in
400 infants, destitute men and 2003. In 2016 alone, nearly
women and HIV-positive 20,000 patientwere treated
patients at Asha Daan. through this programme.

• Sanjeevani: Your Company

runs a free mobile medical
 Saving Environment
• Water Conservation including NGOs and
encourages them to tie up
Projects:According to various co-funding
estimates, by 2030 the supply arrangements. HUF also
of water in India will be supports several knowledge
significantly lower than the initiatives in this area. Through
demand. India has around 18% its projects, HUF has created a
of the world’s population but collective and cumulative
only 4% of water resources are water potential of more than
usable fresh water. To 300 billion litres across India,
understand and contribute in generated more than six lakh
addressing this challenge, your tonnes of agriculture and
Company set up Hindustan biomass production and has
Unilever Foundation (HUF) in mobilised employment of more
2010, a not-for-profit than 37 lakh person days so
Company that acts as a vehicle far.
to anchor water management
demand and supply related • Sustainable Sourcing of
community development Tea:Your Company has a
initiatives. HUF supports clear roadmap to achieve the
national priorities for socio- bold commitment to source
economic development 100% of agricultural raw
through its ‘Water for Public materials sustainably by 2020.
Good’ programme, with As part of this, you’re
specific focus on contributing to Company has partnered with
the water discourse and Solidaridad for sustainable
practice through a partnered sourcing of tea. The
approach. programme aims to move the
HUF is creating capacities to Indian tea industry producers
manage water through into adopting a sustainability
significant social investments. code which shall promote
HUF operates the ‘Water for sustainable agricultural
Public Good’ programme, with practices, improve productivity
specific focus on water and reduce costs ensuring
associated livelihoods in 54 future security of tea supply in
districts across India. HUF India and also protect the
works with various ecosystem (soil, water and bio-
implementing partners diversity) whilst improving the
quality of life for producers
and workers.
Better Living
• Improving livelihoods
of smallholder
farmers:Your Company has
been associated with a number
of smallholder farmers through
its supplier partners, training
them on good agricultural
practices like drip irrigation,
nutrient management, pest
and disease management to
improve their livelihood. A
total of 10,000 smallholder
gherkin farmers in southern
India have benefitted from
Unilever’s innovative
Responsible Farming
Programme. The aim is to
increase productivity, develop
best practices and improve
livelihoods. Smallholder
farmers growing tomatoes for
your Company have also
benefitted from similar training
initiatives. Till date, your
Company has reached out to
over 8,000 smallholder farmers
who grew tomatoes on more
than 11,000 acres of land. In
2016 alone, your Company
reached out to 5,000
smallholder farmers who grew
tomatoes on 7,000 acres of
land.
• Project Shakti:Project
Shakti is your Company’s
initiative to financially
empower rural women and
create livelihood opportunities
for them. Project Shakti
provides livelihood-enhancing
opportunities to women micro-
entrepreneurs across India.
The Shakti Ammas are given
training for familiarisation with
your Company’s products and
basic tenets of distribution
management. Your Company
has a team of Rural Sales
Promoters (RSP’s) who coach
and help Shakti Ammas in
managing their business. This
includes help in business basics
and troubleshooting as well as
coaching in softer skills of
negotiation and
communication which enable
them to run their business
effectively.
In 2010, your Company
extended Project Shakti to
include ‘Shaktimaans’.
Shaktimaans are typically the
husbands or brothers of Shakti
Ammas. They sell products on edX’s online courses to provide
bicycle in surrounding villages, a holistic, career guidance-
covering a larger area than driven learning to enable
Shakti Ammas can cover on higher employability for young
foot. Today, Project Shakti has women.
over 72,000 micro- • Prabhat: ‘Prabhat’is a
entrepreneurs supported by USLP-linked programme
48,000 Shaktimaans. which contributesmto the
• Fair & Lovely development of local
Foundation:The Foundation communities around your
identifies academically Company’s manufacturing
exceptional girls from locations. The key areas of
financially challenged ‘Prabhat’ programme are -
backgroundsand offers Enhancing Livelihoods, Water
scholarships to deserving Conservation and Health and
candidates. To maintain Hygiene. From its launch in
integrity and fairness, the December 2013 in eight
selection is done by a panel of locations, project Prabhat is
eminent personalities from now live in over 30 locations
diverse fields. During the year, across the country and has
the Foundation awarded directly impacted over six and
scholarships to over 200 a half lakh people.
deserving girl students. Till • Rin Career Ready
date, over 1,400 girl students Academy:Rin Career Ready
have been awarded Academy aims to inspire,
scholarships. educate and equip the youth
Fair & Lovely Foundation has from modest backgrounds with
partnered with edX.org, a non- skills in English training, office
profit Massive Open Online dressing and interviewing. In
Course Platform founded by 2016, your Company re-
Harvard University and MIT, launched the academy with
NIIT and English Edge to two key new initiatives:
launch a mobile education Introduction of the ‘Tele-
programme for women. This Conferencing’ module where
partnership will enable your students can speak to a
Company, via Fair & Lovely teacher instead of an
Foundation, to leverage automated voice and second is
aweb course available on
www.rin.in. So far, over three differently-abled children at
and half lakh people have Doom Dooma in Assam. Ankur
been reached through this provided educational,
programme. In 2016 alone, vocational and recreational
nearly two lakh people activities to 33 differently-
benefited from this abled children.
programme.
• Ankur: Ankur was set up in
1993 as a centre by your
Company’s Plantations Division
for special education for
Others
• Relief Funds - Donation:Your Company has always been at
the forefront in responding to the call for national duty and has
contributed generous amounts for upliftment of communities hit by
natural disasters.
Your Company’s work over the last several years has paved the way
for setting out clear targets that the Company is committed to
meet.
However, to scale up your Company’s initiatives, partnerships are
crucial to make a meaningful difference. Your Company is working
in partnership with Governments, NGOs, suppliers and others to help
forge alliances and address big societal challenges. Your Company
has shared progress on the sustainability initiatives and partnerships
in the Business Responsibility Report in line with the key principles
enunciated in the ‘National Voluntary Guidelines on Social,
Environmental and Economic Responsibilities of
Business’ framed by the Ministry of Corporate Affairs. This year the
Business Responsibility Report is integrated with the Annual Report.
CONCLUSION
So, as from the above data interpretation we got to know that
the Hindustan Unilever LTD has a very good marketing strategy,
based on consumer satisfaction, through the implementation of
the charitable programs. I like the company personally. It’s not the
thing that I have seen it from my childhood, but I like it’s product
as it fulfils its commitment given by the Company.
We all know that Hindustan Unilever LTD has made a very big
and a very fabulous reputation in the market, we can’t relate it
with any other company. The Company has actually in a period of
time has converted the brand name’s reputation into a different
level. It is the brand having all types of products in it. Hindustan
Unilever LTD manufactures practically everything required by a
person on daily basis. The objective of the company is that a
person can depend upon only one company for everything
required to get for a daily basis needs.
The company has gained this great reputation and respect
by doing everything for its customers. It has made its name to
such a level that at this time no company can even dare to think of
going to that level.
Hindustan Unilever LTD has also made its reputation by
conducting charitable programs for its valuable consumers.
Hindustan Unilever LTD also uses the technique of giving gifts to
some lucky consumers so it is a type of ideal marketing strategy
that is shown up by Hindustan Unilever LTD for it consumers, who
will surely come forward to purchase its products again and
again.
So, at last I want to say that Hindustan Unilever LTDis my
ideal company on the basis of the marketing strategy it applies to
get new customers and hold its old customers in position. The
charitable program that Hindustan Unilever LTDdo are also ideal,
and yet far more better and different than the programs done by
any other Companies.