Profile of Hul

Profile of hul
Date of Establishment 1933

Revenue 4339.94
Market Cap 596022127652.5
Corporate Address Hindustan Lever House,165/166 Backbay Reclamation, Mumbai-
400020, Maharashtra
www.hll.com
Management Details Chairperson - Harish Manwani
MD - Nitin Paranjpe
Directors - A Narayan, Ashok K Gupta, C K Prahalad, D S Parekh,
D Sundaram, Dhaval Buch, Douglas Baillie, Gopal Vittal, Harish
Manwani, Nitin Paranjpe, R A Mashelkar, S Ramadorai
Business Operation Household & Personal Products
Background Hindustan Unilever (HUL) is India's largest fast moving consumer
goods company, with leadership in Home & Personal Care Products
and Foods & Beverages. HUL's brands, spread across 20 distinct
consumer categories, touch the lives of two out of three Indians.
They endow the company with a scale of combined volumes of
about 4 million tonnes and sales of Rs.13,718 crores.
In the summer of 1888, visi

Financials Total Income - Rs. 208071.175 Million ( year ending 200903)
Net Profit - Rs. 25007.057 Million ( year ending 200903)
Company Secretary Ashok K Gupta
Bankers
Auditors Lovelock & Lewes
Introduction
Hindustan Unilever Limited (HUL) is India's largest fast moving consumer goods
company, with leadership in Home & Personal Care Products and Foods & Beverages.
HUL's brands, spread across 20 distinct consumer categories, touch the lives of two
out of three Indians. They endow the company with a scale of combined volumes of
about 4 million tonnes and sales of Rs.13,718 crores.
The mission that inspires HUL's over 15,000 employees is to "add vitality to life".
With 35 Power Brands, HUL meets everyday needs for nutrition, hygiene, and
personal care with brands that help people feel good, look good and get more out of
life.
It is a mission HUL shares with its parent company, Unilever, which holds 52.10% of
the equity. A Fortune 500 transnational, Unilever sells Foods and Home and Personal
Care brands in about 100 countries worldwide.
Introduction
Unilever has earned a reputation for conducting its business with integrity and with
respect for all those whom our activities affect. This reputation is an asset, just as
valuable as our people and our brands.
To maintain this reputation requires the highest standards of behaviour –
consistently observed by all of us. Unilever’s Code of Business Principles sets out
these standards and we expect all our employees to adhere to them.
Being a successful business does not just mean investing for growth and balancing
short and long term interests. It also means caring about our consumers, employees
and shareholders, our business partners and the world in which we live.
We therefore want this Code to be more than a collection of high sounding

statements. It must have practical value in our day-to-day business lives and each of
us must follow these principles both in the spirit and the letter.
If we do so, Unilever’s reputation will be enhanced, our business will perform better
and our professional lives will be all the more fulfilling.
Standard of Conduct
We conduct our operations with honesty, integrity and openness, and with respect
for the human rights and interests of our employees.
We shall similarly respect the legitimate interests of those with whom we have
relationships.
Obeying the Law

Unilever companies and our employees are required to comply with the laws and
regulations of the countries in which we operate.
Employees
Unilever is committed to diversity in a working environment where there is mutual
trust and respect and where everyone feels responsible for the performance and
reputation of our company.
We will recruit, employ and promote employees on the sole basis of the qualifications
and abilities needed for the work to be performed.
We are committed to safe and healthy working conditions for all employees. We will
not use any form of forced, compulsory or child labour.
We are committed to working with employees to develop and enhance each

individual's skills and capabilities.
We respect the dignity of the individual and the right of employees to freedom of
association.
We will maintain good communications with employees through company based

information and consultation procedures.
Consumers
Unilever is committed to providing branded products and services which consistently
offer value in terms of price and quality, and which are safe for their intended use.
Products and services will be accurately and properly labelled, advertised and
communicated.
Shareholders
Unilever will conduct its operations in accordance with internationally accepted
principles of good corporate governance. We will provide timely, regular and reliable
information on our activities, structure, financial situation and performance to all
shareholders.
Business Partners
Unilever is committed to establishing mutually beneficial relations with our suppliers,
customers and business partners.
In our business dealings we expect our business partners to adhere to business

principles consistent with our own.
Community Involvement
Unilever strives to be a trusted corporate citizen and, as an integral part of society,
to fulfil our responsibilities to the societies and communities in which we operate.
Public Activities
Unilever companies are encouraged to promote and defend their legitimate business
interests.
Unilever will co-operate with governments and other organisations, both directly and
through bodies such as trade associations, in the development of proposed
legislation and other regulations which may affect legitimate business interests.
Unilever neither supports political parties nor contributes to the funds of groups
whose activities are calculated to promote party interests.
The Environment
Unilever is committed to making continuous improvements in the management of
our environmental impact and to the longer-term goal of developing a sustainable
business.
Unilever will work in partnership with others to promote environmental care, increase
understanding of environmental issues and disseminate good practice.
Innovation
In our scientific innovation to meet consumer needs we will respect the concerns of
our consumers and of society. We will work on the basis of sound science applying
rigorous standards of product safety.
Competition
Unilever believes in vigorous yet fair competition and supports the development of
appropriate competition laws. Unilever companies and employees will conduct their
operations in accordance with the principles of fair competition and all applicable
regulations.
Business Integrity
Unilever does not give or receive whether directly or indirectly bribes or other
improper advantages for business or financial gain. No employee may offer give or
receive any gift or payment which is, or may be construed as being, a bribe. Any
demand for, or offer of, a bribe must be rejected immediately and reported to
management.
Unilever accounting records and supporting documents must accurately describe and
reflect the nature of the underlying transactions. No undisclosed or unrecorded
account, fund or asset will be established or maintained.
Conflicts of Interests
All Unilever employees are expected to avoid personal activities and financial
interests which could conflict with their responsibilities to the company.
Unilever employees must not seek gain for themselves or others through misuse of
their positions.
Compliance – Monitoring – Reporting

Compliance with these principles is an essential element in our business success. The
Unilever Board is responsible for ensuring these principles are applied throughout
Unilever.
The Chief Executive Officer is responsible for implementing these principles and is
supported in this by the Corporate Code Committee chaired by the Chief Legal
Officer, Members of the Committee are the Group Secretary, the Chief Auditor, the
SVP HR and the SVP Communications. The Global Code Officer is Secretary to the
Committee. The Committee presents quarterly updates to the Corporate
Responsibility and Reputation and the Audit Committee, half-yearly reports to the
Unilever Executive and an annual report to the Board.
Day to day responsibility is delegated to all senior management of the regions,

categories, functions and operating companies. They are responsible for
implementing these principles, if necessary through more detailed guidance tailored
to local needs, and are supported in this by Regional Code Committees comprising
the Regional General Counsel together with representatives from all relevant
functions and categories. Assurance of compliance is given and monitored each year.
Compliance with the Code is subject to review by the Board supported by the
Corporate Responsibility and Reputation Committee and for financial and accounting
issues the Audit Committee.
Any breaches of the Code must be reported in accordance with the procedures
specified by the Chief Legal Officer. The Board of Unilever will not criticise
management for any loss of business resulting from adherence to these principles
and other mandatory policies and instructions. The Board of Unilever expects
employees to bring to their attention, or to that of senior management, any breach
or suspected breach of theseprinciples. Provision has been made for employees to be
able to report in confidence and no employee will suffer as a consequence of doing
so.
Paul Polman
CEO
Introduction
Hindustan Unilever Limited (HUL) supplies high quality goods and services to meet
the daily needs of consumers and industry. In doing so, the Company is committed
to exhibit the highest standards of corporate behaviour towards its consumers,
employees, the societies and the world in which we live.
The company recognises its joint responsibility with the Government and the Public
to protect environment and is committed to regulate all its activities so as to follow
best practicable means for minimising adverse environmental impact arising out of
its operations.
The company is committed to making its products environmentally acceptable, on a

scientifically established basis, while fulfilling consumers' requirements for excellent
quality, performance and safety.
The aim of the Policy is to do all that is reasonably practicable to prevent or

minimise, encompassing all available knowledge and information, the risk of an
adverse environmental impact arising from processing of the product, its use or
foreseeable misuse.
This Policy document reflects the continuing commitment of the Board for sound
Environment Management of its operations. The Policy applies to development of a
process, product and services, from research to full-scale operation. It is applicable
to all company operations covering its plantations, manufacturing, sales and
distribution, research & innovation centres and offices. This document defines the
aims and scope of the Policy as well as responsibilities for the achievement of the
objectives laid down.
The Vision
Our vision is to continue to be an environmentally responsible organisation making
continuous improvements in the management of the environmental impact of our
operations.
We will achieve this through an Integrated Environment Management approach,

which focuses on People, Technology and Facilities, supported by Management
Commitment as the prime driver.
The Environment Policy

Hindustan Unilever Ltd. (HUL) is committed to meeting the needs of customers and
consumers in an environmentally sound manner, through continuous improvement in
environmental performance in all our activities. Management at all levels, jointly with
employees, is responsible and will be held accountable for company's environmental
performance.
Accordingly, HUL's aims are to:

 Ensure safety of its products and operations for the environment by using
standards of environmental safety, which are scientifically sustainable and commonly
acceptable.
 Develop, introduce and maintain environmental management systems across the

company to meet the company standards as well as statutory requirements for
environment. Verify compliance with these standards through regular auditing.
 Assess environmental impact of all its activities and set annual improvement
objectives and targets and review these to ensure that these are being met at the
individual unit and corporate levels.
 Reduce Waste, conserve Energy and explore opportunities for reuse and recycle.
 Involve all employees in the implementation of this Policy and provide appropriate
training. Provide for dissemination of information to employees on environmental
objectives and performance through suitable communication networks.
 Encourage suppliers and co-packers to develop and employ environmentally

superior processes and ingredients and co-operate with other members of the supply
chain to improve overall environmental performance.
 Work in partnership with external bodies and Government agencies to promote

environmental care, increase understanding of environmental issues and disseminate
good practice.
Responsibilities
Corporate
The Board and the Management Committee of HUL is committed to conduct the
company operations in an environmentally sound manner. The Management
Committee will:
 Set mandatory standards and establish environmental improvement objectives

and targets for HUL as a whole and for individual units, and ensure these are
included in the annual operating plans.
 Formally review environment performance of the company once every quarter.
 Review environment performance when visiting units and recognise exemplary

performance.
 Nominate:
- A senior line manager responsible for environmental performance at the individual
HUL site.
- HUL environmental coordinator.
The Management Committee, through the nominated environmental coordinator will:
 Ensure implementation of HUL Policy on environment and compliance with

Unilever and HUL environmental standards and the standards stipulated under
relevant national / local legislation. When believed to be appropriate, apply more
stringent criteria than those required by law.
 Assess environmental impact of HUL operations and establish strategies for sound
environment management and key implementation steps.
 Encourage development of inherently safer and cleaner manufacturing processes

to further raise the standards of environment performance.
 Establish appropriate management systems for environment management and
ensure regular auditing to verify compliance.
 Establish systems for appropriate training in implementation of Environment

Management Systems at work.
 Ensure that all employees are made aware of individual and collective
responsibilities towards environment.
 Arrange for expert advice on all aspects of environment management.
 Participate, wherever possible, with appropriate industry and Government bodies

advising on environmental legislation and interact with national and local authorities
concerned with protection of environment.
Individual Units
The overall responsibility for environment management at each unit will rest with the
Unit Head, who will ensure implementation of HUL Policy on environment at unit
level. Concerned line managers / heads of departments are responsible for
environmental performance at department levels.
In order to fulfill the requirements of the Environment Policy at each site, the Unit
Head will:
 Designate a unit environment coordinator who will be responsible for co-

ordinating environmental activities at unit, collating environmental statistics and
providing / arranging for expert advice.
 Agree with the Management Committee Member responsible for the unit, specific
environmental improvement objectives and targets for the unit and ensure that
these are incorporated in the annual objectives of the concerned managers and
officers and are reviewed periodically.
 Ensure that the unit complies with Unilever and HUL mandatory standards and the
relevant national and state regulations with respect to environment.
 Ensure formal environmental risk assessment to identify associated environmental

aspects and take appropriate steps to control risks at acceptable levels.
 Ensure that all new operations are subjected to a systematic and formal analysis
to assess environmental impact. Findings of such exercises should be implemented
prior to commencement of the activity.
 Manage change in People, Technology and Facilities through a planned approach

based on training, risk assessment, pre-commissioning audits and adherence to
design codes.
 Regularly review environment performance of the unit against set objectives and
targets and strive for continual improvement.
 Sustain a high degree of environmental awareness through regular promotional

campaigns and employee participation through training, safety committees,
emergency drills etc.
 Ensure dissemination of relevant information on environment within the unit and
to outside bodies, and regularly interact with Government authorities concerned for
protection of environment.
 Maintain appropriate emergency procedures consistent with available technologies

to prevent / control environmental incidents.
 Provide appropriate training to all employees.
 Ensure periodic audits to verify compliance with environment management

systems and personally carry out sample environment audits to check efficacy of the
systems.
 Report environmental statistics to HUL Corporate Safety & Environment Group on

a monthly basis.
Research and Innovation Centres

Since most new products and processes are developed in these Units, certain
additional responsibilities devolve on them to ensure implementation of the
Environment Policy of the company. In addition to the Unit Head's responsibilities
outlined above, the heads of these units will:
 Ensure that a formal and systematic risk assessment exercise is undertaken

during the process/product development stage with specific reference to
environmental impact.
 Transfer technology to the pilot plant and main production through a properly
documented process specification which will clearly define environmental impact and
risks associated with processes, products, raw material and finished product
handling, transport and storage.
 Ensure that treatment techniques are developed for any wastes generated as a
result of the new product/process and is incorporated into the process specifications.
Quality is fundamental to our Business Success
Unilever’s mission is to meet everyday needs for nutrition, hygiene and personal care
with brands that help people feel good, look good and get more out of life. And a key
requirement is building in the quality expectations of our consumers into our
products.
To win consumers’ confidence and loyalty, we need to consistently deliver branded

products of excellent quality. We understand the different needs of our consumers
and customers and strive to develop and deliver superior brands to ensure that
they’re the preferred choice. And by applying consistently high standards, we’re able
to do things right first time, cut waste, reduce costs and drive profitability.
Our Quality Policy describes the principles that everyone in Unilever follows,
wherever they are in the world, to ensure that we are recognised and trusted for our
integrity, the quality of our brands and products, and the high standards we set.
Principles of the Quality Policy
• Putting the safety of our products and our consumers first.

We have stringent mandatory quality standards in place against which compliance is
verified through regular audits and self assessments. These standards ensure we
design, manufacture and supply products that are safe, of excellent quality, and
conform to the relevant industry and regulatory standards in the countries in which
we operate. Comprehensive management procedures are in place to mitigate risks
and to protect our consumers and markets.
• Putting consumers and customers at the heart of our business

We actively engage our consumers and customers, translating their needs and
requirements into our products and services, thus creating consumer value wherever
we position our products. This is at the very heart of our innovation process.
• Quality is a shared responsibility

Quality and consumer safety is the responsibility of every Unilever employee and
Unilever demonstrates visible and consistent leadership to meet this policy. The drive
for quality, in all that we do, is a passion reflected in our brand development,
manufacturing and customer service processes and is also expected of our business
partners. We partner with stakeholders to provide leadership, promote transparency
and share best practice. And we’ve forged effective working relationships with
suppliers and contract manufacturers.
• Building and maintaining excellent systems to ensure the quality and

safety of our products
We’re proactively and continuously developing our systems and processes to ensure
quality and safety throughout the whole value chain, and we’re setting a benchmark
for the business. We provide appropriate training and resources, and will ensure that
we deliver our quality objectives and targets. We regularly measure and improve our
performance using both internal and external measures.
We actively promote our Quality Policy and have a quality assurance organisation in
place to ensure consistency and visibility of quality standards, processes and
performance indicators across all Unilever businesses at all levels, and to anticipate
and develop future quality capability requirements.
HINDUSTAN UNILEVER LIMITED
POLICY ON AFFIRMATIVE ACTION
Hindustan Unilever Limited is a signatory to the CII Code of Conduct on Affirmative

Action and affirms the recognition that its competitiveness is interlinked with the well
being of all sections of the Indian Society.
The Company believes that equal opportunity in employment for all sections of the
society is a component of its growth and competitiveness. It further believes that
inclusive growth is a component of growth and development of the country.
The Company affirms the recognition that diversity to reflect socially disadvantaged
sections of the society in the workplace has a positive impact on business.
The Company does not practice nor support conscious discrimination in any form.
HUL does not bias employment away from applicants belonging to disadvantaged
sections of society if such applicants possess competitive skills and job credentials as
made public.
The Company’s selection of business partners is not based on any considerations

other than normal business parameters. In case of equal business offers, the
Company will select a business partner belonging to a socially disadvantaged section
of society.
The Company has a written policy statement on Affirmative Action in the workplace.
The Company has an employment policy that is in the public domain. It will place
such policies and employment opportunities on its website to encourage applications
from socially disadvantaged sections of society.
The Company makes all efforts for upskilling and continual training of employees
from socially disadvantaged sections of society in order to enhance their capabilities
and competitive skills.
The Company has a partnership programme with educational institutions to support

and aid students from socially disadvantaged sections of society.
The Executive Director, Human Resources is accountable to the CEO to oversee and
promote its Affirmative Action policies and programmes. The ED HR will present a
biannual report to the Board of the Company about such policies and programmes.
The Company further maintains records on Affirmative Action.
The Company makes available its learning and experiences as a good corporate
citizen in Affirmative Action to other companies desiring to incorporate such policies
in their own business.
Introduction
Hindustan Unilever Limited (HUL) supplies high quality goods and services to meet
the daily needs of consumers and customers. In doing so, the Company is committed
to exhibit the highest standards of corporate behavior towards its consumers,
employees, the societies and the environment in which we operate.
Towards this, the Company recognises its responsibility to ensure safety and
protection of health of its employees, contractors and visitors in all its operating
sites, which include manufacturing, sales and distribution, research laboratories and
offices during work and work related travel.
This Policy document defines the vision, principles, aim, required actions and scope
of the policy application as well as the responsibility for execution.
Our Vision
Our vision is to be an injury free organisation.
Our Mission
We will bring safety on top of mind for all employees and will integrate it with all
business processes. We will realise our Vision through an Integrated Safety
Management approach, which focuses on People, Processes, Systems, Technology
and Facilities, supported by demonstrated leadership and employee commitment at
all levels as the prime drivers for ensuring a safe and healthy work environment.
Safety Principles
HUL's Occupational Safety and Health Policy is based on and supported by the
following eight Principles.
These Principles have the same status as the Company's Code of Business Principles:
 All injuries and occupational illnesses are preventable

 All operational exposures can be safeguarded
 Safety evaluation of all business processes is vital
 Working safely is a condition of employment
 Training all employees to work safely is essential
 Management audits are a must
 Employee involvement is essential
 All deficiencies must be reported and corrected promptly
Note: In order to facilitate operationalisation of the Safety Principles, a separate

document has been prepared, which covers:
a) Safety Principles
b) Success Criteria
c) Illustrative KPI
This document will form the basis for the concerned Line / Organisations in
developing KPI's for their respective functions / sites.
Scope of Application
This section defines the scope of application of this Policy (where, when and to whom
is this Policy applicable).
Where does this policy apply?

 All own/leased sites – Manufacturing, Research/Innovation, Offices, Depots,
Warehouses
 In-house purchased services i.e. canteen, travel desk, IT implementation etc.
 Sites of associates with HUL holding > 24%
while carrying out operations of making, handling, using, transporting, selling or
disposing off of our products
Who does the policy apply to?

 All employees at business anywhere
 Contractors and visitors while at our own sites
When does it apply?

 At work (our employees, contractors and visitors)
 Travel between home and work of our employees
 Business related travel including stay out of headquarter
 All Company organised business events i.e. training programmes, conferences,

business related get-togethers, annual sports etc.
Implementation Responsibility
HUL Management at all levels is responsible for Policy implementation. Every site
shall prepare a responsibility matrix with respect to this Policy. Such SHE
responsibilities shall form an integral part of overall job responsibilities of all
employees.
All Unilever and HUL Standards, Rules and Procedures on Occupational Safety and
Health, including those that may be specific to a site are integral to this Policy and its
implementation. All employees are required to ensure strict adherence
Sunsilk
Sunsilk is a hair care brand, primarily aimed at women, produced by theUnilever group. Sunsilk
is Unilever’s leading hair care brand, and ranks as one of the Anglo-Dutch conglomerate's “billion
dollar brands". Sunsilk shampoos, conditioners and other hair care products are sold in 69
countries worldwide.
Sunsilk is sold under a variety of different names in markets around the world including Elidor,
Seda and Sedal. The brand is strongest in Asia, Latin America and the Middle East and is the
number one hair care brand in Brazil,Argentina, Bolivia, Sri Lanka and Thailand
History
Sunsilk was launched in the UK in 1954, and by 1959 it was available in 18 different countries
worldwide. At the time, Sunsilk had an advantage over other shampoos in the market as it only
needed one application, and so meant washing less natural oils from the hair. Sunsilk cream
shampoo for dry hair was launched in 1956.
In 1958, a new transparent polythene tube for the liquid shampoo was introduced as an
alternative large size pack to the bottle. Sunsilk was also available in such tubes.
In 1960, Sunsilk Tonic shampoo was launched, containing skin healing ingredient Allantoin –
designed to help keep the scalp free from infection.
In 1961, Sunsilk Liquid shampoo was re-launched to Sunsilk Beauty, because ‘Liquid’ in the
name, originally used to distinguish the product from powdered shampoos had become
meaningless as the majority of shampoos were now in liquid form.
In 1962, Sunsilk was marketed as a range of shampoos for different hair types.
Sunsilk significantly improved product formula and launched new variants in 1966: the first major
shampoo to contain olive oil, which acted as conditioner to make hair soft and manageable;
shampoo for dull hair, which restored hair’s natural shine; lemon shampoo for greasy hair with
deep cleansing ingredients.
Sunsilk hair spray was first launched in 1964 to enter an expanding hair-spray market, but in
1966 a new product formula was developed which gave hold, even in damp weather whilst still
caring for hair. The hair spray contained a French perfume and could easily be removed by
brushing or shampooing it out.
In 1969, all Sunsilk shampoo was re-packaged in new PVC bottles, which were larger than
traditional glass bottles for the same price.
Sunsilk conditioner was launched in 1971 with three variants for dry, normal and greasy hair. In
1973, Sunsilk launched an aerosol dispensed setting lotion. An economy size shampoo bottle
was introduced for Sunsilk in 1974.
In 1975, Sunsilk became the biggest name in hair care with 1,000,000 packs being sold every
week.
In 1980, the whole Sunsilk range was re-launched, with improved formulations and packaging
design to bring the brand into the 1980s.
In 1985, Sunsilk styling mousse was launched and 2 years later a conditioning mousse followed.
In 2001, Sunsilk moved into the hair colourant market for Asian-type dark hair, offering a range of
seven permanent colours from natural black to copper with purple, red and gold tints.
In 2003, Sunsilk launched a new range of shampoos and conditioners, which were developed to
meet women’s hair needs and reflect the way women think about their hair. The fake institute (a
trademark by Sedal[1]) "Elida Hair Institute" developed the products in response to market
research. Each product contained a unique formulation of ingredients, combining the best from
natural and scientific worlds to help combat common hair problems.
Milestones
 1954 – Sunsilk first launched in the UK.

 1955 – First advertisement of Sunsilk appeared on TV.
 1964 – Launch of Sunsilk hair spray.
 1968 – Sunsilk shampoo re-packaged in PVC bottles.
 1971 – Launch of Sunsilk conditioner.
 1975 – Sunsilk became the biggest name in hair care.
 2003 – Sunsilk glossy magazine launched in Argentina.
 2008 – Social networking site Gang of Girls was introduced in India.
First advertising
Sunsilk began advertising in 1955 with a campaign that focused on specific hair "issues". In
the UK, the campaign focused on shiny hair. During the 1960s, a television commercial of Sunsilk
featured a tune composed by John Barry, “The girl with the sun in her hair”, which proved so
popular that it was subsequently released as a pop single.
Sunsilk radio commercials were aired in 1969 featuring Derek Nimmo to support the new Sunsilk
Herb shampoo for problem hair called “Hairy Tales”. In the early 1970s, Sunsilk was advertised
with the slogan “All you need is Sunsilk”.
Celebrity associations
Madonna [3], Shakira and Marilyn Monroe all featured in Sunsilk's 2008 advertising campaign
“Life Can’t Wait”[2] which launched with a Super Bowl XLII spot. The philosophy behind the
campaign was about girls taking positive steps to gain better control of their lives “Hair On = Life
On”.
Actress and former Miss World Priyanka Chopra is the brand ambassador for Sunsilk in India. [3]
In 2009, singer Delta Goodrem was announced as the "face of Sunsilk" in Australia. The singer
and her music have since featured in several Sunsilk adverts.[4]
Magazine
In 2003, Sunsilk (Seda) launched the first hair only glossy magazine in Argentina aiming to
communicate to the professional hair industry. More than 800,000 copies are published each
month. The magazine focuses on hair, fashion and beauty issues as well as showcasing
hairdressers’ work. It is sold locally on news stands and distributed to hair salons.
[edit]Gang of Girls
In 2008, Sunsilk India launched a social networking site called Gang of Girls [5], which offered its
users access to a variety of local and global experts to address various hair care needs through
its content, blogs and live chat room. The site includes rich content of hair care and fashion, and
users can also take part in interactive games and quizzes.
[edit]Co-Creation collaboration
From 2009 Sunsilk started working with a number of professional hair "experts" to develop new
and improved products. Each hair “issue" variant links to an "expert” with the relevant specialist
hair knowledge. For example, Dr Francesca Fusco, a New York dermatologist, co-created a
“hairfall” variant for the brand. The line up also includes: Jamal Hammadi for Black Shine, Rita
Hazan for Vibrant Colour, Teddy Charles for Plumped Up Volume, Thomas Taw for Damage
Reconstruction and Yuko Yamashita (known for Japanese hair straightening) for Perfect Straight.
[edit]Availability
Sunsilk is available in over 60 countries worldwide.
SUNSILK ANTI
When Sunsilk released their all new range of shampoos, I immediately bought the Sunsilk
Anti Dandruff variety in their now so exciting new packaging. This is the one in the blue bottle and i
give them a two thumbs up for this shampoo. I definitely love it. Not only did it treat my itchy and
flaky scalp, it also feels like you have just gone out of the salon after just one wash. My hairfeels so
soft and smooth like it was just newly hot oiled. I am very happy with this product and ever since I
started using it, I was hooked. I hope the makers of Sunsilk would continue to develop products like
this. I have yet to try the other varieties but my friend swears by the pink Sunsilk shampoo.
Her hair used to be frizzy but now it looks rebonded and she owes it all to Sunsilk as well. The price
is very reasonable but I think the product is so popular now that I went to the grocery twice now
and it is out of stock! I hope the next time I buy, the shelves are full of these. I really do
not want to try other brands now because i know I will not be as happy as I am with Sunsilk Blue
Anti Dandruff. By the way, it smells great too.
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am from a middle class family and can't afford these luxuries ...
Nizerol anti dandruff shampoo

My sister in law is very concerned about her health and also the beauty. He takes a lot of care of her
health. But she has some dandruff and because of which she is worried a lot. Once when I had been
to her house I ...
Sunsilk Anti-Dandruff Scalp Lotion

I am one of those unfortunate people who will breakout with dandruff during stressful times. I have
tried to use anti-dandruff shampoos so many times, but unfortunately, I need a stronger formulation
for my problem. I bought this Sunsilk Anti-Dandruff Scalp Lotion in the hope that it will help ...
Head & Shoulders Anti-Dandruff Shampoo

I was on the brink of losing ideas of which shampoo to use for my anti-dandruff. I do have a basic
shampoo and conditioner but the problem of my anti-dandruff keeps persists. Therefore, my friend
recommended me to Head & Shoulders Intensive Solutions Anti-Dandruff Shampoo. I ...
Clear Anti-dandruff Shampoo

I am always in search of the best dandruff shampoo out there in the market. I always have a bad
case of dandruff especially in the winter. Oddly enough I the shampoo that is working for me is a
non-dandruff shampoo. Anyways, I am here to review or write ...
Selsun Anti Dandruff Shampoo

When you have dandruff problem in your hair, you should immediately go to the supermarket or
drug store to get Selsun Anti Dandruff Shampoo. Selsun Anti Dandruff Shampoo is known as a good
treatment shampoo for you who has dandruff problem. You just need to use this shampoo just
like ...
The Body Shop Ginger Anti-Dandruff Shampoo

Went to the beach for some sun and instead came home with itchy scalp. Within two days of being
home, I had dandruff. I had tried all sorts of medicinal shampoos and every concoction known to
man, but my dandruff only got worse. Desperate, I bought the Ginger Anti-Dandruff ...
Head and shoulders anti dandruff shampoo

This shampoo is very good for those who are having dandruff or dry and scaly scalp. My skin is dry
and naturally I have the dandruff, so I use this shampoo. Head and shoulders shampoo is an
effective product to keep away the dandruff, but it has ...
Head and shoulders Anti-Dandruff shampoo

I was suffering from dandruff problem for quite sometime. I had tried various shampoos and some
home remedies. But I never got the satisfactory result. In fact, I used to ask lot of people and would
try anything they suggest. I was desperate to get rid of dandruff. Finally ...
Magazine campaign of the year

Sunsilk - Initiative Media
"A strong strategy delivered a professional, successful campaign"
To revive a 70s brand into a ruthless and modern millennium
haircare market was not a brief for the fainthearted. However, by
working closely with the creative team at J. Walter Thompson,
Initiative Media developed an imaginative campaign creating
impact by using press as a breakthrough channel to unlock
Sunsilk's potential.
The objective, to establish Sunsilk as a major player in the
shampoo and conditioner market, meant dispensing with old
perceptions and establishing a fresh personality for the brand. So
they developed the 'hairclip' campaign. Frizz tamer and the
ringmaster hairclip, cashmere hairclips for coloured hair and a
lifebuoy for hair in need of help - with the question 'Which
Sunsilk are you?' at its core. The ads appeared in a variety of
formats including triple consecutive pages, bound in gatefolds
and cover gatefolds linked to key issues. The results speak for
themselves: Sunsilk became the number two brand from launch
with creative press delivering to the bottom line.
Clare Collins, senior European innovation manager for Sunsilk congratulated Initiative on the re-
launch campaign saying: "Spectacular results in awareness, imagery and sales washed away
concerns'. She also complimented "the striking, impactful and unique press plan".
Sunsilk Gang of Girls: A Case of Marketers Targetting Consumers

through Emerging Media Channels
On July 17, 2006, FMCG giant, Hindustan Lever Ltd (HLL), launched Sunsilk Gang of Girls (GoG),
an online social networking website built around its leading beauty shampoo brand, Sunsilk. GoG
was open only to girls and had various features including blogs, expert advice on hair care and
fashion, a job site, etc.
There was also a Makeover Machine in which the members could upload their photographs and
get an online makeover by trying out new hairdos, eye shades, lip color, etc.
The members had to be part of a gang (maximum 50 members) and could engage in a number of
online group activities.All the tools and activities were designed to enable the target group (TG) to
have fun, and provide a sense of emotional bonding. HLL claimed that GoG was the first initiative
of its kind. In addition to brand building, HLL expected this initiative to help in gaining key
consumer insights and connect better with its TG.
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GoG was launched with a media blitz in broadcast, print, outdoor and online media. It also made
extensive use of public relations (PR) to promote the site. To increase awareness of the site HLL
conducted mall activation programs and participated in college youth festivals. From December
2006, HLL also started conducting various special events for the members of GoG.
For instance, it conducted an event in Mumbai to break the myth that women cannot drive or read
maps. It also conducted Sunsilk Hair Bars that were an offline equivalent of the GoG site, in cities
like Delhi and Bangalore.
With the growing popularity of sharing videos over the Internet, in March 2007, HLL launched
GoG TV where members could upload their videos and share them with the other members. The
videos could be uploaded in various categories including 'my stuff', news, comedy, etc.
The GoG initiative had generated immense interest among the media, analysts, and the TG. In
November 2006, it was reported that the site had generated 200 million hits and got on an
average 12 million to 13 million page views per month.
By March 2007, the number of registered members had crossed the half million mark, with about
30,000 gangs. HLL said that the initiative had resulted in increase in sales and market share.
HLL saw GoG as a long term initiative and planned to take the site global. The company also said
that it would start a similar initiative in rural India called Sunsilk Sahelian.
Analysts felt that HLL's marketing initiatives, by leveraging an emerging medium like the Internet,
had reaped rich dividends for the company.
The growing popularity of the Internet and the shift in the media consumption behavior had
provided the marketers with a challenge as well as an opportunity. As more youth shunned the
traditional media in favor of online and digital media, marketers too had to adapt their marketing
strategies.
Moreover, the Internet provided marketers with an opportunity to provide a space where the TG
could commune without the constraints of time and location.
Experts noted that the word-of-mouth advocacy generated by such efforts would go a long way in
building a brand. This was exactly where HLL had succeeded with GoG, they said. HLL success
in building an active online community was also expected to encourage other companies to follow
suit.
However, some experts opined that it would be a challenge for marketers to sustain the interest
for their brand or product among the TG over a long period of time.
Excerpts
Background Note
Unilever, an Anglo-Dutch company, was formed in 1930 as a result of a merger between British
soap maker Lever Brothers and Dutch margarine producer Margarine Union. The merger was
beneficial to both companies as palm oil was a major raw material for both margarine and
soap and could be imported more efficiently in larger quantities...
Sunsilk - The Brand
Sunsilk was launched in 1954 in the UK. The

brand included a range of shampoos,
conditioners, and other styling products. By
1959, it had become a well known hair care
brand and was available in 18 countries
worldwide...
Sunsilk in The USA
Sunsilk was one of the leading shampoo

brands in the world behind P&G’s Pantene. In
2005, its sales were about US$ 1.3 billion.
Until 2006, the only major market where
Sunsilk was not sold was the US, though other
Unilever shampoos such as Dove and Suave
were available in the country...
Sunsilk Promotional Strategies
With the launch of the Sunsilk brand in the US, Unilever hoped to gain market share in the hair
care segment. It adopted innovative strategies and developed new marketing campaigns to
attract women to the brand and to gain popularity among the youth population, its target
customers...
Sunsilk uses viral to target young women.

Publication: New Media Age Format: Online
Publication Date: 23-FEB-06 Delivery: Immediate Online Access
Full Article Title: Sunsilk uses viral to target young women.(Ogilvy Interactive UK,
Unilever Group, contract)(Brief Article)
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Article Excerpt
Unilever shampoo brand Sunsilk has launched its second viral campaign, to reposition
itself as a young women's brand, this time featuring a naked male 'shower slave'.
As part of a pan-European campaign to promote a colour enhancer product to 18-25-

year--olds, the viral has been seeded via email to 55,000...
Sunsilk
Sunsilk
Sunsilk Anti-Esponja (Anti-Spongy) Shampoo

"Anti-Spongy" cracks me up, but it's exactly what I need. I've always had problems with big poofy hair. Although my hair
is straight, it tends to take on a life of it's own, getting quite big. This shampoo along with the conditioner keeps my hair
from overwhelming me. Plus, you can't beat the price....More
See more shampoo
Average rating from 2 members
Sunsilk Blonde Bombshell Color Boost

Wow, I love this product. I color my hair and sometimes the color leaves an uneven tone. When I first used this product I
noticed a difference right away. My hair was frizz free and the color look away the brassiness. I recommend this to all
blonde's!...More
See more highlighter
Sunsilk Hydra TLC Conditioner

I have waist long hair and even after a long day out in the boat, or out riding my horse, when i wash it and use this
conditioner I have no problem combing it our afterwards, takes away the tangles and leaves it soft....More
Buy now: $2.50See more conditioner
Sunsilk Hydra TLC Multi-Symptom Masque

I use all of the "pink" Sunsilk products and I absolutely LOVE every single one of them. I have naturally blond hair, fine
strands but a lot of hair. The scent of every one of these products is SOOO great. I get compliments on how my hair
smells, reminds me of the scent of the old " gee your hair smells t...More
See more conditioner
Sunsilk Beyond Brunette Conditioner

I actually really liked this product. Normally I'm quite the high-end snob when it comes to shampoo and conditioner, but I
decided to try this on a whim, and it doesn't disappoint. I don't think it does much for color, but it is a good drugstore
conditioner. The color depositing conditioner in Auburn gets raves from me. Tha...More

Sunsilk ThermaShine Conditioner
I like to change my shampoo and conditioner quite often, but this is one product that stays permanently in the rotation. I
have very long hair and this product does leave it very soft and smooth....More
Sunsilk Captivating Curls Scrunching Mousse

This says what its suppose to do. Give you define, soft curls without the crunch. I love this product. I use this along with
the gel/creme....More
See more styling cream, mousse + gel
Sunsilk Daring Volume Anti-Flat Plumping Creme

i reluctantly applied it to my roots, but they were lifted from flat on my head and i had bounce and volume all over. thanks
sunsilk!...More
See more styling cream, mousse + gel
Sunsilk Waves of Envy Shampoo

i guess it wasn't anything really special. it gave my hair more volume and i could run my fingers through it and made it
pretty soft. i don't like the matching conditioner though....More
See more shampoo
Sunsilk Hydra TLC Shampoo

this shampoo is amazing, first used it during the summer when a lot of time was spent in the sun and in the pool,my hair
was so silky and clean...More
Buy now: $3.39See more shampoo
Types of Sunsilk Shampoo
Sunsilk Anti- Proof Shampoo –
It has been made with jojoba oil. The purpose served by the jojoba oil is that it seals
the fibres of hairs and thus prevents the formation of hair splits. Thus it makes your
hair smooth and gives it a soft look. The right process of using this shampoo is to
lather and rinse. After applying shampoo, apply the Sunsilk anti proof conditioner.
Sunsilk Waves of Envy Shampoo –

If you want to give your hair a smooth and a wavy look then go for this shampoo of
Sunsilk. The ingredients that have been used to make this product are sodium
chloride, carbomer, algae extract, titanium dioxide, dimethiconol, glycerin, fragrance,
to name only a few.
Sunsilk Captivating Curls De-Frizz Shampoo-
If you have curly hair, then you should definitely go for this product, without a second
thought. The Aloe- E of this product moisturizes your hair and makes it smooth.
Sunsilk Black Shine Shampoo –
Amla, used to make this product nourishes your hair and gives your hair a shiny look.
Sunsilk Anti – Dandruff Shampoo-
It prevents dandruff and gives your hair a natural look.
SunSilk - the Hair Expert

********************
SunSilk Launched in India in 1964 by Hindustan Lever Ltd., the Indian subsidiary of Dutch giant
Unilever, the world’s major consumer-products SunSilk is the largest beauty shampoo brand in
the country. It (nowadays) is also sold in Smart Packs (plastic flexi pouch pack) and available
everywhere – from Panshop to Departmental store and will cost you Rs. 35/- for 100 gm. With
25% extra (125 gm) in plastic bottle with dispenser will cost you Rs. 51/-.
SunSilk has too many variants for different types of hair and HLL has positioned it as Hair Expert.
Some variants of SunSilk are - Black Shine (for dull hair), Bouncy Volume (for thin, short hair),
Silky Strength (for dry hair) and Natural Nourishment (for regular oiled hair). HLL is promoting
these variants of Sunsilk in the market to address consumers different hair needs and offers a
shampoo that is affordable. They are addressing this personal care segment with the clear benefit
as desired by consumer.
’Baalon mein dhadkan, dil mein shararat’ is the slogan that I have read elsewhere. I do not
know what message HLL wants to send to the consumers of shampoo. I neither experience any
Dhadkan (pulsation) nor have done any Shararat (mischief) after applying it to my gray hair.
Positive aspects
-----------------
It is a formulation with surfactant Sodium Lauryl Ether Sulphate (SLES) with some conditioner
claimed as GHTC. SLES is a very widely used surfactant with good detergency and seems to be
not too harsh to scalp and hair. According to many SLES is much milder than ALS, ALES or
AOS.
Some Internet sites are very actively publicizing ill effect of SLES. According to this site SLES is
carcinogenic. It’s true but SLES may cause cancer if level of 1,4 dioxane is high. SLES are found
in many reputed shampoo brand as surfactants. In actual practice quantity of 1,4 dioxane may be
negligible in shampoo because surfactants manufacturers take adequate care to remove 1,4
Dioxane from surfactants and level of 1.4 dioxane may be as low as 30 ppm in surfactants. So I
am not much scared.
It is better to switch over to some other product if you are scared of anti SLES campaign. HLL
also has shampoo without SLES.
One more component is Lotus Extract in Pink shampoo. I have no idea about its effect in hair
care in presence of surfactants and many other ingredients.
My hair does not require any additional conditioner. That mysterious GHTC seems to be effective
but that may not be the case with all others. In my case styling gel takes care of conditioning part.
Pouch that I am using now contain very viscous shampoo but other variant, the blue one was
quite thins. Of course Viscosity does not play any role in hair care. Fragrance is mild but okay.
Being a HLL product, I expect high degree of hygienic condition during manufacturing and
consistency in quality.
Application
-----------
Quantity of shampoo depends on the quantity of hair so take adequate quantity to get just enough
foam. Too much of shampoo and foam does not help. My small hair (no navy cut) require about
5-6 ml of that pink variant known as Silky Strength. Use Warm or cold water to wet the scalp and
hair because hot water may be drying to the hair and scalp. Apply shampoo to wet hair and scalp
and massage gently with your fingertips and then rinse thoroughly. Give some time to detergent
to remove dirt from hair and scalp. It is not essential to repeat unless hair and scalp is very oily or
applied something like hair dye or mehendi.
It’s Association - It has some connection with Elida Hair Institute. For hair care advice one can
write to their Bombay Office. Elida Hair Institute is from Paris and has some big brands in their
basket. Such association does not guarantee superior quality but does help to introduce new
products.
~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~
This brand is having few variants for different types of hair. SLES and GTHC are common
ingredients in all variants but extracts changes.
Black one is for dull hair (or spoiled hair) with sunflower extract for dull hair. I used use this ‘once
upon a time when I used to dye my hair. Hey guys, this does not help in blackening of hair – it
only removes dirt.
There is an anti dandruff shampoo. This one is with citrus and jojoba extracts. This is effective.
Jojoba (ho-Ho-Bha as called in Mexico) extract is widely used in many other shampoos. Jojoba
oil does not allow certain types of bacteria to grow that make it extremely valuable in the
treatment of dandruff.
Yellowish transparent one is for daily nourishment for those who use hair oil. This one is with
green tea extract. In east and south India these may be doing very good business. Once by
mistake I used it and believe me hair became very rough. I had to use Momji’s naryal tel (coconut
oil) to make my hair feel normal. Must be a very useful to many. This seems to be the only
transparent variant of Sunsilk. I like the citrus fragrance.
There is an Egg Shampoo (not seen since long) for normal hair and may be the oldest of all
variants. They should also introduce one Jain Shampoo I mean a VEG shampoo for normal hair.
There is a blue alternate but I do not remember its specialty.
~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~
In the battle for market share, the Unique Selling Point writes the success story of any product.
Hindustan Lever is very good in that business. Some of their strength are supply chain
management, positioning of their products supported by some eye catching advertisement,
distribution network and more importantly their desire to go to the rural market. That’s a big
difference and that will keep them stand tall in competition. Cost is an advantage for Sunsilk
because it’s affordable.
Hindustan Lever Takes A Bath

The market changed. Its products didn't. Time to shine up the brand
A decade ago, Vinayak Chatterjee kept nearly a dozen products from Hindustan Lever Ltd. (HLL ) stashed
in his cabinets -- everything from Signal toothpaste and Sunsilk shampoo to Surf detergent and Liril soap.
Today there's just one: Close-Up toothpaste. Why? The Delhi resident says the wares of Hindustan Lever
(HLL ) -- a publicly traded company 52% owned by Anglo-Dutch giant Unilever -- have become ``fuddy-
duddy.''
That's a big problem for the $2.2 billion consumer products giant. In the 1980s and 1990s it dominated the
Indian market with its soaps, shampoos, toothpastes, creams, and beverages. Up-to-date technology, bright
packaging, and savvy marketing of tiny sachets of soap that sold for as little as 2 cents allowed Lever to
dominate the market. And investors, sensing the company's deep understanding of the Indian consumer
psyche, saw its shares as a proxy for India.
These days, Hindustan Lever could use some scrubbing up. Its market share in many product categories is
dipping as new competitors offer rock-bottom prices. That has driven revenues down and hurt its stock price.
The benchmark Sensitive Index is up 18.5% in the past year, while Hindustan Lever has fallen by 23%,
though it has recovered somewhat this autumn along with the broader market. ``The tough times are still not
over,'' predicts Harrish Zaveri, an analyst at Bombay investment bank Edelweiss Capital.
Blame Lever's decline on a mixture of management hubris and a rapidly changing Indian market. After two
decades of dominance, Lever's managers lost touch with consumers. Parent Unilever wanted to focus on
boosting profit margins, which meant cutting smaller brands and merging popular regional offerings into
nationally marketed ones. Since 2001, Lever has shrunk from 110 brands to just 35. Sales fell from $2.33
billion in 2001 to $2.11 billion in 2002, and J.P. Morgan Chase & Co. (JPM ) expects them to reach just
$2.16 billion this year. Lever did achieve its profit goals: Even as sales slid, margins last year hit 19.9%, up
from 15.6% in 2001. ``We've been very careful to benefit shareholders,'' says Chairman M.S. ``Vindi'' Banga.
SAVVY COMPETITION
But while management focused on earnings, India changed. Consumers wanted more choice, and an army
of small, regional players with strong local knowledge emerged to give it to them. Madras-based CavinKare,
for instance, challenged Lever's Sunsilk and Clinic with Chik, a highly perfumed and protein-rich shampoo
tailored to the tastes of women from the south. Anchor, a Bombay producer of household electrical switches,
used its distribution network to launch Anchor Toothpaste, which it markets as ``vegetarian.'' The company
quickly grew from its base in western India and seized 4% of the national market by offering a free
toothbrush -- roughly a 33 cents value -- with every 55 cents tube.
In theory, say analysts, Lever's strategy was smart: Get rid of underperforming products and cut the fat. But
the timing was wrong. In 2001, India was hit by a three-year drought that ravaged the incomes of Lever's
largely rural consumers, forcing them to buy cheaper products. That benefited the likes of CavinKare, which
offered sachets of Chik for about 1 cents, half Lever's price. From 58.8% of India's shampoo market in 2001,
Lever has dropped to 50.3%, according to ACNielsen ORG-MARG figures provided by Lever. The
company's share of the toothpaste market, meanwhile, has fallen to 28.2%, from 33.1% three years ago.
Then in February, 2004, Procter & Gamble Co. (PG ) cut the price of its Ariel and Tide detergents by more
than 40%, doubling its share of the the detergent market to 3.5%.
Lever finally got the message. A week later, the company dropped the price of its Surf Excel detergent by
35%, and shortly thereafter cut prices for its shampoos by 20%. Now Lever is trying to raise its profile by
increasing its advertising budget by more than 25% and introducing a half-dozen new creams, soaps, and
detergents. Those moves have helped stop market share losses, but have hit earnings. In the quarter ended
in September, Lever's profits fell by 31%, to $70.5 million, compared with the same period in 2003, and for
the year the company is likely to see profits decline 20%, according to J.P. Morgan (JPM ). Chairman M.S.
``Vindi'' Banga, meanwhile, maintains that the strategy of consolidating brands and then later cutting prices
to respond to competition were both right decisions. ``The environment in India changed dramatically,'' he
says. ``The market has become more pernicious, but we have to keep our share.''
The environment is changing again -- and in a direction that will surely help Lever. The Indian economy is
slated to grow at 6.5% this year, and as incomes increase, Indians will buy more personal-care products.
But some still warn that Lever must keep cutting prices if it wants to stay on top. ``In order to maintain
market share, the company will have to be willing to sacrifice its margins,'' J.P. Morgan analyst Vijay Chugh
wrote in a recent report. Only when consumers like Chatterjee start refilling their cabinets with Lever
products will investors really start stocking up on Lever shares again.
Shampoo wars: P&G to cut Pantene prices

March 31, 2004 08:02 IST
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The price war between the two FMCG giants Hindustan Lever Ltd [ Get Quote ] and Procter & Gamble has
intensified with P&G slashing the prices of its shampoo brand Pantene.
It is cutting the prices of Pantene bottles by 15-20 per cent and is expected to announce on Thursday the
launch of a new variant under the Pantene brand. The objective is to create a new segment focusing on
preventing hair loss.
A fortnight ago, Hindustan Lever had announced a promotional offer of a free bottle with every bottle of
Sunsilk [ Images ] and Clinic Plus. In other words, it resorted to a 50 per cent price cut.
Hindustan Lever executives earlier said depending upon the success of this initiative, the company would
firm up its pricing strategy for its shampoo brands.
A trade source said, "P&G is cutting prices of its Pantene (bottles) by 15-20 per cent but leaving its Head &
Shoulders and Rejoice brand untouched for the time being." Pantene is positioned against HLL's Sunsilk.
Pantene is now priced at Rs 61 for a 100 ml bottle, Rs 117 for a 200 ml bottle and Rs 197 for a 400 ml
bottle. Sunsilk is priced at Rs 55 for 125 ml, Rs 100 for 250 ml and Rs 150 for 400 ml. The price actually
gets halved as one bottle is given free with every bottle sold.
Market sources pointed out that HLL is set to face more competition as P&G's other two shampoo brands --
Head & Shoulders, Rejoice -- are also likely to undergo price revisions in the near future.
The HLL-P&G price war first started on the detergents front. P&G fired the first salvo by cutting the prices of
big packs of Ariel and Tide. HLL followed suit immediately by slashing the prices of Surf Excel and Surf
Excel Blue.
Hindustan Lever is the market leader and commands a share of over 50 per cent in the shampoo market.
HLL's shampoo brands are Clinic Plus, Sunsilk, Clinic All Clear, Lux and Ayush.
The shampoo business of P&G has a market share of over 15 per cent. The other major player in the
category is the south-based CavinKare with brands like Chik and Nyle.
CavinKare executives had also said that the company may look at a price cut strategy to maintain its
position in the market.
According to analysts tracking the FMCG sector, after witnessing an increase in 2001 and 2002, the
shampoo market declined by 5.2 per cent in 2003 in volume terms.
For the month of January 2004, the segment declined by 5 per cent. Of the total shampoo market, sachets
constitute over 70 per cent of the market
CASE STUDIES & MORE...

WEDNESDAY, FEBRUARY 4, 2009
Sunsilk Shampoo
SMOOTH SUNSILK CONFIDENCE………
Extra bounce, extra sheen; get always extra……

Hair is natural and beautiful but whenever there is a problem the first step is to go back to
nature. This is what Sunsilk provides, solves every hair problem, as well as rejuvenates the
health of hair to its original bounce and sheen naturally and hence is preferred by mostly
adolescents. Hence the segment which we have chosen for the survey of buyer’s decision is
college going girls.
Leading the pack is HLL's Sunsilk brand, which has recently been relaunched as Sunsilk Natural.
Sporting four variants, HLL is again reinforcing the natural’s proposition with added ingredients
such as lemon, amla and milk proteins. Says Prasad Narasimhan, Marketing Manager, HLL
(Hindustan Lever Limited) "We are making Sunsilk more contemporary and Sunsilk Natural is the
new nomenclature for the brand." Considering that the shampoo category is one of the growing
segments in the stagnant FMCG industry, companies are enhancing their products to cater to
consumer needs.
Anjali, a twenty five year educated career woman, was nervous. She was stranded on a busy
street, with her scooter refusing to start. A few minutes ago, the damned machine stalled.
Those few minutes were like eternity for Anjali. Usually confident and composed, Anjali felt
helpless. First she struggled with the electric start button, it didn’t work. She couldn’t reach
the starter kick pedal from her sitting position. She got off and tried to kick the machine to
start. By this time her nice pink salwar had got stained. She then struggled to bring the
machine on its center stand, which required all her might and almost got her toes crushed.
Anita then got help but not without feeling miserable in full public view.
The story described above reflects clearly the crave nature of woman to look good. They wish
to be independent and mobile. They wish they could do without help from men. They wish to
be themselves. A product services need to reassure a woman that it will be around in a
predictable way when she needs help. For example, if she needs her microwave oven repaired,
assure her that the mechanic would not just be courteous, but that he would come home at her
convenience with required tools. This is a basic expectation. They will enthusiastically
recommend the products to many other equally enthusiastic women. Thus, women constitute
about half of the market. If we consider their influence in buying decisions, we will realize that
they control much more than half the market.
Thus, all these things influence the buying decision of a product including the one we have
chosen i.e. Sunsilk Shampoo. Its recent print ad is clearly about confidence and individuality.
Women who look stunning in silky and velvety soft hair convey this message. Every woman
would like to get attention. Looking young is her eternal desire. The confidence and
individuality of Sunsilk women set up a desire in her to be like them.
The products themselves occupy a small but inviting position in the print ad. Any woman will
linger at the ad page and will imagine her having the same silky and velvety soft hair. But she
may not be familiar with all aspects of make up and beauty treatment. In one way we can say
that it ignites inflammable needs of a woman - the need for head-turning attention, co-
ordination and detail, the need for feeling nice about self. It shows her the way to fashion. It’s
a heady mix, which few women can ignore. Also they take extra-ordinary efforts to satisfy their
needs. A woman will travel to another end of town to buy something like rice, dry fruits, or
vegetables if she believes that she is getting something special. So it’s obvious that they will go
for a product like shampoo which is available for all types (dry, rough, sticky lifeless etc.) of
hair and is a natural shampoo containing Amla, Watermelon extracts, olive oil, Egg protein and
many more natural things which strengthens the hair and make them beautiful.
This is a generalized concept that is true for every beauty product. But when we specially talk
of Sunsilk Shampoo we can conclude about it after going through the data collected from five
of its users through a questionnaire as follows
Marketing Strategy Of Sunsilk Essays and Term Papers

o
Marketing Mix
Marketing Mix Decisions
IE 153—WSWX
Marketing Mix
The term “marketing mix” became popularized after Neil H. Borden published his 1964
article, “The Concept of the Marketing Mix”. Borden began using the term in his
teaching in the late 1940’s after James Culliton had described the marketing manager as a
“mixer of ingredients”. The ingredients in Borden’s marketing mix included product The
Marketing Mix planning, pricing, branding, distribution channels, personal selling,
Source: http://www.quickmba.com/marketing/mix/ advertising, promotions, packaging,
display, servicing, physical handling, and fact finding and analysis. E. Jerome McCarthy
later grouped these ingrediThe 4 P’s of Marketing ents into the four categories that today
are known as the 4 P’s of marketing.
Product Strategy
1-6 7-9 10-12 1318a
The four P’s are the parameters that the marketing manager can control, subject to the
internal and external constraints of the marketing environment. The goal is to make
decisions that center the four P’s on the customers in the target market in order to create
perceived value and generate a positive response.
Source: http://www.netmba.com/marketing/mix/
Placement Strategy Pricing Strategy Promotions Strategy
Product Strategy
Product Anything that can be offered to a market for attention, acquisition, use, or
consumption that might satisfy a want or need. It includes physical objects, services,
persons, places, organizations, and ideas. Service Any activity or benefit that one party
can offer to another that is essentially intangible and does not result in the ownership of
anything. Three levels of product 1. Core product – addresses the question: What is the
buyer really - the problem-solving services or core benefits that consumers are really
buying when they obtain a product 2. Actual product – a product’s parts, quality level,
features, design, brand name, packaging and other attributes that combine to deliver core
product benefits 3....
Lifebuoy
This project is an attempt to study rural India with help of live case study of Lifebuoy of
HLL in India.
For this we would like thank our Rural marketing faculty S. Maninder Singh who has
shown us right approach and way to make this project and without whose guidance this
project would have been difficult to complete. We are also grateful to our institute for
providing this opportunity and providing the required material whenever needed
Introduction- Upcoming of Rural Marketing in India

The rural India has a plethora of opportunities all waiting to be harnessed. Not
surprisingly, it has become the latest marketing buzzword for most of the FMCG majors.
Many of the FMCG companies are busy formulating their rural marketing strategy to tap
the chance .To name few companies showing deep interest in rural India are HLL,
Marico industries, Colgate – Palmolive and Britannia Industries.
Why Rural India?
70 % of India’s population lives in 627000 villages in rural areas. 90 % of the rural
population is concentrated in villages with a population of less than 2000, with
agriculture being the main business. This simply shows the great potentiality rural India
has to bring the much-needed volumes and help the FMCG companies to bank upon the
volume –driven growth. This brings a boon in disguise for the FMCG Company who has
already reached the plateau of their business curve in urban India.
As per the National Council for Applied Economic Research (NCAER) study, there are
as many 'middle income and above' households in the rural areas as there are in the urban
areas. There are almost twice as many 'lower middle income' households in rural areas as
in the urban areas. At the highest income level there are 2.3 million urban households as
against 1.6 million households in rural areas.
According to the NCAER projections, the number of middle and high-income households
in rural India is expected to grow from 80 million to 111 million by 2007. In urban...
The Rift Inside The C-Suite:

THE RIFT INSIDE THE C-SUITE:
THE CEO VS. THE CMO
INTRODUCTION
The need for companies to focus on their customers has never been more critical or
apparent than during these soft economic times. As companies cast about for the
applications and strategies to assist them in that quest, the Chief Marketing Officer has
emerged as a fulcrum of those efforts. It's the CMO's role to execute tactical tasks, from
sales support to marketing campaigns to ongoing advertising and public relations. The
CMO must also pay careful attention to the company's market positioning and customer
relationships.
As large corporations redouble their efforts to find more profitable paths to growth,
they’re looking for strategic and operational leadership from the marketing organization
more than ever before. The result is the increasing pressure on and prominence of a
senior executive whose title didn’t even exist 10 years ago: the Chief Marketing Officer,
or CMO.
But the track record of CMOs, so far, is mixed. According to a recent study by the global
executive recruiting firm Spencer Stuart, the average tenure for CMOs is only about 23
months.
•Average tenure for CMOs: 22.9 months (at the top 100 branded companies).
•Average tenure for CEOs: 53.8 months.
•Only 14% of CMOs for top global brands have been with their present company for
more than three years.
•Nearly 50% of CMOs for top global brands are within 12 months of being on the job.
Table: CMO Tenure stats
At one extreme, the Starbucks Corporation staffed and re-staffed its head of marketing
five times in seven years; Coca-Cola Company changed its CMO four times in six years;
and Kinko’s (now FedEx Kinko’s) staffed the position three times in five years. The stats
below show us an intriguing picture of the longevity of a CMO in an organization which
is largely considered to be a result of the differences of a CEO’s expectations to...
Marketing Management
Marketing management – an introduction Marketing environment Marketing with other
functional areas of management Market segmentation Market targeting and positioning
Product management Brand management Pricing Channel design and management
Retailing and Wholesaling Integrated Marketing Communication Advertising
management Sales promotion Personal selling Public relations Understanding individual
consumer behaviour Understanding industrial consumer behaviour Customer satisfaction
Customer relationship management Marketing of services Rural marketing Types of
marketing research Process of marketing research Tools and Techniques of marketing
research Applications of marketing research Preparation of marketing research report
Online marketing E-commerce Trends in marketing Page No.
Marketing management – an introduction

Unit structure: 1. Introduction
2. Learning Objectives 3. Marketing Management 3.1. Evolution of marketing

management 3.2. The Role of Marketing 3.3. Marketing concepts 3.4. The Marketing
Mix (The 4 P's Of Marketing) 3.5. Corporate Social Responsibility (CSR) and Ethics in
Marketing 4. Have you understood type questions 5. Summary 6. Exercises 7. References
1. INTRODUCTION: The apex body in United States of America for the Marketing
functions, American Marketing Association (AMA) defines marketing as “Marketing
consists of those activities involved in the flow of goods and services from the point of
production to the point of consumption". The AMA has since amended its definition to
read as: “Marketing is an organizational function and a set of processes for creating,
communicating, and delivering value to customers and for managing customer
relationships in ways that benefit the organization and its stakeholders." Hence it can be
surmised that marketing is basically meeting unmet needs for target markets,...
Unilever
Abstract
This paper explains that the Unilever brands are trusted everywhere around the world;
150 million times a day, someone somewhere chooses a Unilever product. This paper
points out that, at the heart of the corporate purpose, which guides Unilever in its
approach to doing business, is the drive to serve consumers in a unique and effective way
by (1) working with suppliers who have values similar to Unilever and work to the same
standards, (2) utilizing its wealth of knowledge and international expertise to the service
of local consumers as a truly multi-local multinational and (3) improving the
environmental efficiency of manufacturing operations, products and services to produce
the same product with less energy, fewer materials and less waste. The paper relates that
Unilever wants to increase their use of the Internet to improve their brand communication
marketing and on-line selling and to simplify business-to-business transactions
throughout the supply chain. Charts and Illustrations. Table of Contents Preamble About
Unilever Introduction Overview of Legal Structure History About Lever Brothers About
Margarine Unie Unilever Vietnam Motto and Purpose Motto: To Add Vitality to Life
Purpose: To Serve Consumers in a Unique and Effective Way Logo and Products
Unilever's New Identity Product Ranges Food Products Savory and Dressings Spreads
and Cooking Products Beverages Ice Cream and Frozen Foods Home and Personal Care
(HPC) Products In Personal Care In Hair Care In Skin Cleansing In Home Care Facts and
Figures of Some Key Brands Knorr Brand Comfort Sunsilk Performance Current
Performance Strategy:"Path to Growth" Sales Figure 2nd Quarter, Year 2005 SWOT
Analysis Strengths Weaknesses Opportunities Threats Increasing Competition from
Other Companies The Core Brands are in a Weak State Restructuring the Organization
Spending Much More on Advertising E-Commerce
From the Paper:

"William Hesketh Lever, the son of a shop keeper, started selling 'Sunlight'...
Fair & Lovely

The rural India offers a tremendous market potential. A mere one percent increase in
India’s rural income translates to a mind-boggling Rs 10,000 crore of buying power.
Nearly two-thirds of all middle-income households in the country are in rural India. And
close to half of India’s buying potential lies in its villages. Thus for the country’s
marketers, small and big, rural reach is on the rise and is fast becoming their most
important route to growth. Realizing this Corporate India is now investing a sizeable
chunk of its marketing budget to target the rural consumers.
Increasing brand awareness
In the rural families, studies indicate a slow but determined shift in the use of categories.
There is a remarkable improvement in the form of products used. For instance,
households are upgrading from indigenous teeth-cleaning ingredients to tooth powder and
tooth-pastes, from traditional mosquito repellant to coils and mats. There is also a visible
shift from local and unbranded products to national brands. From low-priced brands to
premium brands.
FMCG consumption
Organizations like Hindustan Lever Ltd., Nirma Chemical Works, Colgate Palmolive,
Parle foods and Malhotra Marketing have carved inroads into the heart of rural markets.
Various categories of products have been able to spread their tentacles deep into the rural
market and achieved significant recognition in the country households. And, in the
process, the regional brands, local brands and the other unbranded offerings got displaced
by the leading brands.
|Company |Household penetration |
|HLL |88% |
|Nirma Chemical Works |56% |
|Colgate Palmolive |33% |
|Parle Foods |31%...
Shampoo
THE PRODUCT
Shampoo is a hair care product used for the removal of oils, dirt, skin particles,
environmental pollutants and/or other contaminant particles that gradually build up in
hair. Shampoo, when lathered with water, is a surfactant, which, while cleaning the hair
and scalp, can remove the natural oils (sebum) which lubricate the hair shaft
Because of the function it serves, shampoo seems to be a favorite product for all class of
customers. The following visits were arranged in such a manner as to cover all types of
customers.
OUR VISITS
1. Spencer mall – Health ‘n' Glow ( High – End Customers )
Health ‘n' Glow even though termed as a high-end shop serves all types of customers.
¬ Generic sales across all brands. But sachets are not present.
Gets the¬ stock from the dealer for 5 weeks.
Have 10 outlets all together in¬ Chennai.
Promotional offers are decided by the main office.¬
¬ Promotional offers changes weekly.
No positioning strategy as such. Depends¬ on the dimension of the shop.
Target is overall revenue. No target as such¬ for the shampoo segment.
Each product category has a code and revenue from¬ shampoo sales seems to be less
than 20 %.
One interesting feature was that,¬ for Himalaya products, the sales girls were deployed
by the company directly.
2. Manikandan Stores – A wholesale/retail dealer ( Average middle class/ Local shops )
This store supplies stock to retail shops as well as serves the average middle class
customers.
Target audience was¬ men below 30 years.
Sachets were more popular¬
Head n Shoulders¬ & Pantene were the...
Pricing In India
ABOUT INDIAN SHAMPOO MARKET
Shampoo market is segmented on benefit platforms:
• Cosmetic ( shine, health, strength )
• Anti - Dandruff
• Herbal
HAIR CARE FACTS - Behavioral pattern in shampoo demand
• The frequency of shampoo usage is very low. Most consumers use shampoo only once
or twice in a week. In many cases, these products are used on special occasions such as
weddings, parties etc
• Some customers use shampoo only to address a specific problem such as dandruff or
when they need to condition their hair
• About 50% of consumers use ordinary toilet soaps to wash their hair
• About 15 % of consumers use toilet soaps as well as shampoo for cleaning their hair
• Brand loyalties in shampoo are not very strong. Consumers frequently look for a
change, particularly in fragrance
• Consumers attribute lathering to the act of cleaning
• Major expectations from the product are improvement in texture and manageability,
giving softness and bounce to hair, curing and avoiding damage to the hair
• An Indian needs more shampoo for a proper wash ( average 6 ml ) compared to 4 ml
needed in Western countries as most Indian women have long hair
• Most consumers do not use shampoo daily
• Regular users would need smaller quantity of shampoo per bath. Hair tend to collect
more dust due to dusty environment and oiling habits
• Southern market is predominantly a sachet market, accounting for 70 % of sachet
volumes.In Contrast, shampoo bottles are more popular in the Northern markets
• About 50 % of the shampoo bottles are sold in the Northern region alone
SUNSILK SHAMPOO
(Hindustan Lever Ltd.)
PRODUCT
Launched in 1964, Sunsilk is the largest beauty shampoo brand in the country. Positioned
as the 'Hair Expert', Sunsilk has identified different hair needs and offers the consumer a
shampoo that gives her the desired results.
It is a 160 crore plus brand for
The benefits are more compelling and relevant since the variants are harmonised in terms
of the...
Magnum Walls
UNILEVER: THE PARENT COMPANY
William Hesketh Lever founded Lever Brothers in 1885. Lever established soap factories
around the world. In 1917, he began to diversify into foods, acquiring fish, ice cream and
canned foods businesses.
In the Thirties, Unilever introduced improved technology to the business. The business
grew and new ventures were launched in Latin America. The entrepreneurial spirit of the
founders and their caring approach to their employees and their communities remain at
the heart of Unilever's business today. Unilever's corporate centers are London and
Rotterdam.
MISSION
They define their mission in these terms and objectives:
"At Unilever we are dedicated to meeting the everyday needs of people everywhere. We
provide washing powder, shampoo and toothpaste, teas, ice cream, oils and spreads for
consumers all over the world."
From the biggest city to the smallest, most remote village, you will find the brands that
have made us successful. Look in any home and you will find international favorites such
as Dove, Sunsilk, Omo, Magnum, Lipton and Calve as well as many local brands.
"Our aim is for our brands to be the first choice for consumers everywhere."
"Quality is a priority and we don't just mean functional quality."

In our foods taste, nutrition and ease of use increase enjoyment the performance,
effectiveness and fragrance of our home and personal care brands make the daily routine
of cleansing our bodies and cleaning our homes a more pleasurable experience.
Our consumers also expect us to fulfill their needs with brands that have low
environmental impact. Living up to this expectation challenges us to continuously
improve the environmental performance of our process and our brands to achieve
sustainable profitable growth.
International by design, we have deep roots in many countries. By the very nature of our
business we are an integral part of the societies in which we operate. Local companies
are...
Reseach On Shampoo
Study the buying behavior of consumers regarding branded shampoos in Ludhiana
Research Project Report

Masters in Business Administration
By
Jasdeep kaur
Table of Contents
|Chapter No. |Particulars |Page no. |

|1 |Introduction |8-16 |
|2 |Research Methodology |17-20 |
|3 |Data Analysis and Interpretation |21-33 |
|4 |Results and Findings |34,35 |
|5 |Conclusion and Summary |36 |
|6 |Appendix |37-40 |
|7 |Bibliography |41 |
List of tables
|S.No. |Particulars |Page No. |

|1 |Number of respondents using branded shampoos |21 |
|2 |Frequency of using Shampoo in a week |22 |
|3 |Awareness level of respondents regarding various brands of shampoos |23 |
|4 |Source of information regarding Branded shampoos |24 |
|5 |Most important...
Hul Report
Introduction
Hindustan Unilever Limited (HUL) is India’s largest fast moving consumer goods
company, with leadership in Home & Personal Care Products and Foods & Beverages.
HUL's brands, spread across 20 distinct consumer categories, touch the lives of two out
of three Indians. They endow the company with a scale of combined volumes of about 4
million tonnes and sales of Rs.13,718 crores. The mission that inspires HUL's over
15,000 employees is to "add vitality to life". With 35 Power Brands, HUL meets
everyday needs for nutrition, hygiene, and personal care with brands that help people feel
good, look good and get more out of life. It is a mission HUL shares with its parent
company, Unilever, which holds 52.10% of the equity. A Fortune 500 transnational,
Unilever sells Foods and Home and Personal Care brands in about 100 countries
worldwide.
Mission
Unilever's 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.
Company profile
Past Milestones In year 1888, visitors to the Kolkata harbour noticed crates full of
Sunlight soap bars, embossed with the words "Made in England by Lever Brothers".
With it, began an era of marketing branded Fast Moving Consumer Goods (FMCG).
Soon after followed Lifebuoy in 1895 and other famous brands like Pears, Lux and Vim.
Vanaspati was launched in 1918 and the famous Dalda brand came to the market in 1937.
In 1931, Unilever set up its first Indian subsidiary, Hindustan Vanaspati Manufacturing
Company, followed by Lever Brothers India Limited (1933) and United Traders Limited
(1935). These three companies merged to form HUL in November 1956; HUL offered
10% of its equity to the Indian public, being the first among the foreign subsidiaries to do
so. Unilever now holds 52 .10% equity in the company. The rest of the shareholding is
distributed among about 360,675 individual shareholders and financial...
Customer Services At Express Distributors

OBJECTIVES
• To find out and critically evaluate the current level of customer service activities at
Express Distributors.
• To identify gaps in the customer service- what customers expect and what is being
offered by Express Distributors.
• To help develop a proactive approach at Express Distributors towards customer service-

and develop action plans for providing quality customer service.
ABOUT THE COMPANY[1]:
BRIEF HISTORY
Express Distributors (or ED as it is commonly known in the retail and distribution market
in Karachi) was started as a sister concern of Colgate Palmolive in 1986 to meet the
distribution needs of the company within Karachi which was started in 1981. Previously
its operations used to extend to across the city, but now it has limited itself to PECHS,
Tariq Road Commercial, Shershah, Kharaddar, Clifton and Defence(areas defined as K1
or the Karachi South area.). These areas constitute nearly 19-20% of the city. Business is
conducted on credit basis, with 3 to 4 crores being tied up in credit. Previously when
operations spread to the whole city, ED used to tie up around 11 to 12 crores in stock. In
1999, Colgate Palmolive realized that operations were too demanding to be met by one
single company- also as the Lakson group had acquired the rights to represent the Clover
group (makers of Tobelerone, Tetley and Tang) in Pakistan , ED’s wide coverage was
limited to the K1 areas.
Operations/Activities
The process starts with the monthly forecasts made by the company (Colgate Palmolive).
These forecasts are reviewed and updated on a quarterly basis, keeping in mind any
changes that need to be made. These forecasts are submitted to all the nine distributors
spread across the country- so each distributor knows how much demand to anticipate
over the particular period. The warehouses coordinate how much and which products
shall be demanded by which distributor in which area. (The zonal office for Express
Distributor is...
Top 50 Indians
Aditya Birla Group India

Aditya Birla Group is India's first truly multinational corporation. The group has an
annual turnover of US$ 24 billion, market capitalisation of US$ 23 billion, and has over
100,000 employees belonging to over 25 different nationalities on its rolls. Aditya Birla
Group has presence in 20 countries - India, Thailand, Laos, Indonesia, Philippines, Egypt,
Canada, Australia, China, USA, UK, Germany, Hungary, Brazil, Italy, France,
Luxembourg, Switzerland, Malayasia and Korea. The group has diversified business
interests and is dominant player in all the sectors in which it operates such as viscose
staple fibre, metals, cement, viscose filament yarn, branded apparel, carbon black,
chemicals, fertilisers, insulators, financial services, telecom, BPO and IT services.
The origins of Aditya Birla Group can be traced back to the 19th century when Seth Shiv
Narayan Birla started trading in cotton in the town of Pilani, Rajasthan. In the early part
of the 20th century, Group's founding father, Ghanshyamdas Birla, expanded the group
and set up industries in critical sectors such as textiles and fibre, aluminium, cement and
chemicals. In 1969, Aditya Birla, the then Chairman of the Group, put the group on the
global map. He set up 19 companies outside India, in Thailand, Malaysia, Indonesia, the
Philippines and Egypt. Under Aditya Birla's leadership, the group attained new heights
and it became world's largest producer of viscose staple fibre, the largest refiner of palm
oil, the third largest producer of insulators and the sixth largest producer of carbon black.
After Aditya Birla's demise his son Kumar Mangalam Birla took over the charge of the
group and under his leadership the group has sustained the numero uno position in the
sectors in which it operates.
Group Companies of Aditya Birla Group
Grasim: Grasim Industries Limited was established as a textiles manufacturer in 1948.

Today, Grasim deals in Viscose Staple Fibre (VSF),...

Profile of Hul

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Profile of hul

Date of Establishment 1933

In the summer of 1888, visi

We therefore want this Code to be more than a collection of high sounding

Obeying the Law

We are committed to working with employees to develop and enhance each

We will maintain good communications with employees through company based

In our business dealings we expect our business partners to adhere to business

Compliance – Monitoring – Reporting

Day to day responsibility is delegated to all senior management of the regions,

The company is committed to making its products environmentally acceptable, on a

The aim of the Policy is to do all that is reasonably practicable to prevent or

We will achieve this through an Integrated Environment Management approach,

The Environment Policy

Accordingly, HUL's aims are to:

 Develop, introduce and maintain environmental management systems across the

 Encourage suppliers and co-packers to develop and employ environmentally

 Work in partnership with external bodies and Government agencies to promote

 Set mandatory standards and establish environmental improvement objectives

 Formally review environment performance of the company once every quarter.

 Review environment performance when visiting units and recognise exemplary

The Management Committee, through the nominated environmental coordinator will:

 Ensure implementation of HUL Policy on environment and compliance with

 Encourage development of inherently safer and cleaner manufacturing processes

 Establish systems for appropriate training in implementation of Environment

 Arrange for expert advice on all aspects of environment management.

 Participate, wherever possible, with appropriate industry and Government bodies

 Designate a unit environment coordinator who will be responsible for co-

 Ensure formal environmental risk assessment to identify associated environmental

 Manage change in People, Technology and Facilities through a planned approach

 Sustain a high degree of environmental awareness through regular promotional

 Maintain appropriate emergency procedures consistent with available technologies

 Provide appropriate training to all employees.

 Ensure periodic audits to verify compliance with environment management

 Report environmental statistics to HUL Corporate Safety & Environment Group on

Research and Innovation Centres

 Ensure that a formal and systematic risk assessment exercise is undertaken

Quality is fundamental to our Business Success

To win consumers’ confidence and loyalty, we need to consistently deliver branded

• Putting the safety of our products and our consumers first.

• Putting consumers and customers at the heart of our business

• Quality is a shared responsibility

• Building and maintaining excellent systems to ensure the quality and

HINDUSTAN UNILEVER LIMITED

POLICY ON AFFIRMATIVE ACTION

Hindustan Unilever Limited is a signatory to the CII Code of Conduct on Affirmative

The Company’s selection of business partners is not based on any considerations

The Company has a partnership programme with educational institutions to support

The Company further maintains records on Affirmative Action.

 All injuries and occupational illnesses are preventable

Note: In order to facilitate operationalisation of the Safety Principles, a separate

Where does this policy apply?

Who does the policy apply to?

When does it apply?

 Travel between home and work of our employees

 Business related travel including stay out of headquarter

 All Company organised business events i.e. training programmes, conferences,

 1954 – Sunsilk first launched in the UK.

Sunsilk is available in over 60 countries worldwide.

Matrix Biolage anti- dandruff shampoo

Nizerol anti dandruff shampoo

Sunsilk Anti-Dandruff Scalp Lotion

Head & Shoulders Anti-Dandruff Shampoo

Clear Anti-dandruff Shampoo