Performance highlights

`59,579 Cr

Turnover

`43.05

Earnings Per Share

`10,114 Cr

Profit After Tax

`5,32,946 Cr

Market Capitalisation

`42

Dividend Per Share

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~ 10 Mn

people reached through Prabhat, our sustainable community development initiative

98%

reduction in CO2 emissions in manufacturing
(Kg/tonne of production, against 2008 baseline)

97%+

deforestation free supply chain in palm oil, paper & board, tea, soy and cocoa

100%

employees trained on Code of Business Principles

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HUL's clear and compelling strategy enables us to deliver competitive growth, driving long term value creation for our shareholders. To serve the evolving aspirations of Indian consumers, we have embarked on a journey of 'Transform to Outperform'.

Growing our core through Unmissable Brand Superiority, Market making and premiumisation, Leadership in channels of the future, backed by our distinctive capabilities will enable us to continue winning in the Indian FMCG sector.

Ritesh Tiwari Executive Director, Finance & IT and
Chief Financial Officer

Ritesh Tiwari

Our strategic priorities

Growing our core through Unmissable Brand Superiority

We have a wide and resilient portfolio that spans across 16 FMCG categories and straddles the price-benefit pyramid, giving our consumers the ability to choose their trusted brands at various price segments. 

Our Unmissable Brand Superiority Framework measures our products against six tangible and distinct drivers, namely the 6P’s - Product, Proposition, Packaging, Place, Promotion and Pricing, all of which are proven drivers of consumer preference. For instance, Vim Liquid was relaunched this year with an improved formulation, sharpened proposition, focussed promotional plans, and more aspirational and ergonomic packaging.

85%

categories with market leadership

19 brands

with turnover of
`1,000 crores+

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Market making and premiumisation

Given the context of increasing affluence and under-indexed FMCG consumption in India, we have a huge opportunity to build categories of the future through market making and premiumisation. We are doing this through persuasive communication via the right medium, innovating in new demand spaces and formats of the future and educating consumers at scale. We have a strong track record of seeding and building scale in new categories through market development activities.

Click on the below turnover options to view market development categories that fall under each bucket

  • `1,000 Cr+
  • `500 - 1000 Cr
  • `250 - 500 Cr

Home care liquids

Premium detergent powders

Premium shampoos

High-science nutritional drinks

Face cleansing 

Green & functional tea

Premium colour cosmetics

Hand & body wash

International cuisine and food solutions

Masstige

Light moisturisers

Post-wash hair treatment

Sun-care

Re-shaping our portfolio in high growth and premium spaces

We are making choiceful bets in categories and ensuring that we are re-shaping our portfolio to be fit to grow in India’s evolutionary context. For instance, in beauty, we have identified key demand spaces where we expect disproportionate growth to occur. We already have a robust `2,000 crores portfolio across face cleansing, post wash hair treatment, light moisturisers, serums, sun-care and masstige and this portfolio continues to grow fast, ahead of the rest of the portfolio.

Simple and Love, Beauty and Planet, the brands launched under our Premium Beauty Business Unit have scaled their combined Annual Recurring Revenue to ` 100 crores+ within 3 years of setup.

Masstige
Post-wash hair treatments
Weatherproof body
Face cleansing
Sun-care
Light moisturiser

Leadership in channels of the future

India's retail landscape is experiencing rapid transformation. While traditional kirana stores continued to be vital, innovative platforms are rapidly gaining ground. We continue to remain focused on ensuring that our brands are accessible wherever consumers choose to shop. All our initiatives have now enabled us to capture ~30% of our demand digitally and e-Commerce gives us a unique ability to run our demand generation and demand fulfilment activities in a disruptive way.

E-Commerce

Direct to Consumer
(D2C)

Quick Commerce

Modern Trade

Business to Business
(B2B)