A professional, close-up shot of a firm business handshake between two individuals.. Shareholders

Shareholders

We aim to deliver consistent, competitive performance and drive long-term value creation for our shareholders

Capital linkages

Financial capital

Social & relationship capital

Natural capital

UN SDGs impacted

Financial Year 2026 witnessed an improvement in the demand environment, supported by a favourable macro-economic backdrop and a meaningful evolution in consumer behaviour. Against this backdrop, we sharpened our strategic priorities with a clear emphasis on competitive volume-led revenue growth. These actions translated into a sustained step-up in growth and competitiveness, delivered alongside healthy margins and robust profitability. Sustainability remained integral to our priorities, with continued progress across our focus areas: climate, nature, plastics and livelihoods.

5 percent. Underlying Sales Growth
Rupees 63,763 Crores. Turnover
Rupees 10,652 Crores. Profit After Tax
Rupees 10,324 Crores. Profit After Tax (before exceptional items)
1,00,000plus . Metric tonnes of potential created to divert waste from landfills annually under Project Circular Bharat
Rupees 9,633 Crores. Total Dividend Payout. Dividend is subject to approval by shareholders at the A G M
Rupees 41. Dividend Per Share. Dividend is subject to approval by shareholders at the A G M
plus 270 basis points. Return on Capital Employed. Figures pertains to Standalone business
plus 110 basis points. Return on Equity. Figures pertains to Standalone business
Rupees 3,500 Crores. Sharper Capital Allocation through Minimalist & OZiva acquisition
99 percent. Reduction in scope 1 & 2 emissions in operations. Kg/tonne of production, against 2008 baseline
Rupees 2,000 Crores. Capex commitment in premium formats in Beauty and Home Care portfolio
61,000plus . Hectares of land under regenerative agricultural programmes
5. Factories recognised globally as W E F Lighthouse sites
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F Y 2025–26 was a year of purposeful progress for H U L, marked by disciplined execution in a dynamic operating environment. We advanced our strategy to deliver volume-led revenue growth, sharpened our portfolio choices, and increased investments in high-growth demand spaces, specialised channel execution, and market-making capabilities. A strong emphasis on capital discipline enabled us to reinvest behind our brands while sustaining healthy profitability and a robust balance sheet. With clear priorities and a future-ready operating model, we believe H U L is well positioned to deliver resilient performance and create long-term, sustainable value for all its stakeholders.

Niranjan Gupta

Executive Director, Finance and Chief Financial Officer

Strategic priorities to create long-term value

  • A customer in a supermarket aisle examining a bottle of Surf Excel laundry detergent from a fully stocked shelf.

    Driving competitive volume-led revenue growth

  • Two professionals collaborating at a desk, analyzing business performance metrics across printed spreadsheets and a digital tablet.

    Generating fuel for growth

  • A large, modern industrial manufacturing facility with a blue and white exterior and commercial trucks docked at the loading bays.

    Dynamic capital deployment for growth

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