INDUSTRY REVIEW PROJECT

● Rin ● Wheel ● Sunlight ● Comfort 3. Hair care ● Sunsilk Naturals ● Clinic ● Brylcream ● Clear anti-dandruff ● TRESemme ● Clear ● Toni&Guy 4. Deodorant ● Axe ● Rexona 5. Ayurvedic Personal & Health Care ● Ayush 6. Skin Care ● Glow & Lovely ● Pond's ● Vaseline ● Aviance 7. Oral Care ● Pepsodent ● Closeup 8. Colour Cosmetic ● Lakme 9. Water Purifier ● Pure It 10. Foods

Tea ● Brooke Bond ● Lipton Coffee ● Brooke Bond Bru Foods ● Kissan ● Annapurna ● Knorr ● Boost ● Horlicks Ice Cream ● Kwality Wall's ● Magnum ● Cornetto Unilever is committed to making sustainable living commonplace and the logo is a visual expression of that commitment. Each icon has a rich meaning at its core, and represents some aspect of their effort to make sustainable living commonplace.

CLIENT PROFILE HUL makes some of the best known brands in the world, and those brands are used by 2 billion people every day. Households being their primary target niche, there is no particular client profile. HUL has a wide-range of everyday household use products. Hence any person, regardless of their class, becomes a target audience for HUL. ORGANIZATION STRUCTURE: Unilever's corporate design is responsible for guaranteeing sufficient help for item development in the company's worldwide business. An organization's authoritative construction or corporate structure is the plan that characterizes the course of action and frameworks used to facilitate and interconnect different hierarchical segments, like workplaces and groups. Unilever's organizational structure adjusts to changes in the purchaser merchandise industry and worldwide market. As of now, the organization keeps a structure that addresses corporate needs in terms of managing product types across the globe. As a leading FMCG firm, Unilever has an organizational structure that reasonably upholds broadened worldwide activities. With an organizational structure that empowers successful product development, Unilever proceeds with its position as one of the few biggest consumer goods companies in the world. Such organizational structural design guarantees Unilever's proceeding success despite the complexity of its global operations.

Board of Directors ● Mr. Sanjiv Mehta - Chairman & Managing Director ● Mr. Srinivas Phatak - Executive Director, Finance & Chief Financial Officer ● Mr. William Uijen - Executive Director, Supply Chain ● Mr. Dev Bajpai - Executive Director , Legal & Corporate affairs and Company Secretary ● Mr. O.P. Bhatt - Independent Director ● Mr. Sanjiv Mishra - Independent Director ● Ms. Kalpana Morparia - Independent Director ● Mr. Leo Puri - Independent Director ● Mr. Ashish Gupta - Independent Director

Management Committee The day-to-day management of affairs of the company is vested with the Management Committee which is subjected to the overall superintendence and control of the board.

Features of Unilever’s Organizational Structure Unilever follows a product type divisional organizational structure. Based on their product focus, the organization is divided into components. The characteristics of Unilever’s organizational structure: 1. Product type divisions (most significant feature) 2. Corporate executive teams 3. Geographic divisions (least significant feature) Product Type Divisions: A product type division functions as a unit that permits Unilever to manage the development, manufacturing, distribution and sale of its commodity . For instance , corporate managers use this feature of the organizational structure to match market needs with appropriate products. A bonus of this structural characteristic is its facilitation of the company’s efforts to use product differentiation, which is Unilever’s generic strategy for competitive advantage. This corporate structure is useful , especially because the company already features a diverse portfolio of products. Unilever maintains the subsequent product type divisions in its organizational structure: 1. Beauty & Personal Care - Priya Nair, Executive Director 2. Foods - Sudhir Sitapati, Executive Director 3. Home Care - Prabha Narasimhan, Executive Director 4. Refreshment - Sudhir Sitapati, Executive Director Corporate Executive Teams: Corporate teams are a secondary characteristic of Unilever’s organizational structure. This structural feature is predicated on business functions. For instance , Unilever features a team for finance and another team for marketing communications. These teams structure the Unilever Leadership Executive (ULE) group. The subsequent are the company executive teams in Unilever’s organizational structure: 1. Chief Executive - Sanjiv Mehta 2. Human Resources - Anuradha Razdan 3. Research & Development - Vibhav R Sanzgiri 4. Supply Chain - Willem Uijen 5. Refreshment - Sudhir Sitapati

6. Personal Care - Priya Nair 7. North America - 8. Home Care - Prabha Narasimhan 9. Finance - Ritesh Tiwari 10. Legal - Dev Bajpai 11. Foods - Sudhir Sitapati 12. Marketing & Communications - Srinandan Sundaram 13. Europe - Geographic Divisions. Geographic divisions are a minor feature of Unilever’s organizational structure. The organization uses this structural characteristic to support regional strategies. For instance , Unilever’s marketing strategies for Europe are different from strategies applied for Asian commodity markets. Also, this corporate structure feature is employed to research the company’s financial performance. The subsequent geographic divisions are maintained in Unilever’s organizational structure: 1. Asia/AMET/RUB (Africa, Middle East, Turkey; Russia, Ukraine, Belarus) 2. The Americas 3. Europe A disadvantage of Unilever’s organizational structure is that it offers very little support for regional strategic implementation. Even though geographic divisions are one of its structural features, the company focuses more on product type divisions. As a result, there's limited support for market-specific or regional strategic reforms. Thus, to enhance this organizational structure, a recommendation is that Unilever must increase its emphasis on geographic divisions to empower regional managerial teams. Such structural change improves strategic effectiveness in regional commodity markets.

MARKET SHARE: HUL contributes 34% of the total FMCG industry with their wide range of products. Hindustan Unilever Limited has a market capitalization of Rs.578045.85 crores. HUL has the highest market capitalization in the FMCG industry. HUL has been continuously growing its sales year after year, which indicates that the company has been trying to capture a larger portion of the market every year.

Market capitalization of Hindustan Unilever Limited has been continuously growing year by year mainly due to two reasons. One being the entry of new customers into the market due to increasing population and the second being the entry of HUL into several consumer goods markets and acquiring popular and good companies. Market capitalization of Hindustan Unilever Limited from financial year 2013 to 2020 (in trillion Indian rupees)

Future Strategies & Plans Hindustan Unilever Limited plans to line up a brand new subsidiary in India which will be engaged in manufacturing and leveraging growth opportunities in the country. The new manufacturing entity will help the corporate avail benefits of tax provision that puts a lowered tax burden on entities engaged in manufacturing. The Board of Directors of the organization have approved a proposal to form a new 100% subsidiary of Hindustan Unilever Limited. he company is being set up with an authorised capital of Rs2,000 crore, obviously we will go step-by-step. In phase one, the company is looking forward to invest between Rs500 and Rs800 crore in our existing categories. Halving food waste matter and raising nutritional standards Unilever commits to halving food waste matter and raising nutritional standards across its brands. Doubling the amount of products delivering positive nutrition - defined as products containing impactful amounts of vegetables, fruits, proteins, or micronutrients like vitamins, zinc, iron and iodine - by 2025. Continued lowering of calorie, salt and sugar levels across all products. 85% of Unilever’s Foods portfolio will support a diet providing a maximum of 5g of salt intake each day by 2022 1. In packaged frozen dessert , 95% of products will contain no more than 22g of total sugar and 250 Kcal per serving by 2025. In addition to the above commitments, Unilever also announced a worldwide sales target of €1 billion from its plant-based meat and dairy alternatives business that's present in several Unilever countries outside India, within subsequent five to seven years. This growth in plant-based alternatives is anticipated through offerings like The Vegetarian Butcher and vegan alternatives from brands including Hellmann’s, Magnum and Wall’s. Unilever’s new targets support commitments the corporate made earlier: achieving a deforestation-free supply chain; moving to 100% reusable, recyclable, or compostable packaging by 2025; investing €1 billion during a new Climate & Nature Fund; and supporting net-zero emissions for all products by 2039. It also follows a 2019, €85M investment in ‘The Hive’, a foods innovation centre at Wageningen University within the Netherlands to support research into plant-based ingredients and meat alternatives, efficient crops, sustainable food packaging and nutritious food.

HUL has devised a five-pronged strategy to be future ready, which includes driving purpose into brands, enhancing societal impact, innovating for the future, nurturing talent, and leveraging data and technology (including artificial intelligence) across the value chain. Company’s “people data centre” picks up real-time consumer signals and identifies business opportunities. They are using shopper data to drive precision marketing, and using machine learning to monitor demand in the real time. Financial Information ● Summary of Income statement of HUL for the last 12 years The organization has been continuously increasing their net profits year after year. Profits have been increasing despite the increase in expenses indicating the expansion of the company. Dividend Payout% has also been increasing year after year, hence attracting more and more investors.

● Summary of Quarterly Income Statement of HUL for the past 5 quarters ● Summary of Balance Sheet of HUL for the last 12 years Borrowings is 0, indicating that the company is debt free. Fixed assets of the company has also been growing year after year as a result it is able to grow it’s income indicating that the company is growing.

● Summary of Balance Statement of HUL for the past 5 years to observe trend ● Summary of Cash Flow statement of HUL for the last 12 years

● Summary of Balance Statement of HUL for the past 5 years to observe trend



● Ratios of HUL for the last 12 years ● Ratios of HUL for the past 5 years to observe trend

● Growth Rates

● Shareholding

ACHIEVEMENTS: ● In 2007, HUL was one of the eight Indian companies to be featured on the Forbes list of World's Most Reputed companies. ● In 2011, HUL was awarded the most innovative company in India by Forbes and ranked 6th in the list of most innovative companies in the world. ● In May 2012, Pond's Talcum Powder's packaging innovation secured a Silver Award at the prestigious 24th DuPont Global Packaging Award. ● Brooke Bond Red Label topped the Business World leader board of purpose-led brands ● Clinic Plus was called the top personal care brand in India at Marquees 2019 ● HUL ranked No 1 in Access to Nutrition Index (ATNI) among 16 of the largest Food and Beverage manufacturers in India ● Bru recognised as the top beverage brand in India at the Marquees 2019 ● HUL received the Eat Right Award from FSSAI under the sub-category of Community Outreach and Engagement ● HUL received the Bombay Chamber of Commerce Corporate Citizen Award 2018-19 ● HUL received the Corporate Trailblazer award at India Today's Safaigiri Awards 2019 for creating awareness and infrastructure in health and sanitation ● HUL bestowed with a special award for its contribution to the Government of India’s Swachh Bharat Mission and efforts towards effective plastic waste management by the Ministry of Jal Shakti ● HUL was named ‘BW Pure : Purpose-Led Company of the Year’ by Business World ● Suvidha - the community hygiene centre in Azad Nagar, Ghatkopar, Mumbai built by Hindustan Unilever Limited (HUL) received the first prize under the category ‘Swachh Community Toilet’ in the Swachh Survekshan 2020 competition ● HUL topped the Food, Perishables, Beverages & FMCG category in the Supply Chain and Logistics Excellence (SCALE) awards 2019 ● HUL Rajpura Unit honoured for its sustainable practices by the Sub-divisional magistrate ● HUL's Silvassa detergents factory won a Bronze at the 'World Class Manufacturing’ audit and was recognised as Future Ready Factory of the year 2019 by Frost & Sullivan India Manufacturing Excellence Awards 2019 for operation excellence in #FMCG Sector, large business category. ● The HUL Consumer Market Insights team bagged the coveted ‘Best Client insight team of the year’ at the MRSI Awards

● HUL’s Pondicherry unit received an honour for the Future Ready Factory of the Year in FMCG Sector at the Frost & Sullivan India Manufacturing Excellence Awards 2019 ● HUL was recognised at the “Swacch Survekshan Grameen” Award for contribution towards reducing plastic waste ● HUL was recognised at the fourth annual Corporate Governance Scorecard ratings. The Corporate Governance Scorecard, a joint initiative of the International Finance Corporation (IFC) and the Bombay Stock Exchange (BSE), saw HUL make it to the list of India's top 10 scores of the S&P BSE Index constituents in the 'Leadership Category'. HUL has received this recognition for the second year in a row. ● HUL’s Puducherry unit was lauded for their efforts in pond renovation and desilting canals under the Government's Water Rich Puducherry initiative and honoured with the Swachhata award 2019 ● HUL’s Project Shakti won the highly commended innovative project at the Finance for the Future Awards, 2019 ● HUL is one of the country's largest exporters; it has been recognised as a Golden Super Star Trading House by the Government of India. CHAPTER 3: RESEARCH METHODOLOGY Objective: To understand the personal care industry. Primary Objective: ● To gain knowledge about the operations of the industry. ● To perform market structure analysis. ● To analyse the companies. ● To perform comparison between the companies. Secondary Objective: ● To get an insight about the products and operations of the three companies ● To know different company profiles. ● To understand the financial information of the companies.

Nature of project: In this project descriptive and analytical methods of study have been used ● Descriptive Study - Focused and detailed study about the companies. Several characteristics of the companies have been studied to get a good understanding of the organizations. ● Analytical Study - The companies were analysed on specific features, in order to enable comparison with its peers/competitors. Data used: Secondary data The three companies were analysed by collecting secondary data from different websites, journals, etc. Secondary data are pre-published and research data collected from different websites, journals, newspapers, company research papers. These documents and data are very useful for theoretical, conceptual and organizational background analysis. Detailed analysis of data is made by plotting different graphs and tables which can be easily understood. Scope of study: ● Study is confined to personal care industry ● Study is only made on secondary data ● Operations of the personal care industry Method of analysis: Statistical tools: Averages Visualization tools: Bar graphs, Pie charts, Line charts, Tables Comparative Analysis: The 3 companies have been compared with each other based on 25 parameters, which is displayed on a table. Limitations: ● Only secondary data has been used. ● Since there was a lockdown due to covid, visiting the companies was not possible. ● Unavailability of previous year’s data

Chapter 4: Comparative Analysis Sr.No Comparative Dabur India Ltd Godrej Consumer Produ Hindustan Unilever Ltd Analysis Ltd 1 Name of Dabur India LTD (1884) Godrej Consumer Produ Hindustan Unilever Limit enterprise & Year Limited in November 1956 Establishment Established in 2001 2 No. of. Pres 7740 10,001+ employees 149,000 Employees 3 A brief profile Mr Mohit Malhotra is the CECEO (India & SAARC)- Su Sanjiv Mehta is the Chair CEO/CMD of the $1.2 Billion Dabur In Kataria and Managing Director of Limited, India's biggest shop Joined GCPL in 2011(10 yr Hindustan Unilever items creator and b mos) Limited (HUL). He has Ayurvedic organization. Un He successfully led the mer been leading Unilever’s his initiative, Dabur has mad of marketing organisatiobusiness in India and the worldwide impression and hand sales of GCPL and God South Asia cluster since arisen as a transnatio Sara Lee. October 2013. customer items creator with He has diverse woHe has been with presence across 100 nations. experience in FMCG a Unilever for nearly 28 Consumer Service sector years and, for the last 19 Marketing, Sales, and busin years, he has led Unilever roles including 12 years st businesses in different at Marico industries. parts of the world. Sanjiv holds a Bachelor’s degree in commerce

Mr Malhotra is a Graduate He was Chief Operat (India) and is a Chartered Pune University and ho Officer of Idea RajasthAccountant from The Executive Masters Circle. Institute of Chartered International Business from He is Chairman of the Ind Accountants of India. He Indian Institute of Fore Society of Advertisers. has also completed the Trade, (IIFT) New Delhi. He is a Economics gradu Advanced Management joined Dabur as a Managem from Delhi University a Program at Harvard Trainee in 1994. He took c MBA in Marketing fr Business School. of critical tasks in Market Institute of Managem Sanjiv is a Director on and Sales, other than be Technology (IMT) Ghaziab the Board of Indian CEO of Dabur Internation He is also a practitioner of School of Business, based out of Dubai, bef spirit of 'Possibility Thinkin Senior Vice President of assuming responsibility as Federation of Indian CEO-India Business a Chambers of Commerce afterwards as the organizatio and Industry, member of CEO in April 2019. the Breach Candy Hospital Trust (Mumbai, India) and South Asia Advisory Board of Harvard Business School. He chairs ‘Vikaasa,’ a coalition of top Indian and MNC companies and Co-chairs the Advisory Network to the High-Level Panel for a ‘Sustainable Ocean Economy.’ 4 Total Sh Total shareholding Capital Total Share Capital:As at MTotal Share Capital: Capital & Pres 176.7 CR 31, 2021 Authorised Capital - 2 Share hold Promoters 67.36% Authorised Capital-103 Crores pattern Individuals 0.12% Cores Issued Capital - 234 Institutions 25.11% Issued Capital-102.25 Cores Crores UTI 2.57% Total Share Capital-102 Share holding Pattern: Banks 1.53% Cores Promoters: 61.9% Insurance companies 1.17% 1,45,44,12,858 shares Non Institutions 7.51% Shareholding Pattern: FII: 18% - 42,29,15,6 shares

Promoters: 64,64,88,2 DII: 7.63% - 17,93,09,8 Shares - 63.23% shares (MF: 3.32% Mutual Funds: 2,29,10,4 7,78,95,763 shares) Shares - 2.24% Others: 12.47% Foreign Institutio 29,29,29,536 shares Investors: 27,21,17,174 Sha - 26.61% Others: 80970382 Shares 7.92% 5 Total Sa 7184.73 6254.33 Cores 45,996 crores Turnover includingExpor value. 6 Board Nisaba Godrej- Chairpers Mr. Sanjiv Mehta - Chairm Directors/Mana Name-Designation and Managing Director & Managing Director ment Profile. A K Jain-Executive V Adi Godrej Chairman - God Mr. Srinivas Phatak President & Co. Secretary Group Executive Director, Finan Aditya Burman-Director Nadir Godrej - Non-execut & Chief Financial Officer Ajay Dua-Director Director Mr. William Uijen Ajit Mohan Sharan-Director Tanya Dubash Executive Director, Sup Amit Burman-Chairman Non-executive Director Chain Falguni Sanjay Nayar-Direct Pirojsha Godrej Mr. Dev Bajpai - Execut Lalit Malik-Chief Financ Non-executive Director Director , Legal & Corpor Officer Jamshyd N Godrej affairs and Compa Mohit Burman-Vice Chairma Non-executive Director Secretary Mohit MalhotraWholeTimIreena Vittal - LeMr. O.P. Bhatt - Independ Director & CEO Independent Director Director P D NarangWhole TimNarendra Ambwani Mr. Sanjiv Mishra Director Independent Director Independent Director P N Vijay-Director Pippa Tubman Armerding Ms. Kalpana Morparia R C Bhargava-Director Independent Director Independent Director S Narayan-Director Aman Mehta - Independ Mr. Leo Puri - Independ Saket Burman-Director Director Director Sanjay KumOmkar Goswami Mr. Ashish Gupta Bhattacharyya-Director Independent Director Independent Director Ndidi Nwuneli - Independ Director

Sumeet Narang - Independ Director 7 Major Colgate-Palmolive. Hindustan Unilever L Dabur, Godrej Consum Competitors ITC. Dabur India Ltd, Marico, P&G, Colg major businesseMarico. Marico Ltd, Emami L Palmolive, Emami, Gille Changsha Huir Biological Te Jyothy Labs Ltd, India, ITC Limited Bajaj Consumer Ltd, Kaya L 8 Annual Grow Jan 31, 2021 - 6-9% 9.99% rate last 5 years Mar'21 Jan 31, 2020 - 5-10% 2017 - 31,298Crs Mar'20 Jan 31, 2019 - 3-8% 2018 - 33,926Crs Mar'19 Mar 31, 2018 - 2-8.6% 2019 - 37,660Crs Mar'18 Mar 31, 2017 - 2-3% 2020 - 38,273Crs Mar'17 2021 - 45,311Crs INCOME Net Sales Turnover 7184.73 6309.80 6273.19 5609.06 5369.84 Other Income 276.65 276.90 274.74 283.23 274.64 Total Income 7461.38 6586.70 6547.93 5892.29 5644.48

9 No 2 64 44 Subsidiaries 10 Company Ghaziabad Mumbai, Maharashtra, IndiaMumbai Headquarters 11 Market Share Not available Hair Care: Leader in h Beauty & Personal Ca each product l [during last th colour 2018-19 -148000Crs, 2019- years] Personal Care: No 2 in Soap - 199200Crs, 2020-21 Home Care: Leader 228000Crs household insecticides Home Care: 2018- -114700Crs, 2019-20 154380Crs, 2020-21 177010Crs Foods & Refreshme 2018-19 -107300Crs, 2019- - 144420Crs, 2020-21 165590Crs 12 Mergers a D&A Cosmetics Propriet Keyline Brands Limi Brooke Bond, Lipt Acquisitions, Ltd and Atlanta Body & Hea (United Kingdom) in 2005 Chesebrough Pond's, Mod Joint Ventures Products Proprietary Ltd Rapidol (Pty) Limited in 20 Foods, Cooked Shrimp a Strategic Godrej Global Mid East F Pasteurised Crab M Alliances/Tie U in 2007 business, Indulekha, Adity Argencos in Argentina in 20 Milk, VWash, G South African hair extensioConsumer Healthca firm Frika Hair in 2015 Horlicks and Boost. Ghana-based Darling Group 2014 Canon Chemicals in Kenya 2016 Strength of Nature LLC 2016 13 Diversification They have a range of 2 Godrej Consumer Produ None and ot products ranging from Hair oLtd comes under God businesses to food Group which h

diversifications in Consum (GCPL), Real Estate (GP Chemicals and Agri (GAVL 14 Nature Dabur India Ltd is one of Indian Consumer Goofoods, beverages, clean business & m leading Companies in Ind Company, FMCG Company agents, personal c business & ot The company is also a wo Personal care products in products, water purifiers a businesses leader in Ayurveda with sectors (Hair Care, Perso other fast-moving consum portfolio of over 2 Care and Home Care) goods Herbal/Ayurvedic producSpread in 3 Geograph They operate in key consum(India and SAARC, Afr products categories like H and America and La Care, Oral Care, Health Ca America) Skin Care, Home Care a Foods. 15 Product profile Amla Hair Care Personal wash Laundry Vatika Personal Care Hair care Deodorant Almond Home Care Ayurvedic Personal & Hea Care Anmol Gold Coconut Oil Air Care Skin Care Oral Care Shampoos Insecticides Colour Cosmetic Water Purifier Almond Shampoo Foods Vatika Health Shampoo Vatika Black Shine Shampoo Vatika Anti-Dandruff Shamp Vatika Select Shampoo Health Supplements Dabur Chyawanprash Dabur Honey Dabur Glucose Dabur Immunity Kit Dabur Vedic Suraksha Tea Digestives Dabur Hajmola Pudin Hara Nature Care Skin Care Dabur Gulabari Oxy Bleach

Fem Foods Real Real Activ 100% Juices Hommade Oral Care Dabur Red Paste Dabur Meswak Dabur Babool Dabur Lal Dant Manjan Dant Rakshak Ayurvedic Pas Dabur Red Pulling Oil Otc & Ethicals Energisers Cough & Cold Women's Health Baby Care Ethicals Health Juices Home Care Odomos Odonil Sanifresh Odopic 16 No. of PatenSite, All their products, lo 15 patents in the domes MIXING APPARATUS AN TradeMarks/ company name market as on 2002 METHOD FOR MIXIN Copyrights Skin care FLUIDS Haircare Hair Treatment Compositio Fatty acids Cleaning composition 17 Market MCap (₹ Cr.) 97018.61 Cores ₹ 5,71,130 Cr capitalization 1,03,702 (incase of pub company) in In or abroad

Number 42+ 19 + 25+ 18 awards Recognitions 19 Market No Data Found 97018.61 Cores (Current) 2018-19: 370000C capitalization Previous years information 2019-20: 498000C case of lis available 2020-21: 571130Crs public compan Last Three year 20 Latest Launch Dabur Chyawanprash Hit Expert Piramida Lever ayush Anti-Dandr Products Orange & Mango Flavours Good Night Power Shots Neem Shampoo, Lever ayu Protekt Magic Powder Purifying Turme Liquid Handwash in So Handwash, Lever ayu Africa Anti-Pimple Turmeric Fa Bidex Magic Powder Wash Liquid Soap in Chile Brylcreem Hair styl Villeneuve Magic Powder creams & gel, Hair Wax Liquid Soap in Argentina 3-in-1 Shampoo, Beard O Saniter Ecosense Powder Beard Wash and Beard Balm Liquid Hand Wash LUX introduced n Indonesia handwashes range Darling Empress range Nigeria Hit Roach Bomb Good Night Gold Flash Good Night Smart Spray Good Night naturals No.1 Sandalwood Soap Cinthol Health+ Soap Protekt Health Soap Godrej Expert No Ammo and Rich Aloe Vera H Colours Protekt Sanitise Disinfectants and Masks Aer Bathroom Air Freshene Hygiene and Protection Aer Air Freshener+ Sanitise

Proclean Bathroom and Flo Cleaners Ezee Liquid Detergent Fabric Sanitiser 21 CSR [Corpor CSR {Dabur’s Wa Providing COVID-19 re Covid-19 Relief Work Social Conservation and Managem and recovery solutions Water Conservat Responsibility] project} Sundesh - non – proprotect lives and livelihoods Programme Initiatives/Phila organization engaged Ensuring judicious use Swachh Aadat Swachh Bha hropy carrying out Health Ca natural resources Project Shakti Education and ot Innovating sustaina Project Prabhat socio-economic activit packaging Asha Daan activities with the aim Enhancing employability Plastic Waste Management improving the quality of life beauty professionals Developing and maintenan the people in rural areas Protecting people fr of public areas a vector-borne diseases Contribution to Technolo Enabling sustaina Business Incubator communities Fostering volunteerism 22 Total Size Total Assets & Liabilities Consolidated Total Assets & To Balance Sheets 2019 - 11,391.48 Cr 2018-2019 - 14,170.08 Liabilities: 3 years 2020 - 12,200.22 Cr 2019-2020 - 14,957.01 2019 - 18629Crs, 2021 - 15,008.32 Cr 2020-2021 - 14,282.82 2020 - 20153Crs, 2021 - 68740Crs 23 Corporate No corporate GovernanNo Issues Found Nil Governance issues Issues at compa 24 Global Acc to IBEF (India Bra #51 in Innovative GrowRanked #1 in the In Ranking/Count Equity Foundation) Dabur Companies 2017 by Forbes Access to Nutrition Spotli Ranking Number 1 in Ayurveda #140 Fortune 500 List 2020 Index 2020 #50 For Godrej Group one of the eight Ind Fortune 500 companies to be featured #543 World's Best Employ the Forbes list of Worl 2020 for Godrej Group Most Reputed companies. Fortune

25 Litigations Regarding Honey Court gran No litigations found most innovative company an interim injunction to Dabu India by Forbes ranked 6th in the list of m innovative companies in world Hindustan Unilever L (HUL) fights Amul ice-cre ads disparaging HU Kwality Wall’s froz desserts made with vegeta fat. COMPANY 1 (Dabur India Limited) SWOT ANALYSIS Dabur India Strengths Following are the Strengths of Dabur India Ltd 1.Dabur has items present in more than 60 countries and conveyance through 5000 wholesalers and 3 million outlets 2. Solid brand picture and product improvement are Dabur's strength 3. Solid conveyance organization and a broad production network 4. Dabur has government assistance exercises in medical Care, instruction, and other financial exercises 5. Dabur Has business sectors in GCC, Egypt, Nigeria, US, Nepal and so on 6. It has had a solid inheritance since its initiation in 1884 7. Dabur has a fantastic diversification in healthcare, oral care, food, personal care, home care etc Dabur India Weaknesses Following are the weaknesses of Dabur India Ltd: 1. Few of their products have been found to be fake

2. They have a lot of competition from both the domestic and international markets. Dabur India Opportunities Following are the Opportunities of Dabur India Ltd 1. Expanding their market to the rural areas to increase opportunities and acquire cheap labour 2. Consolidations and acquisitions to reinforce the brand 3. Expanding buying force of individuals consequently increasing the need among its customers Dabur India Threats Following are the threats for Dabur India Ltd 1. Serious and expanding rivalry among other organizations implies the weight of Dabur's piece of the pie 2. FDI in retail permitting worldwide brands 3. Rivalry from unbranded and nearby items Dabur India Competition Competitors Following are the top Dabur India competitors: 1. Marico 2. L'Oréal 3. Nirma Ltd 4. HUL (Hindustan Unilever Limited) 5. Colgate-Palmolive 7. ITC Limited McKinsey 7s model: The 7 elements identified in the McKinsey 7s model can be categorized as being hard or soft in nature. They are identified as: Hard Elements: ● Strategy ● Structure ● Systems

Soft Elements: ● Shared Values ● Skills ● Style ● Staff Hard elements: 1.1. Strategy The introductory course and the general business procedure for Dabur India Ltd - are unmistakably characterized and conveyed to every one of the representatives and partners. This assists the association with overseeing execution, guiding activities, and devising various strategies lined up with the business technique. Additionally, the business technique's definition and correspondence likewise make tasks for Dabur India Ltd - more straightforward and adjusts the duties and activities of the organization. 1.1.1. Methods to achieve goals The essential heading for Dabur India Ltd - is likewise significant in aiding the business guide worker, staff, and partner conduct towards the accomplishment and accomplishment of objectives. Shrewd Goals are set with short and long haul cutoff times as per the business system. The business technique assists representatives with choosing strategies and practices to accomplish the put forward objectives and focuses on helping the business develop. 1.1.3. Strategy for competition Dabur India Ltd procedure additionally thinks about the cutthroat pressing factors and exercises of contenders. The technique tends to these serious pressing factors through intriguing measures and activities to address rivalry using vital strategies and practices that guarantee supportability to Dabur India Ltd through adjusting to advertise changes and developing shopper patterns and requests. 1.1.4. Creating demand among consumers A significant part of the technique at Dabur India Ltd - is that it takes into consistent thought the changing buyer patterns and requests, just as the advancing purchaser market examples and utilization conduct. This is a significant piece of the essential heading at Dabur India Ltd. It

permits the Company to stay severe and applicable to its objective buyer gatherings, just as permits the Company to recognize request holes in the shopper market. The Company then, at that point, deliberately addresses these holes through item contributions and promoting exercises which give the Company fruitful and driving edge over different examples on the lookout. 1.1.5. Adaptability and flexibility The system at Dabur India Ltd is adaptable and versatile. This is a significant part of the essential heading and technique setting at Dabur India Ltd. Inflexibility in approach drives an organization, and a business to frequently become stale, deters headway, and moves with developing changes in the shopper markets. Dabur India Ltd isn't simply ready to profit without adaptability and flexibility because of rapid changes in buyer designs worldwide. On the other hand, it can locally and socially adjust its items utilizing restrictions for various nations and districts. In addition, the Company is frequently ready to anticipate customer market changes proactively and devise necessary changes as needs are to meet the market patterns. 1.2. Structure 1.2.1. Organizational structure Dabur India Ltd has a compliment hierarchical pecking order that is upheld by learning and reformist associations. With lesser administrative levels in the middle and more admittance to the senior administration and initiative, the workers have a sense of safety and certainty and have higher admittance to data. Additionally, the compliment chain of importance likewise permits speedier dynamic cycles for Dabur India Ltd- and increments authoritative responsibility in the representatives. 1.2.2. Coordination among different departments Dabur India Ltd has high coordination between various divisions. The Company's specialties regularly structure between division groups for activities and undertakings that require numerous skills. All coordination between various offices is powerful and coordinated. Dabur India Ltd - has a deliberate cycle for starting and checking coordination between divisions to guarantee smooth work tasks and cycles – and objective accomplishment. 1.2.4. Centralization and decentralization

Dabur India Ltd has a mixture structure among centralization and decentralization. In the same way as other reformist associations, Dabur India Ltd generally upholds decentralized dynamic. Occupation jobs at Dabur India Ltd are intended to be completed with duty, and representatives frequently put out their objectives with joint coordination and comprehension with the chiefs. Notwithstanding, Dabur India Ltd is additionally incorporated to ensure that chiefs supervise, endorse the different endeavors, and strategies that workers decide to guarantee that they are lined up with the hierarchical procedure advertisement esteems. 1.2.5. Communication Dabur India Ltd has a created an unpredictable framework for guaranteeing correspondence among representatives and distinctive administrative levels. The correspondence frameworks at Dabur India Ltd upgrade the generally authoritative design. The precise, characterized, and coordinated correspondence permits a simple progression of data and guarantees that no authoritative undertakings and objectives are compromised due to an absence of correspondence, or mistaken assumptions. 1.3. Systems 1.3.1. Different systems for proper functioning Dabur India Ltd has characterized and very much outlined frameworks set up to guarantee that the business activities are overseen viably and that there are no struggles or questions. The frameworks at Dabur India Ltd are generally departmental in nature, and incorporate, for instance: - HRM - Finance - Marketing - Operations 1.3.2. Control system Every one of the characterized and divided frameworks at Dabur India Ltd has particularly planned instruments and techniques as controls for assessing execution and objective accomplishment. These controls and measures are planned explicitly in various offices dependent on the idea of their errands and obligations. Besides, every office additionally plans explicit controls for individuals for execution assessment, just as for between departmental undertakings and obligations.

1.3.3. Evaluation controls Dabur India Ltd persistently assesses its frameworks through the planned controls. This observing of the exhibition is persistent and progressing. This is to a great extent done through perception and casual conversations. Input to representatives and by and large division heads is casually given routinely as and when is required. Formal assessment of execution is additionally directed semiannually – or quarterly, contingent upon the need and the direness of the activities and appointed assignments. This is a conventional interaction that chiefs and administrators embrace to guarantee the recognizable proof of execution slacks and exciting methods for development. 1.3.4. Internal processes Dabur India Ltd likewise has exceptional cycles and techniques for guaranteeing that all divisions and frameworks inside the association are adjusted and working incongruity towards the more critical business objectives and targets. This is made conceivable by ensuring that all frameworks plan and pursue goals and targets explicit to their ability under the more expansive business vision and procedure. Additionally, the essential administration at Dabur India Ltd likewise guarantees that all frameworks are dispensed with assets and set explicit focuses to accomplish comparative business objectives in a particular period. 2.1.1. Core values The guiding principle at Dabur India Ltd is characterized and conveyed to cultivate an inventive and steady authoritative design that will permit workers to perform ideally and upgrade their inspiration and hierarchical responsibility. The guiding principle at Dabur India Ltd incorporate, yet are not restricted to: - Creativity - Honesty - Heritage The Dabur India Ltd business also guarantees that every one of its exercises and activities is led with high morals and good norms that are reclassified and benchmarked against worldwide models. 2.1.2. Culture Dabur India Ltd empowers a comprehensive culture that commends variety. The Company has a worldwide presence and creation units that are spread across various nations; accordingly, Dabur

India Ltd - guarantee that its traditional culture is steady of variety and has inside strategies to diminish occurrences of segregation. The corporate culture at Dabur India Ltd additionally empowers development and imagination by permitting autonomy for development to people and groups – in this manner assisting them with refining their professions just as characters. Finally, the corporate culture at Dabur India Ltd additionally has a strong administration which runs after expanding representative inspiration and occupation fulfillment by offering an approach to perceivability and openness. 2.1.3. Goal attainment combined with values Dabur India Ltd guarantees that all its work assignments and jobs are lined up with the guiding principle that the Company spreads. This implies that all exercises, strategies, and vital strategies utilized by Dabur India Ltd will mirror its fundamental beliefs and won't stray away from these. This is to guarantee a predictable and dependable brand picture, just like a legitimate authoritative culture. In case of hierarchical change, the Company will ensure that all change the board cycles and strategies join the guiding principle so the traditional culture is reliably kept up with and deliberately changed if need be. Style: 2.2.1. Management Dabur India Ltd has a participative administration style. Dabur India Ltd connects and includes its representatives in dynamic cycles and administrative choices through a participative authority style. This likewise permits the initiative to consistently connect with the representatives and distinctive organisational gatherings to recognize any expected struggles for goal, just as for criticism regarding vital strategies and activities. Dabur India Ltd increases worker inspiration through its participative administration and increases hierarchical responsibility and possession among representatives just as different partners. 2.2.2. Effective leadership styles The participative administration style is profoundly influential in accomplishing the business objectives and vision of the association. Representatives feel dynamic individuals from the association who are esteemed for their ideas, criticism, and info. In addition, through participative authority, pioneers and chiefs can distinguish current and expected contentions inside the Dabur India Ltd association and effectively work to determine them as quickly as time permits. 2.2.3. Internal cooperation and coordination

Dabur India Ltd offers an approach to inner coordinated effort and collaboration between workers, frameworks, groups, and offices with its strong and empowering hierarchical culture. This participation and coordinated attempt at Dabur India Ltd is significant since its activities are spread worldwide. Furthermore, errands and obligations inside the Company regularly require departmental criticism. Additionally, with expanded development, and cooperative energy, the business likewise routinely frames project groups – what work successfully on account of the agreeable and community-oriented culture inside the Dabur India Ltd association 2.2.4. Groups and teams Dabur India Ltd has compelling and practical groups and works with them inside to accomplish its different business objectives and targets and complete errands. The Company's administration is empowering and strong, and the initiative gives a persuading sober-minded vision. Just as the authoritative preparing, the human asset the executive's framework upholds all workers in their development reasonably and straightforwardly. This prompts robust group development rather than ostensible gatherings inside the association for different undertakings, just as office explicit errands and jobs. Staff: 2.3.1. Employee skill level vs. business goals Dabur India Ltd has an adequate number of workers utilized across its worldwide tasks. Representatives for various occupation jobs and positions are recruited inside just as remotely – relying upon the desperation and the ability levels required. Given this, it is seen that Dabur India Ltd has representatives who are talented according to the necessities of their work jobs and positions. All representatives are given in-house preparing to acclimate themselves with the Company and its qualities. Outer preparing alongside in-house preparing is accommodated ability level improvement. All work jobs and positions are intended to work with the accomplishment of business objectives. In that capacity, the worker expertise level at Dabur India Ltd is adequate to accomplish the business objectives of the Company. 2.3.2. Number of employees Dabur India Ltd has utilized an enormous number of workers. The quantity of workers shifts from one country to another according to the prerequisites and necessities of the business and activities. The worldwide group of Dabur India Ltd - is a comprehensive one that acknowledges and empowers variety and works in synchronization with individuals to guarantee fulfillment of

business objectives. The colleague sand representatives are the main piece of business accomplishment for Dabur India Ltd ion. 2.3.3. Gaps in required capabilities and capacities Dabur India Ltd has a prominent framework for distinguishing likely necessities of abilities and capacities concerning the association. The human asset capacity of the business has an orderly cycle that adjusts any remaining divisions to determine potential opportunities or ability holes. Given the idea of the need, the human asset office masterminds enrollments that might be lasting or authoritative, just as orchestrates instructional courses if need be for the current labor force. 2.4. Skills 2.4.1. Employee skills Dabur India Ltd has an excellent labor force with high abilities and limits. All representatives are selected dependent on their legitimacy and capabilities. Dabur India Ltd highly esteems employing the best experts and prepping them further to develop and advance. 2.4.2. Employee skills vs. task requirements Dabur India Ltd has characterized undertakings and occupation jobs and recruits and prepares workers for ability levels appropriately. The Company guarantees that all its work prerequisites are met and that representatives have the adequate abilities to play out their separate positions as per the qualities and culture just as the business objectives and procedure of Dabur India Ltd. 2.4.3. Skill management Dabur India Ltd gives specific consideration to upgrading the abilities and limits of its workers. It orchestrates standard preparation and workshops – inside just as remotely figured out how to provide development and improvement freedoms to its representatives. Dabur India Ltd centers around close to home just as expert development for its representatives and works appropriately with them. 2.4.4. Company's competitive advantage The human asset is one of the center upper hands of the Company. The abilities of representatives are grown explicitly for work jobs and necessities at Dabur India Ltd and give a

cutthroat advantage to the Company – where players can't mirror worker abilities or prepare. This makes an exciting and non-substitutable ability for Dabur India Ltd. COMPANY 2: GODREJ CONSUMER PRODUCTS LIMITED SWOT ANALYSIS: Strength ● Product Profile: GCPL is a popular FMCG business with a large variety of goods. Over 600 million people use Godrej products every day. The brand range of the business means that it serves several different customers. ● Competitive Advantage: GCPL has an excellent competitive advantage in many categories. GCPL is an industry pioneer in hair colours, insecticides, soaps, and liquid detergents. GCPL appears to be a leading name in the soap group. ● Brand Power: Understanding the need for a powerful brand identity, GCPL has built strong labels such as Good Knight, Godrej No.1 and Cinthol. Because of good promotion and delivery campaigns, GCPL brands have been received well and enjoy high brand recognition. ● Product Innovation: GCPL is still innovating. This GCPL to make improvements in quality, cost reduction, packaging improvements and higher efficiencies. ● Foreign Footprint: GCPL has a solid foreign footprint. GCPL is on the hunt for foreign markets to boost its sales sources. Foreign sales accounted for around 47.5% of GCPL’s overall revenue. ● Distribution Network: GCPL has a strong distribution network of 142 Stockists, 3175 sub stockists and 33 C&F Agents. The company has a coverage of 6.5 Lakh retailers in India. The Sales Team of Godrej Consumer Products Limited has about 250 employees across the country. ● Good ROI: GCPL is relatively successful at the execution of new products, and it generates good profits through its existing business and established products. The company is generating a good return on its investments. ● Good Training for its Employees: Through training and development programmes, can acquire High-level personal skills. ● GCPL Inc is providing continuous training and development of its employees, resulting in an enthusiastic and motivated team. ● Research and Development: GCPL has a separate Research and Development Department. GCPL invests a lot of money in the Research and Development of New Products, where design thinking is also added.

Weaknesses ● Increasing Product Cost: One of the major problems faced by GCPL as a brand is an increase in the cost of transport, labour, and other distribution and operating costs. That naturally affects the pricing of the product. ● Less Earning due to Competition: A lot of competition means more and more price discounts, and therefore lower margins result in price struggles. This competition is an overall problem for the Godrej Consumer products market. ● Rural Market Penetration: The rural penetration of GCPL is much less due to the lack of awareness of the importance of consumer products in rural areas and the comparatively higher price of products compared to rural products. Opportunities ● Increasing Global Presence: GCPL joined the worldwide marketplace. GCPL can tap global markets of developed and developing countries to expand its presence and generate more revenue. ● Acquisition: GCPL is accelerating its growth by acquiring global and local companies. This helps the company’s business penetration. ● Increasing Spending Power: With a rise in buying power and improving lifestyles, the personal care sector is projected to develop. There would be a positive effect on the personal care industry due to the rise in demand for personal care goods. ● Social Media Marketing: Social Media Marketing and Online Marketing is creating good opportunities for the company. Threats ● Consumer piracy: Brand security is impaired by the existence of counterfeit goods. In the Indian market, spurious goods impact a large portion of revenue. ● Intense Competition: Competition is so high that brands defend their core strength and attack competitors’ weaknesses. GCPL is also facing fierce competition from other brands. ● Changing Prices: Changing Prices by competitors can be a significant threat to the company. ● Government Rules and Regulations: Government rules and regulations can be a major threat and can directly or indirectly affect the business of GCPL. ● Raw Material Prices: Rising raw material prices can threaten GCPL profitability.

● Imported Products: Increases in minimum wages and prices of imported products in China could spell a severe threat to GCPL. ● Macroeconomic Factors: Because of the volatile world financial markets, GCPL is exposed to volatile international macroeconomic indicators. McKinsey 7s model: 1. Hard elements The complex elements of the model contain strategy, structure and systems. The hard elements of the model are easily identified, more tangible in nature, and directly controlled and influenced by the management and leadership of the organisation. 1.1 Strategy 1.1.1 Clearly defined The strategic direction and the comprehensive business strategy for Godrej Consumer Products Ltd are clearly defined and communicated to all the stakeholders and employees. This clarity helps the organisation guide actions, manage performance, and devise different tactics that coordinate with the business strategy. Moreover, the business strategy's communication and definition also make operations for Godrej Consumer Products Ltd aligns the responsibilities and more transparent actions of the organisation. 1.1.2 Guiding behaviour for goal attainment The tactical direction for Godrej Consumer Products Ltd is also crucial in helping the business, staff, employee, guide, and stakeholder behaviour towards the attainment and achievement of the plans. With correspondent to the business strategy, SMART Goals are set with short and long term limits. The business strategy helps employees decide strategies and behaviours for attaining the set plans and goals to assist the business to grow. 1.1.3 Competitive pressures Godrej Consumer Products Ltd B's strategy also takes into consideration the competitive pressures and activities of competitors. The process addresses these competitive pressures through suggestive measures and actions to address competition via strategic tactics and activities that ensure sustainability to Godrej Consumer Products Ltd via adapting to market changes and evolving consumer trends and demands.

1.1.4 Changing consumer demands An essential aspect of the strategy at Godrej Consumer Products Ltd is that it considers the changing consumer trends and demands and the evolving consumer market patterns and consumption behaviour. These changing demands are an important part of the strategic direction at Godrej Consumer Products Ltd. It allows the organisation to remain competitive and relevant to its target customer class and enables the organisation to identify demand gaps in the customer market. The company then tactically addresses these gaps through product offerings and marketing activities, which give the company success and leading-edge over other patterns in the market. 1.1.5 Flexibility and adaptability The strategy at Godrej Consumer Products Ltd is flexible and adaptable. Flexibility and adaptability is an important aspect of the strategic direction, and strategy setting at Godrej Consumer Products Ltd B. Rigidity in strategy leads a company and a business to become inactive and block advancement and progression with evolving changes in the consumer markets. With flexibility and adaptability, Godrej Consumer Products Ltd is not only able to benefit from quickly reacting and responding to changing consumer patterns globally but is also able to domestically and culturally adapt its products via localisation for different countries and regions. Moreover, the company can proactively predict consumer market changes and devise strategic changes accordingly to meet the market trends. 1.2. Structure 1.2.1 Organisational hierarchy Godrej Consumer Products Ltd Learning and progressive organisations have a flattering organisational hierarchy that they support. With lower managerial levels in between and more access to the senior management and leadership, the employees feel more secure and confident and have upper access to information. Moreover, the flatter hierarchy also allows rapid decision-making processes for Godrej Consumer Products Ltd and increases organisational commitment in the employees. 1.2.2 Inter-Departmental coordination Godrej Consumer Products Ltd has high coordination between different departments. The company's departments often form inter-department groups for projects and tasks that require considerable expertise. All coordination between different departments is organised and

effective. Godrej Consumer Products Ltd has a systematic process for initiating and monitoring coordination between departments to ensure smooth work operations, goal attainment and processes. 1.2.3 Internal team dynamics Godrej Consumer Products Ltd encourages team-oriented tasks and teamwork. Where jobs require personal attention and scope, the company also assigns personal responsibilities and job tasks. However, all employees at Godrej Consumer Products Ltd are expected to be group players who can work well with and through other team members and get along well with other people. The teams at Godrej Consumer Products Ltd support all members and work in sync with synergy towards achieving the broader team objectives and aim under the Godrej Consumer Products Ltd designed strategy and values. 1.2.4 Centralization vs decentralization Godrej Consumer Products Ltd has a hybrid structure between centralisation and decentralisation. Like many progressive organisations, Godrej Consumer Products Ltd broadly supports decentralised decision making. Job roles at Godrej Consumer Products Ltd are designed to be carried out with responsibility, and employees often set their own goals with mutual coordination and understanding with the supervisors. However, Godrej Consumer Products Ltd is also centralised in ensuring that supervisors oversee and approve the various efforts and strategy that employees choose to align with the organisational strategy and values. 1.2.5 Communication Godrej Consumer Products Ltd has a developed and intricate system for ensuring communication between employees and different managerial levels. The communication systems at Godrej Consumer Products Ltd enhance the overall organisational structure. The systematic, defined, and organised communication allows an easy flow of information and ensures that no administrative tasks and goals are compromised because of a lack of communication or misunderstandings.

1.3 Systems 1.3.1 Organisational systems in place Godrej Consumer Products Ltd has defined and well-demarcated systems to ensure that the business operations are managed effectively and that there are no clashs or disputes. The systems at Godrej Consumer Products Ltd are primarily departmental and include, for example: - Supply chain management - Human resource management - Finance - Marketing - Public Relation Management - Operations - Strategic leadership - Sales 1.3.2 Defined controls for systems Each of the defined and demarcated structures at Godrej Consumer Products Ltd has designed tools and methods to evaluate performance and goal attainment. These controls and measures are explicitly designed in different departments based on their tasks and responsibilities. Moreover, each department also creates specific controls for members for performance evaluation, as well as for inter-departmental duties and responsibilities. 1.3.3. monitoring and evaluating controls Godrej Consumer Products Ltd continuously evaluates its systems over the designed control. This monitoring of the performance is ongoing and continuous. This is done mainly through informal discussions and observation. Feedback to overall department heads and employees is informally given regularly as and when is mandatory. Formal assessment of performance is also conducted semi-annually or quarterly, depending on the need and the urgency of the projects and assigned tasks. This is a legal process that supervisors and managers undertake to identify performance lags and suggestive means of improvement. 1.3.4 Internal processes for organisational alignment Godrej Consumer Products Ltd also has unique processes and methods for ensuring that all departments and systems within the organisation are aligned and working in harmony towards the more important business goals and targets. This is made possible by providing that all systems design and work towards plans and goals specific to their skill under the broader

business vision and strategy. Moreover, the strategic leadership at Godrej Consumer Products Ltd also ensures that all systems are allocated with resources and set specific goals to achieve similar business goals in any particular period. Soft Elements The soft elements of McKinsey 7s model, in turn, include skills, staff, shared values and strategy. These elements are less tangible and are more influenced by the organisational experience. As such, the management does not have to directly control or influence them. These elements are also difficult to describe and directly identify – but are equally important for an organisation's success and improved performance. 2.1 Shared values 2.1.1 Core values The core values at Godrej Consumer Products Ltd are defined and communicated to foster a creative and supportive organisational structure that will allow employees to perform optimally and enhance their motivation and organisational commitment. The core values at Godrej Consumer Products Ltd include, but are not limited to: - Trust - Be Bold - Create Delight - Own It - Be Humble - Show Respect The Godrej Consumer Products Ltd business also ensures that all its activities and operations are conducted with high ethical and moral standards redefined and benchmarked against international criteria. 2.1.2 Corporate culture Godrej Consumer Products Ltd encourages an inclusive culture that celebrates diversity. The company has an international presence and spread across different countries; as such, Godrej Consumer Products Ltd ensures that its organisational culture supports variety and has internal policies to reduce incidences of discrimination. The corporate culture at Godrej Consumer Products Ltd also encourages creativity and innovation allowing independence for growth to individuals and groups –thus helping them refine their careers as well as personalities. Lastly, the corporate culture at Godrej Consumer

Products Ltd also has a supportive leadership that works towards increasing job satisfaction and employee motivation by giving way to visibility and accessibility. 2.1.3 Task alignment with values Godrej Consumer Products Ltd ensures that all its job work and responsibilities are aligned with the core values that the organisation propagates. This means that all activities and strategic tactics employed by Godrej Consumer Products Ltd will reflect its core values and not deviate from them. This is to ensure a steady and reliable brand image, as well as ethical organisational culture. In the event of organisational change, the company will continue to ensure that all change management processes and methods incorporate the core values. The corporate culture is consistently maintained and systematically changed if need be. 2.2 Style 2.2.1 Management/leadership style Godrej Consumer Products Ltd has a participative leadership style. Through a participative leadership style, Godrej Consumer Products Ltd can engage and involve its employees in managerial decisions and decision-making processes. This also allows the leadership to oftenly interact with the employees and organisational groups to identify any potential conflicts for resolution and feedback regarding strategic tactics and operations. Through its participative leadership, Godrej Consumer Products Ltd can enhance employee motivation and increase organisational commitment and ownership amongst employees and stakeholders. 2.2.2 Effectiveness of leadership style The leadership style is highly effective in achieving the organisational goals and vision of the organisation. Employees feel to be active members of organisations who are valued for their suggestions, feedback, and input. Moreover, through participative leadership, leaders and managers can identify current and potential conflicts within the Godrej Consumer Products Ltd organisation and actively resolve. 2.2.3 Cooperation vs competition GCPL's encouraging and supportive organisational culture, Godrej Consumer Products Ltd gives way to internal collaboration and cooperation between employees, teams, systems and departments. This cooperation and collaboration at Godrej Consumer Products Ltd are essential since its operations are spread of global responsibilities and tasks within the company often require inter-departmental input and review. However, with increased expansion and synergy,

the business also regularly forms project groups which functions efficiently and effectively because of the cooperative and collaborative culture within the Godrej Consumer Products Ltd organisation. 2.2.4 Team vs groups Godrej Consumer Products Ltd has practical and functional teams and works internally to achieve its various business goals and objectives and complete tasks. The organisation's management is encouraging and supportive and the leadership provides a motivating and pragmatic vision. The human resource management system and the organisational training support all employees in their growth fairly and have transparency. This initiates effective team formation instead of nominal groups within the organisation for various projects and department centric roles and tasks. 2.3 Staff 2.3.1 Employee skill level vs business goals Godrej Consumer Products Ltd has a sufficient number of employees employed across its global operations. Employees for different job roles and positions are hired internally and externally – depending on the urgency and the skill levels required. Based on this, it is seen that Godrej Consumer Products Ltd has employees who are skilled as per the requirements of their job roles and positions. All employees are given in house training to familiarise themselves with the company and its values. External training along with in-house training is provided for skill level enhancement. All job roles and positions are designed to facilitate the achievement of business goals. As such, the employee skill level at Godrej Consumer Products Ltd is sufficient to achieve the company's business goals. 2.3.2 number of employees Godrej Consumer Products Ltd has employed a large number of employees. The number of employees varies from country to country as per the requirements and needs of the business and operations. The global team of Godrej Consumer Products Ltd is an inclusive one that accepts and encourages diversity and works in synchronisation with members to ensure business goals. The team members and employees are the most crucial part of business success for Godrej Consumer Products Ltd B.

2.3.3 Gaps in required capabilities and capacities Godrej Consumer Products Ltd has a well-defined system for identifying potential needs of capabilities and capacities for the organisation. The human resource function of the business has a systematic process that aligns all other departments with identifying potential vacancies or skill gaps. Based on the nature of the need, the human resource department arranges for recruitments that may be permanent or contractual and organise training sessions for the current workforce. 2.4 Skills 2.4 Employee skills Godrej Consumer Products Ltd has a commendable workforce with high skills and capacities. All employees are recruited based on their merit and qualifications. Godrej Consumer Products Ltd prides itself on hiring the best professionals and grooming them further to facilitate growth and development. 2.4.2 Employee skills vs task requirements Godrej Consumer Products Ltd has defined tasks and job roles and hires and trains employees for skill levels accordingly concerning those. The company ensures that all its job requirements are met and that employees have the sufficient skills to perform their respective jobs by the values and culture and the business goals and strategy of Godrej Consumer Products Ltd B. 2.4.3 Skill management Godrej Consumer Products Ltd pays particular attention to enhancing the skills and capacities of its employees. It arranges regular training and workshops – internally and externally managed- to provide growth and development opportunities for its employees. Godrej Consumer Products Ltd focuses on personal and professional growth for its employees and works accordingly with them. 2.4.4 Company's competitive advantage Human resource is one of the core competitive advantages of the company. Employees' skills are explicitly developed for job roles and requirements at Godrej Consumer Products Ltd and provide a competitive benefit to the company – where players cannot imitate employee skills or training. The advantage creates a unique and non-substitutable competency for Godrej Consumer Products Ltd B.

COMPANY 3 : HINDUSTAN UNILEVER LIMITED SWOT ANALYSIS: Strength ● High brand visibility : From soaps to water purifiers to food items, HUL has established brands in all domains. Being a market leader in about 10+ consumer categories and having large assortments, HUL has shaped the lives of 1.3 billion people on a daily basis. HUL occupies the large shelf space of grocery and departmental stores which itself explains the acceptance/demand of their products in the market. ● Market Leader in FMCG industry : According to Nielsen data tw out of three Indian consumers use HUL products. To emerge as a market leader in the Indian market, HUL has used a targeting approach. ● Strong social media presence: HUL has over million of followers across Facebook, Instagram And Twitter which are the three prominent social media platforms. It has maintained a high level of customer engagement through these platforms. ● Innovative: Hindustan Unilever Research center (HURC),Mumbai and Unilever Research India(HURI), Bangalore ,both the research facilities were bought together in a single site in Bangalore in 2006.Employees in these facilities are continuously working and developing innovations in products & manufacturing processes which is helping the HUL to set it as front-runner in the FMCG market. ● High brand awareness: Over the ages, HUL has collaborated with popular personalities for their advertisements which has helped HUL create a positive word of mouth. This has also helped them in social acceptance of their products which is intelligently targeted and meant for different income groups. ● Extensive and automated delivery chain: I. Direct Coverage through common stockists within a town of population under 50000 people. II. Indirect coverage: The targets were villages closer to broader commercial markets. III. Streamline: Taking advantage of the rural wholesale market to enter markets which are inaccessible by road. IV. Shakti project: It targeted the very small villages (2000 population) & tapped into pre-existing women’s SHG (self-help groups).. Based on their accessibility & business opportunities, markets have been segmented. ● With employees from different ethnic , racial, cultural and educational backgrounds,the company has a diverse workforce, which helps the organization bring in various ideas and methodologies to do things.