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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.
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.
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.
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. Our deep roots in local cultures and markets around the world give us our strong relationship with consumers and are the foundation for our future growth. We will bring our wealth of knowledge and international expertise to the service of local consumers - a truly multi-local multinational.
the communities we touch. our people. began an era of marketing branded Fast Moving Consumer Goods (FMCG). In 1931. visitors to the Kolkata harbour noticed crates full of Sunlight soap bars. we believe. creating long-term value for our shareholders. and our business partners Company profile Past Milestones In year 1888. This is our road to sustainable. Unilever set up its first Indian subsidiary. Soon after followed Lifebuoy in 1895 and other famous brands like Pears. To succeed also requires. .Our long-term success requires a total commitment to exceptional standards of performance and productivity. the highest standards of corporate behaviour towards everyone we work with. With it. embossed with the words "Made in England by Lever Brothers". Vanaspati was launched in 1918 and the famous Dalda brand came to the market in 1937. and the environment on which we have an impact. profitable growth. and to a willingness to embrace new ideas and learn continuously. to working together effectively. Lux and Vim.
Unilever acquired Lipton in 1972. Unilever now holds 52 . The erstwhile Brooke Bond's presence in India dates back to 1900. These three companies merged to form HUL in November 1956. and in 1977 Lipton Tea (India) Limited was incorporated. Pond's (India) Limited had been present in India since 1947. It joined the Unilever fold through an international acquisition of Chesebrough Pond's USA in 1986. the company had launched Red Label tea in the country. The erstwhile Lipton's links with India were forged in 1898.10% equity in the company. Brooke Bond & Co. followed by Lever Brothers India Limited (1933) and United Traders Limited (1935). always in line with Indian opinions and aspirations. Removal of the regulatory . The liberalisation of the Indian economy. Brooke Bond joined the Unilever fold in 1984 through an international acquisition. started in 1991. Since the very early years. The rest of the shareholding is distributed among about 360. India Limited was formed. In 1912. By 1903. HUL has vigorously responded to the stimulus of economic growth.675 individual shareholders and financial institutions. HUL offered 10% of its equity to the Indian public. clearly marked an inflexion in HUL's and the Group's growth curve.Hindustan Vanaspati Manufacturing Company. being the first among the foreign subsidiaries to do so. The growth process has been accompanied by judicious diversification.
1993. and its factory represents the largest manufacturing investment in the Himalayan kingdom. Lakme Unilever Limited. formed a 50:50 joint venture. Unilever Nepal Limited (UNL). Lakme Limited. In one of the most visible and talked about events of India's corporate history. Subsequently in 1998. which markets Huggies Diapers and Kotex Sanitary Pads. Detergents and Personal Products both for the domestic market and exports to India. HUL formed a 50:50 joint venture with the US-based Kimberly Clark Corporation in 1994. . The UNL factory manufactures HUL's products like Soaps. effective from April 1.framework allowed the company to explore every single product and opportunity segment. In 1995. acquisitions and mergers. acquisitions and alliances on the Foods and Beverages front. Lakme Limited sold its brands to HUL and divested its 50% stake in the joint venture to the company. The 1990s also witnessed a string of crucial mergers. HUL and yet another Tata company. without any constraints on production capacity. HUL has also set up a subsidiary in Nepal. to market Lakme's market-leading cosmetics and other appropriate products of both the companies. the erstwhile Tata Oil Mills Company (TOMCO) merged with HUL. Simultaneously. Kimberly-Clark Lever Ltd. deregulation permitted alliances.
the company entered into a strategic alliance with the Kwality Icecream Group families. the government . benefits from scale economies both in domestic and export markets and enable it to fund investments required for aggressively building new categories. Speciality Chemicals and Exports businesses. in a historic step. two plantation companies of Unilever. In 1993. the erstwhile Brooke Bond acquired Kothari General Foods.In 1992. with effect from January 1. enabling greater focus and ensuring synergy in the traditional Beverages business. By the end of the year. The internal restructuring culminated in the merger of Pond's (India) Limited (PIL) with HUL in 1998. Finally. were merged with Brooke Bond. Brooke Bond India and Lipton India merged to form Brooke Bond Lipton India Limited (BBLIL). The two companies had significant overlaps in Personal Products. Tea Estates and Doom Dooma. In January 2000. As a measure of backward integration. In 1995 the Milkfood 100% Icecream marketing and distribution rights too were acquired. with significant interests in Instant Coffee. besides a common distribution system since 1993 for Personal Products. Then in July 1993. BBLIL merged with HUL. it acquired the Kissan business from the UB Group and the Dollops Icecream business from Cadbury India. 1996. The two also had a common management pool and a technology base. 1994 witnessed BBLIL launching the Wall's range of Frozen Desserts. The amalgamation was done to ensure for the Group.
The mission that inspires HUL's over 15. it has been recognised as a Golden Super Star Trading House by the Government of India.13718 crores. HUL acquired the Cooked Shrimp and Pasteurised Crabmeat business of the Amalgam Group of Companies. They endow the company with a scale of combined volumes of about 4 million tonnes and sales of nearly Rs." HUL meets everyday needs for nutrition. hygiene. a leader in value added Marine Products exports Present Stature Hindustan Unilever Limited (HUL) is India's largest Fast Moving Consumer Goods company. thereby beginning the divestment of government equity in public sector undertakings (PSU) to private sector partners. HUL is also one of the country's largest exporters.000 employees. HUL acquired the government's remaining stake in Modern Foods.300 managers. including over 1. It is a mission HUL shares with its parent company. touching the lives of two out of three Indians with over 20 distinct categories in Home & Personal Care Products and Foods & Beverages.decided to award 74 per cent equity in Modern Foods to HUL. HUL's entry into Bread is a strategic extension of the company's wheat business. look good and get more out of life. . In 2003. and personal care with brands that help people feel good. In 2002. is to "add vitality to life.
Kissan. Pond's. HURC and the Global Technology Centres in India have over 200 highly qualified scientists and technologists. Close-up. HUL's distribution network. HUL has traditionally been a company. and now has facilities in Mumbai and Bangalore. Brooke Bond.000 redistribution stockists. They are manufactured over 40 factories across India.000 suppliers and associates.Unilever. The operations involve over 2.675 individual shareholders and financial institutions. and . KnorrAnnapurna. women empowerment. which holds 52. tea. It is also involved in education and rehabilitation of special or underprivileged children. detergents. Surf Excel. Lux. care for the destitute and HIV-positive. HUL's brands . The rest of the shareholding is distributed among 360. HUL believes that an organisation's worth is also in the service it renders to the community. and water management. branded staples. and about 250 million rural consumers. which incorporates latest technology in all its operations.3 million retail outlets reaching the entire urban population. covering 6. Kwality Wall's – are household names across the country and span many categories . Rin. personal products.like Lifebuoy. Fair & Lovely.soaps. ice cream and culinary products. The Hindustan Unilever Research Centre (HURC) was set up in 1958. coffee. HUL is focusing on health & hygiene education. Wheel.10% of the equity. Clinic. comprising about 4. Sunsilk. Pepsodent. Lakme. many with post-doctoral experience acquired in the US and Europe.
the company embarked on an ambitious programme. Shakti aims to have 100. and creating access to relevant information through the iShakti community portal. Shakti.000 villages. The program now covers 15 states in India and has over 45. reaching out to 100. thereby improving their livelihood and the standard of living in rural communities. In 2001.6 million people in approximately 43890 villages of 8 states. The vision is to make a billion Indians feel safe and secure. Through Shakti. Shakti also includes health and hygiene education through the Shakti Vani Programme. HUL is also running a rural health programme – Lifebuoy Swasthya Chetana.000 women entrepreneurs in its fold. HUL is creating micro-enterprise opportunities for rural women. touching the lives of over 600 million people.000 plus villages and directly reaching to 150 million rural consumers. If Hindustan Unilever straddles the Indian corporate . HUL has also responded in case of national calamities / adversities and contributes through various welfare measures. By the end of 2010. most recent being the village built by HUL in earthquake affected Gujarat.rural development. The programme endeavours to induce adoption of hygienic practices among rural Indians and aims to bring down the incidence of diarrhoea. and relief & rehabilitation after the Tsunami caused devastation in South India.000 Shakti entrepreneurs covering 500. It has already touched 84.
Board of Directors Harish Manwani Chairman Nitin Paranjpe CEO and Managing Director D. Sundaram Vice Chairman and CFO .world. it is because of being single-minded in identifying itself with Indian aspirations and needs in every walk of life.
Sanjiv Kakkar Director Dhaval Buch Director D. Prahalad Director Professor . Parekh Director C. S. K.
Narayan Director R. Mashelkar Director . A. Ramadora Director A.S.
It is the Company's endeavour to continue to achieve highest governance levels. The HUL Code of Business Principles reflects the Company's commitment to these principles. The Company's foundation has therefore been rooted to stringent Corporate Governance principles. At Hindustan Unilever. transparency and accountability are the cornerstones for good governance. we believe that the principles of fairness. It is the Company's endeavour to continue to achieve highest governance levels. the Company is in full compliance with the norms and disclosures.CORPORATE GOVERNANCE Hindustan Unilever Limited believes that for a Company to be successful. The Company's foundation has therefore been rooted to stringent Corporate Governance principles. As regards the compliance with the requirements of Clause 49 of the Listing Agreement with the Stock Exchanges. . we believe that the principles of fairness. it must maintain global standards of Corporate Conduct towards all its stakeholders. The HUL Code of Business Principles reflects the Company's commitment to these principles. transparency and accountability are the cornerstones for good governance. At Hindustan Unilever. it must maintain global standards of Corporate Conduct towards all its stakeholders. Hindustan Unilever Limited believes that for a Company to be successful.
knowledge and experience.As regards the compliance with the requirements of Clause 49 of the Listing Agreement with the Stock Exchanges. The total strength of the Board of Directors of the Company is 10 Directors comprising a NonExecutive Chairman. BOARD OF DIRECTORS The Board of Directors of the Company represents an optimum mix of professionalism. The Audit . COMMITTEES OF THE BOARD Audit Committee The Audit Committee of the Company is entrusted with the responsibility to supervise the Company’s internal control and financial reporting process. four Executive Directors and five Non-Executive Independent Directors. the Company is in full compliance with the norms and disclosures.
Remuneration and Compensation Committee The Remuneration Committee is vested with all the necessary powers and authority to ensure appropriate disclosure on the remuneration of whole-time Directors and to deal with all the elements of remuneration package of all such Directors within the limits approved by the members of the Company. The Compensation Committee administers the stock option plan of the Company. non-receipt of shares. Shareholder/Investor Grievances Committee The Committee specifically looks into redressing of investors’ complaints with respect to transfer of shares.Committee also looks into controls and security of the Company’s critical IT applications. The Committee also monitors and reviews the performance and service standards of the Registrar and Share Transfer Agents of the Company and . non-receipt of declared dividends and ensure expeditious share transfer process.
. committee for allotment of shares under ESOP to raise the level of governance as also to meet the specific business needs.provides continuous guidance to improve the service levels for investors. Other Functional Committees Apart from the above statutory committees. the Board of Directors have constituted other functional committees such as committee for approving disposal of surplus assets of the Company.
10 YEARS RECORD .
(HUL) is committed to meeting the needs of customers and consumers in an environmentally sound manner. Accordingly. through continuous improvement in environmental performance in all our activities. Reduce Waste. Verify compliance with these standards through regular auditing. conserve Energy and explore opportunities for reuse and recycle. . introduce and maintain environmental management systems across the company to meet the company standards as well as statutory requirements for environment. Management at all levels. which are scientifically sustainable and commonly acceptable. Develop.The Environment Policy Hindustan Unilever Ltd. is responsible and will be held accountable for company's environmental performance. jointly with employees. 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. HUL's aims are to: Ensure safety of its products and operations for the environment by using standards of environmental safety.
Quality polices Quality is fundamental to our Business Success Unilever’s mission is to meet everyday needs for nutrition. 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. we need to consistently deliver branded products of excellent quality. Work in partnership with external bodies and Government agencies to promote environmental care. look good and get more out of life. Involve all employees in the implementation of this Policy and provide appropriate training. hygiene and personal care with brands that help people feel good. To win consumers’ confidence and loyalty. increase understanding of environmental issues and disseminate good practice. And a key requirement is building in the quality expectations of our consumers into our products. 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. And by applying consistently high standards. Provide for dissemination of information to employees on environmental objectives and performance through suitable communication networks. we’re able to do things right first .
Comprehensive management procedures are in place to mitigate risks and to protect our consumers and markets. Our Quality Policy describes the principles that everyone in Unilever follows. manufacture and supply products that are safe. of excellent quality. The drive for quality. This is at the very heart of our innovation process.time. and conform to the relevant industry and regulatory standards in the countries in which we operate. cut waste. wherever they are in the world. We have stringent mandatory quality standards in place against which compliance is verified through regular audits and self assessments. reduce costs and drive profitability. translating their needs and requirements into our products and services. and the high standards we set. the quality of our brands and products. • 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. thus creating consumer value wherever we position our products. is a passion reflected in our brand . • Putting consumers and customers at the heart of our business We actively engage our consumers and customers. to ensure that we are recognised and trusted for our integrity. Principles of the Quality Policy • Putting the safety of our products and our consumers first. in all that we do. These standards ensure we design.
promote transparency and share best practice. manufacturing and customer service processes and is also expected of our business partners. Water Conservation and Harvesting HUL's Water Conservation and Harvesting project has two major objectives: a. We partner with stakeholders to provide leadership. We provide appropriate training and resources.development. And we’ve forged effective working relationships with suppliers and contract manufacturers. Reuse. We regularly measure and improve our performance using both internal and external measures. b. and will ensure that we deliver our quality objectives and targets. and to anticipate and develop future quality capability requirements. We actively promote our Quality Policy and have a quality assurance organisation in place to ensure consistency and visibility of quality standards. help adjacent villages to implement appropriate models of . to reduce water consumption in its own operations and regenerate sub-soil water tables at its own sites through the principles of 5R .Reduce. Recycle. processes and performance indicators across all Unilever businesses at all levels. and we’re setting a benchmark for the business. Recover and Renew. • 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.
A simultaneous benefit is saving in energy that otherwise would have been consumed in drawing.watershed development. Seven years back the . An attendant benefit will be reduction in the consumption of energy that would have been spent in converting and using that water.HUL's energy consumption per unit of production has come down by 61% since 1996. Through a series of technology innovations and novel processing routes HUL has reduced its ground water consumption by over 50%. thereby renewing sub-soil water tables. Water management is a focus area for all HUL factories. HUL has also applied technologies that recycle effluent water after treatment – 70% of HUL sites are now zero discharge sites. Rain water falling on factory premises is accumulated in ponds. Water scarcity is one of the biggest crisis facing India in terms of spread and severity. pumping or converting water into steam . and has engaged in community projects in water adjacent to manufacturing sites.Reverse Osmosis Plants and Solar Evaporation Ponds to name a few. The Khamgaon soap factory is located in a dry and arid region of Maharashtra and gets limited rainfall. Since 2003. The support to communities in developing watersheds will help in the economic development of areas adjacent to HUL sites. Water conservation and harvesting in HUL's own operations will help conserve and regenerate this scarce resource. Water conservation has been made one of the key performance indicators of an HUL factory. HUL is also committed to extending its efforts on water management to the larger community. There are many other measures . all HUL sites have begun to harvest rain water.
near the Silvassa site. The initiative received appreciation at the Johannesburg World Summit on Sustainable Development. 6000 running metres of continuous contour trenching over 100 hectares and a permanent check dam. HUL has extended the model to a neighbouring village. At Karchond village. In association with an NGO. 1600 trenches. There has also been a remarkable improvement in the quality of soil. which aims to dramatically change water availability. and 11 smaller ones at different water run-off points. Parkhed. government bodies and communities adopt this widely. thereby significantly increasing their incomes. HUL's Silvassa manufacturing hub (in the Union Territory of Dadra & Nagar Haveli) too has embarked on a long-term project of water harvesting. and significant conservation of water. About 30.000 saplings have been planted since 2003. The 5-hectare green belt is now a veritable forest of about 6300 trees. The efforts have resulted in the creation of a green belt. Villagers are now able to collect water and utilise it for irrigation post monsoon. in association with the TERI and the Bharatiya Agro Industries Foundation. Seven of them are on a river running through the village. The community at Parkhed has already constructed 47 percolation bunds. This has enabled the community to sow a second crop.factory started a pilot on 'Watershed Management' on a 5hectare plot to prevent soil degradation and conserve water. Vanrai. taking it up to year-round availability from 4 months at present. This has been documented in a booklet. so that industry. the community has built 42 bunds since 2003. Through an Integrated Village . including over 1400 ornamental plants and over 600 fruitbearing plants. which is the only visible green patch in the area. 'Greening Barrens'. Encouraged by the results.
The Hosur Coffee Factory has set an example in low-cost water harvesting methods. According to a study done by the London School of Hygiene and Tropical Medicine. Simultaneously. the project's ambit also includes alternate income-generating activities through SHGs. The programme of watershed management is being progressively extended to other factories. forestry management. Orissa) with the objective of spreading awareness about the importance of washing hands with soap. nutrition. The need for a program of this nature arose from the fact that diarrhoeal diseases are a major cause of death in the world today. West Bengal. Maharashtra. It is estimated that diarrhoea claims the life of a child every 10 seconds and one third of these deaths are in India. Another example is the Yavatmal Personal Products Factory. LBSC was initiated in media dark villages (in UP. HUL's vision is to continuously innovate technologies to further reduce water consumption and further increase conservation in its operations.Development Programme. wherever required. HUL sites will progressively help communities. Bihar. education of children. MP. the simple practice of washing hands . which has worked with the Social Forestry Department of the Maharashtra Government to improve subsoil water table in the area. to develop watersheds Health & Hygiene Education Lifebuoy Swastya Chetna (LBSC) is a rural health and hygiene initiative which was started in 2002.
with soap and water can reduce diarrhoea by as much as 47%. medical practitioners. It demonstrates that “visible clean is not really clean” thereby proving the importance of washing hands with soap. In the initial phase. village community representatives. We launched our Lifebuoy Swasthya Chetna initiative keeping this rationale in mind. However.e. LBSC is a multi-phased activity which works towards effecting behaviour change amongst the rural population it touches. i. a "Glo-germ demonstration" and a quiz with attractive prizes to reinforce the message are used. A number of tools such as a pictorial story in a flip chart format. The first interaction with students is then replicated with the women and finally the rest of the community. school teachers etc. Lifebuoy saw a role for itself in propagating the message of hygiene and health in villages. the campaign has been divided into various phases. which is crucial in order to effect awareness and behaviour change in favour of hand wash hygiene. As stated above. The programme has touched 27000 villages and 80 mn people over the last four years. Being India’s leading personal wash health brand. The various stages reinforce the message and learnings. It targets children as they are the harbingers of change in society and mothers since they are the custodians of health. ignorance of such basic hygiene practices leads to high mortality rates in rural India. The "GloGerm demonstration" is a unique tool to make unseen germs visible and emphasize the need to use soap to wash hands and kill germs. In 2006 alone LBSC contacted . a Health Development Facilitator (HDF) and an assistant initiates contact and interacts with students and influencers of the community.
At any point of time. The objective in supporting Asha Daan was and continues to be to share the organsation's prosperity in supporting the Mother's mission of serving the "poorest of the poor". This on-going project is committed to spreading the message of health and hygiene and touching more lives in rural India over 2007. MP. Asha Daan has been set up on a 72. and the destitute. destitute men and women and HIV-positive patients. physiotherapy and. . a home in Mumbai for abandoned. HUL bears the capital and revenue expenses for maintenance. The destitute and the HIVpositive are provided with food. Subsequently. Happy home Special Education & Rehabilitation Under the Happy Homes initiative. challenged children. Asha Daan: The initiative began in 1976. shelter and medication for the last few days of their lives.10. corrective surgery. upkeep and security of the premises.000 villages in UP. Jharkhand and Bihar. The needs of the abandoned challenged children are also met through special classes of basic skills. when HUL supported Mother Teresa and the Missionaries of Charity to set up Asha Daan. Asha Daan has also become a home to the HIV-positive. it takes care of over 300 infants. HUL has opened schools for challenged children with a sharper objective of supporting families of such children. helping the children become self-reliant by learning appropriate skills to be productive members of the household. if possible. in the heart of Mumbai city. Over the years.500-square feet plot belonging to HUL. HUL supports special education and rehabilitation of children with challenges.
aged between 5 and 15 years. being taught self-help skills. vocational and recreational activities to over 35 children with a range of challenges. including sight or hearing impairment. brooms made out of coconut leaves. and 3 girls have been provided employment as creche attendants. wrapping papers. These physically and mentally challenged children are taught skills. a centre for special education of challenged children.Ankur: In 1993. it has covered about 28 children. It has also moved to normal schools 18 children. including self-employment for 6 children by providing them with shops. candles. Anbagam: . weaving. HUL's Doom Dooma Plantation Division set up Ankur. embroidery. cerebral palsy and severe learning difficulties. painting. The centre has 17 children. fancy stationery. greeting cards. The centre takes care of children with challenges. polio related disabilities. About 12 of the children have become relatively self-reliant by earning through crafts learnt at the centre. The focus of Kappagam is the same as that of Ankur. bamboo crafts. and also some home care products. napkins. Since inception. The centre has rehabilitated 10 children. It has 17 children. stitching. Kappagam ("shelter"). etc depending on their aptitudes. such as cookery. was set up in 1998 on HUL Plantations in South India. Kappagam: Encouraged by Ankur's success. useful vocational activities like making of paper covers. the second centre for special education of challenged children. Since inception it has covered about 80 children. Ankur received the Lawrie Group Worldaware Award for Social Progress in 1999 from HRH Princess Royal in London. Ankur provides educational.
Veer Savarkar Marg Dadar. Anbagam ("shelter of love").K. Over 20. 165/166. Email : Executive Director hllshare. Backbay Reclamation Registered Office Mumbai – 400 020 Tel : +91 – 22 – 39830000 Fax no. Chartered Accountants Statutory Auditors 252. has been started in 2003 also in the South India Plantations. : +91 – 22 22026712 Ashok. State Bank Building N.Yet another day care center.N. they too are being taught skills such that they can become self-reliant and elementary studies. Corporate Information Hindustan Unilever Limited.Gupta. Vaidya Marg .000 individuals have benefitted from the Happy Homes initiatives since inception.co (Legal) and m Company Tel nos. Besides medical care and meals. Mumbai.400 028 Solicitors Crawford Bayley & Co. : +91-22Secretary 39832567/ 39832358 / 39832557 Lovelock & Lewes.G. It takes care of 11 children. HUL is wholeheartedly involved with all four centres and will continue to be involved in the future.cmpt@unilever.
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