Future Readiness : A comparison between HUL,P&G and ITC

Presented by:
Sai Harshith Jada 2411085
Nishank Malik 2411111
Vedant Dalal 2411131
Mayank Kumar 2411128
Hitarthi Pandya 2417012
Souradeep Ghosh 2317038
 Company Profile
Established In 1985

4000+ Employees

7 Manufacturing Sites

3,918 Cr Revenue, 22% operating profit margin

 Future-ready Strategy

• Project Shiksha • Whisper Health Program • Water Strategy

• Strengthening Education • Ariel #SEETHESIGNS | • Leveraging Solar Energy

Infrastructure #SHARETHELOAD
• Pledge to be ‘Net Zero’ by
• Bridging Invisible Learning • Inclusion for STEM fields & 2040
Gaps LGBTQ+ community
• Collecting, Processing and
• Empowering Marginalized • #WeSeeEqual Summit & Recycling Plastic Packaging
Communities gender equality on site Waste
 Product Innovation & Maintenance
R&D Investment and Focus Areas R&D Spend of P&G vs Competitors : World Scale
 Significant investment leveraging
global technology.
 Focus on cost-effective, high-quality
R&D Investment solutions.
 P&G’s cumulative R&D spend in the
world is 1.6x of its largest competitor

 Sustainability: Zero manufacturing

waste at Goa plant, renewable energy
initiatives.
 Advanced Materials: Enhanced
Focus Areas New Product Developmental Process
product performance with innovative
materials.  Concept Generation: Innovative
 Consumer Insights: Localized ideation and consumer panels.
research and feedback integration. Developmental  Consumer Testing: Rigorous
Stages protocols and local adaptation.
Partnerships Collaborators  Market Launch: Strategic rollouts
with localized campaigns.

• Continuous improvement and

Methodologies technology adaptation for efficiency.

• Whisper Hygiene + Comfort: Enhanced

Community Innovation in AI based Healthcare absorbency and comfort.
Recent Successes • Vicks ZzzQuil: Addressing sleep
Projects Education Learning Tools Enhancements
disorders with high adoption rates.
 HUL: Company Profile and Overview

Values and Principles Company Structure

• History of over 90 years in India, guided by core • Board of Directors : Ultimate authority responsible
values and emphasis on responsible behaviour for strategy, management and overall governance
• Integrity and Transparency • Board Committees : Specialized committees such as
• Trusteeship Audit and Nomination to handle specific
• Accountability governance aspects
• Sustainability • CEO & MD : Responsible for operations and
• Continuous review and benchmarking to global execution of Board’s strategy
standards • Total of 12 directors : 1 Chairman (Non-
• In compliance with law Independent, Non-Executive), 8 Independent
Directors and 3 Executive
• Mr. Rohit Jawa appointed as CEO & MD effective
June 27, 2023
HUL: Commitment to Sustainability
Commitment to Sustainability Strategic Priorities and Performance
• HUL's purpose: To make sustainable living • Brand Superiority: Investment in providing
commonplace superior products across 16 FMCG categories to
• Commitment: Sustainable growth while maintain market leadership
minimizing environmental impact • Premiumization: Strategic focus on premium
• Fundamental Pillars: categories, like beauty & personal care brands
i. Improve the health of the planet such as Simple and Love Beauty & Planet
ii. Improve people’s health, confidence, and well-being • Key Initiatives:
iii. Contribute to a fairer, more socially inclusive world i. Rapid growth in e-commerce, D2C, and digital platforms
• Key Strategies: ii. Investment in digital capabilities like the e-B2B app
i. Embedding sustainability into the multi-stakeholder Shikhar and various D2C platforms capturing ~30% of
model. demand digitally
ii. Multi-year, time-bound commitments in vital areas iii. Focused on market making and premiumisation, with
categories like Bodywash and skincare doubling in size
over the past 4 years
iv. Commitment to sustainable sourcing and water
management initiatives through Hindustan Unilever
Foundation (HUF)
HUL Progress to Future-Readiness
Achievements and Ongoing Initiatives Market Risks and Opportunities
• Significant Progress (FY 2023-24): • Principal Risks:
i. CO2 emissions reduced by 98%, Water usage by 47% since i. Brand preference - changing consumer tastes and
2008 increased competition
ii. Total waste generated from factories reduced by 58% ii. Legal & Regulatory compliances with evolving regulations
iii. Supply chain disruptions due to geopolitical uncertainty
• Sustainable Sourcing: and cost fluctuations
i. 94% of paper and board in packaging from sustainable
sources • Emerging Opportunities:
ii. 81% of tomatoes and 79% of tea sourced sustainably i. Growing channels of future – leveraging e-commerce, B2B
solutions, modern trade
• Innovative Collaborations: ii. Strategic initiatives – expansion of digital distribution
i. Collaboration with chemical companies for near-zero models
emissions synthetic soda ash production iii. Investments in high-growth segments including health,
ii. Supplier Climate Programme for emissions reduction and hygiene, digital-first brands
support iv. ESG focus, climate action and social responsibility

• Plastic and Waste Management:

i. Commitment to using more recycled plastic
ii. Initiatives to create a circular economy for plastic
packaging
HUL: Product Innovation and Goals

• Social Impacts: • Innovations and R&D:

i. ‘Water for Public Good’ programme since 2010 to i. ‘Re-Imagine HUL’ for embedding technology across
creating over 3.2 trillion litres of water conservation operations
potential ii. Agile Innovation Hub, Supply Chain Nerve Center,
ii. Project Shakti – Empowering rural women automated warehouses
iii. Project Prabhat – positively impacting nearly 10 million iii. Flexible working models and investments in talent
people around HUL factories development
• Future Goals: • Sustainability and Health:
i. Continued reduction in environmental footprint i. Expansion of health-focused product lines
ii. Expansion of sustainable sourcing practices ii. Aiming for 100% sustainable sourcing, reducing plastic
iii. Enhancement of community and social initiatives usage
iv. Ongoing innovation in product packaging and resource iii. Growth in nutrition drinks, clean plant-based beauty and
management personal care products
 ITC Profile Overview
• Established in 1910 – Known as Imperial Tobacco Company
• Employees - 49,824
• Chairman & Managing Director - Sanjiv Puri – Dec’15-Now

• Other Prominent Brands

 Product Innovation & Maintenance
• Sustainability • Focus Areas

• ITC Hotels
 ITC’s Next Strategy

Multiple Drivers of Innovation and R&D Supply Chain

Growth

• Enhancing • Drives purposeful • Ensure Product

leadership of core and agile Freshness
businesses. innovation. • Enhances agility
• Scaling up • Fulfils consumer and
emerging needs through responsiveness
categories. superior offerings.
• Reduces cost of
• Incubating new • Provides a servicing proximal
ideas for future competitive edge markets.
horizons. to ITC’s business.
 ITC’s Next Strategy

Digital Sustainability 2.0 Cost Agility &

Productivity

• Mission DigiArc, • Support Sustainable • Import Substitution.

next-gen smart Livelihoods. • Vertical Integration.
digital arch. • Fight Climate Change. • Accelerated Digital
• AI/ML with CoE in • Protect and restore Adoption.
Industry 4.0. biodiversity. • Integrated good
• Advanced Analytics • Transition to net zero manufacturing and
and Data Sciences. economy. logistics.
• 6th Sense Marketing • Ensuring water • Augment renewable
Command centre. security for all. energy.
 ITC’s e-Choupal Initiative
ITC's eChoupal revolutionizes Indian agriculture by addressing fragmented farms, weak
infrastructure, and numerous intermediaries, aiming for a sustainable and efficient supply chain.

Launch: 2020 | Coverage: 4 million farmers in 35,000 villages across 10 states.

Infrastructure Solutions: Solar power, VSAT, mobile kiosks, and local content
caching.
Value Chain Model in Action Future Plans:
Enhancement
•IT Integration: Village kiosks •Expansion: Extend to
•Unshackling Potential: (Sanchalaks) provide weather 15 states, incorporating
Breaks the cycle of low updates, market prices, and micro-credit, health,
productivity and low farm practices.
and education services.
investment, boosting •Direct Market Access:
competitiveness. Reduces intermediaries, lowers •Choupal Pradarshan
transaction costs, and ensures
•Virtuous Cycle: fair pricing for inputs and Khet: Offers advanced
Promotes higher outputs. agri-extension services
productivity, incomes, •Real-Time Data: Enhances to improve productivity
and rural demand, driving decision-making and aligns for over 1.1 million
production with market demand.
economic growth. farmers.