Hindustan Unilever Limited and Disclosure Requirements) Regulations, 2015, we are enclosing herewith a copy of the Sandra (E), Mumbai - 400 001 Mumbai - 400 051 Dear Sir, Sub: Investor Presentation Pursuant to Regulation 30 of the Securities and Exchange Board of India (Listing Obligations presentation to be made at CLSA Investor Conference 2018 at Hong Kong today. Sandra - Kurla Complex, You are requested to take the above information on record. Thanking You. Yours faithfully, Executive Director (Legal & Corporate Afgairs) and Company Secretary DIN: 00050516 / FCS No. 3354 For Hindustan Unilever Limited Dalal Street, Rotunda Building, P.J. Towers, Unilever House Stock Code: BSE: 500696 B D Sawant Marg Chakala, Andheri East Mumbai 400 099 Tel: +91 (22) 3983 0000 Web: www.hul.co.in 12th September, 2018 CIN: L15140MH1933PLC002030 NSE: HINDUNIL VR , G Block, /SIN: INE030A01027 BSE Limited, National Stock Exchange of India Ltd Corporate Relationship Department, Exchange Plaza, 5th Floor, 2nd Floor, New Trading Wing, Plot No. C/1 ev Bajpai
RE-IMAGINING HUL CLSA INVESTOR CONFERENCE | 12 SEP 2018 Sanjiv Mehta, Chairman & Managing Director
SAFE HARBOUR STATEMENT This Release / Communication, except for the historical information, may contain statements, including the words or phrases such as ‘expects, anticipates, intends, will, would, undertakes, aims, estimates, contemplates, seeks to, objective, goal, projects, should’ and similar expressions or variations of these expressions or negatives of these terms indicating future performance or results, financial or otherwise, which are forward looking statements. These forward looking statements are based on certain expectations, assumptions, anticipated developments and other factors which are not limited to, risk and uncertainties regarding fluctuations in earnings, market growth, intense competition and the pricing environment in the market, consumption level, ability to maintain and manage key customer relationship and supply chain sources and those factors which may affect our ability to implement business strategies successfully, namely changes in regulatory environments, political instability, change in international oil prices and input costs and new or changed priorities of the trade. The Company, therefore, cannot guarantee that the forward looking statements made herein shall be realized. The Company, based on changes as stated above, may alter, amend, modify or make necessary corrective changes in any manner to any such forward looking statement contained herein or make written or oral forward looking statements as may be required from time to time on the basis of subsequent developments and events. The Company does not undertake any obligation to update forward looking statements that may be made from time to time by or on behalf of the Company to reflect the events or circumstances after the date hereof. 2
RAPID PACE OF CHANGE : LAST 5 YEARS Market Disruptions & Climate Consumers & Context Extremities Competition Market Growth GST: Biggest Tax Growing affluence reform in India and aspirations 481Mn 2012 2013 2014 2015 2016 2017 Foods safety Rapid increase in Urban – Rural Growth 130Mn Internet and mobile usage Demonetization of 86% currency in 2012 2017 circulation No. of Internet users In India* 2012 2013 2014 2015 2016 2017 Increased competitive Urban Rural Floods and Droughts intensity Rural Growth subdued till 2017 3 *Source : IAMAI
PERFORMANCE IN THE LAST 6 YEARS Net Sales EBITDA Market Capitalization ~$1.9bn ~$573 Mn ~$37bn* added^ added added All nos compared with FY’11 -12 which is reinstated to reflect key IND AS accounting impact 4 ^Not adjusted for GST accounting impact & hence the net sales number looks deflated *Difference in market capitalization converted to USD based on rate as of 7 th Sep 2018
A FEW EXAMPLES OF CONSISTENT HIGH PERFORMANCE Laundry Hair Care Tea 5
LAUNDRY – LAST 6 YEARS Turnover Profitability 1.8 X 3.7 X Consistent Growth in Topline & Bottom line 6 All nos are basis internal management reporting & compared with FY’11 -12
HAIR CARE – LAST 6 YEARS Market Share Turnover 1.9 X ~700bps Consistent delivery on all fronts powered by strong portfolio 7 All nos are basis internal management reporting & compared with FY’11 -12. Market share increase is as of MAT July18
TEA – LAST 6 YEARS Turnover Profitability 1.8 X 2.0 X No. 1 Tea Company in India 8 All nos are basis internal management reporting & compared with FY’11 -12
BEING RECOGNISED # 3 Company globally Economic Times – #8 Globally and Corporate Citizen of Best Performing for building leaders Company of the year #1 in India the year Unilever Business 2014 2015 2018 2018 2014 ‘Dream Employer’ for 9 years in a row among top Indian universities 9
HUL SHARE PERFORMANCE Performance vs Indices Market Capitalization HUL $ 12 $ 49 4.1 X billion billion 2012 Current* BSE FMCG HUL among the top 5 most valuable companies in India* BSE SENSEX 2011 2012 2013 2014 2015 2016 2017 2018 Markets rewarding our Consistent, Competitive, Profitable and Responsible Growth 10 USD to INR conversion rate used as of 7 th Sep 2018 *Based on market capitalization as of 7 th Sep 2018
THE WORLD AROUND US IS CHANGING.. With dramatic disruptions … A 20 word tweet can start a revolution today ! 11
IT’S AN AGE OF CHANGE AND DISRUPTION There is a thrill of Changing family dynamics Millennials / Gen Z purpose Digital disruptions Globally connected but Uncertainties and Volatility reshaping business models there is a search for are the new normal authenticity 12
AND HENCE THERE IS A NEED FOR... Consumer Centricity Speed & Agility Digital Connectivity Being Glocal 13
FMCG CONTINUES TO BE A BIG OPPORTUNITY IN INDIA INDONESIA PHILIPPINES CHINA INDIA ~ 5X INDIA US$ 29 ~2X INDIA ~4X INDIA PER CAPITA FMCG CONSUMPTION To tap this big opportunity, we need more money in the hands of more people i.e. Inclusive Growth 14 Source: Nielsen as of MAT March’18
MARKETS SHOWING EARLY SIGNS OF REVIVAL Rural vs Urban Rural vs Urban Tailwinds Currency & Crude value growth volume growth Good monsoon 1.5X 1.3X 1X 1X Increasing MSP* 2013 Q218 2013 Q218 Upcoming elections Rural Growth Indexed Rural Growth Indexed Urban Growth Urban Growth Rural growth on an upward trajectory; Gradual improvement in demand 15 * MSP : Minimum Support Price Source: Nielsen
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RE-IMAGINING HUL Re imagining our - Re imagining our - Re imagining our - Re imagining magic - trade channels structure portfolio in marketing Re imagining the - Re imagining fuel for - Re imagining culture - value chain growth of the organisation 18
RE-IMAGINING HUL Re imagining our - Re imagining our - Re imagining our - Re imagining magic - trade channels structure portfolio in marketing Re imagining the - Re imagining fuel for - Re imagining culture - value chain growth of the organisation 19
INDIA IS A HETEROGENOUS COUNTRY Differential category Different media Diverse Varied affluence adoption habits demographics levels Multiple languages LSM 7+ = 9% nationally Mobile internet penetration: Market share in adjacent 8 Major religions (Range of 5-48%) Rural- 18%*; Urban- 59%* states also not the same 20 *A report published jointly by the Internet and Mobile Association of India (IAMAI) and KANTAR- IMRB: March’18
WINNING IN MANY INDIAS (WiMI) WiMI in action Distinctive strategy at a cluster level Madhya Pradesh, Empowered Cluster Chhattisgarh, Rajasthan Heads enabling faster decision making closest to Customized product the point of action propositions & media deployment 14 Consumer for every cluster Clusters 21
CCBTs: 15 MINI-BOARDS IN ACTION Building a stronger sense of empowerment & ownership Multi functional Merger of Brand Development representations in CCBTs & Brand Building Customer Marketing Development Supply Finance Chain Research & Development Responsible for delivering in-year P&L 22 *CCBT: Cluster Category Business Teams
LIBERATING THE MANAGEMENT COMMITTEE TO FOCUS ON LONGER TERM GOALS Build new Greater focus on Explore Inorganic Coach & Mentor business models talent & capabilities growth opportunities CCBTs 23 *CCBT: Cluster Category Business Teams
RE-IMAGINING HUL Re imagining our - Re imagining our - Re imagining our - Re imagining magic - trade channels structure portfolio in marketing Re imagining the - Re imagining fuel for - Re imagining culture - value chain growth of the organisation 24
STRENGTHENING THE CORE Offering multiple Focus on driving Constantly Focused SKUs at value additions penetration & innovating and cluster level to Making the core across the core weighted renovating the address demands more aspirational portfolio distribution core of all Indias 25
CREATING CATEGORIES OF THE FUTURE Opportunities to premiumize and up trade; huge headroom to grow India Nascent Category Penetration % 20 Up- Trading 1 Consumption Hand Wash* Body Wash* Dishwash Soups* Conditioner Washing Body Lotion Face Wash Instant Coffee Liquids Liquids Hair Penetration 26 Source: IMRB As of MAT June’18 (Urban + Rural) ; *Urban only
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