Build capabilities of our people
Our focus is - Every Day Great Execution. HUL achieves this by adopting an all-encompassing approach:
- profiling challenging roles
- building capabilities to keep ahead of short term needs
- developing future leadership in their current roles
Different processes and systems have been set up to ensure that the above are delivered in the context of a rapidly changing environment.
Our Standards of Leadership
This defines the dynamics that, we believe, are absolutely vital for our people to be successful which in turn culminates into overall business success. These are six standards around which leadership is built:
- Real accountability
- Global mindset
- External orientation
- Action not debate
- Build superior talent
- Team alignment
Building sensitivity to the dynamics of real India:
HUL Sankalp: In its 75th year, HUL employees committed to volunteer one hour for everyday that HUL has been in this country which added up to 27,375 hours of volunteering. To implement this, HUL started an initiative called
HUL Sankalp which shared the social, economic, environmental & developmental canvas of India with HUL employees & opened avenues to make a difference to the society.
In 2008, the final tally of volunteering hours exceeded the HUL Sankalp commitment by over 70% with HUL employees contributing over 49,000 hours.
Rural Programme for Managers
Building capabilities for rural India in order to strengthen the distribution and availability of medicines at the PHC level, an initiative was piloted partnering the Department of Heath and Zilla Parishad, Nasik. To take these initiatives forward, HUL seconded management trainees to spend 16 weeks to understand the present system and identify its strength and possible gaps with regard to the supply chain management of medicines.
The idea was to co-create a model jointly in finding and analysing those gaps and lead towards a sustainable and achievable solutions.
Vindhya Valley Project
In order to strengthen the distribution and availability of medicines at the PHC level, an initiative was piloted partnering the Department of Heath and Zilla Parishad, Nasik. To take these initiatives forward, HUL seconded management trainees to spend 16 weeks to understand the present system and identify its strength and possible gaps with regard to the supply chain management of medicines.
The idea was to jointly analyse the gaps and co create a model that would lead towards a sustainable and achievable solution.
