KEEPING THE SPIRITS HIGH

For HUL, a motivated workforce leads to multiple advantages and the consumer giant is banking on that to bolster growth

- KRISHNA GOPALAN

THE FIRST THING that a chuffed Anuradha Razdan tells you is that she has completed 25 years at FMCG major Hindustan Unilever Ltd (HUL). She passed out from the prestigious XLRI in Jamshedpur in 1999 and joined HUL as a management trainee. She has been there since. And to be fair to Razdan, a steady career path has helped her a great deal. In these years, she has grown from a management trainee to Executive Director (HR) and CHRO, HUL & Unilever South Asia. And since we met her in late April, it has been announced that she would now move to a global role as Unilever’s Chief Reward & Organisation Development Officer.

“The enduring parts of our culture have not changed and one of that is to be boringly consistent,” she says. HUL is a very large organisation (it ended FY24 with a revenue of ₹62,707 crore and a net profit of ₹10,282 crore), and has an enviable set of brands under its umbrella. According to Razdan, HUL is an employer of choice at the Top 20 B-school campuses in India. “People want to be a part of a winning business, and we’re one,” she says proudly.