Sanjiv Mehta

For ten years I led the Unilever business in India and South Asia. During these ten years, South Asia delivered exceptional growth becoming the prime growth engine for Unilever, improved its profit margins on an average by over 80 bps per annum and strengthened its capabilities and business model. It regained / retained its employer of choice status in each of the countries. In Hindustan Unilever which is a listed public company, the market capitalisation during these ten years went up by five folds to Rs 6.2 trillion equivalent to USD 76 billion making it the fifth most valuable company in India. Unilever in South Asia during this period made significant strides in its social and environmental agenda. The gender quotient in management went up from 18% to 45% with a clear line of sight to parity in the next few years. The number of 'Shakti Ammas' ( micro entrepreneurs in rural India) went up 4X to 200K generating a business of half a billion dollars. The effort to create water potential in thousands of villages resulted in a cumulative water savings of 2.6 trillion litres which is equivalent to the drinking water needs of the entire country for two years. Harnessing its deep managerial strength it created several 'Suvidha' centres in the slums of Mumbai which enable quality sanitation, laundromat and drinking water facilities for the slum dwellers and giving them a life of dignity. For the last few years it collected more plastic waste from the streets of India than the plastic used in its packaging of finished goods. Two key components of its executed strategy during this period i.e. 'Winning in Many India's' which recognised the heterogeneity of India and used the principle of de-averaging and 'Re-imagining Hindustan Unilever' which harnessed data and technology to build new moats and capabilities were made into Harvard Business School Case Studies.

Unilever - NAME (North Africa and Middle East) is a large multi country business spanning 20 countries in the region. It is one of the major FMCG companies in the region with leading market positions in several categories and marketing brands many of which are household names in the region. My initial task was to organize this newly formed 'multi-country organization' harnessing scale whilst retaining intense 'go to market' focus. I led the Company successfully during a period of extreme geo-political challenges in the region accelerating top line growth, enhancing profitability, winning competitively, building talent & capabilities and embedding Unilever's sustainable living plan. In 2013, Unilever Egypt was awarded Unilever's prestigious 'Compass' award.

Unilever Philippines is one of the largest and most respected FMCG companies in the Philippines. In a short but exciting tenure the growth was restored to double digit, profitability improved and with strong gains in market shares. The highlight was wresting market leadership in the Shampoo category from its arch rival....a very significant and decisive victory in the history of the Company. In this year the Philippines business was awarded the coveted Unilever award of 'Serve, Grow and Deliver' acknowledging its all round superior performance.

During this period Unilever Bangladesh was transformed into a leading and most respected consumer goods company in the country. Strong double digit growth was delivered in each of the 5 years breaking the 20% growth barrier in 2005 and 2006. The business improved its competitivness with strong market share gains and the business model was transformed with significant improvement in the profitability. Unilever Bangladesh became recognised as the most respected company in the country in an independent survey and widely acknowledged as a 'jewel in the crown' of Unilever.

This was a period when a business with weak fundamentals which was not growing and losing market shares was turned around. As the Functional Director on the Board heading the Finance, Buying & logistics functions the strategic direction of the business was changed, the supply chain was made into a competitive weapon, costs were dramatically reduced to fuel investments behind the brands, the portfolio was strengthened and the business put on the path to sustained, competitive & profitable growth.

In 1992, the Unilever business in the Arabian peninsula came onshore. This was a period of consolidation & rapid expansion into new categories. As the Commercial Manager of Gulf Operations, Group Commercial Manager and later Commercial Head of HPC it was exciting to build a business. HPC Division which was barely making profits was turned around into a highly profitable and fast growing business.

Union Carbide was the first job where worked in different functions & roles including Internal Audit, Finance Head of Chemicals and Plastics Division, Head of Corporate Accounting and Finance, Manager Business Analysis & the last stint was as Sales Head of Bombay Branch which was an integrated Branch selling consumer products (Eveready products) & Industrial Products