India’s leading FMCG companies adopted markedly different workforce strategies in FY26, with Hindustan Unilever (HUL) and Dabur India reporting a decline in permanent employee headcount, while Tata Consumer Products and Marico expanded their workforce.
According to a Rediff analysis of annual report disclosures, HUL’s permanent workforce fell from 6,604 employees in FY25 to 5,898 in FY26, a reduction of 706 employees. Dabur India also reported a decline, with its permanent employee strength dropping from 5,343 to 4,770, a decrease of 573 employees.
Despite the reduction in headcount, both companies reported higher employee pay. HUL recorded a 6.08 per cent increase in median employee remuneration during FY26, while Dabur reported a 7.7 per cent rise.
The report noted that a decline in permanent employee numbers does not necessarily indicate layoffs, as workforce changes may also result from attrition, retirements, restructuring or other organisational factors.
In contrast, Tata Consumer Products expanded its permanent workforce by 479 employees, taking its employee strength from 4,079 to 4,558 during the year. The company also recorded the highest increase in median remuneration among the five FMCG companies at 12.1 per cent.
Marico also reported workforce expansion, with permanent headcount increasing from 1,908 to 1,983 employees, alongside a 6.33 per cent increase in median remuneration.
Nestlé India presented a relatively stable picture. While its permanent workforce declined marginally from 8,419 to 8,382 employees, its total workforce increased slightly to 8,680, and median remuneration rose 7.3 per cent.
Industry experts cited in the report attributed the evolving workforce mix partly to increasing investments in automation, AI-driven analytics, digital technologies and supply chain modernisation. However, the available data does not establish automation as the direct reason for workforce reductions at any individual company.
The FY26 figures suggest that while employee compensation continued to rise across the FMCG sector, companies pursued different workforce strategies based on their business priorities, growth plans and operational requirements.
