MAM
Narayan Murthy to join Unilever Board as non exec director
MUMBAI: Unilever, the British parent company of FMCG giant Hindustan Lever announced changes to its board. The company is ready to propose three new non-executive directors for election at the Annual General Meetings in Rotterdam on 15 May and in London on 16 May.
Unilever, in an official statement also said that Infosys Technologies Limited co-founder and Chairman Narayana Murthy will be on the board as a non executive member. Murthy who has led key corporate governance initiatives in India is also a member of the Asia Pacific Advisory Board of BT Group Plc. The other two non executive board members include Genevieve Berger professor of Biophysics and Medical Imaging at Paris University and Hixonia Nyasulu, who also serves as a non-executive director of Sasol Limited and Anglo Platinum and an Advisory Board Member of JP Morgan South Africa.
Chairman of the Nomination Committee Lord Simon said, “Unilever is delighted with these outstanding candidates as they further strengthen the expertise and independence of the Board and, of course, bring diversity of background and experience”.
Unilver chief financial officer Rudy Markham will retire at the Annual General Meeting in May 2007. Markham joined the Board in 1998 as strategy and technology director becoming chief financial officer in 2000. His successor will be announced in due course.
Another retirment on cards is Unilever’s non-executive director and chairman of the corporate responsibility and reputation committee Lynda Chalker. She will be retiring on May 2007 having served three terms of three years. Chalker joined the Board as an advisory director in 1998 becoming a non-executive director in 2004.
Unilever previously announced in January that Michael Treschow will succeed Antony Burgmans as Chairman, following his election to the Board.
Antony Burgmans said, “I would also like to thank Lynda for her wise counsel, particularly her expert knowledge of issues in developing markets. I would also like to welcome Genevieve Berger, Narayana Murthy and Hixonia Nyasulu to the Board. Together their experience and background will be of enormous value to the business.”
Unilever requires all Directors to offer themselves for re-election at the Annual General Meeting each year. The following Directors will be offering themselves for re-election- Leon Brittan, Patrick Cescau, Wim Dik, Charles Golden, Kees van der Graaf, Byron Grote, Ralph Kugler, David Simon, Jean-Cyril Spinetta, Kees Storm and Jeroen van der Veer.
India’s early education sector is growing fast, making preschool franchises a profitable business option for new entrepreneurs. However, success depends heavily on clear budgeting and realistic financial planning in the first year. From initial setup costs to monthly expenses and expected revenue, every detail matters.
This guide breaks down the year 1 costs and explains how long it typically takes to reach break-even and start generating consistent profit.
Initial Investment Breakdown
The initial investment includes the key costs required to set up the centre and prepare it for admissions. For anyone evaluating a preschool franchise in Chennai, this breakdown helps explain where the money goes at the start and supports better financial planning during the launch stage.
Franchise Fee
The franchise fee is usually the first fixed outlay. It may include onboarding, training support, and access to the operating model. This amount should be separated from the premises budget, since it does not usually cover fit-outs, hiring, or local compliance.
Infrastructure Setup
Infrastructure setup often takes a major share of the budget. Interior work, child-safe flooring, washroom changes, classroom partitions, storage, and entry security can all affect the final figure. Costs may also vary depending on whether the property needs basic modification or a full fit-out.
Furniture & Equipment
This includes classroom seating, storage units, play materials, learning aids, outdoor play items, office furniture, and basic technology. A realistic estimate should separate essential purchases from items that can be added later, so the first-year budget stays more controlled.
Monthly Operating Costs
Monthly operating costs are the regular expenses needed to keep the centre running smoothly after launch. While reviewing the overall playgroups franchise cost, these recurring payments are important because they directly affect cash flow and the time taken to reach stable returns.
Rent
Rent is usually the most predictable recurring cost, but it can create pressure if occupancy grows slowly. A Year 1 plan should include security deposits, possible rent increases, and the risk of low enrolment in the early months.
Staff Salaries
Teacher salaries, helper wages, and administration support form the core of monthly expenditure. Payroll planning should consider the minimum staffing needed to run safely and consistently.
Utilities & Maintenance
Electricity, water, internet, cleaning supplies, repairs, sanitisation, and routine upkeep can add up throughout the year. A play school for young children must also plan for regular wear and tear. A small maintenance buffer can help cover these repeated costs.
Revenue Potential in Year 1
Revenue in the first year depends on how the centre earns from admissions and how quickly enrolment improves. A clear view of fee planning and student strength helps in understanding how soon the business may move towards operating balance.
Fee Structure
Revenue depends on how fees are structured across admission charges, tuition, activity components, and other school-related collections. It is equally important to map when payments are received, since cash flow timing can influence working capital during the first year.
Student Capacity
Student capacity plays a central role in the profit timeline. A centre may open with room for more children than it can initially enrol, so profitability often depends on how quickly seats are filled. Fixed costs begin immediately, while revenue builds gradually, which is why some centres reach monthly break-even earlier than others.
Conclusion
A good year-1 budget for a play school franchise should balance setup expenses, monthly commitments, and the likely pace of admissions. The key issue is not only the opening spend, but how long the centre can operate before enrolment supports recurring costs. When each cost item is mapped clearly, the profit timeline becomes easier to assess, and financial decisions become more measured from the outset.
