Group assignment mgt103 topic unilever company analysis

FPT UNIVERSITY- CAMPUS HO CHI MINH


GROUP ASSIGNMENT [MGT103]

TOPIC: UNILEVER COMPANY ANALYSIS
Course: MGT103
Name of group member
1. Nguyễn Hoàng Gia
2. Đặng Minh Đức
3. Trương Bửu Ân
4. Trần Ngọc Khánh Linh
5. Lê Khánh Linh
6. Phan Thị Trúc Phương

Group members:
Code

SS170368
SS170362
SS170301
SS170174
SS170170

SS170400

Contribution (%)

100%
100%
100%

100%
100%
100%

Thành phố Hồ Chí Minh, 7/2022

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TABLE OF CONTENTS
I. INTRODUCTION............................................................................................................... 3
II. ORGANIZATION’S ENVIRONMENT OF THE UNILEVER....................................3
1. The external environment...........................................................................................3
1.1. The general environment........................................................................................ 3
1.1.a The Economic Dimension..................................................................................3
1.1.b The Technological Dimension.......................................................................... 3
1.1.c The Political- Legal Dimension.........................................................................4
1.2. The task environment..............................................................................................4
1.2.a Competitors....................................................................................................... 4
1.2.b Customers.......................................................................................................... 5
1.2.c Suppliers............................................................................................................ 5
1.2.d Regulator........................................................................................................... 5
1.2.e Strategic Partner............................................................................................... 5
2. The internal environment .......................................................................................... 6
2.1. Owners.................................................................................................................... 6
2.2. Board of Directors...................................................................................................6

2.3. Employees .............................................................................................................. 7
III. OVERVIEW OF UNILEVER.........................................................................................7
1. Visions...........................................................................................................................7
2. Goals..............................................................................................................................7
3. Culture.......................................................................................................................... 7
4. Organizational structures........................................................................................... 8
IV. THE BUSINESS SITUATION OF UNILEVER COMPANY..................................... 9
V. IDENTIFY AND ANALYSE SOME PROBLEMS THE COMPANY HAS
ENCOUNTERED................................................................................................................. 10
1. The challenges/ difficulties/ barriers the company has encountered.................... 10
2. How the company handles them and the results.....................................................10
VI. HOW IS UNILEVER CURRENTLY MANAGING HUMAN RESOURCES.........11
1. Attracting Human Resources................................................................................... 11
1.1. Human Resources Planning.................................................................................. 11
1.2. Recruiting employees............................................................................................12
1.3. Selecting employees..............................................................................................12
2. Training and Developing Human Resource............................................................ 12
2.1. Change HR Department to Strategic Partnerships Department............................ 13
2.2. Plan to train human resources at Unilever............................................................ 13
VII. CONCLUSION............................................................................................................. 15

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I. INTRODUCTION
- Unilever Plc (Unilever) is a manufacturer and supplier of FMCG. The company's product

portfolio includes food, beauty and personal care products, beverages, home care products,
vitamins, minerals and supplements. Unilever has three main businesses: beauty and personal
care; food and beverage; and home care. And the chief executive officer is Alan Jope (CEO).
They have 148,000 people around the world. There are more than 400 brands in over 190
countries.
- Unilever is committed to making sustainable living the norm, and their logo is a visual
expression of that commitment. The big blue 'U' on their logo stands for Unilever. But look a
little closer and you'll see a lot more. Each symbol in the logo has a rich meaning at its core,
representing an aspect of our business and our aim to make sustainable living popular. Learn
more about all of them below.

II. ORGANIZATION’S ENVIRONMENT OF THE UNILEVER
1. The external environment
1.1. The general environment
1.1.a The Economic Dimension
- The following economic factors influence Unilever's environment generally:
+ Economic Downturn
+ Interest rates
+ Exchange rate
+ Inflation rate
+ Export subsidies
+ Import tariffs
+ Duty regulations
+ Cheap labor
- Besides, Unilever also increases wages and high growth in developing countries. In addition,
it also creates economic stability of developed countries.
(Source: Unilever,(2013))

1.1.b The Technological Dimension
- Technology is essential to the success of gaining a competitive edge and giving

globalization power. For Unilever, they consist of:
+ R&D Activity
+ Informational Technology
+ New machines
+ Innovative products
- Unilever is global leader in research and developments, is convinced that innovations based
on tremendous vitality are essential to achieving sustainable growth. The first Chief Research
and Development Officer was appointed by Unilever in 2008. More than 6000 R&D
professionals merged into one cohesive company. The company invested 927 million euros in

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R&D globally. Five laboratories run by the corporation are located all around the world and
they study fresh ideas and methods to help us create our products. Strong R&D capabilities
provide it a competitive edge.
(Source: Unilever,(2013))

1.1.c The Political- Legal Dimension
- Political and legal aspects of business greatly influence the development of new tactics.
These elements may have an impact on a company's operations, expenses, and product
demand. It contains:
+ Political stability
+ TAX Regulation
+ Trade Regulation
+ Employment Laws

+ Environment Laws
+ Health and safety laws
+ Employment laws
+ Consumer laws
(Source: Unilever,(2013))

1.2. The task environment
1.2.a Competitors
- In an economy, the business itself will not be the only type of business that can satisfy the
needs of customers, so neither should Unilever. The more products, the greater the level of
competition.
 Competitive company
- The competition in the industry of rivals for Unilever is huge and fierce. The company faces
many competitors such as Johnson & Johnson, Procter & Gamble (P&G), Nestlé, Nivea,
Colgate-Palmolive, Kraft Foods, Mars Incorporated,... These are mostly big competitors with
strong financial potential.

 Competition in advertising methods
- In terms of communication, Unilever is given a plus point because of its proximity to the
Vietnamese people through the messages it wants to send on each product. While P&G, the
company is often said to copy TVC from other markets to replay in Vietnam. However, this
has significantly changed the tastes of customers when choosing celebrities in showbiz to
advertise. This increases the closeness to the customer. In addition, the messages conveyed
are becoming clearer and clearer.
- For example:

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P&G Coporation - the father of Pantene - one of the most successful shampoo brands in the
market. This has proven the perfection of the business-advertising strategy. Besides vibrant
and impressive advertising on television and in newspapers, Pantene also successfully applied
non-mass-media advertising. In addition, the product sponsors popular TV shows. That
support has contributed to a huge increase in brand awareness for P&G's Pantene products.

- However, Unilever is not inferior when it owns successful brands such as Sunsilk, Clear,
and Dove, ... They also have attractive advertising business strategies such as compelling and
targeted story-lines factors affecting specific customers.
=> As can be seen, each company has its own way to achieve its goals. Both corporations
have ambitious goals. For P&G, that is adding 1 billion new customers in 2015, while
Unilever plans to double its revenue by 2020 and halve its negative impact on the
environment.
1.2.b Customers
- At market launch, from the first years, Unilever's products have become trusted brands by
many people of all ages, be it individual consumers or Institutional customers. Unilever
knows how to diversify products and provide services to different market segments. That has
made customers have more choices to be more suitable.
1.2.c Suppliers
- Unilever's suppliers are diverse according to each context and corporate values such as . To
achieve long-term and sustainable growth, Unilever has chosen to work with partners who
can share the company's values. The Group has always been responsible for an in-depth
understanding of raw materials, ingredients, value chains, and supply markets. Each value
chain partner plays an important role in creating the value, capabilities that Unilever needs to
deliver the brands and products that consumers and support people's lives and the planet.
1.2.d Regulator
- In 2020, Unilever unified its Group legal structure under a single parent company, Unilever

PLC, creating a simpler company with greater strategic flexibility, that is better positioned for
future success.
A. Regulatory Agencies
- Environmental Protection Agency
- The Securities and Exchange Commission (SEC)
- The Food and Drug Administration (FDA)
- The Equal Employment Opportunity Commission
B. Interest Group
- Preventing Insider Trading
- Anti-Bribery
- Fair Competition, Competitors’ Information and Intellectual Property
1.2.e Strategic Partner

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- With the Ellen MacArthur Foundation, Unilever has extended its strategic alliance for an
additional three years. The partnership will also concentrate on gaining momentum for the
development of a circular economy that includes both fashion and food. The extended
relationship builds on the Unilever Sustainable Living Plan (USLP), which has been in place
for ten years and examines how the company will “ decouple growth from its environmental
impact, while at the same time increasing its positive social impact.”
(Source: Louise Prance-Miles (Jun 12, 2020))

- Unilever’s Partner with Purpose (UPWP) programme, which launched in 2020, is taking
purpose-led partnerships to a whole new level to fuel industry-leading innovations, protect

and regenerate nature and make sustainable living commonplace.
(Source: Page: Unilever)

3. The internal environment
2.1. Owners

(Source: Unilever,(2022))

2.2. Board of Directors
- The Board of Unilever comprises Executive Directors and, in a majority, Non- Executive
Directors.
A. Board committees
- Audit Committee
- Compensation Committee
- Corporate Responsibility Committee
- The Nominating and Corporate Governance Committee
B. Management committees
The Disclosure Committee (comprises the EVP Financial Control, the EVP Finance Markets
& Group Performance Management, the EVP Corporate Strategy, and M&A, the EVP Tax
and Treasury, and the PLC Deputy Secretary. )

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(Source: Unilever,(2022))

2.3. Employees
- Unilever is dedicated to fostering a work environment that values equality, diversity, and
respect for human rights. It also prohibits any forms of discrimination. They will only select,
hire, and advance individuals based on their suitability and aptitude for the job at hand. They
are dedicated to providing all employees with secure and healthy working environments.
Besides, employees are always required to abide by the rules and regulations that are in effect
in the nations where Unilever does business.
(source: Unilever plc, (2016))

III. OVERVIEW OF UNILEVER
1. Visions
- Unilever’s corporate vision is “to make sustainable living commonplace. We believe this is
the best long-term way for our business to grow.” This vision statement puts emphasis on
sustainability, especially among consumers.
( Source: Justin Young, (2017))

- Sustainable living is an important component of Unilever's corporate vision statement. This
component demonstrates the company's attempts to adapt its products to current market
conditions. Unilever, for example, helps consumers achieve their sustainability goals by
designing sustainable home care and personal care goods. According to the company vision,
routine sustainability is the greatest long-term strategy for the firm. Unilever recognizes the
significance of sustainability and other market changes influencing the sector. Furthermore,
the vision statement highlights the company's perspective on sustainability as a means of
sustaining commercial growth. This vision statement is consistent with Unilever's CSR
approach for addressing business stakeholders in the consumer products industry.
2. Goal
- Unilever wants to change the institutions that keep people back by campaigning for new
policies, laws, and social norms that promote health, happiness and greater inclusion for all
parts of society. Our goal with our brands is to effect positive change.
3. Culture

- Unilever is one of the largest consumer goods companies in the global economy. The
growth of this company is tied to its organizational culture and the types of activities and

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policies that leaders have implemented over time. A company's organizational culture,
leadership, and human resources are all interrelated. The company succeeds because of the
overall effectiveness of its leaders in supporting organizational culture improvement.
Unilever's corporate culture contributes to the improvement of other areas, such as
manufacturing and human resources.
- Unilever has a performance culture that prioritizes employee outcomes. This corporate
culture also determines the significance of the criteria or metrics used to assess the needed
output and its appropriateness. The following qualities characterize Unilever's organizational
culture:
+ Focus on performance - individual performance and organizational performance
+ Focus on quality - produce high-quality results in all areas.
+ Efficiency - working efficiently through technology and other tool
- The organizational culture at Unilever is centered on performance and quality. This
corporate culture may be seen throughout the company's long history. The company has
developed from a little start-up to a global behemoth. That success is largely due to Unilever's
organizational culture's ability to instill high performance and quality into the work ethic of
its employees in order to maximize business production.
( Source: Justin Young, (2017))

- Management is essential to the development of Unilever's organizational culture. This

corporate culture has an impact on the structure and practices of human resources. Unilever
strengthens its performance and quality corporate culture through continuous monitoring and
evaluation of executives, as well as dedication and support. Assessment results, for example,
are used to inform HR policies to promote Unilever's organizational culture of performance
and quality. Employee requirements are identified and incorporated into HR program
enhancements. The organization views quality to be a determinant of employee performance
and productivity by reinforcing this culture.
4. Organizational structures
- Unilever's organizational structure is based on product type divisions. The organization is
separated into compounds based on the focus of its products. The corporation, for example,
has a section for personal care items and others for home care products.
- The company will move away from its current matrix structure and will be organized around
five distinct Business Groups: Beauty & Wellbeing, Personal Care, Home Care, Nutrition,
and Ice Cream. Each Business Group will be fully responsible and accountable for its strategy,
growth, and profit delivery globally. To enable Unilever to benefit from its scale and global
capabilities, the five Business Groups will be supported by Unilever Business Operations,
which will provide the technology, systems, and processes to drive operational excellence
across the business. A lean Unilever Corporate Centre will continue to set Unilever’s overall
strategy.
(Source: Unilever - Unilever Simplifies Organization, (2022))

- Management is essential to the development of Unilever's organizational culture. This
corporate culture has an impact on the structure and practices of human resources. Unilever
strengthens its performance and quality corporate culture through continuous monitoring and
evaluation of executives, as well as dedication and support. Assessment results, for example,
are used to inform HR policies to promote Unilever's organizational culture of performance
and quality. Employee requirements are identified and incorporated into HR program
enhancements. The organization views quality to be a determinant of employee performance
and productivity by reinforcing this culture.

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IV. THE BUSINESS SITUATION OF UNILEVER COMPANY
- At the end of July, for the six-month period ending June 30, 2021, Unilever released its
results for the first half of its fiscal 2021 (FY) year. The business posted a net profit of 3.4
billion euros (4.0 billion dollars), down 4.1% from the same time last year. Sales revenue less
discounts, sales tax, and expected profits, which the corporation refers to as "revenue," grew
by 0.3 percent to €25.8 billion over the same time last year (YOY). 1 6 In Europe and Asia,
the word "revenue," often known as "total revenue," is frequently used to refer to revenue.
- Unilever's core sales growth, which excludes the effects of acquisitions, liquidations,
currency fluctuations, and excessive price appreciation in hyper-inflationary nations, was 5.4
percent in comparison to the first half of the year in 2020. Operating profit was 4.4 billion
euros for the time frame, which was a 5.3% decrease from the previous year. Basic non-GAP
operating profit for the first half of 2021 for the firm was 4.8 billion euros, down 4.7% from
the same period last year, after excluding several categories.
- Unilever issued a warning that the COVID-19 pandemic was still having an effect on the
environment in which it operates. The management said that China was returning to normal
but was still below re-pandemic levels and that extended restrictions in India had a substantial
impact in the second quarter but were not as bad as the prior year. Translate. As demand for
domestic food and hygiene goods increased, the company's markets in North America and
Europe were weaker in the first half of fiscal 2021 than they were in the same time of fiscal
2020.

(Source: Greg Mcfarlane, (2018))

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V. IDENTIFY AND ANALYSE SOME PROBLEMS THE COMPANY HAS
ENCOUNTERED
1. The challenges/ difficulties/ barriers the company has encountered
- Unilever is a strong and famous company with popular products in the fields of food, beauty
care, and hygiene for individuals and families. Since its establishment until now, the company
seems to have never encountered any serious difficulties or crises even during the Covid 19
pandemic because of its stable and safe production strategy. But it's also why Unilever faces
some minor challenges internally when it comes to arguing stability and profitability Unilever is under pressure from investors for “focusing on sustainability over financial
performance.”
- According to Reuters, after taking over as CEO, Alan Jope stated that "brands without a
purpose will have no long-term future with Unilever." But a few months later, on quarterly
earnings reports, the company's revenue growth and profit margins were lagging behind its
rivals, and the company's stock had fallen about 13% over the past year. Some investors have
questioned the company's strategy for this reason and the failure of their $68 billion (50
billion pounds) bid for GlaxoSmithKline's (GSK.L) consumer health division. Because of this,
Terry Smith, the CEO of Fundsmith LLP, Unilever's ninth-largest shareholder, accused
management of being "obsessed with publicly displaying sustainability credentials at the
expense of focusing on the fundamentals of the business." In advance of Unilever's results,
Reuters spoke with a dozen investors, despite some controversy, ultimately most investors
praised Jope's sustainability strategy. The company has built the trust and love of consumers
through a parallel plan between manufacturing products and solving environmental and social
issues. Remainers said they hoped Jope would provide more clarity on how to balance this
with financial performance.

2. How the company handles them and the results
- Although there is no official statement about this, Jope has proven his word by maintaining
steady revenue and successfully continuing to maintain the trust and love of Unilever
customers. Also agreeing with Alan Jope, Mr. Do Thai Vuong - Vice President of Sustainable
Development and Communications, Unilever Vietnam, said: “Sustainable development in the
business and manufacturing sectors has always been the focus of the board. Unilever's
leadership towards and commitment to implementation. Unilever's sustainable development
programs always create and increase positive values for the community, helping Unilever
Vietnam maintain its growth momentum and further contribute to the country. As one of the
pioneers in sustainable development, Unilever wishes to share experiences and inspire other
businesses to make sustainable development popular in Vietnam.” When a company wants to
make a stable profit, they need to have sustainability in business, production, and long-term
development.
- For instance, In the campaign "Standing Vietnam" 2020, Unilever has accompanied the
Ministry of Health, the Ministry of Education and Training, and the Central Committee of the
Vietnam Fatherland Front to support more than 1.5 million products from famous brands.
Lifebuoy, Omo, Vim, Cif, Sunlight, Clear, Knorr, P/S,... to 3,000 schools, 110 hospitals,
isolation areas, and 500 central and provincial hospitals nationwide. At the same time,
"Standing Vietnam" also carried out a series of communications on disease prevention,
reaching more than 37 million people across the country. the Hand-washing Station "For a
Healthy Vietnam" Construction Fund also provides 113 free hand-washing stations at piers,
bus stations, markets, and parks... to raise awareness and contribute to Maintaining personal
hygiene for people in public places. Especially, in mid-June 2021, Unilever Foundation
accompanies the Ministry of Health in the communication campaign "5K Dance", launching
creative music products, and transforming 5K messages into melodies and sentences, lively,
memorable choreography, closer to the people, thereby preventing and repelling the Covid-19
epidemic together. This incoming 5K communication campaign has reached more than 61

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million people through media such as newspapers, television, loudspeakers, neighborhood
bulletins, and messages via Zalo…

- Those campaigns have brought Unilever a lot of love from the community and gained an
additional number of loyal and loyal customers. As a result, on December 14, 2020, Unilever
Vietnam received the title of Top 10 sustainable enterprises in Vietnam in 2020, this is the 5th
consecutive year Unilever Vietnam has won this noble title. Because Unilever has met the
standards of the CSI Index, which includes criteria for sustainable development in all three
fields of the economy - society - environment. Mr. Do Thai Vuong, Vice President of
Sustainable Development and Communications at Unilever Vietnam, said that accompanying
the Government to protect and improve the health of the Vietnamese people is one of the
three sustainable development commitments of the Government. Unilever Compass' 10-year
road-map (2021-2030). This proves Jope's saying that all Unilever's activities are aimed at
long-term goals in all Unilever companies and branches worldwide. They have both longterm loyal customers and profit thanks to their sustainable development strategy.

VI. HOW IS UNILEVER CURRENTLY MANAGING HUMAN RESOURCES
1. Attracting Human Resources
1.1. Human Resources Planning
- The main goal of HR at Unilever is to create a positive and favorable environment for
diverse employees. Its strategic plans are to support all the employees and eliminate gender
and racial differences. The management of the company is perfectly aware of the diversity of
its personnel: “Unilever understands the importance of diversity and that’s why it is a critical
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component of our business strategy and an integral part of everything we value and do”. At
Unilever, aspects of corporate identity include such values as history, coping and defense
mechanisms, decision strategies, self-imposed rules and regulations, habits, norms, goals,
attributions, and self-evaluations. Its manifestations include symbols, rituals, ideologies,
language, stories, myths, assumptions, relationships, and humor. The goal of Unilever is to
keep and support this unique corporate culture and positive employee relations.
- For a long time, Unilever has relied on historical ratios as a method of forecasting future
personnel demand. This is a method in which headcounts are considered against issues like
goods produced, clients served or items to be handled per particular employee24. The
operational budget comes in handy in determining the number of employees to be brought
into the organization. However, this method does not anticipate the future well enough. This
has occasioned a general shift to the scenario analysis method. This is a method in which
resource officers do environmental scanning and gather data force-related data. From the
analysis of the data, new workforce scenarios are discerned through brainstorming sessions.
The brainstorming sessions consider possible future scenarios and the change points in
established trends.
1.2. Recruiting employees
- Unilever follows traditional recruitment methods or approaches. The traditional approach to
recruitment involves posting job advertisements in newspapers or on websites. Those
interested in the job sent in written applications which are reviewed before potential
candidates are contacted for interviews or tests. This process is largely costly and timeconsuming. Applications come in many forms and sometimes at an overwhelming rate. Often
sieving through the numerous applications to identify the right applicant is too arduous that
the right applicants are often not given due consideration. In Traditional methods,
interviewees could easily deceive interviewers by telling them what they think the interviewer
wants to hear as opposed to the truth. Interviewers also waste a lot of time on non-qualifying
candidates thus undermining the whole process.

( Source: Business-Essay.com, (2022))

1.3. Selecting employees
- Selection is a latter stage in recruitment, which entails picking one out of many identified
candidates. The main selection methods are unstructured interviews and CV analysis.
Interviewing is the most popularly used selection method. Unstructured interviews lack focus
and are poor at identifying the best candidates for a job or promotion. Structured interviews,
on the other hand, ask job-relevant questions that can considerably improve an employer’s
ability to select the best candidate. This section discusses how JFA (Functional Job Analysis)
can be used to structure an interview so that employees select or promote the right person. It
also shows how to use JFA to present a realistic job preview during the interview, thus
promoting applicant self-selection and contributing to a more satisfied worker.
- There are different forms or types of interviewing. Interviewing can be done directly or
indirectly, individually or in a group. Sometimes interviewing is combined with other
methods such as tests, presentations, and exercises. Depending on the post, practical tests to
demonstrate skill are administered. If it is a technical post, interviewees can be asked to
identify and fix a fault on a machine. If interviewing for a financial or knowledge-intensive
post, a case study or exercise involving interpretation of information may be employed.
Presentations often require candidates to make a presentation on given topics or scenarios.
( Source: Business-Essay.com, (2022))

2. Training and Developing Human Resource
- From having to hire international experts, Unilever Vietnam has become a place to train and
export talents for many Unilever branches around the world. In early 2016, Unilever was also

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in the TOP 10 enterprises with the best working environment in Vietnam, the first position
according to Jobstreet.
- With the slogan "People are the most important asset, the determining factor for the success
of the business", Unilever identifies the Human Resources Department as the core place to
build the most effective human resource plan. Training for employees at the Human
Resources Department before implementing training for other departments.
2.1. Change HR Department to Strategic Partnerships Department
- Different from the Human Resources Department of other enterprises, Unilever plans the
Human Resources Department to be the core place, the locomotive for the entire enterprise.
Unilever built the Human Resources Department into a Strategic Partnerships Department.
- Department heads and team leaders must coordinate with the Strategic Partnership
Department to develop a quality and effective human resource plan for each department.
Personnel in each department need to have a good understanding of the job, corporate culture,
and colleagues. Managers and senior management act as catalysts and advisors to support
employees to quickly adapt to the new environment. Whether employees are attached to the
business or not, the quality and quantity of employees will be stable and developed or not will
depend on the personnel plan.
(Source: Trang Thao, (2020-2021))

2.2 Plan to train human resources at Unilever
- The areas of development are the set of skills and competencies that Unilever managers and
employees need to do their jobs excellently. It can be said that Unilever pays great attention to
investing in training and developing employees. The proof is the activeness in offering a
series of very new and useful learning and training programs for employees in the company as
well as attracting potential human resources of the society.
- In each period, Unilever has specific training plans to achieve defined goals. For example, in
2009 and 2010, Unilever targeted training programs in China and Russia on sales skills, while
in Thailand it focused on leadership development.

The view of appreciating the human factor and its effects on the success or failure of the
organization has made Unilever have the right awareness and movement in developing the
group, bringing it to a high position. in the economy as well as making an important
contribution to creating a significant number of jobs, supporting the training and development
of human resources of the society.
- Especially in Vietnam, Unilever Vietnam (UVN) has contributed to improving human
resources. UVN has implemented training and training programs in many different forms:
full-time, study-by-work, domestic and international training, work abroad, exchange, and
secondment programs. Becoming one of the five most attractive companies in Vietnam is the
most typical example of UVN's success.
- In short, Employee Training and Development plays a very important role in positioning the
business, has great significance for the development of individuals as well as organizations,
and contributes to the existence of the company. And competitiveness among businesses, for
Unilever in particular and businesses in general.
VII. CONCLUSION
It can be concluded that Unilever is a corporation that has achieved a lot of success and is the
dream workplace of many young people. Unilever's products are geared toward customers'
daily lives and the company is always learning to meet customer needs. The way they
organize and run their company is quite similar to other large corporations. However, their
goals, vision, and strategy have made a difference and their 400+ stores have been established

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in over 190 countries. One thing that makes Unilever different from other big corporations is
that Unilever looks back on the past, appreciates its past and always looks to the future, shares

its success with everyone.

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REFERENCE LIST
1. Business- essay.com. (2022). Human Resource Planning by Unilever.
Available: />2. Greg Mcfarlane. (2018). How Unilever Makes Money.
Available: />3. Justin Young. (Feb 21, 2017). Unilever’s Vision Statement & Mission Statement
Available: />4. Trang Thao. (2021-2022). Flexi - Unilever - HR Training and Development
Available: />5. Unilever. (2013). General Environment of Unilever
Available: />6. Unilever. (2022). Unilever’s global company website
Available: />7. Unilever plc.com. (2016). Code of business principles and code policies
Available:
/>16c34a3.pdf/4394-cobp-code-policies-booklet-external.v12.pdf

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