FACULTY OF ECONOMICS AND MANAGEMENT

HOA SEN UNIVERSITY

FINAL REPORT
Specialized subject: Human resource strategy

TOPIC
STRATEGIC HUMAN RESOURCE
MANAGEMENT OF UNILEVER

Instructor guides:
Class:
Semester:

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Thursday, January 25, 2024

 FACULTY OF ECONOMICS AND MANAGEMENT
HOA SEN UNIVERSITY

FINAL REPORT
Specialized subject: Human resource strategy

TOPIC
STRATEGIC HUMAN RESOURCE
MANAGEMENT OF UNILEVER

Instructor guides:
Class:
Semester:

Group
NO FULL NAME STUDENT CODE
1
2
3
4
5

Thursday, January 25, 2024

 ABSTRACT
Human resource strategy is crucial to the development of any business, and
Unilever is a prime example of a company that can impart valuable lessons in
this area. Since its founding in 1930, Unilever has consistently upheld its status
as one of the world's most desirable employers thanks to its professional,
distinctive, and exceptionally successful human resource management strategy.
There are many notable accomplishments that Unilever has accomplished that
any business owner or human resource professional should be aware of.
Unilever's work environment is characterized as one that fosters the personal and
professional growth of its employees. The company's managers and senior
leaders are constantly focused on establishing the right conditions and chances
for workers to realize their own potential. They also provide attractive benefits to
their workforce. Unilever provides numerous exciting opportunities for workers
to try their hand at new skills and explore their abilities.
 TABLE OF CONTENTS

Contents
ABSTRACT.......................................................................................................................i
TABLE OF CONTENTS..................................................................................................ii
TABLE OF FIGURES......................................................................................................iv
INTRODUCTIONS...........................................................................................................1
I. Project objectives..................................................................................................1
1. General objective...........................................................................................1
2. Detail goal......................................................................................................1
II. Assign work.......................................................................................................1
ANALYSIS.......................................................................................................................2
I. HR strategy theory...............................................................................................2
1. What is an HR strategy?...............................................................................2
2. What is the importance of HR strategy?.....................................................2
II. Unilever Company............................................................................................4
1. Introduction...................................................................................................4
2. Organizational structure..............................................................................6
III. Analysis of the environment...........................................................................10
1. Competition.................................................................................................10
2. Industry structure.......................................................................................12
3. Market trends..............................................................................................13
4. Economic trends..........................................................................................14
5. Government regulations............................................................................14
IV. The Unilever’s HR stratergy..........................................................................15
1. Personnel situation at the company...........................................................15
2. The Unilever’s model of strategy.......................................................................22
3. Policies and procedures in HR strategy..............................................................24
4. Measure and evaluate the effectiveness of human resource strategies...............30
5. Problems and solutions of human resource strategy...........................................34
V. Conclusion..............................................................................................................36
REFERENCES..............................................................................................................37
RESULT OF CHECK TURNITITN............................................................................38
 PROMISE
We sincerely thank Ms. Nguyen Thi Be, the lecturer in charge of this specialized
subject of Human Resources Strategy, for her unwavering support and creation of
favorable conditions for us during the learning process. She directly taught and
guided us on the necessary things to be able to complete this essay with all
enthusiasm and deep concern.
Despite our limited understanding, it was difficult to avoid mistakes during the
writing process, so we look forward to your comments to help us make the essay
even better.
We are truly appreciative!
 TABLE OF FIGURES

Figure 1. Unilever logo...........................................................................................4

Figure 2. Organizational structure follow product type divisions..........................8
Figure 3. Unilever future leaders program...........................................................16
Figure 4. Unilever group performance highlight 2020-2022...............................17
Figure 5. Unilever’s compass...............................................................................18
Figure 6. Unilever annual Report and Account 2021...........................................18
Figure 7. Unilever Campus Ambassador Program...............................................19
Figure 8. U- Work program..................................................................................20
Figure 9. Unilever’s team building activity..........................................................20
Figure 10. The number of unilever employees global..........................................21
Figure 11. Unilever’s employee handbook 2023..................................................22
Figure 12. Unilever’s office in England...............................................................23
Figure 13. Unilever Vietnam has just received a "rain" of awards at the Vietnam
HR Awards - a prestigious award for the human resources industry in Vietnam.
(Quỳnh Như, 2022)...............................................................................................32
Figure 14. Open working environment meets international standards.................33
Figure 15. High-level training from leading experts............................................34
Figure 16. Result of check turnititn......................................................................38
 INTRODUCTIONS
With subsidiaries spread across almost 100 countries, Unilever is a multinational
corporation rooted in Anglo-Dutch culture. Given its extensive global reach,
Unilever is no stranger to human resource management challenges, but it has
demonstrated through its successful HRM practices that it is among the top
employers globally.
I. Project objectives
1. General objective
Examine, evaluate, and gain knowledge from Unilever's HRM strategy.
2. Detail goal
Learn how to support the organization's vision, mission, values, and goals; how
to solve major organizational challenges by putting people first.
How to ask HR for input during the policy-development process to increase the
significance of hiring, employee retention, compensation, succession planning,
and corporate culture.
How to establish the system of policies and methods for managing human
resources that businesses use to achieve business goals.
II. Assign work
NO FULL NAME WORK PERFORMED
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III.

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 ANALYSIS
I. HR strategy theory
1. What is an HR strategy?
Human resource strategy is a comprehensive plan that outlines an organization's
approach to managing its employees and their development to achieve its goals
that consist of policies and procedures for allocating and investing in human
resources following needs for business development. It determines the type and
direction of HR management activities to support the achievement of business
objectives, promoting the organization's values, vision, goals, and mision. HR
strategy also establishes the direction for all important HR functions, such as
recruiting, performance appraisals, development, and compensation.
A clearly defined HR strategy helps organizations attract and retain talented
individuals, build a positive workplace culture, and enhance employee
engagement and job satisfaction. It also supports the achievement of business
objectives by ensuring that the workforce is in alignment with the organization's
goals and values.
A successful, optimized HR strategy requires understanding the needs, goals, and
missions of the organization and employees, assessing the current HR
environment and corporate culture, building and Implement solutions to flexibly
address every situation and challenge.
There are five basic strategy implementations in strategic HR management, and
how they are implemented and applied varies according to the context and
situation within the company.
• Evaluating the organization's current strategic direction.
• Determining and assessing the organization's strengths and weaknesses on
the inside and outside.
• Develop processes and implement action strategies.
• Measure the effectiveness of action processes.
• Implement adjustments when results are not as expected.
2. What is the importance of HR strategy?
HR strategy determines how and how employees operate and work within the
company, and when implemented properly, the strategy can ensure that it is
consistent and meets the organization's goals. Not only does it manage human
resources in departments within the company, but the human resources strategy
can also recruit outside people to become suitable pieces for the business.
Some ways strategic HR management can help your business include:
• Avoid talent shortages.

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Many firms are still dealing with rising employee turnover and unfilled positions
as a result of the COVID-19 pandemic and the Great Resignation. These
shortages of talent can have a troubling effect on productivity, reduce income,
and even force small businesses out of business.
• Anticipate workforce needs of various departments
Requires identifying and analyzing what each department of company needs in
terms of experience, knowledge, skills and quality of workforce to meet its goals.
• Facilitate staffing and staffing changes
Businesses will need to reevaluate how they operate in view of the new and
evolving business environment. Change is becoming a constant and frequent part
of our everyday workplaces. HR managers must be equipped with a broad range
of skills, knowledge, and abilities to facilitate this element of change, ensure that
businesses can increase their competitive advantage, and ensure that any business
can adjust. The element of change in any organization will almost always be
challenging and emotionally taxing for most participants.
• Improve and streamline operations
Whatever your company's specialty, your ultimate goal is to launch the best
products or services. Every business, from startup to steadily expanding
multinational, thrives using this tactic. Honing them can open the door to
countless benefits, from cost savings to happier employees and even better
profits. All businesses need these things: cutting through the rough edges, making
processes easier, saying goodbye to unnecessary steps, ironing out errors, and
increasing productivity.
• Help management plan for both short-term and long-term growth
An issue in HR that is occurring right now and cannot be predicted is called an
immediate problem. Short-term targeted workforce planning can limit some of
the persistent problems that these short-term challenges can cause. A short-term
HR strategy helps the HR department keep up to date with all available HR
specialist task information while focusing on quickly handling more urgent HR
issues.
In contrast, a long-term HR strategy requires planning, forecasting and preparing
in advance for potential problems that may or may not arise in the future. HR
staff should have a long-term HR strategy to adequately handle each potential
issue, regardless of its likelihood. Make long-term plans to see how the company
progresses over the long term. A good example of a long-term HR strategy is
timely handling of voluntary workforce turnover.

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 II. Unilever Company
1. Introduction
The Unilever Group was established in 1930 through the merger of two well-
known companies from England and the Netherlands. Its headquarters are
located in the capital cities of both countries, Rotterdam and London. Unilever is
a multinational corporation that operates in the consumer goods market,
specializing in manufacturing, distributing, and selling to over 190 countries.
With more than 90% of Pakistanis using Unilever products, the company has
been operating successfully for more than 40 years.
By delivering premium, high-quality products to their customers' doorsteps, they
aim to significantly raise the standard of living in the country. It is the owner of
over 400 brands consist of home cleaning, clothes washing, skin care, dental
care, hair care, personal grooming, and tea-based beverage goods and employs
127,000 people nationwide. The significance of this international corporation is
further proven by the fact that 2.5 billion individuals consume Unilever products
on a daily basis.
In 1996, the current group Unilever UK acquired the ice cream production
company, Polka Group, and in 1999 Pakistan Industrial Promoters (private)
Limited, the owners of the "polka" brands of ice cream wear, merged with Lever.
In 1995, the company opened a new factory in Lahore to produce Wall's range of
ice creams, which have quickly gained popularity.
Presently, the Unilever Group offers three main product lines:
• Food for eating and processing (Unilever Food, Knorr, Solutions, Lipton,
etc.)
• Personal hygiene and personal care products (Lifebuoy, Lux, Dove,
Pond's, Rexona, P/S,,Clear, Sunsilk, Vaseline, Hazeline, Close Up, etc)
• Products for washing clothes and housekeeping.”

Figure 1. Unilever logo

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Company’s vision
“We are a global company with a global purpose”
To achieve the company's vision, the company has planned and competed
strategies with threats and competitors of consumer goods industries, such as the
company, Nestlé, Procter & Gamble, Johnson & Johnson and General Mills, as
well as Red Bull, PepsiCo and Coca-Cola. The company's vision orientation also
emphasizes future purposes and goals, which are visionary, oriented, progressive
qualities related to Unilever's organizational culture or corporate culture. On the
other hand, a business strategy has purpose and future-oriented relevance defined
in the corporate vision, implicitly declaring the culture the consumer goods
company will strive to develop.
Additionally, while sustainability is emphasized in Unilever's vision statement,
the company also needs to achieve sustainability and financial stability in its
consumer goods operations to ensure its credibility. me. To achieve this goal,
Unilever's intensive growth strategies and general strategies are beneficial
Competitive edge must collectively deliver the superior business performance
that the company's vision statement previously called for. The consumer goods
conglomerate is currently pursuing a multinational business development plan to
achieve this vision statement. .”
Company’s Purpose
“We are making sustainable living commonplace”
In this context, the company's vision and mission statements refer to the
description of the company's business characteristics, operations and products
with the aim of expanding the business market. This company statement
emphasizes the importance of sustainable green living in today's modern life, by
promoting the daily consumption behavior of consumers around the world
through their use of consumer goods. company use. Such business purposes are
closely related to Unilever's corporate social responsibility strategy.
Business mission
“To meet everyday needs for nutrition, hygiene and personal care with
brands that help people look good, feel good and get more out of life.”
Unilever produces nutritional, hygiene and personal care products. These
products are not just for consumption, they also aim to improve the quality of life
of consumers by addressing the top needs of customers which is to help them
"look confident, feel comfortable". and enjoy life more." In line with the purpose
of sustainable business, this company's mission statement is also known as the
Vitality mission, implying that Unilever's goal is to bring vitality to life. This
mission statement emphasizes the company providing essential products for
everyday use..”

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 2. Organizational structure
As a leading global consumer goods group, Unilever has an organizational
structure that supports its diverse and flexible global operations and policies. The
company's corporate structure is solely responsible for ensuring full support of
the product innovation mandate of its global business.
To respond to changes and innovations in the consumer goods industry and the
global market, Unilever's organizational structure is currently applied no longer
following the old, traditional, popular organizational structure but instead It is an
organizational structure in the form of empowerment, independence, and
differentiation.
The organization revolves around five distinct Business Groups: Beauty &
Health, Personal Care, Nutrition and Creams, Home Care. Business teams will be
autonomous and fully responsible for group activities including strategy, growth,
innovation and distribution of their profits globally.
Unilever's organizational structure ensures the company's success in complex
global operations miscellaneous. Its organizational design makes it easy to
accomplish goals and objectives that are consistent with Unilever's mission and
vision statements. Unilever still maintains its position as one of the world's
largest consumer goods companies with an effective product development
structure.
The following are the main features of Unilever's organizational structure:
1. Division of departments according to each product type (most important
feature)
2. Core team running the business
3. Physical division geography (least important characteristic)

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 2.1. Product Type Divisions.
“These divisions help Unilever manage the development, production, marketing
and sales of its consumer goods. For example, business managers use this
organizational structure feature to respond to market needs with appropriate
products. One benefit of this structural feature is that it facilitates the company's
efforts to apply product differentiation, which is Unilever's common strategy for
gaining competitive advantage.
This company structure is very convenient and unique Especially because the
company has a diverse product portfolio.
1. Personal
2. Refreshments
3. Care
4. Home care
5. Food
Unilever is reorganizing the leadership team in accordance with the new
structure.
• Fernando Fernandez, EVP Latin America, named President of Beauty &
Wellness, including Minerals, Hair Care, Vitamins, Skin Care and
Supplements
• Fabian Garcia, President North America, named President of Personal Care,
including Skin Cleansing, Oral Care and Deodorization
• Peter Ter Kulve will serve as President of Home Care, including Fabric,
Water & Air Care Gas and Home & Hygiene
• Hanneke Faber, President of Food & Beverage, has been appointed
President of Nutrition, which will provide solutions for Healthy Snacking,
Whole Cooking, Functional Nutrition , Food Solutions and Plant-Based Meat
• Matt Close, EVP of Ice Cream, has been appointed President of Ice Cream,
a Business Corporation in its own right.

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 Figure 2. Organizational structure follow product type divisions
2.2. Corporate executive teams.
Company departments are a secondary but indispensable element in Unilever's
strategy and Unilever's organizational structure is based on business functions.
For example, Unilever has dedicated teams for finance and marketing
communications, which together form the Unilever Leadership Executive (ULE)
team.
The corporate executive teams in Unilever's organizational structure are as
follows:
1. CEO
2. Human Resources

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 3. Finance
4. Marketing & Communications
5. Refreshment
6. Personal Care
7. Supply Chain
8. Home Care
9. Refreshments
10. Legal Foods
11. North America
12. Europe”
2.3. Geographic Divisions.
As a leading multinational corporation, Unilever has established a geographical
organizational structure to solve regional and national cultural issues. The
company uses these divisions to support regional strategies; For example, the
marketing mix (4Ps) and marketing strategies applied to the European consumer
goods market are different from those applied to the Asian consumer goods
market. Additionally, this business structure feature is used to analyze the
company's financial performance.
The following geographic divisions are maintained in Unilever's organizational
structure:
1. Asia/AMET/RUB (Africa, Middle East, Turkey; Russia, Ukraine, Belarus)
2. The Americas
3. Europe”
2.4. Advantages & Disadvantages
2.4.1. Advantages
The ability of each product type division to develop products that directly meet
the needs of consumer goods market segments is one advantage of Unilever's
organizational structure. Another benefit of this corporate structure is that it
allows Unilever to differentiate its products despite the global scope of its
operations.
Taken together, these benefits indicate that Unilever's organizational structure
supports innovation and product development.
2.4.2. Disadvantages
One weakness in Unilever's organizational structure is that, despite the structural
characteristics of geographical divisions, the company still prioritizes product
division over regional and individual strategic reforms. specific market. So, to
perfect this organizational structure, Unilever should emphasize more
geographical division to empower regional management teams so that the

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department can apply regional trends to products. This structural change
improves strategic efficiency in the regional consumer goods market..”

III. Analysis of the environment

1. Competition
When it comes to competition, Unilever faces a diverse landscape across its
various product categories. Here's a breakdown of the key players they
encounter:
Personal care
• Procter & Gamble (P&G): Unilever's top competitor - The Procter &
Gamble Company (P&G) is an American multinational consumer goods
corporation specializing in personal care and home care products
headquartered in Cincinnati, Ohio. In the personal care segment, this
group has outstanding brands such as Dove, Gillette and Olay.
• L'Oréal: another big player in the personal care industry with famous
cosmetic and hair care brands that are trusted by women. With leading
brands including Maybelline, Garnier, and L'Oréal Paris.
Food & beverage
• Nestlé: as of 2014, it is the largest food company in the world, as
measured by revenue and other metrics. The corporation ranked 64th on
the 2017 Fortune Global 500 list and 33rd on the 2016 edition of Forbes
Global 2000 (a list of the largest public companies). Nestlé products
include baby foods, health foods, coffee and tea, dairy products, ice
cream, frozen foods, Pet food,…. Nestlé's 29 brands have annual sales of
over $1 billion, including Nespresso, Nescafé, Kit Kat, Smarties,…
• PepsiCo: PepsiCo is a leading global food and beverage corporation with
products enjoyed by consumers more than one billion times every day in
more than 200 countries and territories around the world. PepsiCo Group
achieved net revenue of about $63 billion in 2016 with key brands
including Pepsi-Cola, Tropicana, Frito-Lay, Lay's, and Cheetos.
Home care
• Henkel: Product portfolio in the Laundry & Home Care division includes
heavy-duty detergents, specialty detergents and laundry additives along
with dishwashing products and detergents hard surfaces and toilets, air
fresheners and insecticide products. The most famous brand is Persil,
introduced in 1907, the first commercial washing powder, which
generated sales of more than 1 billion euros in 2017.
• SC Johnson & Son: Every year since 2003, S. C. Johnson & Son has
received a 100% perfect rating by the Human Rights Campaign in its

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 annual report. In 2005 and 2006, Working Mothers magazine named the
company one of the 10 best companies on its 100 Best Companies list.
Brands owned by S. C. Johnson & Son: Raid, Windex, Pledge,...

1.1. Strengths and weaknesses of Unilever

1.1.1. Strengths
One of the largest global brands: Unilever is present in more than 190
countries and it is probably impossible to find any consumer who does not use
this brand's products. According to the 2020 financial report, Unilever is proud to
be one of the largest companies globally with strengths in expertise and
production capacity in the field of consumer goods.
More than 400 diverse brands and products: Unilever is the only company
with an extremely diverse portfolio of brands and products. The top 13 leading
brands account for more than 1 billion euros in revenue as of 2016. More than
half of Unilever's growth comes from brands such as Dove, and Lifebouy...
brands that have a strong impact on the environment and society. festival.
Deep brand: Unilever is one of the brands that brings many deep impressions to
users. At Unilever, consumers can find all the products that suit their needs. It is
the satisfaction with quality as well as product diversity that makes Unilever
always the first choice of consumers.
Research and development initiatives: Unilever also has an extremely strong
financial position to invest heavily in research and development (R&D) of new
products. Unilever always launch innovative products to the changing
requirements of customers, helping this brand become one of the most loved
companies by consumers worldwide world.
Wide distribution network: As a retailer of consumer products, Unilever can
develop its distribution channels in every geographical corner of the world.
Flexible pricing: With a large product portfolio, Unilever has the right to apply
pricing policies flexibly, from time to time, depending on the willingness of all
classes to pay the cost of the product. Client. This helps Unilever never lose
market share to competitors who are "thirsty" for market share and are willing to
cut prices to win customers.
As a "trend-setting player": Unilever is a major brand in the world and is
leading in consumer products. This gives Unilever the power to create trends for
consumers. In other words, the popular trends in society that consumers are
aiming for are all part of Unilever's business plan, making this brand stronger
than ever.
Combining global and local strategies: Unilever is famous for its macro, global
strategies. But even with business strategies targeting each local area, Unilever

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also tries to research carefully and tries to incorporate cultural values into
products. This makes all Unilever products very close to consumers.
Strong workforce: Unilever has more than 170,000 employees working from all
over the world, with diverse cultures, respecting individualism, promoting
cultural diversity in the working environment job.
1.1.2. Weaknesses
Products that are easily imitated: Unilever's consumer products are easily
imitated or replaced by similar consumer brands.
Limited business diversification: Despite having many diverse retail product
lines, Unilever is still experiencing a lack of diversity for product lines other than
consumer goods.
Huge dependence on retailers: Like other consumer goods manufacturers,
Unilever is dependent on a network of retailers to distribute its products. So
buyer behavior and buyer decisions are greatly influenced by retailers' advice.
The appearance of substitute products: Unilever provides consumer products,
so its products are easily replaced. Especially in African and Asian markets,
locally, consumers tend to use cheap, traditional, natural products.
"Formidable" competitors: Unilever is a large company, but operates within
the coverage of a series of other giants such as P&G and Nestle. This is not to
mention a series of other local companies, which are challenging Unilever's
dominance in small and retail markets.
2. Industry structure
Unilever operates in the Fast-Moving Consumer Goods (FMCG) industry, more
specifically the personal care consumer goods (Personal Care & Beauty) and
Household Goods (Household Goods) sub-sectors. Unilever's industry structure
can be described along several dimensions:
Compete:
• Fierce competition: The FMCG industry is highly competitive, with the
participation of many large global companies such as Procter & Gamble,
Nestlé, L'Oréal, Johnson & Johnson. Companies compete on price,
product quality, marketing and distribution.
• Diversity of competitors: Unilever not only competes with other large
companies but also faces smaller companies that focus on specific market
segments, as well as retailers' brands.
Market segment:
• Many market segments: Unilever operates in many different market
segments, including skin care, hair care, oral care, cosmetics, packaged

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 foods, toiletries, food frozen, ice cream... This allows Unilever to diversify
its revenue sources and minimize risks.
• Different growth rates: Growth rates of different market segments. For
example, the luxury cosmetics segment often has a higher growth rate than
the toiletries segment.
Impact force:
• Supplier strength: Unilever's input material suppliers have moderate
strength. Due to its large scale, Unilever can negotiate favorable prices
with suppliers.
• Buyer power: Unilever's buyers have significant power, especially large
retailers. They can demand lower prices and better payment conditions.
• Barriers to entry: Barriers to entry in the FMCG industry are relatively
high. These barriers include research and development costs, marketing
costs, strong brands and widespread distribution systems.
Industry trends:
• Sustainability: Identifying sustainability in products and production
processes is a major trend in the FMCG industry. Customers are
increasingly interested in environmentally friendly and ethical products.
• Personalization: The FMCG industry is applying technology to
personalize products and services, meeting diverse customer needs.
• E-commerce: E-commerce is growing strongly, creating new distribution
channels for FMCG companies.
Unilever's structure:
• Structure by-product: Unilever is divided into 5 business divisions:
Beauty & Wellbeing, Personal Care, Home Care, Nutrition, and Ice
Cream. Each division is responsible for developing, manufacturing and
selling products within its market segment.
• Geographic structure: Unilever operates globally, with a large presence
in the US, Europe, Asia, Latin America and Africa. Each region may have
its strategy to suit local consumer needs.
3. Market trends
Unilever's workforce situation is tied to market trends in several ways:
• Growth of emerging markets: Rising incomes and the middle class in
emerging markets such as China, India and Southeast Asia are creating
great opportunities for Unilever to expand its business. This leads to the
need to recruit more employees in these areas to meet the company's
growing needs.
• Changing consumer shopping habits: Consumers are becoming more
price-conscious and switching to cheaper brands amid inflation. This leads

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 to the need to recruit more employees in production and distribution
departments to meet the demand for production and supply of cheaper
products.
• The rise of e-commerce: E-commerce is growing strongly and becoming
an important distribution channel for FMCG companies. This leads to the
need to recruit more employees in sales and marketing departments to
reach and serve customers online.
• Focus on sustainability: Consumers are increasingly concerned about
sustainability and want to purchase ethically produced and
environmentally friendly products. This leads to the need to recruit more
staff in research and development, production and operations departments
to develop and produce more sustainable products.
4. Economic trends
Unilever's workforce situation is tied to economic trends in several ways:
• Global economic growth: Global economic growth leads to growth in
consumer demand, which creates new job opportunities for Unilever. The
company is recruiting additional employees in the manufacturing,
distribution and sales departments to meet growth needs.
• Inflation: Inflation leads to increased production and living costs, which
causes consumers to tighten spending. Unilever is adjusting product prices
and cutting costs to cope with inflation. This could lead to reduced hiring
or layoffs.
• Changing economic structure: Changing economic structure, such as the
rise of e-commerce, can lead to changes in labor demand. Unilever is
adapting to these changes by investing in new skills and technology.
5. Government regulations
Unilever, as a large multinational corporation, must comply with government
regulations in many different countries. Government regulations impact Unilever
in many ways, including:
• Food and cosmetics safety
Food and cosmetics safety regulations regulate standards for ingredients,
production, distribution and labeling of Unilever products. The company must
ensure that all of its products are safe and comply with country-specific
regulations.
• Environment
Environmental regulations require Unilever to minimize the impact of its
production and distribution activities on the environment. The company must
comply with regulations on emissions, wastewater, waste treatment and use of
natural resources.

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 • Labor
Labor regulations regulate working conditions, wages, working hours and
workers' rights. Unilever must ensure that it respects workers' rights and
complies with each country's labor regulations.
• Competition
Competition regulations aim to prevent anti-competitive practices, such as price
manipulation, market sharing agreements and abuse of dominant position.
Unilever must comply with these regulations to ensure fair competition in the
market.
• Tax
Tax regulations regulate how Unilever calculates and pays taxes. The company
must comply with each country's tax regulations to avoid penalties and
collections.

IV. The Unilever’s HR stratergy

1. Personnel situation at the company
1.1. The Unilever’s HR strategy purpose

The human resource strategy is extremely important in driving the growth and
Unilever's success. Facing a competitive labor market Unilever needs a strategy
not only attracting and retaining talent but also training to improve employees'
skills and a high-performing workforce that contributes to the company's overall
success and its sustainability goals. The HR strategy is so it becomes a big
challenge for a company.
Attracting and retaining talent: Unilever focuses on recruiting employees
through the Unilever Future Leaders Programme – the program in which students
can get experience and orient their future jobs. The company builds the education
environment to attract talent from diverse backgrounds and fosters collaboration
and innovation. The company always respects their differences, and improves
compensation, career orientation, and benefits,…

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 Figure 3. Unilever future leaders program
Developing future-fit skills: the development of education changing
increasingly rapidly so the company invests in training and reskill for employees.
Increase business performance: Through this strategy, Unilever wants to build
a strong team and a positive working environment ( friendly, cohesive, hard-
working, and inspiring). It will increase individual performance and boost
innovative business potential.
Evaluate and improve HR strategy: The strategy will evaluate the
effectiveness of the current process of managing employees and recommending
improvements to enhance employee satisfaction and commitment.
Wellbeing and engagement: Most employees find the solution to balance work
and life. Based on these issues, Unilever focuses on personal development
opportunities to increase the well-being of employees.
Overall, Unilever's HR strategy is an important factor for contributes to the
company's overall success and its sustainability goals.
1.2. The Unilever’s culture
Unilever is one of the largest companies supplying consumer goods around the
world. And the reason this company can be sustainable is the corporate culture.
Some of the things for cooperating culture.

16
Focus on the quality of product, individual performance, and organizational
performance: This is the important part of helping the firm become a global
powerhouse and get a lot of achievements compared to competitors.

Figure 4. Unilever group performance highlight 2020-2022

In 2022, based on this culture, Unilever’s revenues increase to 17.9% in 2021 and
get more than 60 billion euros.
For example: The company’s development not only shows off the success from
sales but also from the good HR strategy. Because the company will more focus
on the employee’s benefit. On the other hand, If the company’s revenues
decrease, they have to cut benefits to maximize costs.
Commitment to sustainability: For Unilever, “Sustainability is at the heart of
our business” because when the world increases, people can receive a good
education and the result is the quality of labor can improve. So the firm set
Unilever’s compass with the purpose is improving the health of people, the
health of the planet, and making the world more equal, and beautiful.

17
 Figure 5. Unilever’s compass
This is Unilever’s long-term orientation to increase quality of life, positive
workforce. The company always encourages employees to join social activities.
Equity, diversity, and inclusion: Unilever wants to make society more equal,
fairer eliminate any bias and discrimination in our policies happier for everybody.
In this place, everyone feels valued, and respected, has human rights, can be
empowered, and be creative ideas. Especially, the company always puts gender
equality first. The solution for this issue is for the company to create
opportunities for jobs and promote women in workplaces. Not only women,
disabled people can get benefits same everybody.

Figure 6. Unilever annual Report and Account 2021

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In 2022, based on the annual report, women account for 54% of management
employees and account 36% of our total workforce of 127,000. This number is
increasing so high compared to 2021.
Nowadays, a lot of companies pay wages based on gender. But in Unilever, it
doesn’t happen. The company has equal pay to ensure no difference between
genders doing the same job and the employee who has performed well can get
more benefits based on reward policies.
Entrepreneurial spirit: Unilever empowers employees to take initiative,
provides more opportunities for employees to learn, and encourages them to
make mistakes, it pushes the cooperate culture more dynamic and worth working
on.
Not only for employees in the company, but Unilever also collapsed with the e-
education platform Yoma to harness entrepreneurial skills for students and teach
them business courses, which it calls the “Future –X Unilever Campus
Ambassador Programme". In 2023, the campus attracted more than 700.000
young people from all over the world. This is a special culture for young people
who want to challenge themselves.

Figure 7. Unilever Campus Ambassador Program

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U-Work program: Unilever wants to create an atmosphere where employees
have freedom and flexibility in their jobs and supply security and benefits in the
workplace and the result is employee can balance work and home life without
impacting the value that in-office contact brings. This is the best way to improve
environment workplace and build better economies. In this place, employees
don’t have fixed roles, they can be flexible to choose the assignment to work and
the company pay assignment for each assignment when they’re working.

Figure 8. U- Work program

For example: the Operations Manager at Unilever’s manufacturing, he towards
retirement so he doesn’t want to work full-time at the office. And U-Work can
solve this problem, he has the option to work on different assignments with time
off in between to focus on their personal time. Not only this situation, but this
policy can push young employees to get more motivated and cohesion with the
company.
Collaboration and teamwork: Collaboration and teamwork are highly valued at
Unilever. The team motivates staff members to collaborate to accomplish
common objectives by sharing knowledge, skills, and viewpoints. The company
organizes team-building events every year to increase cohesion and decrease
stress.

20
 Figure 9. Unilever’s team building activity
Open communication and transparency: Open communication and
transparency are essential aspects of Unilever's culture. Unilever promotes
constructive criticism, open communication, and information exchange in order
to develop a sense of shared purpose and trust. More than 127.000 employees in
100 countries so keeping them engaged is essential to our success. Unilever has
lots of solutions for this issue. The first is UniVoice, which is a survey to make
supervisors understand employee sentiment. In 2022, Around 96,000 people took
part in our UniVoice employee. The other is the “Your Call” program, which is a
meeting between the CEO and the employee to answer issues of concern once
time every 2 weeks.
Individual development and learning: “Ongoing learning is at the heart of our
culture”. Unilever has “The future-fit plan” – the plan helps employee direct their
professional path and recognize and cultivate the competencies they will require
for success. This program gives employee opportunities to upskill, reskill,
promote, orient their future job, and stay engaged.

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1.3. The number of unilever employees global

Figure 10. The number of unilever employees global

Based on Marcotrends survey, the total number of Unilever employees tends to
decrease gradually from 160.000 in 2017 to 145.000 in 2022 but the annual
growth rate increases. The first reason is nowadays technology is more and more
increase and companies choose autonomous instead of the workers. In 2022,
Unilever have to cut 1500 management jobs globally. The second reason is the
COVID-19 pandemic made the company growth decrease so they have to cut
employees to maximize costs.
1.4. Unilever’s employee handbook
“The Code of Business Principles”, it includes every policy that employees need
to know. With this handbook, Unilever wants to operate with honesty and respect
for the human rights and interests of our employees.

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 Figure 11. Unilever’s employee handbook 2023
2. The Unilever’s model of strategy
Unilever use strategic HR management methods to manage cooperation. Human
thinking develops very quickly so the company needs to collect employee
opinions and recommend an annual year to update if they want to maintain their
success. Based on this strategy, the company can recruit employees, training, and
create an employee handbook. The HR manager focuses on forming a long-term
strategy.
For example: The recruiter has to interview the candidate because they need to
know whether the candidate’s traits are suitable or not.
Model of strategy
The model of strategy in Unilever is Resource- Based View (RBV)- the resource
and capabilities is the factor in strategy decision. According to RBV model, it
have two types of resources are: tangible and intangible.
2.1. Tangible Resources
Land: It is the all space that the company owning or renting (office,
warehousing, hosting production, units for purposes of packing)

23
 Figure 12. Unilever’s office in England
Equipment: For Unilever, equipment is also a tangible resource, it include all
production equipment, packaging equipment, and technology.
Materials: All of the raw materials and packaging supplies used by Unilever to
produce and package its goods
Supplies: Include all materials and products to support the packaging and
production process.
Facilities: include all the production units, warehouses, offices, the interior
design, and furnitute of buildings at Unilever – designed for optimizing
performance and maintaining brand image.
2.2. Intangible Resources
Brand: It is is also an intangible resource for the company. The customers not
only in country but also over the world can be recognizable the brand name. The
reason to make the brand competitive advantage is they has worked hard to
provide high-quality products and earn consumer trust.
Intellectual property: The production process and product uniqueness in
Unilever are safeguarded by intellectual property rights. It can ensure the
competitive inimitable for ingredients, inputs,..
Patented technology, computer software, databases, and trade secrets: The
secret recipe for product competition make Unilever get a lot of achievement and
a large loyal customer to purchasing repetitive.

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Video and audiovisual material: All maketing design, content, picture, video by
Unilever is intangible resource. It is the factor to make the brand more special
and increasing brand awareness.
Customer lists: The company has operations in over 100 different countries. So
Unilever have unique customer markets – that share similar characteristics – in
different countries

3. Policies and procedures in HR strategy

3.1. Recruitment
The human resources recruitment department at Unilever always develops
training programs and advertising activities with the motto "People are the most
important asset, the deciding factor for the success of the business". Therefore,
Unilever's human resources policy always focuses on development. Training in
other departments begins once human resources staff have been trained. The
company recruits personnel based on working capacity, regardless of nationality.
3.1.1. Criteria recruit
To build a top human resources team, Unilever Vietnam needs candidates who
possess the following necessary skills:
• Ability to use English: Unilever is a multinational corporation with a
global supply chain and customers, and English is now considered a
"global language". Therefore, English proficiency is required to
interact and function within the organization.
• Strong professional capacity: The organization has established
multiple entrance rounds for talent shows, including rounds where
contestants must solve problems. It will be challenging for poorly
qualified individuals to be selected.
• Work adaptability: The dynamic and competitive working
environment at Unilever Vietnam requires candidates to quickly adapt
and have a learning spirit.

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 • Teamwork skills: Employers at foreign companies are especially
interested in team work skills because they believe that success always
comes from collaborating together.
• Leadership qualities: People with leadership capacity and intelligence
are highly appreciated by Unilever employers. Candidates need to be
aware of the responsibilities and qualities required of a talented and
ethical leader. Clearly defined career path: This is necessary to identify
the candidate's goals and assess the candidate's ability to stay with the
business.
• Knowledge and cosmetics: For roles that involve the creation,
development and production of cosmetics, industry knowledge and
expertise are key requirements. The candidate must have knowledge of
the latest trends in cosmetics as well as the substances and
manufacturing techniques used in cosmetics.
3.1.2. Unilever Vietnam recruitment process
Candidates participating in Unilever's recruitment program will have to go
through 6 rounds of rigorous competition with high odds; include:
1. Screening documents
2. Aptitude test
3. First interview
4. Group presentation
5. Group discussion
6. Final interview
Recruiters and top administrators plan, supervise and closely monitor
competition rounds to select the best candidates.
To attract applicants, Unilever offers the Unilever Future Leaders Program
(UFLP), in addition to face-to-face interviews as part of the selection process.
Applicants to the UFLP program will go through four very challenging stages.

26
 • Round 1 - Submit application: Unilever will provide an application form
divided into two parts: curriculum vitae (such as education level and
English ability) and essay questions about aspirations and extracurricular
activities. Participation conditions... The registration form must be
completely filled out and sent to the organizing committee.
• Round 2: Aptitude Test - online competency test: During 20 to 30
minutes, candidates will take the test in both Vietnamese and English to
evaluate their professional and practical level. Since sample papers are
widely available, candidates can prepare for the exam on their own.
• Round 3: Digital Interview, Preliminary Interview. HR at Unilever
conducts direct interviews with candidates for round 2 of this round. For
individuals who do not reside in Ho Chi Minh City and live far away, the
company also organizes face-to-face interviews. This round's questions
focus on factors other than competencies, such as the candidate's
motivation to apply to Unilever and their suitability for the department
they are applying to. Candidates will be selected for the next round if, in
addition to the employer's criteria, 80% are satisfied and 20% have
professional qualifications suitable for the position.
• Round 4: Discovery Center - Final comprehensive assessment: To
participate in the final round of this rigorous competition, all contestants
must be present in Saigon. The evaluation period will last approximately
one day. Three main stages will include a thorough assessment: individual
presentations, group discussions and face-to-face interviews. Unilever
Vietnam conducts three rounds of competition for the Ufresh recruitment
process: online competency test and application submission, second round
of group interview and market survey and online interview with the panel.
Later.

3.1.3. Personnel planning

This plan will focus on the following goals:

27
 • Recruit and attract talented people who match the company's
requirements.
• Training and developing employees, helping them improve their capacity
and skills.
• Build an effective working environment, encouraging employees to
develop their full potential.

3.1.4. Job description

• Organize the collection, management and analysis of customer
information data.
• Participate in product design and price forecasting.
• Manage the annual operating budget of the Communications and
Marketing department.
• Training/coaching the staff of the Communications and Marketing
department.
Job standards:
• Male, age 35 - 40, graduated from University or higher majoring in
Marketing, Business Administration.
• Minimum 5 years of Marketing Management experience (preferably in the
consumer goods industry)
• Have a wide relationship with the media and press.
• Understanding of market research organizations. Ability to analyze
research results.
• Proficient in English.
• Dynamic, creative, good communication.
• Able to present.
Position: Regional sales manager
Job description:
• Recruiting, training, coaching Distributor management skills and
supervising Commercial Representatives and Sales Staff.

28
 • Solve problems that arise from customers in the market.
• Coordinate with the Marketing department to implement customer
promotional programs and organize events.
• Search for potential customers in new areas.
• Ensuring the market always develops based on two bases: Achieving sales
and having a stable sales system.
• Work with your team with common goals, integrating with related
departments of the company based on a common working culture.
• Develop plans according to the company's annual strategic direction based
on job requirements, sales performance, business progress and emerging
factors; Consider adjusting staff resource allocation accordingly
throughout the year.

3.2. Training and developing

With the motto of taking people as the core, Unilever is extremely interested in
employee training. Unilever also always spends budget on human resource
training and development. To build a high-quality human resources system,
Unilever has organized meetings between department heads to devise personnel
training plans and propose employee capacity enhancement. During periodic
training courses, employees are exposed to leadership expertise, capabilities, and
explore each person's hidden abilities.
3.3. Compensation and salary policy
3.3.1. Compensation
Absorbent welfare scheme: To ensure the physical and mental health of
employees, Unilever has built a gym with modern equipment, and teachers
instruct employees in yoga and aerobic exercises.
Good salary and bonus policy: Strong pay and bonus structure; when Unilever
workers travel for work, they also get reimbursements and other excellent perks
like health insurance, auto insurance, and petrol.

29
Clear employee training policy: Unilever, which operates under the tagline
"taking people as the core," is deeply committed to employee training.
Additionally, Unilever consistently allots funds for the development and training
of its workforce.
Scientific and clear recruitment policy: In order to satisfy potential employees,
Unilever has developed a clear and scientific recruitment policy as part of its
employee remuneration policy. The smallest gestures, such promptly returning
emails, treating rejected candidates with professionalism, having an open and
transparent application procedure, and ensuring that there are no
misunderstandings or mistakes made in the career, should demonstrate
satisfaction.
3.3.2. Salary
Fixed salary: every employee working in the company has a certain and fixed
salary, which is satisfactory for their working position and all detailed
information about the employee's salary and bonus regime. All members of the
company are kept confidential. With an average income of about 10
million/month, the company approves a salary increase once a year so the annual
income reaches 10-15%.
Working overtime: Employees at level 1D and above are entitled to
compensatory leave when working overtime. Only employees at level 1C and
below are eligible for overtime work, in which the company has the sole right to
decide whether to pay overtime or compensate for leave. Employees are only
counted as working overtime when approved by their superiors.
3.4. Reward & discipline
3.4.1. Bonus
• Salary bonus: Employees' salaries are evaluated based on their abilities,
experience and work results.

30
 • Long service bonus: Employees with 3 years or more of seniority will
receive a seniority bonus. The seniority bonus level will gradually
increase according to the number of years of service.
• Performance bonus: Employees with excellent work results will receive
performance bonuses. The performance bonus will be calculated based on
the results of the employee's performance assessment.
• Bonus based on business results: When the company achieves business
goals, employees will be rewarded based on business results. Bonuses
based on business results will be divided equally among all employees of
the company.
• Reward employees with excellent performance: This award is given to
employees with good performance. Contribute positively to the company.
3.4.2. Discipline
• Reprimand: Employees who violate company regulations will be
reprimanded. Verbal reprimands will be recorded in the employee's
disciplinary record. A written reprimand will be sent to the employee and
placed in the employee file.
• Salary downgrade: Employees who seriously violate company
regulations will have their salary downgraded. The level of salary
downgrade will be decided by the employee's direct manager.
• Dismissal: Employees who commit very serious violations of company
regulations will be fired

4. Measure and evaluate the effectiveness of human resource

strategies
Representing one of the world's largest consumer products companies, Unilever
employs more than 150,000 people worldwide. The goal of Unilever's HR
strategy is to foster an inclusive work environment where workers can thrive and
grow.
Among the key KPIs that Unilever uses to evaluate the effectiveness of this
strategy are:

31
 • Employee satisfaction rate: This KPI measures employee satisfaction
with the entire business. Unilever wants to achieve an employee
satisfaction level of 80%.
• Employee retention rate: A company's employee retention rate is
measured by this KPI. An employee turnover rate of less than 10% is
Unilever's goal.
• Career growth: This KPI measures how well employees at an
organization can advance their careers. Unilever wants to provide career
development opportunities for all its employees.
• Diversity and inclusion ratio: This key performance indicator calculates
how inclusive and diverse a company's workforce is. Unilever wants to
provide a workplace where each worker is valued and encouraged to
grow.
• The employee training and development programs success and
ambition are gauged by the training and development ratio, a key
performance indicator.
• Job Match Ratio: This KPI assesses how well an employee matches their
job.
Unilever keeps a close eye on these KPIs to make sure the company's HR
strategy is having the intended impact. This KPI can also be used to assess how
well different new change designs and programs are working.

32
Figure 13. Unilever Vietnam has just received a "rain" of awards at the Vietnam
HR Awards - a prestigious award for the human resources industry in Vietnam.
(Quỳnh Như, 2022)
In 2021, Unilever was awarded Global Gold in the S&P Global Corporate
Sustainability Assessment and three “A” grades from CDP, an environmental
non-profit organization, for its action agenda. company on climate and
environmental issues.
Create an open working environment
Employees will have many opportunities to explore themselves, explore, and
learn new things. Instead of a dry environment with limited opportunities to
develop expertise and skills, Unilever always tries its best to make its employees
better and better.

33
 Figure 14. Open working environment meets international standards
Unilever's human resource training strategy
For Unilever, people are the core of the company's value and success. In a
very crowded working environment, it is impossible to ask everyone to be
equally good at everything. Some people are good at skills, others have a strong
grasp of expertise. Therefore, Unilever always conducts training courses for
personnel before transferring them to other departments.
The human resources department is a strategic partner department
This is the most important part of the entire enterprise system. The human
resources department is where members of the company connect. Here, high-
level candidates are recruited and become the company's most qualified and
potential resources. Unilever's human resources strategy focuses on forming a
team of high-quality human resources, with specialized knowledge and extensive
knowledge in all economic and social aspects.
Human resources system at Unilever
With close coordination between employees, between superiors and subordinates,
Unilever always creates a bond, bringing the highest efficiency at work. To make
employees want to stay with the company for a long time, Unilever management
and leaders always create interaction so that everyone gets closer to each other
and quickly gets used to the working environment.

34
Different senior staff training plan
Periodically, departments hold meetings and discussions to improve the quality
of staff training. Unilever always makes plans to improve the quality of its
human resources system, improve the quality of its staff and the direction of
recruiting senior personnel in the future. Thanks to specific directions, Unilever
has achieved certain successes.

Figure 15. High-level training from leading experts

5. Problems and solutions of human resource strategy
With the motto "People are the most important asset and a decisive factor in the
success of businesses", Unilever needs to continue to promote bright spots in
human resource policies, while keeping up with modern trends. Not only
stopping at applying theory Nam as well as applying new points of the times.
Specifically:
In recruitment, Unilever has implemented a variety of recruitment programs to
attract a young, talented workforce with expertise and skills. With a complex
recruitment process and high odds, in addition to selecting excellent candidates
suitable for a multinational environment, the group's recruitment program brings
a lot of pressure with salaries that are not equivalent to each other worthy.
Therefore, candidates cannot pursue to the end and accept to work in another
environment with better conditions. Therefore, to attract and retain candidates
long-term, Unilever needs to access potential human resources through student
programs, recruitment websites and promote the business environment through
the website itself. Unilever's recruitment social network.
In addition, businesses need to continuously research the labor market, grasp the
needs of workers and make requirements, salaries, bonuses, and policies
appropriate to each time. Recruitment programs need to be built systematically,

35
reasonably, and streamlined but ensure the selection of candidates suitable for
Unilever's environment; Programs can apply IT, suitable for Vietnamese culture
to set interview topics and questions appropriate to the environment, thereby
selecting candidates who understand the Vietnamese market.
In arranging and using human resources, Unilever needs to continue to plan
and deploy human resources in accordance with corporate culture: Fairness,
respect, bold empowerment, always welcoming new things. , new people,
different opinions.
During the internship process, new employees are given the opportunity to try
different jobs so as not to waste potential human resources. In addition, human
resources policies need to be oriented towards employee rights, human rights and
equality rights, and help employees on special occasions:
Groups of employees who have just given birth, young unmarried employees...
comprehensive employee engagement. The arrangement and use of human
resources needs to be clever. In addition to assigning the right people to the right
jobs, employees have the opportunity to connect with other departments, creating
business cohesion.
In training and developing human resources, Unilever needs to develop
human resource training policies and plans that are close to the practical needs of
international mission requirements, close to local culture, appropriate and
personalized. maximum for each object.
Research and identify training needs for employees... to encourage and promote
awareness of learning along with work. Diverse online/offline training methods,
training methods (In-company learning, out-of-business learning, self-study...)
and create an open educational and training environment for employees to learn
at any time. anywhere, anytime.
In addition to using the training team at the enterprise itself, Unilever can
consider inviting more training experts or allowing the team to visit and
experience directly in the new environment (In markets, Unilever businesses in
different headquarters, changing jobs in a new environment...).
Finally, promote the creative opinions of individual employees: Conduct digital
transformation, train employees to update current technology to serve the
productivity of the work process, and conduct training sessions to guide
employees out of stereotypical thinking.
Previously, there was a more comprehensive perspective on a problem,
encouraging employees to take higher directions at work using technology. When
an employee has an initiative, the Project Board will immediately reward them
appropriately to encourage employees to be creative and adaptable.
In evaluating human resources, Unilever continues to diversify using
evaluation methods from many aspects (Work results, attitudes, awareness...),

36
many perspectives (From the employees themselves, from colleagues and
administrators) to have a comprehensive, comprehensive view of human
resources to make reward and disciplinary decisions.
This company's strict human resources system is not only reflected in the human
resources department. They are reflected in the coordination between
departments for the highest quality and efficiency. Personnel in Unilever's human
resources management process need to firmly grasp their roles, positions,
corporate culture as well as their colleagues.
To be successful, this process requires management and leadership so that
employees can quickly integrate into the new working environment. Whether
Unilever's human resource management has long-term employee engagement
with the business or not, whether the quality of senior personnel is stable or not
depends on the development plan of the human resources system.
In remuneration, Unilever needs to pay more attention to rights issues and
comprehensive health care in addition to salary and bonus policies. Building a
working environment needs to be closely linked to employee life care regimes.
Building a healthy business environment, avoiding sales pressure that puts
pressure on workers through improving and supplementing health training
facilities (gyms, courses, etc.) physical education, mental health tips....
This contributes to making Unilever's human resource management easier as well
as being able to retain the best employees for the business. Thereby, the working
spirit of employees is stronger, helping them implement employee development
strategies in the best way.

V. Conclusion
In conclosion, Unilever has shown its human resource strategies, selection and
recruitment strategies in different situations. Through customer data, Unilever
has come up with product strategies to meet customer and market needs. At the
same time, it also offers solutions to change products for better development. The
company also shows the importance of corporate culture as the foundation for
human resources strategies. These strategies have helped Unilever achieve many
high achievements in business. Typically, Unilever's revenue has continuously
grown for many years, and profits have grown strongly. Unilever in particular has
been ranked as one of the best places to work in the world.

37
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 RESULT OF CHECK TURNITITN

Figure 16. Result of check turnititn

39