PRINCIPLES OF

MANAGEMENT-
Term Report
(Final project)
Names of group members (with student ID):

Momina Abbas Soomro 24057

Ibrahim Azhar Ghani 24851

Shaikh Hamid Raza 24179

Name of the company: Unilever Pakistan

Date of submission: 3rd December 2018

Instructor’s name: Miss Sarwat Sultana

Course Name: Principles of management-POM

Acknowledgements: Laraib Farid

Saad
EXECUTIVE SUMMARY
On 26th of November, 2018, our group, held a corporate visit to the world’s renowned
multinational firm, Unilever Pakistan Ltd. As per, the requirements of our term project, we are
expected to cover four major functions of management; Planning, organizing, leading and
controlling, along with appropriate conclusion and recommendations.

It was approximately a one hour visit in which we interviewed two employees from the finance
department on the basis of a questionnaire that we had prepared beforehand. Nevertheless, it was
phenomenally, a professional experience and we ended up with an entirely different perception
towards the firm and most of our assumptions were proved to be incorrect. Similarly, we were
amazed by some facts that we were not aware of before. Apart from this, we tend to become
keen observers in order to take notes of what we could witness around us. Such as, the
relationship of the colleagues amongst one another.

In the following report, there will be further details on each section. In terms of planning, we
covered all the areas that we are supposed to such as what the organization is looking ahead to,
which may be their future plans or even predicting possible future trends and how it is going to
help managerial effectiveness. Secondly, in terms of organizing, there was an area of
conversation on the coordination of activities and resources of Unilever.

Leading also plays a vital role in the management of each firm whether it is large or operating at
a small scale. This further consisted of discussions over managing, motivating and being
directed.

Most importantly, we emphasized on the controlling aspect on monitoring and evaluating

activities.

Table of Contents
SECTION ONE...........................................................................................................................................4
SECTION TWO………………………………………………………………………………………………………………………………………..10

SECTION THREE………………………………………………………………………………………………………………………………………
14
SECTION FOUR………………………………………………………………………………………………………………………….16

SECTION FIVE…………………………………………………………………………………………………………………………….17

SECTION ONE: PLANNING

COMPANY DESCRIPTION
Unilever is a multinational organization which was first established in 1929, founded by
Singrose, Lever Brothers, Samuel ven den Bergh, Georg Schicht, William Lever and 1st Viscount
Leverhulme. Paul Polman is now the CEO of the company.

The Unilever Pakistan Limited (UPL), formerly Lever Brothers Pakistan Limited was established
in Pakistan in 1948. The town of Rahim Yar Khan was the site chosen for setting up a vegetable
oil factory. Unilever Pakistan is the largest fast-moving consumer goods (FMCG) company in
Pakistan, as well as one of the largest multinationals operating in the country. Now Unilever
Pakistan is operating six factories at different locations around the country. The Unilever's head
office was shifted to Karachi from the Rahim Yar Khan site in the mid-1960s It produces
products on personal care and home, food and beverages. As far as its revenue is concerned, it
generates around US$660 million annually, with a net income of US$74 million.

According to Unilever, on any day, 2.5 billion people use their products to
look good, feel good and get more out of life.

Unilever’s major competitor is P&G. It has a range of about 400 products. The company works
with NGO’s, government, and other businesses in order to address future challenges.
MISSION
Unilever’s mission statement and vision statement are a basic foundation for the success of the
company’s consumer goods business. The corporate mission statement indicates the strategic
approaches of the company. In Unilever’s case, the mission statement determines how the
business addresses the needs of its target consumers. On the other hand, the corporate vision
statement provides the development direction of the organization. Unilever’s vision statement
broadly presents what the company needs to do to succeed in the long term. Considering the
company’s position as one of the biggest consumer goods firms in the world, Unilever’s mission
statement and vision statement remain relevant and appropriate to global market conditions.

Its corporate mission is “to add vitality to life. We meet every day needs for nutrition,
hygiene and personal care with brands that help people feel good, look good and get more
out of life.” This mission statement underscores how the company satisfies customers in various
aspects of their lives. The significant components in Unilever’s mission statement are; Adding
vitality to life, meeting everyday needs for nutrition, hygiene, and personal care and helping
people feel good, look good, and get more out of life

Adding vitality to life is a general indicator of business strategy in Unilever’s corporate mission
statement. Such vitality is the value that consumers can expect from the company’s products.
The corporate mission also specifies the aspects of life where such vitality is added. For
example, Unilever’s food products address consumers’ vitality needs in terms of nutrition.
Furthermore, through these products, the company attracts customers who want to feel good,
look good, and get more out of life. The mission statement’s specification of the types of
products provides a foundation for the product mix in Unilever’s marketing mix.

VISION
On the other hand it’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. The following components are notable
in Unilever’s vision statement; Commonplace sustainable living, best long-term way and
business growth

Unilever Pakistan is the 10th largest operating area of this brand in the whole world. Amongst,
South Asian nations it holds a 2nd position on the basis of risky investments and budgets.

In terms of purposes, it requires a high standard of corporate behavior with everyone they work
with, communities they affiliate with and the environment which they an impact on.

POLICIES & RULES

Holding a vast position in the world consumer goods industry, Unilever ensures to abide by it’s
rules which it has set. For example, always working with integrity to consider the responsibility
of people, businesses and organizations that it connects with. Secondly, as per our interviewees,
the regulatory of laws is extremely strict and that is why the employees make sure that their
behavior at the work place is appropriate and not only that, but the company itself ensures to
obey the laws of the place they operate in. Such as in Pakistan, they have to be vigilant about the
type of ingredients they are using in manufacturing their products such as the omission of non-
alcoholic items.

Apart from this, in terms of employees, as per Unilver’s criteria, it claims to serve everyone with
equality and opportunity where there is mutual trust and acceptance of diversity. Similarly, a
promise of safe and healthy working environment is committed. This set of rules, is carried with
a respect of dignity of the individuals and supporting the right of employees to freedom of
association and collective bargaining. They also claim to maintain good communications with
employees through company based information and consultation procedures.

Basically, each stakeholder is taken under interest and therefore all sort of policies are set for
them, for example from government, to environment to, consumers to all sort of community
involvement and public activities.

However, when we interviewed these two employees to get a better insight of the policies and to
know the extent to which these have been implemented, so we figured out that currently they are
quite unhappy with the recent acts and amendments made under their job description. For
example many incentives and benefits that were provided to them have been taken away. For
instance, the transport services. This has led to such a demotivation in them because they were
dependent on something for quite a while and now when that opportunity is no more there, then
they have to look for better options on their own.

In the light of this, we questioned both them, “On a scale of 0 to 10, how happy are you with
your job?” Saad replied with a 4 and Laraib responded the question by saying, 6. This means,
on average, they are merely spending their time at work and probably waiting for good
opportunities to approach them.

SUSTAINABLE COMPETITIVE ADVANTAGE (GOALS)

The Unilever Sustainable Living Plan sets out to decouple Growth from the environmental
footprint, while increasing their positive social impact. Their plan has three big goals to achieve,
underpinned by nine commitments and targets spanning the social, environmental and economic
performance across the value chain. They claim to continue to work with others to focus on those
areas where they can drive the biggest change and support the UN Sustainable Development
Goals.

Three of the most major goals set, are firstly, improving health and well-being for more than one
billion. It’s their strategic goal to, improve the health and hygiene of other people to reduce
threatening diseases and this is also applied at the work place as their offices are well maintained
in terms of kitchen for example, cleanliness plays a vital role and this satisfies the employees that
they are working in a neat and breathable environment and also improves their self-esteem. This
was in terms of employees and common people in general, but in terms of customers, they are
vigilant about the nutrition levels such as the usage of salt in their food items and also the
reduction of sugar. All of this is done to attempt and promote a healthier life.

Secondly, they plan to reduce environmental impact by half. As per their strategic goal they say,
“By 2030 our goal is to halve the environmental footprint of the making and use of our products
as we grow our business.* As per our information from this project, we get to know that this is
done through various ways, such as to halve their greenhouse gas impact of their products across
the lifecycle by 2030. Similarly, it was to become carbon positive manufacturing through
sourcing all energy renewably, setting up new factories and eliminating coal from energy and a
lot more additions have been made, most of which are still under process as huge investment is
required and careful planning must be taken in to account for long term decision making and
objectives t be accomplished.

Thirdly, enhancing the livelihoods for millions for example in terms of growing their business
through fairness in the business, working opportunities for women, and inclusive business. This
also means that they should be providing fair compensation. For instance, “a fair days pay, for a
fair days work.” Further, this may include incentives and fringe benefits. While adhering this
topic, we asked our interviewees the compensation they are provided with and they said that
very recently, some of these advantages have been eliminated from their package and according
to them, the work load and pressure of doing better than their colleagues is reaching the skies.
This made us realize that there may be a million features, policies and laws that a firm may claim
to do and hereby, but it not necessary that they would implement on it aswell.

GROWTH STRATEGIES
Unilever’s generic strategy (based on Michael Porter’s model) builds competitive advantage by
satisfying consumers’ specific needs and preferences. In Porter’s model, generic strategies are
used to ensure organizational competitiveness necessary for business growth and resilience. In
the case of Unilever, competitive advantage is based on product development approaches that
integrate research to address market needs. In addition, the company maintains growth through a
suitable combination of intensive strategies. Unilever shifts the prioritization of its intensive
growth strategies based on the condition of the consumer goods market. The overall combination
of such generic competitive strategy and intensive growth strategies ensure Unilever’s
continuing success in its global operations.

For example, in terms of pricing, Unilever may follow its competitor’s footsteps. Very recently,
Ariel detergent powder, a product of P&G decreased its price and so did Unilever’s Surf excel.
This means that they implement on their competitive pricing.

Apart from this, they also follow their intensive growth strategies. On a primary stage, it is the
market penetration as it applies to increase sales volume and improve revenues of corresponding
business growth. Aggressive efforts are made to outstand itself in the global market. Unilever
Pakistan, is comparatively a rapidly growing market where the brands themselves speak for their
self.

Furthermore, these strategies also include; market development, product development and
diversification.

COMPETITIVE STRATEGIES
A strategic objective based on the differentiation generic competitive strategy is to grow
Unilever through intensive efforts in product development. This objective focuses on developing
products that stand out from the competition and attract customers. On the other hand, a financial
objective linked to the generic strategy is to grow Unilever’s revenues in developing countries,
which offer high growth opportunities. These opportunities are identified in the
PESTEL/PESTLE Analysis of Unilever. The combination of these strategic objectives leads to
competitive advantage reflected through products and a strong financial performance in the
consumer goods market.

SWOT ANALYSIS
SWOT refers to the, strengths, weaknesses, opportunities and threats of an organization. As we
conduct our report, we become more aware of how Unilever Pakistan, in particular assess it’s
organization . It is usually done on quarterly basis.

In terms of weaknesses, Unilever is not competitive in terms of automation. Their employees say
that most of the work activities are still labor intensive instead of capital intensive. Secondly, the
labor turnover is high because employees join, learn, develop and then leave once they come
across better opportunities. Also, sine the decision making is done at their official headquarters,
due to it’s centralized structure, the span of control is high, with a large chain of command which
makes decision making slow and gradual. This means, even the smallest decisions consume a lot
of time.

Strength wise, Unilever nonetheless has the power of it’s brands. Secondly, compensation og
cost is made as the regional allocation of costs takes place.
In terms of quality checking, each step and process is carefully looked after to make sure
standards are met.

It’s threat would be new competitors, or the existing ones if they emerge with better IT for
instance. Their opportunities would be, the first mover’s advantage because there are numerous
products of Unilever which are introduced before any other company.

BCG MATRIX
Boston matrix portfolio is a method which is used to position various products at four different
quadrants; Stars, cash cows, dogs and question marks. On our visit to the firm, we asked he
employees to place at least one product in each area and therefore they considered,
Rafan/Knorr/Lipton as their star products which are not only running in a growing market but
also have a massive market share.

Surprisingly, they did not consider any product as their cash cows as they are not constantly the
same and are annually reviewed. As a Dog product, it was Glaxose-D as it runs in a non growing
market and has no market share, because it does not generate cash. Aamla Retha, a newly
launched shampoo and comfort detergent are considered as the question marks and although they
have a low market share but they have the potential to excel as they seem to be a apart of a
growing market.

SECTION TWO: ORGANIZING

HIERARCHY
1. Board of Directors
2. President/CEO
3. Vice President
4. Department Heads
5. Managers
 6. Employees

NUMBER OF EMPLOYEES
Unilever has a total workforce of 170,000 people worldwide from topline managers to bottom
line workforce. Between 2000 to 2008 Unilever reduced global workforce numbers by 41% from
295,000 to 174,000. The organization does not work enough for employee retention and Unilever
also has the highest employee turnover ratio.

CULTURE
Unilever has an organizational culture of performance, which emphasizes the significance of
employee output. Unilever`s organizational culture of performance has the following
characteristics:

 Focus on performance – both individual and organizational.

 Focus on quality
 Efficiency

TYPES OF ENVIRONMENT
Unilever has a dynamic environment which is a rapidly changing environment and there are
challenges to the marketing because the environment is always changing as new products are
being launched and they have a lot of competition from other tea selling brands and detergent
brands and they need to be extremely competitive in order to fight their competitors.

Unilever is a Mechanistic Organization which has a rigid and tightly controlled structure:

 High Specialization
 Narrow spans of control
 High formalization
Hiring, Selection, Training and Compensation of
employees:
HIRING

The hiring process comprises of 3 steps:

1. Online Application
2. Profile selection
3. Digital interview

SELECTION

The selection of candidate is done through a Discovery Center. This is the final stage of the
recruitment process and provides candidates an immersive experience and the chance to live `a
day in the life of Future Leader at Unilever. They get to experience;

 Project meeting with colleagues from their functions

 Short meeting with Senior Management regarding a current business challenge
 Team meeting with the other candidates
 One to one meeting with their line managers

This is the exercise and process of examining a potential candidate in Unilever for the future.

Selection is also done through internships in which the groups of interns are selected and
amongst them the best intern ends up getting a job in the organization.

TRAINING

After a person gets recruited in the organization the employee receives an induction training
which is done to make the employees more familiar about the organization and its products. On
job training is done frequently in the organization in order to make them efficient like there is a
Future Leaders Program that accelerate their readiness to take on business leadership roles.
COMPENSATION OF EMPLOYEES

Salaries in Unilever Pakistan is not according to the market as the willingness of people to work
in this organization and the value which the company adds to their CV`s is such that people are
willing to work over there for minimum salaries. Unilever Pakistan takes full advantage of this
and offer 40th percentile of the average salary in the market. Unilever also gives bonuses and
provident funds.

STRUCTURE DESIGN:
WORK SPECIALIZATION

In Unilever tasks in the organization is divided into separate jobs and each step is completed by a
different person. However, in order to make sure that there is no overspecialization causing
boredom, fatigue, stress which results in poor quality. Unilever does Job Rotation which enables
the employees to stay productive and efficient.

CHAIN OF COMMAND

Unilever gives its managers complete authority to tell people what to do, what is expected from
them and what are the consequences of not meeting the expectations. There is unity of command
in the company which means that there is only one boss to report to.

SPAN OF CONTROL

There is a Narrow Span of Control in Unilever which allows a manager to communicate quickly
with the employees under them and control them more easily. Because of this, feedback from the
workers is more effective.

CENTRALIZED

Unilever has a highly centralized structure all the decisions are made from the headquarters.
Approval is required from the headquarters that makes the decision making process extremely
slow which sometimes results in losing out from the competitor. Hence, there is less employee
empowerment.

FORMALIZATION

In Unilever there is high Formalization which means that jobs in Unilever are standardized and
employee behavior is guided by rules and regulations. There are constraints on how employee do
their work.

DEPARTMENTALIZATION

As unilever is a transnational company, they use geographical departmentalization providing jobs

on the basis of geography. This will cause more efficient and effective handling of specific
regional issues that arise such as competitors such as P&G and Nestle. Unilever uses this type of
departmentalization in order to get closer to customers and satisfy them before the competitors do
as the competition in the market is high. Unilever is also working on ways to adapt to the rapid
changes in the environment and geographical departmentalization is the best way as they will be
able to serve the needs of the customer accordingly as the customers are dispersed
geographically. This will allow the improvement of coordination in a region and will be able to
take advantage of the economics of local operations which will help them meet and satisfy the
needs of the customers. This form of departmentalization also places emphasis on local markets
and problems, this will help unilever to adapt to changes in the local market and adapt and
overcome them. The communications with the local interests is strong when using this form of
departmentalization.

SECTION THREE: LEADERSHIP

MOTIVATION
Unilever attributes high significance to the motivation of its employees and personal
development is the main motivator at Unilever Pakistan. As unilever is a growing industry, the
employees don’t seem to be motivated much by the financial motivators such as incentives,
bonuses, benefits etc. which unilever already provides them with. Parts of the workforce are able
to attend important board meetings and take part in the decision making that happens. At
unilever job rotation occurs every year, this leads to the enhancement in the skills and abilities of
the workforce and enables them to gain more experience, this is also a motivator for them as they
don’t have repetition in their work and have a different task to work towards. Over time this has
caused massive improvements in the performance of the workforce and has enabled them to take
initiatives. Personal development is a non-financial motivator and has a great impact on the
performance of the workforce. The strategic management of Unilever realizes that happiness
among employees directly influences the success and growth of its business. Maintenance of
motivation of employees results in high job satisfaction and high organizational commitment,
which keeps the employees from switching to other organizations.

LEADERSHIP STYLE
Leadership is about providing the clarity to navigate through new, rapidly changing
environments at its most fundamental level at unilever pakistan. Unilever goes about retaining
talented people and leaders to ensure their career and personal goals are as closely aligned to
their work as possible. The leadership style used in Unilever pakistan is mainly a democratic
one. Group members are encouraged to share their personal ideas and opinions, causing them to
feel more engaged in the decision making process. A feedback is taken from the members after a
certain task is completed successfully. Autocratic leadership style is also used partially, as it is
used mainly on the new workers who aren’t familiar with their environment yet. Laissez faire
applies for the employees who have been working in unilever for a while and have been accurate
with their work. Employees are satisfied by democratic leadership style as there is a two-way
communication involving a feedback, with this style they get their work done accurately and
have their goals aligned in the direction of the organization’s goals.
 SECTION FOUR: CONTROLLING

STANDARD OPERATING PROCEDURES

These are step by step instructions compiled by an organization to help workers carry out routine
operations.

In Unilever all the employees are required to follow the standard operating procedures, which
includes physical appearance like shoulder length hair is not allowed. There is a formal dress
code for employees, cell phone usage and food inside the manufacturing plant is prohibited,
workers are required to wear hearing protection inside the manufacturing plant etc.

These SOP needs to be strictly followed by the workers or else Unilever shall terminate the
workers employment. These are the essential code and conduct of the company which needs to
be followed by the employee.

PERFORMANCE MEASURE
Unilever measures employee performances through a rating system 5 being the highest and 1
lowest. The performances of employees is reviewed every quarterly and based on that they get a
rating if they have a rating below 3 that means the performance of the employee is not up to the
mark and the chances of him getting fired increases.

STANDARD QUALITY CHECKS

Unilever takes standard and quality checks extremely seriously and therefore inspection is done
at the port at then at the manufacturing plant for safety purposes. An outside firm checks the
quality of their products.
 SECTION FIVE:

CONCLUSIONS/RECOMMENDATIONS

PLANNING
Ecological trends and conditions influence Unilever’s remote or macro-environment. The effects
of the natural environment and related issues are considered in the section of the
PESTEL/PESTLE analysis. Some ecological external factors significantly affect Unilever’s
consumer goods business such as;

 Rising interest in business environmentalism (opportunity)

 Increasing business efforts on sustainability (opportunity)
 Increasing complexity of environmental programs (opportunity)

Therefore, in terms of SWOT analysis, the rising interest in business environmentalism is an

opportunity for Unilever to improve its environmental programs and to attract consumers
concerned about the environment. In relation, the company can enhance its sustainability
programs to strengthen its competitiveness against other firms in the consumer goods industry.
Unilever’s corporate social responsibility strategy must effectively implement these programs
throughout the organization. For example, the strategy must consider product innovation and
internal business processes to further reduce business environmental impact. These efforts should
also support Unilever’s ability to satisfy increasingly complex environmental programs. Such
external factor is an opportunity for the company to improve its competitive advantage through
corporate responsibility. Based on the condition of the remote or macro-environment shown in
this section of Unilever’s PESTEL/PESTLE analysis, there are opportunities to improve business
performance by making the organization more environmentally sustainable.

LEGAL FACTORS FACING UNILEVER

Unilever must satisfy regulations to minimize barriers to its consumer goods business. This
section of the PESTEL/PESTLE analysis determines the impact of legal systems on firms’
remote or macro-environment. Unilever must satisfy the issues based on the following legal
external factors:

 Increasing complexity of environmental regulations (opportunity)

 Strengthening international patent laws (opportunity)
 Strengthening consumer rights laws (opportunity)

Unilever has an opportunity to enhance its corporate image by matching the organization’s
corporate social responsibility strategy with environmental regulations. In addition,
strengthening international patent laws can facilitate the company’s growth. For example, new
patent laws in developing countries help reduce patent-related issues. Unilever experiences in its
remote or macro-environment. Furthermore, stronger consumer rights laws create an opportunity
for the company to improve its customer-service quality, along with product quality standards.
These efforts can increase the attractiveness of Unilever’s brands in the consumer goods market.
The external factors in this section of the PESTEL/PESTLE analysis of Unilever indicate the
benefits of improving legal systems worldwide.

UNILEVER’S PESTEL ANALYSIS –

RECOMMENDATIONS
This PESTEL/PESTLE analysis reflects a number of opportunities and threats that Unilever must
prioritize in its strategies for growth and global expansion in the consumer goods market. A
recommendation is that the company’s strategies must include the external factor of rising health
consciousness among consumers. Unilever can take this factor as an opportunity to improve its
food products. It is also recommended that the company must improve its sustainability
programs to address opportunities regarding business sustainability. Another recommendation is
to take rising business automation as a significant threat that empowers Unilever’s competitors,
especially smaller ones in local markets. For example, local companies can increase their
competitive advantage by automating their production processes. Given such issues based on this
PESTEL/PESTLE analysis of Unilever, global growth with innovation and business
sustainability require strategic focus.
LEADERSHIP
As the employees are already motivated by personal development of them which is done by
training and giving them challenging tasks to accomplish within the time frame, they should use
financial methods of motivation. Each employee is different from the other and each employee is
skilled and specialized in one particular area, personal development may be of a different area
where one might take time to develop causing time wastage. Unilever can ensure job security

which will satisfy one of the hierarchy of needs of the employee.  Even if a temporary worker
puts in greater efforts, lack of job security will always pose a threat. If such a worker is given job
security, he will be more committed to the organization. Incentive pay plans is also one method
which can be used to increase output and motivate the worker. This can be measured
quantitatively. For incentive plan targets, the employees must have confidence that they can
achieve the targets. Recognition of hard work will surely motivate them. Even a word of
appreciation from him would motivate the employees to maintain the same level of performance
or do even better. Employees ranked a personal ‘thank you’ as the most sought after form of
recognition, followed by a handwritten note of appreciation from the boss.

The leadership style used at Unilever Pakistan communicates officially about its vision and
mission regarding a firm’s organizational identity. The democratic leadership style does solicit
for opinions, perspectives, and experiences. If one team member is consistently having their
ideas implemented, the other team members can grow resentful of the leadership style. It makes
them feel like their opinions are not valued, which eventually causes them to stop participating in
the process. Unless those negative emotions are managed, this leadership style can often reduce
productivity instead of enhancing it. Diversified opinions and feedback make it likely that the
best possible solution will be found, but that is not a guarantee. The majority decision that a team
reaches may not be the best decision. There are times when compromise is not valuable. In the
democratic leadership style, the best idea does not always win. Instead, it is the version of the
idea that garners the most votes. In some situations, that means this style has more negatives for
the team than positives once the idea is implemented. It is not a style of leadership for everyone,
as there are going to be team members that work better under one type of leadership style over
another. Some may prefer the democratic leadership style. Others may prefer an authoritative
leadership style. The bottom line here is this: there are some personalities that prefer to avoid the
responsibility that comes with making a decision. Some people might feel embarrassed or
burdened by the idea of participating in the idea-sharing process.

Conclusion

Unilever emphasizes on Job Rotation which could be a disadvantage as employees may get
stressed out as they are reluctant to come out of their comfort zones to work for other
departments and Unilever wastes a lot of time training their employees for job rotation. Unilever
has a Narrow span of control which limits the ability of team members to exercise independence
in decision making and problem solving aspects. The organization also follows a Centralized
structure which makes the decision making process extremely slow and causes frustrations
amongst the managers for not having the authority of doing anything. Unilever has a strong
workforce of more than 160,000 employees under them yet there is no work in employee
retainment as it has the highest employee turnover ratio in the market. This is a big leap for the
company as people leaving this organization joins the competitor and may leak important
information which could be used against Unilever. However, Unilever has some strengths as
their recruitment process is excellent which has a more holistic approach which enables them to
assess the candidates in a better way. The organization is highly formalized which means that it
is a more professional and organized firm. Employees benefits from the top notch training
provided free of cost by the organization to improve their skills. Unilever Pakistan exploits the
local Pakistani employees by paying them less than what they actually deserve, This practice
does not suits to a big fortune 500 company like Unilever. The company has done a great job by
outsourcing its quality check management to another company in order to remain objective.
SUPPORT MATERIAL: