Submitted by: Submitted To:

Raju Prasad Shah Dipyani Regmi

Ankit Dahal (Lecturer of R&P)

Abishar Shrestha

Dennis Subedi

Ranjan Bhatt

Srijan Kutu

Section :A(BBA-2016)

15th jan.201
 CHAPTER-1 INTRODUCTION
On any given day, 2.5 billion people use Unilever products to feel good, look good
and get more out of life – giving us a unique opportunity to build a brighter future.

Making sustainable living commonplace

THERE IS NO BUSINESS CASE FOR ENDURING POVERTY AND
RUNAWAY CLIMATE CHANGE.
Paul Polman, Unilever CEO
Great products from our range of more than 400 brands give us a unique place in the lives of
people all over the world.

When consumers reach for nutritionally balanced foods or indulgent ice creams, affordable soaps
that combat disease, luxurious shampoos or everyday household care products, there’s a good
chance the brand they pick is one of ours. Seven out of every ten households around the world
contain at least one Unilever product, and our range of world-leading, household-name brands
includes Lipton, Knorr, Dove, Axe, Hellmann’s and Omo. Trusted local brands designed to meet
the specific needs of consumers in their home market include Blue Band, Pureit and Suave.

Whatever the brand, wherever it is bought, we’re working to ensure that it plays a part in helping
fulfill our purpose as a business – making sustainable living common place

CHAPTER-2 ENVIRONMENTAL STATUS- PEST

We want our business to grow but we recognise that growth at the expense of people or the
environment is both unacceptable and commercially unsustainable. Sustainable growth is the
only acceptable model for our business.

Our Unilever Sustainable Living Plan (USLP) is central to our business model. It sets out how
we are growing our business, whilst reducing our environmental footprint and increasing our
positive social impact.

Our USLP has three big goals:

 Help more than a billion people to improve their health and wellbeing. 
 Halve the environmental footprint of our products. 
 Source 100% of our agricultural raw materials sustainably and enhance the livelihoods of
people across our value chain.
Working with others to build a brighter future
We know that our products must be sustainable at every stage in their life-cycle, not just in our
factories. That means working with others, including our suppliers, consumers, governments,
NGOs and other businesses to help create the major changes that are needed to address the
biggest challenges facing our world.

CHAPTER-3 Management Practices

Purpose, values & principles

Our Corporate Purpose states that to succeed requires "the highest standards of
corporate behaviour towards everyone we work with, the communities we touch, and
the environment on which we have an impact."

Our values define how we do business and interact with our colleagues, partners, customers and
consumers. Our four core values are integrity, responsibility, respect and pioneering. As we
expand into new markets, recruit new talent and face new challenges, these guide our people in
the decisions and actions they take every day.

Always working with integrity

Corporate governance
Unilever recognises the importance of good corporate governance and behaviour, and is
committed to achieving the highest standards within its policies.

Positive impact and continuous improvement

Business Integrity
Unilever is committed to doing business with integrity and respect for all those its activities affect: it
seeks to uphold the highest standards of corporate behaviour.

CHAPTER-4 HRM FUNCTION

Planning: It is the setting goal and deciding how best to achieve them. Planning is predetermined
future. Planning is predetermining future. It involves selecting goals and courses of action.
Planning is deciding in advance about what to in advance how to do it, when to do it.

Organizing: It is determining how to group activities and resources. It is differentiating how to

group activities and resources. It is establishing structure. Organizing includes grouping tasks,
 designing authority responsibility structures, creating channels of communication and
coordinating mechanisms. It produces focused.

Staffing: It is acquiring and assigning people to cabarryout tasks. Staffing is filling and keeping
filled positions in the or

Chapter -5: financial status

Unilever believes profitable growth should also be responsible growth. That approach lies at the heart of
our business model, driven by sustainable living and the USLP. It guides our approach to how we do
business and how we meet the growing consumer demand for brands that act responsibly in a world of
finite resources.

Our business model begins with consumer insight that informs brand innovation, often with partners in
our supply chain, to create products we take to market supported by marketing and advertising across a
range of distribution channels.

Consumer insight: Societies are dynamic. We not only need insight into trends, but also the ability to
predict them in order to maintain our competitive advantage.

Collaboration: We work with governments, NGOs and other stakeholders to drive change that’s good for
society and good for business, and we work with partners in our supply chain, to create innovations in
products and packaging.

Innovation :Our R&D mission is to build brands through benefit-led innovation unlocked by science and
technology.

Sourcing: We have a €34 billion annual procurement programme including agricultural raw materials,
51% of which are sustainably sourced.

Manufacturing: Unilever has the world’s No.1 supply chain according to Gartner. 306 factories and
have invested heavily in efficiency and eco-production.
Logistics: We are centralising our operations with a network of global UltraLogistik control towers to
improve customer service, cut costs and reduce CO 2 emissions. We increasingly use hybrid vehicles and
rail rather than road.
Marketing : We use multiple platforms to achieve cut-through in a highly fragmented media. Effective
digital marketing is essential and influences shopping at all stages of the decision-making process and
through all channels.

Sales :We work closely with retailers to win in the market place, making sure our brands are always
available and properly displayed, in all channels from supermarkets to e-commerce.t
Growing the business: Group
 Underlying sales growth*

2016
3.7%
2015: 4.1%
 Underlying sales growth averaged 4.4% over five years.

Underlying volume growth*

2016
0.9%
2015: 2.1%

Underlying volume growth averaged 2.0% over five years.

 Core operating margin*

2016
15.3%
2015: 14.8%

Core operating margin has steadily increased over five years from 13.7% to 15.3%.

 Free cash flow*

2016
€4.8billion
2015: €4.8 billion

Unilever has generated free cash flow of €20.9 billion over five year

* Key Financial Indicators. Underlying sales growth, underlying volume growth, core operating margin
and free cash flow are non-GAAP measures. For further information about these measures, and the
reasons why we believe they are important for an understanding of the performance of the business,
please refer to our commentary on non-GAAP measures on pages 26 to 28 of our Annual Report.

Chapter-6: problems: Agency Problem is an economic, political, legal and corporate

governance concept that aims to explain the difficulties in motivating one party (the agent) to act
in the best interests of another party (the principal) instead of in his own interest. A conflict of
interest inherent in any relationship where one party is expected to act in another's best interests.
The problem is that the agent who is supposed to make the decisions that would best serve the
principal is naturally motivated by self-interest, and the agent's own best interests may differ
from the principal's best interests. Agency problem usually refers to a conflict of interest between
a company's management and the company's stockholders. The manager, acting as the agent for
the shareholders, or principals, is supposed to make decisions that will maximize shareholder
wealth. However, it is in the manager's own best interest to maximize his own wealth. While it is
not possible to eliminate the agency problem completely, the manager can be motivated to act in
the shareholders' best interests through incentives such as performance-based compensation,
direct influence by shareholders, the threat of firing and the threat of takeovers. Agency theory

The arrangement that exists when one person or entity (called the agent) acts on behalf of
another (called the principal). For example, shareholders of a company (principals) elect
management (agents) to act on their behalf, and investors (principals) choose fund managers
(agents) to manage their assets. This arrangement works well when the agent is an expert at
making the necessary decisions, but doesn't work well when the interests of the principal and
agent differ substantially. In general, a contract is used to specify the terms of a principal-agent
relationship. 

Chapter-7:suggestion
 olding political dialogue with major political parties on various methods of conflict resolution,
 training of journalists on peace journalism and developing measures to rehabilitate journalists of
conflict area,
 reporting women’s issues from violence affected areas,
 training of trade unions on conflict management skills,
 dialogue with scientific community and preparation of a book on Conflict Resolution and
Governance in Nepal,
 helping partner organization in the establishment of an organization of widows (who have lost
their husbands in the conflict) of two Village Development Committees of Dang District,
developing their access to the institutional resources of NGOs in Kathmandu, and counseling
training for victimized single women,
 sensitization of civil society about the possibility of peaceful options to conflict resolution in
Nepal, and
 lecture course to RNA officers at Kharepati on the "Crisis of Governance and Modes of Conflict
Resolution in Nepal."

Chapter-8: Reference
Unilever (/ˈjuːnɪˌliːvər/) is a British-Dutch transnational consumer goods company co-
headquartered in London, United Kingdom and Rotterdam, Netherlands. Its products
include food, beverages, cleaning agents and personal care products. It is the world's
largest consumer goods company measured by 2012 revenue,[4] and is also the world's
largest producer of food spreads, such as margarine.[5] It is Europe’s seventh most
valuable company.[6] Unilever is one of the oldest multinational companies; its products
are available in around 190 countries.[7]