CORPORATE SOCIAL

RESPONSIBILITIES OF UNILEVER
BANGLADESH LTD.
HUM 4817: INDUSTRIAL MANAGEMENT

MOHAMMAD TOSIF NUR ZAHIN

ID: 151442
DEPARTMENT OF MECHANICAL & CHEMICAL
ENGINEERING
ACKNOWLEDGEMENT
Firstly, I am grateful to the Almighty for giving me this opportunity and at the same time, I want to
express my utmost gratitude to my academic teachers for giving me proper guidance and
directions. For without their constant support and kind help this would not be possible.
I am also grateful to my line manager S.M Tareque Saifullah, Technology & Innovations Manager
– Home Care, Unilever Bangladesh Limited and Samira Niamatullah, Asst. Manager, 3P Quality,
who provided me with all the necessary information that I required. In every phase, from topic
selection to data collection and analysis, they have helped me a lot.

I am also very much thankful to my fellow colleagues of Unilever Bangladesh Limited, specially Mr.
Adibuzzaman Rahi who have been very supportive and gave me their valuable time and enough
information to successfully complete this report.

Last but not the least; I want to thank my family and friends for all their support and prayers.

Regards,

Mohammad Tosif Nur Zahin

CSCA™, ISCEA Bangladesh;
B.Sc. Engg. (ME) (Ongoing),
Islamic University of Technology (OIC)
E-mail: tosifnurzahin@iut-dhaka.edu

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EXECUTIVE SUMMARY
Unilever- a British-Dutch based company is one of the oldest and most renowned multinational
companies in the world. It is the third largest consumer goods company owning over 400 brands
available in around 190 countries in the world. Unilever Bangladesh Ltd., being a subsidiary of the
Unilever in Bangladesh has also become one of the leading multinational business firms in the
world of FMCG industry. Over the years the company has been growing by bringing world class
innovative products to the people of Bangladesh. More than 90% of country’s households use one
or more of Unilever products like- Lux, Sunsilk, Surf-Excel, Vim, Dove, Knorr, Rin, Pureit, Pepsodent
etc.
To make the brands reliable and to ensure that the products are supplied with the best quality
possible to the consumers, the Quality Assurance department of UBL, which is a core part of Supply
Chain, has been working restlessly over the years. I was lucky enough to work such closely in this
department and experience real life issues and challenges which have really widen my knowledge
and sights.
I have prepared this report into four major chapters. Firstly, I discussed about the background and
origin of the report. The second chapter describes about the history, product offerings, vision and
other key factors related to the company in general. The next chapter focuses on UBL’s quality
assurance department and their operation in the company. Then, the fourth chapter is about the
overall responsibilities I had and experiences I got while doing my internship in the merchandising
department of UBL. Later on, I have also added some recommendations based on my observations
during my internship period at UBL.

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 TABLE OF CONTENTS
1. INTRODUCTION 4
1.1 Origin of the Report 4
2. OVERVIEW OF THE COMPANY 4
2.1 Unilever Global: 4
2.2 History of Unilever: 5
2.3 Timeline 5
2.4 Unilever Logo Design and History: 6
2.5 UNILEVER BANGLADESH LIMITED 10
2.6 UBL AT A GLANCE 10
2.7 MISSION 11
2.8 CORPORATE VISION 11
2.9 UNILEVER BRANDS AND PRODUCT OFFERINGS: 12
2.10 STRATEGIES FOLLOWED BY THE COMPANY 14
2.11 ORGANIZATIONAL STRUCTURE 15
2.12 UNILEVER’s CONTRIBUTION 16
3. Unilever’s Social Responsibility 17
4. LEARNING POINTS 17
5. CONCLUSION 18
References 19

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1. INTRODUCTION
It is literally impossible to find a person in Bangladesh who does not know about Lux, Lifebuoy or
Sunsilk shampoo. From the people from rural zones to the urban areas, everyone recognizes these
products. Maybe they do not know very well about the company that has been producing these
amazing products over the years, but they definitely like to use these. Well, the innovator and
producer of these revolutionary products is the globally recognized company- Unilever.

Unilever- a British-Dutch based company is one of the oldest and most renowned multinational
companies in the world. It is the third largest consumer goods company owning over 400 brands
available in around 190 countries in the world. Unilever Bangladesh Ltd., being a subsidiary of the
Unilever in Bangladesh has also become one of the leading multinational business firms in the
world of FMCG industry. To maintain the quality and to make the brands more popular among the
consumers the employees of UBL works hard and takes those projects that will best suit the
company. They analyze the markets properly, tries to forecast the scenario in advance, takes
proper steps, decides and does business as pre-planned. Each and every department has specific
responsibilities to perform but the overall objective is the same- achieve the company’s ultimate
goals by providing the consumers with innovative and healthy products that will add vitality and
will ensure a sustainable environment for all.

1.1 ORIGIN OF THE REPORT

This report has been prepared to fulfill the requirements of the Internship program as stated in
the contract (a copy attached with this report). I have done my internship in the supply chain
department at Unilever Bangladesh Ltd. for almost one and a half months. During this period, I
worked closely with the quality assurance team and assisted them in their work. I got to experience
and know about how Unilever deals with its product qualities and their business collaborators. I
have worked under Ms. Samira Niamatullah (Asst. Manager, 3P Quality) and my Line Manager Mr.
S.M Tareque Saifullah, Technology & Innovations Manager – Home Care, Unilever Bangladesh
Limited.

2. OVERVIEW OF THE COMPANY

2.1 UNILEVER GLOBAL:
Unilever is a British-Dutch based company, with a history of colonial exploitation, on which it has
gradually built its capital. Today it owns more than 400 of the world's consumer product brands in
food, beverages, cleaning agents and personal care products. Unilever employs more than174,000
people and had worldwide revenue of €49.800 billion in 2013. Unilever has two parent companies:
Unilever NV in Rotterdam, Netherlands, and Unilever PLC in London, United Kingdom. Both
Unilever companies have the same directors and effectively operate as a single business. The
current non-executive Chairman of Unilever N.V. and PLC is Michael Treschow (May 2007) while
Paul Polman (January 2009) is Chief Executive Officer. Unilever annual net income for 2017 was
$6.842B, a 19.26% increase from 2016. and the total number of employees until 2017 was
169,000. Unilever's major competitors include Nestlé and Procter & Gamble.

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2.2 HISTORY OF UNILEVER:
William Hesketh Lever founded Lever Brothers in 1885. Lever established soap factories around
the world. In 1917, he began to diversify into foods, acquiring fish, ice cream and canned foods
businesses. In the Thirties, Unilever introduced improved technology to the business. The business
grew, and new ventures were launched in Latin America. The entrepreneurial spirit of the founders
and their caring approach to their employees and their communities remain at the heart of
Unilever's business today.

Unilever was formed in 1930 when the Dutch margarine company Margarine Unie merged with
British soap maker Lever Brothers. Companies were competing for the same raw materials, both
were involved in large-scale marketing of household products and both used similar distribution
channels. Between them, they had operations in over 40 countries. Margarine Unie grew through
mergers with other margarine companies in the 1920s.

In a history that now crosses three centuries, Unilever's success has been influenced by the major
events of the day –economic boom, depression, world wars, changing consumer lifestyles and
advances in technology. And throughout they've created products that help people get more out
of life–cutting the time spent on household chores, improving nutrition, enabling people to enjoy
food and take care of their homes, their clothes and themselves. Through this timeline you'll see
how UBL brand portfolio has evolved. At the beginning of the 21st century, path to Growth
strategy focused us on global high-potential brands and Vitality mission is taking us into a new
phase of development. More than ever, how brands are helping people 'feel good, look good and
get more out of life' – a sentiment close to Lord Lever Hulme's heart over a hundred years ago.

2.3 TIMELINE
19th century: Although Unilever wasn't formed until 1930, the companies that joined forces to
create the business we know today were already well established before the start of the 20th
century.

1900s: Unilever's founding companies produced products made of oils and fats, principally soap
and margarine. At the beginning of the 20th century their expansion nearly outstrips the supply of
raw materials.

1910s: Tough economic conditions and the First World War make trading difficult for everyone, so
many businesses form trade associations to protect their shared interests.

1920s: With businesses expanding fast, companies set up negotiations intending to stop others
producing the same types of products. But instead they agree to merge and so Unilever is created.

1930s: Unilever's first decade is no easy ride: it starts with the Great Depression and ends with the
Second World War. But while the business rationalizes operations, it also continues to diversify.

1940s: Unilever's operations around the world begin to fragment, but the business continues to
expand further into the foods market and increase investment in research and development.

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1950s: Business booms as new technology and the European Economic Community lead to rising
standards of living in the West, while new markets open up in emerging economies around the
globe.

1960s: As the world economy expands so does Unilever and it sets about developing new products,
entering new markets and running a highly ambitious acquisition program.

1970s: Hard economic conditions and high inflation make the 70s a tough time for everyone, but
things are particularly difficult in the fast-moving consumer goods (FMCG) sector as the big
retailers start to flex their muscles.

1980s: The business expands into Central and Eastern Europe and further sharpens its focus on
fewer product categories, leading to the sale or withdrawal of two-thirds of its brands.

1990s: The business expands into Central and Eastern Europe and further sharpens its focus on
fewer product categories, leading to the sale or withdrawal of two thirds of its brands.

The 21st Centuries: The decade starts with the launch of Path to Growth, a five-year strategic plan,
and in 2004 further sharpens its focus on the needs of 21st Century consumers with its Vitality
mission.

2.4 UNILEVER LOGO DESIGN AND HISTORY:

In 2005, Unilever decided to change their logo to represent their new theme of vitality. The new
logo was also planned to coincide with the 75th anniversary of the company. The new logo tells
the story of Unilever and vitality. It brings together 24 different icons representing Unilever and
its brands, the idea of vitality and the benefits Unilever brings to consumers.

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2.5 UNILEVER BANGLADESH LIMITED
2.5.1 The history
Unilever Bangladesh Ltd. is one of the world’s most successful fast-moving consumer goods
manufacturing companies with local manufacturing facilities, reporting to regional business
groups for innovation and business results. Lever Brothers Bangladesh Ltd. as a subsidiary of
Unilever is leading the home care, personal care and food product market of Bangladesh. On 25th
February 1964 the eastern plant of Lever Brothers Pakistan Ltd. was inaugurated at Kalurghat,
Chittagong with a soap production capacity of approximately 485 metric tons. It was a private
limited company with 55% share held by Unilever and the rest by the Government of Pakistan.
After independence the eastern plant was declared abandoned. But on 5th July 1973 it was
registered under the name of Lever Brothers Bangladesh Ltd. as a joint venture company of
Unilever PLC and the Govt. of Bangladesh with a share arrangement of 60.75% to Unilever and
39.25% to the Bangladesh Govt.

2.5.2 Unilever today

Unilever brands are trusted everywhere and, by listening to the people who buy them, they've
grown into one of the world's most successful consumer goods companies. In fact, 150 million
times a day, someone somewhere chooses a Unilever product. UBL is the market leader in 7 of
the 8 categories it operates in, with 20 brands spanning across Home Care, Personal Care and
Foods.

UBL has a portfolio of brands that are popular across the globe - as well as regional products and
local varieties of famous-name goods. This diversity comes from two of their key strengths:

❖ Strong roots in local markets and first-hand knowledge of the local culture.
❖ World class business expertise applied internationally to serve consumers everywhere.

2.6 UBL AT A GLANCE

Type of business: Fast Moving Consumer Goods Company with local manufacturing facilities,
reporting to regional business groups for innovation and business results.

Operations: Home and Personal Care, Foods, Water Purifier.

Constitution: Unilever - 60.75% shares, Government of Bangladesh - 39.25%

Product Categories: Household Care, Fabric Cleaning, Skin Cleansing, Skin Care, Oral Care, Hair
Care, Personal Grooming, Tea based Beverages.

Brands: Wheel, Lux, Lifebuoy, Fair & Lovely, Pond's, Close Up, Sunsilk, Taaza, Pepsodent, Clear,
Vim, Surf Excel, Rexona, Dove, Vaseline, TRESemme, Knorr.

Manufacturing Facilities: The Company has a Soap Manufacturing factory and a Personal Products
Factory located in Chittagong. Besides these, there is a tea packaging operation in Chittagong and

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three manufacturing units in Dhaka, which are owned and run by third parties exclusively
dedicated to Unilever Bangladesh.

Employees: Unilever Operations in Bangladesh provide employment to over 10,000 people directly
and through its dedicated suppliers, distributors and service providers. 99.5% of UBL employees
are locals and they have equal number of Bangladeshis working abroad in other Unilever
companies as they expatriates. The employees are recognized there by staying connected and
growing while the company is growing at the same time.

2.7 MISSION
Unilever's mission is to add Vitality to life; to 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. Unilever
recognizes growing consumer needs for-

❖ A healthy lifestyle,
❖ More variety, quality, taste and enjoyment,
❖ Time, as an increasingly precious commodity,
❖ Helping people to feel good, look good and get more out of life will enable us to meet these
needs and expand our business.

2.8 CORPORATE VISION

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.

Unilever’s vision statement reflects how the company grows and maintains its success in the global
consumer goods market. The mission statement shows the value of Unilever’s products and how
these products benefit customers.

❖ Unilever’s Vision Statement: Unilever’s corporate vision is “To make sustainable living
commonplace. We believe this is the best long-term way for our business to grow.” This
vision statement puts emphasis on sustainability, especially among consumers. The
following components are notable in Unilever’s vision statement:
o Commonplace sustainable living
o Best long-term way
o Business growth
Commonplace sustainable living is a core component in Unilever’s corporate vision
statement. This component shows the company’s efforts in changing its products to suit
current market conditions. For example, through sustainable design for home care and

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 personal care products, Unilever helps consumers reach their goals to integrate
sustainability in their lives. The corporate vision also states that commonplace
sustainability is the best long-term way for the business. Unilever understands the
importance of sustainability and other market trends shaping the industry. Moreover, the
vision statement reflects the company’s view of sustainability as a way to maintain
business growth. This vision statement aligns with Unilever’s corporate social responsibility
strategy to address business stakeholders in the consumer goods industry.

❖ Unilever’s Mission Statement: Unilever’s 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 following are the
significant components in Unilever’s mission statement:
o Adding vitality to life
o Meeting everyday needs for nutrition, hygiene, and personal care
o 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.

2.9 UNILEVER BRANDS AND PRODUCT OFFERINGS:

Unilever has a portfolio of about 400 brands globally. Worldwide, the products can be
categorized into four sectors:

1) Food and Drink,

2) Home Care,
3) Personal Care,
4) Water Purifier.

However, many of these are local that can only be found in certain countries, e.g. Fair &
Lovely. In Bangladesh the number of UBL’s existing brands is 22, which are categorized in
different sections.

Category Product
❖ Wheel Laundry Soap
Fabric Wash ❖ Wheel Washing Powder
❖ Wheel Power White
❖ Surf Excel

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 ❖ Vim Powder
Household Care ❖ Vim Bar
❖ Vim Liquid
❖ International Lux
Personal Care ❖ Lifebuoy Total
❖ Dove bar
❖ Lifebuoy Liquid soap
Water Purifier
❖ Unilever Pureit

❖ Fair & Lovely Multivitamins

❖ Fair & Lovely Body Fairness Milk
❖ Fair & Lovely Ayurvedic
❖ Fair & Lovely Menz Active
❖ Pond’s Age Miracle range
❖ Pond’s Daily Face Wash range
❖ Pond’s Cold Cream
Skin Care ❖ Pond’s Perfect Result Cream
❖ Ponds Dream Flower Talc
❖ Pond’s Flawless White Range
❖ Pond’s White Beauty Range
❖ Pond’s Body Lotion
❖ Lakme Skin Care Products
❖ Dove Skin Care Products
❖ Vaseline Skin Care Products

❖ Sun Silk Shampoo

Hair Care ❖ All Clear Shampoo
❖ Lifebuoy Shampoo
❖ Dove shampoo
❖ All Clear Hair Oil
❖ TRESemme Shampoo
❖ Close-up Toothpaste
Oral Care ❖ Pepsodent Toothpaste
❖ Pepsodent Toothpowder
❖ Pepsodent Tooth brush
Deodorant ❖ Rexona
❖ Axe
❖ Lipton Taaza Danadar and Strong
Foods
❖ Knorr Noodles and Knorr Soup.

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In Bangladesh, Unilever’s strengths come from:
❖ Its presence in several product categories
❖ Various brands
❖ Numerous variants and pack size
❖ Wide ranging options to fulfill diverse aspirations and taste
❖ Tailoring products to satisfy consumers with different needs and means
❖ Covering the country by hundreds of thousands of outlets
❖ This wide range of products and brands offered by UBL shows the realization of the simple
universal fact – “different individuals have different needs”.

2.10 STRATEGIES FOLLOWED BY THE COMPANY

2.10.1 Functional Level Strategies
Unilever Bangladesh Ltd follows different functional level strategies to gain competitive
advantages and sustain it in the long run in the matured industries.
• The Company increases their efficiency through exploiting economies of scale and learning
effects. For example, 808,720 bars of soaps, 1,023,810 packets of detergent powders, 154,
430 toothpaste tubes and sachets, 329,530 bottles and sachets of shampoo, 156,910
tubes, jars, bottles and sachets of creams and lotions, and 35,000 packets of tea are
produced in one day in Bangladesh by Unilever.
• They adopt flexible manufacturing technologies, upgrade the skills of employees through
training and perform research and development function to design products that are easy
to manufacture.
• They have higher customer responsiveness rate. They carry out extensive research to make
innovative and new products and modify the existing products to better satisfy the
consumers.
• They continuously research on product development, promotional activities, packaging
and distribution. This way they can respond quickly to customer demands.

2.10.2 Business-Level Strategies

Unilever’s strategic managers adopt different business level strategies to use the company’s
resources and distinctive competencies to gain competitive advantage over its rivals. These are:
• They follow cost-leadership strategy as they have intermittent over capacity and the ability
to gain economies of scale. This way they can produce cost effective products and yet be
profitable.
• They also follow differentiation strategy for some products to meet the needs of the
consumers in a unique way.
• They also target different market segments with different products to have broad product
line. By product proliferation they reduce the threat of entry and expand the range of
products they make to fill a wide variety of niches.

2.10.3 Strategy in the Global Environment

Unilever Bangladesh Ltd. is registered under Unilever. As a part of a global company it follows
some generalized strategies and principals of Unilever. However, they also modify different

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strategies based on the national conditions. The different strategies that they follow in the global
environment are stated below:
• As a worldwide famous company and comprising internationally renowned brands gives
them unique strengths that allow a company to achieve superior efficiency, quality,
innovation, or customer responsiveness. The different policies and strategies Unilever
follow, and their experience is transferred to Unilever Bangladesh Ltd.
• They import the raw materials from the places where it is less costly, thus achieve location
economy.
• They are locally responsive. They are always ready to improve and modify their products
to meet the needs of the local customers.
• UBL follows a multi domestic strategy where the companies extensively customize both
their product offering and marketing strategy to different national conditions.

2.10.4 Corporate strategy

UBL carries out the following corporate level strategies:
• They involve in short term contracts and competitive bidding for the supply of raw
materials.
• They have a diversified business. UBL has both related and unrelated diversification.
• They compete in nine different industries with various products from home care, personal
care and even food products. They have economies of scope as most of the products can
share the same manufacturing facilities, inputs and specially the distribution channels.

2.11 ORGANIZATIONAL STRUCTURE

In terms of Unilever, they have two chairmen leading the company worldwide. They have seven
top directors leading seven different departments. They have divided their worldwide business
into different region and have different business groups to manage them. Unilever Bangladesh
limited falls under the Southeast Asian region. On a more micro scale, Unilever Bangladesh ltd is
monitored by Hindustan lever Ltd. which oversees operation in Bangladesh, India, Pakistan and
SriLanka. The chairman of Unilever Bangladesh Limited is known as the managing director. The
management staff of the company consists of six layers, starting from junior manager (who are
local managers) to manager grade 5 (who are Unilever managers). Apart from this the company
also hires many non-management staff as well as operatives to work in the factories. Unilever
Bangladesh Limited structured in the following manner:

Unilever Bangladesh Limited has five departments to carry out all the organizational functions.
Respective director’s head are head of all departments. These departments are:
1. Customer Development Department Headed by Customer Development Director (CDD),
2. Brands Development Department headed by the Brands and Development Director
(B&DD),
3. Supply Chain Department headed by the Supply Chain Director (SCD),
4. Finance Department headed by Finance Director (FD),
5. Human Resources Department headed by the Human Resources Director (HRD).

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2.12 UNILEVER’S CONTRIBUTION
Unilever Making a positive contribution to society through their brands, the commercial
operations and relationships, their voluntary contributions to the community and through their
wider engagement with Bangladeshi society. 72% of the company’s value addition is distributed
to the Government of Bangladesh. UBL operations provide employment to over 10000 people.

2.12.1 Doing Well by Doing Good

Unilever believes in ambitious growth of the business while fostering a sustainable environment.
We believe the two must be related and hence sustainability is placed at the heart of everything
we do. Our philosophy of ‘Doing Well by Doing Good’ is captured in the Unilever Sustainable Living
Plan (USLP). Some of the initiatives under USLP in Bangladesh are:

❖ Lifebuoy Lifesaver Program – a Lifebuoy initiative to reduce child mortality through

hand washing with soap.

❖ Oral Health & Hygiene Awareness Program– led by Pepsodent, this school-based
activation program aims to reach 7 million people with its dental checkups and oral
hygiene awareness.

❖ Lifebuoy Friendship Hospital - launched in March 2002 in association with the

humanitarian organization "Friendship”, the hospital is situated on a boat with a
dedicated medical team and reaches out to people who do not have access to proper
medical facilities.

❖ Pureit - launched in 2010, Pureit is a water purifier which aims to provide safe drinking
water to 2.5 million people by 2015.

❖ Pollydut - through this project unemployed youth in villages have been incorporated
into our distribution network to provide them with a sustainable livelihood.

❖ Project Laser Beam (PLB) – PLB, a multi-million-dollar, multi-stakeholder project

between Unilever Foundation and WFP, was conducted in Shatkhira, Bangladesh from
2010 to 2014. The project worked across four pillars – Nutrition, Water, Health and
Hygiene, and Livelihood, to develop a holistic model to eradicate malnutrition.

❖ Tackling Malnutrition – 2 projects with Save the Children addressing child malnutrition
have programs running in 4 divisions of the country. These projects are aimed at aiding
the Government improve their malnutrition treatment infrastructure and provide
direct interventions for effected individuals in terms of nutrition education and
livelihood.

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3. UNILEVER’S SOCIAL RESPONSIBILITY
❖ Eco-efficiency – Unilever Bangladesh Limited always tries to reduce the impacts of
company operations by efficient manufacturing equipment and proper waste
management system.
❖ Eco-innovation – Unilever Bangladesh Limited also aim to mitigate the impacts of Unilever
Bangladesh Limited products by using recyclable packages and safe ingredients.
Sustainability programs in fish, agriculture and water.
❖ Unilever Bangladesh Limited Code of Business Principles.
❖ Fair Business Practice.
❖ Supporting local communities.

4. LEARNING POINTS
In today's modern market most companies such as Unilever, operates to obtain sustainable
development goals. Responsible business and investment – rooted in universal principles – will be
essential to achieving transformational change through the SDGs. For companies, successful
implementation will strengthen the enabling environment for doing business and building markets
around the world. That is the strategy of Unilever. They want to improve people's lifestyle, reduce
environmental impact, all the while earning more revenues.

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So, we learned that, a company has a moral obligation towards its consumer and its workers.
Because the future lies within the growth of the market and the market is the people. So, if
people's lifestyle improves so will the market, which will enable them to have a better market
share. And of course, reducing environmental impact means a better future for the people to live
in. A company does not only operate to earn a profit, rather they represent the people's mindset,
their choices, their opinions and the quality of their lives. That is why it is very important, that they
fulfill their responsibilities towards their consumers.

5. CONCLUSION
To work such closely at this global MNC like Unilever Bangladesh Ltd. has been truly an amazing
experience for me. I got to know so many new things and aspects of real business world that really
boosted my knowledge and excellence. On the other hand, working in the supply chain
department specially in quality assurance also gave me scopes to learn about totally new things as
to how global brands ensure the best quality products for their consumers.

Through this report I have presented my overall work experiences during my internship period at
UBL. I have discussed about several aspects of quality assurance at UBL Dhaka Lab and the way
the company is ensuring their product quality. I am really pleased that I got the chance to do my
internship at UBL which really increased my practical knowledge and enriched my overall
knowledge about quality control.

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Larry, Smith (2001). "Shift-Left Testing".

Jump up to:a b "Quality Assurance vs Quality Control – Learning Resources – ASQ".

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