Corporate Governance at Unilever
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(Case Code: CGOX012) click on the button below, and select the case from the list of available cases:
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Please note:
This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source.
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Case Details: |
Price: |
| Case Code |
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CGOX012 |
For delivery in electronic format: Rs. 300;
For delivery through courier (within India): Rs. 300 +Shipping & Handling Charges extraThemes
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| Case Length |
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15 Pages |
| Period |
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2004 |
| Pub Date |
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2004 |
| Teaching Note |
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Not Available |
| Organization |
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Unilever |
| Industry |
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FMCG |
| Countries
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UK |
Abstract:
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Unilever is one of the largest packaged consumer goods companies in the world. It has over 700 brands in its portfolio. The company has operations spread over 150 countries around the world. Unilever is owned by the Netherlands-based Unilever NV (NV) and UK-based Unilever PLC (PLC).
Since 1930 when the Unilever Group was formed, NV and PLC together with their group companies, have operated and worked as a single entity.
They have the same directors, adopt the same accounting principles, and are linked by equalisation agreements, which regulate the mutual rights of the two sets of shareholders.
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This case examines Unilever''s corporate governance practices with special reference to board structure, board committees, directors'' compensation and investor relationship. The case can be used for MBA students as part of the business ethics and corporate governance curriculum. The case aims at helping students understand the processes and systems underlying sound corporate governance.
Issues:
» Unilever Corporate Governance.
Contents:
Keywords:
Corporate governance; Unilever; Fast moving consumer goods; Largest consumer goods company; Board structure; Niall Fitz Gerald; Advisory directors; Renumeration policy; Board committees; Directors compensation; Investor relationship.
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