IntroductionUnilever is the world's third largest multinational company producing consumer goods. It owns over 400 brands and focuses on 14 brands with a turnover of over 1 billion euros. It provides its employees with all-round benefits and various opportunities for learning and improving both personal career and personal quality of life. However, Unilever is not the king of companies that focus exclusively on developing their business; at the same time he shows great attention to society. In the PWC report “Managing Tomorrow's People”, Unilever showed signs of becoming a combination of “green world” and “blue world”. Looking at the talent management methods that Unilever is currently using, it is showing evidence of entering the blue century. Contributes great efforts to lock in “potential” talent by initiating various types of activities on campus such as internship opportunities, in-house days at Unilever, Unilever Campus clubs and so on. The effects of “building cultural and professional competences” are geometric growth. Students will have easier access to more opportunities if they have performed well in one of them. Before they actually become Unilever employees, a series of interview and assessment centers will be adopted to ensure that the candidates' value is consistent with Unilever's corporate culture. After joining Unilever, all kinds of employee benefits are provided: moving allowance, personal insurance, etc. Badminton courts and yoga classes are provided within the company. Here at Unilever the line between internal and external work is often blurred. Driven by enormous personnel costs in this future “blue world,” Unilever systematically evaluates each employee's performance using numerous measurement tools, such as talent and organizational readiness assessments. monitor the current suppliers they use (Figure 4). Unilever could strengthen its brand in support of sustainable development, and as consumers become more aware of environmental issues, the eco-label would become its competitive advantage. In a long-term perspective, Unilever should try to simplify its management system at the same time; there may be another program that works as a fast track for the delivery of a product so that Unilever does not miss the short consumption trend. “A structured approach to decision making may need to maintain a dual internal and external focus to prevent important opportunities and threats from being overlooked (Palisade, 2014).” Overall management efficiency should be measured by the time between designing a new product line and officially launching the product into distribution channels.Conclusion