Unilever's Strategy Leverages Value Chain Influence
Published: 10 January 2012
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8 pages, 3 figures
EXECUTIVE SUMMARY
This case study is one in a series of Verdantix reports that analyses corporate sustainability strategies. This report provides individuals in roles such as Chief Sustainability Officer or VP of Sustainability with an independent analysis of Unilever’s sustainability strategy. Headquartered in London, Unilever is a $57.9 billion fast moving consumer goods firm operating across 180 countries. In November 2010, Unilever launched its Sustainable Living Plan, a sustainability strategy that aims to decouple business growth from environmental impact across the entire value chain. To better understand Unilever’s sustainability strategy, Verdantix spoke to Karen Hamilton, Unilever’s Vice President for Sustainability. Verdantix finds that Unilever’s plan leverages the firm’s core strengths by utilizing global marketing and purchasing power and influencing both consumers and the supply chain respectively. By focusing on product-level life cycle analysis and targets, Unilever is able to broaden the scope of its activities to include sustainable product innovation and consumer engagement.
TABLE OF CONTENTS
UNILEVER’S STRATEGY LEVERAGES VALUE CHAIN INFLUENCE
Unilever Aims To Decouple Business Growth From Environmental Impact
Unilever’s Initiatives Span The Value Chain
Unilever Paves The Way For Sustainable Product-Based Strategies
ORGANIZATIONS MENTIONED
3M, Alupro, Apple, Fairtrade Foundation, GHG Protocol, Hitachi, InterfaceFLOR, Kimberly-Clark, Kraft, Marine Stewardship Council, PE International, Procter & Gamble, Rainforest Alliance, RecycleBank, Roundtable On Sustainable Palm Oil, Siemens, SKF, Unilever, Veolia, Wal-Mart