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Unilever Case Study

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Unilever’s Case Summary

Unilever is a worldwide enterprise with more than 400 buyer brands. Unilever items are in more than 180 nations around the globe. The organization was made in 1930 by a merger of the Dutch organization Margarine Unie and the British cleanser producer Lever Brothers. The two organizations encountered a tremendous interest for their items furthermore, trusted that a merger would enable them to import palm oil, their primary crude material, even more proficiently. A video on the organization's site portrays the early history of Unilever. Unilever was established amidst the Great Gloom and the organization survived World War II before the monetary development of the 60s aided the organization to grow its item portfolio and dispatch in new nations around the world. Unilever proceeded to expand in the 70s and solid deals in African nations offset diminishing income in Europe and the Joined States. With the procurement of Lipton International Unilever ended up one of the biggest tea organizations in the world. In the 90s Unilever decreased its item classes from 50 to just 13 (Unilever, n.d.). This slant proceeded in the 2000s as Unilever concentrated on three principle item regions: sustenance, individual and home care. In 2004 the organization reclassified its central goal: "to address regular issues for sustenance, cleanliness and individual care with brands that assistance individuals look great, can rest easy and get more out of life" (Unilever, 2011).

In the 1990s, Unilever began to respond to developing ecological weight and purchaser concerns. The organization set up a feasible horticultural program, began water-safeguarding activities, sourced angle just from reasonable stocks, enhanced the nutritious nature of its sustenance items, collaborated with non-benefit associations. The organization sources 12% of its dark tea and 6% its tomato supply around the world; Unilever comprehends that atmosphere change, fixed ecological enactment, and expanded shopper mindfulness affect its business. Unilever centers its supportability endeavors around four key regions: ozone harming substance outflows, water protection, squander diminishment and maintainable sourcing. The Unilever site gives clients a far-reaching diagram of the different sustainable endeavors the organization attempts. Clients can discover data on all aspects of Unilever's sustainability endeavors in the intuitive graphs on the site. Moreover, one can read extensive articles about associations and measurements the organization has created. Like Nestle with its "Making Shared Value" approach, Unilever's dialect around sustainability has changed after some time. In March 2010, Unilever's CEO Paul Polman reported another vision: "to twofold the extent of the business while lessening the organization's ecological effect". At that point in fall 2010, Unilever began another activity called the "Sustainable Living Plan" (SLP): "Our arrangement isn't only the best activity for individuals and the condition. It's additionally appropriate for Unilever: the business case for incorporating sustainability into our brands is clear."(Unilever, n.d.) The organization propelled the 10-year SLP and its site with four synchronous live discussions in London, Rotterdam, New Delhi and New York concerning sustainability versus consumption.

Unilever moved towards sustainability within the 90s, Unilever began to react to growing environmental pressure and client considerations. the corporate originated a sustainability agricultural program, started water-preserving initiatives, sourced fish solely from sustainability stocks, improved the nutritional quality of its food merchandise, partnered with non-profit organizations adore the timberland Action Network and co-founded the round-table conference on sustainable vegetable oil. Unilever focuses its sustainability efforts on four key areas: greenhouse emission emissions, conservation, waste reduction and sustainability sourcing. The Unilever website offers customers a comprehensive summary of the assorted sustainability efforts the corporate is enterprise. Like Nestle with its “Creating Shared Value” approach, Unilever’s language around sustainability has modified over time. To illustrate, sustainability is not any longer simply Unilever’s business, Unilever currently shares that responsibility with its customers and suppliers by “inspiring billions of individuals to take tiny, on a daily basis actions that add up to an enormous distinction.” (Unilever, n.d.)  

Unilever’s – Sustainability Living Plan

In March 2010, Unilever's business official Paul Polman proclaimed a substitution vision: "to twofold the measurements of the business while diminishing the organization's ecological effect" (Unilever, n.d.). At that point in fall 2010, Unilever began a substitution activity known as the "Practical Living Plan" (SLP): "Our Plan isn't just the correct issue to attempt and improve the situation people and along these lines the air. It's conjointly ideal for Unilever: the business case for assemble activity manageability into our brands is self-evident." (Unilever, n.d.) the corporate propelled the 10-year SLP and its site with four simultaneous live open deliberations in London, Rotterdam, national capital and enormous apple round the inquiry: will utilization wind up supportable? three. Postulation Statement This paper looks at if the SLP could be a thorough continuation of Unilever's supportability endeavors archived on its site and survey if the SLP could be a guide for the organization's four hundred brands towards sustainability.

Issues of the Sustainability Living Plan:

SLP has 3 goals that it focuses to achieve by 2020:

  1. facilitate quite one billion folks improve their health and well-being
  2. fraction the environmental impact of its merchandise
  3. supply one hundred of agricultural raw materials sustainably

The SLP website is built around these 3 goals and offers various metrics and examples on a way to achieve the goals within the following areas: health and hygiene, nutrition, greenhouse gases, water, waste, sustainability sourcing, higher livelihoods, and people. The SLP was well received by inexperienced blogs and sustainability specialists (DiBenedetto, 2010), (Gunther, 2010). Initially, it looks like Unilever could be a model of sustainability, but, a deeper analysis of the SLP reveals that the Plan doesn't add something new the company’s current sustainability efforts. the subsequent analysis shows that the SLP isn't a sustainability strategy, however a promoting tool, which inspires shoppers to shop for additional of Unilever’s merchandise.

• Most of the recommendations and therefore the metrics on the SLP website are involved with the footprint suppliers and shoppers turn out. maybe, below the rubric “Water” one will browse that water could be a scare resource that has to be protected (Unilever sustainability, n.d.). rather than creating concrete goals on however Unilever plans to act on this issue customers learn: “But the water really contained in merchandise is simply seven-membered of the overall, compared to the ninety-two utilized by shoppers.” (Unilever, n.d.). The subcategory “Manufacturing” could be a testament of what the corporate has already done to scale back its water use. the corporate claims that new reductions are more durable to accomplish since the corporate was already terribly progressive during this space.



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