Unilever Case: Balancing Profit & Purpose
At a time when companies are quickly pushed to define their role in society, Unilever stands as an important case study to run an objective -powered business model. During the long -term leadership of CEO Paul Polman and continued by the heirs, Unilever began an ambitious journey to prove that a tireless focus on stability and social impact can be an engine for better financial performance, and not hinder it. This strategic change was not a marketing campaign, but a basic reunion of the company's rule, encouragement and most important commercial processes, indicating that the profits and purpose are a powerful coordination, not a business.
The Strategic Anchor: The Unilever Sustainable Living Plan (USLP) The foundation stone in this integration is Unilever Sustainable Living Plan (USLP), which was launched in 2010. It was not a separate CSR initiative, but was an integrated trade strategy designed to reduce the company's development with its environmental footprint, which increases the positive social effect. The USLP set an ambitious, average goal in three columns: improving health and welfare for billions, reducing the environmental impact and increasing the livelihood of millions. It is important that these goals were woven into the innovation pipeline and the brand portfolio. For example, brands such as Pigeon (self-accurate project) and Lifeboy (hand washing hygiene campaign) created their market identity around their goals, which in turn promoted consumer loyalty and development.
Governance Mechanism: Hardwiring Objectives in Company -DNA In promoting this double mission, Unilever's success comes from a management model that clearly monitors the mandate and IT: Board Level Accoun
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