Week 2 Assignment 1 - How would evaluate Paul Polman's 2010 decision to implement a new strategy based on the Unilever Sustainable Living Plan What

Week 2 Assignment 1 - How would evaluate Paul Polman's...

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How would evaluate Paul Polman's 2010 decision to implement a new strategy based on the Unilever Sustainable Living Plan? What benefits did it offer? What risks did it present? The Unilever Strategy defines three key missions: 'improving health and wellbeing,' 'reducing environmental impact,' and 'enhancing livelihoods,' while each goal has a set of specific objectives. It's sustainable development initiatives are focused on four main areas: greenhouse gas emissions, water conservation, waste reduction, and sustainable sourcing. USLP aims to decouple business growth from the environmental impact to reduce its value chain's overall environmental footprint while increasing in size. By 2020 it aims to help more than a billion people take action to improve their health and wellbeing, halve the environmental footprint of its products, source 100% of its agricultural raw materials sustainably, and link more than half a million smallholder farmers and small-scale distributors to its supply chain (Unilever, 2011). It is about helping people change their behavior so that healthy habits such as brushing teeth twice a day become part of everyday living. The plan also implemented products that include more nutritional quality by reducing sugar, salt, and the use of saturated fatty acids, etc. Benefits The objective of this strategy is to improve customers globally for the long term. The example of increased soap usage and improved consumer hygiene illustrates how growth and consumer health can be combined. Similarly, Persil's branding, which allows children to have fun in the mud, provides a better livelihood, and improved sales. The USLP strategy, being so broad and encompassing, created a beacon for the company's employees, the suppliers, and the industry to follow. It provided a clear reason for working in and with Unilever. Long-term organizations typically have core principles that complement their strategies and respond to the changing environment.

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