CEO Paul Pol ma n s s tr ategy for the co mp an y M ore th an most ot her co

Ceo paul pol ma n s s tr ategy for the co mp an y m

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CEO Paul Pol ma n 's s tr ategy for the co mp an y. M ore th an most ot her co mpanies . Unilever h as e mb e dd ed its sustain- ability pro gram within it s strategi c, op erat ional, an d human reso ur ce managemen t: th e plan Is ove rseen by the board and inc ent ive b on uses are l inke d m I1s qua nt ita ti ve targets fo r imp rove men ts in e mi ssions, waste re du ct io n. and energy and wat er conservat ion . While Pel man emp h asi zes that Unilever's commit - me nt to sustainability is be cause it Is - th e rig ht th ing to d he is also clear that th e primary m otivat io n is the fact that th e Su stainable Li vi ng Plan is in the l ong- te rm i nt erests of Unilever itself. In an inte rv i ew w ith McKinsey and Compan y, Pol man noted t hat the bene - fits to Unilev er in cluded im p ro v ed access to raw mate - rial s, gre at er emp loy ee c omm, t ment a stronger drrve to ward in nov ati on through ou t t he company , great ly increas ed numbe rs of a ppli c at ions for Jobs at Uni l ever , and im pro ve ment In effici ency in Uni l eve r pla n ts and thr o ugh o ut its suppl y c hai n. Sharehol ders appear to have be nelined as w e ll : in th e li ve ye a rs f ollowing t he lau nc h of the Sustainab le Li ving Plan, Unilever's share price rose by 4 0% , well ahead of rivals Pr octer & Gamble and Nesil e. Howeve r, wh en Pol ma n annou n ced. en r ou te for the January 2015 Davos meetings, tha t he planned to -use t he size and sca le of U nileve r·t o lobby global lead- ers for a bi n ding a gr ee m ent o n cl im ate change and pove r ty erad ica tio n, s om e wo nd ered w h ether he was p umng g lobal i nt erests ah ead of U rn lever· s-es p eci ally give n Un il ev e r' s di s appoint ing sales pe rf or ma n ce du r- in g 201 4. Sources: McK, nsey & Company . ·comm1tt1ng to susta1nab1l1ty An in t erv i ew w i th Urnl eve r 's Paul Pe lman." h np // www mck insey.co m/ vld eos/v id eo ?v1d= 3564008886001 &plynd = 2399 84 925500 I &H eigh t=270&W idth=480, a cc essed July 20 . 20 1 S, ·unilever : In sea rch of t he good bus1nes'!>: E co nom, sr, Aug ust 9, 20 14. va lu e ava ilable to me firm. The si mpl e id ea that an opt ion-th e cho ice of whe th er to do some thin g o r not- h as va lue ha s imp orta nt im p li ca tio ns fo r ho w we value firms . In recen t ye ar s, th e prin cipl es of o pti o n pricing ha ve b ee n extended fr o m va luin g finan cia l se curiti es to va luin g in ves tm en t projec ts and co mpanies. The res ult ing field of real option analysis h as e mer ge d as o ne of th e m os t imp or ta nt d eve lo pm e n ts in fin an - cial th eory ove r th e pa st d ec ad e , with far -r eac hing implic a tion s for stra t egy ana ly sis . The tec hni ca l deta il s of valui ng r ea l o pti o ns are co mplex. Ho w eve r, th e und e rly in g prin ciples are intuiti ve . Let me o udir1e th e basic i deas of r ea l op tio ns th eory a nd w hat th ey mean for s trateg y analysis .
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