Unilever has developed a corporate culture focused on corporate responsibility through several approaches: 1. It considers core values and corporate culture central to its responsibility efforts. 2. It trains employees on responsibility issues but does not preach ethics, allowing them to use personal values. 3. Consistent communication about responsibility helps embed it in the company. 4. It recruits and develops leaders based on competencies like integrity and change rather than degrees. 5. Training programs educate employees on issues like sustainability and help them find responsibility in their roles.

1. Creating a Corporate Responsibility
Culture: the Approach of Unilever UK

2. About Unilever
• Founded: 1929, United Kingdom
• CEO: Paul Polman
• Industry: FMCG (Fast Moving Consumer Goods)
• Subsidiary in India: Hindustan Unilever Limited.
• World Famous Brands under Unilever:

3. S. No. Area's of CSR Unilever Commitment Unilever Performance
GOAL 1:
IMPROVING
HEALTH & WELL
BEING
1 Health & Hygiene
By: 2020
Help more than a Billion
people to improve their
Health & Hygiene
By: 2013
303 Million Reached
183 Million - Lifebuoy
55 Million - Pureit
52 Million-Toothpaste Brands
13 million- Dove Self Esteem Programs
2 Improving Nutrition
By: 2020
Double the proportion of
our portfolio that meets
highest nutrition standards
By: 2013
31% of Unilever's Portfolio by volume
met highest nutrition standards
GOAL: 2
REDUCING
ENVIRONMENTAL
IMPACT
1 Green House Gases
By 2020:
Half The Green House Gas
Impact of products
By: 2010
Greenhouse Gas Footprint impact
per consumer use has increased by
5% (approx).
2 Water Use
By 2020:
Half The Water Associated with Consumer use of
products
By: 2010
Water Impact per consumer use
has increased around 15%
3 Waste and Packaging
By 2020:
Half The Waste Associated with Disposal use of
products
By: 2010
Waste Impact has reduced around 11%
4 Sustainable Sourcing
By 2020:
100% Sourcing of
Agricultural Raw
Materials Sustainably
By: 2013
48% of Agricultural Raw Materials
Were Sustainably Sourced by Unilever
GOAL 3:
ENHANCING LIVELHOODS
1 Fairness in Workplace
By: 2020
Unilever to advance
Human Rights Across
their operations & extended
supply chain
Resultant Commitment to be
given in 2015
2 Opportunities for Women
By: 2020
Unilever to empower
5 million Women
Resultant Commitment to be
given in 2015
3 Inclusive Business
By: 2020
Positive Impact on lives
of 5.5 Million people
Resultant Commitment to be
given in 2015

4. Corporate Responsibility Culture: Unilever Approach
• 3 Major Considerations:
1. Corporate Culture & Values
2. CSR is not about Teaching Ethics
3. Consistent Communication
• Hiring Staff from Within- UCMDS1
1- Uniliver Companies’ Management Development Scheme

5. Unilever Approach to Corporate Responsibility
Recruiting and Training Graduate Managers.
Attracting Talent:
Annual Graduate Recruitment Activity-1954.
Selecting Graduates from Pool of Applicants.
Important for Applicant to Chose Company.

6. FIVE REASONS TO JOIN Unilever
1. Unilever is one of the world’s greatest consumer goods companies and
plays an active role addressing global environmental and social issues.
2. Our brands include some of the biggest and best-known products in the
world – they’re a familiar part of daily life right around the globe.
3. As a graduate, you’ll get your teeth into a real job from day one.
4. You’ll receive all the training and support needed to launch a management
career – ideally in just two years.
5. And you’ll work with bright, stimulating often brilliant people who haven’t
had to sacrifice their individuality to have a highly successful career.

7. RESULTS OF PROJECTION
• 42% of Targeted Graduates interested to work for
Socially Responsible Company
• 30% attached to traditional way of above average
salary.
• Retention of People.
• Corporate Responsibility: An important factor for a
Job.

8. Selecting Leaders
Uniqueness:
 Unilever UK: No specialization Degree required for Jobs in
Marketing, Finance or Sales.
oWhy?- Attitude, Behavior Competencies and Character: Better
Indicator of Leadership.
 3 Round Selection Process
 Judgment of Individual as a Whole.

9. Leadership Competencies
• Self Confident Integrity
Act With Integrity & Principles within themselves
Taking Difficult Decisions
• Breakthrough Thinking
Generation of New Ideas.
Conceptual Thinking for Competitive Business Advantage.
• Organizational Awareness
Formal & Informal Structure of Organization

10. Leadership Competencies
• Change Catalyst
Excitement for New Opportunities.
Positive Response to Challenges.
• Objective Analytic Power
Solving Complex Situation
Skill for Problem Breakdown into Components.
• Developing Self
Self-Development Activities
Learning from Experience

11. Leadership Competencies
• Team Commitment
Cooperative Working Environment
• Team Leadership
Lead in Problem Solving & Clarification of Job Roles
• Business Motivation
Profit, Business Competition & Employee Satisfaction.
• Passion for Growth
Desire to go beyond Targets
Ambitious

12. TRAINING MANAGERS
Code of Business Principles
• Principles which describes how company will behave in its dealings
with internal and external stakeholders
• Started training programs
• To create awareness about major issues that may breach company
Business Principle Codes

13. Code of Business Principles
• Standard of conduct
- Operations with honesty, integrity, openness and respect to human rights
• Obeying the law
- Comply with laws in whichever country they operate
• Employees
- Believes in diversity in working environment

14. Code of Business Principles
• Consumers
- Provides branded products and services
- Offers value in terms of price and quality
• Shareholders
- Functions on good corporate governance
- Provide timely, reliable, regular information
• Business partners
- Establish mutual beneficial relations

15. Code of Business Principles
• Community involvement
- Trusted corporate citizen as integral part of society
• Public activities
- Encouraged to promote business interests rather than party interests
• The environment
- Aim at developing sustainable environment

16. Code of Business Principles
• Innovation
- Apply scientific innovation to meet customer needs
• Competition
- Believes in fair competition
• Business integrity
- Transparency in nature of work

17. Code of Business Principles
• Conflict of interests
- Personal activities and financial interest should not conflict with
responsibilities
• Compliance-monitoring-reporting
- Abiding by these principles forms essential element in business success

18. General Skills Training
Incorporated in 2004, the Corporate Responsibility and Sustainability
module specified :
1. Unilever is committed to Corporate responsibility and involves
taking sustanable development seriously;
2. Unilever has 3 sustainability programs in water, agriculture and fish,
where it invests substantial amounts;
3. There are specialists in the UK (internal and external) who are able
to support Unilever employees on these issues;

19. 4. Understand the meaning and importance of sustainable
development;
5. Each person and each business function has a role to play in making
a contribution to sustainable development in the company;
6. Sustainable development is a complex challenge to face with
conflicting imperatives from a range of stakeholders;
7. Ability to explain what Unilever’s commitment to sustainable
development is, as well as one or two ways they can contribute as a
business function.

20. Views Of Young Managers
A survey of the trainees in 2005 showed the real effectiveness of the
new procedure as:
1. 93% agreed to understanding of Corporate Responsibility and its
importance to Unilever;
2. 100% agreed that it helped them to indentify Corporate
Responsibility issues in their own jobs;
3. 62% agreed on the significance of this training to find issues.

21. Some Feedbacks
• ‘I have always viewed Unilever as an ethical employer and this was
confirmed by the presentation.’
• ‘This hasn’t changed my perception of Unilever as I think that CSR is
already widely publicized.’
• ‘I feel mildly cynical about Unilever’s motives – it seems
environmental issues are addressed to increase sales rather than [for
reasons of] genuine environmental care.’

22. Continuing Corporate Responsibility Training
• Corporate Responsibility made a part of Annual training program;
• Compulsion of CR training for all the employees, fresh graduates to
mid career experts;
• CR training shifted to respective Functional units;
• Central training support to all Functional Units.

23. Reinforcing The corporate Responsibility
Culture

24. Role Of CSR professional
• Maintains overview
• Advice senior management
• Take care of potential gaps and issues
CSR professional Team
• Must be small to avoid complexity
• Have accountability of tasks
• Integration of work become easier.

25. How Unilever embed CSR in Core Business
• Unilever Organization Structure
Supports Integration.
Small central team is allocated
• Most Work of CSR in supply chain, Human Resources, Marketing and
R&D sector.

26. Strategy Period Features Advantages Disadvantages
Path to
Grow
Strategy
1999 -
2004
Brand portfolio of 1600
became 400 for better
focus. 150 units closed
down for cost control,
55000 employees laying
off
Focus on core
competencies. 400
brands contributed 93%
, focus on brands &
decision making. Profit
increased by 4-5%
Sales dropped by 15%, Profits fell
by 13%, Top Line Growth
reduced to 3%, Share price felled
down by 7%, EPS effected, High
cost & advertising budget for
maintaining non performing
1200 brands
Growth to
vitality
Strategy
2005 -
2010
High concentration on
Emerging markets.
Company simplified its
management structure,
20000 job cuts in Europe.
Target: 3 - 5 % Organic
growth
41% revenues were
generated in developing
countries. Focus on
advertising and
promotion
Tough Years for company

27. Making corporate responsibility relevant
• re-examine some of the community investment programme.
• Promote role as business advisors rather than “internal police”
• Positioning as a service specialist.
• Pursuing scattergun approach for building broad base support of CSR
activities.

28. Conclusions
1. Corporate culture and corporate responsibility
2. Enabling, not teaching
3. Giving permission for employees to use their own personal values
4. Consistency of communication
5.
Legally
compliant
profitable
business
Sustainable,
social
profitable
business

29. THANK YOU
AT UNILEVER, IT’S NOT JUST ABOUT SOAP OR SHAMPOO. IT’S ABOUT HOW PEOPLE LIVE.
IT’S ABOUT HELPING PEOPLE GET A BETTER QUALITY OF LIFE AND IN DOING SO HELPING
US BUILD A STRONGER & BETTER BUSINESS