Behaviour change Unilever 1/4


Behaviour change: why Unilever


means business


Inspiring consumers to adopt sustainable products and behaviours is critical if the world’s third-largest consumer goods company is to realise its Sustainable Living Plan vision. Maxine Perella reports


“Business as usual isn’t really an option going forward,” asserts Unilever’s Helen Fenwick as she reflects on the deeper sig- nificance of her company’s Sustainable Living Plan. “When we launched it,


we basically introduced a new business model.” The plan, unveiled to much fanfare back in November 2010, is nothing if not ambitious. It aspires to double the size


of the business in revenue terms while halving its environmental footprint – all within a ten-year timeframe. Fenwick says Unilever is confident of achieving these two goals because it believes that


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