Behaviour change Unilever 2/4
they are interlinked – that growth ambi- tion is dependent on operating sustain- ably. “We’re very clear with our plan, it’s hugely ambitious, and we can’t do it all by ourselves. We need to work with others,” she maintains. Fenwick, who is responsible for forging those type of partnerships across Unilever’s UK and Ireland operations, says it will require open dialogue and also a wider under- standing of how the company’s envi- ronmental footprint impacts across the whole value chain.
When you think that Unilever makes and sells products under more than 400 brand names worldwide, that’s a huge undertaking. Estimates suggest that on any given day, two billion people are using Unilever products so the top end of the value chain – consumer-use – is where the company is really looking to focus its efforts going forward. “We’ve done some detailed lifecycle assessment which shows what our impact is per consumer use – so for instance, when someone does a laundry wash using Persil or has a slice of toast using Flora margarine. In terms of greenhouse gas emissions, these actions account for
More than two billion people use a Unilever product on any given day
68% of our impact. The biggest chal- lenge we have is around tackling con- sumer behaviour,” Fenwick states. While lifestyle issues are not within a company’s direct control, Unilever can exert a strong sphere of influence in
this field, both through consumer-facing activity and product functionality. In recent years, its R&D department has driven development of innovation-led solutions that can cut water, energy and material use, such as concentrated laun-
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