Product details

Unilever, the global FMCG behemoth, came into being in September 1929. Since then, it was producing and marketing consumer goods that completely aligned with its vision of making 'sustainable living commonplace'. When Paul Polman (Polman) was appointed as CEO in 2009, he rolled out 'The Compass' strategy, which entailed guidelines and goals in the form of Unilever Sustainable Living Plan (USLP) to decouple the company's growth from its environmental footprints. The plan was to double the company's revenue while slashing its carbon footprint by 50% along the way by 2020. The strategy reverted impressive results. However, Polman's endeavours were disrupted when he retired from the top job to give place to Alan Jope (Jope). Unlike Polman, Jope received a rejuvenated and revived company in inheritance. But that did not mean Jope had to face any less challenge. Apart from continuing Polman's legacy of responsible and sustainable business, Jope had to steer the company through relatively difficult time. The overall consumer goods industry was facing stagnancy and there were many new entrants with innovative business models finding quick favours with consumers. Besides, Jope had to sit through major restructuring of the organisation. Would Jope live up to the expectations of the investors and the markets?